It depends also on the size of your organization and how many people are involved. I would plan to audit section one last which would give senior management time to review the previous years objectives and plan any capital spending which may be affected or needed by results from the internal audits of the rest of the sections. For the auditing the rest of the sections you should schedule each section every 2 to 4 weeks, again which depends on the size of the facility and number of people involved.
This brings up an interesting point. What is the preferred way to do an internal audit?
I audit programs, procedures, etc., that are in place to meet the requirements of the various clauses. Those clauses that do not specifically require a "documented procedure" are audited separately. In any case, all clauses get audited.
So I guess the question is:
1) Audit a section and have a matrix that includes all programs, procedures, etc., that need to be audited to ensure compliance. Or,
2) Audit existing programs, procedures, etc., that cross reference to specific clauses and then audit clauses that do not require a documented program, procedure, etc.?
Any preferences out there?
Just to add some more information, I audit Fundamentals twice per year, which is why I go with the program, procedure route, rather than the section route.
Marshall
Edited by mgourley, 29 February 2012 - 05:24 PM.
