IAEAInternational Atomic Energy Agency

Module 2Why have an integrated management system?

Presented byNeil Redman

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Content

• Integrated management system concept• The main features of the IAEA management system safety standards

• Developing processes• Conclusions

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Q. How many managers would like:• Better utilisation of resources?• Less bureaucracy?• The organization aligned and delivering the objectives?• To improve and make things more effective and efficient?• The organization working as a team?• No delays or backlogs?• Clear accountabilities and responsibilities?• Clarity in the processes of the organization?• To institutionalise learning?• Management and oversight made simpler? • To identify and prioritize improvements?• Consistency of product?• Less in-fighting/barriers between departments?• A vehicle to aid communication?

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Q. How many people would like:• Less frustration?• Less paperwork?• A better understanding of what they do

and how it fits the bigger picture?• To feel part of a team?• To know what they are responsible for?• To not make the same mistakes?

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If the managers and people want those things then why in most organizations do they often not support the development and implementation of an integrated management system?

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The new documents include the the concept of an integrated management system

These elements include the structure, resources, processes and culture of the organization.

The management system is a set of interrelated or interacting elements that establishes policies and objectives and which enables those objectives to be achieved in a safe, efficient and effective manner

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Consideration of requirements separately may introduce a potential negative impact on safety

Therefore it is necessary to integrate all elements of managing nuclear facilities and activities to ensure that inter-related

economic, health, security, quality and environmental matters are not considered separately to safety matters.

Integrated Management Systems

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Quality Control

Quality Assurance

(Total) Quality Management

(Integrated) ManagementSystems

Time

Safet

y & Pe

rform

ance

Evolution to Integrated Management Systems

50-C-QA 1985-88

50-C-Q1996

GS-R-32006

GS-R-32011

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GS-R-3 requirements - General2.1. A management system shall be established, implemented, assessed and continually improved. It shall be aligned with the goals of the organisation and shall contribute to their achievement. The main aim of the management system shall be to achieve and enhance safety by:• Bringing together in a coherent manner all the requirements

for managing the organisation;• Describing the planned and systematic actions necessary to

provide adequate confidence that all these requirements are satisfied;

• Ensuring that health, environmental, security, quality and economic related requirements are not considered separately from safety requirements, to help preclude their possible negative impact on safety.

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GS-R-3 - General2.2. Safety shall be paramount within the management system, overriding all other demands.2.3.The management system shall identify and integrate with the requirements contained within this publication:

• The statutory and regulatory requirements of the Member State; • Any requirements formally agreed with interested parties (also known as ‘stakeholders’);• All other relevant IAEA Safety Requirements publications; • Requirements from other relevant codes and standards adopted for use by the organisation.

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GS-R-3 – Safety Culture

2.5.The management system shall be used to promote and support a strong safety culture by:• Ensuring a common understanding of the key aspects of safety

culture within the organisation;• Providing the means by which the organisation supports individuals

and teams to carry out their tasks safely and successfully, taking into account the interaction between individuals, technology and the organisation;

• Reinforcing a learning and questioning attitude at all levels of the organisation;

• Providing the means by which the organisation continually seeks to develop and improve its safety culture.

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GS-R-3 – Developing Processes

5.1. The processes of the management system that are needed to achieve the goals, provide the means to meet all requirements and deliver the products of the organisation shall be identified and their development shall be planned, implemented, assessed and continually improved. 5.2. The sequence and interactions of the processes shall be determined.

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GS-R-3 – Developing Processes5.4. The development of each process shall ensure that the following are achieved:• Process requirements, such as applicable regulatory, statutory, legal,

safety, health, environmental, security, quality and economic related requirements, are specified and addressed;

• Hazards and risks are identified, together with any necessary mitigatory actions;

• Interactions with interfacing processes are identified;• Process inputs are identified;• The process flow is described;• Process outputs (products) are identified;• Process measurement criteria are established.

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Management system model

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Phases of process development

Phase 1 Phase 2 Phase 3

Phase 4 Phase 5 Phase 6

Rydnert&Groenlund, SKI Rapport 2006:22

Key to structuresDownwards =FUNCTIONAcross= PROCESSRed= Lead responsibility

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Process Working - 3 steps

Process Understanding

Process Management

Process Improvement

• Process maps• Obvious errors• Process Incremental improvements

• Process Indicators• Process measures• Manage using information provided

• Process re-engineering• Major step change improvements

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A management system should be:• Efficient• Effective• Simple and easily understood• Fit for purpose in terms of cost• Led by and from the top of organisation, not

just driven by the top management• Clear on the roles and responsibilities of the

various interfacing groups

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What does integration do?• Enables the organizations mission and objectives to be achieved

• Defines all the processes and interfaces of the organization• Integrates all activities, objectives and processes into one system

• Provides clear accountabilities and responsibilities• Enables processes, people and resources to be aligned• Enables consistency of product• Controls the spurious generation of documents• Forms a basis for training• Provides management with a tool to assist in their oversight role

• Helps identify what needs improvement

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Therefore, it would appear that developing an integrated management system would appear to be

common sense -

The problem with common The problem with common sense is it sense is it ainain’’tt too too

common!common!

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Conclusions• The new IAEA Safety Standards provide recommendations to the Members States for the establishment and improvement of integrated Management Systems

• Integration includes all requirements from whatever their source

• Integration also includes the structure and resources of the organization as they will also impact on the way it performs

• The management system should address all of the organizations processes

• The new suite of documents requires an organization to consider safety culture as an integral part of the management system and the way we manage

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Questions and Answers

Questions to Module 2