The Top Ten Auditing Mistakes Manufacturers Make

Manufacturers perform internal audits to identify potential improvement and growth areas and check for company and industry compliance in processes and products. However, many companies conduct internal audits without cost-effectively creating improved systems. Despite the universality of internal audits, many manufacturers still make avoidable mistakes that can cost them time, money, and morale. 

Let’s explore the top 10 mistakes made by auditors and how they can be avoided:

10.) Informal Internal Audits

One of the most common mistakes companies make is creating an audit without formal communication. The company may lack the following: 

• An auditing schedule or criteria  
• Notification and communication about the outcome 
• Opening or closing meetings 
• A final auditing report or review. 

Informal internal audits do not answer vital questions like who should receive the findings and how auditors share the information. Without a designated group, it becomes difficult to determine who should take actionable steps. When should that happen? And how? Formal audits should follow ISO 19011:2018 standards, which provide a framework for performing the audit, writing the report, following up, auditor competency, and auditor evaluation. The most effective auditors observe the process as if it were the very first time. 

9.) Incorrect Internal Audit Frequency

Audit frequency should meet the company’s needs and fit its resources. Managers must determine how long the audit will take, who they will train to assist and understand budget restrictions, and the cost of any directive actions. If there is no existing budget, the company needs to make one. Internal audit frequency is most effective when it fits the needs and risks of the organization. High-risk products or processes may need more time and resources. For many manufacturers, the solution is a hybrid audit. Different programs and processes undergo audits at different frequencies based on risk.

8.) Missing Internal Auditor Evaluation

An auditor evaluation allows program managers to share the outcomes and how best to handle these situations. Evaluations are valuable for learning the strengths and weaknesses of a process. Delivering evaluations helps companies develop a culture of continuous improvement. Internal auditor evaluations create opportunities for people in the field to assess risk better and ensure the behaviors of auditors align with the company program. Effective auditors must understand the business they are auditing, legal requirements, the larger industry, and even specific sector knowledge. 

7.) Missing Essential Criteria and Areas

An internal checklist for the audit should include the following: 

• All needed materials 
• Regulatory and third-party requirements 
• Customer and co-manufacturing requirements  
• Identity-preserved requirement, if applicable 
• Internal company-specific requirements. 

Best auditing practices include a review of the safety and management system. Leave no stone unturned when planning the audit and examine product non-conformities, incident management, and improvement opportunities. Avoid overlooking traceability or recall opportunities or whether follow-ups are effective—an audit can identify improvement possibilities in all areas, from sanitation to shipping and receiving. 

6.) Not Establishing an Audit Management System

A management system should include objectives aligned with company values with assigned roles. Auditors must understand how to perform the job safely, maintaining confidentiality. The audit management system includes reporting, tracking trending results, and KPIs with an eye for improvement. For maximum effect, review the audit management system annually to determine if it remains relevant and drives the company’s objective.

5.) Selecting the Right Auditors

The key to having the right auditors is to focus on the right skills, behavior, and knowledge. Integrating an effective training program answers these questions and whether auditors can understand the facility's and the industry's processes, managing their time effectively in challenging situations. Auditors must act with integrity, professionalism, and honesty, showing good judgment and discretion. They need the self-motivation to work independently, provide evidence-based conclusions, and make good risk decisions.  

4.) Internal Auditor Training

Companies must develop explicit instructions on audit procedures, desired skills, industry risks, and important hazards. Include orientation training and review audit criteria, procedures, techniques, and specific safety requirements. Understanding data management is crucial to know how the system works to make accurate decisions. Annual refresher training sharpens competency when determining compliance versus non-compliance. 

3.) Ineffective Corrective Action Plan

Internal audits drive corrective actions. Companies can perform cost-benefit analyses and divide activities into short- and long-term to avoid an ineffective action plan. Sometimes, the right move is to choose a short- and long-term action simultaneously. Good action plans highlight all areas requiring corrective action, assigning ownership to each action with a clear timeline for completion.

2.) Using an Internal Audit as a Compliance Tool

Companies can look at the internal audit as a continuous improvement tool that examines opportunities to drive improvement beyond compliance. It can also help monitor trends in KPI or the industry by customizing the criteria checklist to match industry trends. Make sure the program works to address the facility’s risks by customizing the tool. The internal audit is an opportunity to get a feel from employees about their concerns and observations. Involving frontline employees in the process allows programs to foster a strong food safety and quality culture.  

1.) Not Reporting the Positives

By only talking about findings or issues with compliance, companies, and employees can get stuck in a negative space. Sharing good things and reporting the exciting stuff makes managers and employees feel more invested in doing the right and safe thing.  Building positives directly into the report sets the tone. Managers should include best practices in the formal report and closing meeting. This drives engagement and involvement because employees feel they are heard. Managers should want everyone in the facility to ask how they can improve the facility. 

What can Mérieux NutriSciences Do for You?

At Mérieux NutriSciences, our team of highly-qualified auditors performs independent third-party and second-party audits to verify your plant’s compliance with current regulations and industry practices. We can partner with your corporate food safety and quality team to support your supply chain initiatives to tailor a program that reflects your specifications and expectations.  Evaluations, audits, and inspections are conducted by specially trained, experienced auditors with extensive knowledge of the food industry and specific training in each sector. Contact us to learn more.