You asked for a presentation on Management Reviews. Here it is : ) How to get maximum results from Management Reviews.

1. Management Reviews:
ISO-Clause
OR
Executive Claws?

2. Introduction - Preamble

3. This tutorial is directed at
two main groups:

4. [A]
Those companies that are
considering certification to
the new standard ISO 9001:
2015

5. This group has never been
certified before, and thus
the Management Review
requirements are
“brand new”

6. [B]
Those companies that
have been certified to ISO
9001: 2008. This group will
be familiar with the basic
concepts of
“Management Review”

7. The objective of this
tutorial is to offer insight as
to how to get the most
value out of
Management Reviews

8. The insights offered here
are a combination of
“direct” ISO9001
requirements and personal
observations

9. This requirement was
found under clause 5.6 of
ISO9001: 2008, and is now
found under clause 9.3 of
ISO 9001: 2015

10. It is our contention that
much value can be derived
from
“Management Review”
activities

11. Hence this tutorial

12. If you have to have a
management review, it’s too
late!

13. The first rule is that
management reviews must
flow naturally from our
organizational culture

14. Management Reviews
should be part of our
organizational
PROCESS ENGINE

15. In the same way that we
love to say that quality
must be “built in” when we
tend to speak of products,

16. Management reviews
should be “built in” when it
comes to our complete
QMS

17. Certainly, we cannot accept
that a management review
takes place due to yet
another crisis that has
occurred.

18. LET’S RECAP:

19. In the “OLD” ISO9001:2008
standard there is a note
referring to the inclusion of
“management activities” as
part of the organization’s
processes.

20. Since there are numerous
“management activities”
that take place even on a
DAILY BASIS,

21. We can then see that
Management activities
should take place
continuously and should be
pro-active, not re-active.

22. In an ideal world,
management activities
would then be mostly pro-
active and often scheduled
before they take place.

23. *We could consider that
many such pro-active
activities would dove-tail in
with the “risk-based”
approach of the new
standard [2015]*

24. Since it is then usual to
conduct management
activities continuously,
such activity would then
“naturally” flow in to
higher level management
reviews.

25. Any such management
activity that takes place
should then serve as a
“mirror”
of organizational activities.

26. Again, in an ideal world
there should be no
surprises.

27. While I personally
recommend that some of
my clients schedule
“annual” reviews,

28. this serves as a
“continuous mirror”
and not a stand-alone
activity

29. The actual process-flow and
sequence and interaction of
such management activities
will differ from company to
company.

30. To illustrate, the following
example is included:

31. Weekly
Marketing
Meetings
Weekly
Sales
Meetings
Weekly
Production
Meetings
Internal
Audit
Process
ANNUAL
MANAGEMENT
REVIEW
Quarterly
Meetings
Key
Account
Meetings
Corrective
Action
ProcessMonthly
Meetings

32. The process-flow illustrates
how such management
activities or “reviews” can
take place within an
organization

33. Such reviews and activities
are clearly planned for and
built in.

34. It should also be clear that
Management Review
requirements as outlined in
the new clause 9.3 are
distributed amongst the
processes as illustrated in
the diagram

35. We could therefore say
that management review
requirements are fulfilled
across various processes,
different activities and are
distributed-over-time.

36. Such reviews and activities
are clearly planned for and
built in.

37. By the time we conduct the
“annual review” as in the
example, substantial data
and performance statistics
would be available

38. Under such circumstances,
it is likely that numerous
reports and systems can
then be referred to.

39. In our “modern” and
enlightened world we
could expect that partakers
of the review would extract
or view the related data
and records from a cloud-
based scenario.

40. Clearly, planning and
infrastructure for such a
“cloud” would have taken
place.

41. By the time we access this
cloud in the “annual
review” this activity should
act as a mirror and there
should be no surprises.

42. In the same way that we
love to say that we cannot
prepare for an audit, we
cannot prepare for the
management review.

