Comprehensive internal audit of the quality system in 2015

On April 14 and 15, Haibo Precision Machinery conducted a comprehensive internal audit of the 2015 quality management system. According to previous years' plan, the company generally implements a comprehensive internal audit in March every year. This year, since the company arranged a related process optimization and process reengineering work at the beginning of the year, the comprehensive internal audit was postponed for nearly a month. This comprehensive internal audit is also an important internal audit before the company's quality management system certificate renewal review in May this year, preparing for the management review work in 2015. Among them, the "Internal Audit Review Report" is also one of the important contents of the input of management review. A comprehensive internal audit is a complete inspection of the work of each department and a complete discussion of the operation of each process. Its coverage includes all departments, all processes and all products of the company. It is an important activity in the company's quality management work.

22 internal auditors participated in the audit. These internal auditors include managers of various departments and internal auditors with more internal audit experience, as well as some internal auditors who are engaged in learning and practice. The internal audit emphasized the discussion requirements for the optimization and innovation of the current process. During the audit process, through communication with the audited department, the rationality of the process is used as the principle, and the shortcomings in the relevant processes are discovered from a deeper level, especially systematic problems, so that the process is more operable and the process has greater value-added, boldly propose process transformation, judge and suggest some reasonable and illegal operation methods, and update documents when necessary to make them meet the quality planning requirements. Pay attention to the innovative projects proposed by the company, and the completion status and abnormal handling content of the lean performance target system requirements, from the goal establishment,

Decompose, support and implement, and relevant departments should carefully monitor process and analyze and handle problems within their functions, improve self-improvement, and improve departmental performance to meet the requirements of the continuous improvement of the quality system.

This internal audit was divided into eight internal audit groups, with a total of 23 general unqualified items being proposed. At the same time, some opinions and suggestions that need to be improved were reported to various departments. No serious unqualified items were found in the internal audit. In these unqualified reports, it is emphasized that the shortcomings of each department in the improvement process within the scope of departmental functional work. These shortcomings are mainly reflected in the failure to analyze and deal with abnormal situations and processes in the implementation of departmental goals, the failure to effectively monitor the implementation process and functional work process, the lack of in-depth analysis of the causes of existing problems, the poor effectiveness of the measures taken to improve the problem, and the failure to effectively track and verify the implementation process of the improvement plan, etc. There are also some work processes such as document control, record control, resource provision control, production and service provision control that have basic requirements for the quality system.

At the last meeting, Mr. Zhu mentioned that the purpose of internal audit is to improve, so the last meeting of internal audit is not the end of internal audit, but the beginning of improvement of internal audit process. When organizing the handling of improvement reports submitted by internal audits, leaders of various departments should carefully inspect the department's work and responsibilities, analyze the causes of problems in the work of the department, formulate countermeasures, coordinate and cooperate across departments, formulate effective correction plans, systematically improve problems, and create innovative work processes from a higher level.