Assessing the Existing Quality Management System for Consistency and Possible Areas of Improvement - Assignment Example

London Underground Limited LUL Track Waste Disposal/Storage Management Quality Audit Manual ISO 9001 Version 5.2 ©London Underground Limited Prepared by: [Adewale Salawu] [2923363] Date: 28/04/2014 This page has left blank intentionally Abbreviations Insert here any abbreviations you use in your quality manual audit i. Project Brief Use this template as a guide to develop your quality audit report for your project, deleting the necessary instructions and input your analysis of your chosen quality standard you are undertaking. [Blue areas can be deleted as they are just supporting notes to help with what is required in each section] [Red areas are questions you should think about, and can then delete] [Green areas should be updated to reflect your project] Project Brief This project aims at designing a management system with the capacity of controlling waste resulting from London Underground Limited (LUL) activities. The project is also aimed at designing a waste quality management system with capabilities auditing or reviewing and self-assessing the working of LUL to ensure waste is in the lines and stations is controlled, prevented and eliminated. This avoids accumulation of waste materials in the tracks of LUL as it tracks are limited by space and storage in them should be minimised where possible. The project is supposed to consider the outsourced third party by the LUL to pick the wastes in it tracks against the limited time and space to undertake their procedures. The limited access to tracks and clearance must follow some procedures with restricted time frame for the third party to access the tracks and clean the waste. Bearing in mind the physically restricting space on the tracks, the LUL fails to give adequate storage space. These divide the environment under which LUL and the third party interact in to two categories. Category 1 deals with Line Clear Areas, all LU track, and the first 600mm from each platform edge in the sub-surface sections and the tube sections (tunnel section). Category 2covers the Line Safe Areas, all LU track, and the first 600mm from each platform edge not included in the Line Clear area (open sections). Consequently, the intention of this audit/assessment is to check the system and error/defect investigation and follow-up. Currently, storage licensing is required by all contractors to store materials in the track areas, and waste disposal licences must be obtained and provided by all LU contractors. Therefore, this manual need to investigate the existing system and the system control for continuous improvement purposes as outlined by the Quality Management Standard. Lastly, audit manual aims at assessing the existing quality management system for consistency and possible areas of improvement. This includes setting a better standard for storage and waste management practice. This will increase the environmental quality management standard for the LUL track area. Parent Organisation The London railway network is the oldest underground railway system on earth. It begun as a 6-kilometres stretch between Baker street and Paddington in 17th century. The role of the 6-kilometre stretch was to avail a small continuous railway services meant to connect to the main overground station, which connected to the London City. The London Underground is also called the Tube or The Underground. This public metro system reaches a big section of the UK including counties such as Buckinghamshire and Essex. It is characterised by 270 stopping stations and more than 400 hundred kilometres of laid tracks on 24 different tracks, 55 percent of the track is on the ground and 45 percent underground. During its the initial formation of underground tunnels, the tunnels were only dug and covered. Later, the circular tunnels were dug and sunk deeper. Initially, to access the underground stations, people employed lifts, but now a day it has been modified and made easy to access. Its initial owners were several private organisations, which later merged to form London Passenger Transport Board, which has evolved with time. Currently, London Underground Limited manages the railway system. The passengers meet operational costs. Within one year, the company manages to transport billions of passengers. It employees more than 19000 people and in 2003, the Transport for London assumed the responsibility of running the transport across UK`s capital. The railway LUL experiences delay and overcrowding as some of problems to customer`s comfort. Some times at peak hours, the stations are overcrowded such that the management decides to close it down. However, it significantly reduces time for the customer and cost. As per railway safety, office of the railway regulation in the UK oversees the measures put in place and provides a working certificate valid for a specified duration of time. It is very rare to get incidents of accidents on the railway, but once it occurs, it is causes loss of lives. There are drainage pit in the track, which increases fatality of the accident. These encourage people to commit suicide on the track by jumping in front of the train or throw him/herself from a moving train. The major problem emerging from the railway industry towards the management is caring for the environment. Outline Business Case LUL is an effective way of minimising road transport and the effects related to road transport. For example, its service provision reduces congestion on roads and resultant pollutants. Consequently, transport projects like the LUL forms and immediate solution the climate problems such as climate change and pollution such as noise and air pollution. Therefore, any improvement in LUL service delivery will improve the number of journeys a Londoner decides to board train instead of other means of transport. This will significantly lower the number of journey the person will use