Management Review: Define "Top Management"

Helmut Jilling

Auditor / Consultant
#11
Greetings all,

As some may have read from a previous post, I'm helping re-implement a troubled QMS at my new employer. While reviewing the documentation I was a bit surprised by the strange look I got when I asked to see the old management review minutes. I got them, but was told to keep them close because there was sensitive information in there. ??? I found that strange from a company that posts their financials in the luchroom... Anyway, my main point here is that I discovered that attendees of management reviews were this: The two owners and the General Manager.

I'm accustom to management reviews where all department directors or managers attended and as process owners, they submitted their metrics and in general added good input to the meeting. I would have thought that at least the Quality Manager and Production Manager would attend. Turns out they never even see the minutes.

I'm thinking I need to recommend that they open up these meetings to the department managers because I think it will be more effective. It's one thing to turn in a report that the owners discuss. It's another thing to have some real discussion from the horse's mouth.

What do you think? Who is the "Top Management" group that shall review the QMS?

ABSOLUTELY! Your viewpoint is right on track and is the commonly accepted approach.
 
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Randy

Super Moderator
#12
Top management? The system is a process so the folks that are the process owners?

How about the peoiple that can fire everyone else? They may be the real decision makers. Just a guess of course.
 

Wes Bucey

Quite Involved in Discussions
#13
Wes, I would want to slant this approach quite a bit more to the process approach. In my view, it reflects the previous ISO approach too much.

I believe the intent of the current list of required inputs in cl 5.6 are designed to drive a review of the performance of each process, considering its effectiveness in achieving its process criteria and objectives, particularly from a customer's (internal and external customers) point of view.

I always suggest Management Review is much broader and deeper than just a review of the audit reports. My clients generally use the audit results as just one of several inputs for consideration.
You are correct, of course. I was trying to be "too generic" in emphasizing the "distribution of decisions and actions" of the management review, as well as the fact a management review does not necessarily entail a mob scene of managers, but can be performed by one person, regardless of the source of input of data.
 
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