Too often management sighs when they know they have another one of those “ISO meetings.” I would too if it consisted of listening to one person, the quality manager, report on his or her findings for an entire hour using “ISO” language no one else understands.

1. Iso 9001 2015 Management Review
2. Iso 9001 Management Responsibility

Don’t let concerns with auditability and documented information drive bureaucracy into your quality management. Decision making and ISO-9001. This post's quality resource is an editable MS Word template that addresses the Management Review Agenda 'inputs' required by ISO 9001:2008 and can be downloaded immediately.

I mean the ISO standard tells you exactly what you need to discuss and report on during these management review meetings. What could go wrong, right?

Well, if the quality manager is the only one talking throughout the meetings and rigidly sticks to an agenda of items using “ISO” language no one else understands, can you blame management for the sighs when they are reminded of another management meeting?

Think about it…how fun is a conversation when the other person never lets you get a word in? You have to listen to their stories and when you go to interject, they just talk louder and continue on.

On the other hand, there are those you have a conversation with where one hour with them feels like five minutes. Why? They talked, you listened and when you talked, they listened!

This is a good lesson to take into how we set up our management review meetings. Treat your management review meetings as a platform for members of your team to discuss what they see working well and not working so well within your quality management system. If you, as the quality manager, take a step back during these meetings to listen to what others are saying they can really reveal true issues within your system. I explained what works well DURING a management review meeting in a previous post (click here to read it).

What To Do When the Meeting is Over?

While what you do during the management meeting is important, the actions you take afterwards and your organization of discussion topics is even more important.

If you’ve listened to your management team and took copious notes, you didn’t have time during the meeting to organize what was discussed and fit them into the various input requirements from Clause 5.6.

Your job is not over when the meeting ends because now you need to organize your notes and what was discussed so you can create any follow-up actions, complete any corrective action forms, and ensure any problems discovered don’t get overlooked. When problems are not solved or followed up on, your product or service quality will start to slip.

In order to stay accountable to topics discussed at management review meetings it is important to create a chart or table to organize what are called action items. Here is an example:

(Note: This is not a complete table..just enough examples to ensure you understand)

Iso 9001 2015 Management Review

Notice how this particular Action Item table is organized by department. Another way to organize it is by the management review outputs listed in clause 5.6 in the ISO 9001:2008 standard. Here is what that would like look:

(Note: This is not a complete table..just enough examples to ensure you understand)

As you can see in the two example tables above, each category, if discussed at the meeting, has an action plan for the next meeting. Each action plan is responsible to one person and a description of how they plan to do it is listed as well. This method of objective, person responsible, and action plan ensures issues discussed at your meetings are not forgotten about. There may not be an action item for each department every management review meeting. However, if a problem or concern is raised at a meeting, it is important management decides on an action plan to remedy it.

Also notice in both examples how previous action items are followed up. In the management section of the Management Review Notes Table 1 there was a problem at the last meeting concerning “filling out final inspection forms.” The result was 29/39 final inspection forms were completed in the previous month. Management decided to keep this same action item but increase percentage complete for the next meeting: “improve final inspection form completing to 85%.” This action item is listed second in the far right column. Depending on if this goal is reached or not at the next meeting will determine how long this action item needs to be followed up upon.

Sometimes it may take your organization two or three meetings before a particular action item or problem is finally solved in a way you are happy with. This is ok! There is no ISO requirement that problems need to be solved in “x” amount of time. What is important to an auditor is seeing your organization is dedicated to talking about quality management issues and taking actions to fix them.

Here is a list of other actions you should be taking as a quality manager after management review meeting:

• Review notes and input necessary information into meeting minutes template of your choosing.
• Ensure action items identify due dates, personnel responsible, and any actions to be taken.
• Send completed management meeting minutes form to management. It is especially important for those management members with an action item for the next meeting to receive a copy.
• Set a date for the next management review meeting.
• Make a plan of action to follow up on actionable items before the next meeting.

Please let me know in the comments section below if there are any other steps you take during your management review meetings to ensure their success.

Procedures and Templates Proven to Streamline Your Management Reviews

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If you’ve been working towards ISO 9001 certification, you know how much work is involved. Every step needs to be meticulously planned and implemented in as streamlined a manner as possible if you’re ever going to meet all of the standards and meet them well.

