As mentioned above, a management representative is not mandatory according ISO 9001:2015, but because those activities are still required, this role can still be very valuable in the implementation and maintenance of the Quality Management System. For that reason, we are going to analyze the main responsibilities of the management representative as stated in ISO 9001:2008.
Iso 9001 Management Representative Appointment Letter
ISO 9001:2008 was very clear that part of the responsibilities of top management was to appoint a member of management to take on the three responsibilities and authorities as listed in the standard, and highlighted below (even if they had other job responsibilities in the company). Along with the three responsibilities, there was an additional note that could lead to additional responsibilities as well. While this role was often taken on by the quality manager, it was not a requirement, so any member of management could be assigned to these responsibilities.
The creators of the standard had good reasons for assigning these responsibilities to a member of management. Just as it is critical for the success of the QMS that management buy into the implementation of the system, it is equally critical that management also maintain control over the top-level monitoring and measurement of the system.Here are the three responsibilities (and one note) that the ISO 9001:2008 standard set out for the management representative. For more information on additional responsibilities often taken on by the management rep, please see Additional responsibilities of quality management representatives.
QMS process maintenance. The management representative ensures that the QMS processes are established, implemented, and maintained. This may involve review and planning of internal audits, discussion with process owners, or even review of the processes in person to ensure they are properly maintained. If this were not the responsibility of the management rep, then it would be a responsibility distributed among the process owners, and when this happens no one really has the responsibility at all. By having a focal point for the overall processes, the management rep can not only ensure that each process is functioning, but that the interaction of the processes is maintained. By doing this, the interactions can then start to be optimized, because it is not always the case that optimization in one process is the best thing for the overall system.
Reporting on QMS performance. The management representative has a second responsibility to report to top management on how well, or poorly, the QMS is performing. Identifying any needs for improvement to top management is also part of this responsibility. As has already been said, top management needs to be fully supportive of the Quality Management System implementation if it is going to provide true benefit to the company. In order for this to function, there needs to be a point of focus for top management to use when reviewing the resource needs of the QMS, and how best to support the improvement needed. Being the voice of the QMS for top management can be the critical factor in a QMS providing return on investment for the company, or not.
External liaison. The quality management representative becomes the one name that the certification body can call, or the customer can contact with complaints. It is often these optional responsibilities that are seen as the main role of the management rep, but in fact these could be done by one of many other people without affecting the effectiveness and success of the QMS.
While this role is often taken on by the quality manager it is not a requirement that this is the case, any member of management can be assigned these responsibilities. The creators of the standard have good reasons for assigning these responsibilities to a member of management. Just as it is critical for the success of the QMS that management buy into the implementation of the system, it is equally critical that management also maintain control over the top-level monitoring and measurement of the system. Here are the three responsibilities (and one note) that the ISO 9001 standard sets out for the management representative. For more information on additional responsibilities often taken on by the management rep please see QMS Process Maintenance. The standard asks that the management representative ensure that the QMS processes are established, implemented and maintained. This may involve review of internal audits, discussion with process owners, or even review of the processes in person to ensure they are properly maintained. If this were not the responsibility of the management rep, then it would be a responsibility distributed among the process owners, and when this happens no one really has the responsibility at all.
By having a focal point for the overall processes, the management rep can not only ensure that each process is functioning, but that the interaction of the processes is maintained. By doing this, the interactions can then start to be optimized, because it is not always the case that optimization in one process is the best thing for the overall system. Reporting on QMS performance. The management representative has a second responsibility to report to top management on how well, or poorly, the QMS is performing. Identifying any needs for improvement to top management is also part of this responsibility. As has already been said, top management needs to be fully supportive of the ISO 9001 quality management system implementation if it is going to provide true benefit to the company.
"Management representative" is generally an appointed role rather than a job title. The person in this role represents a company's leadership team to external organizations as well as internally to employees involved in implementing, maintaining and improving a management system. This person is responsible to ensure the management system complies with requirements, such as those imposed by standards bodies, regulatory agencies, customers and other stakeholders to the management system's effectiveness.
A management system is a series of processes that work together to meet a specific need. The two most common examples include quality management systems (QMS), and environmental management systems (EMS). The processes in QMS result in products or services that satisfy customers. The processes in EMS control a company's emissions and other factors to prevent pollution and comply with legal and regulatory requirements. The management representative is often a manager who has direct responsibility for the processes at the heart of the associated system, such as quality managers, who are typically appointed as QMS management representatives.
ISO-9001 is a global QMS standard and represents the backbone of many other management system standards. This standard requires companies to appoint a management representative to: ensure necessary processes are established, implemented and maintained; report to executive management on how well the system is performing and what improvements are needed; and promote awareness throughout the company of the QMS and the customer requirements it was designed to meet. The person appointed to this role must have the appropriate level of authority to effectively carry out these responsibilities.
ISO-14001 is a global EMS standard that piggybacks off many aspects of ISO-9001, to include the appointment of a management representative. The EMS management representative must ensure that an EMS compliant with ISO-14001 requirements is implemented and maintained, and must provide regular reports on its performance to executives, emphasizing continual improvement. Even the U.S. Environmental Protection Agency appoints an EMS management representative. That appointment falls to an assistant regional administrator, who is responsible for fulfilling the requirements of ISO-14001. The EPA regional management representative also appoints an EMS coordinator and collaborates with senior staff to ensure sufficient resources are available to effectively operate the EMS.
A management representative stays abreast of internal and external changes that could affect the ongoing compliance of the management system, and typically coordinates external audits with certification bodies to validate initial and ongoing compliance to the pertinent management system standard, such as ISO-9001 or ISO-14001. This representative also analyzes internal and external audit findings and prepares or oversees the preparation of charts showing trends related to growing problems and improving efficiencies. The management representative recommends and drives corrective and preventive actions and improvement initiatives, and often provides leadership to internal audit teams. Other duties can include preparing and presenting training and communication materials designed to inform employees of management system changes, concepts, processes and needs.
The person appointed as a management representative should have strong communication and presentation skills to relate well to employees at all levels of the company, from the plant floor to the boardroom. The management representative should be thick-skinned and as ready to accept accountability when external findings are warranted as to provide valid, logical arguments when an auditor's findings seem to veer off course from actual documented requirements. Sufficient knowledge of statistics to recognize and effectively present trend data is a must.
The organization's top manager may delegate any of their responsibilities to the management representative if a written copy of this delegation has been sent to and acknowledged by Measurement Canada.
The purpose of the Assessment (STAGE-2) is to ensure that the requirements of relevant ISO standards (9001) as addressed by the documented quality system are being complied with. The Auditors will be looking for objective evidence of compliance with the standards, and Non compliances are brought to the attention of the guide and noted on a report form. At the end of assessment, these are discussed and the company's management representative is asked to sign the report acknowledging that he understands and accepts the findings. 2ff7e9595c
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