Technical auditors: A positive response for auditing
Auditing a research and development (RandD) organization has some unique human relations aspects that must be taken into account when developing and implementing a quality auditing program. This paper describes the implementation of an effective audit program at Pacific Northwest Laboratory for their licensing-related RandD work. The performance of an audit is destined for mediocrity and perhaps failure (from the auditee's viewpoint) if the audit team is comprised solely from the ''Audit Group.'' Employees view personnel from the ''Audit Group'' with distant suspicion because the Audit group is not involved in the day-to-day technical work, the Audit Group is not subject to the cost and schedule pressures of the technical work, and often the auditors are not strong technically in the area being audited. Many of the employees in an RandD organization hold advanced degrees have become nationally and internationally known and respected for their work. For these and other reasons the employees sometimes do not hold the Auditors' opinions in the same high regard as they hold the opinions of peers in their profession. Adding a person who is technically competent in the area being audited and who is respected (both for technical and managerial competence) by the group being audited adds validity to the audit, the audit team, and the audit report. Employees see the technical person as sympathetic to their pressures and understanding of the problems of doing RandD work. Responses to the audit report are timely and more complete when the problem is identified by or supported by a peer.
- Research Organization:
- Pacific Northwest Lab., Richland, WA (USA)
- DOE Contract Number:
- AC06-76RL01830
- OSTI ID:
- 6949065
- Report Number(s):
- PNL-SA-14982; CONF-880571-2; ON: DE88012694
- Country of Publication:
- United States
- Language:
- English
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