Cost of Quality

The term Cost of Quality is widely used in various industries. Sometimes called slightly shorter, Quality Cost. Whatever form is used, the term is often wrong interpreted. Cost of Quality is not only the cost incurred for not producing a product or service quality. Cost of Quality is cost needed to make a quality product. Cost we paid for not producing a product or service quality was called Cost of Poor Quality. Cost of Poor Quality must be paid when we spending our cost to follow-up the quality problem like:

1. 
   
   rework of finished goods


2. 
   
   re-checking or inspection of products


3. 
   
   remanufactured or tooling modifications

repetitive tasks in the service sector, for example, repeat the process of loan application, replacement of food in a restaurant, etc. In short, all expenses incurred due to the poor resulting quality for the first time you produce is part of the Cost of Poor Quality. So, what is Cost of Quality? In general, the Cost of Quality is divided into several sections, namely: Prevention Cost All costs incurred to prevent the problems of quality produced. For example the cost of reviews, cost during the APQP process, a survey of supplier capabilities, evaluate the process capability, projects to improve the quality, training and technical education. Appraisal Cost All costs associated with measuring, evaluating or auditing products or services to ensure conformance to quality standards or other requirements. For example, incoming inspection of raw materials, in-process product inspection, final product inspection, product audits, calibration of measuring instruments and machine calibration. Failure Cost (usually called Cost of Poor Quality) Costs incurred due to product or service does not fit with customer requirements or other provisions. Failure Cost is usually divided into 2, namely:

• 
  
  Internal failure cost, Ie costs incurred before the product shipped to the customer. For example, scrap, rework, reinspection, downgrade the product.


• 
  
  External failure cost, Namely the costs incurred after the delivery of products to the customer. For example, fees for handling complaints from customers, returns by customers, warranty claims, product recall that has been circulating (product recall).

Cost of Quality is the sum of all the costs above. So the cost of quality is different with the actual cost of products, which usually is considered only a component material, production costs, shipping costs and profit margins. Cost of Quality log all actions taken both to prevent problems (preventive cost), to ensure there are no problems (appraisal cost) and to follow up the existing problems (failure costs), either before it is sent to the customer or when ship to the customer. Thus, the actual cost of Quality is not equal to zero. There is always a process or an attempt to ensure product quality before being sent to the customer. So at least Appraisal Cost of Quality = Cost. Unless the company is so confident with his performance so that the checking of products was not done at all ... This understanding is often wrong interpreted or ignored by management. Usually companies only count the cost of failure cost (cost of poor quality), so if there is no defect, the Cost of Quality = zero. This does not mean wrong at all for other costs, especially preventive cost accounted for in other books heading. However, if we want to begin to list the Cost of Quality in the true sense, we must take into account all the factors above.

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Why is ISO 9000 / ISO 9001:2000 Certification So Important?

First of all it provides a system for managers and organizations to achieve excellence and opens the door for American manufacturers and/or service organizations seeking a larger role in both international trade and with other American organizations. Many organizations require their suppliers to be certified or at a minimum to be working toward certification on ISO 9000 / ISO 9001:2000 to do business.

Consider the facts (source MORI/SGS-ICS) that with ISO certification:

• 83% realized improved management control
• 82% realized improved customer satisfaction
• 62% said it improved the ability to win work
• 61% stated a more motivated workforce
• 60% realized improved productivity
• 60% saw reduced waste
• 52% stated it improved marketing
• 50% had reduced costs
• 49% realized increased market share

