QMS practice format of ISO and IATF 16949 second part

As discussed in my previous blog that due to technical error we could not complete to write the last part of QMS Practice formats. Please find remaining part in this blog. The remaining part is HR Audit and the format is as under:

NEW SL.No	Q.No	Chapter	Checkpoint	Purpose	Checking Method	Scoring Criteria	Mandatory ?	Additional Help	Shop	Remarks
123	Human Resource	Human Resources	The Dealer Customer Service organisation and job responsibilities are as per TKM recommendations. [ ST01, ST02] Also, Key Manpower is available: a) GM - Service b) Manager - Service / BP c) Manager - Parts d) Job Controller e) Technical Leader f) CR Manager [Refer Annexure 14  ]	Organization charts are used to analyze position hierarchy and report relationships. It has to be designed according to the job roles defined for each dealer staff. The roles & responsibility sheet for each staff helps to get clarity on who is incharge of each activity and also help in creating a development plan for all categories	a) Check for the availability of Dealer's organization chart (Hard copy/Soft copy) and Job Description sheet for all staff  b) Check whether Topserv updation matches with Org Structure and actual person available.     c) Check whether dealer updates the New joinee information in Topserv within one month of joining	O: If updated Dealer's organization chart & job description (Hard copy/Soft copy) is available and meets all the requirements & all key manpower is available  and Trained - Environment Management Representative [EMR], TM's & Mgmt And all details are updated in Topserv upto date. X: If the organisation chart & job description is available but does not meet some of the requirements or if it is not available or if some or all of the key manpower is not available or training is not done as per plan                                                            If new Joinee information is not updated	Mandatory	The organisation chart should include the following: a) DP Approved S.H.E.commitee b) S.H.E. co-ordinator[ST06] c) Kaizen Team & leader d) Fix It Right Team For FIR team formation, Fix-It-Right Manual uploaded in CONNECT to be reffered. The Job Descriptions should be current and reviewed annually with review date. If washing / fitment center is outsourced, copy of contract to be available.	G + BP
124	Human Resource	Human Resources	All Front office , General & BP shop personnel a) exhibit a neat and tidy appearance b) Wear name badges [ST08]	Any mark to the vehicle during repair / service will cause customer dissatisfaction and be costly to the Dealer. Name badges are important from the customer's point of view as they should know who they are talking to for future reference	Check the appearance of the Front office, Genera & BP shop personnel	O: If all staff wear neat and clean uniforms & name badges X: If  some staff are not wearing neat and clean uniforms or name badges	Mandatory	The apperance of the staff should be professional and business-like. Stains are common on technician's uniforms,but will probably not leave a mark on the customer's vehicle after they are washed.Name patches are recommended on technicinas' uniforms.It is recommended that employers provide employees with financial assistance for uniform purchase and cleaning. Staff coming in contact with customers must compulsarily wear name badges EM Technicians to wear EM Uniforms only Kodawari scoring pertains to General Shop area only	G + BP
125	Human Resource	Human Resources	Performance appraisals are conducted with all the After Sales staff on at least a yearly basis	Performance evaluation based on the job responsibilities should be carried out on a regular basis (quarterly/half yearly) to understand the strengths and weakness of each staff.	a) Check documental evidence of Appraisal system b) Check evidence of staff having seen it	O: If an appraisal system is available for all staff in documented form & all staff have seen it △: If the appaisal system is not covering all dealer staff or if some staff is not aware of it X: If no appraisal system in not available	Non Mandatory	The appraisal system should be clear on feedback sharing mechanism with the staff. Action plans need to be made in consent with the staff & reviewed	G + BP
