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The Audit Report

The Newsletter of the ASQ Audit Division

September 2015, Issue 19

In This Issue:
Chairs Message
ISO 9001:2015 Update Internal Audit
Chairs Message Challenges, and Advanced Quality
Auditing An Auditors Review of Risk
Letter From the Editor Hi everyone!
Based Thinking, Lean Improvement, and
Feature Article: Using the Appreciative It continues to be a
Inquiry Method When Auditing for Data Analysis.
Performance and Improvement, very busy year for the
byKevin Posey Audit Division. If there are any topics you would like
Tips From the Trenches:
to see presented, please contact Angelo
Our student coor- Scangas, our webinar chair, at Angelo@
Corporate Quality Audits:
Beyond the Closing Meeting, dinator, Lawrence qualitysupportgroup.com so we can deliver
byDanielle Frederick Mossman, has been important and timely webinars that are of
Letter From the DCD setting up student branches in various sec- interest to our members.
ConferencePreview tions within the United States including
Florida; Memphis, TN; Missouri; Iowa; As travel budgets become tighter and the
Division News Bytes
and now in Boston, MA to coincide with thirst for knowledge continues to increase,
Lapsing Purpose, by Kurt Stuke
the BOSCON conference in April 2016. the Audit Division is partnering with
Article: ISO 9001:2015 Begins Lawrence has started the development of a the Software Division to offer alternate
WithLeadership, by Walter Tighe options to destination conferences in the
Student Branch Organizing Team to assist
Division Organizational Chart
in our outreach effort to students as we form of virtual conferences. We are in
continue to move forward with this project. the early stages of developing and testing
Newsletter Editor Speaking of BOSCON, the Audit Division
various options for this offering, and initial
Lance B. Coleman tests look very promising. Stay tuned for
lance@fullmoonconsulting.net will be participating in BOSCON 2016, pro-
continuing updates.
viding speakers on audit-related subjects.
Division Administrator Come and visit our booth to speak with We are looking for nominations for the
Chris DeMartino 2015 Paul Gauthier Award. The Paul
our team and obtain information about the
800-248-1946 x7682
cdemartino@asq.org division and our Certified Quality Auditor Gauthier Award honors someone who has
certification preparation class. Planning has made, or is making, an original, signifi-
begun, so please check the Boston section cant, or lasting contribution to the field
website at www.asqboston.org for up-to- of auditing. If you know someone that
date information as it becomes available. you feel deserves this recognition, and
Our very popular free webinar series con- you would like to submit a nomination,
tinues with our next webinar on October 6, please contact George Callender, ASQ
2015, from 1:00 p.m. 2:00 p.m. Eastern Audit Division Awards Committee chair,
Daylight Time. The subject and presenter at callendg@bellsouth.net, to request
have not yet been chosen. Watch your The Paul Gauthier Nomination Form.
email for the webinar announcement and Nominations must be submitted on the
registration information. form for consideration. Please email nomi-
nations to George Callender by September
If you have missed any of our webinars,
30, 2015. The award will be presented
you can access them from the Audit
at our 24th Annual Audit Conference this
Division home page at asq.org/audit and
October in Reno, NV.
scrolling down to Featured Content.
To date we have Advanced Audit If you need to become a Certified Quality
Interviewing Techniques, A Risk Based Auditor (CQA), the next public offering
Thinking Model for ISO 9001:2015, Continued on page 2
The Audit Report September 2015

of the CQA certification preparation class will be held on October 26 28, just
Audit Division Vision before the Audit Conference in Reno, October 29 30. The class will avail-
To be the pre-eminent body for provid-
able at our reduced conference price of $895 for the three-day course. You
ing expertise on auditing and defining can then take the CQA exam immediately after the conference on Saturday,
expectations for the audit profession. October,31!
For more information or to register for this class, please go to the confer-
Audit Division Mission ence registration page at asqauditconference.org/Refreshers_Tutorials.html or
To develop the expectations of the
audit profession and auditors. To directly through ASQ certification at asq.org/training/certified-quality-auditor-
promote to stakeholders auditing as a certification-preparation_CQAR.html. You can take the CQA certification
management tool to achieve continuous preparation class, take the exam, and attend the conference all in one trip!
improvement and to increase customer We are looking forward to seeing all of you at the 24th ASQ Audit Conference
satisfaction.
in Reno, at the Peppermill Hotel and Resort, October 29 30. For those of you
who have attended previous Audit Division conferences at the Peppermill, you
The Audit Report is published four times a know this is one of our preferred venues as we are able to deliver a compre-
year as a chief information resource for hensive, all-inclusive learning experience at a reasonable price, and you get
members and friends of ASQs Audit Division.
recertification units (RUs) for attending. You can also attend our annual Audit
Information about the ASQ Audit Division may
also be found at asq.org/audit.
Division business meeting, for which you receive additional RUs.
Reminder: All ASQ Audit Division endorsed Register for the conference at asqauditconference.org/Registration.html and
communication and/or use of the Audit well see you in Reno!
Divisions logo must be approved by the
Audit Division chair. Nancy Boudreau
20142015 Audit Division Chair

Newsletter Length Volunteers Wanted!


Desired length for tips, book reviews, articles, and Help shape The Audit Report by joining our
Publishing Guidelines case studies is 400 to 800 words. Tips and book Newsletter Committee. We are looking for
reviews would be in the 400- to 600-word range,
Authors Wanted! articles anywhere from 400 to 800 words and case two more volunteers to participate in our
The Audit Report staff is looking for authors. studies, 500-plus words. If a submittal goes beyond Newsletter Committee. Please email your
Share your expertise with other audit profes- 800 words, then we may look at breaking it into rsum to lance@fullmoonconsulting.net if
sionals while adding to your own credentials. more than one part. you are interested and want more information.
Writing for the newsletter also earns CEUs For other volunteer opportunities within the
to submit with your certification journal. If Review and Selection Process
All submitted works will be reviewed by at least Audit Division, contact Lawrence Mossman at
interested, please email submittals to lance@
fullmoonconsulting.net. Guidelines are below. two members of the Review Committee, which mossman@netins.net.
consists of the newsletter editor and four other
Main Factors members. The subject for a book review should
1. Technical Merit be approved in advance by either two members In the Next Issue:
Includes correct facts of the Review Committee or by the newsletter Chairs Message
Relevant to our mission editor. The newsletter editor will determine when
2. No selling of services accepted articles will be published. Submittal of Letter From the Editor
3. Nothing offensive an article does not guarantee publication. Feature Article:
4. Original content only. Nothing previously Conducting Internal Audits Using the
published or p resented, without prior approv-
Other
All articles containing photos should be submitted DMAIC Process, by Upen Patel
al by review committee. with the photo(s) as a separate jpeg attachment. Tips From the Trenches: TBD
Additional Factors Calendar/Main Theme(s) Division News Bytes
5. Not too similar to something recently done Submittals relating to the main theme and from Auditing in a Software Environment,
6. Desired subject matter: How timely is material? division members receivepriority.
7. Well written (not requiring extensive editing) by Nancy Boudreau
8. Needed length March 1 Issue: Submit content by January15 2015 Audit Conference Highlights
Preview of ASQ WCQI and open topics
Categories
Newsletter submittals should fit into one of the
June 1 Issue: Submit content by April15
Recap of ASQs World Conference and Advertising Rates:
following categories: opentopics
Tips From the Trenches: tools, tips, and Full page: $500 U.S. per issue
techniques for auditors September 1 Issue: Submit content by July15 Half page: $250 U.S. per issue
Faces in Auditing: new, up-and-coming training, certification, back-to-school, and
Audit Conference Quarter page: $125 U.S. per issue
professionals of note in the field of auditing
Articles, case studies, or book reviews December 15 Issue: Submit content by For submissions or questions,
News Bytes: event coverage, announcements, October31 WCQI recap, year-end contact Lance Coleman,
and other audit profession-related news reflection, and looking ahead to next year lance@fullmoonconsulting.net.

