Editor’s note: Read part one here.

Both management system consultants and auditors face a dilemma when they analyze, at least technically, companies’ organizational charts. It’s not only in small or medium-size companies that managers wear more than one hat, making it difficult for auditors to trace process responsibility back to the right person.

The adage “who controls the controllers?” implies that anyone responsible for his own process(es) isn’t in the best position to control his own work. But another adage implies that when subordinates have more than one boss, it’s just like having no boss at all.

Although the ISO 9001 process approach is still riding the tiger’s back and the word “risk” is taking the lion’s share of system management practices, it seems that the jungle in which these two ferocious animals dwell is still dominated by the tyrannosaurus that prevents a clear definition and implementation of any process approach under question.

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