I think that everyone is right. All audits have different objectives and
so different approaches. Regardless of the purpose, all audits are best
complemented with objective data produced by testing, observation,
samples. The richer the data the better the understanding of the shops
actual situation or expected execution of orders. Those capabilities
are in all the relevant realms of quality, processes, capabilities,
finances,
integrity, future orientation (capital expenditures, R&D ...)

Auditing isn't easy and can't be exhaustive; and all methods have their
limitations. That is why there need to be multiple tools, like surveys,
audits, qualifcation samples, and yes, capability benchmark data
(like the IPC 36 / CAT test vehicles) - the more information you can have
the better your decisions will be.

If you want to "audit" specific processes for specific capabilities, you
absolutely need to have a process expert for that process do it - to do
all the processes in a whole shop takes a lot of expertise. Usually the
auditors can only get a feel for the capabilities; usually you can rule
out suppliers based on some shortcoming, but you can't actually
guarantee that they will be capable and can perform repetitively.

Valerie

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