Paul:
You have a number of options available to you, so that's both good - and confusing! You can do a system audit, a bit like a CB auditor would, from bare boards and components coming in the goods in door, through the kitting process, shop scheduling, board prep., pre/post assembly, soldering, testing, packing etc. This might not be a full system, because you'd end up with lots of 'branches' off to other parts of the business, like Purchasing when you do Goods in. This can make the audit extremely complex for a new person.
Alternatively, you can just do a process by process - each one being a smaller scope, quicker and less complex audit. For example, just audit Goods In, then another time, do kitting, then board prep, then each assembly cell. A bit like eating the proverbial elephant.
The main issue here is that both approaches will give you a result and you could 'claim' to have an audit program, but my fear is that you'll be missing the whole point - letting management know where the weaknesses lie that cause rejects etc.
You have to do some research up front to determine which parts of the various processes are exhibiting problems. Is one cell giving more rejects or test failure than others? Use this data (which should be readily available) to guide your audit enquiries to see if you can pinpoint the cause of the problems. This is 'value-added auditing'!
Of course, you'll have to factor your own qms documentation in planning each audit, so you get a familiarization with what is supposed to happen!
