Management Review ISO 9001 Advanced Implementation with these 3 Tips! Video Lecture | ISO 9001 (Quality Management): Achieve Business Excellence

Management review as part of an ISO 9001
management system is a key part of your
continual improvement process. So if
you're somebody that's struggling with
management review as part of the
standard understanding how that fits
together as part of the cycle of
continual improvement we're going to
take you through our 3 tips for
successful management reviews and we'll
show you what that looks like. So our
3 tips and tricks' we're going to go
through are what we follow here at Best
Practice so if you're struggling with it
if you're feeling frustrated if you're
feeling a bit you know fuzzy and unclear
I'm going to demystify what that
management review process is all about
and what our 3 tips and tricks are
to undertake that process. So tip number
one with management review processes and
undertaking you know what the ISO standards
refer to as management review is
considere the frequency and effective
frequency. Consider the effective
frequency so you've really got to be not
overwhelming people with too much stuff
you've got to get on top of your numbers
in in a frequency that's short enough to
enable you to do small things that still
track you and keep you on your journey
to your goals. So the core objective of
management review is to put all the
inputs together which is how
your performance is running, how you're
tracking towards your goals and it's and
the most important part of management
review is the outputs.
It's about readjusting resource
management and resources are time, money
and people if you like and we readjust
those resources to keep us making
progress toward our goals. Okay so what
management review looks like is what you
can see here, it's our executive managers
and it's people with authority and autonomy
to manage the performance of the
business. Getting together on a quarterly
basis with a set agenda and more
importantly those people are prepared
those people bring in their numbers, they
bring in their reports, they bring in
their performance and they bring in
their proposals to adjust and track the
performance going forward, It's showing
us that they own what they're doing. Okay
so tip number 2 for management review is
about preparation
and preparation is about planning and so
what's the plan and we're talking lots
of our videos here at Best Practice
about who what when where and how the
why which you might think is missing, the
whys all about our goals, so our goals
are our why, our goal is our strategy. So
tip number two here with effective and
improving and you know wicked management
reviews if you're like all awsome
management reviews is about planning so
it's about the participants as part of
management review not just turning up
for a meeting and sitting down and
saying right what's up it's about coming
prepared coming prepared with the plan
coming prepared with a set of actions to
negotiate so right this is how I'm going
to run this play, this is how I'm going
to do this thing and then consulting and
negotiating with the other key players
that are managers on the team to ensure
there's not going to be conflict so it's
about unpacking conflicts and and we'll
get to that further on in this
presentation but it's about being
prepared and being planned and part of
that preparation is bringing in the
numbers and knowing the numbers. Knowing
the numbers, knowing the goal, knowing
whether you're on track or off track and
then really unpacking before you get to
that management review what your
proposed course of action might be so
that you can liaised with the other key
players that you may need assistance
from to actually get those results and
that manager interview environment that
consultative, the consultative
environment is all about the
negotiations around do we think these
actions are going to be effective and
then pressing go on those things and
moving forward. All the different key
teams depending on how your business is
divided have a small mini business plan
that's on 3 Google slides or 3
PowerPoint slides so they can present
and initiate a discussion around what
they're proposing to do so that they can
inform the other people, you know the
teams that are each side of them, and
what they're going to do for going
forward and then solicit some assistance
from those teams so that they can
achieve the performance that they're
forecasting and ultimately achieve their
goals. Tip number three with regards to
manager reviews all about leadership and
influence and it's developing the
leadership skills that are required to
lead that team and inspire that team
towards the dream or the goal of the
business
and it's all about looking at influence
skills, leadership skills, communication
skills and this question that we use a
lot here at Best Practice; "the solution
lies in the mind with the problem", so
what am i saying here, what does this
look like? This looks like great
questioning, great open questioning, what
are we going to do about that, when are
we going to do it, how are we going to do
it, who's going to be involved, what
resources might we need, what adjustments
might we need to make to the business,
what changes might we need to make to
the business, and how will we roll those
things out? With good preparation and
some good open questions we're going to
put the problem in the mind of our
executives the problems that exist maybe
in other parts of the business and then
start asking questions to extract and
mine the solutions to get a successful
result because often we do say that the
solution lies in the room and it lies in
the collective minds of the room. For
executives out there, for business
leaders out there and for key strong
personalities in groups there's a tip
that I learnt a few years ago and that
is to speak last. So it's about putting
the question out there and speaking last
so that you don't bias the group with
what you think the solution might be or
even what you think the problem might be.
Ok so just to quickly recap on what our
three tips and tricks were for
management reviews the first one was an
effective frequency and the effective
frequency we run what it looks like here
Best Practice is we run those things
quarterly, tip number two is all about
proper prior preparation and planning
and tip number three was all about
effective leadership and effective
leadership and influence in the context
of extracting value and a return on
investment from your managers. So what
does that all look like what that looks
like is regular management reviews and
I'd highly recommend quarterly, with your
executive team and the the people that
have the power of autonomy to lead their
parts of the business all coming
together to come up with solutions that
are going to be integrated consulted and
effective in achieving goals in the
future, those people are going to be
planning for those meetings so they're
at if they've done their preparation
they've done adequate preparation to
enable them to have robust discussion about
how the teams are going to work together
to achieve the goals of the business,
you're going to have an MC or a leader
or a convener if you like an independent
person maybe facilitating those
workshops who's got good influence
skills good leadership skills to keep
the conversations on track and to be
extracting the value from the
participants maximum value from
participants in that group, you're going
to have a meeting that finishes on
starts and finishes on time that's well
planned to a set agenda and you're going
to end up with adjustment to the
business in terms of a plan and
resourcing that can be executed on a
to-do list if you like they can be
executed on and you will see the results
start to change for the better in your
monitoring and measurement and a
business that is marked for improvement.
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