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Unit 5. Integration of management systems
5.1. Definition of management systems integration5.2. Aspects of the integration of management systems process
Basic references:Casadesús, M., Heras, I., Merino, J. (2005), Calidad práctica: una guía para no perderse en el mundo de la calidad, Prentice-Hall Financial Times, Madrid, SpainClaver, E., Molina, J., Tarí, J. (2011), Gestión de la calidad y gestión medioambiental: fundamentos, herramientas, normas ISO y relaciones, 3ª ed, Pirámide, Madrid, Spain
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5.1. Definition of management systems integration
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BSI (2012)
QMS
EMS
OHSMS
CSRMS
FSMSOthers…
IMS
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Author/s Definition
Garvin (1991) Level of alignment or harmony in an organization –if different departments and levels talk the same language and are synchronize in the same tendency
MacGregor Associates (1996)
A unique basic management standard with the optional support of other standards covering specific requirements
Beckmerhagen et al (2003)
Process of unifying different function-specific management systems in an unique and more effective integrated management system
ISO (2008) Process of unifying requirements of multiple standardized management systems within the global management system of the organization
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Process of unifying different management systems in a unique systems with common resources with the objective of improving stakeholders’ satisfaction
Definition of the integration process
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Author/s Definition
Karapetrovic & Willborn (1998) & Karapetrovic (2003)
Set of interconnect processes that share a pool of human resources, information, materials, infrastructures and financial resources with the aim of achieving a set of objectives related to a great variety of stakeholders’ satisfaction
Labodová (2004)
Combination that integrated quality and environmental management with health and safety management systems
AENOR (2005) Union made up for organization structure, responsibilities, procedures, processes and resources establish to realize the integrated management of systems
Pojasek (2006) Combination of management systems using an employees’ approach, a process approach, and a systems approach, that allow putting all relevant management standard practices in a unique system
Griffith & Bhutto (2008)
A unique management system that share organization process through function specific and structured mutual support, configured around organization global needs
Definition of an integrated management system
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5.2. Aspects of the MSs integration process
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Integration process strategies
Integration process methodologies
Levels of the integrated system
Audits integration
Benefits and difficulties in the integration process
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Integration strategies
Implementation order or sequence of MSs
Determines the integrated model system
Influences the level of the IMS
Most common order:
1. QMS2. EMS 3. Other (OHSMS)
Simultaneously or separated
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Integration methodologies
Methods or models applied to realize the process
No common model
Proposals by certification bodies and academia
No ISO standard (a manual)
National standards
Most common models:
• process map (ISO 9001)• PDCA (ISO 14001 among others)• common elements• own model of the organization
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AS/NZS 4581: 1999 Management system integration - Guidance to business, government and community organizations
Qua
lity
Env
iron
emnt
Hea
lth
& s
afet
y
MS requirements
Common requirements
Unique requirements
Adapted from SAI Global (1999)
CERTIFICATION BODIES
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UNE 66177: 2005 Management systems. Guideline for the integration of management systems
Adapted from AENOR (2005)
Act Plan
Check Do
INTEGRATION PLANN DEVELOPMENT
Expected benefitsConcept analysis Integration level selectionIntegration plan realization Top management support
INTEGRATION PLAN IMPLEMENTATION
IMS REVIEW AND IMPROVEMENT
Evaluation of integration plan efficacyIMS monitoring and improvement
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PAS 99: 2006 Specification of common management system requirements as a framework for integration
Specific requirements Environment
Specific requirements Health and safety
Specific requirements Quality
Specific requirements Other MSs
Common requirements
Common requirements
Common requirements
Common requirements
PAS 99Common requirements
E QH&S OSG
Adapted from BSI (2006)
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Adapted from ISO (2008)
Promoure la integraci ó
Determinar l ’àmbit de la integraci ó
Planificar la integraci ó
Connectar els requeriments dels SGE i el SG de l ’organitzaci ó
Estructura SG
Estructura requeriments SGEs
Comparar requeriments SGEs amb el SG
Incorporar els requeriments dels SGEs en el SG de l ’organitzaci ó
Analitzar gaps
Tancar gaps
Verificar tancament gaps
Mantenir i millorar la integraci ó
Aplicar lli çons apreses a l ’organitzaci ó
Promote integration
Determine integration scope
Plan the integration
Connect MSSs requirements with Organization’s MS’
MS structure
MSSs requirements structure
Compare MSSs requirements with MS’s
Add MSSs requirements within the MS’
Gap analysis
Close gaps
Check closing gaps
Maintain and improve integration
Apply lessons learnt
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RESOURCES PROCESSES OBJECTIVES
1. Desired Output
6. Present Output
7. Evaluation
3. Assignment
4. Deployment
ENVIRONMENT
2. System design
5. System implementation
AUTHORS
Adapted from Karapetrovic & Willborn (1998)
A “seven-step approach”
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Integration “management models” (Karapetrovic, 2005)
- Initial model, in which the MSs form the framework of IMS (could be, e.g., process map or the PDCA)
- Combined model, which joined the MSs models that are part of the IMS in a single model,
- Complacent model, which accommodates existing and future MSs
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“IMS implementation process” (Asif et al., 2009)
