How do I conduct Management Review Meetings?

L

lk2012

#21
Thanks folks, some good informative stuff.

How do you get the right balance of people participating?
What I spotted is that our MGMT are now used to having me doing the agenda, the notes, steering the discussion etc that they seem to float along and don't want to come out of their shells.
How to get them really discussing the stuff between themselves without me having to moderate too much?
 
Elsmar Forum Sponsor
#22
Thanks folks, some good informative stuff.

How do you get the right balance of people participating?
What I spotted is that our MGMT are now used to having me doing the agenda, the notes, steering the discussion etc that they seem to float along and don't want to come out of their shells.
How to get them really discussing the stuff between themselves without me having to moderate too much?
You sit down with the top person and explain the purpose of the review and the benefits to him/her of having the process owners do the talking. You lay out what's going to happen - including those "unintended consequences", so that they understand they may have to deal with the outfall.

You then have them explain to their reports how this improvement is going to be rolled out, giving clear directions as to what's expected. Also, what your role is - validation through internal audits (you may have to do something different with them, to what you have been doing) and keeping them 'safe" from non-conformity with the standard, loss of certification etc.

You then schedule a review and brief the top person on how it's supposed to go. Hold the review, maintain control of agenda, minutes of actionable items etc. Oh, and don't wait a year to do the next one - do them quarterly.
 

John Broomfield

Staff member
Super Moderator
#23
Thanks folks, some good informative stuff.

How do you get the right balance of people participating?
What I spotted is that our MGMT are now used to having me doing the agenda, the notes, steering the discussion etc that they seem to float along and don't want to come out of their shells.
How to get them really discussing the stuff between themselves without me having to moderate too much?
lk2012,

Instead of feeling forced to be a reluctant Chairperson, sieze the opportunity to chair the review by helping attendees to prepare and by giving the shy or quiet attendees space to express their views on what needs to happen to ensure their management system continues to be suitable, adequate and effective.

Make it clear at the beginning that every member of top management attending the meeting has a vote and that it must be unanimous before the meeting is adjourned.

Give those who want to vote no or abstain a chance to propose an improvement so they can vote yes.

John
 
T

TrishDish

#24
I need to weigh in on this subject. I need some help too and I've not yet seen any responses that address my particular situation. I am the mgmt rep for a very small machine shop. Procedurally we meet twice a year for management review and I prepare and present all of the performance and information data from the previous 6 months (since last management review). I am looking for a creative way of meeting the management review (input/output) requirements of AS9100 but don't think just slogging through 6 months worth of information is a good way to spend our time (and obviously not the participants based on their lack of attention during these meetings). Has anyone else had good luck (and passing registrar audits) with something like emailing process and product performance reports, audit results, status of open c/pa's, etc. on a monthly basis and then gathering yearly (or quarterly) to discuss more "big picture" items? If it was done this way what would be the evidence of review inputs and outputs, just a copy of the emails sent out monthly and/or yearly meeting notes for everything else?
I appreciate your inputs as my brain is fried on this whole thing (probably from all the "hats" I wear here).
 
#25
Sounds like a very practical thing to do to me! You've got a good handle on what to do - give it a whirl! Don't forget to record the fact that you're doing it by another method (in your review minutes) because it's a change which can affect the management system! Try it, see how it goes (it's called "improvement") and do something else, if it doesn't!

Good luck!:bigwave::yes::agree1:
 

TPMB4

Quite Involved in Discussions
#26
Someone said split it into a performance review and a system review. I find that interesting as I once downloaded a file from a MRM thread on here where a poster had listed details of various types of meetings their organization holds. In the table there was information such as title of meeting, frequency, function of meeting and IIRC inputs/outputs. It was all down as a "roadmap" for their MR, I think as a kind of evidence of the MR process being met through existing management meetings.

For example there could be regular meetings held by section heads where issues are raised and actions defined. These could be at the end of regular production meetings perhaps. There could be elements covered in other types of meetings. i think the person who posted it was arguing that a lot of the MRM is actually done in other places at other times. If you record these meetings with evidence that can be reviewed by an auditor then it could make the MRM a short affair once a year to rubber stamp what is being done elsewhere. Or even a circular email through the people normally herded into a MRM where each signs off on it all. Assuming the other meetings cover all bases and the MRM personnel are privy to them and can assess in their own time to sign off.

We have weekly meetings where the actual production is talked about including issues that impact on quality. It has a form of minutes which adding a little bit more might mean it covers a lot of the MRM topics. Other meetings are held monthly on the Quality and H&S side of the company. Another type of meeting carried out which covers MRM topics. Basically we are covering at least 80% of the requirements monthly perhaps weekly anyway.

Just some ideas not right or wrong just a way to minimize the need to herd cats into a meeting!!
 

Crusader

Trusted Information Resource
#27
I too am running into trouble with holding meetings for covering the Management Review requirements from ISO 9001. Also looking for a better method that is more effective.
 

John Broomfield

Staff member
Super Moderator
#28
I too am running into trouble with holding meetings for covering the Management Review requirements from ISO 9001. Also looking for a better method that is more effective.
Crusader,

Are you preparing a "Management System Performance Report" to inform the participants before they attend the review?

Are you identifying what their management system does well and what it does less than well (the top one, two or three and no more)?

Are your participants well prepared to deal with the shortcomings of your management system (a pre-review chat with a key player may help enormously)?

Are you asking for the reviewers to propose, second and vote on the suitability, adequacy and effectiveness of their management system before adjourning the review?

Did you get top management to promise the employees a "State of Our System Report" after each review?

John
 

Crusader

Trusted Information Resource
#29
Crusader,

Are you preparing a "Management System Performance Report" to inform the participants before they attend the review?

Are you identifying what their management system does well and what it does less than well (the top one, two or three and no more)?

Are your participants well prepared to deal with the shortcomings of your management system (a pre-review chat with a key player may help enormously)?

Are you asking for the reviewers to propose, second and vote on the suitability, adequacy and effectiveness of their management system before adjourning the review?

Did you get top management to promise the employees a "State of Our System Report" after each review?

John

I have no problem with the data for the meeting. The attendees have the agenda and data well ahead of time. I'm good to go there. It's the meeting itself that I am running to trouble with and dislike. I'd rather not have a meeting anymore. So I am interested in hearing other successful alternate methods in lieu of meetings.

I'm wondering how well you folks get others to do action items or provide feedback based on the reported data if you do not have a meeting. It never fails, I always have someone who says: "Oh, was I supposed to do something with that?" or "You said not to respond to any of this." It's those people that I want to throttle. :mg:
 
N

notreadytoretire

#30
Hi TrishDish,

That is exactly what I ended up doing and it worked out great. Just passed another ISO2001:2008 audit in May with no findings. Management Review was a problem for me. But this forum help me tremendously Good Luck
 
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