You could outsource the certification process, costing your company a good deal of money that could be spent elsewhere.

But if you decide to take care of it in house, do you really want to invest all of the hours and resources into developing your own processes, templates, and procedures?

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Control of Management Reviews Procedure

The purpose of our Control of Management Reviews Procedure (view sample) is to define your organization’s process for undertaking management reviews in order to assess the effectiveness of the application of our quality management system and its compliance to ISO 9001:2015.

This procedure also defines the responsibilities for planning, conducting, reporting results and retaining associated records. It includes these professional implementation materials to streamline and direct your process:

1. Process Activity Map
2. Meeting Minutes
3. Process Map

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This package includes the entire procedure detailed above as well as everything you need to plan and implement management reviews successfully:

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Iso 9001 Management Responsibility

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9.3.1 General

The management review process requires Top management to periodically review the QMS to ensure its continuing suitability, adequacy, effectiveness and alignment with the strategic direction of
the organization.

Why undertake management reviews?

1. Determine and evaluate QMS performance
2. Determine the need for change and improvement
3. Determine the suitability of the policies and the objectives

The purpose and final outcome of the management review should be continual improvement of the QMS. As your organization’s QMS increases in its effectiveness and efficiency, your performance will likewise increase.

When should we schedule a management review?

The frequency or intervals of reviews must be defined in the QMS.

Aim to do a management review at least once a year or more often if appropriate. Little and often is best; there is nothing to say that you have to go through the full agenda each time, nor is there any need to duplicate effort if you cover certain aspects as part of other management meetings.

What should be reviewed?

Internal and external issues should be discussed - and their potential effect on the strategic direction of the organization.

Internal

1. Minutes from previous management reviews
2. The policies, objectives and targets
3. Results of QMS and process audits
4. The extent to which objectives and the numeric targets were met
5. Assessment of risk management actions

External

1. New or proposed legislation or regulations
2. External providers and suppliers performance
3. Changing expectations/requirements of relevant interested parties
4. New or modified activities, products, or services
5. Advances in technology and science
6. Changing market preferences of buyers

9.3.2 Management Review Inputs (Agenda)

The management review process must ensure that the necessary information is collected ahead of time to allow management to effectively perform the review.

The management review process should focus on the following inputs:

1. Risks and opportunities (Clause 6.1)
2. Possible changes that might affect the system (Clause 6.3)
3. External provider and suppliers performance (Clause 8.4)
4. Customer satisfaction and perception (Clause 9.1.2)
5. Audit results (Clause 9.2)
6. Non-conformity and corrective actions (Clause 10.2)

9.3.3 Management Review Outputs (Minutes/Actions)

All management reviews must be documented. Observations, conclusions, and recommendations for further necessary action from the review must be recorded. If any corrective action must be taken, Top management should follow up to ensure that the action was effectively implemented.

Auditors should expect to evidence the same outputs from management reviews as ISO 9001:2008 Clause 5.6.3, however, they should note that the results of management reviews can now be held in any format that the organization chooses.

Typical outputs might include:

1. Process improvement actions
2. QMS improvement actions
3. Product improvement actions
4. Resource provision actions
5. Revised business plans and budgets
6. Changes to quality objectives and policies
7. Management meeting minutes

Management review meeting minutes should be retained as documented information.

How's best to document management reviews?

It is not a mandatory requirement to document the management review procedure for achieving ISO 9001:2015 certification, however, if the management review process is vital in achieving product quality; you may find a documented procedure useful.

Develop and implement a management review procedure that defines:

• Management review responsibilities
• Management review scheduling
• Management review inputs
• Management review outputs

Measuring management review effectiveness

The management review process can be measured by assessing the effectiveness of key decisions/outputs; e.g. budgetary changes, forecasts, revised resources plans or changes to the quality policy or objectives.

Management review outputs are intended to improve your business; auditors will look for evidence that this is being achieved.

Don’t Try to Manage It All Alone!

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Instead of trying to create everything you need to follow this process from scratch, use ours. We have procedures, templates, checklists, process maps, forms, and meeting agendas to help you document your management reviews without missing a single input or output.

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