How to implement the certification audit of value-added quality management system

1 The auditor of the certification body should not simply understand the conformity of the quality management system as establishing a set of quality management system conforming to international standards and implementing it, but should see whether an organization has really absorbed ISO 90. Whether the management requirements provided by {\ \ f305 ISO 9001} have been effectively implemented in organizational management practice as a tool and achieved results.

2. Strictly control the access of auditors.

The main decision-making power of auditors of foreign certification bodies such as DNV and BSI lies in the certification bodies themselves. For an auditor to be recommended, the certification body first examines the quality that the individual already has, including responsibility, image, language ability, comprehensive management knowledge, management ability, quality management experience, education and so on. As for the auditor's auditing skills, it is basically achieved through the auditor's course education and training and organizational skills training after recruitment. The auditors recruited are all elites with practical grassroots and management experience.

In contrast, domestic certification bodies first look at whether auditors have CCAA national registration qualifications. As long as they have registration qualifications, they will basically use them. If the qualifications of auditors are not determined from the perspective of the organization itself, it will be difficult to select and hire suitable auditors, which will lead to uneven levels and levels of auditors hired.

2.3 Enhance management scientific knowledge and professional knowledge.

By analyzing the human resources composition of domestic certification bodies, it is found that auditors with good management scientific knowledge and professional knowledge account for less than 30% of auditors in most certification bodies, and auditors with grass-roots and management experience account for less than 40% of auditors in most certification bodies.

If auditors only have general auditing knowledge, organizations with poor management foundation can easily find many problems-so-called "non-conformity"-in the audit of the audited quality manuals and procedures; For an organization with a good management foundation, few problems are found; You can hardly find any valuable problems for an organization with a good management foundation.

According to the author's collection in 2007. According to the research statistics of 80 enterprise certification audit cases in 2008, most of the "nonconformities" issued by these auditors are "documentary" and "implementation" nonconformities. For example, the problem of document control is that documents are not well executed, and the problems mainly focus on "4.2.3 document control", "5.6 management review", "6.2 human resources", "7.2.2 product-related requirements review", "7.5. 1 production and service provision control" and "8. The questions raised are basically isolated and simple, not systematic.

In order to find the truly valuable "nonconformities" in the audit, it is more important to improve the auditor's audit knowledge and skills, and more importantly, to improve the management scientific knowledge and professional knowledge, so as to better communicate with the audited certification bodies in management and specialty, and effectively find some systematic problems in organizational quality management and some truly valuable "nonconformities" in the audit.

2.4 Fully understand and apply the process methods and systematic methods of management.

Fully understanding the process method and management system method is the key to successfully implement the audit of value-added quality management system. т 90012008: In reality, it is the biggest challenge for the standard compliance audit to determine the "effectiveness" of the quality management system by using the process method and to ask the auditors to provide value-added services during the audit.

Process is the basic unit of quality management system, which includes four basic elements: input, output, activities and resources used. In order to fully understand the establishment and implementation of an effective quality management system, it is necessary to determine, manage, control and improve relevant quality management processes.

Quality management system is a kind of system, which can be considered to be composed of interrelated processes, each of which has its own function, and the purpose of quality management system is realized through the interaction between processes. What processes should we fully understand when auditing a specific quality management system? In what order and relationship should these processes operate? So as to realize the quality policy and objectives and improve the effectiveness and efficiency.

In order to increase the audit value of quality management system, auditors need to look at the management status of an organization from a certain height and break through the management framework of the organization. From both micro and macro perspectives, this paper makes a vertical and horizontal analysis of the organization's operating conditions and problems found, points out the risks and systematic problems existing in the organization management, avoids the isolation and one-sidedness of the problems, and prescribes prescriptions suitable for the organization management, thus adding value to the audit.

2.5 abandon the existing certification audit record mode

Compared with the practice of foreign certification bodies, since 2003, the practice of domestic certification bodies at the certification audit site has fallen into the strange circle of auditors' self-defense. Auditors spend more time recording how they conduct audits and meet the conformity assessment of certification bodies to prove that they have carried out necessary audits according to the audit plan. Do you know that, in the opinion of the audited entity, you are here to pay you to copy the records? It is imperative to abandon the existing audit record mode, otherwise it will do more harm to the original intention of certification.

2.6 Change the audit mode from the traditional "inspection" to "communication"

Before the ISO900 1 standard appeared in 2000, because the standard required auditors not to provide any suggestions to the audited units, if they made suggestions, they would be considered as suspected of consulting, so there was usually a communication gap between the early auditors and the audited units, which seemed to be an indestructible "firewall", and the audit of auditors was similar to black-box operation. The solution to this problem is actually not difficult. By implementing transparent audit, certification and accreditation bodies can make their understanding of standards transparent, not only to auditors, but also to auditees. This is conducive to full communication between auditors and auditees. If the audit practice can change from the traditional "inspection" to "communication", this process will naturally add value.