1. IBM Corporate Environmental Affairs and Product Safety
Designing, Developing and Implementing a Management System: An Overview April 2010

2. Discussion Points What is a Management System Basic Considerations
Keys to Success
Components of a Management System
Assessing What You Have
Steps to Designing, Developing and Implementing a Management System:
Step 1: Establishing a policy statement
Step 2: Planning
Step 3: Implementing and operating
Step 4: Checking
Step 5: Reviewing
Continual Improvement – Goal Setting
Goal Setting Examples
Take Credit for Your Accomplishments
Pitfalls & Challenges
Benefits 2
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3. What is a Management System
A management system is a structured framework of practices and procedures that enables an organization to execute its operations in a consistent and sustained manner.
The management system is intended to be system dependent, not people dependent.
The system is built on the Plan, Do, Check and Act Model. . 3
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4. Basic Considerations
Vision statement (formalized policy statement, commitment) -- what is it that you want to accomplish?
Identify the elements of your activities, products and services that intersect with the policy statement.
What are the legal requirements associated with the intersects?
What is the process to identify applicable legal requirements?
What documents and/or procedures are needed to control the intersects?
How is performance against procedures, practices or requirements monitored and measured?
Management review, involvement and support. 4
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5. Keys to Success Top management commitment and support is critical.
Recognize that the management system is dynamic and should be seamlessly incorporated into everyday operations.
The management system should be robust enough to address the values of the company yet flexible enough to accommodate change rapidly and efficiently.
Look beyond the initial effort to define and deploy the management system.
As you initiate the process, keep it simple. 5
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6. Components of a Management System
Policy (Formal statement of values and commitments)
Planning
Implementation and Operation
Monitoring, Checking and Corrective Action
Management Review 6
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7. Assessing What You Have
Identify current management systems in place
Review internal requirements and associated documentation
Directives, guidelines, procedures, practices, standards, business plans, etc. and determine where they fit into the Plan, Do, Check and Act Model
Perform a gap analysis
Begin to build on what you have and set implementation milestones to facilitate progress 7
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8. Designing, Developing and Implementing a Management System: Step 1 - Establishing a policy statement
A policy statement will outline the strategic values that are most important to the company and provide the foundation upon which you build your management system.
Documented, communicated and available – both internally and externally
It should address what is important to your business and/or your clients and your company’s strategic values
Consider avoiding vague statements 8
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9. Designing, Developing and Implementing a Management System: Step 2 - Planning
Planning is critical and should be as holistic as practical.
Identify the elements of the organization’s activities, products and services that intersect with the company’s policy.
Which can the organization control and/or influence?
Which are the most important to control?
Establish a process to identify legal and other requirements, and to maintain compliance.
Set goals to help you achieve and continue to improve upon your management system. 9
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10. Designing, Developing and Implementing a Management System: Step 3 - Implementing and operating
Identify the requirements necessary to execute against your policy and plans:
Defined roles and responsibilities
Identify proper skills, education and/or experience necessary for persons executing the requirements of the management system
Process to communicate relevant information about the management system and performance to employees and other interested parties
Document and control the core elements of the management system that are essential to maintain operational control
Plan for emergency situations 10
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11. Designing, Developing and Implementing a Management System: Step 4 - Checking
Establish a process to monitor performance, legal compliance and the execution of management system requirements.
The self-assessments and/or internal audits should closely examine whether:
Employees are aware of the policy statement and understand how what they do in their job might impact it
Goals and targets are established and on track
The company is in compliance with legal and other requirements
Procedures, processes and related documents exist where necessary for the management system to be maintained in a sustainable manner
Identify records that must be maintained to demonstrate legal compliance and operational control
Audit results will provide a good sense of the status of the management system and should be periodically reviewed with top management 11
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12. Designing, Developing and Implementing a Management System: Step 5 - Reviewing
Periodic review with top management. Some elements of this review should include:
Status of goals and targets
Status of compliance with legal and other applicable requirements
Identification of any changes to business operations
Discussion regarding opportunities for improvement
Any resulting action that management identifies as a need for changes to the management system, goals, other opportunities for improvement or is there a need to change the policy statement? 12
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13. Continual Improvement – Goal Setting
Establishing goals and program management:
Identify the goal and respective target
Define the means – how you will accomplish this goal
Provide a time frame – by when
Designate the person responsible to execute or oversee execution
Periodically check progress
The goals can be performance based or system based 13
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14. Continual Improvement – Goal Setting Examples
Energy Conservation
Identifying energy intensive operations, equipment, buildings
Energy conservation measures
Investment opportunities to improve efficiency
Accurate accounting
Waste Management
Waste inventory - hazardous and nonhazardous waste generated
Product or facility operation
Recycling programs or source reduction plan
Accurate accounting and reporting
Greenhouse Gas Emissions
Emissions inventory
Scope 1
What are the direct GHG Emissions from your operations?
Scope 2
Purchased electricity/electricity use
Use of correct GHG emissions factor to estimate emissions associated with purchased electricity
Electricity Efficiency Programs – lighting, manufacturing operations, HVAC, plug load
Establish programs to monitor and reduce
Supplier Conduct Principles 14
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15. Take Credit for Your Accomplishments
Establish a process to disclose performance, whether positive or negative, with respect to the company’s policy statement and management system.
This could include:
Policy statement
Status of established goals and their associated targets
Status of compliance to legal and other applicable requirements (including any regulatory fines or penalties)
Other elements of the management system
Disclosure can be accomplished several ways: company Web site, annual report, newsletters, press releases, attached to request for proposals and other means to let external interested parties know how you are doing in relation to the stated management system. 15
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16. Pitfalls & Challenges
Perception that this is extra work and not integrated into the fabric of the business
Over documentation, bureaucratic and/or theoretical
Designing a “wish list” or "to be" system that is not reality
Fear that documented job responsibilities will lead to resource reduction
Can’t see the value of the management system past the initial effort to get there 16
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17. Benefits
Formal Management System is System Dependent, Not People Dependent
Promotes and Reinforces a Consistent Approach to the Execution of the Organization’s Operations
Drives Sustained Performance
Fosters Awareness and Responsibility Throughout the Organization
Formal System Drives Common Solutions and Efficiency
Enhances Employee Mobility Within the Organization
Positions the Organization to Respond to Inquiries from Customers, Stakeholders and Other Interested Parties
Marketplace Leverage 17
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18. 18
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