2
The Audit Report September 2015

Letter From the Editor


Hello and Welcome to Fall! program. One of our conference sponsors, Walter Tighe
For those of you like me, who faced of Sustaining Edge Solutions, provides insights into lead-
105+ temperatures this summer, we erships role in ensuring compliance to ISO 9001:2015.
made it! We are also very excited to We also have a message from our friends in the ASQ
have made it to the relaunch of our Design and Construction Division. Also provided in this
annual Audit Conference, now in its issue is information on some of our key conference spon-
24th year, after a years hiatus for the purchase of new sors for your review. Our goal in presenting this issue
conference equipment. This issue of your newsletter is is to give those of you attending the conference a brief
our conference edition and will feature the conference preview; and for those who unfortunately cant join us, a
program, as well as other information about the confer- sense of what you may miss.
ence, which take place in Reno, NV, October 29 30. As
As always, thanks for your readership and support. Dont
always, there are three conference tutorials to attend and
hesitate to let us know how we are doing with our news-
certification exams that can be taken afterwards.
letter and to make suggestions for improvement. I hope to
Two of our conference presentersKevin Posey and see you in Reno!
Kurt Stukeprovide articles that speak to the importance
of interviewing technique and constancy of purpose, Warm regards and safe travels,
respectively. This issues Tips From the Trenches is Lance B. Coleman
presented by first-time author Danielle Frederick on ASQ Audit Division Newsletter Editor
the topic of establishing an effective corporate audit lance@fullmoonconsulting.net

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3
The Audit Report September 2015

Using the Appreciative Inquiry Method When


Auditing for Performance and Improvement
by Kevin Posey, CQA, CBA, CQE, CMQ/OE, CSQE, CSSGB

The bodies of knowledge for auditors indicate that inter- opinions of the audit process, leading to more open dia-
viewing is a core competency for all certified auditors, yet logue and improvement opportunities. Most importantly,
it is still considered one of the more challenging aspects all the prior benefits were gained with no sacrifice of com-
of a typical audit. In addition, there are limited training pliance to regulations or standards.
offerings that include concepts or practical application of So, how do we apply the AI method to our audit program,
interview techniques or discuss real-world scenarios in any and where does it make sense to apply it? For multiple rea-
length. Recent articles in Quality Progress on the apprecia- sons, AI does not fit well with the objective of third-party
tive inquiry (AI) method have offered interesting ideas on certification, compliance, or regulatory audits, and may not
applying new interviewing techniques to quality auditing. be the preferred method for second-party audits for suppli-
This article seeks to expand and elaborate on how the AI er assessment or corrective action. However, AI methods
method can be used effectively by certified auditors. fit well wherever efficiency, effectiveness, or continual
The following statement from Shu Liu (Liu, 2013, p. 32) improvement is valued, desired, or even required. This is
is very provocative: Appreciative inquiry is the study of especially true for internal audits and second-party supplier
what gives life to human systems when they function at audits where strategic partnerships and growth are valued
their best. This approach to personal change and organi- over simple economicconsiderations.
zational change is based on the assumption that questions Lets look at some audit interview questions that have been
and dialogue about strengths, successes, values, hopes and adapted from the appreciative interview protocol (Ludema,
dreams are themselves transformational. The primary Cooperrider, and Barrett). One quick and intuitive way to
benefit for AI, according to (Ludema, Cooperrider, and begin is to use organic metaphors for the process or orga-
Barrett) is in the change of language; shifting from vocab- nization, such as seeing the process or organization as a
ularies of deficit (or nonconformance) to conversations of river or a fruit tree. These metaphors and AI-based inter-
possibility that are unlocked by the unconditional positive view questions can help stimulate the positive questions
questions of themethod. and responses.
Other benefits of AI are that it: 1)releases positive con- Some other examples or guidelines for forming AI ques-
versation within the organizationunconditional positive tions for your organization:
questions ignite a virtual explosion of constructive conver-
1. Think of a time in your involvement in (process, area,
sations that refocus an organizations attention away from
department, or division) when you have felt most excit-
problems and toward hopeful, energizing possibilities,
ed, or most engaged.
2)builds an ever-expanding web of inclusion and positive
relationshipsan ever-increasing number of voices are a) What were the forces and factors that made it a
included in conversations that highlight strengths, assets, great experience?
hopes, and dreams. Respect, understanding, and strong b) What was it about you, others, and your organiza-
relational bonds are formed, and 3)creates self-reinforcing tion that made it a peak experience for you?
learning communitiesas positive vocabularies multi- c) How can we apply this to another (process, area,
ply, people strengthen their capacity to put possibilities department, or division)?
into practice. Organizational members learn increasingly
2. What do you value or enjoy most about (process, area,
sophisticated vocabularies for doing things in newways.
department, or division)?
Work by Jon Morris (Morris, 2008) discussed more specif-
3. What are your organizations best practices in (process,
ically how the AI methodology can apply to and enhance a
area, department, or division)?
companys audit program and help the organization move
beyond compliance to greater efficiency, effectiveness, a) Are they consistently applied across all (process,
and continuous improvement. Specifically, Morris showed area, department, or division)?
that AI can help the audit process deliver more value and 4. What are the unique aspects of your culture that
do it earlier in the audit process. He also showed that AI most positively affect the effectiveness or continual
methods helped address and change previously negative Continued on page 5

