One thing we've done is to expand our definition of "management review" to include all the venues where management is reviewing operational information and making decisions how to respond. These range from daily production meetings to monthly performance review meetings (held for the entire facility) to quarterly "formal MRT" meetings where we review system performance / the big picture, trends, etc.
This definition has helped us clarify (for ourselves and for our auditors) when we're focusing on the nitty-gritty and when we're looking at the big picture. It keeps our quarterly meetings high level and ensures that we have a planned approach for keeping track of all the details. Before we tended to either get bogged down in MRT by trying to review each CI project and solve each and every problem we uncovered, or skimming over those things only for them to fall by the wayside for long periods of time.
Attached is sanitized version of our "cheat sheet" that shows what we review where.
