Hello, everyone, and thanks for listening to the Quality Hub chatting with ISO experts. I’m your host, Xavier Francis, and I’m here with Bryan Smith, director of Consulting Services at Core Business Solutions. So glad you could be with us today, Brian.
Thanks, Xavier. Good to be here.
That’s great to hear. Today’s show is entitled “Reviewing Your Progress,” where we will look at where you are in your quality management system implementation process. And we’re also going to talk about management review and internal audits. But first off, let’s learn a little bit more about our guest, Brian. Could you tell us a little about yourself, please?
Hello? Yeah, I’m the director of consulting here at Core Business Solutions. I’ve been with Core since 2017 in some capacity. I did a lot of consulting and then moved up through management and have oversight over the consulting group at this time. I have about 18 years prior to that in manufacturing, mostly furniture, some electronics, and recycling, and I’ve been working with the ISO 9001 standard since about 2000.
That’s great. That’s a whole lot of experience, and I’m really glad you’re here. So let’s get started with what we’re going to talk about today. Now that we’ve planned and implemented some of the processes of a quality management system, where should our focus be at this stage in the game?
Well, this is where we go back and review everything. You know, make sure what we’ve planned has been implemented, and we want to see if it’s effective. At this point, everything that you’ve implemented should meet the standard that we were structured for that. So we want to make sure that all your processes are effective in meeting your targets and goals that you’ve set up.
You want continuous improvement. That’s what the whole entire 9001 standard is set up for now. So now it’s time to go back, and take a look at whether are we meeting our results. Are we following our own program? And if not, we need to make some adjustments.
Since we have more than one person in the process, we’re going to have to plan some training for that review phase that you’re talking about right now. Maybe finalize, improve the process plans of what you’re going to do, and make sure again, reviewing them. One of the other things that we want to do at this stage is to conduct a management review.
Sure. So Management Review is one of those examples with ISO 9001 of the definitions. As the standard sees it, versus Merriam Webster’s Dictionary.
And in this case, all successful organizations have management reviews things? Correct. But the standards.
Let’s say they should mean not if what if you’re a two-man shop? I mean, you know, who’s the management who reviews? But yes, you’re looking at something.
Exactly. And, you know, I always tell my clients, look, management reviews a verb, not a noun. It’s not an event. It happens daily. Weekly. You know, you’re always interacting with the management group and with everyone. But management review, as is defined in the ISO standard, is a structured, planned review that has required inputs and output.
And this meeting, it’s going to have minutes. It’s not going to be your daily review. Hey, let’s sit down with management talk. And in this meeting, you’re going to discuss important issues that are not urgent.
You know, that not urgent thing is kind of critical because, you know, if there’s an urgent need for your department, your process, or your business, you’re going to bring that up. That’s one of those daily or weekly meetings at the moment. Hey, we need to take care of this problem right now. This is where you’re looking at higher-level organizational structure and things that you’re going to implement.
So some internal factors. Hey, Jim’s 68, he’s looking to retire. He’s the only one that knows how to handle this piece of equipment. That’s the type of stuff that we’re talking about in this management review.
Exactly. When you come to a management review, you want to be prepared for it. You know, if you’re going to talk about requesting capital expenditures, you’re going to want data, you’re going to want some quotes and things like that. That’s what management review is really intended for. It’s the things that you don’t talk about on a daily or weekly basis.
And it can be to inform top management of things that are going on. I do a management review for my department consulting here for the President, Scott. He’s not a micromanager. He lets me run my program. But quarterly I put together a structured meeting to inform him and get his counsel and feedback. It can also really work out well because now all your other process owners or other accountable people are in that meeting, and you can get counsel.
It’s like, has anybody ever dealt with this, anything like this before? I’m struggling with it. You have everybody in a structured meeting.
Oh yeah, you have Bill over here that has been in that situation before. You might not be aware of it. You have a need, a concern. And Bill’s like, Hey, I remember when we dealt with that one of my previous jobs, you’re getting some counsel, you’re getting some input that he can help, and you’re not trying to, you know, recreate the wheel.
Exactly. Or, you know, if you’re looking at making some plan changes, which is a good idea to plan your changes, you may find out in that meeting that there are some risks to another area of the operation that you didn’t realize. You know, we’re using data. We’re using a structured system to determine what actions to take or not take.
Right. Right. And that’s one of the really critical parts of the management review, is there are required inputs in the standard that you must have in your meeting. The results of audits are one of them. Turning the inputs and outputs is the key. So what improvements do we want to do, we want to put forward or what actions do we need to take?
So you’re really checking if you act? Yes. Now that totally makes sense. And even in this whole thing, you know, it’s like you’re looking at data, reviewing it, and seeing how you’re going to act on it. That’s a quality management system, really in a small nutshell. You’re being intentional. You’re making sure you’re tracking data, you’re reviewing it, and you’re acting on it.
Sure. So the data that you collect and review generally we call those objectives that should be congruent with your risks. You know, in section 4.1, the first auditable clause in the standard is called the context of the organization, and that it’s looking for opportunities to take advantage of and it’s looking for possible risks that we have to mitigate.
Right. Risks and opportunities are fundamental to 9001 and you’re looking at it. Is this a risk or is this an opportunity? And a risk can be an opportunity.