How to add value during quality audit

We hear so much about the importance of “adding value” during quality management systems (QMS) audits, but what does this really mean? Is it possible to add value without compromising the integrity of the audit or providing consultancy? In principle, all audits should add value, but this is not always the case.


There are several dictionary definitions of “value”, but all focus on the concept of something being useful. “Adding value” therefore means to make something more useful.

Some organizations have used ISO 9000 series of standards to develop quality management systems that are integrated into the way they do business, and are useful in helping them to achieve their strategic business objectives – in other words they add value for the organization. Conversely, other organizations may have simply created a bureaucratic set of procedures and records that do not reflect the reality of the way the organization actually works, and simply add costs, without being useful. In other words, they do not “add value”.

In order to “add value”, a third-party audit should be useful to the certified organization





1) By providing information to top management regarding the organization’s ability to meet strategic objectives

2) By identifying problems which, if resolved, will enhance the organization’s performance,

3) By identifying improvement opportunities and possible areas of risk,

4) To the organization’s customers by enhancing the organization’s ability to provide conforming product,

5) To the certification body, by improving the credibility of the third party certification process.



The approach to “adding value” is likely to be a function of the level of maturity of the organization’s quality culture and the maturity of its QMS, with respect to the requirements of ISO 9001.

Some tips for the auditor on how to add value



1) Understand the auditee’s expectations/corporate culture

2) Any specific concerns to be addressed (output from previous audits)?

3) Risk analysis of industry sector / specific to organization.

4) Pre-evaluation of statutory/regulatory requirements

5) Appropriate audit team selection to achieve audit objectives

6) Adequate time allocation



Focus more on the process, and less on procedures.



7) Focus more on results and less on records.

8) Remember the 8 Quality Management Principles

9) Use the “Plan-Do-Check-Act” approach to evaluate the organization’s process effectiveness.

10) Has the process been planned?

11) Is it being carried out according to plan?

12) Are the planned results being achieved?

13) Are opportunities for improvement being identified and implemented?

14) Adopt a “holistic” approach to evidence gathering throughout the audit, instead of focusing on individual clauses of ISO 9001

15) Put the findings into perspective (Risk assessment / “common sense”).



Relate findings to the effect on the organization’s ability to provide conforming product



16) Sensible reporting of audit findings.

17) Ensure that any cultural aspects are taken into consideration

18) Emphasize positive findings as appropriate

19) Reports should be objective and focused on the right “audience”. (Top management will probably have expectations that are different from those of the management representative).