By Scott Renkes on February 21, 2014
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We all know quality is a continual process that evolves as your company ebbs and flows.
Having processes in place to be able to monitor and track that continual improvement and make good decisions based on that information is critical to a business.
As economic times are continually changing, businesses have to be fluid and responsive to varying market demands. This may involve reviewing your processes and realizing that things may not have to be done just because you have always done them that way. Instead, take the opportunity to really ensure your processes are adding value to your organization.
One way to accomplish this is through reviewing your standard operating procedures and work instructions on a continual basis through an internal audit. Internal audits benefit the immediate departmental team as well as the overall organization. The departmental team benefits by taking time to review what they are doing, why they are doing it, and make necessary changes. In the process, they are documenting the activity to demonstrate to an external auditor and/or customer that they are following the policies and processes that they have established to be the best at what they do.
In addition, internal audits are a way for other teams within an organization to get familiar with how various departments work and discover best practices that can be shared across the larger organization. Typical agendas for internal audits include reviewing job descriptions, training records and processes to ensure they are doing what they say they are doing, and what they say they are doing follows the standard.
I recently had the pleasure of joining our internal audit team for our parent company, CCS-Inc. Over my career, in multiple organizations, I’ve had quality responsibilities that included being a document control administrator, writing processes for my area, and making sure that job descriptions and trainings were documented correctly. These activities helped to prepare the business for both internal and external audits to maintain ISO 9001 registration.
I have been on both the giving and receiving end of audits, using a variety of systems, including paper based systems, shared drive systems, SharePoint, and compliance management software systems. These experiences have afforded me the opportunity to see how compliance management software can be extremely helpful to organizations automating this process. It can also be the difference between significant findings versus stress-free audits.
Having a consistent process for planning, executing, and documenting internal audits is paramount to the integrity of the data that is being captured.
To guide internal auditors in our organization, our Quality and Compliance Manager has established the following best practices:
Review the organization chart, checking for the correct titles with job descriptions to match as well as their association, general, and job specific training tasks or checklists.
Our Quality Manager leads the team and sets the audit schedule and initiates the automated workflow process in our compliance software. The initiated workflow contains information about who is responsible for the audit but also provides links to previous audits of the area, high-use procedures and any other applicable notes to provide continuity. Our internal audit team is made up of representatives from all areas of the organization. We meet quarterly to review the audits that have been completed and to collaborate on areas where the internal audit team can improve.
Can all of this be done without an electronic compliance management system in place?
The answer is, yes. But having a compliance software tool makes it so much easier to be able to manage that process and then search and report on all of the information that is being captured. The end result provides evidence that the business is doing the right things, documenting what we are doing and working on the right priorities for continued success. Reporting on all of the information that is captured by the internal audit team members can be done very easily.
Some examples of how our Quality Manager utilizes reporting:
A systematic approach for your internal audits has many benefits, including helping your employees develop the best procedures for their departments and setting the expectation of continual improvement throughout the entire organization.
Want to talk internal auditing? I’m always eager to learn from others best practices or hear how our process has helped you. Here are a few resources you may find helpful:
About the Author
Juliann Poff has been with Qualtrax for 10 years. In addition to her duties as Inside Sales/Channel Development Manager, she also serves as a member of the Internal Audit Team for their parent company CCS-Inc., sister subsidiary FoxGuard Solutions, Inc. and Qualtrax, Inc. auditing to their ISO 9001:2008 accreditation. Juliann has served as the Quality Improvement Team Administrator when rolling out the Crosby quality methodology to the organization and she has participated in and led several quality improvement teams. Previous to Qualtrax, Juliann served as the Site Coordinator and Document Control Administrator for a Fortune 500 Manufacturing company helping to manage their ISO 9001 and ISO 14001accreditation. Juliann is an active member of her community serving in leadership roles in several community service organizations and recently graduated with her MBA. Juliann enjoys learning about the compliance industry and matching up prospects with Qualtrax to help continually improve those organizations.
Quality Management Solutions.