Management Review - Process Performance (5.6.2 c)

[samfer1972]

Hi to all

(5.6.2 c) Management Review - Process Performance (5.6.2 c)

Our Management Review is mainly focused on product conformity and Quality issues/metrics. Indirectly we are measuring the process, but I feel we need to include further metrics from other areas as HR, Maintenance, Engineering, Materials, ...

Would like to know examples of other areas that should participate, metrics, as well as how you can cover the process performance (I.E. OEE, Employee turn around, etc.)

 

[qusys]

Hi to all

(5.6.2 c) Management Review - Process Performance (5.6.2 c)

Our Management Review is mainly focused on product conformity and Quality issues/metrics. Indirectly we are measuring the process, but I feel we need to include further metrics from other areas as HR, Maintenance, Engineering, Materials, ...

Would like to know examples of other areas that should participate, metrics, as well as how you can cover the process performance (I.E. OEE, Employee turn around, etc.)

The processes referred in c) of the 5.6.2 clause are referred to the processes that form your QMS, that you have identified as per 4.1 clauses.
The suggestion is to have and discuss high level metrics rather than the ones of a lower level related to the activities or sub processes.
Let's considere that this is the mgmt review and top mgmt should a general overview of the most important issues rather than focusing on detail, that should be addressed to a previous level.
The indicies or KPIs of the processes should give a sort of board where the mgmt shall put resources and gives recommendation for continuous improvement. Another suggestion is to stay focused on KPI that are instrumental to better serve the customer and fullfil their needs. Hope this helps

 

[JaneB]

Hi to all

(5.6.2 c) Management Review - Process Performance (5.6.2 c)

Our Management Review is mainly focused on product conformity and Quality issues/metrics. Indirectly we are measuring the process, but I feel we need to include further metrics from other areas as HR, Maintenance, Engineering, Materials, ...

Would like to know examples of other areas that should participate, metrics, as well as how you can cover the process performance (I.E. OEE, Employee turn around, etc.)

I am confused also. I would not know how to begin to respond to this question without knowing some more about your company, what it does and how it does what it does.

 

[sagai]

Hi Samfer,

I think the fulfillment of this requirement is very much depends on the awareness/maturity level of the company.
In case it is really crucial to your company, I would suggest to have this standard,ISO 9004:2009(E), and understand the concept under Chapter 8.2.3. .

Major indicators per process area can be implemented inline with the quality policy but in order to have it as an effective part of your management tools, there is a road to take and I think it is a very rare case among the ISO9001 certified companies, my apology for the exceptions.

br
Sz.

 

[samfer1972]

Thanks guys

Sagai, as per your suggestion, I'm reading and trying to understand ISO 9004:2009(E), Chapter 8.2.3.

Regards

 

[Ajit Basrur]

Hi to all

(5.6.2 c) Management Review - Process Performance (5.6.2 c)

Our Management Review is mainly focused on product conformity and Quality issues/metrics. Indirectly we are measuring the process, but I feel we need to include further metrics from other areas as HR, Maintenance, Engineering, Materials, ...

Would like to know examples of other areas that should participate, metrics, as well as how you can cover the process performance (I.E. OEE, Employee turn around, etc.)

This is from ISO 9001 - Management Review (sec 5.6.2 c).

Management Review is about discussing the Review Inputs and Review Outputs (sec 5.6.2 and 5.6.3).

Refer this GUIDANCE from ISO for clarifications.

 

[somashekar]

Hi to all

(5.6.2 c) Management Review - Process Performance (5.6.2 c)

Our Management Review is mainly focused on product conformity and Quality issues/metrics. Indirectly we are measuring the process, but I feel we need to include further metrics from other areas as HR, Maintenance, Engineering, Materials, ...

Would like to know examples of other areas that should participate, metrics, as well as how you can cover the process performance (I.E. OEE, Employee turn around, etc.)

Any management that is keen to know the means of how the business goals were met, will like to look at the various means by which the business goals are achieved.
Sadly many management just focus on the goal (which perhaps can be better optimised if they focus on the goals and the means)
That said, the processes of your QMS as you have mapped in your process interactions, performance of each process thereof and how it has helped in contributing better to the process interaction and finally reflecting in optimum usage of all resources and materials and how that has helped in bringing about the business goals to realization. These can come if you (management) have identified the quality objectives as required in 5.4.1 (it is a management responsibility) and the management review happens over these objectives which are measurables.
So take some good calm time with your management and upraise them about how and where quality objectives can be established by them, and periodic review of them and changing objectives and adding new objectives and working around to meet them will just suffice for the process performance review.

 

[sagai]

I was not posted that because of sarcasm, really several reading of the standard and its guidance can give better understanding, regards
Szabolcs