My Reading on ASQ CQA HB Part IV
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Charlie Ch<strong>on</strong>g/ Fi<strong>on</strong> Zhang<br />
<strong>Part</strong> <strong>IV</strong>A7<br />
Best Practices Checklist or Form<br />
The top secti<strong>on</strong> of the Best Practices Checklist (Figure 16.7) is used to gather key informati<strong>on</strong> for establishing<br />
a process as a best practice. It focuses <strong>on</strong> the metrics, trends, and other indicators such as awards, customer<br />
recogniti<strong>on</strong>, and auditee feedback that can establish the practice as truly superior. The bottom secti<strong>on</strong> of the<br />
checklist is used to help analyze the processes to the extent practicable. It gathers informati<strong>on</strong> <strong>on</strong> the key<br />
benefits, performance measures, before-and-after c<strong>on</strong>diti<strong>on</strong>s, potential enablers, and c<strong>on</strong>tact informati<strong>on</strong>. This<br />
secti<strong>on</strong> can be used by potential adopters of the best practice to better evaluate whether they can adapt the<br />
best practice to their processes. By keeping the informati<strong>on</strong> <strong>on</strong> the checklist short and to the point, the<br />
evaluati<strong>on</strong> of the best practice should not interfere with the primary goal of the audit, to identify the systemic<br />
weaknesses in the management system.
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