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PECB ISO-9001-Lead-Auditor Exam Syllabus Topics:

Topic	Details
Topic 1	Quality management system (QMS) requirements: It assesses your abilities to point out and explain different requirements for a quality management system based on ISO 9001.
Topic 2	Fundamental audit concepts and principles: Questions about interpreting and applying the main concepts and principles related to a QMS audit appear in this topic.
Topic 3	Preparing an ISO 9001 audit: This topic covers sub-topics related to preparing a quality management system audit.
Topic 4	Closing an ISO 9001 audit: The topic focuses on concluding a QMS audit and conducting audit follow-up activities.

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PECB QMS ISO 9001:2015 Lead Auditor Exam Sample Questions (Q58-Q63):

NEW QUESTION # 58
You are preparing for interviews with two members of top management. Based on the information that you gathered about the organization, you conclude that it is the top management who takes all the important decisions and closely supervises and controls employees. Based on this, which management style is practiced in the organization?

A. Centralized
B. Autocratic
C. Laissez-faire

Answer: B

Explanation:
Comprehensive and Detailed In-Depth Explanation:An autocratic management style is characterized by:
* Top management making all decisions without delegation.
* Strict control over employees.
* A lack of employee input in decision-making.
Centralized management (Answer C) refers to decision-making being concentrated at the top, but it does not necessarily imply strict control. Laissez-faire management (Answer B) allows employees high independence, which contradicts the scenario.

NEW QUESTION # 59
XYZ Corporation is an organisation that employs 100 people. As the audit team leader, you are conducting a certification audit at Stage 1. When reviewing the quality management system (QMS) documentation, you find that quality objectives have been set for every employee in the organisation except top management. The Quality Manager complains that this has created a lot of resistance to the QMS, and the Chief Executive is asking questions about how much it will cost. He asks for your opinion on whether this is the correct method of setting objectives.
How would you respond with the following options? Select three.

A. Suggest that the Quality Manager obtains external consultancy on the use of quality objectives.
B. Inform the Quality Manager that you will comment on the subject in your audit report.
C. Indicate that ISO 9001 requires a minimum of two quality objectives.
D. Advise the Quality Manager that you will raise an opportunity for improvement if the quality objectives are not addressed properly.
E. Suggest asking the certification body for guidance on this matter.
F. Advise the Quality Manager to read the ISO 9001 standard and interpret in relation to the organisation's requirements.
G. Advise the Quality Manager that, as an auditor, you cannot provide advice to the organisation on how it should operate its QMS.
H. Suggest that all employees undertake a training course on ISO 9001.

Answer: B,D,F

Explanation:
According to the ISO 9001:2015 standard, clause 6.2.1 requires organizations to establish quality objectives at relevant functions, levels, and processes needed for the quality management system. The quality objectives must be consistent with the quality policy and the strategic direction of the organization. The quality objectives must also be measurable, monitored, communicated, and updated as appropriate.
In this scenario, the Quality Manager of XYZ Corporation has set quality objectives for every employee in the organization except top management. This has created a lot of resistance to the QMS, and the Chief Executive is asking questions about the cost and the method of setting objectives. The Quality Manager asks for your opinion as an auditor on whether this is the correct method of setting objectives.
As an auditor, you cannot provide advice to the organization on how it should operate its QMS. Your role is to assess the conformity and effectiveness of the QMS against the requirements of the standard and the organization's own policies and objectives. Therefore, you should respond with the following options:
B: Advise the Quality Manager to read the ISO 9001 standard and interpret in relation to the organization's requirements: You can suggest that the Quality Manager should familiarize himself with the requirements of clause 6.2.1 and understand how they apply to his organization. He should also consider the context and the needs and expectations of interested parties when setting quality objectives. He should ensure that the quality objectives are aligned with the quality policy and the strategic direction of the organization.
C: Advise the Quality Manager that you will raise an opportunity for improvement if the quality objectives are not addressed properly: You can inform the Quality Manager that you will evaluate the quality objectives during the audit and check whether they meet the requirements of clause 6.2.1. If you find any gaps or weaknesses in the quality objectives, you will raise an opportunity for improvement to help the organization improve its QMS. You will also verify whether the quality objectives are monitored, communicated, and updated as appropriate.
D: Inform the Quality Manager that you will comment on the subject in your audit report: You can inform the Quality Manager that you will document your findings and observations on the quality objectives in your audit report. You will also provide a summary of the audit results and any recommendations for improvement.
You will also indicate the level of conformity and effectiveness of the QMS.
These three options would help you to maintain your impartiality and professionalism as an auditor and to provide constructive feedback to the organization

NEW QUESTION # 60
Below are four of the seven principles on which ISO 9000 series are based. Match a potential benefit to each of the quality management principles (QMP).

