ISO 9001:2015 | Management Review Video Lecture | ISO 9001 (Quality Management): Achieve Business Excellence

In this episode we've got for you we're
going to go step by step through the iso
9001 2015 standard and i'm going to give
you some how-to instructions. I'm going
to give you some long chain information
and give you the opportunity to work
through that standard and hopefully I
can help you. Okay in this episode of the
standard we're going to start where I
think we should start in the context of
iso 9001 and that's not a clause number
one it's down in management review.
Ultimately iso 9001 is about delivering
promises to your clients
that you've made your customers your
marketplace those sorts of things and I
think in my opinion when we're working
with clients and we're understanding
what's going on and I've seen all the
other videos out on YouTube I think the
thing that gets missed is you know it's
human behavior to start at number one
but that's not actually the real world.
What we're doing is we're making
promises to our clients we've got this
hungry crowd and we've got a solution
for the marketplace well what a quality
management system is about it's about
consistency it's about integrity it's
about delivering promises it's about
uplifting and creating amazing
experiences for your customers and for
me the place to start in the standard is
it management review. I've got the
standard open here and we're just going
to go through clause by clause but this
episode is all about management review.
Okay now in the old standard iso
9001:2008, management review is under
clause 5.6 now it's moved down to clause
9.3 in the new standard and with the
restructuring of the standard we're
calling it Annex SL. All the
international standards have the same
flow so management reviews typically
been dropped right to the bottom. Now I'd
actually challenge that in the
marketplace in terms of yes that's the
human behavior in terms of the flow but
ultimately we get together and we come
up with a strategy and you know in
businesses that are startups that's
ultimately what's happening that you
know the founders got this idea there's
this very hungry crowd in the
marketplace that want the particular
product or service and then we start
with a business. So under 9.3 we're going to start there
in this episode I'm going to take you
through it will have a bit of a look at
the clause then I'm going to give you
some suggestions in terms of how to
approach it. I think it's the most
important part of any business I think
it's the time that you take to review
your strategy you know in bigger
businesses that are publicly listed they
got board meetings small businesses it
might be just you know sitting around on
a Friday afternoon scratching your head
going I don't know how I'm going to fix,
this so let's just quickly have a look
at the clause and then we're going to go
through and work out what we do to
address it. So it talks about top
management reviewing the organization's
quality management system, it talks about
planned intervals, it talks about making
sure that things you know
continues to be suitable it's adequate
its effective it's aligned with the
strategic direction of the organization
and it says that this is all about the
quality management system but hey hang
on a minute let's stop what if this is
just the way we operate, what if we
forgot about the fact that the quality
management system might exist in one
part of the business why don't we just
talk about how you operate how you do
things around here.
So what we want to do is we want to work
out, is what we're doing the way that we
give instructions to people in the
business, "the system" is that helping us?
is it aligning with our strategic
direction? You might be starting to
change into a different suite of
services you might be going more online
you might be going more customer service
driven you might be less of your own
products more of someone else's, so the
intent of this clause is actually take
that time to say well
what were our goals, what was it that we
wanted to do. Now you might not have
written all of the bullet points down in
your business plan you might have just
had the ideas in your head you know and
are we actually going in
that direction. So when we want to
strategically address this clause it's
very much a sit down look at the
performance of the business you know if
you want to provide evidence or a record
of doing that
you know it's a set of meeting minutes
it's it's scribbles all over some
performance report graphs data
statistics it's a folder with a whole
bunch of spreadsheets pumped in so
that's the type of evidence that we're
looking for and that's what you're going
to create, it's showing evidence
you know you're getting externally
assessed it's showing evidence that
you've actually stopped and looked at
the performance of the business and then
made some real fact-based decisions in
terms of the direction for you to go
forward. So we've got 9.3.1 general, and then we've got
9.3.2 management
review inputs. So I'm just going to go
through this and I'm going to say look
these are the things to make sure you
include in this strategic review that
you're doing of the business that we
call obviously management review. We're
talking about actions from previous
management reviews now remembering at
this point in time we're coming off the
back of very formal management reviews
that were very meetings minutes based, so
following that very formal theme the
first part of the standard at this point
in time says don't forget about your
previous set of meeting minutes and any
actions if you like. Changes in external
and internal issues they're relevant to
the quality management system.
Information on the performance and
effectiveness of the quality management
system, so that's realistically
that's information on the performance
and effectiveness of the business. Making
sure you include customer satisfaction
any feedback from external interested
parties, extent to which your goals were
met, the process performance and
conformity to your systems and processes
and products and services,
non-conformities and corrective actions,
monitoring and measurement results, audit
results and performance of external
providers. Now that's your spreadsheet if
you like so you can understand you get
your trends analysis. Then we look
continuing to look at the adequacy of
resources, the effectiveness of actions
taken to address risks and opportunities and
opportunities for improvement, so it's
really that strategic view. So what I'd
like you to think about when you're
taking this content and you're working
out what our direction forward is, this
is the strategic review of the whole of
the organization then don't worry about
it just being the quality management
system, all you need to think about,
your external you know certification
company or your registrar or your
accreditation body or your company
that's like best practice out in the
marketplace, then you just tell them go
certify that part of the business don't
certify this one, but you use this for
the full, this is the guideline for this
full strategic review of the business.
