Internal auditing, when effectively implemented, can arguably be considered the most important tool in the quality system tool box. It’s the primary method for continuously monitoring a company's quality management system (QMS). In fact, the feedback from internal auditing is critical to the growth of the QMS.

Through an audit, an organization can identify a system’s ineffectiveness, take corrective action, and ultimately support continuous improvement. Unfortunately, a poorly deployed internal auditing system can lead to increased, nonvalue-added costs, many hours of wasted resources, and an eventual, inevitable QMS breakdown.

So, what sets apart an effective, well-executed internal auditing system, and how do you know if you have one? After 10 years of conducting third-party audits, I’ve surmised that the difference between the most and least effective QMS depends on the strength of management’s support of the auditing process.

Management must buy into the fact that the internal audit process is just as critical and important an activity as any other process within the QMS. An internal auditing system must have the commitment of senior management. Without their approval, support, and encouragement, the internal audit process is doomed for failure and worse–time and money wasted.

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