Management Review Agenda

Randy · Jan 16, 2020

Unless you're going into this without a real expectation of getting hard and solid results along with true active participation don't waste time with a meeting (not required anyhow), just send a memo with all the necessary information, ask for and compile any feedback into a report for review keeping any return feedback as part of the record. Done deal, less wasted time & better resource utilization.

I see so many "bogus-phony-halfa^^ed" reviews every year, that are nothing more than slides with face time added, I want to hurl....And as indicated above just cut and paste what the standard says are inputs/outputs along with any documentation necessary.....Ta daaaa, done deal

ScottK · Jan 16, 2020

Randy said:
Unless you're going into this without a real expectation of getting hard and solid results along with true active participation don't waste time with a meeting (not required anyhow), just send a memo with all the necessary information, ask for and compile any feedback into a report for review keeping any return feedback as part of the record. Done deal, less wasted time & better resource utilization.

I see so many "bogus-phony-halfa^^ed" reviews every year, that are nothing more than slides with face time added, I want to hurl....And as indicated above just cut and paste what the standard says are inputs/outputs along with any documentation necessary.....Ta daaaa, done deal

Well I see Randy hasn't changed since I've been on hiatus. :bigwave:

for smaller organizations I see value in Management Review meetings, especially when so many people wear multiple hats. At least then you can get people in a room and have conversations.... if you lead it that way. Or it can just become a slide show.
I've always had it work better when I've not been the only presenter too. When the QM is the only presented it's, again, just a slide show.
And with the 2015 revision I got much better results on the discussions on interested parties and risk mitigation with senior management in the room together. That's a tough one to do by email.

Randy · Jan 16, 2020

Hi Scott, yep very little change in 20 years here for me.

No matter what it can be a slide show or goat-rope and what I generally get (not always, but quite frequently) is about as interesting as tepid water with a smathering of sugar and vinegar.... Headbangingly dull and lifeless....

When I see the results of a well thought out and performed review or reviews I definitely document it in my reports and and give that as feedback during the closing meeting.

mattador78 · Jan 17, 2020

ScottK said:
This looks good - not required but a suggestion:
I include resources an input and to identify recent hires and open positions. And the output would be any discussion based on that slide.

Our hiring and positions is something that is discussed separately from the management review in our 1/4 objectives meetings. There is less of us in the objectives meetings basically just the ones involved in hiring firing and promotion where in the review there are a couple of other staff which aren't so its not discussed in front of them.

John Predmore · Jan 17, 2020

CindyG said:
Would you mind sharing any of your slides? I really like your approach re: "why are we here?" and quoting sections!

CindyG · Jan 20, 2020

John Predmore said:
I start every review with 3 slides entitled "Why are We Here?", quoting directly from sections 9.3.1 (purpose), 9.3.2 ("agenda") and 9.3.3 (outputs). I don't read or explain the slides, only to say this is my responsibility to present, this is your responsibility to discuss and decide. For good measure, on the first slide I include definitions of suitability, adequacy, effectiveness and alignment. I think this approach sets expectations for active participation. Each attendee has before them handouts of the powerpoint slides if they wish to take notes or refer to the agenda as we go. As I prepare, I organize my slides following the 9.3.2 list, inserting a blank slide where I expect some output from discussion. If I wrote any notes on the white board during the meeting, I type those into the powerpoint deck after the meeting is over. I print to PDF, and that becomes my record of the meeting.

Thank you, John! Super idea to begin the review quoting directly from the mentioned sections and thank you kindly for sending!
Is it too much to ask for a "sneak peak" out how you actually put the agenda w/the topic inputs and outputs together on your mgmt review form?!
I really like your approach and as stated, this is my "first rodeo" w/the mgmt review so I'm thinking my presentation should look complete in order to really achieve what this mtg. is meant for.
Thank you again!

John Predmore · Jan 21, 2020

CindyG said:
inputs and outputs together on your mgmt review form?!

Not sure what form you are asking about. I told you I use a PDF of the powerpoint slides (with any outputs of the meeting captured in real time) as a record of the meeting. There is no separate form, only a record.

mike10 · Apr 10, 2020

Much thanks for sharing John (and everyone else as well)! TEC never fails to help when I get stuck!

mmasiddiqui · Apr 10, 2020

CindyG said:
I'll be holding my first mgmt. review mtg. and since upper mgmt. will all be in the room at the same time, I think it would be perfect to align the "agenda" to the ISO 9001-2015 STD. which requires upper mgmt. decisions so I am wondering and h-o-p-I-n-g if anyone has an agenda they used during their mgmt. review which covered important topics necessary to conform to ISO 9001-2015 standards.
Thank you!

To make it more effective, I would like to see an executive take over the auditing role to drive the right behavior and accountability within business. You will see a huge difference in the business's approach to Quality. I know its not easy, but is very beneficial.

John Broomfield · Apr 10, 2020

Using an auditor as an enforcer of correct behavior is not a good idea because it lets the top management off the hook while compromising the objectivity and impartiality of audit.

If the auditor is responsible for the employees behaving correctly where does that leave audit?

Correct behavior comes from leaders exemplifying this behavior while making sure the system helps employees to fulfill requirements. The auditor can then investigate and report how well this is happening.

Management Review Agenda

Randy

ScottK

Not out of the crisis

Randy

mattador78

Quite Involved in Discussions

John Predmore

Attachments

CindyG

Involved In Discussions

John Predmore

mike10

Registered

mmasiddiqui

Involved In Discussions

John Broomfield

Similar threads