Now what I want to share with you is
just this last part of the standard
before we go I'm going to tell you about
how I do it in my business, here at Best
Practice, so the outputs of this
management review which is section
9.3.3 it talks about
outputs of management review on what to
include, ultimately it's about decisions
and then actions. What actions or what
tactics are you going to implement to
actually take you forward, because what's
going to happen in the next management
review you're going to say well how do
we go with those actions. The decisions
and actions ( tactics ) relate to
opportunities for improvement you're
going to improve the business. Now the
fundamental priority there is on
customer satisfaction, how can you
enhance your delivery? how can you
improve the experience for your
customers? how can you uplift it? so what
they're feeling what they're enjoying is
your service is amazing, any changes
needed for the way that you operate the
business, it says here changes to the
quality management system but I'm going
to say when you read this this is 9.3.3B any changes
for the quality management system, I'm
going to say to you, changes to the way
you operate, then we're going to talk
about resource needs. You know you're
talking about budgets you're talking
about staff you're talking about raw
materials suppliers all those sorts of
things they're all part of the resource
needs, and ultimately the organization
shall retain a documented information or
shall retain documented information as
evidence are these management reviews . So
when we're talking about that, it's you
know it used to be right the minutes and
there's dates and times and open meeting
closing meeting does everybody accept
this motion
that's all out of the picture because
it's not efficient you want to focus on
what you can do to improve your
customers experience, now I'm just going
to quickly run through this clause and
I'm going to talk about, how we operate
here at Best Practice.
Okay now Best Practice uses a quarterly
strategic review system and if you've
had a look at our YouTube channel you'll
see strategic reviews and and how we do
that you'll see us all in a meeting
you'll see me talking to camera all that
sort of stuff, but ultimately what we do
is we set a date and time on a quarterly
basis and it's locked in. Now I know
those dates for the next twelve months
there's four meetings we start at 8 a.m.
we finish at 6 p.m. on a set date and
it's not negotiable.
I don't care if people are sick and
in fact I don't determine this it's the
whole team it's the executive of Best
Practice we get together if you're sick
you still come along if you're dying you
still come along now ultimately what's
going to happen is in all jokes aside
but if you're actually dead we'll have
it at your funeral so you know all jokes
aside nothing is more important than
what we can do uplift the experience of
our customers and what we can do to
uplift the business, so we set that it's
locked in its planned a year in advance
and we all plan around it in fact my
next holiday has to finish two days
before this next strategy meeting so I
can prepare, so that's you know it's
giving you a bit of a guide in terms of
how committed we are to this process. If
somebody is sick and they're so sick
that they on a spreader you know a
noxious disease then yes we'll postpone
it but there's there's eight people
involved in that meeting, the time
set aside it's in everybody's calendars
it's all planned in advance yes
everybody is available yes are available
and it needs to be something absolutely
exceptional for it to not take place. So
what we do is we call them here at Best
Practice we call them rocks we set
ourselves a plan, we go through those
rocks and if you've heard the story
about you know rocks, sand, pebbles and
water in the jar that's exactly the
that's exactly the analogy that we use
and we go through we set ourselves goals
we set ourselves targets and then we set
ourselves projects and then we go every
quarter and we look at how we went . And
part of some of the changes if you like
in our business is we're seeing a
significant trend
in our business to movement to an online
marketplace and a social media
marketplace and that and that's
absolutely critical for us. Now
we've made some small changes in our
business recently just to test the
market and we saw an incredible response
to that, so when we get to you know
the effectiveness of actions taken to
address risks and opportunities we've
got an opportunity in the marketplace
and so we're looking at how well we're
responding to that. So you want to make
this thing real-life it's not just about
you know the quality manager sitting
down and driving this meeting. It's about
the quality manager and you people out
there in the marketplace who are the
quality managers or the coordinators or
the strategic directors those sorts of
things it's about you being the
master of ceremonies if you like
to facilitate discussion. So it's not
just about you know tabeling the quality
report this is the quality management
system, I'd like you to use the
terminology and move towards using the
terminology of business management
system so we can understand how to
actually physically implement that. Now I
can talk all day about this I'm not
going to do that I don't want to take up
too much more of your time what I wanted
to do here was giving you something that
you can really really get your teeth
into. Take some time go through this
clause of the standard it's a really
great way to understand how we can move
forward
don't start one number one scope I'd
like you to start at section 9 over the
next couple of episodes you can follow
the playlist in our YouTube channel make
sure you ask questions in the comments
below I read every single comment on
below this video so click drop down so
you can see the description and have a
look at the comments we'll go backwards
and forwards as soon as this video
goes live, we're here to help. So I want
you to have a look at this start with
clause 9 management review of the
standard do a management review, next
episode we're going to start talking
about internal audits and process review
and we'll move on through the standard
in the way that I believe it works and
it works well, then we'll summarize it
all at the end with a process flow so
they've got some notes to go back to. So
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