Can SOP Effectiveness Reviews be part of Management Reviews

v9991

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Recently, in one of our discussions, training effectiveness/review is suggested to be part of periodic Management Reviews(we wanted to discuss the compliance(no. of hours, no. of SOPsor topics)& completion(training schedule, timelines, no. of people, competency matrix ) of training schedules etc.,);

Hence the question.
1) is periodic quality reviews different from management reviews.
2) will there be any specific SOPs for management reviews? or management review is just a activity for 'review' requirements of different SOPS!
3) can SOP effectiveness reviews be part of management reviews. (my understanding is that SOP effectiveness as mentioned above is different from overall management reviews which has to do more with targets on overall outcome of the systems viz.,
SOP effectiveness review :- compliance & completion of training schedules
Management review :- reducing/eliminating traceability of incidents to training!!! etc.,)
 

somashekar

Leader
Admin
Recently, in one of our discussions, training effectiveness/review is suggested to be part of periodic Management Reviews(we wanted to discuss the compliance(no. of hours, no. of SOPsor topics)& completion(training schedule, timelines, no. of people, competency matrix ) of training schedules etc.,);

Hence the question.
1) is periodic quality reviews different from management reviews.
2) will there be any specific SOPs for management reviews? or management review is just a activity for 'review' requirements of different SOPS!
3) can SOP effectiveness reviews be part of management reviews. (my understanding is that SOP effectiveness as mentioned above is different from overall management reviews which has to do more with targets on overall outcome of the systems viz.,
SOP effectiveness review :- compliance & completion of training schedules
Management review :- reducing/eliminating traceability of incidents to training!!! etc.,)
This activity is a part of the middle management or the working management. The management review that is talked is about top management review.
Certainly a synopsis of the SOP review can be an input to the management review to inform about the result of the SOP review activity, and what improvements thereoff were made.
 

Big Jim

Admin
Recently, in one of our discussions, training effectiveness/review is suggested to be part of periodic Management Reviews(we wanted to discuss the compliance(no. of hours, no. of SOPsor topics)& completion(training schedule, timelines, no. of people, competency matrix ) of training schedules etc.,);

Hence the question.
1) is periodic quality reviews different from management reviews.
2) will there be any specific SOPs for management reviews? or management review is just a activity for 'review' requirements of different SOPS!
3) can SOP effectiveness reviews be part of management reviews. (my understanding is that SOP effectiveness as mentioned above is different from overall management reviews which has to do more with targets on overall outcome of the systems viz.,
SOP effectiveness review :- compliance & completion of training schedules
Management review :- reducing/eliminating traceability of incidents to training!!! etc.,)

You certainly can if you choose to. As long as you at least include the required topics from 5.6.1, 5.6.2, and 5.6.3 you can talk about any topics you choose.

Personally, I would not.
 

v9991

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SOP effectiveness review :- compliance & completion of training schedules
Management review :- reducing/eliminating traceability of incidents to training!!! etc.,)
would the above description/approach be appropriate!!!

periodic quality reviews different from management reviews.

will that be right to interpret that way?
 

Big Jim

Admin
would the above description/approach be appropriate!!!



will that be right to interpret that way?

Perhaps it would help to embelish on what I believe is a good way to approach management review. In the end, it is up to your organization to determine how they will handle management review as long as you meet all the requirements in element 5.6.

I see management review in two main parts. First is determining the state of the quality managment system. This is done by reviewing how the system is behaving, which is done by exploring the topics in 5.6.2 a-f (and depending on how you look at it, g).

Those topics are:

Results of audits (all audits, internal, customer, and certification body).

Customer feedback (any information gathered about customer satisfaction, possibly including survey results, customer report cards, praise reports, etc) (also note that this is often one of your quality objectives).

Process performance and product conformity (this would include your KPI for each process as well as whatever you do to measure product quality).

Status of preventive and corrective actions (to me, status does not mean that you read and discuss every one, rather you discuss the more significant ones and report on if they are being handled in a timely manner).

