OBO - Management Audit Checklist

1. Have definite plans and objective been established in the department?

2. Are plans and objectives in harmony with those of other departments as well as the organization as a whole?

3. Has adequate time been allotted by those concerned with respect to forward planning and better ways of meeting objectives?

4. Is there a clear understanding of objectives as to soundness and practicality?

5. Is top management entirely in accord with the facility department's plans and objectives?

6. What points should be considered in bringing about an improvement in the plans and objectives of the facility department?

1. Is there an organizational chart available and maintained current?

3. Does the organization reflect the program and objectives?

4. Are the various duties and responsibilities delegated properly and defined clearly?

5. Are lines of authority effective from the standpoint of control?

6. Is there any overlapping or duplication of functions?

7. Can any organizational elements or functions be eliminated?

Transferred to other departments?

8. Can changes be made in the organizational setup to bring about increased coordination of activities?

9. Is there proper balance between the functions assigned to personnel?

10. Is there a lack of coordination or cooperation between the various functions?

11. Do the personnel concerned have sufficient understanding of responsibilities and authorities assigned?

12. What steps should be taken to increase the effectiveness of the organizational structure?

13. Does the average employee in the facility department have knowledge and understanding of the organizational structure?

14. Is there provision within the department for regular review of the organizational structure?

1. How are the facility department policies determined?

2. Have all facility department policies been reduced to writing?

3. Do the facility policies reflect the basic objectives and goals of management?

4. Are the facility policies positive, clear, and understandable?

5. Are the policies made known to the facility department personnel?

6. What provisions are set up to ensure compliance with established policies?

7. What is the policy pertaining to the selection of vendors and/or contractors?

8. Do the facility department purchasing requisitions reflect the necessary approvals by authorized personnel?

Within dollar limits?

9. Are all facility department policies complied with?

10. Are the facility department systems and procedures meeting all current requirements and operating effectively?

11. Can the general routine in processing paperwork be improved?

12. Can improvements be made in the systems and procedures to bring about cost reductions?

13. Are the facility department policies, systems, and procedures reduced to writing?

14. Has sufficient consideration been given to internal control?

15. Have definite procedures been established to guide the conduct of all functions?

16. Are the procedures fully complied with?

17. Check for noncompliance with governmental laws, rules, and regulations.

18. Can any records and reports be eliminated?

19. What specific procedures require immediate study and revision?

1. What policies are established for selection, training and assignment of personnel?

2. Review the working conditions. What improvements are recommended?

3. Is maximum use made of personnel?

If not, what greater use can be made of personnel?

4. Review the practices for the handling of personnel, including job descriptions, interviewing, placement, training, etc.

5. What activities are in place for the development of personnel for promotion?

6. Are new employees given sufficient orientation and training?

7. What is the morale of facility department personnel and their attitude toward the organization?

8. What is the rate of personnel turnover?

9. Are there understudies for supervisory and key jobs?

10. What is the status of absenteeism, sick leave and requests for transfer?

11. What percentage of routine clerical work is performed by supervisory personnel?

1. Prepare a general layout of office and shops spaces and equipment.

2. Is the office and shops laid out in a manner to obtain maximum utilization of space and efficient work areas?

3. What is the general condition of all systems and equipment?

4. Is equipment located for most optimum, extensive use?

5. Has provision been made for adequate storage spaces for parts, materials, and supplies?

6. Are the office and shop files reviewed for regularly for transfer to storage?

Records retention?

1. What consideration has been given to the adequacy, clarity, and promptness of financial and management reports?

2. Is the normal; lead time for processing non-emergency work orders generally adhered to?

3. Review the methods for scheduling regular work orders and preventive and predictive work orders?

4. What are the causes for overtime use and what can be done to eliminate them?

5. What are the principal means of work control?

6. How can various operations be improved?

7. Can any operations and maintenance functions be eliminated, simplified, combined, or improved?

8. Are there any bottlenecks?

What can be done to eliminate them?

9. What methods are established to measure productivity?

10. Are work units identified and performance standards developed?

Are the performance standards attainable?

11. Is there need for simplification training?

12. Are forecasts established to reflect future trends?

13. Is there budgetary control over all expenditures?

14. Do reports give comparison with past periods?

With predetermined objectives?

15. Is there a means of ascertaining the cost variance on work order completions?

16. What is needed to increase the facility department's efficiency?

17. What can be done to increase the quality of work performed?