4
The Audit Report September 2015

improvement of (process, area, department, or divi- or might be state of improved operations. AI methods
sion) and its work? also address a fundamental weakness of conformance- or
5. What is the core factor that gives life to your (pro- compliance-based auditing by providing tools for evalu-
cess, area, department, division)? ating whether a quality management system has been
implemented and maintained effectively, especially in an
6. Tell me about a time when finding and correcting a
environment of limited resources. AI audits are also ideally
problem with the (process, area, department, or divi- suited to assist the organization in identifying, spreading
sion) saved the day. laterally, and carrying forward best practices as well as
The purpose of our AI questions is to allow collection and encouraging continual improvement. And best of all, AI
analysis of all of the best of what is information, and can accomplish all of the above good things without sacri-
create a bridge to the future might be state. We might ficing conformance to regulations orstandards.
also call our AI interview questions a series of provoca-
tive propositions or critical key questions (as in Morris, About the author: Kevin Posey is a quality and regulatory execu-
2008). For example: What if revealing system efficiency, tive consultant with international experience in quality management,
product development, manufacturing, and regulatory approval for
effectiveness, and best practices was just as likely as find-
medical devices, defense and aerospace, mining and exploration,
ing nonconformances? or even What if the act of asking as well as industrial equipment and controls. Posey also consults,
audit questions began a process of change for the better? trains, writes, and speaks on quality management, auditing, inno-
or finally, What if audit results became a key input to the vation, and medical devices. His has an undergraduate degree in
CEOs strategic plan? aerospace engineering and an MBA in international business. Posey
is the education and training chair for the Audit Division, a found-
In summary, appreciative inquiry is a powerful tool for
ing member of the Innovation Interest Group, and an ASQ Senior
forming and phrasing audit interview questions to elicit member, with certifications as a Quality Auditor (CQA), Biomedical
objective evidence of efficiency, effectiveness, and con- Auditor (CBA), Manager of Quality/Organizational Excellence
tinual improvement. Further, the AI method is perfectly (CMQ/OE), Quality Engineer (CQE), Software Quality Engineer
suited to assist the organization in defining the dream (CSQE), and Six Sigma Green Belt(CSSGB).

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5
The Audit Report September 2015

TIPS FROM THE TRENCHES:


Corporate Quality Audits:
Beyond the Closing Meeting
by Danielle Frederick

Corporate Quality Audits Are reports and responses issued in a time? A simple table (see Table 1)
timely manner? Are there any red flags conveys the snapshot on the health
Youve been tasked with implement-
that require attention across the orga- of the audit program. List each site
ing a corporate quality audit program
nization? Updates provide information that is scheduled for an audit during
for your multi-site company. You
used in strategic planning for future the year, the auditors assigned, and the
decide to perform annual audits at
audits in addition to an overview of status of each audit (e.g., scheduled,
each site and write a procedure to
the program performance. Based on performed, pending report, pending
govern the programyou consider
trends in findings across sites, you response). When people know dates
qualified auditors, agendas, reports,
may want to shift audit scopes. and status will be shared across the
and responses. Done? Granted, many
organization, the level of commitment
corporate quality audit programs Plan Ahead to meet due dates is escalated.
may be as basic as performing audits
You can collect a lot of information
each year, but is the company truly Findings Internal Corporate
from the audit program. Determine
benefiting from this exercise? The Quality Audits
what you want to report to the orga-
short answer should be yes. Any
nization. Keep the update focused Categorize findings into key catego-
audit that results in a correction to a
on a few key topics. Ask a few ries (e.g., ISO 13485 clauses). Use
nonconformance improves the local
questions: What is the benefit to the basic Pareto charts to display findings
quality management system (QMS)
organization by communicating this data. You can chart the total number
for the audited site. The program
information? How can I present the of findings issued in each category
ensures that each site maintains
information concisely in an update? year-to-date. Format the chart so
compliance to your companys expec-
A few essential elements for audit that each vertical bar is compiled
tations and QMS requirements. Good
program updates include audit sched- of a count from each site that had
job! But, you know there must be
ule and status, findings, and positive a finding in that category. Looking
opportunities to take the program,
practices. Lets take a closer look at at the chart, you can see how many
and the audit results from each site,
some examples for each element. sites had findings in a given category
beyond the audit closing meeting.
and how many findings in each cat-
Quarterly Updates Audit Schedule and Status egory. With a second chart compare
Communication is a basic, yet power- Is the program compliant with the year-over-year findings by category.
ful, tool to steer a corporate quality procedure requirement? Are audits Benefits include early detection of
audit program beyond each individual being performed as scheduled with potential systemic issues and audit
sites audit and keep the program reports and responses submitted on Continued on page 7
alive after the closing meeting. I TABLE 1: Example of audit status update
prefer a formal, quarterly update. This
communication tool easily and effi- Site Audit Auditors Status Dates Report Response
ciently conveys the same information Issued Submitted
across the organization. The audience Chicago CQA-14-01 JG/AN Complete February March 03, March 24,
for the update should include audi- 9 10, 2014 2014 2014
tors, site quality managers (SQMs), Miami CQA-14-02 AN/PL Complete February February 26, April 8,
and corporate quality management 19 20, 2014 2014 2014

(CQM), such as directors and VPs. Los Angeles CQA-14-03 AN/TU Pending June 17 18, July 8, 2014
Response 2014
With the correct audience, a quarterly
update effectively keeps the focus on Brussels CQA-14-04 JG/RC Pending June 25 26,
Report 2014
short-term objectives of the program:
Paris CQA-14-05 PL /TU Scheduled Planned Q3
Are audits on track with the schedule?

6
The Audit Report September 2015

FIGURE 1 Example of findings by category (fictional data) planning (focus areas for future
audits). Sites view how they compare
9
Corporate Quality Audits with other sites findings: Where are
Findings 2015 findings being detected? Should a site
8
focus an internal audit in a specific
7
area before their corporate quality
6 audit occurs?
5
External Audits What Do
4
Customers Find?
3
You know what internal corporate
2
quality auditors report as findings,
1 but what are your customers finding
0 when they audit the sites? Compare
CQA results to customer audit results.
em qu ents

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industry trends in audit focus. These


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FIGURE 2 Example of year-over-year findings (fictional data) Positive Practices


Findings are important because a
Corporate Quality Audits
nonconformance requires correction.
Findings by Section Year Over Year
20
However, identifying positive practic-
18
2013 2014 2015
es during corporate quality audits can
16
also greatly benefit the organization.
14 If an auditor identifies an area of the
12 QMS that a site maintains exception-
10 ally well or a site developed a unique
8 approach to address an issue, encour-
6 age auditors to share that information
4 in audit reports. Include an overview
2 of select positive practices in the
0 quarterly update. Chances are high
that another site may benefit from the
em equ ents

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sharing of positive practices.


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Benefits of Quarterly Updates


M
ag
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Granted, pulling together a quarterly


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update of the corporate quality audit


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program can be a time-intensive


FIGURE 3 Example of customer audit findings compared to CQA findings activity, but the benefits of improv-
(fictional data) ing communication of audit activities
are worth the time. The update keeps
2014 Customer Audit Findings 2014 Corporate Quality Audit Findings
everyone on track with the schedule,
Quality management system Quality management system report issuance, and response sub-
8%
24%
Management responsibility Management responsibility mission. It creates awareness across
33%
Resource management 32%
34%
Resource management sites of findings by category and
7%
Product realization Product realization
focuses attention to categories with
22%
14%
11% 15%
high numbers of findings. Ultimately,
Measurement analysis Measurement analysis
and improvement and improvement Continued on page 8

7
The Audit Report September 2015

updates improve the corporate quality audit program and


the overall QMS. Other topics to include in updates could
be auditor training/qualification and general industry
news. A well-planned, concise, quarterly update enhances
communication by sharing information across the entire
organization. A successful corporate quality audit program
does not end at each audits closingmeeting.

