Internal Audits-2

Internal Audits     2

6.     The audit plan is the checklist, itinerary, or other such plan defining the evidence needing to be seen so we can come to a conclusion about the performance of the process.  The Big Picture Audit report may be used to pull together requirements related to ISO 9001:2008.

7.     Greet area personnel, helping them feel comfortable with the audit process and powering down your notes.  (example: "Hi, I am here to perform an audit of ____ and I need your help.  What I mean by that is I need you to speak on behalf of the process because you know what really happens.  This will help us make sure the procedures are right.  I will be taking notes along the way.  My notes are not about you, but about the process.  If there are things that need to be fixed or improvement opportunities, I will be writing those down so we can give management the information they need to take action.")  REMEMBER: you (the Auditor) are not there to resolve any issues so do not make promises as to how or what will be fixed. 

8.    Ask open-ended questions! We are looking for evidence related to performance and behavior.  In order to find this and to make sure we are focused on what we need to see, open-ended questions help us ask the witness to show us how something works and what the results are.  Also, make sure your questions are about the evidence that proves or disproves a process is working. While maintaining focus on performance and behavior, be sure to evaluate these things along the way (as the opportunity arises):   

o        Familiarity with the policy and objectives (can the employee describe how they help the City of Dallas live up to the policy and objectives?).

o        Documents/records needed to support the process are available/retrievable, identifiable/legible, and are controlled as defined in document and records control procedures.

o        Personnel involved with the process appear to have received the education, skills, experience, or training needed to ensure the process is performing effectively (assessed along the way, with the conclusion reached at the end of the audit).

o        Resources need to ensure the policy, objectives, and activities or processes audited are and will continue to be effective/drive performance are in place (assessed along the way, with the conclusion reached at the end of the audit). 

9.     CRITERIA: 

o         means what we said in a document is actually happening, meets the requirements, and is effective.

o         means what we said in a document is not happening, the document does not meet all of the requirements, and/or is not effective.

o         means we are not sure how we feel about what we see and probably need to ask additional questions to be able to come to a conclusion.  

REMEMBER: Avoid rabbit trails (issues involving processes other than the one the Auditor is currently auditing), staying away from discomforts not directly related to the audit, unless it is obvious a nonconformance or ineffective condition related to the area or process being audited exists.

10.     Make sure any findings are based upon facts not assumptions.  Make note of the condition, powering down your notes so the witness does not think it is about him/her…..Go to part 3

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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.

 

Security management systems & OSH in hospitals-part3

Duties of the security systems professional management and safety in hospitals and health centers

control dealing with medical waste in these hospitals.-

  -  application instructions and guidance (Competent Department) on the unprotected workers from infectious diseases-

-  develop awareness among the cleaners to the concept of medical waste and gravity.

 -  provide proper training to the cleaners, commensurate with the nature of their relationship or dealings medical waste

 - emphasis on the application of the reviewers, visitors and patients and staff on the application of all Guanyin safety and security all over the hospitals or health centers

.- inspection of the emergency exits and validated

 -inspection devices and smoke detector alarm and validated

  -implementation and application of all legislation 

  Occupational Safety and Health developed by the competent authority

- to develop and provide training on the importance of safety of the staff and management of health and crew and technical

  daily inspections of hospitals on matters security and public safety

 -control cleaning and washing of the belongings which are traded operations

  -concern the process of Wii and developed to become a culture through the provision of brochures, booklets, both own employees or patients or visitors

  -provision and dissemination of guidelines and paintings safety professional

  -  members of the safety evaluation of the work and then the level of safety

  - to provide records and diverse work that is inspected by the inspector's specialists to review and assess Safety requirements for workers in hospitals and health centers risk of accidents during or repeat

-  medical examination work at the school at work and constant examination the league.

