How to satisfy the Management Review requirement without a meeting?

Big Jim

Super Moderator
#11
Specifically relating to the subject of Management Review... Do we need to identify who top management is or who is required to participate?

It was an issue in the past with another project where our procedure listed who would be present in the meetings. Then certain people rarely if ever showed up. Someone from the top was ALWAYS present, just not everyone from the list.

thanks
That would certainly raise questions about management committment as well as the effectiveness of the review.
 
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M

MEDQA

#12
We were able to show input / output / proof of review etc.

I don't think it requires us have comment from every all Top Mgmt. It was just a flaw in the procedure. I hope anyway, because I don't want to list individual participants.
 

Big Jim

Super Moderator
#13
It is common for a company to determine what level of participation is needed for management review. What would be really awkward is if the person at the very top almost never attends.
 

Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#14
I wonder if attendance is poor because it's about the QMS. I wonder if all would be there if the subject was about how they were going to divvy up their bonuses. :rolleyes: Cynical me...

As an alternative to KPIs that they can review with their iPads - a marvelous thing - this can be done using the engineering change process. A document with all the info can be sent around and persons review it when they have time, sign their having done so, add remarks and recommend actions based on what they see and its impact on their areas.

I agree that this tendency of certain people to never show up speaks volumes about management commitment. These people are getting paid good money to be leaders and these meetings aren't that long. If a person is out of the country they can video conference. But this process is one of the few ways an organization can point to management involvement. Someone needs to be the grownup and see that people play right.
:2cents:
 
M

MEDQA

#17
I've had trouble documenting output from "management review" (1+ hr annual meeting).

As long as things go "smoothly," there is not much guidance / direction beyond spend less make more.

It's almost like management review takes place privately where I miss out on the discussion process, or I just don't get the point.

Is it possible that WE are here to "deal" with things i.e spend less, make more and as long as that is what WE are doing, there is no need for additional feeback, new goals or change?
 

Big Jim

Super Moderator
#18
There is no "top" and "very top." There is only "top."
Well, I see it frequently. For example a President that is at the very top and his management team that has been defined as top management.

Top management doesn't have to be a single person. When it is not, usually there is someone at the very top.
 

Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#19
"Spend less make more" can be considered a goal, and it's not a surprising one. It's common for top management to fixate on numeric goals and forget how the numbers got the way they did. It's important that someone let this group know that the certification that helps bring in revenue depends on some indication that a decision was made based on their review of system data - which I presume they actually did.

If a project resulted from this meeting, or a strategy to make more while spending less, especially if there's capital investment involved like upgrades in machinery and/or software, one might be able to point to it as an output. CB auditors like to see some evidence of this happening though, versus just saying "Oh they decided to XYZ." Your top management needs to exhibit involvement in the system. They aren't being asked for much involvement, really. They should be able to manage this, especially if they are supplied with a simple agenda format and an admin to take notes.
:cfingers:
 

Jim Wynne

Staff member
Admin
#20
Well, I see it frequently. For example a President that is at the very top and his management team that has been defined as top management.

Top management doesn't have to be a single person. When it is not, usually there is someone at the very top.
Therein lies the root of all QMS evil. There's a difference between delegation and abdication. In every company there is but one person who, in the end, can't be overruled. That person is top management.
 
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