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RECORDS REQUIRED BY ISO9000

Section	Description
4.2.1 General	Reference to records required by the standard
4.2.3 Control of documents	For records are controlled according to 4.2.4
4.2.4 Control of records	Records are established and maintained to provide evidence of conformity
5.6.1 Management Review – GeneralReview	Management Review records
6.2.2 Competence, Awareness, and Training	Education, training, skills, and experience
7.1 Planning a product realization	Evidence is recorded that the realization processes and resulting product meet requirements
7.2.2 Review of requirements related to the product	Results of the review and actions are rising from the review
7.3.2 Design and development inputs	Inputs relating to product requirements
7.3.4 Design and development review	Results of the reviews and any necessary actions
7.3.5 Design and development verification	Results of the verification and any necessary actions
7.3.6 Design and development of validation	Records of the results of validation and any necessary actions
7.3.7 Control of design and development changes	Results of the review of changes in any necessary actions
7.4.1 Purchasing process	Results of supplier evaluations and any necessary actions are rising from the valuation
7.5.2 Validation of processes for production and service provision	Requirements for records as applicable
7.5.3 Identification and traceability	Where traceability is a requirement, the unique identification of the product
7.5.4 Customer property	Records of customer property that has lost, damaged, or unsuitable for use
7.6 Control of monitoring and measuring devices	Where no standards exist, bases used for calibration is recorded Records of the results of calibration and verification are maintained
8.2.2 Internal audit	Records of audit results Implied records for reporting verification follow up activities and results
8.2.4 Monitoring and measurement of product	Records indicates the person(s) authorizing the release of the product
8.3 Control of non-conforming product	The nature of nonconformities and any subsequent actions taken, including concessions obtained
8.5.2 Corrective action	Records for corrective action results taken
8.5.3 Preventive action	Records for preventive action results taken

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Vehicle Service Contract

Do you need a car? Do you want buy it? There are a lot of Brand, Type, Model and Price of car. We shall be selective and shall be choose the right car, as we need. Buying luxurious cars are most peoples dream. But we must remember how much we will spend on car services. You should have a right plan on buying it. Vehicle service is expensive. Made a good plan for having luxurious cars. For helping us in making good plan there are a lot of car services, auto insurance quote or others insurance will help us. They will give us the right vehicle service contract. Their services not only vehicle services contract but also extended car warranty for our cars. So, we do not worried about having a luxurious car.

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Security system for your Home Security

You need a security camera system? Or you want to learn more about the security camera system or video surveillance system? Here we share articles which specifically deal with security camera systems, home security and home alarm systems. After reading this article, you must be able to understand and also choose which camera to your liking.

There are two types of system security: an alarm system wired and wireless camera systems. Traditional wire system efficient enough for many homeowners, but today many prefer to use wireless.

Wireless home system has been created for many people today. Robbery, theft and looting has evolved into modern-day story in news reports over the last few years. This raises the concern of most citizens and provide a trigger to motivate them to buy a home alarm system. A home security system can provide protection for the whole family homeowner and your property. It also provides a great barrier for criminals who make them think twice about doing this crime.

If you want to install a security camera system around your house, it will be very beneficial to you if you buy a cordless type when compared to traditional cable types. The use of cable infrastructure is often annoying and disrupt your house because of the complicated installation. They are not fun to examine and often require extra holes in your walls to hide those unsightly rolls. Cable installation and camera security system will require much patience and time because you are dealing with so many wires. It would be easy to get wires crossed.

There are many companies in the market today that offer wireless security system. These cameras often have a wireless security camera and software needed to run the system. Most companies offer installations although some offer a home security system as a whole. Make sure you research different companies and as to free quotes and referrals. Any reputable company should be able to provide well for the prospect.

A method of security cameras is very important for peace of mind and security of your home. There are many benefits to having a wireless camera security system installed in your home. Set the only thing that might come back the initial cost of installation and equipment, but it is really easy to make back the insurance discount and also the security that you will feel.

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Simple way on Updating driver

Did you have any problem with your device drivers? Did you have any difficulty in updating your device drivers? There is any ways in updating Windows Drivers and another device drivers. Usually we update Windows drivers or another device drivers through Windows Update feature. Updating drivers through Windows Update feature maybe can resolve your problems but we remind you that the drivers available at Windows Update only some specific drivers. The driver available only the driver that is has passes WHQL (Windows Hardware Quality Lab) certification. More hardware producer with any reason not used this certification stage. With this certification, Windows will remind the user when they tried to install using the drivers that not have WHQL.

