So everyone, please correct me if I am wrong, and I apologise in advance for a stupid question but...........................

Management review Requirements..........does the strategic plan (3 yearly) meet these requirements?
We also use the kpa's from the strategic plan to set our kpi's to report on monthly.
Am I correct?

JJ

Hi everyone, please correct me if I am wrong, and I apologise in advance for a stupid question but...........................

Management review Requirements..........does the strategic plan (3yearly) meet these requirements?
We also use the kpa's from the strategic plan to set our kpi's to report on monthly.
Am I correct?

JJ
:bonk:I don't know what's in your strategic plan or the standard you are trying to meet. You are posting in the ISO 10013 QMS Manuals Forum but look at ISO 9001:2000 or ISO 13485 (or other applicable std) 5.6 Management review. It defines the input (5.6.2) and output (5.6.3) required of management reviews. You don't have to do all at every review, but at a minimum they should be done yearly. These are minimum requirements. These could be covered as part of your strategic plan. It is not necessary do all at all 3 meetings. You might do some only once a year and some more frequently.

Hi Al

Sorry, didn't realise that I was posting this thread in the iso10013manuals forum, it was my intention to post it in the ISO9001 forum. After reading through other management reviews feedback I was a little confused about what we should be doing in relation to management reviews and the standards. Everyone interprets standards in different ways, I am wanting to confirm if my interpretation is correct. The Management Reviews are conducted annually, with minutes of course. An initial Management Review is documented as the strategic plan and then there are yearly reviews to produce evidence of actions etc????

Am I on the right track??

I have moved the thread.
As Al said the inputs and outputs are defined in the standard.
The strategic plan is the platform for the objectives and policy.
The management review is an opportunity to study the process performance trends and thus modify, clarify and implement the actions to ensure that the strategic plan is in fact maintained and achieved.

ok thanks

I understand that the management reviews are reviewed from the objectives and policy in the strategic plan. I will have a look through the other threads to determine how i should go about this. Currently we do not conduct management reviews therefore this is another project to add to my list.

Cheers

JJ

So everyone, please correct me if I am wrong, and I apologise in advance for a stupid question but...........................

Management review Requirements..........does the strategic plan (3yearly) meet these requirements?
We also use the kpa's from the strategic plan to set our kpi's to report on monthly.
Am I correct?

JJ

I think it could be a part of the Management Review, but I doubt that all aspects of the QMS are covered. There are specific requirements found in various standards (9001, 14001, etc.) Depending on which standard is being applied, you have to look at what is requried. Also, consider that Management Reviews are designed to ensure the management system is working the way it was intended, and is leading to growth/improvement. Your management reviews should reflect that as well. I doubt that a strategic plan does that.

Hi Dave

Thanks for your feedback. I have since obtained other information from similar threads and think i am finally on track. I have copied a list of questions from another thread that I will use at work as a starter. I will develop this as a project to get it off the ground and once we have some answers I will initiate the first Management review meeting with the Q & A's on the agenda.

The following are some questions that I have obtained from another thread that I am going to customize to suit our organisation. Do you think that I am on the right path now?



Management Review Questions

Document control / Documentation
1. What documents require control?
2. How do you control forms?
3. How can we control memos, printed emails, and sticky notes that people insist on posting?
4. What is the most effective format for job procedures?
5. Who should approve documents?
6. What’s the most efficient form of document control?
7. Does our Quality Manual have to repeat all the requirements from the standard we’re implementing?
8. How can we add value to our Quality Manual?

Problem Solving / Corrective Action
9. How do we improve our root cause analysis?
10. How do we determine if a corrective action was effective?
11. How do we get people to use our corrective action system?
12. Should all customer complaints become corrective actions?
13. What should we do about repeat product defects?

Management Responsibility / Leadership
14. How can I get Top Management to see the value of our quality system?
15. Our top management jumps from one management fad to another. How can I get them to focus on what we’re already doing?
16. What should we do if we fail to achieve our objectives?
17. What is the most effective way to choose organizational objectives?
18. Our management review takes forever and managers hate participating. What should we do about this?

Implementation
19. How do I begin implementing a management system?
20. Should we combine our quality system with our system for Sarbanes-Oxley compliance?
21. We would like to cherry pick requirements from ISO 9001, instead of implementing the entire standard. Is this a good idea?

Customer Satisfaction
22. How do we develop a customer survey?
23. What should we do about customer feedback?
24. We just lost a key customer. What can we do to get them back?

Calibration
25. What measuring instruments must be calibrated?
26. How do you calibrate tape measures, rulers, and similar gauges?
27. What happens if something is found to be out of calibration?
28. Can people be calibrated?

Organizational Culture
29. How can I get employees more excited about our quality system?
30. Whenever I say ISO 9001 (or TS 16949 or ISO 14001 or any other standard), people in my company get turned off. What should I do?

Auditing
31. How can we reinvigorate our internal audit process?
32. How do I plan for an internal audit?
33. Should we use checklists during internal audits? If so, what kind?

Inspection
34. Do we have to inspect or verify everything we purchase?
35. Do we have to keep records of receiving inspection?

Control of Nonconforming Products
36. How do we control nonconforming products when the product is a service?
37. How do we define exactly what is considered a nonconforming product?
38. Should all nonconforming products be submitted to corrective action?
39. One of our key customers has a specification/tolerance/requirement that we simply can not meet. What can we do?

Innovation / Design
40. How do we innovate our products?

Training
41. What’s the best way to educate people on our company’s objectives?
42. Does top management have to be included in our training process?
43. How can we verify whether training has been effective?

Org Culture:

When middle management doesn't support the quality system, what should the quality manager do?
How can we get people interested in supporting the quality system without resorting to "do it or else'?