his/her car within the city. The emission expected from the car will be saved, which will results to positive change on local and worldwide environment. Thus, the LUL is committed to deliver its services at its best, as improvement in LUL infrastructures will similarly increase the environmental condition of the city. Nevertheless, as LUL strives to meet its objectives, which may significantly reduce the consumption of hydrocarbons, the company must ensure it manages the effects to the environment resulting from its daily operation too. Unlike the road transport, its effect is not felt in a wider circle, but within its operational environment. Thus, LUL vision and mission is to ensure UK has the best and quality transport system in the world integrated with maximum preservation of environment. In conclusion, this manual focuses on how LUL can dispose its waste found in it operational environment and provide ways of regularly evaluating the available methodologies of controlling the wastes, how to improve them and set better principles, which can assist to curb the wastes distribution on the tracks. ii. Document Control Page Quality Audit Schedule Provide an overview of the quality details Revision Date 28/04/2014 Version 5.2 Replaces Version 2.0 Author Adewale Sawalu Authority Quality Control Manager Sections(s) All Page No(s) 1-10 Change Summary The LUL Track Waste Disposal/Storage Management Quality Audit Manual version 5.2 replaces version 5.1, which was developed last year. LUL has a one year evaluation of its LUL Track Waste Disposal/Storage Management Quality Audit Manual alongside the evaluation of the waste management system. This is the 52nd revision of the LUL Track Waste Disposal/Storage Management Quality Audit Manual. This manual will only be valid until a time like this next year, when a revision of the current manual will be implemented. However, certain urgent circumstances may emerge lead to revision of the manual within the operational year. In case such a revision occurs this year, it shall be marked with 5.2.1. The final digits changes with the number of inter year revision. It iii. Table of Contents Abbreviations 3 i. Project Brief 4 Project Brief 4 Parent Organisation 5 Outline Business Case 6 ii. Document Control Page 8 Quality Audit Schedule 8 iii. Table of Contents 9 iv. Introduction to Audit 10 Introduction 10 Rationale of Audit Manual 10 ISO 9001 10 Other Relevant Standards 10 Internal Audit Objectives 11 Scope 11 v. Audit 12 Purpose Audit Manual 12 Audit Manual process 13 vi. Audit Assessment 14 Audit Manual 14 Audit 16 vii. Monitoring and Controls 19 Quality Monitoring and Controls 19 Issue and Change Control Procedure 19 Audit and Risk Procedures 20 Early warning indicators 20 Problem handling and escalation 20 viii. Non-Conformities 21 Non-conforming requirements 21 Omitted sections 21 ix. RegisterQuality Audit Assessment 22 Quality Audit Feedback: 22 Decision 22 x. References 23 xi. Appendix 24 iv. Introduction to Audit Introduction This Quality Manual demonstrates and documents LUL’s commitment to maintaining a high-level of quality and strong customer service within an environment that has quality as a first priority; it is focused on the customers, and fosters continual improvement. Quality is an integral part of the entire project and business operation, hereafter this Quality Manual will be referred to as the Audit Manual. The project is in the process of implementing that change for quality improvement. Rationale of Audit Manual The Quality Audit Manual is intended to demonstrate conformance and the rationale of the audit and to determine conformance and compliance of standards. ISO 9001is the reference standards being audited under this audit manual process to assure compliance with the quality management system of ISO 9001. In all other references to this conformance standard in this manual, the reference to the year of the current edition is not used. Reference to this conformance standard also implies reference to all guidance standards contained therein. ISO 9001 This report has been developed and completed by the ISO 9001 Internal Audit Team after the completion of the internal audit on 28th April, 2014. The audit took place from 15th February, 2014 through 15th April, 2014 at LUL.The attached report outlines the audit, non-conformities, and opportunities for improvement. Other Relevant Standards In addition to the conformance and compliance standards, the following other standards are undertaken by the organisation/project in its operations and Quality Management System. These may include but are not limited to current editions of the following: Assets related standards. Process related standards. LU contractors Tube standards Overall standards The asset and process related standards outline the procedures for attaining performances in the LUL. Contractors are highly depended on for removal of wastes from the tracks, which determines railway`s working environment. The tube standard highlights the compliance regulations and the overall codes must be followed within the LUL operations to ensure waste in LUL operational environment is controlled. Internal Audit Objectives The audit has been undertaken to verify the Quality for deriving the project for ISO 9001. Scope The policies found in this manual apply to all operation and activities of LUL. All employee, outsourced workforce and members of the staff has the responsibility of defining, maintaining and implementing all processes in this manual so as they can conform to the stated requirements. All employees and outsourced workforce have obligation to ensure they implement these policies and assist the company to come up with better measure against waste disposition. The tools utilised for measuring performance are found at all performance levels in the company. The tools measure performances of the company workers` at individual level from managers to train guides. For instance, the operational manager regularly