To ensure an effective EHSQ management system at all times, you need to make sure that processes remain relevant and function properly. And that’s the management review’s role. Now how to perform it? And what are the stakes?
Management review: the objectives
Management review is a requirement of several ISO standards. Here is an extract from ISO 9001 standard, chapter 5.6 on the Management Review:
Management must, at planned intervals, review the organization's QMS to ensure that it remains relevant, adequate and effective. This review should include an assessment of the improvement opportunities and the need to modify the quality management system, including the quality policy and quality objectives.
It could be an annual or semi-annual meeting. It aims to draw up an overall assessment of the EHSQ approach with management and to report on the effectiveness of the EHSQ management system. It is interesting to take the necessary decisions if necessary.
A management review challenges the existing situation, while mobilizing and engaging the management committee in the process.This is an opportunity for managers to exchange their different points of view on the current structure of the EHSQ organization.
The management review asks various questions related to the internal context (new products, organizational changes, staff changes, etc.) and the external context (customer expectations, changes in competition, regulations, etc.).
How to plan the management review?
First, it is a question of defining the participants as well as the duration of the meeting:
- the facilitator (the EHSQ manager or the management);
- process drivers;
- the Executive Committee..
Duration: 1H30-2H00 (2H maximum !)
Before the review, you will have to carry out a thorough and structured preparation. Bring your process drivers together through process reviews. It is the latter that will fuel the management review.
Basically, it is important to avoid presenting too many numeric tables and using incomprehensible professional jargon... Give priority to form with more visual graphics.
To help you, try to anticipate possible answers in order to argue in a positive way. Here are the different input data that will constitute your management review and that you will have to prepare: :
Results of internal/external audits;
Risks and opportunities;
Customer satisfaction surveys;
Non-compliances and complaints :
Performance indicators ;
Status of actions taken since the last review;
Analysis of possible changes;
Suggestions for improvement.
But be careful, the purpose here is not to list all customer complaints one by one, for example, but to summarize them. This summary must be presented to management before the meeting.
The majority of the suggestions for improvement will thus be made by management, which will have been informed of each synthesis drawn up.
During the management review
For the first thirty minutes, take the time to present the results and discuss them. The rest of the meeting will be devoted to work on ongoing issues or on a single targeted topic.
Remember, combine items! Often use "we" or "our" to convey your messages. The involvement of all participants is also essential. It is about valuing successes, explaining failures and proposing ideas for improvement.
At the end of the meeting, you must be able to establish a list of output data: :
EHSQ system structure ;
Possible modifications with regard to customer expectations ;
Possible changes in policy and objectives ;
Allocation of necessary resources.
Summary of the management review
It is a question of writing an "on-the-spot" summary including the decisions that have been made and the actions to be taken. Monitoring the global action plan is essential: it will serve as the basis for the next management review.
Thus, the key to the success of a management review lies in its initial preparation, which must be thorough and organized. This type of meeting is an ideal place for the employees to share their objectives.