posted 20 September 1998 05:36 AM            

-------snippo------

Date: Fri, 11 Sep 1998 11:24:59 -0600
From: Paul Murgatroyd
Subject: RE:Q: Management Reviews/Broodryk/Murgatroyd

Yes, It is useful to consider the management review as a process that will add value to the overall success of the business. Furthermore, it is in my opinion the most vital component of the quality management system (many systems I have observed have failed due to deficiencies in the management review process. Furthermore this widespread and chronic state of decifiency is perpetuated by registration organizations typically accepting what I believe to be insuffcient objective evidence of compliance with the spirit of the related requirement clause. Hopefully, from what I have seen in the working drafts this will be addressed by the next edition of the International Standard ). More specifically, a properly designed and implemented review process will ensure that the system continues to develop towards an optimizing state in terms of a capability maturity model (capable in terms of delivering against the desired objectives). Ideally, the approach is proactive. with a focus on continuous improvement involving the PDCA cycle. As well, it is advisable to integrate the review into the overall strategic business planning process. The Actors in this process should include the most senior level of management that would normally be involved in strategic business planning. Again, the management review process will be the engine of improvement if properly implemented.

The management review process can be defined using the standard process model comprised of input, process activities, and output . A model I have found to be useful in this case is as follows:

Inputs:

Customer feedback data (eg: complaints, survey results, etc.)
Internal feedback data (eg: inspection results, internal audit results, etc)
Regulatory requirements
Benchmarking data
Present strategic objectives for quality management
Other relevant information

Process Activities:

Presentation of the input data that facilitates identification of levels and trends in outcomes
Comparative analysis of outcomes achieved against the desired strategic objectives Conclusion regarding effectiveness and of the present system in delivering the desired objectives
Planning the correction of known deficiencies and prevention of potential deficiencies

Outputs:

Corrective or preventive action plans
Revised strategic objectives for quality management

Although this is a fairly cursory address of your question, I hope it will be of assistance. If you can get your hands on a working draft of the next edition of ISO 9001 and ISO 9004, it will also provide some useful guidance. I invite you to contact me directly via e-mail if you would like to engage in more detailed dialogue on this topic.