Management review

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Ashland78

Involved In Discussions
#2
Quarterly or monthly staff management meetings.
Local leadership council monthly meetings. KPI monthly meetings.
Business Plan Meetings to name a few...
 

hopech

Involved In Discussions
#4
Hello all,
thanks for replying
I have management review inputs but I need an example to well understand each input and how to build an exhaustive management review
so if you have an example i'll be so grateful
 

malasuerte

Quite Involved in Discussions
#5
Hello all,
thanks for replying
I have management review inputs but I need an example to well understand each input and how to build an exhaustive management review
so if you have an example i'll be so grateful
That's not the way it works. You don't "build an exhaustive management review". Management Review is a living & sustaining process.


Example: Internal Audit Results >> You could summarize you audits done for the qtr, the non-conformances plus root causes, and the health of the QMS and the audit program. Then make a nice PPT and present it to one of your management review meetings. It could be 1 time per qtr you present.

Maintenance - summarize green to green time, TPT, issues, PAS, Up time and maybe present to one of your meetings every week

Business Continuity - It is an annual review - present changes, updates, drills completed, issues, etc.
 

RoxaneB

Change Agent and Data Storyteller
Super Moderator
#6
Hello all,
thanks for replying
I have management review inputs but I need an example to well understand each input and how to build an exhaustive management review
so if you have an example i'll be so grateful
If you have the inputs, you have what you need to build out a management review. It may be 'exhaustive,' however it likely will add little value to your organization. For management review to effectively add value and positively impact your organization, it needs to be routine and structured so that it works for your organization's culture. Maybe it's layered, maybe it occurs via dashboards that leaders respond to instead of formal meetings...the options are many for making the management review process work for your organization.

We also don't know your organization...your culture...your language...what your priorities are. YOU do. :)

So, how about we turn this around a bit...

If you know what the inputs are, why don't you show us how you think an 'exhaustive' management review should be structured so that it's meaningful for your organization. That will hopefully offer us something to which we can offer feedback.
 

John Broomfield

Leader
Super Moderator
#7
Top managers could try answering three questions for the benefit of their employees:

A. What is our management system helping us to do well?
B. Where is our management system not helping us?
C. What are we to do about B. above?

The objective being:

To ensure our management system helps us all to fulfill our objectives.

A post Management Review Report to the employees isn’t a bad idea either.
 

hopech

Involved In Discussions
#8
hello All,
thanks for your reactivity

In fact these are management review inputs according to IATF 16949:2016
a) audits results;
b) feedback from relevant interested parties (including analysis of customer's supplier metric dashboards);
c) operation of processes and conformity of products and services;
d) non-quality costs
e) manufacturing feasibility studies
f) maintenance performance
g) status of preventive and corrective actions;
h) actions resulting from previous management reviews;
i) the performance of external service providers
j) adequacy of resources
k) the effectiveness of the actions implemented face to of risks and opportunities
l) changes in internal and external issues relevant to the quality management system;
m) Allocation of changes in the QMS
n) proven customer incidents and their impact on safety or the environment.
o) A summary of the results of the measurements at the specified stages during the design and
product and process development, as appropriate
p) recommendations for improvement.


to be more specific, im operating in automobile industry without doing product design
I need clarifications about these inputs especially e) f) k) n) and o)
thank you so much
 

Steve Prevette

Deming Disciple
Leader
Super Moderator
#9
I'll take on f) maintenance performance since I worked in maintenance and did a lot of maintenance metrics.

First - do you have maintenance metrics - such as mean time between failures, mean time to repair, reliability (uptime vs downtime not counting planned downtime) for your safety related equipment, critical production equipment, and all other equipment covered by your maintenance system?

How much rework is involved - that is we fix it one week and it breaks down again the next week? What are the delays in work -such as is the equipment down waiting for parts?

How is your modification performance - if mods are needed are they done on budget on time?

For that matter, what is the costs of doing maintenance - is it on budget? Are there any budget busters?

What are any delays in doing maintenance? One facility I was at, once operations released the work package, we'd track any delays such as scheduling delays, parts delays, plant condition delays, personnel delays (all the piper fitters are tied up today in training), poorly written maintenance work package, delays in getting the work package approved? That allowed use to pre-emptively avoid delays, also allocate craft support more effectively.

Any safety issues, such as with lock and tag? How about injury rates for craft workers? Do workers have an input on how work gets done?

All this is to support that - When operations needs the equipment to run, the equipment runs effectively and safely and the maintenance costs are acceptable.
 

malasuerte

Quite Involved in Discussions
#10
e) This would come from 1st, your process development team
f) AS per above from @Steve Prevette
k) This is huge - from the Actions that come out of FMEAs; also your Business Continuity Plan actions
n) Exactly as it sounds - what customer issues you have and how have you worked to fix them
o) This is the metrology of the process - except during development; how was the process/product measured during the development process
 
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