Jeannot P. Boogaard

E-mail J.Boogaard@iaea.org

November 2012

Benefits of an

Integrated Management System

Contents

Background of Integrated Management System

Safety Standards Integrated Management

Systems

Objectives

Graded approach

Examples

Conclusions

Quality Control and Quality Assurance

• Quality control (QC) are activities to check the quality of all factors involved in production.

• Quality Control emphasizes testing of the end products to uncover defects and reporting to management who make the decision to allow or deny product release.

• Quality assurance (QA) are the systematic activities

implemented to ensure that the quality requirements for a product or service will be fulfilled.

• It is the systematic measurement, comparison with a standard, monitoring of processes and an associated feedback loop that confers error prevention.

3

QC/QA and Quality Management

• Quality control is focused on process outputs. • Quality assurance attempts to improve and stabilize

production (and associated processes) to avoid, or at least minimize, issues which led to the defect(s) in the first place.

• Quality management are the activities to ensure that an organization or product is consistent, consist of the four main components: quality planning, quality control, quality assurance and quality improvement.

• Quality management is focused not only on quality of the product or service but also the means to achieve it and to improve the quality.

4

Other guidance in nuclear installations/activities

But in the nuclear industry we need to ensure more than a high of quality only we also have to have a high level of: • Nuclear safety • Radiation protection • Environmental protection • Occupational health • Security • Safeguards • Economics How we are doing this?

5

A single and coherent system should be developed in which

all the parts of an organization are integrated to

enable achieving its objectives.

economics

quality

environment

health

Integrated Management Systems

All individuals are contributing as an integral

part of their activities.

All to ensure that safety is not compromised.

Security

Nuclear

safety

Consideration of requirements separately may introduce negative impact on safety

GS-R-3 Versus ISO9001:2008

GS-R-3 • Safety Standards; • Nuclear industry

specific; • Integrated management

approach and process based;

• All requirements are mandatory but a graded approach on their application may be used.

ISO9001 • Non-safety Standards • Applicable to any

organization; • Only quality management

requirements; • Exclusion of requirements

is allowed; • No environmental

protection requirements.

Requirements not in ISO9001:2008

• Safety • Environment, health, security • Safety culture • Knowledge management • Self-assessment • Emergency Preparedness • Managing organizational change

9

Management of an organization

An Integrated Management System is how do we manage our organization

How is the organization being managed? How do the pieces of how we manage fit together?

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MISSION, VISION

• Why are we in business? • How do we do business? • What are the drivers for our

industry? • What does the environment

tell us? • Where do we want to be? • Where are we now? • How can we reach B • What changes do we want to

make? • How long will it take us to

make the changes?

CHANGES NEEDED TO CLOSE THE GAP

3

2

1 B

A

What to do to implement an IMS

What are Key Success factors

and business fundamentals?

MISSION, VISION, POLICY

• What do we have to do in this phase to build a NPP • What do we have to comply with – regulations, laws,

etc? • What are/will be our key success factors • How would we measure success? • The answers will lead to business plan and objectives

• What do we contribute to society

• How do we like to do this

Business plan

and objectives

Processes

MISSION, VISION,POLICY

• Which sub-processes do we need? • When is a (sub) process successful? • Are responsibilities clearly defined and understood by every

one: who is doing what? • Who will be the process owners and what are his/her

responsibilities?

• What are our processes for this phase?

• What are the input requirements?

• What are the deliverables in a process?

Business plan

and objectives

Processes

MISSION, VISION, POLICY

• What are interfaces with other processes (internal/external)?

• Which instructions do we have already

• Which instructions should be prepared

Interfaces

Detailed instructions

Management commitment &

leadership

Staff participation & involvement

Policies

Business plan & objectives

Processes

Mission, Vision

Work Instructions

Supporting procedures

Management System and Processes

Process versus Functional View

Planning

Technical

Nuclear Safety

Mainten- ance

Process View

Organizational Function View

Operations

Facility Manager

Processes cross organizational boundaries. Processes enhance horizontal organizational

intelligence.

