Think Again

Abstract:Hoping to ensure a favorable outcome to a third-party audit, many organizations use unscheduled mini-audits of office and manufacturing areas to spot perceived deficiencies and correct them before the audit. This mind-set influences the interaction between the auditor and those undergoing the audit, reducing the effectiveness of the audit. The message that audit findings are failures is not easy to change. Management must have a better understanding of how audits can benefit the organization and its customers and relay this message repeatedly to others in the organization. A collaborative approach is a win-win situation that avoids an us-vs.-them …

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Certainly, management always plays a key role in making audits successful and effective. Thank you for a great paper reminding us of the importance of a positive mindset to align auditors-auditees-managers on the right tracks of CPI.
--Alex Guzman, 10-29-2009


Mr. Sahi did point out in his closing paragraph the necessity of management commitment. As with all Organizational Cultural issues, management controls the tone and the direction. So then, we DO need to convince management of this approach first. A possible solution to the numbers game is to suggest evaluating on a percentage nonconformances properly corrected rather than simply reducing the number. In that way, initial reductions in findings and encouragement for improvement are both positive results from an audit.
--Steven Cooke, 10-11-2009


The question is "How do we change the mind set?" In part, reading this article has brought a different awareness. Thought provoking.
--C. Lee, 10-09-2009


It sounds great on paper, but unfortunately it's not feasible as long as management uses the number of audit noncoformances to rate an individual's performance.
--M. Thompson, 10-07-2009


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