About the author: Danielle Frederick is based in the greater


Philadelphia, PA, area. She is currently the quality audit manager
at West Pharmaceutical Services, Inc., PDS division, and has more
than 20 years of experience in regulated environments including
medical laboratory, pharmaceutical, and medical device. She is an
ASQ Senior member, ASQ Certified Quality Auditor (CQA), and
Certified Six Sigma Black Belt. For questions or comments contact
her at dfrederick0601@aol.com.

Letter From the DCD


The ASQ Design and Construction Division (DCD) is grown to include representatives from more than 20 coun-
looking forward to the upcoming Audit Conference this tries so far. Additionally, the CCQM Body of Knowledge
October in Reno, NV. We have been very busy over the (BoK) continues its evolution, which he will share at the
course of this program year and look forward to shar- October conference. Some highlights sofar:
ing our progress with our colleagues and friends. For this Being temporarily suspended by LinkedIn for being
years conference, the DCD is providing a full slate of too aggressive in seeking content with a post called
speakers we believe will interest all conference attendees. Boy Are You Wrong!
Best Booth Ever Discovering that even in social media, quality
professionals still prefer tables and spreadsheets
With assistance from ASQ headquarters, we completely
Recognizing and tabling the eight classes of criteria
revamped our booth for this years World Conference on
ASQ uses to evaluate potential certifications
Quality Improvement (WCQI) in Nashville, TN. We felt
we were Best in Showother conference attendees must Carrying on the excellent BoK work started by
have felt the same, as we enjoyed unprecedented traffic manypredecessors
over the entire course of the WCQI. Special thanks to Jeff In addition to the usual trials and tribulations, Brian has
Williams and Benjamin Trujillo for making it happen. learned much about what generally works and does not
Come see it in Reno. work in social media. He will present these lessons learned
as part of his presentation in Reno, as it has value indepen-
Certified Construction Quality Manager dent of the CCQM effort.
Shortly after last years October conference we recom-
Conference Training
menced development of our Certified Construction Quality
Manager (CCQM) certification proposal. The effort is in We have a scheduled training in Reno with attendees from
its early days and proving to be quite an adventure. American Institute Steel Construction (AISC), which may
boost overall conference attendance by up to 10 percent. We
As ASQ includes members from 140 countries, we
are looking forward to an ongoing collaboration with AISC.
decided to use LinkedIn social media to crowd source
new 21st century content from a broad base of partici- WCQI 2016
pants. Based on his experience developing and managing
We have already started planning for next years WCQI in
three LinkedIn groups, one of which has more than 9,000
Milwaukee, WI.
members (new quality manager), executive board member
Brian Palmquist volunteered to lead the effort. He estab- Regards,
lished a CCQM LinkedIn subgroup to the ASQ Design and Anita McReynolds-Lidbury,
Construction Division group. The CCQM subgroup has Design and Construction Division Chair

8
The Audit Report September 2015

24th Annual ASQ Audit Conference


Audits: Improving Performance, Managing Risk,
Driving Customer Satisfaction and Revenue
October 29 30, 2015 Reno, NV Peppermill Resort and Casino

We are excited and pleased to offer 8:00 a.m. 9:30 a.m.: Book Signings:
the program on page 10 for our Opening Remarks and Keynote 9 Keys to a Successful Audit
2015 Audit Conference. Go to Noon 1:30 p.m.: Denise Robitaille
asqauditconference.com/Program. Lunch Announcements and Keynote Advanced Quality Auditing:
html for descriptions of each session.
5:30 p.m. 7:00 p.m.: An Auditors Review of Risk
Track 1: Revealing the Path Audit Division Annual Business Management, Lean Improvement
to Process Improvement and Meeting (All conference attendees are andData Analyis
Performance Excellence invited to participate) Lance B. Coleman Sr.
(Sessions A and E) 7:00 p.m. 10:00 p.m.: Thursday
Evening Reception (All conference Preconference Tutorials
Track 2: Influencing the Journey
attendees are invited to participate) Below is a list of the preconference
to Improve Revenue and Customer
Friday, October 30, 2015 tutorials. To read a description of
Satisfaction (Sessions B and F)
each, go to http://asqauditconference.
Track 3: Risk Based Thinking 7:00 a.m. 8:00 a.m.: com/Refreshers_Tutorials.html.
From the Quality Perspective Continental Breakfast
(Sessions C and G) 7:00 a.m. 4:00 p.m.: PRECONFERENCE TUTORIALS
Registration and Bookstore SESSION SESSION
Track 4: Design and Construction
8:00 a.m. 9:30 a.m.: CODE TITLE
(Sessions D and H)
Opening Remarks and Keynote 9358ILT Certified Quality Auditor Exam
Thursday, October 29, 2015 Noon 1:30 p.m.:
Cert Preparation

7:00 a.m. 8:00 a.m.: Lunch Announcements and Keynote WKSP1 Auditing Your Potential: Verify-
Improve-Lead
Continental Breakfast 4:45 p.m. 6:00 p.m.:
WKSP2 Hoshin Kanri: Strategic Planning
7:00 a.m. 4:00 p.m.: Closing Reception for and Execution Linking Quality
Registration and Bookstore All ConferenceAttendees and Audit Systems With
StrategicPlans

WKSP3 ISO 9001:2015


Bureau Veritas Certification, TransitionWorkshop

the independent third-party registrar WKSP4 Writing Exceptional


of Bureau Veritas Group, offers AuditReports
certification and verification to help WKSP5 Failure Mode and
clients meet the growing challenges EffectsAnalysis
of quality, safety, environmental WKSP6 ISO 9001:2015 Transition
protection, and social responsibility. Workshop
Created in 1828, Bureau Veritas WKSP7 Leveraging the SIPOC Model to
Group has more than 61,000 Place the Customer First
employees in over 1,400 offices and WKSP8 Process Improvements That
laboratories located in 140 countries. Lessen Headache Hours

Bureau Veritas is recognized WKSP9 Auditor Charm School: Extended


Edition A Workshop for
and accredited by major
Practicing
national and international
organizations around the world. Preconference tutorials are subject to
cancellation should they not meet minimum
registration requirements.

9
The Audit Report September 2015

2015 Audit Division Conference Sessions


THURSDAY, OCTOBER 29
9:45 a.m. 10:45 a.m. 1:45 p.m. 2:45 p.m. 3:45 p.m.