reviews him/herself against the objectives set to lead when handling waste objectives. The contracted party is also guided by the set objectives on how to collect waste. Internally, LUL is also obliged to report quarterly on its effect on the environment over the past three months and write recommendations, which are implemented. The report covers on the performance of the third part in their collection of waste, company`s contribution to conservation of environment nearing its operation climate, and the company`s overall performance on the conservation of environment. It is the role of the third part to collect some waste and send them to recycler to minimize wastage of resource, which pollute environment. After implementing new measure against waste collection, LUL review them constantly especially against past data. When a chance to improve them is detected, improvements are implemented. Maintaining a good environment requires understanding the effects environment have on company operation, new projects, and maintenances. These ensure the company operation and daily activities are aligned according to detected environmental needs. It also assists to detect environmental need at early stages. This gives managers an ample time to deliberate on the issue and come up with the best solution regarding eliminating or managing the problem. Consequently, employee and contractors must be made to interact with the operational environment so as they can comprehend and appreciate their roles in contribution of the common good of the environment. v. Audit Purpose Audit Manual LUL’s overall commitment to quality in work practice and customer service is defined through its core support processes. Through each of these business processes, the Quality Management System is aligned with the goals and strategic direction of the parent organisation and the project. The audit manual shall demonstrate LUL’s commitment to quality and show: its ability to consistently provide quality service that meets customer and applicable regulatory requirements, addressing customer satisfaction through the effective application of the system, including processes for continual improvement and the prevention of nonconformity, through employee empowerment, and innovative action improvements in its performance, and Through orderly change management that will maintain a high level of service in the complex and fast-paced environments, both to accommodate change and for continual improvement of the projects skill and capability, Engaging workers and staff at all zones of organisations by observing good environmental undertakings, To ensure environmental matter are considered at the time of waste collection, Ensuring waste collection and management happens at the right time, in all stages of developing waste management systems, To implement a robust plan that allows for the monitoring process and report on the influence of activities of waste management. To implement a system, which ensures there is occurrence of efficient management of environment through implementation of daily activities and strategic plans. This Audit Manual provides an overview of the quality policies and key requirements for the project. It is the source of reference for all matters dealing with quality. It is available for inspection by our customers, potential customers, third party quality auditors, and regulatory agencies. Audit Manual process In order to offer its traveller with welcoming service, the LUL must ensure it offers customer and environment friendly services. Moreover, the LUL must ensure it transforms the glimpse future of railway to levels it will be higher than road strips. There are outsourced agencies by the LUL to clean the wastes whose operations are quite different from the normal contemporary management of waste. For example, some outsource waste management companies are piling the track waste into pile nearing the high-tension lines. These piles comprises of highly pollutant materials, especially scenic pollution, such as debris of boards, plasters, old insulations, woods, roofing shingles, and asphalt chunks. i. LUL must engage its employees and outsourced workforce into proper management of waste. Instead of track waste being aggregated, sorted, and compressed with a bulldozer adjacent to tracks, the company will set rules to regulate on how the outsourced labourer will dispose the wastes. Before contracting a company to manage waste, the LUL Company may undertake a detailed analysis into the outsourced company abilities to dispose waste. ii. The LUL Company need to consider the environmental impact in its daily undertakings as per how it can maintain its activities without hurting the environment. This strategy will ensure the company shows comprehension of its priorities, manage, and minimise the environment influences. It will include company`s effort to educate the outsourced workforce on company`s understanding of its operational environment. This will ensure the contracted waste management organisation observe right timing and delivery. iii. Monitoring and reporting the implemented waste management system and the system`s influence on environment. This assists to gain full understanding of implemented waste management process. Constant system reviews bring out errors in the system and makes it possible to correct the highlighted errors. It also ensures there is continuous implementation of better systems and policies governing waste management. vi. Audit Assessment Audit Manual The Audit Manual describes the Quality Management System of LUL Company, and provides an overview of how they comply with all applicable requirements of the ISO 9001 International Standard. It addresses pertinent requirements of the standard and includes references to documented quality procedures that apply to LUL Company. Compliance is demonstrated through the formal ISO registration process. Which is document is aimed to provide. To be able to claim conformity