presentation on integrating management systems

Presentation on Integrating Management Systems

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What is an Integrated Management System ?

Derived from ISO 14001

“the organizational structure, responsibilities, practices, processes and resources for developing, implementing, achieving, reviewing and maintaining the IMS Policy”

Why Should There be an Integrated Management System?

Need for a common system to ensure:

• business focus

• common purpose

• simplicity of approach

• no duplication of formal systems

• minimal bureaucracy

• less risk of conflict

Benefits of this IMS Approach

Provides a framework for a holistic management system that can embrace all the processes and elements that need to be controlled by the organization.

What Areas Does an Organization Need to Manage?

It depends on scope and nature of activities, complexity and size but typically:

• product/service realization• customer satisfaction• supply chain• occupational health and safety• environmental management• security • people issues• finance

1 2 3 41 2 3 4

Options Considered By ISO

Integration or Alignment

OH&S E Q

CORE

CORE CORE CORE

E OH&S Q

Key Elements of

ISO 9001:2000

ISO 9001:2000

Main Elements

4 Quality Management System

5 Management Responsibility

6 Resource Management

7 Product Realization

8 Measurement, Analysis and Improvement

Continual improvement of the quality management system

Customer Customer

Requirements

Satisfaction

Management responsibility

ResourceManagement

Measurement,analysis andimprovement

Productrealization Product

outputinput

Quality Management Process Model

Process Approach

• For an organization to function effectively it has to identify and manage numerous linked activities

• An activity using resources, managed in order to enable transformation of inputs into outputs, can be considered as a process

• Often the output from one process forms part of the input to another process

Basic Process Model

INPUT OUTPUT

MANAGEMENT

ACTIVITIES

ENABLERS

= CUSTOMER SATISFACTION

Requirements of - ISO 14001

Environmental Policy

Planning

Implementation& Operation

ManagementReview

Checking &Corrective Action

Continual Improvement

Figure 1 from ISO 14001

Cradle to Grave

Extraction Transport Manufact. Delivery Use Mainten. Disposal

EMISSIONS EMISSIONS

IMPACT & WASTE IMPACT & WASTE

Service

IMS LA Issue 1. July 2001. Developed in association with MacGregor Associates Ltd.

OHSAS 18001This is a specification - a “shall” document that is not a standard

It is certifiable

It is not accredited

All the major certification bodies have adopted it and certification is going ahead world-wide.

Continual Improvement

(Initial Status Review)

OH&S Policy

Planning

Implementation & Operation

Checking & Corrective Action

Management Review

OHSAS 18001

Risk Assessment

Definition of Hazard: -

A source or a situation with potential for harm in terms of human injury or ill-health, damage to property, damage to the environment, or a combination of these.

Definition of Risk: -

The combination of the likelihood and consequences of a specified hazardous event occurring.

Definitions: ‘Hazard’ and ‘Risk’ - OHSAS 18001

Hazard - “A source or a situation with a potential for harm...”

Risk - “The combination of the likelihood and consequence of a specified hazardous event”

Within IMS Within IMS Hazard = AspectHazard = AspectRisk = ImpactRisk = Impact

In an Ideal WorldIntegrated Management Systems Standards would:

• Be generically applicable world-wide

• Use common terminology

• Use the same definitions for similar terms

• Use a common methodology - where this is possible

• Have a common architecture

• Allow a consistent auditing approach

• Facilitate ease of use for those adopting them

ISO Guide 72 Approach

• Policy

• Planning

• Implementation and Operation

• Performance Assessment

• Improvement

• Management Review

Policy

Planning

Implementationand Operation

PerformanceAssessment

Improvement

ManagementReview

The Need for Integration Guidance

• Reactive to pro-active management

• Standards for OH&S, quality & environmental management - contrast, e.g., risk management, fire and security

• Controversy

• Organizations should in any event now be considering the development of an IMS

The Case for an IMS• Cost-effective; facilitates decision-making

• More rewarding careers

• Objectives/processes of management systems very similar

• Avoidance of duplication

• Reduce chance of resolving one problem but creating another

• Easier development of Standard Operating Procedures for OH&S and Environment Protection (EP)

Policy

Top management should ensure that the stated policy

a) is appropriate to the organization

b) includes a commitment to comply with all relevant requirements and continually to improve the effectiveness of the management system

c) provides a framework for establishing and reviewing objectives

d) is communicated, where appropriate, and is understood within the organization, and

e) is reviewed for continuing suitability

Planning• Identification of aspects and risks

• Selection of significant aspects to be addressed

• Objectives and targets

• Identification of resources

• Identification of organizational structures, roles, responsibilities and authorities

• Planning of operational control

• Contingency preparedness for foreseeable events

PlanningKey areas of planning that are distinct:

2.1 The organization should establish a process for identifying those aspects of its operation which need to be controlled and/or improved in order to satisfy the relevant interested party(ies). This includes research and design

Where appropriate, legal requirements should be identified

2.2 The organization should establish a process for prioritising its aspects, so that those that would have a significant impact are readily identified for control measures where this is appropriate.

2.7 The organization should establish and maintain a process for identifying and responding to any potential emergency situation. The process should seek to prevent and mitigate the consequences of any occurrence.

Implementation and Operation

3.1 Operation

3.2 Management of Human Resources

3.3 Management of other resources

3.4 Documentation and its control

3.5 Communication

3.6 Relationship with suppliers/contractors

HSE - 1995

Key Issues for the IMS to be Effective

• CONTROL - is there an adequate structure?

• CO-OPERATION - are there adequate arrangements?

• COMMUNICATIONS - are the arrangements effective?

• COMPETENCE - are the systems and competencies available?

Structure & Responsibilities

Clear definition of responsibilities: include in job descriptions

authority and resources

arrangements: accountability

reporting arrangements: clear and unambiguous

where personal appraisal: include IMS performance

Senior managers should demonstrate commitment by active involvement

Policy

Planning

Implementationand Operation

PerformanceAssessment

Improvement

ManagementReview

Conclusion

In considering a conclusion to the presentation it became apparent that a closing argument for integration isn’t needed.

Integration clearly speaks for itself.

To managemanage your organisational risksorganisational risks with a resilient management system you must integrate.

The evidence from Corporate Europe today is

Integration = ResilienceIntegration = Resilience

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