A1: A2: A3: A4: A5:


Calibrating the Human ISO 9001:2015: Effectiveness-Oriented Advanced Interviewing The Certified Software
Gage: Attribute HowWill It Change Audit for Revised Techniques for Audits Quality Auditor Panel
Track A
Agreement Analysis YourAudits? ISO9001 Kevin Posey Discussion
JD Marhevko Larry Whittington Tomoko Okumura, Nobu Nancy Boudreau, Byron
Hiyoshi Mattingly, Nancy Pasquan

B1: B2: B3: B4: B5:


Revealing the Path to Conduct Internal Audits Regulatory Inspections Living Data: The Elephant in the Room
Process Improvement and Using the Six Sigma for Pharmaceutical, LeveragingQualitative Jerry J. Mairani
Performance Excellence DMAIC Process Biotech, and Medical Data for Auditors
Track B
Scott Smith Upen Patel Device Companies, Kurt Stuke
and How to Manage
Inspections
Rajamani Puthucode

C1: C2: C3: C4: C5:


Risk Management in Load Bearing QConcepts ISO 9001:2015: Closed-Loop Risk-Based Auditing a Risk
Track C Internal Audit Planning JP Russell Understanding Audit Pogram Model Assessment (FMEA)
Sharon Tay Risk-Based Thinking Vaibhav Shah Angelo Scangas
Denis J. Devos

D1: D2: D3: D4: D5:


ASTM, AASHTO, and Certified Construction An Architects Guide Tappan Zee Bridge Graded Approach for
Quality Management Quality Manager: to Auditing: Designing Program QMP Nuclear Construction
Track D
System Standards for the CCQMProcess + a System Auditors Compliance Monitoring Projects
Construction Industry Progress Report CanBuild Charles Kanapiciki Kim Hoch
Chris Pollack Brian Palmquist Brian Palmquist

FRIDAY, OCTOBER 30
9:45 a.m. 10:45 a.m. 1:45 p.m. 2:45 p.m. 3:45 p.m.

E1: E2: E3: E4: E5:


Optimizing Auditing: eAuditing Fundamentals ISO 9001:2015: The Marriage of the Executive Roundtable
Insights From GMP Shauna Wilson Plan for the Changes PFMEA and Control TBD
Track E
Quality Audits Larry Whittington Plan ... A Dynamic
Kenneth Wexler ControlPlan
JD Marhevko

F1: F2: F3: F4: F5:


Just In Time for Quality Risk, RACI, Process Start Your Happiness In Search of Quixote: Insider Advice on
Jocelyn Phillips Map, and 6 Ms: Employee Journey Auditing and Storming Drafting Quality
APotent Recipe for Now! Create Employee Windmills Agreements in the
Track F
PowerfulAudits Happiness/Excitement Kurt Stuke Medtech Space
Rai Chowdary Through Successful Jim Shore and John Freije
Behavior Auditing
Bret Pfost

G1: G2: G3: G4: G5:


Medical Device ISO 9001 Paves Way for Managing Risk, How to Survive an Risk Control of the
Track G Client and Supplier a Risk-Based Approach Improving Performance FDAInspection Software Development
Management Abha Borah Kevin Wagner John Freije Life Cycle
Barrett Craner Byron Mattingly

H1: H2: H3: H4: H5:


Management Buys in Project Management Tools for Confirming $4.5 Billion Transbay Denver Regional Transit
When Quality and Risk Auditing in a Midsize the Quality of Test and Terminal (SF) Kevin Devines
Track H
Step Up Engineering Firm: Worth Inspection Agencies Larry Zarembinski
Denise Clements the Effort? Benjamin Trujillo
Warren Knoles

10
The Audit Report September 2015

Thank You Audit Conference Sponsors


The Audit Division is grateful to the following sponsors who have helped
support the 2015 Audit Division Conference. Please take an opportunity
to support these organizations as they have supported us.

Platinum Sponsors Gold Sponsors

Silver Sponsors

Quality Engineering, Inc.

Bronze Sponsor

11
The Audit Report September 2015

DIVISION NEWS BYTES


CQA Exam This universal plug will allow focus on compliance verifi-
Refresher Course: Reno, NV location for the next cation and improvement at a high level of consistency with
public offering of the CQA exam minimum process disruption and cost.
The next public
refresher course.
offering of the Emphasis is not only on compliance but also on improve-
refresher will take ment partnership with operations through the use of
place October 26 strategy models. These strategy models will help accen-
28 in Reno, NV, tuate the internal audit role as a dynamic element and
as one of the Audit catalyst for improvement. Real life-based examples will
Conference precon- be discussed to demonstrate the application of this audit
ference workshops. model to clarify theories that are commonly viewed as
Other public offer- abstract by the novice and, in some cases, misunderstood
ings in 2015 will by experienced professionals.
take place: A simple model built around the concept of Auditing
November 11 13, 2015; San Diego, CA Beyond Compliance is a tool for initiating the discovery of
We are very pleased that this course has a 95 percent pass your systems hidden factories. Hidden factories include
rate for students who complete the course and then take the many forms of risks (such as process variations,
the CQA exam. To register go to asq.org/training/certified- wastes, etc.) not typically uncovered during the traditional
quality-auditor-certification-preparation_CQAR.html. compliance audits. This model can also be applicable in
preparing your system for the upcoming ISO change to
Upcoming Webinars:
ensure continued compliance and at the same time apply
Auditing Beyond Compliance basic lean tools in identifying improvement opportunities.
By Janet Bautista Smith It is not required to have a lean experience to understand
Wednesday, October 7 and implement this Auditing Beyond Compliance model.
11:00 a.m. Noon Eastern Time Zone This is the breakthrough from a dormant internal audit pro-
This webinar introduces a portable audit model to facilitate gram into a proactive tool for added-value improvement.
a simple, flexible, and effective audit of single or multiple Lean methodology is integrated through simple models that
quality system standards and achieve both compliance and dont require one to be a lean or Black Belt guru. The focus
initiation of improvement initiatives. This model is similar is using logical sense to understand and apply the concept.
to a universal adaptor plug, allowing easy connection and Concept is based on the speakers book, Auditing Beyond
interchangeability of the multiple standards even under Compliance: Using the Portable Universal Quality
rapid system changes typical of modern-day operations. LeanConcept.

Lapsing Purpose
by Kurt Stuke

Abstract: in easy answers. At times it feels as if the easier the ques-


tion, the more difficult the answer. Undaunted by our
In this brief article, the purpose of auditing is explored.
unhandsome condition, we persist.1 We chase these
The nature of purpose itself and the dynamic between
leading and serving is also examined. Ultimately, an
elusive answers for at least two reasons. First, it is our job;
auditing purpose that dwells in plurality and focuses our role, like a current, directs us. Second, it is sometimes
on growth (and not risk mitigation) is advanced. the case that seeking answers to easy questions forces us to
engage the current, described by Thoreau as an emblem
We often long for the easy questions during the course of all progress.2 Insight and change may dawn when the
of an audit. Easy questions, like shade on a hot summers current lapses.
day, afford us the hope of at least temporary shelter. But,
in practice, we soon learn that easy questions rarely result Continued on page 13