with ISO’s all organisations/projects need to be able to provide objective evidence of the effectiveness of its processes and its quality management system. Your quality manual should define “objective evidence” as “data supporting the existence or verity of something” and notes that “objective evidence may be obtained through observation, measurement, test, or other means.” Objective evidence does not necessarily depend on the existence of documented procedures, records or other documents, except where specifically mentioned in the ISO. In some cases, (for example, Planning of product realization, and Monitoring and measurement of product), it is up to the organisation/project to determine what records are necessary in order to provide this objective evidence. Where the organisation/project has no specific internal procedure for a particular activity, and this is not required by the standard, (for example, Management Review), it is acceptable for this activity to be conducted using as a basis the relevant clause of ISO. In these situations, both internal and external audits may use the text of ISO for conformity assessment purposes. Audit Fill in the fields within the tables below; this is a formal process to show how your project is meeting the standards requirements: ISO Clause No Requirements Audit notes and evidence Comply 5.0.0 5.6.1 Determine Management requirements: specify communication protocols in the organisation/project and its importance to meeting customers as well as statutory and regulatory requirements; establish how the management review works in accordance to the quality policy requirements ensuring that quality objectives are established; consider the how you conduct annual management review meetings; and ensure the availability of resources. The top management at LUL Company are dedicate at ensuring there is development process and improvement of an efficient system to manage waste disposal. They demonstrate the above through the following. The management of LUL Company maintains internal communication between the employees, travellers, and out sources agencies responsible for waste management. The management ensure a policy for true value, commitment; excellence and maintenance of quality operational environment are constantly published and placed at strategic positions such as the company notice board and other bulletin board, which include the advertising spaces on the underground cabs. They also conduct waste management reviews, which assist them to identify areas requiring attention, intervention, special equipments, and new rules and regulations. Note in this column "Yes" for compliance and "No" for non-compliance. 6.0.0 Determine Resources requirements: determines the necessary competence for personnel performing work affecting conformity to product requirements; evaluates the effectiveness of the actions taken; ensures that the personnel are aware of the relevance and importance of their activities and how they contribute to the achievement of the quality objectives; and maintains appropriate records of education, training, skills, and experience. Individuals who are assigned duties by the LUL company of managing waste are considered through direct or indirect conformity of service delivery. Their qualification requirement is determined through academic performance, experience, past training, observed skills and interpersonal abilities. The LUL company identifies the worker`s needs, meet their training needs, and undertake any activity that may result to improved ways of managing waste. All the waste management companies outsourced are proven competent in handling of waste prior their approval into working there. Annually, the company follows recruitment and training procedures. The effectiveness of the offered training is periodically observed and the proficiency of the waste management organisation determined. During training, the outsourced waste management firm is taught on the relevance of its job, the significance of their work and the various ways into which they can maintain quality. 7.0.0 7.2.1 Determine product requirements: specified by the customer (including delivery and post-delivery); not stated by the customer, but necessary for specified or intended use; statutory and regulatory requirements related to the project; and any additional requirements determined by the company. The LUL Company may receive new service needs and significant modification, removal and addition of existing requirements for waste management. After receiving the need, the LUL Company creates the sequence through which it going to implement the specified requirements. For the customer related requirements on waste management, the client recycling materials collected from the tracks may specify the conditions for delivering the wastes. The customer specified requirements are met, made available and delivered as long as the customer meet the associated costs. The LUL Company, while outsourcing waste management, recognizes their responsibilities as stipulated under legal requirements and regulatory stipulations. 7.2.2 Prior to the commitment to supply products, review requirements related to the product to ensure that: requirements are defined, any discrepancies and ambiguities are resolved, and company is able to meet the requirements. When the waste management organisation delivers waste products to recyclers without any exceptions, the LUL Company expects that the waste managing company follow a normal routine of delivering the wastes. It is LUL Company responsibilities to ensure the waste recycling company and outsource waste managing firms understand each other needs and fully meet them. 7.2.2 Where product requirements are not documented (not communicated in writing), confirm the requirements before accepting the order. In cases where the normal routine varies due to LUL Company policies and regulations, the waste management company is expected to document the observations and present them to LUL managers for review. 