Process audits increase operational efficiency & cut costs in Retail operation

As corporate governance needs preceedence over all other factors in today most challenging time further to retain customers & business continuity, need to have dedicated audit team. This necessarily means that audit team is comprising of professionals who do not end up in any unlawful activity or otherwise & give proper justice to their task v/s in house other teams doing audit, where chances of influenting once decision is much greater.

Hi everyone

Dedicated audit team is necessity specially when size of retail operations are huge and there is a distance between planners and implementors.  It is alway better to have a in house team who is constantly watching process vis-a-viz feed backs and advising to cut out the wastages and add improved /modified steps which are becoming need of the hour and fast changing scenario.

Though it may look as overhead in the operations in the long run it brings in efficiency by blocking the loopholes and cutting costs.

Process audits are very important in retail operations must not be seen as an overhead  since it revolves around verification of the manner in which: 1) people; 2) material; 3) machines, etc., mesh together to produce a product.

The process audit is also concerned with the validity and overall reliability of the process itself. For example, is the process consistently producing accept-able results? Do non-value added steps exist in the process? Are processes cur-rent in terms of meeting the customer’s existing and future requirements?

Bear in mind the process audit has two active modes of operation—appraisal and analysis. While in the appraisal mode, keep this question in the front of your mind: are personnel involved in the production process per-forming in accordance with company manufacturing process plans, procedures, work instructions, workmanship standards, etc.?

In the analysis mode, on the other hand, question the procedures, work instructions, and so forth, used in support of the process(es) being audited—are they helpful or detrimental? Thorough or sketchy? Does duplication of effort exist between sub-functions? Are any non-value added steps apparent? Does the overall process complement the expressed or implied quality objectives of the organization: short-term customer satisfaction, long-term repeat business, continued profitability and growth?

Cut the inefficiency or lags at the begining and continuously align processes with changing business operations and make the automation always gapless.