Presentation on Integrating Management Systems

1

• Presentation on Integrating Management Systems

www.imsrisksolutions.co.uk
2
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

3
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

4
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.
5
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

6
Options Considered By ISO
7
Integration or Alignment
CORE
CORE
CORE
CORE
E
OHS
Q
OHS
E
Q
8
(No Transcript)
9
(No Transcript)
10

• Key Elements of
• ISO 90012000

11
ISO 90012000
Main Elements
4 Quality Management System 5
Management Responsibility 6 Resource
Management 7 Product Realization
8 Measurement, Analysis and
Improvement
12
Quality Management Process Model
Continual improvement of the quality management
system
Management responsibility
Customer
Customer
Satisfaction
Measurement, analysis and improvement
Resource Management
Requirements
output
input
Product realization
Product
13
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

14
Basic Process Model
MANAGEMENT
INPUT
OUTPUT
ACTIVITIES
ENABLERS
CUSTOMER SATISFACTION
15
Requirements of - ISO 14001
Figure 1 from ISO 14001
Continual Improvement
Environmental Policy
Management Review
Planning
Checking Corrective Action
Implementation Operation
16
Cradle to Grave
EMISSIONS
Extraction Transport Manufact. Delivery
Use Mainten. Disposal
Service
IMPACT WASTE
17
IMS LA Issue 1. July 2001. Developed in
association with MacGregor Associates Ltd.
18
(No Transcript)
19
OHSAS 18001
?
This 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.
?
?
?
20
OHSAS 18001
Continual Improvement
(Initial Status Review)
Management Review
OHS Policy
Checking Corrective Action
Planning
Implementation Operation
21
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.
22
Definitions Hazard and Risk - OHSAS 18001
Within IMS Hazard Aspect Risk Impact

• Hazard - A source or a situation with a
  potential for harm...
• Risk - The combination of the likelihood and
  consequence of a specified hazardous event

23
In an Ideal World
Integrated 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

24
ISO Guide 72 Approach

• Policy

• Planning

• Implementation and Operation

• Performance Assessment

• Improvement

• Management Review

25
(No Transcript)
26
The Need for Integration Guidance

• Reactive to pro-active management
• Standards for OHS, 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

27
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 OHS and Environment Protection
  (EP)

28
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
29
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

30
Planning
Key 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 Th
e 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.
31
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
32
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?

HSE - 1995
33
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

34
(No Transcript)
35
Conclusion

• In considering a conclusion to the presentation
  it became apparent that a closing argument for
  integration isnt needed.
• Integration clearly speaks for itself.
• To manage your organisational risks with a
  resilient management system you must integrate.

36

• The evidence from Corporate Europe today is
• Integration Resilience

www.imsrisksolutions.co.uk