:frust:

I'm looking for opinions again. I am relatively new to this organization (~3 months). I published the attached agenda for a management review session (done annualy here) ~ 7 days in advance of the meeting. I made sure key players were included in the agenda and on the email routing. Keep in mind, these key individuals have been with the company for a while, and know what is expected of them regarding management review. The Friday before the meeting, I spoke with the CEO (key player) and he informed me he wasn't going to be available. In addition, he didn't think that others would have the time to sit in on the meeting. He admitted to not reviewing the email but felt that I didn't do my job by going to each and every required individual and making sure they read their email.

After starting the meeting, the CEO came in (15 minutes late) and proceeded to take over the meeting. I believe he didn't approve of the agenda, but never told me this specifically. He essentially said fill in the minutes from off-line input.

Can anyone tell me their thoughts regarding the attached agenda. I would also appreciate any other comments from people that have dealt with management teams that seem to have an attitude. I feel as though some team members disagree with my approach, but are not discussing this with me. Instead, they simply nod their heads in agreement, them feign ignorance when the CEO raises questions. Any insight would be helpfull (italicized words for dubious distinction). Thanks.

You do not have top management's commitment, therefore I would do the best you can under the circumstances. In the mean time start looking for a position where they take a Quality System serious. It sounds like your going to lose if you stay with the company your with now.

But bear in mind that you can meet the requirements for management review without having to hold a meeting.

However it does sound like your management team is, shall we say, unhelpful !

I have also come across people with the attitude that sending an e-mail is not enough. They tend to be the older generation however. I much prefer to do an e-mail as its on the record, and you dont have to ring up, leave a message that never gets returned, walk around the whole factory, put out tannoys that never get responded to , etc, etc

To my mind anyone that ignores an e-mail is negligent in their duties, not to mention down right ignorant !

:frust:

I'm looking for opinions again. I am relatively new to this organization (~3 months). I published the attached agenda for a management review session (done annualy here) ~ 7 days in advance of the meeting. I made sure key players were included in the agenda and on the email routing. Keep in mind, these key individuals have been with the company for a while, and know what is expected of them regarding management review. The Friday before the meeting, I spoke with the CEO (key player) and he informed me he wasn't going to be available. In addition, he didn't think that others would have the time to sit in on the meeting. He admitted to not reviewing the email but felt that I didn't do my job by going to each and every required individual and making sure they read their email.

After starting the meeting, the CEO came in (15 minutes late) and proceeded to take over the meeting. I believe he didn't approve of the agenda, but never told me this specifically. He essentially said fill in the minutes from off-line input.

Can anyone tell me their thoughts regarding the attached agenda. I would also appreciate any other comments from people that have dealt with management teams that seem to have an attitude. I feel as though some team members disagree with my approach, but are not discussing this with me. Instead, they simply nod their heads in agreement, them feign ignorance when the CEO raises questions. Any insight would be helpfull (italicized words for dubious distinction). Thanks.

This is exactly what happened with my previous employer. Exactly, right down to following up e-mail activity. Bottom line? Those other team members are still there. :mad: Like mine, your CEO doesn't have a clue. Just the power. As I have said many times before, they ditched the ISO effort and me because it was a "nuisance". Be careful. :agree:

But bear in mind that you can meet the requirements for management review without having to hold a meeting.


Your comment is an interesting one.

I have often thought that conducting a separate management review can be redundant. A few companies I have worked for conduct regular management meetings throughout the year, which review much of what is normally included in satisfying element 4.1.3. As long as good minutes are kept and well documented actions occur, then evidence exists for management review.

Does the comapny you work for conduct management review in this fashion?

Even though it makes me the butt of jokes around here to do it, I ALWAYS follow this routine regarding MRT meetings:

* One month in advance (at a minimum) I send an email with "reply required" checked, asking everyone to check a date I propose to see if that will work for the next MRT meeting. I specifically look for a reply from the Plant Manager, because USUALLY what he agrees to, everyone else "magically" agrees to.
* Once I have a consensus, I send ANOTHER email telling everyone this is the date, mark it on your calendar or PDA.
* About 1 to 1/2 weeks before the meeting, I send an Agenda, including instructions to print it out and bring it with them. At the same time, I hit up individuals (again by email) if they are responsible for providing the MRT meeting with some data/progress reports.
* Two days before the meeting, I send ANOTHER email reminder of the meeting time and place.

(by the way, is it pathetic that I have to do that level of "handholding"? Sure it is. But it works).

Anyone who comes to the meeting without an agenda gets to look like an idiot while they go copy one, because I do NOT bring extra copies to the meeting. Anyone who is supposed to provide info to the meeting and does NOT get's mentioned for that honor in the meeting minutes.

Yes, we do stick to the agenda, primarily because we are in process of shifting to TS and the amount of information we now cover in the meetings has increased a good deal, which necessitates my "moving things along" skills. I'd like a count of how many times I say in an MRT meeting, "Okay, moving along ... (summarize what was just said, agree on consensus, announce next item)." I'm fortunate that I've never had anyone try to take over a meeting, though I'd say that's primarily apathy.

One other note - YOU (mgmt rep) get to decide the makeup of the MRT. It must be "top management" but it doesn't have to be ALL top management! I purposely do NOT include our CEO/VP, because he does have a reputation for taking over meetings. There have been others that from time to time I have "rotated off" the MRT, often because of either their total apathy about the role of the MRT, or they are a real disruption to the group for whatever reason. I STILL have an MRT group that is about 15 people, though.

Hi James Guerin
At a minimum, the agenda covers all items: Action items from last meeting, Process performance and product conformance, Internal Quality Audit Results, Corrective and preventive actions, Customer feedback and complaints, Customer needs, expectations, and satisfaction, Training, Continual improvement, Changes that could affect the quality system, Quality Policy & Quality Objectives, Cost of Quality, Status of New Products.
Raffy

:( I don’t know, but I have a strong feeling that he got it already... it's been almost 5 years since he posted that inquiry…

:( I don’t know, but I have a strong feeling that he got it already... it's been almost 5 years since he posted that inquiry…

James is very much in the Cove - his last visit to the cove was on 17th June 2008 03:30 AM ;)