Download - Quality Audits for the Boss
Quality Auditing:for the Boss
An Executive Overview by
Dennis R. Arter
Short history of auditing• To audit is to hear (cargo being unloaded)• Financial auditing for the Industrial Age• Quality auditing for military and nuclear• Quality auditing for all organizations• Integration with other management systems
There are only 4 rules!
First rule of auditing:1. Audits provide information
about the futurefor those who can control the future
General model for auditing
Compare
Good & Bad Facts
AnalyzeFindings Conclusions
Analyze
Requirements
ExternalManuals
ProceduresSpecifications
Evidence
PhysicalThe senses
InterviewsPaperwork
The patterns
Problem or Cause/effect Executive Summary
Second rule of auditing:2. Auditors must be capable of doing their job.
(qualified)
Qualification means:• Lack of vested interest (see)
• Ownership• Can't audit your own job• Able to see strengths and weaknesses
• Technical knowledge of processes (understand)• Read material, receive instruction, visit area• Must be able to flowchart operations
• Knowledge of audit practices (perform)• Read a good book• Attend a class• On-the-job training
The audit team• Team leader (lead auditor)
• Greater amount of training• Qualified by audit boss
• Team members (auditors)• Helpers drawn from other departments• Qualified by team leader
• Typical times• System audit: 2 to 6 people for 1 to five days• Process audit: 1 person for 2 hours
Auditor certification• Local Requirements
• Your own standards• Auditing, Technical, Communicators
• Professional Society• ASQ Certified Quality Auditor
• Conformity Assessment
All auditors should have papers
Third rule of auditing:3. Audits measure to agreed criteria
Performance criteria
External to the auditeeInternal to the auditee
External
Manual
Procedures
Specifications
Fourth rule of auditing:4. Conclusions are based on facts
General model for auditing
Compare
Good & Bad Facts
AnalyzeFindings Conclusions
Analyze
Requirements
ExternalManuals
ProceduresSpecifications
Evidence
PhysicalThe senses
InterviewsPaperwork
The patterns
Problem or Cause/effect Executive Summary
Dump the data
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Sort the data
Fact
Fact
Fact
Fact
Problem
Fact
Fact
Problem
Fact
Fact
Fact
Problem
Fact
Fact
Fact
Fact
Fact
Fact
Fact
Fact
Data Chunking
Analyze the data• Identify the problem
• The missing control• subjective by nature
• Identify the pain• business issues• also subjective
Write the finding• Write cause and effect statement
• reason and pain• Support the judgement
• Bad facts from your list
Finding• Inability to identify nonconformances throughout the
company is resulting in higher internal costs and lost sales.
• Only receiving inspection is presently using the NCR Form (#278).
• Operators filling boxes often have to bend pigtails to get the components to fit in the box. Average time spent for this is 3 minutes per box.
• Pigtail variance on line 3 averaged 1/2 inch on Tuesday.• Zoom Co. has cut orders by 1/4 due to quality variation (mainly
pigtail breaks) in product we ship to them.
Focus on the system• System: grouping of interrelated processes
designed to achieve a common objective.• To have lasting effect (improvement),
stakeholders must have a desire to change the system
Business values
• Cost• Production• Risk
Whether for cable companies or tennis teams, driving forces will always be:
Questions
Summary: Value of the audit
• Audits provide confidence:• Controls are present• Controls are used• Controls really work• Controls will continue
Summary: Rules for the auditor
• Auditors must be prepared• Auditors analyze systems• Auditors look for cause and effect• Auditors support the business
(cost, production, risk)
Summary: Rules for the audit
1. Audits provide information2. Auditors must be qualified3. Audits measure to agreed criteria4. Conclusions are based on facts
Improved performance
Thank you for your attention!
Dennis R. Arter, CQA• Columbia Audit Resources• Kennewick, WA• (509) 783-0377• E-Mail: [email protected]• Web: http://auditguy.net• Blog: http://auditguy.blogspot.com
July 2007