What should be included in Management Review Meeting for ISO 9001:2015?

[Anerol C]

9.3 MANAGEMENT REVIEW - ISO 9001:2015

5) monitoring and measurement results

(d) the adequacy of resources
.

What type of info, charts are you showing/reviewing in your management review for:
5 Monitoring and measurement
d Adequacy of resources.

Thanks

 

[qpled]

What type of info, charts are you showing/reviewing in your management review for:
5 Monitoring and measurement
d Adequacy of resources.

Thanks

For Monitoring and measurement: focus on how/when monitoring has occurred and the resulting measurements of KPI's, especially any mentioned in our scope.

Adequacy of resources: presentation of info gathered from: results from Internal audits, employee feedback, the above mentioned monitoring/measurement of KPI's, SWOT analysis, and any other data we have on the current status of our resources (people/machines/building/etc...)

 

[normzone]

All of the above - AND as a QAPA (quality assurance performance artist) in the meeting I alternate between rushing through the routine stuff to save time, and then slowing it down to a crawl to address unpleasant things that people are trying to avoid talking about.

 

[Scott.Hilton]

So my question is in regards to this section:1) customer satisfaction and feedback from relevant interested parties to the QMS

We have the customer satisfaction down, but I am trying to figure out how to show and easily correlate the "other" interested parties.

Is anyone showing a matrix of interested parties that includes Feedback loops?

In other words: Interested parties: Employees: Feedback loop-Performance reviews, townhall meetings etc.

I am both trying to show determination of feedback where needed, but also where feedback is not needed for certain interested parties.

I have considered using a scoring matrix and only a certain score field requires feedback, which may be most simple.

Anyone have examples of this?

 

[MichaelDRoach]

I'm looking to find just what does it mean in 9.3.2c)3) "Process performance and conformity of products and services"? What process or processes is this focused on? I can understand the conformity of products and services.

 

[Kronos147]

FWIW, I believe it is a really good practice to have a controlled agenda with all the items included in 9.32, 9.3.3, plus all of the stuff management asks to be included. When it comes to things like process performance, or objectives, again, I think it is a really good practice to reference forms controlled by the system that actually get used, and then reviewed during the management review process.

Example: Results of audits: see audit report form QA147
Supplier Performance: See Supplier Performance Report SPR133

 

[Kronos147]

I'm looking to find just what does it mean in 9.3.2c)3) "Process performance and conformity of products and services"? What process or processes is this focused on? I can understand the conformity of products and services.

You have to define the processes of your organization as per 4.4.1 "The organization shall determine the processes needed for the QMS..."

These processes are how you look at everything in your system, hence the process approach.

When read in order, these clauses talk about processes:
0.1 General, 0.2 Quality Management Principles, 0.3.1 Process Approach: General, 4.4.1 QMS and its Processes, 5.1.1 Leadership and Commitment: General, 5.3 Organizational Roles, Responsibilities and Authorities, 6.1.2 Planning: Actions to Address Risks and Opportunities, 7.1.4 Environment for the Operation of Processes, 8.1 Operational Planning and Control, 9.2.2 Internal Audit, 9.3.2 Management Review: Inputs

I think about it like this. Each process, once identified, needs a Process Owner, you need to understand all of the requirements that apply to the process (ISO 9001, customer, statutory, regulatory, etc), what procedures or work instructions (internal requirements) apply to the process, the Risks and Opportunities specific to the Process, Key Performance Indicators or Performance Metrics, Training requirements for personnel performing the process and sub-processes, Relevant Interested Parties (Internal and 'External Customers' apply), and then make sure the Internal Audit plan knows all of the above.

 

[AMIT BALLAL]

Performance of QMS pocesses have to monitored. These processes can be Quality, Production, Stores, Purchasing, etc. as identified in 4.4 by the organization. Performance of all these processes shall be input to Management review. This can be done through KPIs (Effectiveness / efficiency measures).

 

[Big Jim]

Keep in mind that a commonly used measure for overall process performance is on-time-delivery (OTD). If all of your processes are behaving you are likely to have a high OTD. If OTD is on a downward trend it is time to investigate further and determine where the problem is.

Further, the performance of all of the KPI collectively speak to process performance.

 

[tony s]

What we did to satisfy 9.3 is by integrating the "inputs" into the existing Management Committee (ManCom) meeting. The ManCom meeting is held monthly to tackle various agenda. We don't treat each 9.3 "input" as an agenda. We don't set "monitoring and measurement results" or "opportunities for improvement" as an agenda to be discussed and deliberated. We only use them as "inputs". For example, if we had the following sample agenda, we can demonstrate that the relevant inputs have been covered:

1. Status of process performance targets (relevant inputs: 9.3.2c.2; 9.3.2c.3 and 9.3.2c.5);
2. Complaints for the month to be resolved (relevant inputs: 9.3.2c.1 and 9.3.2c.4);
3. Customer audit for resolution (relevant inputs: 9.3.2c.1; 9.3.2c.4 and 9.3.2c.6); etc.

If actions are necessary for each agenda, these are recorded and logged for next meeting's verification.