Channey said:
hello, all, I`m a new comer. I have 2 years experience in ISO9000 and 14000, but I found that so many folks in the cove have many years experience in the area. So I would appreciate if you could give some guides.
My question is : How to get support from upper management? Our corp get ISO9000 certificate from SGS in 1995 and 14000 from TUV in2000. I `m in charge of ISO system from 2003. And I found that I can`t get enough support from upper management. For example, I invite 25 managers to attend the management review meeting , but only 10 come, furthermore, the comes listen only, so we have no W3 after this meeting. Another, I send the internal audit report to our General manager, but he deleted it without a glance. So the dept. ignore the nonformance . My boss - Management Representative, is only a dept. manager, no enough authority , so my work is too hard.
Let me address one part of this issue in this post and maybe take up some more in later posts.
ATTENDANCE AND PARTICIPATION OF SENIOR MANAGERS AT MEETINGS
First, decide what you want to accomplish at this meeting.
(If the meeting is for information only, consider sending everyone memos or reports instead so they can read and understand material at their own pace.)
Once you have your action items or goals for the meeting set, decide who needs to be there to approve or perform the action.
Invite only the people necessary, copy others afterwards with minutes of what transpired.
Prior to the meeting, send out an itemized agenda with a timetable for when each item will be considered. Invite comments or additions/subtractions from the invitees for changes to the agenda. Do this with sufficient notice so folks can put the meeting on their own agendas. For example, you may not need ALL 25 managers available throughout the entire meeting, only for the agenda items that directly affect their department, otherwise, they can deal with a written report if they do not have input or need to vote on an action.
With the invitation, request response indicating whether each invitee will be able to attend.
At the meeting, stick to the agenda. Do not waste time reading reports out loud to attendees - they should have copies beforehand so they can make notes or prepare questions so they are not surprised by the content of the report.
Do not linger after the preset time for ending meeting. If you haven't covered all the topics, table the remaining ones for another meeting. Evaluate why you were unable to stick to the agenda. Plan for those delays or interruptions for the next meeting.
Assign one person to prepare minutes of the meeting. Immediately after the meeting, distribute the minutes to all attendees. Ask for confirmation, additions or corrections. Follow up with each attendee until you have either an approval of minutes or corrections and additions to additionally distribute to remaining attendees.
Above all, remain in control of the meeting. If you lose control during the meeting, it means you have not planned adequately in assembling a guest list or your agenda is not tight enough. Business meetings need to be different from coffee shop conversations - you need an agenda, a goal to be accomplished, and the will to cut off distractions from ANYONE during the meeting.
".....the changes come about when there is a crisis / need by the upper management....think about it, have you seen layoffs during good times?...or hirings during bad times? .... how many companies (am talking general here) initiated iso/ts registration on their own?....or how many are FORCED by the customers?
) him to get the plant manager's support....your immediate manager/supervisor may mean nothing in most cases
)
It is good to see covers using the opportunities Management Review (MR) gives them.