Audits are verification and monitoring tools that have been favored with the arrival of normative systems.
Their quality gives them a key role in helping to find the roots of actual or potential gains or losses in certified organizations.
For this, audits must be carried out not to meet a normative or registrar requirement but for oneself, that is to say to increase gains or limit potential or actual losses.
System audits traditionally stop at the door of “Ali Baba’s” cave because they mainly check that the organization’s provisions meet the requirements of the reference system that the provisions taken are applied
When you want to audit the effectiveness of processes and procedures, you have to target gains or losses.
We will therefore already go further than the ISO or other normative reference requirements by building your own reference system by adding to the normative requirements the strategic performance requirements that will have to make it possible to achieve the provisions of the processes and procedures that will be defined.
The audits carried out on the so-called strategic provisions verify that the provisions are applied but above all that elements such as the 6 Ishikawa (equipment, process, management, people, environment, material) which make up the provisions, participate in achieving the desired results.
If, for example, we achieve the desired result with just 4/6 M which are implemented, then we will find ourselves with a potential opportunity to increase the result and therefore internal gains.
In the event that the desired result is not achieved, there will then be one or more system causes to limit losses
The last element which makes it possible to ensure the profitability of this monitoring tool is of course the fact that the actions implemented following the audits are completed and that their effectiveness is verified. It is at this price that audit programs are investments and not cost centers for organizations