<h1>Basics of internal auditing</h1>

Internal auditing requires planning, definition, consistent implementation and control to be efficient. If you want become a successful internal auditor or manage and prepare successful internal auditor program then spending enough time in preparing audit report as internal auditing is one of the key element that makes your quality management system complete. It includes (“Plan do check act cycle”) PDCA cycle. Internal auditing isn’t a chaotic or elective occurrence that you abide to maintain certification. It’s an evaluation tool that provides a consistent indicator of the reliability of your organization’s system and practices and their competence to support your goals.

Internal Auditing Process

Audits always help you to recognize problems, hazards, good practices and prospects to better serve your customers. The information acquired from well-conducted audits is a company benefit that far is more important than the modest investment in time and training. The way in which the organization values and uses this asset is moderately dependent on how audits are carried out.

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Executive management, through in evidence support and allocation of resources, has primary liability for ensuring the efficiency of the internal audit program. Auditors have the responsibility for good stewardship of management's support, as revealed by their assurance to high-quality auditing practices and the production of significant audit reports. The person in charge of the internal auditing program requests organization to sustain the endeavor. In exchange for the trust and assurance implied in this support, auditors make every effort conscientiously to provide precious information that management can exploit for strategic planning and other assessment making.

Planning for auditing

Learn the process

Recognize the interfaces with the standard
Document reviewing
Identify procedure interfaces
Identify prospective process failure modes (pFMEA)
Value stream map process to breakdown activities
Evaluate old audits
Develop audits question
Develop audit plans.

Process during internal audit

When undertaking the internal audit of top management, the auditor should gather and substantiate confirmation of top management’s assurance from within the quality management system itself. The auditor should request how the quality manual addresses management commitment concerns and ask how they are consummate; then, the auditor must find object evidence that proves it’s in fact being done. This scheme applies management as well as the production operator and everybody besides in the organization for that matter.  

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If the standard, documented practices, policies and goals are audit inputs, then the substantiation sampled and the interview testimonials prepared by top management auditees are the audit outputs. If the input does not support with the expected output, the auditor simply states this misalignment as a non-conformance even as given that an audit trail to the supporting evidence. 

Final Reporting

Auditors should plan the internal audit report in a way suitable for presentation. It might be essential to present the executive summary of the audit report directly to the top management and further interested parties within the organization. The executive summary must emphasize both positive and negative findings and recommend opportunities for perfection. 

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