Kcipoh, I already stated my view pretty clearly in a post below:
This really depends on your organisation structure and what's going to work for you. There's no single right answer....
I'd always make sure it's the person who is as senior in the organisation as possible who will champion the system - it must be someone with the authority to make things happen.
Few of my clients have a department called a 'quality' department. And I'd much rather have it so, as everyone does and should own quality. It most certainly does
not and never should be owned or the responsibilty of a single department!
I repeat: get someone as high up on your organisation totem pole as possible. The lower down on the scale that an MR is, usually the lower importance & understanding the organisation has of what a quality management system (or business management system - I agree, better name for it) really is or should be or can be. Sigh
Re. chair, please don't confuse who 'should' be the MR with who 'should' chair the so-called "management review meeting". That's a different issue.
If you choose to have such meetings, then it/they can be chaired by whoever works in
your organisation.
the standard requires that you perform a management review, it does not say you have to have a meeting to perform a management review!
Yes, exactly. A point people often fail to understand.
I think management review comprises activiies done in many differing venues/forums, at many levels and at different times. I dislike the special so-called MR meeting of the 'let's all go into a room and work through the items listed in the Standard' and only those items approach! Usually divorced from the rest of the busienss and not seen as valuable, for good reason.
BIG B
RAINS .....
Highlight for the right word
Did you drink/smoke /eat something odd? Is this in the right forum even? It doesn't make sense.