Problem-solving:

How can we learn to prevent problems?

Implementation:

We are just a small company, and only want to be ISO compliant. What are the pros and cons to being compliant vs. registered?

Audit:

How often should we audit the quality system to be sure it is effective?

Innovation:

How can I learn more about design for manufacturability concepts?

JJ

I think some of those question might not be on-going type of questions, or perhaps not asked at each review. Although they are all good questions (The only question I might suggest changing is # 22. Instead of asking how to develop a survey, perhaps the question would be what would be the best mechanism to capture customer satisfaction. I think we have a thread on customer survey pros and cons), I don't think they address all of the requirements in management review. Your questions are typical of what I might ask in implementing a system, and I might ask now and then to refresh the system, but I'm not sure each management review would be centered around them.

For example, look at 5.6.2. See if your list of questions meet all of the requirements. Does this checklist look at metrics for processes? Your questions 31-33, for example, do not seem to addresss the discussions of the results of audits.

Hope that helps.

Hi

Yes you are right, these questions are purely for setting up and implementing a Management Review System. These questions will be customised to suit our company and will be viewed in accordance with the ISO9001 standards.

At present we do not have a management review system, although we do have a 3 yearly strategic plan which is due for review this year, therefore implementing this new system now is the perfect time so that the next strategic plan is revised with the most current information.

Do you think I am on the right track now? :o)

Cheers

JJ

Hi

Yes you are right, these questions are purely for setting up and implementing a Management Review System. These questions will be customised to suit our company and will be viewed in accordance with the ISO9001 standards.

At present we do not have a management review system, although we do have a 3 yearly strategic plan which is due for review this year, therefore implementing this new system now is the perfect time so that the next strategic plan is revised with the most current information.

Do you think I am on the right track now? :o)

Cheers

JJ

If I understood it right, you have a long long way to go.
Therefore, i think you may consider more "reviews" - let's say one per month - after you establish the implementation schedule of the standard.

Best Regards,

ok thanks

I understand that the management reviews are reviewed from the objectives and policy in the strategic plan. I will have a look through the other threads to determine how i should go about this. Currently we do not conduct management reviews therefore this is another project to add to my list.

Cheers

JJ


Management reviews are intended to review the processes and their respective metrics, in order to determine how effective they are, and where improvement opportunities can be found. Whatever meeting top management holds to accomplish this might be acceptable. Further, there is a list of required inputs and outputs that must be addressed during the meeting.

JJ,

Here is my Procedure (http://elsmar.com/Forums/attachment.php?attachmentid=1579&d=1069373423) and here are a couple of threads I placed it in Management review of the QMS - How often (Frequency) (http://elsmar.com/Forums/showthread.php?t=5988)and Management review: Separate Procedure or Description in QM? (http://elsmar.com/Forums/showthread.php?t=7368).

We operate a balanced score card and this is were our KRAs and KPIs come from. Our MR team review the inputs as stated in the procedure (which basically comes from the Standard). The meets four times per year or more often if we need it (maybe before annual audits or if we find weird trends during audits or review etc). Just remeber to be flexible. It is your company not the 'standards'. Write your procedures based on what you do... Do NOT write your procedures based on the standrad and then try to fit your work practises to ITas it never works.

I hope it helps a little.

I think the strategic planning process that most big companies do, normally annually with a 3 year outlook, does and should meet the requirements of management review as per ISO9001.

Both reviews should be strategic in nature, look at the whole business from a very high and wide perspective, and plot the foundation for the short to medium term development of the business.

Old QMS management reviews where you sit down with the MD and go through the customer complaints, or the audit findings, etc piece by piece in infinate detail no doubt have your MD running for cover, falling asleep, booking his holidays for the next review, or seriously questioning the value of this meeting and your contribution to the business.

Here's my list based on the Inputs and Outputs and the "intent" from the ISO9004 Guidelines (i.e. it goes a little beyond ISO9001)

INPUTS:

Status of previous Management Review “Action Items”:
Organizational Structure (current chart):
Quality Policy & supporting Quality Objectives:
Latest performance measurements (Quality Objectives & Cost of Poor Quality):
Status of Management Review Activity (Management Review History Log):
Status of Internal Audit Activity (Internal Audit History Log) and audit of Internal Audit Work Papers:
Status of Company Initiatives (Continual Improvement, Preventive Actions, Corrective Measures):
External Audit Results (Registrar and Customer Audit Reports):
Customer Feedback: (Customer Satisfaction/Dissatisfaction Data):
Each Management Review - Status of Documents in Reference Library:
First Management Review of the year – Review of Records Matrix:
First Management Review of the year – Reevaluation of Suppliers:
First Management Review of the year – Reevaluation of company training needs:
Changes that could affect the Quality Management System:
Recommendations for improvement:
Analysis of Field-Failures:

OUTPUTS (Action Items in three categories)

Improvement of effectiveness of the Quality Management System and its processes:
Improvement of Products/Services:
Resource needs:
Other (for action Items that may be outside the QMS)

We currently have MR 4 times per year. This is not the strategic plan but rather a review of how successful we are at executing the strategic plan without shooting ourselves in the foot or ticking off our customers.

FWIW the management review is intended to be a strategic look at the QMS.

The assumption is that there is lots of looking at it on a daily basis - corrective actions, audits etc. but at a suitable frequency (another thread) the guys and gals that hold the purse strings sit down and look back over the last period at performance (against objectives they should have set) and forward at what they expect to come up in the next period and say ...... is this system doing what we want?

If all is going well then it is a case of "steady as she goes" and if there are problems or changes required to meet new needs then they put actions in place to fix it. Because they are the people who have the authority to make sure these high level actions occur.