![]() ![]() ![]() Top Major Audit Findings (Nonconformities) ![]() On the other hand, a minor nonconformity is a failure to comply with IATF 16949 ® that is not likely to result in the failure of the QMS or to reduce its ability to ensure controlled processes or products.Ī review of the global nonconformance data from the October 2020 AIAG Quality Summit: Think of a major nonconformity as the absence of or total breakdown of a system to meet an IATF 16949 ® requirement or lack of ability to meet customer-specific requirements. ![]() The charts below show the top 10 major and top 10 minor certification body audit findings through October 2020. This data is then used to drive improvements within the automotive supply chain and with the requirements established for the automotive suppliers. A large amount of data is collected and analyzed by the IATF ®. So, it should come as no surprise that data analytics is a key function within the International Automotive Task Force (IATF ®) and oversight community. Data and internal measures are compiled and analyzed by most every organization within the automotive supply chain. The last of our automotive series looks at the top IATF 16949 ® audit findings and how to address them in the company’s quality management system (QMS). INTERMEDIATE has the risk, compliance and audit professionals you need to ensure proper follow-up of management letters and internal audits.Top IATF 16949 ® Audit Findings & How To Address Them In The QMS In this way you create a strong basis for process improvement and internal control. With the right mindset and the right people you get a lot of added value from management letter items and audit findings. Think, for example, of financial loss, reputational damage, data loss and cyber risks. So distinguish between important and less important points and focus most of your attention on shortcomings and points that can lead to serious risks for your organization. Not every finding or shortcoming identified by a management letter or internal audit is equally important.This way you can determine how internal control processes develop over time. Discover trends in the overall picture of internal control.Ensure clear communication and documentation processes that unambiguously show how and by whom follow-ups to findings are handled.Periodically discuss the relevant overview within the management or board team. Make sure that this is done by an independent department or position, for example by the risk manager. Record all findings and actions in a register in which you also record the progress on a monthly basis.An automated tracking system makes this task easier, more efficient and less prone to errors. Provide a monitoring system that structurally maps out how you as an organization handle all follow-ups and points for improvement.Try to link SMART actions (specific, measurable, achievable, realistic and time-bound) to all findings.Ideally, do this at management or board level to ensure sufficient authority. We take a look at the most important ones. The solution: 7 tools for utilizing findingsįortunately, there are proven methods for extracting maximum value from findings arising from management letters and internal audits. This also detracts from the added value of management letters and internal audits. This is a shame, especially because targeted improvements take off slowly or not at all. The subject is (too) complex, while monitoring follow-ups and improvements is difficult due to the lack of good systems and dedicated experts. Organizations often have difficulty translating the findings and recommendations from management letters and internal audits into proper follow-ups and targeted improvements. For example, consider the internal control of processes and risks or the design and cost efficiency of the IT environment, but also the administrative organization of a company or institution and current developments in the financial and policy areas.Īn internal audit mainly focuses on the proper and reliable functioning of business processes and working methods. Use it to your advantage! Which items are covered in a management letter and internal audit?Ī management letter often contains findings and recommendation about the operational management and administrative organization of a company. In this article we give you a number of practical tools to better organize the follow-up of findings from management letters and internal audits. But they often have trouble resolving those points or providing proper follow-up. Management letters like reports from external accountants to the supervisory board or a company management. Many organizations have to deal frequently with management letters and findings from internal audits. ![]()
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