New Takes on Management Review

Management review is a critical requirement in every management system standard.

The management review process requires organisations to consider the results of monitoring and measurement in order to make informed decisions and identify opportunities to improve their management system.

Traditionally, this process is carried out through a formal management review meeting attended by top management. During the meeting, agenda items are discussed and minutes are produced to capture decisions and actions arising from the discussion.

However, this is not the only way management review can be demonstrated.

For example, if a sales representative meets with a customer to discuss the progress of a project and records this discussion in a document such as a Visit Report, this information can be reviewed by management. A Sales Manager could verify any actions identified and formally approve them. This activity could help address the management review input relating to customer satisfaction and feedback from relevant interested parties.

Similarly, if top management review Non-Conformance Records — particularly to verify that corrective actions have been effectively implemented — this can contribute to the management review input concerning nonconformities and corrective actions.

Smaller organisations can face a different challenge. Where there may only be a single manager, holding a formal “meeting” with one attendee can feel artificial. In these situations, the manager could simply record reviews and decisions in a diary, log, or digital calendar when issues are considered.

As with many requirements within ISO management system standards, there is no one-size-fits-all approach.

Evidence of management review can be demonstrated in ways that work for the organisation — not just in ways that suit the auditor.