How do I conduct Management Review Meetings?

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Golfman25

Trusted Information Resource
#12
Re: How do I conduct Management Review meetings ?

Thank you Andy. Iso 9001:2008 says that the review should be at "planned intervals." How do I address this? How do I prove it? Management Review always gives me "fits". I think I might have a mental block and probably making it out to be harder than what it is. Thanks for your help
Review your metrics monthly, quarterly, etc. You don't need formal pre-planned meetings to do this.
 
#13
Re: How do I conduct Management Review meetings ?

Thank you Andy. Iso 9001:2008 says that the review should be at "planned intervals." How do I address this? How do I prove it? Management Review always gives me "fits". I think I might have a mental block and probably making it out to be harder than what it is. Thanks for your help
You do it quarterly, send an email with your analysis etc and prove it through your email records! Simples!
 
L

lk2012

#14
Yeah, it's on our internal audit checklist.

I like this idea:

" Also, condense the results of each review in a State of our System report so all the employees know about its effectiveness (see 5.5.3) by informing them what the management system:

A) Does well
B) Does less than well
C) What the leaders are doing about B "

Although some diplomatic editing needs to take place - some of what gets discussed in the MRM is not appropriate for general distribution.

I have a MRM agenda form that mirrors the requirements of the ISO standard. I've personalized it with issues that are germane to our industry and company.

I clue the appropriate participants re their information deliverables with time to spare. We meet and go down the list as quickly and orderly as I can get the children to play with each other - It's important to observe good meeting practices, because it will STILL be a challenge even with them in place.

A list of followup action items emerges, and we address it as appropriate, then review it as part of the next meeting.

The key to getting the players to do this without rebellion is good meeting management and clear expectations.
I'd veer off a bit here:
Normzone,
how do you manage to keep the attendees 'playing nicely'? My MGRs in the review seem to have the attention span of nursery kids.
Lil
 
#15
I'd veer off a bit here:
Normzone,
how do you manage to keep the attendees 'playing nicely'? My MGRs in the review seem to have the attention span of nursery kids.
Lil
You make 'em do the review! The MR's job is NOT to do all the presenting, but to nod sagely when asked if the QMS is being followed! Too many management reviews are dog and pony shows put on, without the active participation of management. The process owners should be putting on a show of what their objective are, how their process is performing, feedback from customers etc and then, tadaaaa, what they are going to do to improve their process. The internal audits confirm ongoing compliance to the QMS, so the POs description can be believed!:agree1:
 
L

lk2012

#16
That's the ideal world there Andy.
Our reality where I work is I drag the lot into the meeting (herding cats springs to mind) and then I have to ask them all the questions. Last time, I had to corner our Logistics and threaten them with locking them in the room until they answer to get any kind of KPI's from them.
Maybe I should re-word the question:
How do you get the MGMT on the right wavelength so that they understand that the KPIs are their own targets they set themselves and can use them to make things easier and more controlled? :confused:
 
#17
That's the ideal world there Andy.
Our reality where I work is I drag the lot into the meeting (herding cats springs to mind) and then I have to ask them all the questions. Last time, I had to corner our Logistics and threaten them with locking them in the room until they answer to get any kind of KPI's from them.
Maybe I should re-word the question:
How do you get the MGMT on the right wavelength so that they understand that the KPIs are their own targets they set themselves and can use them to make things easier and more controlled? :confused:
Nooooooo - not "ideal world". Nowhere near! And frankly, each time I hear that it's a cop out! If your top manager understands the purpose of management review of the QMS, then they should engage the process owners to make them do the work! THAT's where you start! You don't have your top manager leading this! Have you explained what it's about? Did you help that top manager understand the questions to ask? They don't get it if you don't put it to them in a way they understand.

YOU can't make others participate, you haven't the authority/horsepower and, while that situation remains, you will always be what you always were. Of course, you can always tip the wink to your CB auditor and get them to make a big deal of it! But I wonder if they've been along for the ride from the get go, so no change there.

If your top manager doesn't take ownership, start looking in the "sits vac" column of your local newspaper...
 

normzone

Trusted Information Resource
#18
[AndyN] is on it. While you might start out polling them for information and presenting it yourself, that should very rapidly transition to them tracking their own KPI and reporting on it in these meetings.

In my experience the key is actively managing the meeting. While much valuable off-topic conversation / exchange of information may occur spontaneously, you need to have an agenda, share that agenda prior to the meeting.

In your agenda, establish expectations for participants to come prepared with specific information. Control the meeting to the best of your ability, remaining flexible but always coming back to the agenda.

When required, cut off discussion on side topics, declare it a topic for another meeting, and get back to the agenda.

I have been in environments where no one did this (many places) and when I first saw it done I was impressed. It's not my nature to be that assertive, but when I saw a well run meeting I read up on running productive meetings, and I have been doing it wherever possible since.

It makes a world of difference and when you take control of meetings in this manner you will gain respect from those poor devils who are compelled to attend because your meetings are shorter and more focused.

Establish milestones, list responsible parties, and set due dates. Repeat as required.
 
A

alderik

#19
Management Review can indeed be struggle. There is actually a very good read on this by Denise Robitaille (The Management Review Handbook) with a practical orientation.

This has helped us to understand the purpose and options we had to organise this and have management really own it.

Currently we distinquish Performance Review and System Review. Together the make up our Management Review.
We regularly track our proces performance in Performance review in day, week, month, quarter frequency. Twice a year we evaluate the system we work in for different topics with some key questions:
1) do we have everything in place to manage our processes? What doesn't work for us? For instance are meetings effective, management information, right people in meetings, etc.
2) do wemeet customer specifications, regulations, etc
3) any feedback (complaints, regulator feedback, etc). Properly addressed?
4) do we need to anticipate on changes ea. that are coming?
5) standard specific questions (like field failure for ISO/TS16949)
6) everything els not discussed in other questions

As > 10k employee this works for us and for all standards we need to comply with
 
#20
That's the ideal world there Andy.
Our reality where I work is I drag the lot into the meeting (herding cats springs to mind) and then I have to ask them all the questions. Last time, I had to corner our Logistics and threaten them with locking them in the room until they answer to get any kind of KPI's from them.
Maybe I should re-word the question:
How do you get the MGMT on the right wavelength so that they understand that the KPIs are their own targets they set themselves and can use them to make things easier and more controlled? :confused:
Sitting here browsing this thread has reminded me of a key point that is often completely missed by those who would continue to take control of the management review process. Although I understand it's hard work getting people to do this stuff, you get out what you - or they - put in. I'll illustrate:

By having the various process owners do the presenting of their objectives, performance and improvements, one vitally important scenario develops. Everyone sees those who "get it" and those who may come to the review, without preparation, often blaming others for their lack of anything to talk about! If these people are giving direction to the company, you have a significant risk! The top manager needs to see this and also to decide what to do about this person's ability...

By running the review without the active participation (leadership) of the process owners, this risk is being masked...
 
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