5.5.2 Management Representative
What it takes to make a difference
Leadership. Direction. Coordination.
Communication. Coaching. All terms that could describe the critical
role of the Management Representative (MR) in an ISO 9001 quality
management system. Just as the point guard on a basketball team is
responsible for setting up plays for his teammates, the MR is an enabler
of the quality system. But, don't confuse responsibility for enabling
the quality management system with developing and implementing the
quality management system. The ISO 9001 standard clearly places the
latter responsibilities with "top management" .
The standard requires that the MR must be "a member of management"
serving primarily as the "eyes" and "ears" of top management to monitor
how well the quality system is developed and implemented. The MR
primarily provides feedback to top management on the effectiveness of the quality management system.
"The Management Representative primarily provides feedback to top
management on the effectiveness of the quality management system."
That said, the effective MR will accept the responsibility and exercise the authority of enabling the proper functioning of the QMS to meet its objectives. These duties, "irrespective of other responsibilities" include:
a) ensuring that processes needed for the quality management system are established, implemented and maintained,
b) reporting to top management on the performance of the quality management system and any need for improvement, and
c) ensuring the promotion of awareness of customer requirements throughout the organization. (ref. 5.5.2)
Let's look at each of these individually.
b) reporting to top management on the performance of the quality management system and any need for improvement, and
c) ensuring the promotion of awareness of customer requirements throughout the organization. (ref. 5.5.2)
ENSURING IMPLEMENTATION
The first responsibility of the MR is to ensure that all necessary QMS processes are adequately defined, effectively deployed, and continually kept up. To accomplish this, the MR generally takes the role of project manager for the design and implementation of the QMS. This is often coordinated through one or more project teams who define processes relating to their areas of responsibility and involving appropriate functional managers. The MR may also coordinate or provide training to those developing the QMS processes and related documentation to ensure an adequate understanding of what is required.
As processes are defined (and documented), the MR may also oversee the document control function as it pertains to the control of QMS documentation. This will ensure that the processes are effectively described in terms that will satisfy all requirements.
Finally, the MR is often the coordinator of the internal auditors who monitor the compliance and effectiveness of the QMS. The effectiveness of the audit program is essential to the MR's ability to ensure proper implementation and maintenance of the required processes.
REPORTING RESULTS
Beyond overseeing the implementation of the QMS, the MR is also responsible to report on the effectiveness and needed improvements of the QMS to top management for review and action. One means of reporting is the distribution of internal audit reports to the appropriate functional managers and tracking open issues through successful resolution.
The other primary means of MR reporting is by taking the role of facilitator for the management review. This can include:
- Establishing the management review schedule
- Developing the management review agenda
- Coordinating the reporting of results
- Guiding the discussions through the agenda
- Suggesting needed improvements to the QMS
- Publishing minutes of the management review
ENSURING AWARENESS
The third primary responsibility of the MR is to ensure that customer requirements are communicated throughout the organization so all employees are aware of requirements that pertain to their job responsibilities. This does not necessarily mean that all communications must come directly from the MR. Instead, the MR must monitor how effectively this communication takes place and identify breakdowns that need to be addressed.
The third primary responsibility of the MR is to ensure that customer requirements are communicated throughout the organization so all employees are aware of requirements that pertain to their job responsibilities. This does not necessarily mean that all communications must come directly from the MR. Instead, the MR must monitor how effectively this communication takes place and identify breakdowns that need to be addressed.
This duty of ensuring employee awareness has been frequently criticized
as being too open-ended to be practical. What specific "customer
requirements" must employees be "aware" of? Must all employees be aware
of all customer requirements? What criteria is used to assess whether
this communication has been effective?
As with many areas of the new standard, the use of general (aka
"open-ended") language leaves the interpretation open for the company to
define for their own unique needs. Since the MR is responsible to
ensure this awareness of requirements, he/she might do well to start by
defining which customer requirements need to be addressed to which
employees.
Here are some leading questions that might help you get started:
QUESTIONS: What requirements are explicitly stated by our customers? How? In what format? What might be considered a customer requirement because of our advertised promises? What requirements might be implied by our customers as just doing good business? | EXAMPLES: - Specifications - Purchase orders - Quality criteria - Other documented criteria - Proposal details - Quotations - Catalog specifications - Warrantees and return policies - Marketing materials - Delivering on time - Prompt, accurate communications - Reliable packaging |
Once a list of customer requirements is made they can be associated with
the employees (by position, workgroup or department) that affect the
company's ability to meet the requirements. Then the question must be
asked, "How does this employee become aware of this requirement?" By
asking "how?" the MR will be able to evaluate the communication
processes that are in place (or not in place as the case may be) to
ensure that the awareness of requirements is maintained. Some examples
of the types of communication processes that might be used are:
- Standard meeting agendas
- Routing sheets for specifications
- Approvals
- Standard distribution lists
- Employee bulletins
- Procedure reviews
- Controlled wall postings
- Data charts showing the company's performance against requirements
- Employment handbooks
- Electronic workflows
QUALITY LIAISON
A final (suggested) duty for the MR is that he/she serves as:
liaison with external parties on matters relating to the quality management system. (Ref. 5.5.2)
This can include coordinating audits with customers or your ISO
registrar or other quality related communications that may be needed.
ARE YOU UP FOR THE JOB?
What characteristics and skills might you need to be effective in the
role of Management Representative? Here are some thoughts:
- Strong knowledge of ISO 9001 requirements
- Broad knowledge of your company's operation and its QMS
- Ability to listen and influence
- Ability to summarize information and communicate effectively
- Project management and organizational skills
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