IA-RPT-2025-008: Improvement¶
Internal Audit Report — HSQEMS
Audit Details¶
| Field | Details |
|---|---|
| Audit Report Number | IA-RPT-2025-008 |
| Date Raised | 28/05/2025 |
| Audit Reference | IA-2025-008-IMPROVEMENT |
| Auditor | Sean Ashton, Operations Manager |
| Reviewed By | Dragos Ciordas, Director |
Executive Summary¶
Evaluated Improvement elements — continual improvement, nonconformity management, corrective action effectiveness. Conducted following completion of first Management Review (26/05/2025). Good foundational processes with effective corrective action management, though formal continual improvement planning requires enhancement.
Introduction¶
Examined Improvement elements per ISO 9001:2015 Section 10, ISO 14001:2015 Section 10, ISO 45001:2018 Section 10, focusing on continual improvement, nonconformity management, corrective action after approximately 14 weeks, following inaugural Management Review.
Aims & Objectives¶
- Continual improvement process effectiveness
- Nonconformity identification and management
- Corrective action implementation and effectiveness
- Improvement opportunity integration from Management Review
- Trend analysis and improvement planning capabilities
Audit Method¶
- Review of Management Review minutes (DC:46) and actions
- Corrective action register and CAR effectiveness assessment
- Improvement opportunities review across all audits
- Continual improvement planning evaluation
- Trend analysis capabilities and implementation
Non-conformities¶
| No. | EQMS Element/Process | Summary | CAR No. | Due Date |
|---|---|---|---|---|
| 1 | 10.3 Continual Improvement | No formal continual improvement programme or systematic approach to identify and prioritise improvement beyond corrective actions | CAR-2025-010 | 31/08/2025 |
| 2 | 10.1 Improvement General | Improvement opportunities from Management Review (sustainability services, digital twin technology) lack implementation planning and resource allocation | CAR-2025-011 | 30/09/2025 |
Corrective Action Summary¶
CAR-2025-010: Establish formal continual improvement programme with regular review cycles and resource allocation.
CAR-2025-011: Develop implementation plans for strategic improvement opportunities with timelines, resources, success metrics.
Conclusions¶
Good reactive capability through effective corrective action management, with 12 corrective actions systematically tracked. Management Review successfully identified strategic improvement opportunities. However, insufficient proactive continual improvement planning. Organisation would benefit from more systematic approach.
Recommendations¶
- Formal continual improvement committee with quarterly meetings
- Improvement opportunity evaluation criteria and prioritisation matrix
- Annual improvement programme with defined projects
- Staff suggestion scheme for improvement ideas
- Improvement project management procedures with success metrics
- Innovation pipeline for service development opportunities from Management Review
Approval¶
| Role | Name | Position | Date |
|---|---|---|---|
| Prepared By | Sean Ashton | Operations Manager | 28/05/2025 |
| Reviewed By | Dragos Ciordas | Director | 28/05/2025 |
Corrective Action Close-out¶
Pending — corrective actions not yet completed.
| Role | Name | Position | Date |
|---|---|---|---|
| Actioned By | — | — | — |
| Verified By | — | — | — |
Document Ref: DC: 43 | Revision: 1 | Issue Date: 01/04/2025 Classification: CRGI Information