ISO-9001-LEAD-AUDITOR QUESTION EXPLANATIONS - 100% 100% PASS-RATE QUESTIONS POOL

ISO-9001-Lead-Auditor Question Explanations - 100% 100% Pass-Rate Questions Pool

ISO-9001-Lead-Auditor Question Explanations - 100% 100% Pass-Rate Questions Pool

Blog Article

Tags: ISO-9001-Lead-Auditor Question Explanations, New ISO-9001-Lead-Auditor Real Exam, Valid ISO-9001-Lead-Auditor Test Review, ISO-9001-Lead-Auditor Test Testking, Reliable ISO-9001-Lead-Auditor Test Topics

Do you want to pass your exam with the least time? Our ISO-9001-Lead-Auditor learning materials are high-quality, and you just need to spend 48 to 72 hours on learning, you can pass the exam successfully. What’s more, free demo for ISO-9001-Lead-Auditor exam dumps is available, and you can have a try before buying, so that you can have a deeper understanding of what you are going to buy. If you fail to pass the exam by using ISO-9001-Lead-Auditor Exam Braindumps, we will give you full refund, and no other questions will be asked. We have online and offline chat service, and if you any questions for ISO-9001-Lead-Auditor training materials, you can have a conversation with us.

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

TopicDetails
Topic 1
  • Fundamental principles and concepts of a quality management system: The main objective of this domain is to evaluate your skills of explaining and applying ISO 9001 principles and concepts.
Topic 2
  • Conducting an ISO 9001 audit: It evaluates your skills to conduct a QMS audit.
Topic 3
  • Managing an ISO 9001 audit program: This topic evaluates your abilities to establish and managing a QMS audit program.
Topic 4
  • Closing an ISO 9001 audit: The topic focuses on concluding a QMS audit and conducting audit follow-up activities.
Topic 5
  • Fundamental audit concepts and principles: Questions about interpreting and applying the main concepts and principles related to a QMS audit appear in this topic.

>> ISO-9001-Lead-Auditor Question Explanations <<

PECB ISO-9001-Lead-Auditor Exam Dumps - Pass Your Exam In First Attempt [2025]

The clients can consult our online customer service before and after they buy our ISO-9001-Lead-Auditor useful test guide. We provide considerate customer service to the clients. Before the clients buy our ISO-9001-Lead-Auditor cram training materials they can consult our online customer service personnel about the products' version and price and then decide whether to buy them or not. After the clients buy the ISO-9001-Lead-Auditor Study Tool they can consult our online customer service about how to use them and the problems which occur during the process of using. We will help you pass the ISO-9001-Lead-Auditor exam in the shortest time.

PECB QMS ISO 9001:2015 Lead Auditor Exam Sample Questions (Q204-Q209):

NEW QUESTION # 204
Scenario 6: Davis Clinic (DC) is an American medical center focused on integrated health care. Since its establishment DC was committed to providing qualitative services for its clients, which is the reason why the company decided to implement a quality management system (QMS) based on ISO 9001. After a year of having an active QMS in place, DC applied for a certification audit.
A team of five auditors, from a well-known certification body, was selected to conduct the audit. Eva was appointed as the audit team leader. After three days of auditing, the team gathered to review and examine their findings. They also discussed the audit findings with DC's top management and then drafted the audit conclusions.
In the closing meeting, which was held between the audit team and the top management of DC. Eva presented two nonconformities that were detected during the audit. Eva stated that the company did not retain documented information regarding its outsourced services for an analysis laboratory and regarding the conducted management reviews. During the closing meeting, the audit team required from DCs top management to come up with corrective action plans within two weeks. Although the top management did not agree with the audit findings, the audit team insisted that the auditee must submit corrective actions within the given time frame in order for the audit activities to continue.
Once the action plans were evaluated, the audit team began preparing the audit report. Eva required from the team to provide accurate descriptions of the audit findings and the audit conclusions. The report was then distributed to all the interested parties involved in the audit, including the certification body Based on the report, the certification body together with Eva, as the audit team leader, made the certification decision.
Based on the scenario above, answer the following question:
Scenario 6 indicates that although the top management did not agree with the audit findings, the audit team began preparing the audit report. Is this acceptable?