43. Business as usual!

44. The second rule is that we
do not adjust or
“panel-beat” our activities,
processes or system to suit
“ISO”.

45. Such approaches are
archaic and are down-right
false.
Little value can be derived
from such an approach.

46. Our organization should
preserve its own culture,
within the context of the
market sector that it
serves.

47. To use an example-
there is no need to follow
ISO9001 clause numbering
in any way.

48. It is also not necessary to
use ISO 9001 terminology.

49. Some years ago I audited a
company that was in the
process of applying for
ISO9001 certification.

50. The auditors on my team
were quite bewildered
because of the uniqueness
of the system.

51. The “QMS” was entirely
process based, and
consisted of an end-to-end
IT infrastructure.

52. This was extremely advanced
for that time period, and one
of the few systems I came
across that was completely
“autonomous”.

53. No consideration was given
to the “ISO realm” at all:

54. There were no clauses, no
numberings and absolutely
nothing that was typical of
“QMS” systems of that
time.

55. To make a long story short,
I gave my team members
this instruction: “no
requirement, no non-
conformance”

56. In other words, unless they
could prove that
somewhere in the system
there was a non-
conformance,

57. then the status would be
that of “conformance”.

58. The auditors had much
discussion as to:

59. what constituted “contract
review”,
what constituted “process
control”,
what constituted “corrective
action”.

60. Especially so since no such
terminology was available,
and very few “documented
procedures”

61. In the end, only two minor
non-conformances were
raised.

62. The bottom line is that our
“QMS” should allow the
faultless and continuous
rollout of our mission,
strategy and values

63. The evidence of the
achievement of this lies in
the successful attainment
of our targets, goals & kpi’s

64. Add to this the attainment of
a unique brand identity,

65. and I believe that the
“ISO requirements” would
be inherently found
distributed across our
processes and activities.

66. In summary, the focus of
management activities
should be the continuous
strengthening of our
business mission, strategy
and values

67. Manage Change

68. The third rule is that the
management of our
organization need to
manage change.

69. More specifically, the
impacts of disruption need
to be minimized

70. Possibly the biggest risk to
the failure of mission and
strategy achievement is
inadequate preparedness
for managing change.

71. In today’s rapidly moving
world, we need to establish
the agility needed to react to
the constant bombardment of
daily challenges.

72. To do this subject justice is
beyond the scope of this
article, but the following
elements should be
considered:

73. Change in market sector
IT changes
Legislative changes
Project changes
New appointments of executive staff
Contractual changes and amendments
SCM and logistics changes

74. A key consideration is that
management should
establish a culture where
targets and kpi’s are
achieved, irrespective of
the demands of change.

75. *Organizations should also
integrate change elements
into their risk management
program*

76. A robust change management
approach will free top
management to review
organizational processes
without hindrance

77. Processes First

78. The fourth rule is to always
have a “processes first”
approach to our QMS and
management review
activities.

79. We will high-light only one
specific sub-clause of
management review here:

80. 9.3.1 process performance

81. Over the years, it has become
apparent that many
organizations have had
inappropriate responses to
this sub-clause.

82. Organizations should allow
this requirement to reflect
the processes of their QMS.

83. The following diagram is
used to illustrate:

84. Marketing Sales Purchasing Quality
Function
Internal
Audits
Corrective
Action
ANNUAL
MANAGEMENT
REVIEW
Human
Resources
Production
FinanceTraining

85. Based on the above
diagram,

86. content should relate to
marketing, sales,
purchasing, production,
human resources, training,
finances & quality function.

87. Since the core requirement
of the standard is to:

88. identify processes,
determine their sequence
and interaction and control
these processes

89. [Refer to
4.4 Quality management
and its processes a) – h) ]

90. Then process performance
should cover the processes
needed by our organization
to achieve a defect-free
product and service

91. As illustrated previously, in
reality, management
reviews consist of
continuous monitoring of
our processes.

92. Continuous monitoring of
processes should include
comparison of outputs
with inputs –

93. – deviations should result
in appropriate
management intervention.

94. It should be noted that
records relating to process
performance should be
continuously available –

95. – such records should be
appended to management
review minutes.
[By means of hardcopy or
hyperlinks]

96. Such records could include
information relating to
process results, such as:

97. Percentage of tenders
converted into awards,
supplier performance,
production targets,
competency levels,
turnover results and so on.

98. Also view the following
extraction from my
presentation
“The Five Things You Must
Do To Have A Bona Fide
Quality Management
System That Works”

100. You may of course
download that
presentation here:

101. [click image below in Slide Show view]

102. A continuous focus on the
process-approach and the
management thereof will
result in predictable and
sustainable performance.

