John Tongren is a specialist
management control processes and
the impact of technology on their effectiveness. He has
international recognition for his expertise in the audit and
aspects of information systems as well as his visionary
contemporary internal audit issues. John originated
Management Model, The CoActive Control Principles and The
Audit Principles. He is active in the total quality
well as the development and audit of quality systems.
He is an
academic as well as a practitioner. Dr. John is a
of the University of Phoenix Online Campus and the Grand
Michigan Campus and teaches accounting, information systems
management topics in the MBA program. He also taught
Online MBA program for Davenport University.
John began his business career as a Labor Relations Administrator. From that beginning in manufacturing he gained experience in Project Engineering, Production Management, Production Planning & Control, Internal Consulting, Strategic Planning, and a number of positions within Information Systems. He moved into internal audit in 1972 when he joined a major international manufacturing firm as a Senior Internal Auditor, specializing in financial and operational audit. Selected to head the formation of an EDP auditing capability, he pioneered the development and application of computer assisted audit techniques, established a formal Information Systems Audit function, performed and directed audits at world-wide data centers, established auditor involvement in application systems development, and developed and implemented an integrated Information Systems/Financial audit methodology. In 1978 he joined an international accounting and auditing firm. He became the National Director of Computer Accounting and Auditing, a function which he established for the firm. In that role he was responsible for National Office computer operations, client accounting and IS Audit support services, and long range systems planning. In 1981, he established Tongren & Associates and entered the private consulting field. He specializes in assisting clients enhance their management control processes and evaluation systems through facilitation, assurance, education, and participation in comprehensive audit/review engagements. John is known by many consulting firms as a "consultant to consultants" and also works with professional organizations to enhance their education programs.
Dr. Tongren holds a BA from DePauw University, a MBA from the University of Michigan, and a Ph.D. from California Coast University. He has earned the professional designations of Certified Computing Professional, Certified Information Systems Auditor, Certified Management Accountant, and Certified Systems Professional. He is listed in the Marquis 7th Edition of Who's Who in the World, the 19th edition of Who's Who In the Midwest, and the 1st edition of Who's Who of Emerging Leaders In America. He is active in a number of professional organizations in his areas of interest, and has held leadership positions in many.
This is the second publication in a new series of mini-seminars prepared from the most popular Tongren & Associates seminars. T&A mini-seminars are condensed versions of multi-day seminars presented by Tongren & Associates. This format enables internal auditors around the globe to experience Tongren & Associates seminars at their own pace, in their own place.
Please also preview Dr. Tongren's "Exceeding Expectations for Internal Auditors".
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Additional references and information are available at http://www.TongrenandAssociates.com/.
“Operational Auditing: Adding
Value to Organizations” contains
3 hours of
PowerPoint presentation with synchronized digital soundtrack
thought-provoking and practical ideas how to add value to
organization using today's world class operational auditing
methodologies. This seminar offers
state-of-the-art thinking using state-of-the-art
Receive all the benefits of attending a seminar at your
a suitable format for both group and individual self-paced
Notes: Click the above link to view this digitalSeminarTM
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viewing the presentation right click the mouse and select
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Operational auditing itself
but the operational auditing methodologies of today's world
organizations are. The operational auditing objective
reviewing departments and programs for "good controls" is
not new — but
focusing on cross functional business processes rather than
the "whatever department" definitely is. The idea of
some operational audits to round out the annual internal
audit plan is
not new — but adopting an overall value added approach based
operational audit concepts for the entire internal
department certainly is.
Just as "Internal Auditing" has been redefined, operational auditing is undergoing a transformation from a very broadly defined "audit of unit activities, systems, and controls within an enterprise to reach economic, efficiency, effectiveness, or other objectives" to a highly focused assessment of organization risk, capability and performance. Traditional audit steps such as preliminary surveys are being replaced by collaborative risk assessment. Audits of organizational functions using standardized checklists are being replaced by cross functional teams using contemporary management tools from quality management and process reengineering.
Implementing a value added approach is a critical step towards achieving the redefined goals of Internal Auditing.
This seminar explores three different operational audit models that focus on adding value to Organizations and addresses topics that include …