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Full disclosure, I’ve posted this in one other place. I’m curious which forum will provide more usable advice.
Ok, I’ve spent a lot of time in the learning and development world facilitating more classes than I care to admit, but there’s one thing in the ISO world that I’ve not yet managed to accomplish.
A management review that’s useful, interesting, efficient and is centered around the needs of the company, not the needs of the certification.
You know, one that doesn’t suck…
One where the participants at the end are excited (or at least willing…) to “go forth and do”, rather than wondering where lunch is.
I am wholly and completely open to suggestions, as I’ve a very limited capacity to engage in meetings for the sake of meeting.
So, a lot of consultants are going to give you spiels on how to have exciting meetings, etc., and they typically fail. Worse, the ISO standards are very explicit on the agenda for such meetings (inputs) and that list is getting longer and longer with each new revision, so you’re stuck with the expected content. The only thing you can change is the frequency, method and presentation style.
The truth is, if management is bored, it requires a culture change, and no rejiggering of the management review meeting is going to help. There’s also the unspoken truth that a meeting is only as good as the personality of the person heading it up. I keep my meetings light, fast and funny. I add a lot of humor and sarcasm (when I can get away with it) and it makes the meeting go fast. Half the time, the attendees were not even aware we had burned up 2 hours. In clients where I can’t get away with that, the meetings are dull and boring. It’s worse when the culture “hates meetings” (they need to get over themselves) or where everyone brings a laptop and ignores the presenter the entire time, answering emails about something entirely different. That drives me batshit crazy.
Senior management needs to be excited to know what the QMS has to tell them, and nothing short of therapy can make a disinterested manager suddenly get interested. You can present data in an exciting way, but if the boss already has a dim view of “quality” then there’s not much you can do.
Not helpful, I know, but a lot of people are going to feed you a lot of BS on this subject.
Here’s a practice the company I work at does which makes management review relevant and tolerable. We essentially conduct mini-management reviews each week / month, albeit somewhat shortened – meetings last 1 to 1 1/2 hours each. The majority of our operational metrics are reviewed at a monthly meeting i.e. sales, growth, profit, OTD, scrap, RMA, employee retention / needs and other related companywide metrics. Corrective Action, product returns / complaints, Engineering changes are reviewed weekly by top management.
With this practice, throughout the year, about 80 – 90 percent of management review requirements are met at these weekly and / or monthly meetings. Any ISO management review requirements that are not covered by the periodic reviews are discussed at ONE ‘special’ management review roll up meeting – this would include topics such as relevant of the Quality Policy, Internal Audit results, Interested parties adjustments etc. etc.
This method allows our top management group to have weekly or monthly reviews of the companies metrics / goals and allows an efficient mechanism to gauge company direction and implement adjustments that may be necessary. While a certain level of discipline is required using our method I can’t imagine why a top management group would rather to conduct a ‘management review’ of it’s QMS only once per year. A once per year method supports the ISO standard requirement however our team feels a weekly / monthly review better supports overall business practiced and intended direction.
I’m one of those ‘nasty, old CB Auditors’ and I must say I like the approach you are taking with Management Review. Keep it up because in my opinion MR is one of the most important ISO functions.
I had a long discussion at an Online Quality Forum with several persons who took an opposite approach in that they didn’t see the importance of Top Management being involved with MR. I gave them an example of an actual incident that I had with a client where I discovered at the closing meeting via Top Management that what had been presented to me regarding the company MR were lies. I immediately broke off the closing meeting and raised a non-conformance. Of course the so-called Online Quality Forum experts I was discussing this with went berserk in that they insisted that I could not issue a non-conformance at the closing meeting even if I did discover categorically that I was lied to. Our discussions went on and on via posted threads and ultimately they booted me from the Forum (never debate or disagree with these people).
I would like to read about your thoughts, anyone’s thoughts, about this. In summary if you get caught in a lie, even at the closing meeting, do you agree that a NC can be raised? How would you manage this situation ?