When you update your drivers, use the feature at Windows XP, System Restore. With this feature, Windows will restore to the last system when the new driver was not stable or caused some conflict with another drivers. With this feature, we have not worried in trying new drivers for Windows XP both with WHQL certification or not. For activating this feature manually, go to the restore points first. Follow this step. Go to System Restore Utility at [Start] > [All program] > [Accessories] > [System Tools].

OK that is the little things I has known about updating windows drivers and another drivers. For more information in download driver, you can ask to Uncle Google. There is any good site that has any device drivers for downloading. I hope it can help you all.

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What are debt settlement, debt negotiation and debt relief?

Personal debt has become an increasingly large problem in recent years. With such large debt loads, many individuals have difficulty making repayments on debts and are in need of help. May be you have heard about debt settlement, debt consolidation, debt relief and debt negotiation in banking knowledge or may be you have done the debt settlement. But not much people know about the debt settlement means and what is the benefit. Here is the simple explanation that I known about debt settlement, debt negotiation and debt relief.

Debt settlement, also known as debt arbitration or debt negotiation, is an approach to debt reduction in which the debtor and creditor agree on a reduced balance that will be regarded as payment in full. Essentially, the debt settlement company negotiates on the borrowers’ behalf with creditors to reduce the overall debts in exchange for an agreement upon regular payments to be made. Only credit card debts can be handled, not student loans, auto financing or mortgages. For the debtor, this makes obvious sense – they avoid the stigma and intrusive court-mandated controls of bankruptcy while still lowering, sometimes by more than 50%, their debt balances.

What do you think about debt relief? Debt relief is the partial or total forgiveness of debt, or the slowing or stopping of debt growth, owed by individuals, corporations, or nations. So with this debt relief we can get forgiveness but usually can’t give total forgiveness.

Who can give us the debt settlement or debt relief?

There are many companies who offer debt consolidation services. But we must be selective to choose the debt consolidation agency. Get the agency that gives us the better bid. Better ways is try search on the Internet and find some debt settlement companies. Read carefully about their program in debt settlement, debt consolidation or debt relief.

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Internal Audit Nonconformance/NC is not closed, is it a nonconformity at CB assessment?

Several times ago, I’m find a question that makes me surprised. It’s a question from Peters from Poland at Elsmar.com forum at June 2007.

The question is like this. “Internal Audit Nonconformance/NC is not closed, is it a nonconformity at CB assessment? “ He also explained like this. “These were some minor nonconformity from latest internal audits. Some (only some!) corrective actions began but are not finished and closed. Lead Auditor from CB had doubts that he can accept this. He was not sure it conforms to the requirements. We couldn't find in rules any information about such problem. Do internal audit nonconformities have to be closed before certification audit? Organization began corrective actions but these actions are not closed. Is there any requirement in Rules that this situation is nonconformity in certification audit?”

Several in the cove have answered this question.


Stijloor from North Caroline as the forum moderator’s was response like this. “No not necessarily. The corrective action may have to be monitored for a while to demonstrate its effectiveness before a CAR can be (finally) closed. Your CAR log should show the status of the CAR. Inactions (delays, etc.,) are bad”. He also told, “Now, if the Certification Body's auditor issues nonconformity, then it must be closed within a pre-determined time limit. In other words, a certificate of registration can not be issued unless all NC's have been closed to the satisfaction of the CB”.

Trainerbob from Michigan, USA response like this, “There should be no problem with a third party auditor and a corrective action for an internal audit problem as long there seems to be a reasonable plan in place to eliminate the problem and verify the effectiveness of it. If there is no reasonable plan in place to solve the problem, then the third party auditor would probably have a probably have a problem. As Stiljoor said there is a difference between a corrective action from an Internal Audit and a third party audit. Your third party auditor or his/her organization will have guidelines that they use for the closing of non-conformances found during their audits.

