ipp. academy
Congratulations, you're management now.
You wanted to build a product. Surprise — you're ‘top management’ with quality objectives and a meeting that becomes a controlled record.
The one meeting where ‘we'll get to it’ becomes a decision.
You can delegate the slides.
You cannot delegate the responsibility.
Somewhere between the seed round and the first audit, you became ‘top management’ — a role with homework: quality objectives, resources, and decisions on the record. The Management Review isn't corporate theatre. It's the one meeting where ‘we'll get to it’ is forced to become a controlled record with a date and an owner.
The CEO owns the ‘so what?’
The CEO owns
- ✓quality objectives — with numbers, not adjectives
- ✓resources: people, time, budget
- ✓the decisions, and releasing the review
- ✓that follow-ups from last time actually closed
The CEO does not own alone
- –preparing every input — the QMR assembles them
- –attending as a passive CC recipient
- –doing the fixes — owners own the actions
- –the QMS as a solo hobby somewhere in the org
Management theatre, and how to cancel the show.
- ✗Signing what you didn't read (the signature is the easy part; the reading is the job)
- ✗The annual review, performed the night before, from memory
- ✗Quality objectives that are posters, not numbers
- ✗Treating the QMS as ‘the QMR's thing’
- ✗‘Management commitment’ that exists only as a slide
DelegationAway™
Spray it on any responsibility and watch it become someone else's problem!* Works on everything except the things that matter.
Inputs go in. Decisions come out.
Assemble & perform
The QMR prepares inputs (1.3.1.3); you and the QMR evaluate the data with the controlled template (1.3.1.5 · T02-001).
Perform Mgmt Review →Decide, release, resource
You review and release (1.3.1.6), set QM objectives (1.2.2.2) and plan the resources to meet them (6.1.1.1).
Define QM Objectives →Close the loop
Actions move into tracked follow-up (1.3.1.8 · T02-010) and, where needed, CAPA — so decisions don't evaporate.
Follow-up Measures →The decisions land in Operate & Scale.
Objectives set the target early; the Management Review is where leadership keeps the whole system honest.
- Intended use & class
- Route & scope
- Light · Essential · Certified
- Evidence strategy
- Roles & capacity
- Realistic timeline
- Design & review records
- Objective evidence
- Traceable choices
- Data pulled together
- Draft review record
- Judgement stays human
- Management Review
- Objectives & resources
- Follow-up that closes
The review isn't where you find out how things are going. It's where you decide what happens next — on the record.
Walk the full Journey →The CEO shelf — proof, tools and the source map.
Three moves before your next review.
Write three real quality objectives
With numbers and owners, not adjectives. ‘Better quality’ is not a target; ‘<2% complaint rate by Q3’ is.
Book the review as a recurring meeting
A surprise review isn't a review. Put it in the calendar and protect the slot.
Check last review's follow-ups actually closed
An open action is just a promise with a date. Close them before you open new ones.
No. 04 · CEO Edition · 2026
Sign last. Ask first.
The full Management Review process, the controlled templates and role training live in the Makerspace and on ipp-nbg.de. Bring last quarter's objectives — we'll help you make the next review a decision, not a performance.
academy.easy13485.com
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90471 Nürnberg, DE
Mon–Fri · 8:00–14:00 · NürnbergField Guide No. 04 · 2026
A recurring series. Next: QMR.