  • A. No, the audit report should have been prepared before the audit findings were presented in the closing meeting
  • B. No, during the closing meeting, the audit team had to inform the auditee about the complaint and appeal handling process
  • C. Yes, the audit team had to begin preparing the audit report although the top management did not agree with the audit findings

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:According to ISO 19011:2018, Clause 6.4.11 (Closing Meeting):
* The audit team must proceed with the audit report, even if the auditee disagrees with findings.
* Disagreements do not invalidate audit results.
* The auditee has the right to file a complaint or appeal, but this is handled after the audit report is submitted.
Thus, the audit team acted correctly by proceeding with the audit report despite top management's disagreement.


NEW QUESTION # 205
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:
Quality management principles:
Customer focus = Increased revenue and market share
Engagement of people = Enhanced trust and collaboration throughout the organisation Improvement = Enhanced drive for innovation Evidence-based decision-making = Increased ability to demonstrate effectiveness of past actions According to the Quality management principles document published by ISO, each quality management principle has a statement, a rationale, key benefits, and actions you can take to apply it. Based on these descriptions, the potential benefits can be matched to the corresponding principles as follows:
Customer focus: The primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations. The key benefits of this principle include increased customer value, customer satisfaction, customer loyalty, repeat business, reputation, customer base, revenue and market share.
Engagement of people: Competent, empowered and engaged people at all levels throughout the organization are essential to enhance its capability to create and deliver value. The key benefits of this principle include improved understanding of the organization's objectives and values, increased involvement in improvement activities, enhanced personal development, increased motivation and empowerment, enhanced trust and collaboration, and increased recognition and rewards.
Improvement: Successful organizations have an ongoing focus on improvement. The key benefits of this principle include improved organizational capabilities, alignment of improvement activities at all levels, increased ability to anticipate and react to opportunities and threats, enhanced drive for innovation, and increased levels of satisfaction.
Evidence-based decision-making: Decisions based on the analysis and evaluation of data and information are more likely to produce desired results. The key benefits of this principle include improved decision-making processes, increased ability to demonstrate the effectiveness of past decisions, increased ability to review, challenge and change opinions and decisions, and increased ability to improve performance.


NEW QUESTION # 206
Whistlekleen is a national dry cleaning and laundry company with 50 shops. You are conducting a surveillance audit of the Head Office and are sampling customer complaints. You find that 80% of complaints originate from five shops in the same region. Most of these complaints relate to damage to customer laundry. The Quality Manager tells you that these are the oldest shops in the company. The cleaning equipment needs replacing but the company cannot afford it at the moment. You learn that the shop managers were told to dismiss most of the claims on the basis of the poor quality of the laundered materials.
On raising the matter with senior management, you are told that there are plans to replace the equipment in these shops over the next five years.

Answer:

Explanation:

Explanation:
The quality system failed to control the laundry services provided for customers in five shops.
The equipment used was not capable of consistently producing the required service.


NEW QUESTION # 207
Select the word that best completes the sentence:

Answer:

Explanation:

Explanation:

According to the ISO - Management system standards page, the key benefits of an effective management system include improved operational effectiveness and efficiency, improved risk management and protection of people and the environment, and enhanced drive for innovation. The Integrated Use of Management System Standards (IUMSS) handbook also states that the purpose and objectives of management system standards are to help organizations improve their performance by specifying repeatable steps that organizations consciously implement to achieve their goals and objectives.
Therefore, the complete sentence is:
"The purpose of a management system standard is to improve the performance of an organisation."


NEW QUESTION # 208
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. Evidence-based decision making
  • B. Relationship management
  • C. Leadership

Answer: B

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.
Reference:
ISO 9001:2015, Clause 7.4 - Communication
ISO 9001:2015, Quality Management Principles - Relationship Management


NEW QUESTION # 209
......

We have 24/7 Service Online Support services, and provide professional staff Remote Assistance at any time if you have questions on our ISO-9001-Lead-Auditor exam braindumps. Besides, if you need an invoice of our ISO-9001-Lead-Auditor practice materials please specify the invoice information and send us an email. Online customer service and mail Service is waiting for you all the time. And you can download the trial of our ISO-9001-Lead-Auditor training engine for free before your purchase.

New ISO-9001-Lead-Auditor Real Exam: https://www.bootcamppdf.com/ISO-9001-Lead-Auditor_exam-dumps.html

Report this page