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Day 2 Internal Auditor Training

The document outlines the agenda and activities for Day 2 of an internal auditor training. It includes modules on ISO 9001:2015 quality management system standards and 7 quality management principles. Trainees were divided into groups to conduct audit activities and presentations on understanding organizational context and needs/expectations of interested parties. The document concludes with remarks thanking trainees for their participation.

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George Opiyo
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50 views8 pages

Day 2 Internal Auditor Training

The document outlines the agenda and activities for Day 2 of an internal auditor training. It includes modules on ISO 9001:2015 quality management system standards and 7 quality management principles. Trainees were divided into groups to conduct audit activities and presentations on understanding organizational context and needs/expectations of interested parties. The document concludes with remarks thanking trainees for their participation.

Uploaded by

George Opiyo
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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11/22/2023

DAY 2

SOMTEL & BLUEKOM


COMPANIES

ISO 9001:2015 QMS


INTERNAL AUDITOR TRAINING
22nd NOVEMBER 2023
Damal Hotel –Hargeisa

MODULE 1:

INTRODUCTION TO ISO
9001:2015 QMS

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COURSE STRUCTURE
1. Class work -45%
2. Group exercises -45%
3. Individual Homework- 10%
4. Final exams 100% pass

Group AUDIT Activity 1

Group 1: 4.1 Understanding the organization


and its context

Group2: 4.2 Understanding the needs and


expectations of interested parties

Group AUDIT Activity 1

Group 1: 4.1 Understanding the organization


and its context

a. Determine external issues

b. Determine internal issues

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Group AUDIT Activity 1

Group 2: 4.2 Understanding the needs and


expectations of interested parties

Group 2 a: Determine needs and expectations of


internal interested parties

Group 2 b: Determine needs and expectations of


external interested parties

Group Activity 1

Group 1 presentation : 4.1 Understanding the


organization and its context

a. Group 1a: Project question


What are the main external issues that are relevant to
Somtel and Bluekom purpose and strategic direction and
that affect its ability to achieve the intended result(s) of
their QMS?
(See attached group 1a presentation)

Group Activity 1

Group 1 presentation : 4.1 Understanding the


organization and its context

a. Group 1b: Project question


What are the main internal issues that are relevant to
Somtel and Bluekom purpose and strategic direction and
that affect its ability to achieve the intended result(s) of
their QMS?
(See attached group 1b presentation)

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Group Activity 1

Group 1 presentation : 4.1 Understanding the


organization and its context

a. Group 1b: Project question


What are the main internal issues that are relevant to
Somtel and Bluekom purpose and strategic direction and
that affect its ability to achieve the intended result(s) of
their QMS?
(See attached group 1b presentation)

Group Activity 1-Presentations


Group 2: 4.2 Understanding the needs and
expectations of interested parties
Group 2 a: project question:
Who are the key internal interested parties and what
are their respective needs and expectations from the
company QMS?

Group 2 b: project question:


Who are the key external interested parties and what
are their respective needs and expectation from the
company QMS?

7 QMS principles

 QMP 1 – Customer focus


 QMP 2 – Leadership
 QMP 3 – Engagement of people
 QMP 4 – Process approach
 QMP 5 – Improvement
 QMP 6 – Evidence-based decision making
 QMP 7 – Relationship management

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QMP 1 – Customer focus


(see 9000:2015 -2.3.1)

 The primary focus of QMS is to meet customer


requirements and to strive to exceed customer
expectations.
 Possible actions to enhance Customer focus culture:
 Identify key customers and their requirements
 Plan and deliver products and services that meet or exceed their requirements
 Communicate to customers your commitment to satisfy their requirements
 Measure your service performance and improve areas of failure
 Measure customer satisfaction and continually improve

QMP 2 –Leadership
(see 9000:2015 -2.3.2)

 Leaders at all levels establish unity of purpose and


direction and create conditions in which people are
engaged in achieving the organization’s quality
objectives.
 Possible actions to strengthen QMS leadership culture:
 Establish company strategy direction
 Create clear customer focus
 Create quality policy
 Communicate quality policy within and outside the company
 Provide resources
 Assign roles and responsibilities
 Measure and review performance

QMP 3 – Engagement of people


(see 9000:2015 -2.3.3)

 Competent, empowered and engaged people at all levels throughout


the organization are essential to enhance the organization’s
capability to create and deliver value.

 Possible actions to strengteh engagement of people for


QMS culture:
 Communicate with people to promote understanding of the importance of their
individual contribution;
 Promote collaboration throughout the organization;
 Facilitate open discussion and sharing of knowledge and experience;
 Empower people to determine constraints to performance and to take initiatives
without fear;

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QMP 4 – Process approach


(see 9000:2015 -2.3.4)

 Consistent and predictable results are achieved more


effectively and efficiently when activities are understood
and managed as interrelated processes that function as a
coherent system.

QMP 4 – Process approach


(see 9000:2015 -2.3.4)

 Possible actions to enhance process approach to QMS


culture:
 Identify key processes and sub-processes:
 Define objectives of the system and processes necessary to achieve them;
 Establish authority, responsibility and accountability for managing processes;
 Understand the organization’s capabilities and determine resource constraints
prior to action;
 Determine process interdependencies and analyze the effect of modifications to
individual processes on the system as a whole;
 Manage processes and their interrelations as a system to achieve the
organization’s quality objectives effectively and efficiently;
 Ensure the necessary information is available to operate and improve the
processes and to monitor,
 Analyze and evaluate the performance of the overall system;
 Manage risks which can affect outputs of the processes and overall outcomes of
the QMS.

QMP 5 – Improvement
(see 9000:2015 -2.3.5)

 Successful organizations have an ongoing focus on


improvement.
 Improvement is essential for an organization to maintain
current levels of performance, to react to changes in its
internal and external conditions and to create new
opportunities.

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QMP 5 – Improvement
(see 9000:2015 -2.3.5)

Possible actions to encourage improvement in


QMS:
 Promote establishment of improvement objectives at
all levels of the organization;
 Educate and train people at all levels on how to apply
basic tools and methodologies to achieve
improvement objectives;
 Ensure people are competent to successfully promote
and complete improvement projects;

QMP 5 – Improvement
(see 9000:2015 -2.3.5)

Possible actions to encourage improvement in


QMS:
 Develop and deploy processes to implement
improvement projects throughout the organization;
 Track, review and audit the planning,
implementation, completion and results of
improvement projects;
 Integrate improvement consideration into
development of new or modified products and
services and processes;
 Recognize and acknowledge improvement.

Questions Comments and


Remarks

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Didn’t we
That’s it...
have fun!!!

G. Opiyo

END OF DAY 2

THANK YOU

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