Quality Progress - December 2017 - 67

organization money-linking it to the strategic direction of the organization.
The problem is, many organizations don't
let top management step out of the trees.
Management is held in the thicket quality
professionals know and live with, and it is
inundated with information it has heard many
times before.
With the new revision of ISO 9001, organizations can make management reviews
more effective. Remember, subclause 5.5.1.a
requires top management to be accountable
for the effectiveness of the organization's
QMS. The only way to accomplish that is for
management to be engaged.

A new approach

After helping numerous clients build, rebuild
or upgrade their ISO 9001 systems, I can
assuredly say that most organizations
struggle with management reviews. That's
because the real intent and purpose of management reviews is misconstrued-and has
been for years. Management reviews often
are viewed as a necessary evil of certification.
If it wasn't required under the standard, it
wouldn't be done.
Once, while working with a client to rebuild
their ISO 9001 system, the owner of the organization told me, "If you can get me out of
management reviews, I'll add an extra day's
rate to your pay."
It was an attractive offer, I said, but it
would be unethical for me to even consider
it. "But why do I have to be involved?" he
asked. "I get no value out of those meetings. I
sit there and check my emails and messages
while the quality manager goes on and on
about things I already know." Sound familiar?
The owner was right. I told him that, after
reviewing the records of the organization's
previous management reviews, it was evident
that the reviews provided no useful information. So, I facilitated the organization's next
management review. After doing so, the
owner approached me and said that it was

much more beneficial than
past reviews.
For effective management
The difference is the way
reviews, top management
in which I approach the
must step outside of those
review topics. Instead of
trees so they can see the
looking at them as report
forest.
points, I turn them into
discussion points. The perspective of each topic also is adjusted.
Too many organizations approach management reviews as
the quality manager's State of the State address, in which he or
she repeats back to top management a summation of issues that
top management already knows about-much like what I just
described. For effective management reviews, top management
must step outside of those trees so it can see the forest. Top
management must look beyond each issue to identify areas of
improvement in the QMS.

Look for change

Take, for example, corrective actions (input requirement, ISO
9001:2015, subclause 9.3.2.c.4). A management review report
commonly says, for example, that an organization "issued 15 corrective actions since the last management review; 13 are closed
and two remain open, but not late." This information is pretty
vague and doesn't help top management make any changes.
Consider the same example, but now the management review
report says the organization "issued 15 corrective actions since
the last management review; seven are related to document
control issues and the others are sporadic," This report is much
more useful than the previous report. It tells top management
that there is a trending issue in document control and that perhaps some discussion should ensue regarding the best approach
to resolving it. Perhaps the document control system is overcomplicated and a time-drain. Perhaps there is an overload of
documentation in the first place, or the document control system
is antiquated.
Typically, top management is relating a situation like this to a
resource issue that must be contained. Top management should
start asking how much time and effort (money) is being wasted
on these issues, and should start considering reshaping the
forest.
Another example is the input requirement for audit results (ISO
9001:2015, subclause 9.3.2.c.6). This portion of a management
review should look at the positive and negative results of all
audits-internal, supplier, customer, certification and, if applicable, regulatory.

qualityprogress.com ❘ December 2017

QP 67


http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - December 2017

Seen and Heard
Progress Report
Mr. Pareto Head
Expert Answers
Career Coach
The Next Rung
Titles and Take-Home
Certification Certainty
Six Sigma Satisfaction
Stay the Course
Maintenance Makeover
Confronting Confusion
Standard Issues
Statistics Spotlight
Marketplace
Footnotes
Try This Today
Quality Progress - December 2017 - intro
Quality Progress - December 2017 - cover1
Quality Progress - December 2017 - cover2
Quality Progress - December 2017 - 1
Quality Progress - December 2017 - 2
Quality Progress - December 2017 - 3
Quality Progress - December 2017 - 4
Quality Progress - December 2017 - 5
Quality Progress - December 2017 - Seen and Heard
Quality Progress - December 2017 - 7
Quality Progress - December 2017 - Progress Report
Quality Progress - December 2017 - 9
Quality Progress - December 2017 - 10
Quality Progress - December 2017 - 11
Quality Progress - December 2017 - 12
Quality Progress - December 2017 - Mr. Pareto Head
Quality Progress - December 2017 - Expert Answers
Quality Progress - December 2017 - 15
Quality Progress - December 2017 - Career Coach
Quality Progress - December 2017 - 17
Quality Progress - December 2017 - 18
Quality Progress - December 2017 - 19
Quality Progress - December 2017 - The Next Rung
Quality Progress - December 2017 - 21
Quality Progress - December 2017 - 22
Quality Progress - December 2017 - 23
Quality Progress - December 2017 - 24
Quality Progress - December 2017 - 25
Quality Progress - December 2017 - 26
Quality Progress - December 2017 - 27
Quality Progress - December 2017 - 28
Quality Progress - December 2017 - 29
Quality Progress - December 2017 - Titles and Take-Home
Quality Progress - December 2017 - 31
Quality Progress - December 2017 - 32
Quality Progress - December 2017 - 33
Quality Progress - December 2017 - 34
Quality Progress - December 2017 - 35
Quality Progress - December 2017 - Certification Certainty
Quality Progress - December 2017 - 37
Quality Progress - December 2017 - 38
Quality Progress - December 2017 - 39
Quality Progress - December 2017 - 40
Quality Progress - December 2017 - 41
Quality Progress - December 2017 - 42
Quality Progress - December 2017 - 43
Quality Progress - December 2017 - Six Sigma Satisfaction
Quality Progress - December 2017 - 45
Quality Progress - December 2017 - 46
Quality Progress - December 2017 - 47
Quality Progress - December 2017 - Stay the Course
Quality Progress - December 2017 - 49
Quality Progress - December 2017 - 50
Quality Progress - December 2017 - 51
Quality Progress - December 2017 - 52
Quality Progress - December 2017 - 53
Quality Progress - December 2017 - Maintenance Makeover
Quality Progress - December 2017 - 55
Quality Progress - December 2017 - 56
Quality Progress - December 2017 - 57
Quality Progress - December 2017 - 58
Quality Progress - December 2017 - 59
Quality Progress - December 2017 - Confronting Confusion
Quality Progress - December 2017 - 61
Quality Progress - December 2017 - 62
Quality Progress - December 2017 - 63
Quality Progress - December 2017 - 64
Quality Progress - December 2017 - 65
Quality Progress - December 2017 - Standard Issues
Quality Progress - December 2017 - 67
Quality Progress - December 2017 - 68
Quality Progress - December 2017 - 69
Quality Progress - December 2017 - Statistics Spotlight
Quality Progress - December 2017 - 71
Quality Progress - December 2017 - 72
Quality Progress - December 2017 - 73
Quality Progress - December 2017 - Marketplace
Quality Progress - December 2017 - 75
Quality Progress - December 2017 - Footnotes
Quality Progress - December 2017 - 77
Quality Progress - December 2017 - 78
Quality Progress - December 2017 - 79
Quality Progress - December 2017 - Try This Today
Quality Progress - December 2017 - cover3
Quality Progress - December 2017 - cover4
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