Spartan Kim as Shy poster at Elsmar.com response like this, “I agree with Stijloor and would say the requirement is implied. If an internal audit nonconformance is about a requirement of a standard that is not being done, then that certainly would create a new nonconformance at registration audit time from the registrar. But a departure from an internal, documented process that shows progress in meeting the target completion date (as opposed to no progress for days or weeks) should not create a new nonconformance from a registration audit”.

Sidney Vianna from Long Beach, California response like this, “I don't have my copy of the IATF rules handy, at this moment. So, I can not answer for sure if under the IATF rules that would be a nonconformity or not. But, if this was an ISO 9001 audit, conducted under the requirements of ISO 17021, I would have to ask you further questions. For example, are ALL corrective actions emanating from your internal audit process unresolved/open? If that were the case, how can an external auditor assess the effectiveness of your corrective action process? Further, since results of internal audits and status of corrective actions should be part of your management review, can an external audit assess if your management review activities are done? If we were to assume that a percentage of your corrective actions, originated from your internal audit were "closed" and the external auditor can verify the process is working, I would emphatically agree that there is no requirement mandating all corrective action requests to be closed, prior to the certification audit. However, if NONE of the actions have been closed, verified for implementation and effectiveness, myself as an auditor could not attest that a key process of the QMS, namely the corrective action process, is effectively implemented”.

Howste from Utah response like this, “The Rules are not specifically mentioned what you are talking about. Originally Posted by TS Rules 3rd Edition, the audit team shall record all findings of nonconformity when detected and identify the nonconformities to the client. The identified nonconformities shall not be closed during the audit. If there are still nonconformities present in the system, and the audit team finds them, they must record them. So if a corrective action has been initiated, and correction has taken place, there would be no nonconformity - even if the full corrective action is not complete. If the corrective action has been initiated, and the nonconformity still exists, it must be a nonconformity”.

Arios from Juarez-Chihuahua-Mexico response like this, “Corrective Actions derived from internal audits may still be open provided that the issue does not compromise registration. If for instance you have an internal audit finding and a Corrective Action open because the Management Review meetings have not been performed, then to me is a big issue and I would not take the Corrective Action as a waiver for not meeting a requirement in the management standard.

Raffy from Manila-Philippine response like this, “Hi peters, two years ago we also have the same problem as they are some NC from the internal audits were not closed. This was noted by our CB during our pre-assessment audit and likewise suggests that these items should be immediately addressed by our organization. As regards to the problem, during the certification audit, there also some NC that were not closed and status were not indicated, that's why it was called out against the requirement of the clause 8.2.2 & 8.5.2.1 of ISO/TS16949. Lesson learned, there should be a status of each NC and these should be tracked and monitored. If these are not yet finished and remain Open. Escalation Process must be immediately implemented”.

And I was resuming that stated opinion like this, “I think that is no problem if you have a complete planning about the corrective action. That is including the monitoring of your corrective action progress. And I think that was an excessive finding if that is as a nonconformity. It should be an observation finding not a minor or major finding”.

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Accuracy, Precision, & Calibration

Accuracy: The difference between the expected value of a sensor's output and the actual value of the quantity being measured. The mean of a set of data is related to the accuracy of the data.

Precision: The variations in a measured signal due to noise or other phenomena. The standard deviation of a set of data is a measure of the precision.

Calibration: Calibration improves the accuracy and precision of a sensor by defining a mathematical relationship between what you measured and what the reading should be. For example, the third plot above could be improved by subtracting a constant from the measured temperature. This would be one type of calibration.

Download more definition about Accuracy, Precision & Calibration here ...

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How to Reap Real Benefit from a Layered Process Audit

Not sure if you are getting the maximum benefit from your LPAs? It’s time to leave the minimal compliance mindset behind, and instead, understand and apply what LPAs can do for your company’s overall performance.

Since General Motors Corp. (GM) initially introduced layered process audits (LPAs) to suppliers in 2002, hundreds of companies rushed to implement the system. Chrysler made LPAs a supplier requirement in 2004, and GM suppliers implementing GM’s Quality Systems Basic Training are also required to implement LPAs. Furthermore, to reduce the variation in interpretations, the Automotive Industry Action Group (AIAG) published CQI-8—Layered Process Audits Guideline in December 2005.

