Presentation on Integrating Management Systems www.imsrisksolutions.co.uk
What is an Integrated Management System ? Derived from ISO 14001 “the organizational structure, responsibilities, practices, processesand 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
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 Requirements Satisfaction Management responsibility Resource Management Measurement, analysis and improvement Product realization Product output input 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 INPUTOUTPUT MANAGEMENT ACTIVITIES ENABLERS = CUSTOMER SATISFACTION
Requirements of - ISO 14001 Environmental Policy Planning Implementation & Operation Management Review 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 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.
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 sHazard - “A source or a situation with a potential for harm...” sRisk - “The combination of the likelihood and consequence of a specified hazardous event” Within IMS Hazard = Aspect Risk = Impact
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
ISO Guide 72 Approach Policy Planning Implementation and Operation Performance Assessment Improvement Management Review
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
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. 2.7The 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 3.1Operation 3.2Management of Human Resources 3.3Management of other resources 3.4Documentation and its control 3.5Communication 3.6Relationship 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
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. manageorganisational risks To manage your organisational risks with a resilient management system you must integrate.
The evidence from Corporate Europe today is Integration = Resilience www.imsrisksolutions.co.uk