12
The Audit Report September 2015

I had often stood on the banks of the Concord,


watching the lapse of the current,
an emblem of all progress
Henry David Thoreau

Robert K. Greenleaf, founder of the servant leadership move- wandering hordes of risk and noncompliance outside of the
ment, advanced a very easy question when he asked: What gates. For these wary veterans, purpose might reflect the
is it you are trying to do?3 His simple question presses upon financial need to fund and preserve auditing and quality
our attention the importance of purpose within our craft. departments in general.
More directly, what is the purpose of auditing? Out of the The quixotic types in our midst might be driven through
vast set of questions we pursue on a daily basis, Greenleafs an impassioned concern for the organization. Windmill
simple question, through our response, shapes our mindset tilters may define purpose in a way that is far more ideal-
and sets the very field in which we dwell and practice.
istic than financial or practical. At the heart of this vision
How do we begin? As auditors, we are trained to focus on is the promise to deliver an improved quality of life while
the facts of the matter. We hope that facts, when coupled possibly slaying inefficiencies and banishing risks along
with logic, will result in data-driven decisions. In turn, data- theway.
driven decisions lift us from the messiness born in living
How do we arrive at a single purpose given so many pos-
toward the higher and more desirable ground of objectivity.
sibilities? We could advance the lone answer of we audit
Therefore, facts seem a very reasonable starting point. But
to mitigate risk as a way of honoring all noted and even
if the facts of the matter are dependent upon purpose, as
unnoted responses. It is not an unreasonable answer; risk
posited by Deming within The New Economics,4 and pur-
pose is manifold, then, how do we choose one starting point mitigation resonates with the vast majority of perspec-
among the many possible starting points? tives. How many times have we explained internally and
externally that the identification, analysis, and treatment of
Audit program managers, for example, might shape their risk is of vital importance to an organization? The answer
answer based on the sheer frequency with which they are is typically well received as it lends a hard-dollar expres-
forced to justify corporate existence. Upper management
sion of value. The answer is valid but there are a number
often (although not always) needs to be sold and resold
of types of auditing and instances of audits that do not fit
on the return on investment from specific audits and from
into this particular reductionist glass slipper.
auditing programs in general. Purpose, when glimpsed
from this perspective, might glimmer with the systemic Consider the performance audit. As suggested by the ASQ
benefits rendered through auditing. Auditing Handbook, the purpose of performance audit-
ing is to assist an organizations management in driving
Perhaps, due to the reality of fighting the good organi-
improvement.5 Cycle-time reduction is one obvious per-
zational fight and the relentless budget skirmishes that
formance goal that lends itself to measuring and auditing.6
follow, the midlevel managers and fiscal realists among
us might be spurred by the tactical necessity of defending Risk mitigation seems far afield from the purpose driving
financial boundaries. From this angle of vision, auditing is performance auditing. It could be objected that process
the sole mechanism by which the company will keep the Continued on page 14

13
The Audit Report September 2015

improvement is an expression of risk mitigation and there- the auditee, be it at the individual or organizational level,
fore the singular answer does apply, i.e., the glass slipper is like trying to take care of a person without caring for
fits. The issue here is that the semantic or definitional the person. It is the equivalent of treating a nonconfor-
boundaries of risk mitigation would have to be so extended mity without addressing the cause systemically. Without
that the difference between risk mitigation and process growth, the root causes driving nonconformities will not
improvementeven quality itselfwould be eroded. only persist but will most likely thrive. These highly adap-
That is, the objection entails equating risk mitigation with tive and emergent forces, unlike our bodies of knowledge,
quality. If the two are the same then Demings objection are not bound by logic or reason; they will swarm the host
concerning purpose (from above) applies. If so, purpose culture and be evidenced through several possible symp-
remains plural and so must the definitional intention (at toms, e.g., a lack of accountability, a reigning sense of
least if we wish to honor Demings notion of profound apathy, a reactive approach to issue resolution, an environ-
knowledge within our expression of purpose). ment ripe with political in-fighting, etc. Once abnegation is
What if, in our search for purpose, we were to cast our deeply rooted, these cultures are best depicted as fallen.
gaze beyond the facts of the matter and following Parker They are marked by despair and brokenness. As difficult
Palmers suggestion, sought the underlying reality that as it is to introduce quality to fallen organizations, worse
guides all true professionals?7 When watching the current, still, is an existence within such cultures.
we do discern a singular underlying pull: We lead through As auditors, we have experienced these symptoms and
auditing by serving the needs of our customers. Risk miti- culture. Following the current, we prescribe policies, sug-
gation represents a large portion of that need but, as noted gest the possibility of more rigid processes (as supported
above, auditing may drive compliance, performance, or be by data of course), or extol the virtues of externalized stan-
leveraged for other organizational advances as well. dards in order to curb what is lacking. In short, we tend
It is possible to raise a very minor objection to this formu- to rely on mitigation, a type of negation, to fight nega-
lation of purpose as leadership precedes service within the tion. Negation can, in some instances, facilitate growth.
formulation itself. Order suggests that leadership possesses Weeding, for example, is absolutely necessary when
priority over service in auditing. The stressing of leader- growing a garden. But the garden will not flourish without
ship does not mandate, however, that leading through attending to the other equally vital needs, e.g., watering,
auditing entails neglecting service. What is being asserted feeding, shading, structural support, etc. Auditors and
is that successful leadership through auditing requires the gardeners alike have experienced working in a garden
prioritization of leadership, which, in turn, requires knowl- that was well weeded yet did not live up to aspirations.
edge of need and the subsequent technical know-how to Negation, more often than not, does not produce growth
address the noted need meaningfully. but merely yields negation.
It appears as if, in this case, we have articulated at least The results suggest that when we define purpose in terms
one answerand a cogent oneto Greenleafs question. of leading first and serving second (even with the best of
The answer resonates strongly with our fields current, intentions and under the most reasonable of circumstanc-
commonly held beliefs, and often implemented practices. es), it may be at the expense of those we would serve. If
But despite the allure of the answer, it, like all else, must we dare to front the current, to turn away from the accept-
be tested. We must, after all, rise above our selves if the ed surface of things,10 we may glimpse the difference
answer is to be trusted. that stressing service lends. Our purpose calls us not just to
be good at what we do, but, first and foremost, to be good
One possible method of evaluation was forwarded by for something and for someone.11 A living purpose, born
Greenleaf himself in the form of yet another simple question. among the fallen-ness of the ordinary and of the reality of
For the purpose of auditing, his best test may be articu- our clients, rejects abstraction and the myth of objectivity.
lated as: Do those people and organizations audited grow Facts are reconstructed as vehicle[s] of some humanity12
as a result of our auditing?8 Growth was defined in terms of and not as glimpses of perfection. The exhortation here is
becoming healthier, wiser, freer, and more autonomous.9 to redefine purpose so that the fragile shore-crafts under
Our response (if we are being honest and, of course, our care can do more than stay afloat in safe harbors; like
allowing for exceptions) will be more negative than posi- us, may they dare to turn their bow into the current for the
tive. We hone our focus in order to optimize return on sake of growth and the possibilities ahead. For many of us,
time invested and to leverage mitigation. Our narrowed the hope of driving positive change in the lives and organi-
focus does improve our ability to assess, prioritize, and zations we touched was our purpose when we entered the
articulate client need. But growth, as described above, is stream. May that current not lapse.
typically outside of our focus. Not including the growth of Continued on page 15