Answer:

Explanation:

Explanation:
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According to the ISO 9000:2015 document, the seven quality management principles are:
Customer focus
Leadership
Engagement of people
Process approach
Improvement
Evidence-based decision making
Relationship management
For each principle, the document provides a statement, a rationale, key benefits, and actions you can take to apply the principle in your organization.
Based on the document, here is a possible way to match a potential benefit to each of the four quality management principles you mentioned:
Table
Quality management principle
Potential benefit
Customer focus
Increased revenue and market share
Engagement of people
Enhanced trust and collaboration throughout the organization
Improvement
Enhanced drive for innovation
Evidence-based decision making
Increased ability to demonstrate effectiveness of past actions

NEW QUESTION # 61
You are carrying out an audit at an organisation seeking certification to ISO 9001 for the first time. The organisation offers regulatory consultancy services to manufacturers of cosmetics. The business operates from ten regional offices.
You are nearing the end of the audit and need to decide if sufficient evidence of top management leadership and commitment with respect to the quality management system has been gathered.
Which four of the following would demonstrate top management leadership and commitment with respect to the quality management system?

A. Investing time and money in corrective actions arising from nonconformities
B. Briefing staff on the development of an improvement culture
C. Approving company car budgets for the fiscal year
D. Promoting the importance of following procedures
E. Not attending audit closing meeting
F. Conducting staff disciplinary meetings
G. Chairing management review meetings

Answer: A,B,D,G

Explanation:
To demonstrate top management's leadership and commitment with respect to the quality management system, the following four actions would be indicative:
B: Briefing staff on the development of an improvement culture: This shows that top management is actively involved in promoting a culture of continuous improvement, which is a key aspect of the quality management system1.
C: Chairing management review meetings: By leading these meetings, top management demonstrates their involvement in the quality management system's ongoing performance and commitment to its continual improvement1.
E: Investing time and money in corrective actions arising from nonconformities: This indicates that top management is committed to addressing issues and ensuring that the quality management system is effective and continually improving1.
G: Promoting the importance of following procedures: When top management emphasizes the importance of adherence to procedures, it reinforces the significance of the quality management system and its processes1.
These actions align with the requirements of ISO 9001:2015, which emphasizes the need for top management to take accountability for the effectiveness of the quality management system and to promote a focus on continual improvement and customer satisfaction123. Approving company car budgets, conducting disciplinary meetings, and not attending the audit closing meeting do not directly demonstrate leadership and commitment to the quality management system1.

NEW QUESTION # 62
Scenario 1: AL-TAX is a company located in California which provides financial and accounting services. The company manages the finances of 17 companies and now is seeking to expand their business even more The CEO of AL-TAX, Liam Durham, claims that the company seeks to provide top- notch services to their clients Recently, there were a number of new companies interested in the services provided by AL-TAX.
In order to fulfill the requirements of new clients and further improve quality, Liam discussed with other top management members the idea of implementing a quality management system (QMS) based on ISO 9001. During the discussion, one of the members of the top management claimed that the size of the company was not large enough to implement a QMS. In addition, another member claimed that a QMS is not applicable for the industry in which AL TAX operates. However, as the majority of the members voted for implementing the QMS. Liam initiated the project.
Initially, Liam hired an experienced consultant to help AL-TAX with the implementation of the QMS.
They started by planning and developing processes and methods for the establishment of a QMS based on ISO 9001. Furthermore, they ensured that the quality policy is appropriate to the purpose and context of AL TAX and communicated to all employees. In addition, they also tried to follow a process that enables the company to ensure that its processes are adequately resourced and managed, and that improvement opportunities are determined.
During the implementation process, Liam and the consultant focused on determining the factors that could hinder their processes from achieving the planned results and implemented some preventive actions in order to avoid potential nonconformities Six months after the implementation of the QMS.
AL-TAX conducted an internal audit. The results of the internal audit revealed that the QMS was not fulfilling all requirements of ISO 9001. A serious issue was that the QMS was not fulfilling the requirements of clause 5.1.2 Customer focus and had also not ensured clear and open communication channels with suppliers.
Throughout the next three years, the company worked on improving its QMS through the PDCA cycle in the respective areas. To assess the effectiveness of the intended actions while causing minimal disruptions, they tested changes that need to be made on a smaller scale. After taking necessary actions, AL-TAX decided to apply for certification against ISO 9001.
Based on the scenario above, answer the following question:
Scenario 1 indicates that AL-TAX did not ensure clear and open communication channels with interested parties. Which quality management principle did the organization not follow in this case?

A. Leadership
B. Evidence-based decision making
C. Relationship management

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:ISO 9001:2015 is based on seven quality management principles, one of which is Relationship Management. This principle emphasizes the importance of maintaining open communication and collaboration with interested parties, including suppliers and customers.
Clause 7.4 (Communication) requires organizations to determine what, when, with whom, and how communication should take place. Since AL-TAX failed to ensure clear communication channels, it did not adhere to this principle. Effective relationship management helps improve supply chain performance, customer satisfaction, and overall QMS effectiveness.

NEW QUESTION # 63
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PECB ISO-9001-Lead-Auditor Exam Syllabus Topics:

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PECB QMS ISO 9001:2015 Lead Auditor Exam Sample Questions (Q58-Q63):

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