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Integrated Management Systems

Integrated Management Systems

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Integrated Management Systems

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  1. Integrated Management Systems Author: Dr Rhys Rowland-Jones

  2. Session Plan • What do we mean by an integrated management system? • Why should management systems be integrated? • Management systems. • A word of caution on IMS. • Considerations for the Integrated Management Process. • Publicly Available Specification (PAS) 99. • Breaking down the structure.

  3. What do we mean by an integrated management system? • Integrated means combined; putting all the internal management practices into one system but not as separate components. • For these systems to be an integral part of the company's management system there have to be linkages so that the boundaries between processes are seamless. • An integrated management system (IMS) is a management system which integrates all components of a business into one coherent system so as to enable the achievement of its purpose and mission. • Source IQA.2007

  4. Why should management systems be integrated? • Be consistent within the organization. • Improve internal and external communication. • Avoid duplication and gain cost savings. • Reduce risks. • Expose conflicting objectives. • Identify and rationalise conflicting responsibilities and relationships. • Gain a structured balance of authority/power. • Focus organization onto business goals. • Create a formalisation of informal systems. • Harmonise and optimise practices. • Identify and facilitate staff training and development.

  5. MANAGEMENT SYSTEM • System to establish policy and objectives and to achieve those objectives. • Six common elements – Source: ISO Guide 72 • Policy • Planning • Implementation and Operation • Performance Assessment • Improvement • Management Review • There are no national or international standards for integrated management systems. Source: ISO 9000:2000

  6. What does a system comprise of ? • The controlling factors through which the business process is realized. • Remember that: • A system is a collection of sub-systems. • A subsystem is a collection of processes. • A process is a collection of tasks. • An activity is the smallest parcel of work to be carried out by a person or group of people. • A procedure is just a way of doing things.

  7. Which Management Systems standards can be integrated? • Typically: • ISO 9001 (Quality Management) • ISO 14001 (Environmental Management)  • OHSAS 18001 (Occupational Health & Safety) • ISO/IEC 27001 (Information Security)  • ISO 22000 (Food Safety) • ISO/IEC 20000 (IT Service Management) • Source BSI-Global 2007

  8. QUALITY MANAGEMENT SYSTEM A management system to direct and control an organization with regard to quality ISO 9000:2000 The ISO 9000 family of standards was revised in December 2000, and comprises of: • ISO 9000 Quality Management Systems fundamentals and vocabulary installation and servicing • ISO 9001 Quality Management Systems requirements • ISO 9004 Quality Management Systems guidelines for performance improvement • ISO 19011Guidelines on Quality and Environment Management Systems Auditing

  9. Environmental Management • Environmental management is seen today as an increasingly important aspect of the business process • There are three types of Environmental Management System/ Schemes: • ISO 14001 Environmental Management System standard • EMAS- EU Eco-management and Audit Scheme • BS 8555 STEMS – Environmental Management Systems – Guide to phased implementation of an EMS including the use of environmental performance evaluation.

  10. Management System Targets QMS -The Customer EMS -Stakeholders, Regulators OH&S -Primarily Employees

  11. Internal factors External factors Initial and periodicstatus review Policy Audit Organising Planning and implementing Measuring performance Information link CONTROL LINK Flowchart of a generic management system

  12. Continual improvement of the quality management system Customers (and other interested parties) Customers (and other interested parties) Management responsibility Measurement, analysis and improvement Resource management Satisfaction Requirements Input Output Product realisation Product Key: Value adding activity information flow Source: BS EN ISO 9001:2000

  13. Policy, objectives, organization, outline of quality system QUALITY MANUAL Processes, practices, responsibilities, interfaces PROCESS DOCUMENTS AND PROCEDURES Detailed instructions on how to carry out specific tasks INSTRUCTIONS Quality records FORMS Design IT Support Installation Training Typical QMS Structure STANDARD - ISO 9001 OR SIMILAR

  14. Commitment Initial Review Policy organization and Personnel Reviews Audits Regulations Register Records Objectives and Targets Operational Control organization and Personnel Management Manual Schematic diagram of the stages in the implementation of an Environmental Management System Source: British Standard 7750:1992

  15. A word of caution on IMS • Before looking at integrated management, you should consider the management structures and styles within which it must be embedded. • You need, therefore, to assess how effectively and efficiently the organization is currently managed in a general sense. • There are many factors which affect how it operates.

  16. Considerations for the Integrated Management Process • The extent to which integration should occur. • The political and cultural situation within the company. • The levels of competence necessary. • Legal and other regulatory requirements. • Clear objectives for the integration project.

  17. Publicly Available Specification (PAS) 99 • PAS 99 is a Publicly Available Specification of common requirements for management systems that can be used as a framework for an integrated management system. • Organizations with more than one management system can view PAS 99 as an aid to achieving a single holistic management system. • PAS 99 takes account of the six common requirements for management systems standards outlined in ISO Guide 72; guidance document. These 6 common requirements are: • Policy • Planning • Implementation and Operation • Performance Assessment • Improvement • Management Review • Source BSI-Global 2007

  18. Breaking down the structure – a Decomposition Strategy Functional decompositionbreaks down activities according to what isdone, rather than how itis done, and is probably the most common strategy. Role decompositionbreaks down things according to whodoes what, it can be an easy and useful starting point, but is likely to constrain improvements if it is maintained. Subsystems decompositiondivides systems first by major subsystem. This is useful when these subsystems are largely independent of one another. Lifecycle decompositionbreaks down a system first by the phases of activity. Again, this is most useful when these phases are clearly defined and relatively independent.

  19. Understanding your business • Decide on the viewpoint you intend to take in attempting to describe your business process. Engineers may have a particular viewpoint, sales staff may think slightly differently, administrators with differing criteria. • Multi-disciplinary cross-functional teams may provide the overall viewpoint which you need

  20. Understanding Management Systems • A QMS does not in itself decide the technical or commercial specification of a product, but establishes disciplines that assist in the consistent attainment of quality requirements. • An environmental management system (EMS) requires in the main that an organization identifies and registers its environmental effects, while promoting continual environmental improvement, but does not need to comment on overall environmental performance.

  21. Conclusions • Integration of management systems is an organizationally specific proposal. • Necessary to achieve understanding of key business process. • ISO has recognised wishes for integration in management system design.