126	Human Resource	Human Resources	The dealer has a written plan & practice to motivate After Sales staff to perform better, to upgrade their skills and to Participate in Kaizen activities	Motivated & focused staff is very essential in achieving a high level of Customer Satisfaction. Also, this plays a key role in staff retention	a) Check for documentary evidence & staff awareness on the motivation scheme b) Check if dealer conducts Kaizen events (like SGA Jishuken & recognition/reward for Kaizen idea submission) at branch/ group level with the presence of dealer Top management	O: If an appropriate motivational plan is in place, practiced and all staff are aware of it △: If the motivational plan does not cover all staff or if some staff is not aware of it X: If no motivational plan is available	Mandatory	In-Dealer skill contest is another way of motivating & rewarding talented staff. Other dealer initiatives can be salary increments, incentive trips, etc. Kaizen Jishukens/events in presence of dealer top management will motivate the employees to participate in Kaizen and to improve the operation and work environment.	G + BP
127	Human Resource	Human Resources	The Dealer has a training plan for all Customer Service which covers both distributor held & In-house training.[ST03]	By developing a formalized training program for all staff in the Dealer, it is possible to establish a foundation of highly effective and motivated staff members that will ensure future growth and profitability for the Dealer	a) Visual check for the availability of  document (hard copy/Soft copy). b)Check the implementation of plan by staff interviews c) For MDPP dealer, Dealer Training calender need to be upto date (Check the online MDPP Portal)	O: If training plan for the current year(Hard copy/Soft copy) is available and implemented X: If training plan is available but does not cover all staff or if the plan is not fully implemented or If no training plan is available	Mandatory	MDPP evaluation report of TKM can be reffered. [ check the MDPP Yearly plan, Monthly Report & Completion Report ] Also, check the following internal reports: Hourly Plan, Attendance report, Monthly reports	G+ BP
128	Human Resource	Human Resources	The dealer has an On-Job Training program for staff new to their position	OJT is an effective method for training new staff members. Also, OJT needs to be carried out each time an issue is discovered by a supervisor in daily work.	a) Check for evidence of OJT plan & completion records b) Confirm with Staff interviews	O: If a detailed OJT plan is available covering all the after sales staff with proper training completion records △: If OJT plan does not cover all dealer after sales staff X: If no OJT plan is available	Non Mandatory	Look for evidence of an OJT training plan. A well established 'Induction Programme' should also be available for the new staff	G + BP
129	Human Resource	Human Resources	The dealer staff have attended TKM-CR Training programs as per the eligibility criteria	It will help lay the foundation for independent CR Department at dealerships through Toyota's philosophy & its principles	Check with the CR manager for training certificates	O: If all CR staff have attended trainings as per guidelines                    △: If  one CR staff has not attended training as per guidelines                      X: If more than 1 CR staff has not met the training requirements	Non Mandatory	Eligibility Criteria Basic Training - HCR (within 3months of joining) ; AMCR (within 6months of joining) ; At least 1CRE (within 2yrs of joining) Adv -1 Training - HCR (within 9months of joining) ;AMCR (within 12 ~ 18months of joining) Adv-2 Training - HCR (within 24months of joining)	G + BP
130	Human Resource	Human Resources	The dealer has a recruitment strategy to fill up the vacancies as per TKM guidelines with the help of the recruitment kits and portal	The recruitment kit is designed to provide a comprehensive approach to dealers in recruiting the right manpower to the right position	a) Identify the manpower recruited in last 6 months                                                                               b) Check qualification & recruitment kit usage c) Check Job Portal for Job Postings by dealer against the vacancies identified by FR	O: If recruitments are done in line TKM guidelines and by using the recruitment kit and portal completely      △: If recruitment kit & portal are used occasionally                                                   X: If recruitment kit & portal is not used at all	Non Mandatory		G + BP
131	Human Resource	Human Resources	The dealer implement, analysis and review the implementation of Dealer HR  manually 2 as per applicability. Ref: HR manual  Vol 2	Through strong implementation of Dealer HR, ensure ES->CS->Business Higly motivated staff ensure customer delight.	a) Check the implementation of HR manual Vol 2 as per applicability. b) Check the questionnaires  for basic/Advance/Leader and evaluate as per applicability. C) Check the implementation of HR practice by staff interviews.	O: If dealer adopts HR system as per applicability [Basic/Advance/Leader] and timely monitor the implementation. X: If dealer does not adopt HR system and no HR practice or no visualization.	Non Mandatory		G+ BP

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