What constitutes a Management Review? Informal Management Review

TPMB4

Quite Involved in Discussions
#1
I was wondering about what consitutes a Management Review and have been looking at the files related to it on here. It got me thinking about our company and the way we operate is with regular meetings to deal with the progress of the orders. This is not a review but due to our size it kind of takes in some of the goals of the review. By that I mean it reviews the way we are doing the processes, resources, performance, forward planning, update on performance of company, corrective actions (and other Quality issues) and indeed future business both potential and gained.

Anyway, I guess the MR (Management Review) is partly taken up by matters raised in these regular meetings. The whole process is conducted with senior management (most or all those in the MR normally) and representatives of the shopfloor. I was wondering if there is any merit in keeping a record of these and whether it would count towards the Management Review requirement?? They raise actions and monitor the results of those actions too. It's just that they are not formally recorded. If they were would they count at all? Just looking for the views of those more experienced than I (pretty much everyone on here).
 
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Stijloor

Staff member
Super Moderator
#2
Re: Informal Management Review

I was wondering about what consitutes a Management Review and have been looking at the files related to it on here. It got me thinking about our company and the way we operate is with regular meetings to deal with the progress of the orders. This is not a review but due to our size it kind of takes in some of the goals of the review. By that I mean it reviews the way we are doing the processes, resources, performance, forward planning, update on performance of company, corrective actions (and other Quality issues) and indeed future business both potential and gained.

Anyway, I guess the MR (Management Review) is partly taken up by matters raised in these regular meetings. The whole process is conducted with senior management (most or all those in the MR normally) and representatives of the shopfloor. I was wondering if there is any merit in keeping a record of these and whether it would count towards the Management Review requirement?? They raise actions and monitor the results of those actions too. It's just that they are not formally recorded. If they were would they count at all? Just looking for the views of those more experienced than I (pretty much everyone on here).
First of all, the Standard does not require "meetings." Management reviews can be completed in a virtual environment. Topics discussed during other meetings can be included as part of the Mgt Review, as long as you maintain records and it leads to actual Decisions and Actions!
 

John Broomfield

Staff member
Super Moderator
#3
Re: Informal Management Review

I was wondering about what consitutes a Management Review and have been looking at the files related to it on here. It got me thinking about our company and the way we operate is with regular meetings to deal with the progress of the orders. This is not a review but due to our size it kind of takes in some of the goals of the review. By that I mean it reviews the way we are doing the processes, resources, performance, forward planning, update on performance of company, corrective actions (and other Quality issues) and indeed future business both potential and gained.

Anyway, I guess the MR (Management Review) is partly taken up by matters raised in these regular meetings. The whole process is conducted with senior management (most or all those in the MR normally) and representatives of the shopfloor. I was wondering if there is any merit in keeping a record of these and whether it would count towards the Management Review requirement?? They raise actions and monitor the results of those actions too. It's just that they are not formally recorded. If they were would they count at all? Just looking for the views of those more experienced than I (pretty much everyone on here).
TPMB4,

What constitutes MR?

Whenever top management reviews the performance of their management system to determine any further actions needed for the management system to be suitable, adequate and effective.

Your regular progress meetings may address some of the required agenda items but probably not all items such as the performance against quality objectives and future planned mergers or upcoming changes in regulations.

What MR records to keep?

Have objectives for your records so you know when to archive or dispose of them.

The most valuable records from management review, I find, are the PARs invoked by top management to change the system for new quality objectives or to manage other needed changes.

Also keep copies of your management system performance reports and the actions required by top management. These actions may be recorded on the report itself.

Reporting MR to the employees

It is good for the employees to see what top management is doing to make their management system better so it helps employees to determine and meet requirements.

John
 

Wes Bucey

Quite Involved in Discussions
#4
Re: Informal Management Review

I was wondering about what consitutes a Management Review and have been looking at the files related to it on here. It got me thinking about our company and the way we operate is with regular meetings to deal with the progress of the orders. This is not a review but due to our size it kind of takes in some of the goals of the review. By that I mean it reviews the way we are doing the processes, resources, performance, forward planning, update on performance of company, corrective actions (and other Quality issues) and indeed future business both potential and gained.

Anyway, I guess the MR (Management Review) is partly taken up by matters raised in these regular meetings. The whole process is conducted with senior management (most or all those in the MR normally) and representatives of the shopfloor. I was wondering if there is any merit in keeping a record of these and whether it would count towards the Management Review requirement?? They raise actions and monitor the results of those actions too. It's just that they are not formally recorded. If they were would they count at all? Just looking for the views of those more experienced than I (pretty much everyone on here).
Let me suggest the idea of recording topics covered and actions taken is NOT primarily to satisfy a third (or even second party) audit, but as an aid in evaluating the effectiveness of what the organization does. This evaluation helps the organization determine

  • what works, what doesn't;
  • what's efficient, what isn't;
  • what's profitable, what isn't;

Therefore, whether an organization engages in formal, sit down meetings, meetings via computer, or phone, or casual corridor conversations, or just one guy (the boss) nosing around and making management decisions, the concept of note taking (recording) is a useful and viable adjunct to the management review, itself.
 
