Case for integrated_management_systems

The Case for Integrated Management Systems

David K. WatkinsOmnex Management and

Engineering Consultants, LLC.

Copyright 2004 Omnex All rights reserved

2000 - 2004, Omnex, Inc.3025 Boardwalk Suite 120

Ann Arbor, MI 48108734-761-4940

January 19, 2004

This publication is protected by Federal Copyright Law, with all rights reserved. No part of this publication may be reproduced, stored in a retrieval system, translated,

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permission from Omnex, Inc.


Presentation Objective

• Consider the rationale for developing and implementing an integrated management system meeting the requirements of:

– ISO 9001:2000

– ISO 14001:1996

– OHSAS 18001

Integrated Management Systems

A Rationale


Management System Principles

• Customer focused organization• Leadership• Involvement of people• Process Approach• System Approach to management• Continual Improvement• Factual approach to decision making• Mutually beneficial supplier relationship


Management System Process Model


Rationale for Management Systems

ISO 9001:2000

Customer Satisfaction & Competitive Advantage

ISO 14001:1996

Eliminate or Minimize Environmental Impact

OHSAS 18001:1999

Eliminate or Minimize Physical Harm or Damage


Rationale for Integration• Object of Each Standard is Reduction and

Control of Variation in Processes Resulting in:– Product Non-Conformity and Waste– Injuries, Deaths and Property Damage– Environmental Impact and/or contamination

• System approaches to Management, Improvement and Control are the Same


Benefits of Integration

• Focus– Integration of organization’s overall performance

goals and objectives

• Efficiency– Integration of Management planning, realization &

control processes

• Effectiveness– Application of proven quality management tools to

EMS and H&S


Benefits of Integration• Better Resource Management

– Improve Resource utilization• People, Equipment, Facilities, Materials, Energy

– Reduce Time Required• Minimal duplication of efforts

– Commonize Documentation• Integration & Simplification of procedures and instructions

– Cost avoidance/savings• Identification of cost reduction opportunities

– Employee empowerment• Easier to understand, follow and use


Benefits of Integration

• Better Risk Management– Reduction, Prevention and Control of

• Quality failures• Accidents, injuries, illness, deaths• Property & equipment damage or loss• Environmental incidents and accidents• Potential prosecution and fines• Damage to Public image• Loss of Employee morale


Objectives of Integration• Competitive Advantage

– Improved Operational Results• Lower Costs• Shorter Lead Times• Less Waste

– Global Competitive Advantages• Level playing field• Customer & Industry and Governmental standards

Reduced Costs and Improved Profitability


Integration Approach

• Alignment of:– Stakeholder Requirements– Policies for Quality, Environment, Health & Safety– Measurable Objectives– Management System Processes

• Business Planning & Management Review• Resource Planning• Product/Service Development and Provision• Monitoring, Measurement & Analysis of Data• Continual Improvement


Process Focus

• Analysis of Variation and Process Control– Product Conformity– Environmental Aspects and Impact– OH&S Hazards and Risks

• Focus on Prevention– Error Proofing– Automated Detection and Controls

• Common Documentation– Integrated Procedures and Instructions– Integrated Data Bases and Records


PROCESS

RE

QU

IRE

ME

NT

S

RE

QU

IRE

ME

NT

S

Equipment /Installations

(With what?)

TrainingKnowledge

Skills(With whom?)

Key Factors(How many?)

Input

What shouldwe receive?

Output

What shouldwe deliver?

InstructionsProcedures

Methods(How?)

Process Analysis


Causes of Failure?• Half hearted implementation—Lack of

Commitment• Focus on Certificate rather than results.• “Do it fast”—Rather than well.• Misplaced responsibilities—Delegated.• Copying someone else’s system.• Too Cumbersome.• Departmental Deployment.• Difference between speech and action.• Slack Management Reviews.

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