However, while about one-third of North American automotive suppliers have some form of LPA in place (perhaps a bit higher among the Tier One group), some experts say that many suppliers rushed to implement the LPA strategy simply to satisfy a new customer requirement—not to examine and fully utilize the benefits of the strategy itself.

A layered process audit is an ongoing chain of simple verification checks that ensure a defined process is followed correctly. It is a powerful management tool that can improve safety, quality and cost savings by amplifying problem solving systems and making continuous improvement almost routine. Through observation, evaluation and conversations on the manufacturing floor, these checks ensure key work steps are performed properly. LPA interactions are also an excellent way for managers to show respect for frontline workers.

“To meet the new requirements, suppliers quickly created audit checksheets and questions, but never thought about what process elements and what audit questions would actually reduce risk, prevent problems, and reduce costs,” notes Murray Sittsamer, president of The Luminous Group LLC. “I would guess only about half of the companies currently doing LPAs are doing them in a way that is truly helpful to their own business performance.”

Sittsamer says OEMs see LPAs as one of the most powerful strategies to take a good supplier and make them better; or take a great supplier and keep their quality metrics from declining. “By assuring that standardized procedures are in place, an organization can move from minimally complying to an organization where quality and conformance to product and process requirements is the number-one priority,” he says.

Benefits of LPAs
Here are some of the many benefits suppliers have realized from implementing LPAs:

• Protecting operators from injury.
• Eliminating the shipping of nonconforming products.
• Saving money because it’s less costly to have fewer injuries and manufacture products correctly the first time.
• Focusing on process inputs that help achieve first-time quality.
• Ensuring that processes run correctly because you are able to personally verify them.
• Helping top management become more familiar with shop-floor activities and building a relationship between management and shop floor personnel.

“LPAs are not the typical audit of the product,” Sittsamer explains. “Instead, they are an audit of the process. In a process audit, you check to see that the operator is following the defined process. LPAs ensure that the critical process parameters, such as machine settings, temperatures, flow rates and gages, were set correctly. If the defined parameters were set correctly, the process will make good parts.”

The industry can learn more about LPAs through AIAG’s one-day Layered Process Audit Implementation Workshop. This “Train-the-Trainer” course is for individuals who will be leading their site’s implementation of Layer Process Audits to fulfill recent OEM requirements. AIAG also offers a Layered Process Audit Executive Overview for company owners, presidents, plant managers and their leadership teams. It’s designed to layout the LPA strategy, including the benefits, approach, overview of what’s required, leadership’s role, and how to monitor LPA effectiveness.

To register for these and other AIAG training, visit www.aiag.org or contact AIAG Customer Service at (248) 358-3003.

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Fast Guide to Overall Equipment Effectivity (OEE)

Fast Track OEE for Production People on the Move

Does your production have bottlenecks that you’re not aware of?
Could one machine be dragging down the entire facility?
Does your equipment have excess capacity that could be easily and inexpensively tapped?

There’s been along parade of manufacturing buzzwords and systems over the years. As you are all too aware, many have been little more than a waste of time, energy and money for you and your already overworked staff.

But Overall Equipment Effectiveness (OEE) is different. OEE truly reduces complex production problems into simple, intuitive presentation of information. It helps you systematically improve your process with easy-to-obtain measurements.

We invite you spend a few minutes reading The Fast Guide to OEE. It’s a step by step tutorial that will help you instantly make more with whatr you’ve got.

What is OEE?

OEE is a “best practices” way to monitor and improve the effectiveness of your manufacturing processes (i.e. machines, manufacturing cells, assembly lines).

OEE is simple and practical. It takes the most common and important sources of manufacturing productivity loss, places them into three primary categories and distills them into metrics that provide an excellent gauge for measuring where you aer – and how you can improve!