103. In today’s world we can
expect that appropriate IT
and cloud-based scenarios
would provide real-time
evidence of actual
performance.

104. The management review of
this sub-clause will go a
long way towards world-
class status

105. To put it another way:

106. Make sure that processes
perform and intervene
timeously when the
outcomes are not as
desired

107. Promote A Leadership
Culture

108. Rule number five is about
leadership:

109. For the last 15 years there
has been a lot of
speculation about the
subject of leadership, as far
as ISO 9001 is concerned.

110. Direct requirements for
leadership have been
sorely lacking –

111. some speculated that to
comply with ISO 9001 MBA
qualifications would be the
order of the day.

112. While that may be a bit of
a stretch, the new 2015
revision has come up short
on clear leadership
requirements-

113. In other words, for the
purposes of this tutorial, I
do not intend to re-hash
“old” requirements here.

114. Such requirements are now
re-grouped under a section
called “Leadership”
(?!)

115. In order for management
reviews to be successful,
our leadership
requirements must be
clear.

116. Leadership requirements
should link strongly to our
organization’s brand and
identity.

117. Technically, we could refer
to the scope of services
offered, which should of
course be documented-

118. How our organization
differentiates its delivery of
services is central to the
success of management
reviews-

119. After all, top management
needs a clear view of the
customer experience cycle-

120. And this cycle needs to be
bench-marked against
similar offerings in the
market-

121. This is where
differentiation should be
measured and reviewed.

122. Another element of
leadership should include
our strategy and direction

123. What is important is that
the strategy and direction
should lead the market-
not the other way around.

124. Although fundamental
market requirements
should be extracted, true
success will come from
pioneering efforts.

125. Although the customer
should tell us what he
wants, it often happens
that customers say:

126. “You should tell us what
the spec should be- after
all, you are supposed to be
the experts”

127. This scenario often
happens during execution
of projects-

128. In such cases, an initial
specification may be given
by the customer, but the
expectations are that finer
details would be fed back-

129. Certain changes or
amendments suggested would
then be immensely
appreciated-especially if cost
implications are minimal-

130. A customer for life?

131. Other leadership elements
that lead to excellence
could include a world-class
human resources process

132. The success of such an
approach has been
demonstrated by
organizations such as
General Electric

133. The introduction of a
robust and transparent
approach was
implemented by
Jack Welch

134. This led to enormous gains
and success during the
ensuing years –
the rest is history!

135. Human resources
processes also demand
continuous
management reviews -

136. - This may take the form of
performance reviews,
appraisals, feedback
sessions and so on

137. There are other elements
that constitute true
leadership in an
organization- beyond the
scope of this tutorial.

138. It behooves a world-class
organization today to be up
to speed with the most
effective leadership
techniques-

139. The chosen techniques
should be ingrained within
our organization’s culture
and clearly communicated
and deployed.

140. Successful management
reviews pre-supposes that
these leadership elements
have been continuously
applied-

141. Leading to successful
achievement of strategy
and direction- -

142. And this is what the results
of management reviews
should confirm.

143. Summary – Finishing Off

144. Over the years, there has
been somewhat of a war
raging within the ISO9001
realm.

145. In some circles it is still
debated whether there are
tangible benefits to
implementing an ISO9001
system.

146. But we must remember,
ISO9001 is the
“system behind the
system”

147. There are now over
one million formal
certifications- this is
positive evidence of real
value!

148. Based on a modest
estimate of $1 000 000
turnover per company, this
represents a world-wide
turnover of about
$ 1 000 000 000 000!

149. This tutorial has covered
only one main aspect, that
of management reviews.

150. It is our contention that the
5 areas covered here will
go a long way to ensure the
success of an organization.

151. To all top management and
leaders out there:
You have a choice:

152. Management activities can
be seen as a blasé,
mundane activity
OR . . .

153. You can be part of the
world-class pioneers that
lead the market. You have
the authority – manage,
review, cut through the BS –

154. Use – Your – Claws!

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166. Contact Us: For-your-ISO-requirements:
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169. BEYOND ISO

171. FIN
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