7.2.2 When changing or amending orders, ensure that relevant documents are amended and that changes are communicated to relevant personnel. Before the outsource waste managing organisation engages into a practices beyond the normal routine, the LUL Company management reviews the routine to ensure needs are sufficiently documented and defined. If there is difference between standard needs and the requested needs, they are solved. 7.2.3.a 7.2.3.b Determine and implement arrangements for: communicating product information, handling enquiries, orders and change orders. The LUL Company ensures it communicate to outsourced waste management firms and waste recyclers regarding the requirements of the states of supplies, about inquiries, orders, amendments, complaints, and obtaining feedback. 7.4.1 Control suppliers and the purchased product to ensure that the product conforms to specified purchase requirements. The purchasing of the outside waste materials is not a burden to the waste management company outsourced by the LUL Company. Mostly, the LUL Company the waste management company is considered the buyer of recyclable waste materials. Its purchasing potential depends on the number of recycler needing waste management company service, the volume of waste it can handle, and policies and procedures of the company requiring its waste management services. All the waste management process utilised by the LUL Company are beyond the company`s scope. LUL maintains contacts with waste recyclers and any order on waste materials they make is received by LUL`s accounting department. Most of the materials supplied to recyclers under LUL Company contract come from the track wastes. The support of waste management process are controlled and maintained by LUL Company. 7.4.1 Evaluate and select suppliers based on their ability to supply products conforming to specified requirements. Establish evaluation and selection criteria. Maintain records or supplier evaluations and related actions. The outsourced waste collecting organisations ensure services conform with certain specification. This explains why they ram the waste materials using bulldozers as a way of compressing them. The recycler buys material from the company depending on the kind of waste is offered and on realisation of subsequent services together with their output. There is establishment of good records regarding capabilities of waste management company outsourced. The company collecting waste must ensure the material it collect outside tracks is checked for conformity. 7.4.2 In purchasing specifications include, where appropriate requirements for approval of product, procedures, processes and equipment; requirements for approval of personnel, and quality management system requirements. The LUL Company requires the company buying waste for recycling to offer a purchasing order that describe the quantity of waste purchased and approval of qualifications such as services, products, equipment, personnel, and processes. 7.4.2 Ensure adequacy of purchasing specifications before they are forwarded to suppliers. The entire contractual requirements are presented to LUL Purchasing department. The company approves prior release of the waste, the orders. 7.4.3 Establish and implement activities for ensuring that purchased products meet specified purchase requirements. The LUL company ensures equipment and building constructed to manage wastes meet the standards. Reviewing waste management company conformance is a requirement to LUL Quality scheme. 7.4.3 When intending to perform product verification at supplier premises, define verification arrangements and methods in the purchasing documents. The amount and nature of verification requirement reviewed depends on type of equipment and its operational requirements like it delicate levels. Some purchasing by the waste management firm outsourced by the LUL is beyond LUL control. In case such purchase gets into LUL control, they need re-evaluation. 7.5.3 Where appropriate, identify the product by suitable means throughout product realization. identify the product status with respect to monitoring and measurement requirements throughout product realization. Where traceability is a requirement, control the unique identification of the product and maintains records LUL Company ensures the various tools and equipment utilised when managing waste are adequately identified via appropriate throughout the process. The LUL`s waste management overseeing department allows for traceability in terms of steps in the process of waste management and location identification. All equipment employed on the process of managing wastes are identified through ID numbers and property ID as provided by the waste managing outsourced firm. For unique identification of waste management services, documented procedures from the waste managing form must be presented to LUL management for unique identification.. 7.6.0 Determine control of monitoring and measuring equipment: calibrate or verify, or both, at specified intervals, or prior to use, against measurement standards traceable to international or national measurement standards; where no such standards exist, the basis used for calibration or verification is recorded The LUL ensures that measures for collecting waste are indentified, measured, and monitored to ensure they meet the requirement of the LUL environmental strategy and material recycler needs. Methods for monitoring and measuring are implemented to guarantee consistency with the requirements for measurements. Where applicable, the LUL Company ensures equipment used to monitor and measure are well calibrated and adjustable to meet the rising needs, protected against unwelcomed adjustments, safeguarded from deterioration and destruction, and maintains the validity of re-assessment. In cases software are employed to detect the changes, the software is only validated before use. After it functions are approved, no other reassessment is made until another upgrade is installed. 