My Reading on ASQ CQA HB Part IV

Charlie Chong/ Fion Zhang
Part IVA9
9. Management Review Input
Senior management establishes the aim (mission, objectives) of the overall system and defines how each
component of the system contributes to the aim. This guides the auditing function as to how to define the audit
program in terms of:
• Whether it is process or organizational-element oriented
• What is important
• How and with whom to schedule the audits
• How to look at individual activities and their effectiveness or performance
• How to report the results to management to stimulate action
Auditing then shifts toward looking at the points in a process where various components or elements of the
system or organization interact, looking for miscommunication, misunderstandings, conflicts of aims, pursuit of
short-term goals or advantages, and so forth.
An example could be a purchasing organization that pursues reductions in piece cost without looking at total
costs or the overall impact on the organization, such as:
• delivery performance,
• supplied product quality, or
• engineering or technological advantage.
Managers need to have information that is properly gathered, analyzed, and presented. Accordingly,
management relies on the various operating units and functions within the organization, as well as its suppliers
and customers, to provide information regarding the operation of the organization and its products.
Management can obtain unbiased information on the status of its activities and opportunities for intervention
and continual improvement through audit programs of suppliers or internal operations and processes.