OEE is frequently used as a key metric in TPM (Total Productive Maintenance) and Lean Manufacturing programs and gives you a consistent way to measure the effectiveness of efficiency.


Download the ebook for complete read …..

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Root Cause Analysis

Root cause analysis (RCA) is a class of problem solving methods aimed at identifying the root causes of problems or events. The practice of RCA is predicated on the belief that problems are best solved by attempting to correct or eliminate root causes, as opposed to merely addressing the immediately obvious symptoms. By directing corrective measures at root causes, it is hoped that the likelihood of problem recurrence will be minimized. However, it is recognized that complete prevention of recurrence by a single intervention is not always possible. Thus, RCA is often considered to be an iterative process, and is frequently viewed as a tool of continuous improvement.

Root cause analysis is not a single, sharply defined methodology; there are many different tools, processes, and philosophies of RCA in existence. However, most of these can be classed into five, very-broadly defined "schools" that are named here by their basic fields of origin: safety-based, production-based, process-based, failure-based, and systems-based.

• Safety-based RCA descends from the fields of accident analysis and occupational safety and health.
• Production-based RCA has its origins in the field of quality control for industrial manufacturing.
• Process-based RCA is basically a follow-on to production-based RCA, but with a scope that has been expanded to include business processes.
• Failure-based RCA is rooted in the practice of failure analysis as employed in engineering and maintenance.
• Systems-based RCA has emerged as an amalgamation of the preceding schools, along with ideas taken from fields such as change management, risk management, and systems analysis.

Despite the seeming disparity in purpose and definition among the various schools of root cause analysis, there are some general principles that could be considered as universal. Similarly, it is possible to define a general process for performing RCA.

General principles of root cause analysis

1. Aiming corrective measures at root causes is more effective than merely treating the symptoms of a problem.
2. To be effective, RCA must be performed systematically, and conclusions must be backed up by evidence.
3. There is usually more than one root cause for any given problem.

General process for performing and documenting an RCA-based Corrective Action

Notice that RCA (in steps 3, 4 and 5) forms the most critical part of successful corrective action, because it directs the corrective action at the root of the problem.

1. Define the problem.
2. Gather data/evidence.
3. Identify issues that contributed to the problem.
4. Find root causes.
5. Develop solution recommendations.
6. Implement the recommendations.
7. Observe the recommended solutions to ensure effectiveness.

[edit] Root cause analysis techniques

• 5 Whys
• Failure mode and effects analysis
• Pareto analysis
• Fault tree analysis
• Bayesian inference
• Ishikawa diagram, also known as the fishbone diagram or cause and effect diagram
• Barrier analysis - a technique often used in particularly in process industries. It is based on tracing energy flows, with a focus on barriers to those flows, to identify how and why the barriers did not prevent the energy flows from causing harm.
• Change analysis - an investigation technique often used for problems or accidents. It is based on comparing a situation that does not exhibit the problem to one that does, in order to identify the changes or differences that might explain why the problem occurred.
• Causal factor tree analysis - a technique based on displaying causal factors in a tree-structure such that cause-effect dependencies are clearly identified.

Basic Elements of Root Cause

• Materials

- Defective Raw Material

- Wrong type for job

- Lack of raw material

• Machine/Equipment

- Incorrect tool selection

- Poor maintenance or design

- Poor equipment or tool placement

- Defective Equipment or tool

• Environment

- Orderly workplace

- job design or layout of work

- Surfaces poorly maintained

- Physical demands of the task

- Forces of Nature

• Management

- No or poor management involvement

- Inattention to task

- Task hazards not guarded properly

- Other (horseplay, inattention....)

- Stress demands

• Methods

- No or poor procedures

- Practices are not the same as written procedures

- Poor communication

• Management System

- Training or education lacking

- Poor employee involvement

- Poor recognition of hazard

- Previously identified hazards were not eliminated

Here Some Scheme matrix of RCA Download it HERE

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Internal Auditing Tips

On this page we will be adding tips to assist you in your auditing efforts. Feel free to contact us with your tips. We will not only post them, but we will make sure you get the credit.
As always...Good Auditing!

