As a CEO, I have come to sincerely appreciate audits. While audits can be a pain, they also present an excellent learning opportunity. As Remote Medical International® has grown, audits have served as a benchmark for our success. They inform our decisions by either showing where we can do better or by validating our operations. I understand the value of feedback, and I’m always honored when a client requests that we audit their medical operations.
I recently met up with three Remote Medical International consultants in the Middle East to conduct a comprehensive facility and infrastructure audit. Our client, a national oil company, requested two audits: one for their existing operations and another for their contractors’ medical operations. We were tasked with auditing against existing policies and making policy recommendations for improvement. Over the course of one week, our team reviewed and audited over a dozen different facilities. We interviewed medical staff, spot checked inventories, and discussed past medical events. The final product included a comprehensive report and analysis, a presentation, and assistance in implementing recommendations.
I’ve played various roles in multiple audits throughout my career. As a former employee for the US government, a current medic, and a practicing CEO, I’ve been on both sides of the process. Having my own company audited for ISO 9001, and performing this service for our clients, I know that audits can feel invasive. They require tremendous amount of trust and vulnerability. As I look back on my experiences, particularly from a management perspective, I cannot overemphasize the value of a fresh perspective. Having a trusted, outside source provide analysis and insight is the best way to make the most out of the audit process.
For the readers of our blog: what have your experiences been? What makes for a great audit and what information do you find valuable? Also, where is it problematic?