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Managing by Process

• Requires the organization to: – integrate structure and process – shift focus from departmental control to process control

• Requires interdisciplinary systems thinking and cooperation

• Requires the organization to manage the integration of new activities in a systematic fashion

Process Owners play a key role in promoting integrative, ‘systems’ thinking, and managing temptations to ‘bolt-on’ new programs without

considering their fit within the system 16

17

Observations during IAEA missions 1/2

• A belief that a Management Systems and Safety Culture is something only for plants in operation

• Safety requirements, management system requirements and safety culture requirements not always properly included in the call for tender, bidding process or selection of contractors and sub-contractors

• Selection of contractors and sub-contractors often based on price. Technical, safety and quality competences are often not considered

• Unclear roles and responsibilities

• No clear review and approval routes

Observations during IAEA missions 2/2

• Lack of proper leadership

• Reporting of non-conformances too late, or not at all, due to national and organizational constrains

• Difficulties in managing multi-national and multi-cultural network organizations

• Lack of a pro-active prevention of problems

• No clear communication strategy

• Communication to the public is not structured

Observation regarding ‘QA/QM’ Systems

QU

ALI

TY

Procedures V

ol 1

Procedu

res V

ol 2

Proced

ures V

ol 3

Qua

lity

Vol

1

Quali

tyV

ol

Rev b

Quali

tyV

ol

1 R

ev a

Quality Manuals & Procedures sit on shelves

QA Engineer

The actual production of documents is seen as the primary objective

QUALITY

DEPARTMENT

QA Manager

Qualityis MY

Business

QUALITYRECORDS

QUALITYRECORDS

QUALITYRECORDS

QUALITY

PROCEDURES

QUALITY

1069_28.pre

Quality is the role of QA Department

Signature .......

................

........

Signature ...............

................

Signature ...............

................

Quality has been considered to be all about obtaining signatures

Why should we implement and IMS ?

What are the drivers motivating organisations to seek the benefits of a coherent management system and a

sound safety culture? Legislative/ license requirements for an IMS and Safety Culture ?

NO That it is an IAEA requirement?

NO

Drivers

Ensure safe and sound environment for us and for our children

Ensure safe working conditions Safe NPP operation within the

planning and budget Doing the things right the first time

Drivers

Public acceptance of our activities

Stakeholders satisfaction

Obey regulatory requirements

Obey IAEA requirements

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Benefits

An IMS ensures clear goals, policies, strategies, objectives and organisational alignment

• Well established goals, policies, strategies, plans and objectives promotes

– alignment at all levels of the organisation – verification and enforcement of requirements through

periodic assessment and review – Creates better awareness of requirements

An process based IMS • Assigns responsibility to achieve the organisation’s

objectives • Enables clear responsibilities and clear leadership • Facilitates open communication up and down the line

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Benefits

• An IMS ensures clear goals, policies, strategies, objectives and organisational alignment

– Promotes alignment of all levels of the organisation with established goals, policies, strategies, plans and objectives

– Provides for verification and enforcement of requirements through periodic assessment and review

– Creates better awareness of requirements – Assigns responsibility to achieve the organisation’s

objectives – Enables clear responsibilities and clear leadership – Facilitates open communication up and down the line

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Benefits

• Better integrated process and work management – Promotes definition of process interfaces and assign-

ment of responsibility and accountability for them – Specifies all work delegated to external organisations – Specifies the lines of communication and the

interfaces between internal and external organisations – Improves understanding, communication, co-ordination

of work and information – Helps to do the activities right the first time

– increased effectiveness – Increased motivation – saves time and money

Benefits

• Improved safety culture – Keeps focus on safety and enables organisation’s

objectives to be achieved in a safe, efficient and effective manner

– Promotes good working practices and eliminates poor practices

– Provides for corrective and preventive action and continuous improvement

– Promotes reporting and correction of problems and safety concerns without assigning blame

– Results in better regulatory compliance – Improves confidence of stakeholders such as regulatory

body, public and investors

IAEA Safety Standards http://www-ns.iaea.org/standards/default.asp?s=11&l=90 IAEA Management System Standards http://www-ns.iaea.org/standards/documents/topics.asp?sub=130&x=3&y=7 NE series reports http://www.iaea.org/OurWork/ST/NE/NESeries/ClickableMap/ IAEA Security Standards http://www-ns.iaea.org/security/nuclear_security_series.asp?s=5&l=35 NE Management System web info http://www.iaea.org/NuclearPower/ManagementSystems/ Entrac http://entrac.iaea.org/default.aspx INSAG documents (incl safety culture) http://www-ns.iaea.org/committees/insag.asp#2 Important documents for Embarking Countries http://www.iaea.org/NuclearPower/Infrastructure/Bibliography/index.html

Useful links

• The safety, environmental protection, occupational health, economic and security aspects should be integrated to ensure that safety is not compromised

• An integrated management system is essential to ensure safe operation, sound working conditions and to preserve a healthy place for our children

• An integrated management system leads also to efficient and effective organizations

Concluding remarks

Thank you for your attention …Questions and comments?