14
The Audit Report September 2015

References 8. Robert K. Greenleaf, Servant Leadership: A Journey


1. Ralph Waldo Emerson, The Collected Works of Ralph into the Nature of Legitimate Power & Greatness (3rd
Waldo Emerson: Volume III. J. Slater & D.E. Wilson edition), 2002/1977, Paulist Press, p. 28.
(Eds.), 1983/1844, Harvard University Press, pp. 29 30. 9. Robert K. Greenleaf, Servant Leadership: A Journey
2. Henry David Thoreau, A Week on the Concord and into the Nature of Legitimate Power & Greatness (3rd
Merrimack Rivers. R.F. Sayre (Ed.), 1985/1844, edition), 2002/1977, Paulist Press, p. 28.
Library of America, p. 13. 10. Henry David Thoreau, A Week on the Concord and
3. Robert K. Greenleaf, Servant Leadership: A Journey Merrimack Rivers. R.F. Sayre (Ed.), 1985/1844,
into the Nature of Legitimate Power & Greatness (3rd Library of America, p. 249.
edition), 2002/1977, Paulist Press, p. 29. 11. Henry David Thoreau, Familiar Letters of Henry
4. W. Edwards Deming, The New Economics, 1994, MIT David Thoreau. F.B. Sanborn (Ed.), 1895, Houghton-
Press, p. 105. Mifflin, p. 197.
5. The ASQ Auditing Handbook (4th edition). J.P. Russell 12. Henry David Thoreau, Winter: From the Journal of
(Ed.), 2012, ASQ Quality Press, p. 8. Henry David Thoreau. H.G.O. Blake (Ed.), 1890,
University Press, p. 430.
6. The ASQ Auditing Handbook (4th edition). J.P. Russell
(Ed.), 2012, ASQ Quality Press, p. 235. About the author: Kurt Stuke has served Adecco, a human
7. Parker Palmer, The Active Life: A Spirituality of Work, resource solution provider, for more than 20 years. In his cur-
Creativity, and Caring. 1990, Jossey-Bass, p. 44; also rent role, Stuke leads the operations auditing group and is
responsible for finding creative ways to drive positive change.
cited by Margaret Wheatley in The Spirit of Servant-
Stuke has a doctorate in leadership and advanced degrees in phi-
Leadership. S.R. Ferch and L.C. Spears (Eds.), 2011, losophy and theology. His certifications include CMQ/OE, CQA,
Paulist Press, p. 3. CQIA, and LSSBB.

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15
The Audit Report September 2015

Move Beyond Simple Verification Audits to Auditing That Applies Lean


Principles and Can Be Integrated Into Your Risk Management System!

Advanced Quality Auditing: An Auditors Review of


Risk Management, Lean Improvement, and Data Analysis
Lance B. Coleman Sr.
Auditors from any industry must learn the language of upper management
if they truly want to affect positive change throughout their organizations. The
purpose of this book is to accept that challenge and it presents two ways that
auditors caneither by helping to drive continuous improvement or by helping
to manage risk.
This book has essential information that will help guide an organizations
efforts to glean more value from their audit process. It helps grow the audit
function beyond verification audits. It provides insight for using the audit func-
tion to improve organizations using lean principles. It also discusses how the
Buy. Read. Reread: Advanced audit function can contribute to and be formally integrated into the ongoing
Quality Auditing. It will kick start risk management program.
your risk-based thinking journey. ISBN 978-0-87389-913-0
2015 6 x 9 hardcover 125 pages
Then, buy the book for each
Item: H1487
member of your auditing team. List Price: $40.00
Greg Hutchins, PE, Director ASQ Member Price: $24.00
Certified Enterprise To learn more about this title, visit the ASQ Quality Press online bookstore at
Risk Manager Academy asq.org/quality-press, or call ASQ at 1-800-248-1946.

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16
The Audit Report September 2015

ISO 9001:2015 Begins With Leadership


by Walter Tighe

As quality professionals, many of us have This is a new requirement of the standard that is going
shared in the frustration regarding the lack to take some effort. Typical examples of interested par-
of top management commitment, and specif- ties from a leadership team would consist of customers,
ically the lack of hands-on involvement with suppliers, and regulatory agencies. What should end
the company quality management system. up on your list of interested parties is dependent on
What about management review meetings? the size of the organization, your market, the people
Sure, the process of management review who perform the work, and the complexity of your
meetings does require top management organizationalprocesses.
involvement; however, too many times the company quality Heres something to ponder: What are the needs, expecta-
manager is the delegated source of data collection, measure- tions, and requirements of the company quality group? Most
ment representation, and communication to all management likely, the quality group will be the body delivering infor-
review meeting attendees on the quality system effectiveness, mation to the leadership team on the new requirement of
or worse, the lack of processeffectiveness. monitor and review information about these interested par-
Will the ISO 9001:2015 standard make a real difference in ties and their relevant requirements. ISO 9001:2015 Annex
promoting leadership involvement? Yes, I certainly think so, A.3 states, It is for the organization to decide if a particular
but it will require increased discussion and integration of the requirement of a relevant interested party is relevant to its
quality group and the leadership team. Having accountability quality management system. The quality group must have
requires this. Meaningful involvement and learning from the an active role with determining how this clause is applied so
quality group for top management will be required in the early that it is workable, beneficial for the organization, and is not
stages of this transitiona top priority and an essential step. treated as a simplified task.
Lets face reality. The ISO 9001 standard has not had any What methods will you use to identify and monitor this new
meaningful new requirements in 15 years! A mature, certi- requirement? Will you use the management review meeting
fied quality management system has most likely remained so action plans can be developed with responsible, assigned
in the been there, done that stage for many years. Unless personnel and the necessary resources allocated? What kind
youre working for a technology juggernaut or a progressive of objective evidence/records will you maintain, and how
auto manufacturer, such as Tesla Motors, radical change will they be monitored?
has not affected your documented operational management The degree to which the leadership team and the qual-
system in years. Consequently, your leadership teams ity group execute these requirements will directly affect
involvement has been administered in a two- to four-hour the extended requirements of risk, quality objectives, and
management review meeting every quarter or, even more planning to achieve them. To be successful, the qual-
likely, once or twice a year. ity group must ensure understanding of the requirements
Real involvement stems from top management when they real- through effective training on the new standard and hands-on
ize the quality department is not a departmentalized function, involvement with the leadership team.
but an integrated unit of established controls and monitoring 2. Ensure that the quality policy and quality objec-
methods. These methods are monitored against approved crite- tives are established for the QMS and are compat-
ria, which are aligned with the company business objectives. ible with the context of and strategic direction of
A quality truism: When your leaders are accountable, they theorganization.
will want to know whats required. They will need to know Compatibility in this context requires integrating quality
all of the new requirements that will require their attention, into business processes, as process objectives must now be
time, and necessary resources. more clearly aligned with your companys strategic direc-
Lets take a look at the significant leadership differences in tion, otherwise known as long-term business goals.
the new ISO 9001:2015 standard, and the changing role of Define quality objectives that are compatible with the con-
the quality group with this new transition. text and strategic direction of the organization. Can the
1. Understand the needs, expectations, and the require- quality group or a quality manager solely define organiza-
ments of interested parties that are relevant to the tional context and strategic direction to ensure the quality
QMS. Monitor and review information about these objectives compatibility? Never. A much broader look at
parties and their relevant requirements. Continued on page 18

