integrated management framework. introduction what is pas 99 examples of integrated management...

Integrated Management Framework

IntroductionWhat is PAS 99Examples of Integrated Management

SystemsAuditing IMSBenefits & BarriersWhat the Certification Bodies don’t mention

What is PAS 99Specification issued by BSI‘Recognised’ by Certification BodiesFramework by which you can manage all

elements of your businessISO 9001ISO 14001OHSAS 18001Sector Standards: ISO/TS 16949, ISO 13485

etcSpecialist Standards: Organic Food, Fair

Trade, Lexel, Sarbanes Oxley

Principles of PAS 99Based on ISO 14001 structurePDCA Cycle to support systematic

managementRisk Based StandardHelps is you really know your processes!

Process identification with inputs & outputs are essential

Structure of PAS 996 common requirements:

Policy Planning Implementation & Operation Performance Assessment Improvement Management Review

The Specification

Practical Examples of Key Areas

Risk Based Approach4.3.1 Evaluation of Aspects & Impacts : evaluate the

significant business issues & the associated risk

Quality: Preventive Action? Automotive: FMEA Food: HACCP Medical Devices: Product Risk Assessment Environmental: Aspects & Impacts OH&S: Risk Assessment, HAZOP Corporate Governance: Corporate Risk

Goal: Establish a common frame work to identify, evaluate

and control business risks of any type.

Legal & Other Requirements4.3.2 Identification of legal & other requirements

Environmental: licences, waste, water, WEE etc OH&S: HASAW, Manual Handling, PUWER, Consultation Human Resource: Working time directive, equality, disability

etc Data Protection: Do you hold customer information? Products: CE Marking, design requirements Import/Export: Legal requirements, product specifics Software: Are you licensed correctly? Corporate Governance: New companies act & director liability

Goal: Legal compliance (and keep the Managing Director out

of court).

Achieving Compliance

Plan:•Identify requirements•Review arrangements•Identify gaps•Set objectives

Do:•Implement & communicate•Set responsibilities•Write procedures•Establish controls•Training

Act:•Corrective action•Preventive action•Management Review

Check:•Monitor compliance•Audit & Inspection•Sample & measure•Report non conformities

Plan:•Identify requirements•Review arrangements•Identify gaps•Set objectives

Do:•Implement & communicate•Set responsibilities•Write procedures•Establish controls•Training

Act:•Corrective action•Preventive action•Management Review

Check:•Monitor compliance•Audit & Inspection•Sample & measure•Report non conformities

System Linkages

Documenting Working Procedures4.4.1 Operational Control - for example machine maintenance:

OH&S: Wear your PPE, Use the permit to work, isolate the machine

Product: Ensure machine is cleaned, set up for quality critical to quality parameters

Environmental: Don’t throw the oil down the drain etc.

Goal: One stop shop document for each process and task.

Core Systems4.4.3: Documentation requirements, 4.5.4:

Handling non conformities, 4.6.2: Corrective & preventive action

Control of documents & data Control of records Control of non conformities CAPA

Goal: Common procedures for these systems and clear priority on CAPA for the business as a whole

Management Responsibilities4.2: Policy, 4.3.4: Objectives, 4.7 Management

Review

One policy Common (non conflicting) objectives One Management Review of the business

Goal: Common vision, goals and priorities for the business as a whole

IMS Audit4.5.2: Internal Audit

Saves time Must focus on processes (not system elements) Use auditors & specialists to achieve competency Carefully define the scope of the audit & criteria

Goal: Common vision, goals and priorities for the business as a whole

A Turtle Process Map

InputsWhat should we receive?

OutputsWhat should we deliver?

Process

How?InstructionsProcedures

Methods

How Many?

PerformanceIndicators

With What?

EquipmentInfrastructure

With Whom?Training

KnowledgeSkill

Some Barriers to IntegrationPerception:

Can a good Environmental/Quality/H&S Manager cut it running an IMS?

Fear: Is this a cleaver way to ‘right size’ the organisation?

Too Hard: Sound fantastic Mike but…

Lack of Control: Nice try Mike but I’ve just spent the last 5 years

trying to get everyone to follow the Q/E/H&S procedures – we need to maintain the focus not dilute it!

Implementing an IMSWrite a policy for the IMSDefine the system – write a well structured

manual to act as your ‘instruction book’Make sure you have well developed process

understandingInstall common system elements

Benefits of an IMSEncourages risk management across the

businessGives a competitive edge – more holistic

approach to business managementStakeholder satisfaction – systemic approach

to risk, governance across the businessCommon goals across the business

You should not integrate to save a few £££ on Certifications costs!

What the Certification Bodies didn’t tell you!Still need to be certified 3 times

(i.e. ISO 9001, ISO 14001 & OHSAS 18001)

Probably will not make any kind of cost saving

Not all auditors are multi skilled (you may get 2-3 auditors) – Are all auditors competent to audit your business?

So in conclusionPAS 99 – Simple framework to useGenuinely drives a risk based approach to

managementSimplifies systemsCan lead to internal savings

But…

Translate your systemEnsure common processesEnsure correct competencies are sustained