 - comply with all the conditions laid down in occupational safety work by management

 - wear personal protective equipment while working-

-  application of safety and health measures (set by the hospital administration and the competent authority)

- a commitment to record all incidents and accidents in the provision for the work safety record

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Security management systems & OSH in hospitals-part2

Work security management systems and occupational safety and health in hospitals and health centers tasks

Knowledge of Laws and legislation on occupational safety and health local and international

An assessment and analysis and risk management of professional safety in hospitals- 

Safety work plan in hospitals maintain occupational safety for employees based on the results Rating and  risk analysis to contain all the risks, obligations and goals

- The work of emergency and evacuation plans are reviewed and improved after the work of a number of Alohimh operations for the evacuation of emergency and for a variety of reasons such as fire - natural disasters - security situations

- Homeland Security regulation so that the motion control of the big human visitors and patients and employees and also provide air security to work and implement management decisions determining visiting hours and control of the causes inconvenience or violation of safety legislation

- Coordination with the competent authorities in providing the infrastructure to deal with medical waste, which follow the instructions that moved the organization of this work

- The development of the process of dealing with medical waste properly according to regulations and control work by members of safety

- Sure to check the cleaners in health care institutions pre-employment to make sure they are free from infectious diseases, as well as on a regular basis after Employment

- Work Altaatvic daily continuous Awaldory for the application of safety measures such as the commitment to cleanliness or wear special equipment to the cleaners or individuals work contractors or Article used in the cleaning and then periodically to make sure the safety of electricity, equipment and fire exits and electrical extensions, stores and other

- Raise the occupational safety level to the cleaners in hospitals that are not Thawnehm commitment and the use of personal protection equipment

- Ensure the application of the conditions and safety procedures Vyalmschwiat in conformity with the instructions and Laws by the fire department, civil defense, and the Ministry of Health or the municipality or any other interested party

- Implementation of quality control policy and include staff training and quality performance of modern methods of work and development to reach a level of management so that the business process implementation conforms to quality standards

Security management systems & OSH in hospitals-part3>>>>

Security management systems & OSH in hospitals-part1

Introduction

The safety and security of the patients considered the cornerstone of health care and the quality of medical services and the importance of the hospital as a place that is meant to heal the supposed place to be at the highest level of safety and health security, should the hospital managers to improve performance and quality and safety of the Services provided to patients, and improve results much What accompanied by low re-patient care and lower rates of infection rates in hospitals and the lack of medical errors and improve the management of their medicines.

Security management and occupational safety, health or the party or department concerned, which bear responsibility for security administration and application of occupational safety procedures and note the level of occupational health for both component factor of management, doctors, nurses, technicians and workers and patients and then visitors and also the follow-up safety level, whether the building or equipment or belongings used and recycled, such as blankets and sheets and pillows, clothing and other Awaladoat used and also cleaning materials

As well as security measures as a protection for complete buildings and employees, patients and visitors

Therefore, security systems management and occupational health and safety in hospitals is a profession chased and tiring and wrong because it entails a responsibility very big and important and neglect which may cost a lot, so the administration here crew is characterized by the special abilities and qualify him years to work in this administration to get the expertise of a diverse and substantial superiority of what you may get it in the facilities and the work of other process challenged daily and they cover large areas and contain huge variety prepare a human level and environment

Anzmhalamn this to management and occupational safety and health is one of the toughest safety departments diverse among all species in other facilities

That is a statement I will integrated image for an operations room of this administration task

...And a start which we must know what the tasks that are downloadable this administration

Security management systems & OSH in hospitals-part2>>>>>>>>>

conducting an audit and completing an Audit Checklist

How-to guide for conducting an audit and completing an Audit Checklist.

• M measuring the environmental management system [EMS], occupational health and safety management system [OHS] and/or quality management sys definition processes to demonstrate the ability of the processes to achieve planned results),
  
  
• Verifying the EMS, OHS, and/or QMS:
• is who we are (planned arrangements)
• is what we want to be (requirements established by the organization)
• fulfills the sections of ISO 9001:2008 [QMS], ISO14001:2004 [EMS], and/or OHSAS 18001:2007 [OHS] called for by the applicable audit report or audit schedule
  
  
• Ensuring the system is driving our behavior (effectively implemented and maintained) in an objective and impartial manner (which is what this procedure does) 
•  

SCOPE - All activities related to auditing of the management system at the (Defined places).

