Determining Management Review Metrics

D

David Hartman

#1
If we view Management Review as a process, what metrics can we capture that would allow us to determine if the process is fuctioning as intended? :confused:
 
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Mike S.

Happy to be Alive
Trusted Information Resource
#2
Some guesses:

Is it (MR) done on schedule?

Are there any action items assigned to address any weaknesses/needs detected?

Are action items that come from the MR completed on-time?
 

SteelMaiden

Super Moderator
Super Moderator
#3
ddhartma said:
If we view Management Review as a process, what metrics can we capture that would allow us to determine if the process is fuctioning as intended? :confused:
Don't know if it is right, wrong, or useful, but we look at the following to see if the management review process is effective:
Were there corrective/preventive actions from the meeting, were they effective?
Are we showing true and useful information to show how the other processes are running?
Are we providing information about our goals and objectives and showing information relating to continual improvement?

Basically, as far as auditing goes, we ensure that all the input and output requirements are met, and that the managers are able to show the auditors the report, the minutes, corrective/preventive actions, and be able to explain where the information comes from, and how we chose the measurements and analysis that we use in the report.

IMHO, if you are all singing off the same page, you use the input and output requirements, and can show continual improvement you should be ok.
 
B

ben sortin

#4
Management must review opportunities for improvement and the need for change to the quality system across the metrics contained within the objectives.

A good manager will review and approve a necessary procedure that the organization cannot live with.

A great manager will write and implement a necessary procedure that the organization must live with.

The quality policy is a good start.
 

RoxaneB

Super Moderator
Super Moderator
#6
ddhartma said:
If we view Management Review as a process, what metrics can we capture that would allow us to determine if the process is fuctioning as intended?
Hmmm...how about:

  • Frequency - are we having more or less than what we should be having?
  • Action Items - completed in a timely manner (yes, I know, rather subjective a term), but I don't like assigning a quota to the number of AI's that need to be created.
  • Attendence - are the right people coming to our meeting?
  • Participation - are we getting blank stares or is there some serious discussion happening?
  • Validation - are your concerns about the system acknowledged; if you have concerns about timeliness in closing Internal Audit findings, does the group decide to take action?
  • Resources - if you need to improve components of the system, are you provided with the necessary resources?

For example, just this past Monday, I had my big, annual, huge, honkin' Quality Review. Quality Review is held every month, but once a year we look at the system from a high level. No details, unless there is a concern - just an overview comparing this year to previous years on the required agenda topics.

Sooo...based on my list...

  • Frequency - In my opinion, our set up is perfect for us. Monthly detailed reviews, annual high-level review.
  • Action Items - Generated monthly and are slowly progressing beyond simple things like "HR Manager to fill in data for previous month item on overtime" to items like "VP to contact QA-Brasil regarding company-wide benchmarking for Cost of Quality programme".
  • Attendence - Monthly, the invitees consist of our 6 people on the Management Committee where the minimum attendence required is a quorum. If the VP is not in attendence and the group feels that the final decision rests with him, it is tabled until the next month. The huge meeting had all 6, plus invited the Superintendent level and up (affectionately referred to as the Group of 10) to start getting feedback on the system that they use on a daily basis.
  • Participation - Usually we have some good discussions, resulting in many of our Action Items being generated.
  • Validation - Ideas accepted, discussion on Registrar held and my opinion seemed to be agreed to, and my concern regarding Customer Complaints has resulted in a few Action Items for those higher up the totem pole than I to address with other Powers-That-Be.
  • Resources - Additions to the Internal Auditor Pool granted. Work experience requested, granted. Training that I wish to provide granted.
 
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