4 Principles T 40
4.1 Management principles
Quality management principles
The seven quality management principles (cf. figure 4-1) will help us achieve sustained success (ISO 9001, sub clause 0.2).
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Figure 4-1. The 7 quality management principles
4.2 Audit principles
Audit principles for the auditor, the audit and the auditee
Certain principles must be followed for an audit to be a value added tool.
For the auditor:
- professional ethics, to guarantee:
- mutual trust
- compliance with legal requirements
- impartial presentation, to ensure:
- honest and precise audit conclusions
- detailed findings and audit reports
- professional integrity, to guarantee:
- the importance of the task
- the trust given
- confidentiality, to treat with care information which is:
- sensitive
- confidential
- independence, to:
- conduct an impartial audit
- write objective conclusions
- the evidence-based approach, to reach conclusions that are:
- reliable, verifiable and
- reproducible
- risk-based thinking, to achieve the objectives of the audit by:
- identifying and decreasing threats
- seizing opportunities
But also:
- common sense - always the best tool
- curiosity, to learn and succeed
- goodwill to help the auditee identify improvement opportunities
- understandable language
- positive attitude is gratifying for the auditee
For the audit:
- independence (the auditor and audited activity do not have conflicts of interest), to guarantee:
- objective conclusions
- findings based on objective evidence
- a factual approach, to ensure:
- the audit evidence is verifiable
- the audit conclusions are repeatable
For the auditee:
- remain available
- do not try to hide the truth
- do not be afraid of the answers
- objectively accept the nonconformities found
- be aware of participating in the improvement of the QMS by being:
- benevolent and
- cooperative
An auditor cannot audit their own department as:
No-one should be a judge in his own case. Latin proverb
Minute of relaxation. Cf. joke "The engineer and the shepherd"
4.3 Performance of the FSMS
Performance, effectiveness, efficiency
For a food safety management system what is of interest is the degree of achievement of objectives or, in other words, performance. The performance of a FSMS is measured by its effectiveness and, above all, by its efficiency (see figure 4-2).
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Figure 4-2. Performance of a FSMS
Effectiveness: capacity to perform planned activities with minimum effort
Efficiency: financial relationship between achieved results and resources used
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N.B. We can be effective because we achieved our objective, but are not efficient if we used too many resources or tolerated and produced too much waste! |
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Minute of relaxation. Game: Audit principles
The rest of the T 40v18 ISO 22000 internal audit version 2018 training is accessible on this page.
See also the training T 20v18 ISO 22000 readiness version 2018 and the training package ISO 22000 version 2018.