James, I see nothing wrong with your agenda. In-fact, I like the way that you capture all of the required "quality" items and appear to marry at least some of the other "business" aspects as a part of this review.
James, I agree, the agenda looks good. What do your subsequent MINUTES look like? Back in the "olden days" where I am we used to do very brief, to the point agendas like this and later produced minutes that just had the brief "bullet points" of what was discussed/decided for each point. We had an auditor STRONGLY suggest we get more detailed, at least in the minutes.
At first, I must say I chafed at the idea - there's obviously nothing in the standard that REQUIRES detailed minutes! - but I will say that as it has developed over the years the minutes themselves are powerful tools in an audit. I said in an earlier post that I often use the tact of "answering the auditor's question before s/he can ask it." I often USE the minutes from the MRT meeting to do just that - address things that came up in the MRT that I KNOW an auditor will be interested in pursuing - give them all the details THERE, in that document. She never needs to go further chasing rabbits from the MRT.
James, I agree, the agenda looks good. What do your subsequent MINUTES look like?
The minutes from the meeting will be fairly detailed. Each agenda item will have a page or so of documentation. The element review alone is ~10 pages of observations and recommendations.
I agree with your thinking. In a past life, I found anticipating the auditor's potential concern(s), based upon our review minutes, demonstrated the company's professional mindset. Audits in those cases went very well.
Can you tell me, when you conduct management review, do you do all the notes, or does the team contribute to the final document?
I do all the minutes. If someone brings a document to the meeting, I include that in with the published/electronic record/minutes.
I type in excess of 110WPM - I usually can produce the minutes and have them in people's email boxes within 45 minutes of the meeting itself, and they're pretty detailed!
I do all the minutes. If someone brings a document to the meeting, I include that in with the published/electronic record/minutes.
You seem to have a pretty good process going. Being new to the current organization, I'm having trouble getting people to accept my process.
On another note, how do you complete a full review of each element in QS? Everyone likes to try to achieve a crossfunctional approach to this, but rarely have I seen true involvement from a whole management team. Usually the management rep ends up completing this task. Also, at what frequency do you conduct management review? Thanks in advance for the info.
We conduct internal audits twice a year - every 6 months - and in those audits check HALF the elements each time, accomplishing an audit of all the elements in a calendar year. We also have External/registrar audits every 6 months, so we end up having either an internal or external audit every 3 months. Not coincidentally, our MRT meets every 3 months, typically a month AFTER an audit has occurred. So in the MRT meetings we discuss the results from the most recent audit (internal or external), thereby managing to cover all the elements in the MRT meeting over the course of the year.
I do all the minutes. If someone brings a document to the meeting, I include that in with the published/electronic record/minutes.
I type in excess of 110WPM - I usually can produce the minutes and have them in people's email boxes within 45 minutes of the meeting itself, and they're pretty detailed!
As far as your minutes are concerned. How long of a team report do you usually have? I know content is more important than length, but I'm curious for comparative purposes.
Also, how much raw data do you include? In the past, this company included page after page of raw data. I think they were trying to impress the auditor, or confuse him or her. I prefer more succinct summaries. You can always pull the raw data if anyone ever questions the summary.
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