17
The Audit Report September 2015

the role of the management system is now required by lead- and the controls required to expand operations and business
ership and its related processes. opportunities, yet still maintain overall operational excellence.
The how to of achieving quality objectives is explicitly The impact quality has on a companys success is often well
specific with the new requirements of (a) what will be done; understood. However, companies have traditionally struggled
(b)what resources will be required; (c) who will be respon- to integrate requirements and establish metrics that can easily
sible; (d) when will it be completed; and (e) how the results represent the effectiveness of quality in the organization.
will be evaluated. If an organization continues to use manage- Early leadership involvement will be critical for achieving
ment review meetings and the output of documented meeting an effective ISO 9001:2015 transition. The company quality
minutes for this evidence requirement, this will clearly require group must take the lead. Establishing a solid foundation for
increased analysis and detail within a project management required planning, assignment of responsibilities, authori-
framework. The level of involvement between leadership and ties and related communication methodologies will require
the quality group will be increasing with quality objectives a continuous active role within the leadership team and the
results evaluation and the need to ensure compatibility with quality group. Moving quality out of the quality department
the context of and strategic direction of the organization. is now expanding more than ever before.
3. Ensure the integration of the QMS requirements into About the author: Walter Tighe is president/owner of Sustaining
the organizations business processes. Edge Solutions, Inc. a management systems consulting and training
An ongoing debate is that a wide gap of distinction exists firm in Phoenix and Tucson, AZ. Founded in 2002, the company is a
full-service provider of design, development, and training of global
between company quality processes and business processes.
management systems such as ISO 9001, AS9100 Aerospace, 14001
Experience tells us that wide gaps do exist in some orga- Environmental, 13485 Medical Devices, ISO/TS 16949 Automotive,
nizations. How many times have we heard thats an ISO 27001 Information Security, Lean and Six Sigma improvement.
requirement, or the standard makes us do that? This Tighe has more than 28 years expertise in operational and quality
results in duplication of process measurement and increased management systems improvement. He has an MBA, is a member of
labor. This can include separation of information on qual- the Institute of Management Consultants, an ASQ Senior member,
ity and business performance, measurement methods used, an ASQ Certified Manager of Quality/Organizational Excellence
(CMQ/OE), and an RABQSA Certified Quality Management Systems
trends and indicators, and responsiveness to actions required.
Auditor. Since 2004, Tighe has been a current member of the ASQ
An aggressive company business plan should include the Phoenix Section Executive Committee, performing the role of news-
integration of numerous business quality-related preparations letter editor.

18
The Audit Report September 2015

ASQ Audit Division Chris DeMarno


2014-2015 Organizaonal Chart ASQ Community
Development

Ray Crawford
George Callender Nancy Boudreau TCC Group 1
Chair Facilitator
Immediate Past Chair

Nominang Audit Division Cindy Bonafede Glenda West Mary Chris Easterly Bruce Knutson Lawrence Mossman
Commiee Awards Chair-Elect Secretary Treasurer Financial Audit Chair Membership Chair

PAR Awards Susanne Burke Quitman White


Lance Coleman Glenda West Doug Berg
Voice of the Customer Chair Vice Chair Arrangements
Vice Chair Communicaons Conference and Events Chair Vice Chair Technical
and Logiscs
Strategic
Planning
John Mascaro Dennis Welch Open JP Russell Dennis Welch
Markeng Chair Member Standards Logiscs Support

Open
Mark Tegart Open Ann Azroff Ted Williams
Social Media Chair Cerficaon Liaison IT

Lance Coleman Yara Linares Kevin Posey Open


Newsleer Editor Spanish Course Educaon/Training Special Events
Developer
Nancy Crenshaw Region 1 Gil Andrade
Photographer Angelo Scangas Region 2 George Kiakis
Webinar Chair Region 3 Open
Region 4 Dr. Ramakrishnan
Byron Mangly Region 5 Bill Erickson
Web Liaison Region 5 DRC Katherine Cox
Region 6a Terrish Floyd
Region 6b Open
Region 7 Open
Legend Region 8 Janet Book
Region 9 Michelle Henderson
Region 10 Gregory Stewart
Division
Region 11a Open
Officer Management Region 11b Sheronda Jefferies
Commiee Region 12 Open
Region 13 Lawrence Mossman
Region 14a Glenda West
Region 14b Open
Region 15a Open
Region 15b Bruce Knutson
Region 25 Akio Miura
Australia Open

ASQ Region Map


Europe Julio Gonzalez Silva
East Asia Mila Cabuloy
Saudi Arabia Afaq Ahmed

February 2015
4
ASQ Canada
Washington Maine
Maind
Montana
North Dakota Minnesota
Vermont 1
Oregon Idaho
12 Wisconsin
10 2 New Hampshire

6
Massachusetts
Wyoming South Dakota New York Rhode Island
Michigan

5 3
Connecticut
Nebraska Iowa

13
Ohio Pennsylvania New Jersey

8
Nevada
Indiana Delaware
Illinois
9
Utah West Maryland
California Colorado Virginia Virginia
Kansas

11
Missouri
Kentucky

Arizona Tennessee North Carolina


Oklahoma South

7 New Mexico Arkansas


Carolina
Alabama

14 Mississippi 15
Georgia

Texas
Louisiana

Florida

Alaska
6 Hawaii

25
International

19
600 N. Plankinton Ave., Milwaukee, WI 53201-3005

Your Audit Division Contacts


Chair Immediate Past Chair Photographer
Nancy J. Boudreau Nominating Chair Nancy R. Crenshaw
nboudreau@tlcnh.com George Callender nancycrenshaw@ymail.com
Chair-Elect callendg@bellsouth.net Voice of the Customer Chair
Cindy Bonafede Conference and Events Chair Susanne L. Burke
bonafede_cindy@bah.com Glenda West susanne.burke@aseholdings.com
Vice Chair (Technical) gswest@uss.com Digital Media Chair
Douglas L. Berg Byron Mattingly
dougberg@earthlink.net
Membership Chair byronmattingly2013@yahoo.com
Lawrence Mossman
Vice Chair (Communications) mossman@netins.net Financial Audit Chair
Lance B. Coleman Bruce Knutson
lance@fullmoonconsulting.net
Education and Training bruce.w.knutson@boeing.com
Kevin Posey
Vice Chair kevin.posey@yahoo.com Webinar Chair
(Arrangements and Logistics) Newsletter Editor
Angelo Scangas
Quitman White Jr. angelo@qualitysupportgroup.com
Lance B. Coleman
qtwhite@bellsouth.net Division Administrator
lance@fullmoonconsulting.net
Treasurer Social Media Chair and
Chris DeMartino
Mary Chris Easterly cdemartino@asq.org
mary.chris.easterly@merck.com
InternetLiaison
Mark Tegart Certification Liaison
Secretary mark.tegart@srs.gov Ann Azroff
Glenda West adaasq@gmail.com
gswest@uss.com