8.0.0 Determine measurement, analysis and improvement: demonstrate conformity to product requirements; ensure conformity of the quality management system, and continually improve the effectiveness of the quality management system. The LUL Company ensures it define its plans, means of implementation, process of monitoring and measurement, to ensure conformity and improvement are attained. To facilitate monitoring and control in waste management process, LUL must ensure it determine where statistical techniques can be applicable as they are good tools for decision making. It monitors satisfaction acquired from the outsourced organisation undertaking, Internal audit team carries constant review of the waste management system effectiveness, The process in waste management are reviewed and measured, Services offered in the system are also determined, reviewed, their possible improvement sought and implemented. vii. Monitoring and Controls Quality Monitoring and Controls This sections describing the various monitoring principles including controls quality management: The inclusion of waste management in the LUL industry is meant to increase the benefits of the industry or as a programme meant to assist wider scope. There should be continued evaluation of focus of a project and the end of every stage to maintain correct focus of the project. If unfruitful, the project can be halted or resources rechanneled to other efforts to avoid money and time wastage. During waste management, before end of a certain stage, except the last stage, the next stage should be planned, reviewed and updated. Any changes needed to accommodate the next stage are made even if the change is in the management. Finally, the effects of the project plan need evaluation and justification. Similarly, the agreed tolerance process may be utilised at almost the end of a stage. The report obtained covers the real results of the stage regarding cost, date of achievement, and the collected waste materials. A statement is written, which draws comparison between agreed tolerance for the stage. This provides a report of activities controlling quality of the activities of waste management and the results obtained after waste management occur. Issue and Change Control Procedure It is wise to ensure the externally collected waste materials are highlighted in the stage plan. They need the back up of sufficient monitoring points, which ensure the management at the LUL Company and waste management company work on similar schedules to meet need quality. There should be checks on the external dependencies to make sure no modification has come affecting constraints of waste collection. The stage plan must be availed in consideration of team relevant to the plan. The waste management company and LUL Company have the obligation of ensuring quality control measures are implemented correctly. The stage plan may outline the process of carrying out this obligation by both companies. The LUL involvement is significant as it is its role to check the quality of service offered. Audit and Risk Procedures Tool like risk register will be used to record risk and reporting on the risk will communicate the risk the organisation faces. With the use of risk register, the LUL Company will be in a position to identify risk with the person who identified the risk, registration date, category and brief description. By use of probability, expected values and impacts, it will be possible to approximate pre response and post response actions. This identifies the likelihood of the risk occurring. It also presents the procedures for the company to respond to set risk. Thus, the company need to reduce risk, transfer, accept, fallback and share. At the same time, opportunities are shared, exploited and rejected. Early warning indicators Indicators employed to track critical aspects of the project include the information on data record, control checks and proficiency tests. Problem handling and escalation Employee must try to resolve any issue surrounding their company`s operation. When the employee fails to solve the problem, it might affect him/her later in life. When the problematic issues are beyond them, the employees need to inform the management for the LUL Company who tries to determine the causes of problems. The manager ensures the customer needs are observed and the risk is totally contained. viii. Non-Conformities Non-conforming requirements Consider any non-confirming practices and evidence such activities which do not meet requirements. Review and consider controls where possible to prevent unintended use or delivery to the customer, and corrective actions if it has been delivered. When considering non-conformities the following provisions maybe evaluated: identification, documentation, evaluation, segregation (where practical), disposition of non-conforming services, and for notification of the functions concerned; assigning responsibility for the review and the authority for disposition of non-conforming services/activities; develop corrective actions of nonconforming services and re-verify/calibrate the affected equipment to demonstrate conformity (if necessary); handling of non-conforming services/activities when it is detected after delivery to the customer. Omitted sections List any sections from the chosen ISO that are omitted; you may list this in a bulleted from. [Omitted section] [Omitted section] ix. RegisterQuality Audit Assessment Quality Audit Feedback: This section is for the auditor to verify the audit assessment report Decision Auditor __________________________________ Registry Audit __________________________________ Decision Conformity ☐Non-Conformity ☐ Approval Date ________________ x. References State any associated documents and references, in the Harvard style. xi. Appendix Provide any associated documents providing evidence of the audit compliance with ISO requirements. Read More