Hi All :bigwave:

First of all, I want to say a big thankyou to everyone who has answered my previous questions - and I'm sorry I didn't get to thank you before. I love reading all the comments on this forum!

I also apologise in advance if this has been covered before - I did a brief search but wasn't really sure what key words to use...

I'm trying to establish how Management Reviews should be run in a company with different regions. We have three Sales regions (geographical), that are supported by Procurement, Marketing, HR, etc. In total, there are approximately 250 employees.

My previous role was in one of the sales regions, doing quality for the region part-time (amongst other things). We had our own Management Review Meetings which worked very well, as we saw improvement in key areas, and established some new processes in response to non-conformances.

I am now doing a similar role, but for the company as a whole, and I think Management Review would work best done at a regional level - as I know it worked in my own region before. If we do this, do we still need to also hold a company-wide Management Review Meeting? Do the support functions such as Procurement and Marketing also need to have their own meetings?

For those who will probably ask, the other regions/areas have not been doing Management Review (nor has there been a National one), so we can't just continue as we have been!

:thanks:
Meggsy

hi Meggsy!

your suggestiion for the regional is good, it will deffinetely work, its like micro management. i agree with that.

bottomline is that it will solve your needs, and such regional approach is ok, coz they know more of that specific area.

also, with that scenario, there will be a healthy internal competition with each group.

then after doing the micro level, you can think again in a higher level of approach and strategy for the entire org.

:2cents::bigwave:

Hi All :bigwave:

First of all, I want to say a big thankyou to everyone who has answered my previous questions - and I'm sorry I didn't get to thank you before. I love reading all the comments on this forum!

I also apologise in advance if this has been covered before - I did a brief search but wasn't really sure what key words to use...

I'm trying to establish how Management Reviews should be run in a company with different regions. We have three Sales regions (geographical), that are supported by Procurement, Marketing, HR, etc. In total, there are approximately 250 employees.

My previous role was in one of the sales regions, doing quality for the region part-time (amongst other things). We had our own Management Review Meetings which worked very well, as we saw improvement in key areas, and established some new processes in response to non-conformances.

I am now doing a similar role, but for the company as a whole, and I think Management Review would work best done at a regional level - as I know it worked in my own region before. If we do this, do we still need to also hold a company-wide Management Review Meeting? Do the support functions such as Procurement and Marketing also need to have their own meetings?

For those who will probably ask, the other regions/areas have not been doing Management Review (nor has there been a National one), so we can't just continue as we have been!

:thanks:
Meggsy

Dear Meggsy,

Firstly let me congratulate you on your promotion from a regional level to the HO level. IMHO whenevr you are using the term management review, it involves the top management. in other words the management review comes in the "Check" step of the PDCA cycle and the review outputs acts as the basis of "Act".

Imparting modularity in the review process is nice, as that would enable you to have a better control and data volume would be less, but the management review in the ISO terminology has a wider coverage varying from internal audit results to status of CA & PA to review of policies and procedures , and all of this is done in organizational level.

As our friend spongemouse suggested, you can start with the regional level "Reviews" , collate the data and present the findings as an impotant agenda in the organization level MRM. Perhaps it would enable you to have more holistic approach towards the Management reviews.

Regards,

Arin

It is important to have an organizational management review in order for top management to be aware of the issues of all the regions.
There may be trends or issues that may be considered more seriously if it has been viewed in various regions.

Thanks guys :thanx:

I think we'll continue with the regional monthly meetings - plus have meetings for Procurement.

I've designated a quarterly meeting for the top management with "agenda items escalated from the Regional/Despartmental MRM".

Does this sound fair?

Yes.

The most important thing is that whatever the system, it should work for you.

Escalation of things 'to central/HQ/whatever' if they cannot be resolved regionally is a sound approach.

Finally - don't forget that management review does have to be done. But the Standard does not dictate management review meetings. (In practice, this is often an effective way of covering off some/many of the requirements, but it's important to be clear about what the requirements are vs what they aren't.)

Finally - don't forget that management review does have to be done. But the Standard does not dictate management review meetings.


Agree 500%

Regards,

Arin