September 11, 2012
MBC, Inc. – Tips –Volume 2 – Tip 5
Bi-Monthly Informational Guide
MBC, Inc. Quality Tips
Internal Audit
ISO/TS 16949, ISO 9001
“What are the Top Management Responsibilities from Clause 5.0?”
This week’s edition of clause 5.0 will be brief as the subject of interest is quite straightforward and pointed directly at Top Management. Clause 5.0 has many requirements for Top Management; however, I only intend to address two of these requirements. This week I am addressing clause 5.6, Top Management’s role in Management Review
Clause 5.6 Management Review is comprehensive and does not allow the delegation of Top Management’s responsibility for review of the Quality Management System (QMS). Both Standards; ISO9001 and ISO/TS16949 contain the same core language for Management Review. It is the responsibility of Top Management to review the entire QMS at “planned intervals”. Many organizations give only lip service to this requirement and only met the “letter” of the standards and don’t met the “intent” of the standard. Many
organizations only have management review of the QMS on a quarterly, semi-annual or annual basis. I have often asked Top Managers if they only review financial data on an annual basis. (If it is OK to review quality data on an annual basis then why not review finances on an annual basis?)
Too many of today’s managers only give lip service to quality, quality control and quality systems, while they proclaim their commitment their actions expose their true direction. Make as many parts as possible if non-conforming parts make it to the customer we will go into crisis management mode and address the issue at that time. This is very high cost, a great customer dissatisfaction and high risk to the long-term health of the organization.
Top Management should be as involved in the quality management system as they are in the financial health of the company. Anything less is unacceptable at best and negligent at worst.
Typically, the Management Representative facilitates the Management Review. For this to be beneficial to the organization, it must be seen as a value added activity by the management team. Quality System Reviews are a systematic evaluation of all five clauses of the ISO or ISO/TS standard and addresses how the organization manages each item. When this is carried out in an orderly and systematic manner, it can become extremely beneficial. To be beneficial it must be well planned. While it is important to have frequent Management Reviews this is not an all day function or even a meeting that would last for several hours.
Properly organized Management Reviews are conducted in stages. Some aspects of the QMS need, review on a regular and frequent basis while other aspects would only be reviewed on a monthly, quarterly, semi-annually or annual basis. This structure must be worked out by every organization to get the greatest benefit with the most efficient use of everyone’s valuable time. I considered placing a sample structure in this newsletter, but I have had second thoughts. I wouldn’t want anyone to take an example as a way to structure for their organization, that would be improper on my part. Your structured approach must be worked out by your Leadership Team working in conjunction with your Management Representative.
Some things to consider when organizing your Management Review:
- The closer to the “Floor” operation the more frequent the review. (Daily or Weekly)
1.1. Quality Goals – (Weekly)
1.2. Scrap – (Daily)
1.3. Proper Handling of Non-Conforming or Discrepant Material – (Daily)
1.4. Corrective Action Status – (Weekly)
1.5. Training – (Weekly)
1.6. Process Effectiveness – (Weekly)
1.7. Gauge Calibration – (Daily)
1.8. Customer Satisfaction – (Daily)
1.9. Etc.
2.0 Planning activities at somewhat less frequent review. (Monthly)
2.1. Quality Planning
2.2. Purchasing
2.3. Resources Management
2.4. Design Status (If you are design responsible)
2.5. Gauge Control Program
2.6. Corrective and Preventative action process
2.7. Maintenance
2.8. Tool Control
3.0 Stable Activities (Perhaps Quarterly)
3.1. Business Plan status, update and revision
3.2. Internal audit process
3.3. Process efficiency
3.4. Preservation of Product
3.5. Request for Quote
3.6. Product Design Development (If you are design responsible)
4.0 Other factors as needed
4.1. Semi-annually – (Appropriations Funding)
4.2. Semi-annually – (Business Strategy)
4.3. Annually – (Quality Policy Review)
The point is; plan your management review to become a growth process that brings improvement to all aspects of the QMS, Products, Processes, Methods, Procedures, etc. This is a time for Top Management INVOLVEMENT IN QUALITY, not simply a distant commitment to quality.
- “I can be committed to quality and not be involved in quality”
- “I CAN NOT be involved in quality and not be committed to quality”
“Involvement of a Committed Management Team is an Unbeatable Combination”
Spread the News
Please forward these editions to others in your organization so they may receive the benefited of this newsletter. Tell other members of your company to go to www.MBCINcorp.com and sign-up for this newsletter by downloading the free report in the upper right corner of the home page.
For additional information about the Internal Audit Process, you may contact the President of MBC, Inc. at anytime; Phone 931.637.1446, or E-mail – Bmartin@MBCIncorp.com
Thank You
Bill Martin – President
MBC, Inc.
