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What the management review is for
In the management review, top management reviews the QMS at planned intervals. It checks whether the system remains suitable, adequate and effective and aligned with the strategic direction. The management review is therefore the link between operational quality management and running the business.
Many companies treat it as a chore just before the audit. That wastes potential: done well, the management review is a compact status check that leads to concrete decisions on objectives, resources and improvements.
Required inputs (9.3.2)
| Input | Typical content |
|---|---|
| a) Status of actions from previous reviews | Implementation status of decisions from the last management review |
| b) Changes in external and internal issues | Market developments, new laws, customers, technology, organisation |
| c) Performance and effectiveness of the QMS | See the seven sub-items in the next table |
| d) Adequacy of resources | People, infrastructure, budget, competence |
| e) Effectiveness of actions on risks and opportunities | Status and impact of actions from the risk assessment |
| f) Opportunities for improvement | Ideas, projects, lessons from audits and feedback |
| Performance information per 9.3.2 c | Example KPI |
|---|---|
| Customer satisfaction and feedback | Satisfaction index, complaint rate |
| Extent to which quality objectives are met | Target vs actual per objective |
| Process performance and conformity | Lead times, scrap, on-time delivery |
| Nonconformities and corrective actions | Number, cycle time, effectiveness rate |
| Monitoring and measurement results | Inspection results, trends |
| Audit results | Findings from internal and external audits |
| Performance of external providers | Supplier ratings, delivery performance |
Required outputs (9.3.3)
The management review must include decisions and actions on:
- Opportunities for improvement – such as new projects, process changes, investments.
- Any need for changes to the QMS – for example changed objectives, processes or responsibilities.
- Resource needs – people, equipment, training, budget.
The outputs must be retained as documented information. What matters is that concrete decisions with owners and due dates result – "we'll keep an eye on it" is not an output.
A proven agenda
- 1
Look back (15 minutes)
Status of decisions from the last management review.
- 2
Context (15 minutes)
Changes in customers, market, laws and within the company; impact on risks and opportunities.
- 3
Performance (45 minutes)
Quality objectives, customer satisfaction, process KPIs, complaints, audits, suppliers – compactly prepared with trends.
- 4
Resources and competence (15 minutes)
People, training status, infrastructure, bottlenecks.
- 5
Risks and opportunities (15 minutes)
Effectiveness of actions, new risks.
- 6
Decisions (30 minutes)
Improvements, changes to the QMS, new objectives, resources – with owners and due dates.
Two to three hours are enough for most mid-sized companies. Good preparation is key: materials should be available a few days in advance so that the meeting is used for discussion and decisions.
Preparation
Most of the work goes into preparation, usually done by the quality manager. A report with one page per input has proven itself: KPI, trend, assessment, proposed action. That lets management see quickly where decisions are needed.
- Show KPIs with target and trend over several periods, not just the current value.
- Traffic lights or short assessments help with quick reading.
- Bring a proposal for every red item.
- Briefly explain important individual cases – such as a critical complaint.
Example: decisions from a management review
| Finding | Decision | Owner | Due |
|---|---|---|---|
| Complaint rate on line A above target (0.8% instead of 0.5%) | Process stabilisation project with external support | Production manager | Q2 |
| On-time delivery of a key supplier at 82% | Supplier development meeting, qualify a second source | Purchasing | Q1 |
| Three overdue safety briefings in logistics | Adjust training planning, activate reminders | Logistics manager | Immediately |
| New customer requirement on traceability | Revise the identification process, adapt the QMS | Quality manager | Q2 |
| Customer satisfaction objective achieved | Raise the objective for next year | Managing director | Immediately |
Each decision is concrete and has an owner and a due date. In the next management review, its status is the first input – closing the loop.
Structure of a compact management report
A report with a fixed structure saves preparation time and makes developments comparable over the years. This outline has proven itself: summary with the three key messages; status of last year's decisions; context and risks; KPIs per input with trend and assessment; resources and competence; proposed decisions. Keep the summary to one page – it is often the only part everyone reads in full.
How often and in what form?
The standard requires "planned intervals" without setting a frequency. At least one management review per year is common. Many companies add shorter quarterly KPI reviews so that the annual review builds on existing insight.
The management review doesn't have to be a single meeting. It can be spread across several existing management meetings – as long as all inputs are covered and the outputs are documented.
Management review in an integrated management system
Organisations applying several standards usually hold one joint management review and add standard-specific inputs:
| Standard | Additional inputs |
|---|---|
| ISO 14001 | Compliance obligations, significant environmental aspects, environmental performance |
| ISO 45001 | Incidents, consultation and participation of workers, hazards |
| ISO 27001 | Feedback from interested parties, risk assessment results, status of the risk treatment plan |
| ISO 13485 | Complaints, reports to authorities, new regulatory requirements |
The minutes
- Date, participants, review period
- Inputs covered with a short assessment
- Overall assessment: is the QMS suitable, adequate and effective?
- Decisions with owners and due dates
- New or changed quality objectives
- Approval by top management
Auditors often read the minutes first to understand management's role. Clear minutes with traceable decisions are therefore the best business card for your system.
Common mistakes
- The management review only happens just before the audit and has no effect on how the business is run.
- The quality manager writes the minutes alone; management only signs.
- Figures are presented, but no decisions are made.
- Inputs are missing – often changes in context or the effectiveness of actions on risks.
- Decisions from the previous year are not followed up.
Management review with docxpert
docxpert provides the "Management review" and "Management review minutes" templates, mapped to ISO 9001 9.3 and the corresponding clauses of other standards. Many inputs already live in the system: open and closed CAPAs, audit findings, training status from the training matrix and the status of your documents. The approved minutes are controlled like any other document.
Frequently asked questions
How often must a management review take place?
ISO 9001 requires planned intervals without a fixed frequency. At least one management review per year is common and expected by certification bodies.
Who must attend the management review?
Top management must carry it out. It makes sense for the quality manager and the owners of key processes to attend.
Can the management review be delegated?
Preparation yes, the review itself no. Top management must evaluate the results and make the decisions.
Must the management review take place before the certification audit?
Yes. Certification bodies expect a completed management review before the certification audit.
How long should the minutes be?
As short as possible, as detailed as necessary. Two to five pages with assessments and decisions are enough in most cases; KPI reports can be attached.
What is the difference between the management review and the internal audit?
The internal audit checks independently whether requirements are met. The management review uses audit results and other information so that management can decide on improvements, changes and resources.
Can the management review be held online?
Yes. Format and location are up to you. What matters are complete inputs, real decisions and a documented outcome.
Which KPIs belong in the management review?
A few meaningful ones: achievement of quality objectives, customer satisfaction, complaint rate, on-time delivery, supplier performance, CAPA status and audit results.
How can I turn a management review into decisions that can be followed up?
For each decision, record which result or trend prompted it, what should change or be provided, and who owns the action. Add a due date, required resources and a criterion for judging completion or effect. Separate decisions from discussion points and mark deliberately deferred topics with their rationale. Preserve links to the source when an action responds to a risk, audit finding or customer feedback. At the next review, check earlier commitments and ask whether the intended effect occurred. Minutes do not need to reproduce every conversation, but they should show that top management evaluated the inputs and made decisions. This turns the review into a steering process rather than a collection of metrics without consequences.