Hello everybody:

As far as I know ISO/TS 16949:2002 ask for considering at least 12 points in the management review meetings, correct me if I'm wrong:

1.- Review of Quality Objetives
2.- Quality Policy
3.- Costs of poor quality
4.- Internal/3rd part Audit results
5.- Customer feedback
6.- Process performance and product conformity
7.- Status of preventive and corrective actions
8.- Previous management reviews
9.- Changes that could affect the system
10.- Recommendation for improvement
11.- Potencial field-failures
12.- Monitoring product/process design

Is this right? :bonk: Could you explain a little bit more element 11?

Does any one have a management review meeting minute template?

Thanks in advance :agree:

You basically covered all the shalls in TS16949. I would add that you need to look at the trends of your measurables. These would drive continuous improvement.

Field failures I would treat as warranty issues, or failures of your product once they sold to the final Customer.

I do not have a Management Review template, our Management review changes monthly. Some things we review monthly, while others are only reviewed quarterly. Maybe someone else can help you out with one.

Basic template, you can revise it to fit your needs.
Potential failures like preventive action is the crystal ball effect.
You should evaluate your product failure trend analysis and determine, with some degree of confidence which product has a potential for failure.

Thanks for the guidance.

You're right, we also have a review of our score board indicators for human resourses, process control, production, maintenance, materials, quality, finance, etc. We will add an attachement to or management review minute with this indicators.

By the way, could you tell me wich indicators should I review for the Cost of poor quality. Right now we are just including total cost of goods sold to compare with scrap cost. Do you use any other indicator on this subject?

Thanks again.

:agree:

Barian_26,
The metrics will depend on what the business is. As an example I track:
1) Rework Hours
2) Rework Dollars
3) Missed Oportunities
4) Returns
5) Premium Frieght for returns
6) Scrap
7) Excessive Tool Tryout
These are just a sample of what can be tracked. It really depends on what you find to be costing money and time. Nothing is written in stone as to what has to be tracked, it needs to be important to the business.
Suggestion, you are already tracking scrap. Have you looked into what the main cause of the scrap is?? Scrap rate can be a great starting point because you can get to a root cause and you have to buy more material to replace the scrapped parts. It can also cause missed deliveries or high volume inventories. Hope this helps.:agree:

TS2 requires that we address both internal and external quality costs.
Internal being those examples mentioned in the previous post (except #4 ) and external being those that apply to customer complaints and supplier problems.
The extent to which you address the costs is up to you.