A flexible approach to business improvement
© Transition Support Last Edit 15/12/2017 00:29:20
ISO 9000 define an audit as a systematic, independent and documented process for obtaining objective evidence and evaluating it objectively to determine the extent to which the audit criteria are fulfilled or put simply; an audit is a means to establish the extent to which performance meets the objectives for that performance.
A quality audit is an audit which determines the extent to which quality requirements are fulfilled. A quality audit will therefore independently examine processes, products and services to determine if they fulfil requirements specified for their inherent characteristics e.g. dimensions, functionality, safety and responsiveness. Quality audits may therefore be referred to as process audits, product audits, service audits or quality management system audits.
System audits may take as the audit criteria, the requirements of standards such as ISO 9001, ISO 14001 or may take the intended results of the management system and establish:
However, over the last 25 years management system audits have been focused simply on verifying that procedures were being followed or standards complied with. If you are running a business it is not helpful if an auditor tells you that you have not complied with certain requirements unless he can also tell you what effect such non-
With the emergence of ISO 9001:2000 the style and approach to quality management system auditing should have changed but even after 17 years it is not uncommon to find procedure auditing being conducted as management system audits. The new standard focuses on performance rather than conformity for the sake of it. A quality management system is deemed effective if it enables your organization to achieve the results you and your stakeholders expect. The auditors should therefore be addressing performance issues. If ISO 9000 is to be a tool which can help organizations achieve their objectives it follows that the measure of its success is the extent to which it does enable organizations to achieve their objectives.
The first place for the auditor to start is therefore to ascertain what the organization's objectives are and whether they are relevant to the needs and expectations their stakeholders. Secondly before moving on the auditor would be very wise to ascertain what results the organization is currently achieving and whether there is a match with the objectives. If the results are not being achieved, the auditor can then ascertain whether there is an improvement process in place that will drive the organization towards it goals. The auditor's next task is to establish how the organization achieves these results (the effect). As results are achieved through processes (the cause), it follows that the auditor should proceed to examine the key processes and establish that these are being managed effectively.
This is a new approach. It is not based on deriving questions from a standard and pursuing an audit trail until evidence of compliance or non-
More information about quality audits can be found in Chapters 55 of the ISO 9000 Quality Systems Handbook 7E
|ISO 9000 Quality Systems Handbook|
|Small Business Guide|
|The Business Cycle|
|Business excellence criteria|
|Business process management|
|Qualty - what it means|
|Achieving Quality Goals|
|Quality management principles|
|Mission, Vision and Values|
|Process based management systems|
|The Mission Management Process|
|Demand creation process|
|Demand fulfilment process|
|The Resource Management Process|
|Critical success factors|
|Process mapping for Results|
|Process Risk Assessment|
|Quality Management Systems|
|Procedures to processes|
|Systems of documentation to documented systems|
|Results of the QMS|
|Misconceptions about ISO 9001|
|The most important ISO clause|