Management Review real-life application

[Fatima97]

Hello,

I've been overwhelmed with the concept of conducting management review. I know it doesn't have to be a specific meeting and does not have to be in a specific form, and I know the inputs and outputs from the ISO9001, but for our case, I believe our management already discuss the management review topics, but most probably there is no documentation for it. Also I'm just a senior engineer so probably I won't be able to attend these meetings without having a specific method for taking the information I need for management review (Also take the consideration that these meetings are weekly so it's probably too much for one person with other responsibilities to attend).
What we currently do is collect a PPT from each area owner (senior level, not top management) covering their KPIs, some random projects from last year for input, some random projects from the coming year as output, I do a slide or two of the summary of the internal audits with how many NCs with actions closed, and so on. But I believe this is not effective.

Could you please share with me how you do your management review, in a detailed way? like how you gather your top management for these discussions, how you summarize their points, etc~

Thank you!

 

[ChrisM]

What is your role? Are you the most senior "quality" person in the organization, and/or the "management representative"?

 

[Fatima97]

What is your role? Are you the most senior "quality" person in the organization, and/or the "management representative"?

I am just responsible of QMS, I report to the Quality director, who is part of the top management. During external audits, sometimes I represent the top management if he is not available, but if I get stuck he is the one who supports me in that term.

 

[ChrisM]

First of all, if there is no documentation, as the saying goes "it didn't happen". You must have written evidence. Second, not all the topics have to be covered in one annual meeting. The topics can be reviewed in sub-groups over the course of a year's worth of meetings by senior management.
Responsibility for "Management Review" is at the very top of the organisation, it's not the "Quality Manager's" job to convene the meeting unless it has been delegated to him; he/she just needs to make sure that "it" happens.
The output from meeting(s) should include determining if you are meeting the quality objectives, if not how you plan to get back on track to meet them, whether or not the objectives are still realistic and attainable (e.g. do we always easily meet every one of them, so we need to make the targets tougher?). You also need to look at things coming up in the future that are known about - for example changes to Standards and Legislation that will, or may, affect your organization and what you will need to do to comply. Do you have a plan in place to take account of another pandemic, or significant trade disruptions in the event of steps pushing the world closer to a war between Russia and Ukraine, for example?

This is not a comprehensive answer, hopefully others will be along to contribute too

 

[Sidney Vianna]

As a reminder, there are NUMEROUS threads concerning management review in this forum. A simple search on this topic would result in a wealth of information here.

 

[qusys]

Hello,

I've been overwhelmed with the concept of conducting management review. I know it doesn't have to be a specific meeting and does not have to be in a specific form, and I know the inputs and outputs from the ISO9001, but for our case, I believe our management already discuss the management review topics, but most probably there is no documentation for it. Also I'm just a senior engineer so probably I won't be able to attend these meetings without having a specific method for taking the information I need for management review (Also take the consideration that these meetings are weekly so it's probably too much for one person with other responsibilities to attend).
What we currently do is collect a PPT from each area owner (senior level, not top management) covering their KPIs, some random projects from last year for input, some random projects from the coming year as output, I do a slide or two of the summary of the internal audits with how many NCs with actions closed, and so on. But I believe this is not effective.

Could you please share with me how you do your management review, in a detailed way? like how you gather your top management for these discussions, how you summarize their points, etc~

Thank you!

Hi Fatima97,
it looks like your organization does not have a process in place for this. ISO 9001 has clear requirements for input and output.
Did the organization have some nonconformity related to the management review in the previous Registrar audit? Do you internally audit the activities of Mgt review?

 

[John Predmore]

how you do your management review, in a detailed way? like how you gather your top management for these discussions, how you summarize their points, etc

The approach I used in the Management Review is to insert blank slides into the Powerpoint presentation, and action items or decisions are recorded "live" in real-time as we go. The presentation is converted into a read-only PDF the day after the meeting, after a quick review and any corrections, and mailing out that PDF becomes the meeting minutes and documented record of the meeting.

As the QMS Management Representative, I started every Management Review with the same 3 slides, the verbatim bullet points from ISO9001 9.3.2 (inputs) "this is our agenda. My responsibility today is to cover these", 9.3.3 (outputs) "these decisions are your duty today", and 9.3.1 (dictionary definitions of the words 'suitability, adequacy, effectiveness, and alignment with the strategic direction of the organization') "this is how the success of our meeting will be judged". That sets the expectation for active participation of the leadership team.

I led the process at a manufacturing start-up company with fewer than 15 employees. As Quality Manager, I was hired to get the company ISO certified. Initially, the president went along with the idea of Management Review, only because it was required by our audit. His reputation was a strong dislike of all meetings, preferring management by walking around, an approach that can work okay in a small company. I debated the president once, as we worked to get our new QMS ready for audit, that the root of his distaste wasn't with meetings per se, but with unproductive, inefficient meetings.

At the conclusion of the first formal Management Review meeting (about an hour in length), the president excitedly exclaimed, "This was really great. We need to do this more often!"

After that endorsement, there was never a problem getting other managers to attend and participate (eventually submitting their own slides) in what became a monthly Management Update meeting (always planned 1 hour, sometimes discussion went overtime). Then once a year, we held a full agenda Annual Management Review meeting, with a document-controlled template, covering each bullet topic in at least one slide summarizing the past year.

 

[Golfman25]

Hello,

I've been overwhelmed with the concept of conducting management review. I know it doesn't have to be a specific meeting and does not have to be in a specific form, and I know the inputs and outputs from the ISO9001, but for our case, I believe our management already discuss the management review topics, but most probably there is no documentation for it. Also I'm just a senior engineer so probably I won't be able to attend these meetings without having a specific method for taking the information I need for management review (Also take the consideration that these meetings are weekly so it's probably too much for one person with other responsibilities to attend).
What we currently do is collect a PPT from each area owner (senior level, not top management) covering their KPIs, some random projects from last year for input, some random projects from the coming year as output, I do a slide or two of the summary of the internal audits with how many NCs with actions closed, and so on. But I believe this is not effective.

Could you please share with me how you do your management review, in a detailed way? like how you gather your top management for these discussions, how you summarize their points, etc~

Thank you!

So in your case, the responsibility should be on the Quality Director to document those occasions where management review topics are discussed in meetings you're not privy to. Work up a checklist with him that he can keep and document when specific topics have been discussed. So say, for example, the meeting discusses customer satisfaction -- he checks the box with a few notes as to what was discussed. If you can get them to incorporate a few minutes for the Quality Director as an agenda item to address any management review topics in the meeting, all the better, as it will make it a little more organized. Do this in lieu of trying to do a separate management review meeting. Good luck.