Internal Audits-3

Internal Audits 3

 11.Remember, if you see something positive that is noteworthy, write it down.  This is the only time you write someone's name on your audit report (unless their name is the sample, such as those you sample for training records).  If your note taking skills are good enough to capture the evidence of conformance, that is great!  At a minimum, make sure your results reflect what you audited (with the assumption being that no findings means the area/process is conforming and effective).

12.Ask additional questions or ask to see more evidence that will allow you to deal with your discomfort.  Make sure they understand what you are uncomfortable with.  This may help them with the answer. Be careful not to let your discomfort influence them into making process changes they do not need.  REMEMBER: Make sure you are adding value, not imposing beliefs.

13.If your discomfort is something you feel will be an issue in the future, be sure to add it to your audit as a comment or observation.  This will tell the next auditor what they should follow up on and may help area management recognize an opportunity for improvement, as any action they take would be preventive action. Work with affected personnel and area management to reach an agreement on the findings.  While this may not be achievable (they do not like your results), try to obtain agreement, powering down the process along the way.  If you still feel the finding is legitimate, there may be a need to agree to disagree with your findings continue to exist.

14.Once you are finished understanding the evidence of the process and whether that evidence reflects sound business practices, review the documents defining the process to see if the match up with what was seen.  Any variation needs to be understood and worked through with area management to determine where there is a need to update the document (if it is found that the other things included in a procedure are not needed or there are additional steps that are not in the document but are needed) or a need to work with area personnel to ensure we are following practices deemed important.

15.The audit team or auditor summarizes the audit and any findings, presenting the recorded results to area management and/or the management representative.  If the results are presented to the management representative, he or she reports the results to area management.

16.CRITERIA:

• A nonconformance was identified and will require corrective action?
• A potential problem was identified and needs preventive action?
• An opportunity for improvement was identified that could make us better (make more money or spend less money)?

If the issue(s) was able to be resolved before the end of the audit or it is believed the follow-up at the next audit will report on the results (Audit Report should be flagged to ensure follow-up), the audit may be closed out and the Audit Schedule is updated as needed (see note 1).  Records (audit results, including any records of follow-up) are maintained as defined in records controls section of the Master Control Plan. The management representative summarizes the results of audits for management review.

17.Area management facilitates corrective action, preventive action, and/or any other improvement opportunity per Improvement Systems.  This would include actions taken by area management (without undue delay) and follow-up of action taken.  The records generated as a result of corrective/preventive action are maintained as defined in the records section of the Master Control Plan.

18.The audit team, auditor, or audit coordinator, work with area management to determine when to verify any actions taken (allowing enough time for effective implementation), closing out findings (reporting the results) that have been dealt with by auditing those issues in a manner similar to the original audit (following the methods established).

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Health and Safety Manual

How to Write a Health and Safety Manual

The workplace safety manual is a volume of information, procedures, and policies put in place to ensure the safe operation of equipment, as well as safe contact within the work environment.
 The health and safety policy will clearly outline who is to execute certain safety procedures, as well as when and how they are to be carried out.
 Health and safety manuals are not overly complicated documents and can be written personally if the right resources are utilised to ensure they are complete and correct. The health and safety manual should clearly define your commitment to workplace health and safety, as well as identify tasks associated with maintaining a safe, professional environment
A good safety manual is fundamental in safely and responsibly managing a job site. Employees of the company will regularly consult the manual to check on company policy, find instructions and to ensure they are in compliance with company procedures.

Steps for Drafting a Health and Safety Manual.
When drafting your company's health and safety manual, it is important to keep in mind that it is not only employees that will read it. Regulators will also take a look at the document, so it is imperative to include all pertinent information both parties will need to reference.

1. Write the manual for those who will use it regularly
The manual should address the people who will be using it on a regular basis. Use the following tips to help make certain your procedures are easy to understand:

·   Use short, direct sentences, short paragraphs and simple words to keep the reader’s attention. Make sure all acronyms are explained either in an introductory section or by introducing them into the text using parenthesis. Be sure to do the same for any symbols used.

·   ·   Avoid technical jargon. Use technical terms when necessary, but be sure to provide clear definitions to avoid unnecessary confusion.

2. Prioritize the manual’s content
Content within the manual should be written in a clear and direct manner, with the most critical safety concerns being the central focus. The manual should begin by presenting and explaining any preliminary issues before leading into the main issues and follow up with any remaining concerns or information.

The layout should be easy to read and understand. The documents should be compiled using proper margins and spacing, with headings and subheadings to identify text groupings and various topics. The beginning of your manual should offer a table of contents as well as an index, and images and drawings used throughout provide excellent visual aids when strategically placed. Documents should look professional and simple, using basic black and white text with minimal shading. Use of boldface and italics is suitable for calling attention to areas of importance.

3. Gather industry standards and follow government regulations
The International Organization for Standardization (ISO) has developed standards for specific areas such as food safety management and risk management. These standards will provide you a starting place to develop your manuals.

Certain government organizations, such as the Occupational Safety and Health Administration (OSHA) has stipulations for practices and procedures that must be adhered to. Be sure you are informed correctly about what manuals your business requires, and what should be contained within them. Failure to comply with these regulations can have serious consequences, including lawsuits and in some cases criminal charges.

4. Be sure the job is done correctly
With health and safety manuals being such an important aspect of a company’s structure, it is vital that they are completed correctly. Taking the time to educate yourself on the guidelines as well as taking advantage of the available resources can provide significant help. If you’re unsure as to where to begin, there are professionals that can help you develop the strongest manuals possible, providing your employees with a strong tool to use in doing their job. By allowing a professional to handle the task you can be sure you have a compliant, well-drafted document.