Follow-up actions from previous management reviews (this would be accountability of the action items raised from the last and unresolved earlier management reviews, the carry-over action items).

Changes that could affect the quality management system (this is a wide open topic, and as such would include not just internal items, but things like trends in your market and the state of the economy and how it is likely to affect your business).

It is through a discussion of the above topics, and it would be wise to also throw in confiming that the quality policy and quality objectives remain appropriate so you address 5.6.1 as well, that your management team collectively determines the state of the quality management system. The ovarall awareness of the team, especailly top management, will have been heightened from the discussion.

Once you have determined the state of the system, you are ready to make recommendations for improvement. This is the start of the second part, determining where you want to go from where you are.

From this you determine action plans (the progress of or completion of to be discussed at the next management review).

Those action plans fall into the categories as described in 5.6.3:

Actions that improve your quality management system.

Actions that improve your product quality.

Resource needs to accomplish those action plans as well as any other changing resource needs.

I will readily admit that my MBA may be guiding me in this direction, but I most definitely view management review as a top level meeting.

Now that is my view. ISO 9001:2008 does not directly say so, and you are free to do whatever you want as long as you meet the requirements of element 5.6. There is enough latitude to do additional things if that suites your needs.
 
S

ssz102

generally speaking, the SOP was reviewed by inner audit and initial development

if you will, of cause done
 

vspokkuluri

Registered
Hi,

This was the confusion I was in to understand what to include and what not to include in the procedures. After much research and improving on my understanding of what are processes and the systems I believe this depends on what is the procedure written for and many other dependent factors.

Like, depending on the
1. Size of firm: Small and Medium sized enterprises would certainly may not yield fruits immediately for such implementation either if such implementation effective for managing the operations, where end of the day "the boss is always correct" scenario.
2. Purpose: this may be for conformance or compliance. say like approaching to a speed camera on a 30mph speed limit road at 50mph speed and reducing speed to COMPLY or maintaining a pace of 30mph or less throughout the route no matter approaching the speed camera or not (COMPLY & CONFORM).
3. Supply chain: Nature of the business, regulations enforced, and complexity define such requirement. Increasing turnover of the firm and things getting harder to manage the supply chain with exclusivity or non-exclusivity of the distribution, storage or such supply chain demands enhance chaos and burden on service provisions by credit control, product management and other management systems. Management review can refine this scenario time to time rather than waiting for the scene to happen.
and other...

International standards define practices which are within the acceptable criteria of the regulations implemented through the world. But if regulations mandate the process management there will be little window for management commitment. Often procedures are written only till the possibilities of satisfying the regulations. Process improvement measures or re-engineering approaches are never discouraged. But bearing in mind if such implementation is stress over the system due to whatever the reason may be, will escalate non-conformance to your own procedure.

"Management responsibility", "internal auditing" and "measurement and monitoring" are entangled in Deming's PDCA cycle. So management review is Top-level review of the performance. When the outcome of various audits do not escalate review of SOPs' such management either do not have commitment or cannot allocate resources. Break of such cycle is highly vulnerable to COMPLIANCE measures. Analysis of such performance trends with measurement and monitoring show the criticality of decisions. If the team is smaller such management review may not be effective as the effects of such decisions are rather conclusive in short span of time, while if the team size is larger such periodic review may be effective measure as the effects are often indecisive.

Checkout if your QMS is driven by clauses of the standard or there is process management instead. I had never received a conclusive answer for such question though I believe there are many factors that affect and effect your questions.
 
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J

Julie O

I see management review in two main parts. First is determining the state of the quality managment system.

I think your quality management system is defined by your SOPs, to the extent that I might even say your SOPs are your QMS, and the activities you list are your QMS put into motion. Therefore, I think it would be appropriate to include SOPs in management review. Off the top of my head, a review of new and revised SOPs in process, new SOPs that need to be developed, SOPs that need to be revised, and SOPs due for periodic review, might be appropriate.
 
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