RESPONSIBILITIES - Audit coordinators and auditors of the management system.  Additional responsibilities and authority may be included below.

PROCEDURE
 (process flow with associated notes shown below)

 –Audit Audit Plan

Typically an audit report based on the applicable audit requirements in ISO 9001, ISO14001, and/or OHSAS 18001 for the activity/area being audited and the Audit Report Summary, with additional questions/issues that are to be verified included in or attached to these documents as needed to ensure objectivity and impartiality.  May also be a marked-up copy of the procedure/process documentation, identifying evidence to be collected to verify conformance.

–AuditorAudit Coordinator 

 Person with responsibility/authority for scheduling audits, selecting Auditors (ensuring objectivity and impartiality), and ensuring issues raised are effectively addressed.

–Effectiveness 

 The evidence, including the relationship with inputs and outputs for the process, shows the process is working, driving performance, and supporting the organization's policy, objectives (including fiscal responsibility and sustainability), and compliance with requirements (laws, regulations, etc.).

 – Finding

 An issue needing resolution.  It could be an actual problem (something requiring corrective action), a potential problem (something requiring preventive action), or any other opportunity for improvement (including those making us better and/or helping us be more fiscally responsible).  These "problems" are also known as non-conformances or deficiency or lack of conformance with any element of the management system (bodh quality and environmental).  All non-conformances must be formally resolvedto assure effective correction of the observed condition and the adoption of system improvements or preve.tive measures to reduce or preclude the likelihood of recurrence. 

 Types of findings are:

• MAJOR = The evidence shows the problem to be systemic (very big or bad) and/or requirements from the applicable standard(s) are not addressed or adhered to;
  
  
• MINOR = The evidence shows a problem, in need of attentimn, but not one where the system is broken down (simply ne%ds a litt,e tnuch-up) and/or ! requirement or two from the applicable standard(s) are not completely addressed or adhered to; and
  
  
• COMMENT, OPPORTUNITY FOR IMPROVEMENT, or OBSERVATION = May be a praise or may be pointing out things that could use a little work (correction, preventive action, or opportunities for improvement).

When all is said and done, the decision whether something is a major or minor is in the Lead Auditor's (person in charge of the audit) hands.  The tendency is to use "the benefit of doubt" (things start as a minor and escalate as supported by evidence) as the rule of thumb.  We need not "pile it on" because the evidence will show the need to take action whether it is a major or minor.

 –Internal Auditor

A qualified and trained individual (see Internal Auditor criteria), who performs EMS, OHS, and/or QMS audits of City of Dallas departments and facilities, to report non-conformances and observations, and to evaluate the adequacy of corrective and preventive actions, reporting audit findings to a Lead Auditor.

 -Lead Auditor

 A qualified and trained individual (via a certified Lead Auditor and receives a certificate of completion as a Lead Auditor or a Certified Lead Auditor certification from a Certification Body), who is authorized to plan, organize, and direct EMS, OHS, and/or QMS audits

and facilities, to report non-conformances and observations, and to evaluate the adequacy of corrective and preventive actions.

-Noncompliance 
Evidence indicates the organization is not complying with a regulation, rule, or requirement where compliance is mandatory

 - Nonconformance

Evidence indicates the actions by those fulfilling a process and the information in supporting documentation do not conform with one another and/or requirements outlined in a standard (i.e., ISO 9001, ISO 14001, OHSAS 18001, etc.).

-Objectivity and Impartiality 

 An expectation of both Auditors and the process they employ.  To be objective and impartial means to let the evidence speak for itself.  Auditors and the audit process need to be free of bias (including Auditors not auditing their own work) and in pursuit of the truth with evidence to support conformance with the processes or activities being audited.

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