Free Tip #1:
Contact auditees at least four times about their scheduled audit. The first contact would come when the annual audit schedule is generated. The second should be about one month prior to the audit. This allows the auditee time to prepare for any additional resources necessary (They shouldn't need extra time to "get their areas squared away".). The third contact should be about a week before the audit. At this time, you can give the auditee a detailed schedule about exact times, and locations of audit activities. For example, you will be auditing receiving inspection at 10:45. Each of these contacts should be in writing (email is just as good). The day before the audit, place a quick phone call (or voicemail) to verify the audit.
Of course, you still need to have an opening meeting, and that is in addition to the above. The reason for the multiple contacts is simply, we tend to forget things due to our work load. Audits should never be a surprise, this ensures the auditee has every chance to prepare.

Free Tip #2:
When preparing the audit schedule take into account such things as:

• Available resources
• Audit Scope
• Sample Size

The key is not to bite off more than your auditors can chew [Translation: Don't over-commit your resources]. Smaller, but more frequent audits may be better than comprehensive three-day audits. Inadequate resources may indicate lace of Executive Management commitment. You can get more information on the above from November's and December's newsletters.

Free Tip #3:

One of the hardest things to do is get a quick turn-around time on corrective actions. Auditors are frequently frustrated by lower and mid-management's foot dragging on responding to audit findings. One way to get faster action is to have executive management place effective corrective action turn-around time in management's performance appraisals. By tying in corrective actions to performance appraisals, bonuses, etc., you virtually force management into timely, effective corrective actions. This could also work with audits completed on time, etc. It also shows lower and mid-management that executive management is committed to the process.
Tip takes from December's issue

Free Tip #4:

If you company has email…try to set up a paperless audit system where the only thing you would need to "print out" and hand write would by your audit worksheet, which you take withy you to collect your evidence/samples. We have a paperless system here - we are able to email out notification forms and audit summaries without ever printing a sheet. It works EXCELLENTLY! We even File our paperless paperwork electronically for when our third -party auditors come to audit!Write your procedures in Flowchart style. This helps to make the workflows appear that much clearer for new and veteran auditors alike. By having all of our procedures in flowchart style, we have cut down on our audit time by half and increased audit accuracy tremendously!Jill Chavanne, Internal Audit Program Manager, Weiss-aug. Co

Free Tip #5:
Auditors are frequently frustrated by lower and mid-management's foot dragging on responding to audit findings. One way to improve the timeliness of audit finding responses is to issue reminder notifications. Our audit finding response due dates are normally two weeks from the issue date of the finding. I typically issue two "Reminder of Approaching due date" notifications, one at 50% of allotted response time and the other at 75%. This method can be modified to fit your particular system, i.e. issuing only one notice for lessor response time allotments. This documentation can be in the form of a manual memorandum/form or the more efficient e-mailed memorandum/form. Issuing reminder notifications demonstrates a monitored system and can also prove useful if elevation of the finding becomes necessary. David A. Wimer, BAE SYSTEMS

Free Tip #6:
"Be sure to follow-up on corrective actions from previous audits: don't only audit to see the corrective actions have been implemented. Make sure the corrective action corrected the problem that caused the corrective action in the first place."
Betsy Hsiao, Quest Analytical

Free Tip #7:
In order to have an effective Corrective Action, Nonconformities must have three attributes:
They must be Understandable: If the auditee does not understand the nonconformity, they will not know how to deal with it. They must be Actionable: If there is no action that can be taken, the Corrective Action cannot be achieved. They must be Unarguable (that is not a word, but it fits): If an auditee can argue ANY part of a nonconformity, they will argue rather than correct.

Free Tip #8:
Auditing is all about asking questions. As an auditor, you have to make sure you ask the right person, the right question. You also have to make sure YOU understand the question you are about to ask. If you don't understand the question, how can you expect to understand the answer. You must also ask questions in a manner that the auditee will understand them.

source http://www.internal-auditor.com/tips.htm

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