Who does all the talking at YOUR 'Management Review'?

[AndyN]

There's a lot of information about what to include in the discussions at management review of the quality management system, but I'm interested to know who takes the lead role in the presentation? How long do the reviews take and what sorts of action assignments do top management leave with?

Andy

[Miner]

I am sure that this one will generate a lot of heated discussion about the responsibilities of management.

I have always taken the lead in the Management Review, both in the presentation and interpretation of the data, but I have always identified where appropriate actions must be taken by management and ensured that these actions were completed by the responsible parties.

Obviously this will not always work in all management cultures, but it has worked for me. I think the key take away, is that you need to adapt the MR to the management culture. I have seen other MR's where different managers covered different portions of the review that were less effective because the managers didn't see the point.

If the culture is there, many different formats will work. If it is not, most will not work.

[ralphsulser]

As the Management Rep for TS, I take the lead, guide and conduct most of the questioning and review of the inputs by the senior managers. This is in additionn to obtaining the back up documentation and verification we answered all the requirements. The President decides the actual date when we will have the meetings on a quarterly basis.

[sonflowerinwales]

I'm the Quality Manager, (ISO9001/13485), and I seem to do all the organising and talking, the CEO sits there and pass comment. Other members of the management team provide information, i.e. production provide despatch information, sales provide turnover, quality provides reject information. I have support from everyone. Meetings last about 1.5 hours once a quarter.
As a comparison, my last company (ISO9001/AS9100/17025) had managment reviews by proxy! With no-one attending, I had to collate and distribute all the information, and then action people accordingly. It used to take me about a day to do it all. Needless to say, they are now struggling to survive. And I left a year ago.
Paul

[Tybee]

Our managment review is very structured. Each processs owner presents and I (Quality Manager) take the notes for the action items. Our reviews last about 5-6 hours meeting at least twice per year.

[C Emmons]

Ours had changed drastically since the beginning - early into certification it was putting Management around a table and me presenting information to them about the system. A few years back I started a different method which has proved to be much better. About 30 days before our scheduled review I start informing Top Management that they need to put together their information for presentation during the review - I also remind them of the goals/projects etc that were identified during the internal audit - and that they will need to bring information as to if the goals were met, if not why? New goals etc. I do the same thing with the Quality information info such as internal audits, corrective action, customer data etc. I have them provide me with copies of their presentation about a week before the meeting - These presentation get "binded" into booklet form with an agenda/schedule/signature sheet etc and serve as the "minutes" for our meeting. So far it seems to be working great.

[davis007]

I should be so lucky. No review here. Just write the documents to meet an audit. After the audit leave it alone until the next customer wants to "audit" us. Improvement projects are completely ad hoc and often at cross purposes.

[AndyN]

Originally Posted by davis007

I should be so lucky. No review here. Just write the documents to meet an audit. After the audit leave it alone until the next customer wants to "audit" us. Improvement projects are completely ad hoc and often at cross purposes.

Are you talking about a 'registered company'.............

Andy