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In the past, we have tried bi-annual management reviews (marathon 4 hour meetings that are almost impossible to schedule and perceived as time suckers
) and we've tried stringing together existing meetings, but have found we aren't consistent enough in holding these meetings or capturing minutes.
This year we went back to bi-annual meetings, tacked onto existing quarterly meetings which already had most attendees that were needed. Our last one was in April...and after repeated emails to the Management rep and my own boss...I've seen no movement to have another. I'm the lead internal auditor.
I'd like to send the below proposed plan to our management rep...but would like some feedback first. I appreciate everyone's time!! Thanks!
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I've been reading up on how other companies manage the Management Review process. It seems no matter how we try to organize this process, it is difficult to implement. We are not alone in this challenge.
The main challenges I see across the board (as well as here) are:
1. Frequency of meeting
2. Length of meeting time
3. Lack of follow-thru on identified action items
4. Feeling of "no-value", just filling an ISO Requirement
I know this in part to how many other meetings we are all attending. It is also in part to the "grueling" nature of MR and the time it takes to conduct.
In an effort to minimize the actual meeting face time, to maximize the use of everyone's working time, I'd like to propose the following change.
1. Have set scheduled times for Mgmt Review for 2009 - perhaps three a year (March, July, October)
2. Prepare MR Document binder prior to meeting, to be distributed at least 1 week prior to meeting
3. Binder to include: Summary of measurements, results/status from previously defined action items, executive summary of current environment (challenges and/or improvements), and bulleted list of new discussion points (if any).
4. Each department manager would be responsible for providing their "piece" of the binder to myself at least 1 week prior to their due date (2 weeks prior to Management Review). (other inputs such as summary of internal audit results and CAR/PAR process can be provided by myself)
5. Actual Management Review meeting should be conducted in no more than 60 minutes. Each manager should take 5 minutes presenting. If we have all reviewed the binder prior to the meeting, this should be possible. Also - not each area needs in depth discussion. If there are no obvious negative trends, no resource issues and no corrective/preventative actions...then the written document is enough review. We will only discuss items which are require action. This does not need to be a lengthy discussion either. The problem should be identified, and someone should be assigned for follow-up. Results can be discussed or presented in the next "MR Binder".
) and we've tried stringing together existing meetings, but have found we aren't consistent enough in holding these meetings or capturing minutes.This year we went back to bi-annual meetings, tacked onto existing quarterly meetings which already had most attendees that were needed. Our last one was in April...and after repeated emails to the Management rep and my own boss...I've seen no movement to have another. I'm the lead internal auditor.
I'd like to send the below proposed plan to our management rep...but would like some feedback first. I appreciate everyone's time!! Thanks!
********
I've been reading up on how other companies manage the Management Review process. It seems no matter how we try to organize this process, it is difficult to implement. We are not alone in this challenge.
The main challenges I see across the board (as well as here) are:
1. Frequency of meeting
2. Length of meeting time
3. Lack of follow-thru on identified action items
4. Feeling of "no-value", just filling an ISO Requirement
I know this in part to how many other meetings we are all attending. It is also in part to the "grueling" nature of MR and the time it takes to conduct.
In an effort to minimize the actual meeting face time, to maximize the use of everyone's working time, I'd like to propose the following change.
1. Have set scheduled times for Mgmt Review for 2009 - perhaps three a year (March, July, October)
2. Prepare MR Document binder prior to meeting, to be distributed at least 1 week prior to meeting
3. Binder to include: Summary of measurements, results/status from previously defined action items, executive summary of current environment (challenges and/or improvements), and bulleted list of new discussion points (if any).
4. Each department manager would be responsible for providing their "piece" of the binder to myself at least 1 week prior to their due date (2 weeks prior to Management Review). (other inputs such as summary of internal audit results and CAR/PAR process can be provided by myself)
5. Actual Management Review meeting should be conducted in no more than 60 minutes. Each manager should take 5 minutes presenting. If we have all reviewed the binder prior to the meeting, this should be possible. Also - not each area needs in depth discussion. If there are no obvious negative trends, no resource issues and no corrective/preventative actions...then the written document is enough review. We will only discuss items which are require action. This does not need to be a lengthy discussion either. The problem should be identified, and someone should be assigned for follow-up. Results can be discussed or presented in the next "MR Binder".
). There are plenty of elements of the standard that regular daily, weekly, monthly meetings satisfy: planning; monitoring; and corrective action come readily to mind but the idea of "the" management review is that it is the top management deciding whether the system that they support is working well. They can use a ton of stuff from other processes and reports from other meetings but it is 'their' review.