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BUSINESS EXCELLENCE
TRAINING
The
first planned course will be the IRCA registered Quality Management Systems
Auditor/Lead Auditor course, which will take place in Cardiff
between 7th and 11th
September 2009.
Who should attend?
For details contact Jodie Read using jodie@penarth.co.uk
The number of IRCA certificated auditors is increasing despite the global economic downturn. The register reached an all time high of 15,000 in October 2008 and has continued to steadily increase since, with more than 15,150 members in March, the most in the organisation’s 25-year history.
The newly certificated auditors are located all over the world, with Japan top of the table with more than 170 new certificates given since the start of 2009. Other countries that have seen new registrations were the UK, South Korea, China and the US. A steady number of new auditors are also coming in from the Middle East and Africa with IRCA auditors now active in more than 150 countries.
Being certificated by IRCA allows auditors to be recognised internationally for their competence and experience and gives their employers reassurance of their ability. Because many auditors are self-employed, being IRCA certificated helps an auditor’s credibility when applying for contract or consultancy work.
Anyone considering becoming an IRCA certificated auditor must have a minimum of secondary education, five years' work experience with at least two in the sector programme, and you must complete an IRCA certified training course. There are six different grades of auditor from provisional internal auditor for trainees up to principal auditor for auditors who are capable of performing sole and lead audits.
In the UK, branches of the Chartered Quality Institute, IRCA’s sister organisation, will be hosting events all over the country during World Quality Week (2 – 13 November). The branches will be centering their events around one of a variety of quality themes that exemplify how broad the quality sector is. Topics that could be covered include sustainable business, quality and corporate responsibility, leadership through service and quality in the global market.
For more information about events and getting involved visit the World Quality Day website (www.thecqi.org/community/World-Quality-Day/)
IRCA argue that auditors must stop evaluating the past and start assessing the future to make sure audits stay relevant. The financial meltdown has affected everyone. It could be argued that it was caused in part by a breakdown in confidence that management systems and processes would perform as they should. These systems were audited internally and by third parties, with reports reviewed by senior management, so what went wrong with the auditing? And more importantly how can we stop the same thing happening to us?
Managers need to know what is likely to happen so they can have a level of confidence in the future performance of their systems and processes. Instead they are generally provided with pictures of what has already happened. Is the auditing industry too focused on analysing the past and failures? The problem with looking at the past is that we can’t change it – no one can do anything about what has already happened.
But we must look at activities that have already happened or there would be no objective evidence to audit – right? But objective evidence can come from other sources as well. The problem with traditional audit results, key performance indicators, business results and surveys is that they are all lag indicators of risk. In other words they are derived from events that have already taken place. We do not need to throw these away, but we need to consider introducing lead indicators – measures that give confidence in what is likely to happen.
So how can we do this? Traditionally auditors, both internal and third party, look at the outputs or results of activities, processes or systems. However, not all outputs are tangible, such as culture and leadership. So to get a better picture of what is really happening, we could audit these actions.
Auditors cannot be there every time something happens, so we need to enlist the support of more eyes on the ground. I am not suggesting we need more auditors, in fact rather the opposite. We need a different method of auditing to collect evidence about people’s behaviour. Seeing what they actually do not what they say they do or write down.
Behaviours are the lead indicators we need, because they happen before an outcome occurs. Understanding and reporting the likely impact of behaviours will alert management to the need for change in order to influence future outcomes. The key is to get evidence from everyone involved in or affected by the subject, ie all the stakeholders, and identify the impact of the behaviours of others. This is 360-degree auditing. For example:
NUCLEAR OPERATORS DISTANCE LEARNING COURSE
Following the announcements of plans to build new Nuclear Power Plants in the UK and the increasing use of Nuclear Power, company training managers are reminded that we have an important course for operators in Nuclear stations.
The following areas are covered: Module 1: Reactors and Steam Generators Module 2: Materials Handling Module 3: Steam Turbines Module 4: Feed Heating Systems Module 5: Cooling Water Systems Module 6: Water Treatment Module 7: Electrical Systems Module 8: Control and Instrumentation Module 9: Auxiliary Systems Module 10: Start-up and Shut-down of units Module 11: Maintain Efficient Operation of Units.
For further information click here to view the course brochure, visit us on the web at www.afaq-eta.com or email Tyla Davis using tyla.davis@afaq-eta.com
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is now licensed to run
all of our IRCA registered auditor training courses (
The
run up to World Quality Day on 12 November is already in full swing. An
opportunity to recognise the quality movement and its achievements across the
globe, World Quality Day, gives organisations a chance to celebrate their
successes in quality and announce to their partners and suppliers the benefits
of a quality approach.
Offering a comprehensive insight into the general
construction and operation of the main and auxiliary plant used in power
generation, the course uses the methods of open learning to allow the
candidate to plan their own study periods, developing their knowledge
throughout the programme to a schedule that fits their requirements.
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