S

silentrunning

#5
Re: Informal Management Review

If we have anything above a mild conversation we keep notes on it. The reason being - some problems have already been investigated and worked out years ago. Questions of statuatory regulations may have been addressed by people who have since moved on. I don't like to cover the same ground more than once. We usually will put an addendum on our management meeting stating any actions taken. This sounds cumbersome but it really saves time in the long run.
 

Wes Bucey

Quite Involved in Discussions
#6
Re: Informal Management Review

If we have anything above a mild conversation we keep notes on it. The reason being - some problems have already been investigated and worked out years ago. Questions of statuatory regulations may have been addressed by people who have since moved on. I don't like to cover the same ground more than once. We usually will put an addendum on our management meeting stating any actions taken. This sounds cumbersome but it really saves time in the long run.
This is good. What method is there for retrieving and evaluating those notes when a similar topic arises? How do folks know when a similar topic arises?
 
S

silentrunning

#7
Re: Informal Management Review

This is good. What method is there for retrieving and evaluating those notes when a similar topic arises? How do folks know when a similar topic arises?
Therein lies the weak link! :eek: I put headings on our MRMs but sometimes it takes a lot of reading on my part to find an item. I have started a catalog of items such as materials, county actions, vendors, etc. Hopefully I will get it completed before I retire. :D Any ideas would be greatly appreciated.
 
K

kgott

#8
Re: Informal Management Review

This is good. What method is there for retrieving and evaluating those notes when a similar topic arises? How do folks know when a similar topic arises?
I have often wondered how to go about that.

Most times when I start with an organisation I hunt around in the server I'll find a folder that says something like 'know how', body of knowledge etc, but these usually have very little in them so this indicates to me that what started out a good initiative didn't last long.

I'm inclined to think the step that is missing in management review is to go over the decisions made and actions taken and add some postscript remarks about did it work or didn't it, if not why etc. Such a step is likely to be the hardest for most organisation because it does mean revisiting old ground as it were.

I tend to think this would be best accomplished by the use of good lessons learned data base which would be a simple spreadsheet as they are easy to make, open up, filter and add information to. For this reason I think they represent the best chance of evaluation of success or otherwise of decisions made and actions taken in the past.
 

Wes Bucey

Quite Involved in Discussions
#9
Re: Informal Management Review

I have often wondered how to go about that.

Most times when I start with an organisation I hunt around in the server I'll find a folder that says something like 'know how', body of knowledge etc, but these usually have very little in them so this indicates to me that what started out a good initiative didn't last long.

I'm inclined to think the step that is missing in management review is to go over the decisions made and actions taken and add some postscript remarks about did it work or didn't it, if not why etc. Such a step is likely to be the hardest for most organisation because it does mean revisiting old ground as it were.

I tend to think this would be best accomplished by the use of good lessons learned data base which would be a simple spreadsheet as they are easy to make, open up, filter and add information to. For this reason I think they represent the best chance of evaluation of success or otherwise of decisions made and actions taken in the past.
The stale joke is:
"If it were easy, everybody would be doing it."

Consultants such as I and others recognize the real topic is "Document Management."

Before modern desktop and mobile computers, Document Management was very labor intensive and required continual updating of cross index files so that a pertinent document could be located (drilling down from major topics to final document through a series of steps) and then retrieved.

One might think the advent of computers made it much easier - it has, but only for those who make a conscious effort to adopt a system that is workable with the personnel involved and fits the budget of the organization.

Some organizations are lucky to have in-house personnel with skills and experience to create and implement electronic document management systems. Other organizations might resort to consultants to help them choose and implement a commercial software package that fits their needs and budgets.

Almost always, it is counterproductive for inexperienced personnel to try to cram enough information and knowledge of Electronic Document Management Systems to make such a choice and implement it just by scouring the internet for tips. The pay scale of such individuals during their learning and implementation period often exceeds the cost of consultants and commercial software.

For the record, there are a number of easily adaptable commercial software packages available which are user friendly (VERY important so personnel can and will enter data and easily find and retrieve it later.)

I've written about Electronic Document Management extensively over the years - most recently in the past two weeks with this post.
 
M

MayaP

#10
Re: Informal Management Review

Hi, Doug
one can assign keywords to documents like you see keywords on top of article (main subjects).
sometimes search function works in MSWord, but it picks up all sorts.
Maya
 
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