First step
Fourth step
Third step
Second step
Business excellence
Integration in strategy and operations
Operations excellence
Key processes specific for the organization
Back
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Integration levels
The most common classification is:
• no integration• partial integration• full integration
Tendency to full integration
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BSI (2012)
QMS
EMS
OHSMS
CSRMS
FSMSOthers…
IMS
Fullintegration
PartialintegrationNo integration
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Example
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Full integrationPartial integrationAlignmentNo integration
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Full integrationPartial integrationAlignmentNo integration
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Full integrationPartial integrationAlignmentNo integration
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Full integrationPartial integrationAlignmentNo integration
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Audit system’s integration
Internal and external. Integration level similar to MSs’
Analyzed elements: team, time, plan and report, results
Greater integration level of internal audits
Relationship between the MSs integration level and internal audits
No clear relationship between the MSs integration level and external audits (depends on the external auditors)
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Integration benefits and difficulties
Benefits
• Greater flexibility and opportunities to include other systems (Karapetrovic and Willborn, 1998a, Beckmerhagen et al., 2003)
• Avoiding duplication of effort (Wilkinson and Dale, 1999b and 1999c, Beckmerhagen et al., 2003, Zutshi and Sohal, 2005b, ISO, 2008a, Zeng et al., 2011)
• Making greater use of the synergies among standards (Karapetrovic and Willborn, 1998b, Beckmerhagen et al., 2003)
• Audits are integrated (Beckmerhagen et al., 2003, ISO, 2008a) and auditors are multi-functional (Douglas and Glen, 2000)
• Reducing the amount of documentation (Beckmerhagen et al., 2003, Zeng et al., 2005 and 2011)
• Optimising resources (McDonald et al., 2003, Zutshi and Sohal, 2005b, Salomone, 2008)
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Difficulties in the theoretical model
Main authors
Lack of integration guidelines Zutshi and Sohal (2005b), Karapetrovic et al. (2006)
Lack of government support Zutshi and Sohal (2005b), Karapetrovic et al. (2006), Zeng et al. (2007)
Lack of human resources Karapetrovic (2002a), Zutshi and Sohal (2005b), Karapetrovic et al. (2006), Asif et al. (2009)
Different models of standards Karapetrovic and Willborn (1998a), Karapetrovic (2003), McDonald (2003), Karapetrovic et al. (2006), Salomone (2008)
Differences in common elements Karapetrovic and Willborn (1998a), Matias and Coelho (2002), Beckmerhagen et al. (2003), Zutshi and Sohal (2005b), Karapetrovic et al. (2006), Zeng et al. (2007), Asif et al. (2009)
Lack of departments collaboration Zutshi and Sohal (2005b), Karapetrovic et al. (2006), Asif et al. (2009)
Lack of specialised auditors Zutshi and Sohal (2005b), Karapetrovic et al. (2006), Krauss and Grosskopf (2008)
Lack of technology support Karapetrovic et al. (2006)
Lack of consultants Zutshi and Sohal (2005b), Karapetrovic et al. (2006)
Inadequate first implementation Karapetrovic et al. (2006)
Lack of time for integration Wilkinson and Dale (2000), Zutshi and Sohal (2005b), Karapetrovic et al. (2006), Zeng et al. (2007), Salomone (2008)
Lack of employees’ motivation Matias and Coelho (2002), Beckmerhagen etal. (2003), Zutshi and Sohal (2005b), Karapetrovic et al. (2006), Zeng et al. (2007), Asif et al. (2009)
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Global examples
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Org Prop Sector Strategy Method Level Audits
C1 F Químico EMS+QMS Elementos comunes
Total Internas más integradas que externas
C2 NF Alimentación QMS+EMS+OHSMS+FMS
Elementos comunes
Total Internas=externas (t)
C3 NF Productos aluminio
QMS+EMS+OHSMS+sectorial
Elementos comunes
Parcial No integradas
C4 F Embalaje flexible
QMS+EMS-FMS+sectorial
Elementos comunes
Total Internas=externas (t)
C5 NF Alimentación EMS+QMS-FMS No integración No No integradas
C6 NF Cemento QMS+EMS+OHSMS+CSR
No integración No No integradas
C7 NF Ascensores QMS+sectorial Elementos comunes
Total Internas=externas (t)
Own research: Greece
Bernardo et al. (2011)
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Own research: cross-country differences
Bernardo et al. (2011)
Spanish organizations Greek organizations
Aspects 1C 2C 3C 1G 2G 3G
Integration of MSs
Level Partial Total Total Total Partial Total
Management commitment
Positive Positive Positive Positive Negative Positive
Benefits Reducing bureaucracyExploiting synergies
No duplicationExploiting synergiesMethodical management
No duplication Uniform workCost reduction
Time management and internal organization improvement
Internal organization improvementCost reduction
Difficulties Documentation elaboration
No No No More bureaucracy Training costs
Audits
Internal Full integrationTeam changes every 2-3 yearsOpportunities improve implementation of each system and integration
Full integrationTeam changes every 2-3 yearsOpportunities improve implementation of each system and integration
Full integrationNon-conformities
Full integrationOpportunities improve implementation of each system and integration
No integrationOHSAS 18001+ISO 14001 simultan.Non-conformitiesOpportunities improve implementation of each system
Partial integrationAuditor rotationProcess, time and plan fully integrated Non-conformities
External Full integrationAnnualOpportunities improve implementation of each system and integration
Full integrationAnnualOpportunities improve implementation of each system and integration
Full integrationAnnualOpportunities improve implementation of each system and integration
Partial integrationOpportunities improve implementation of each system and integration
No integrationNon-conformitiesOpportunities improve implementation of each system and integration
Partial integrationProcess, time and plan fully integrated Opportunities improve implementation of each system and integration
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Future of the integration
Rocha et al. (2007)
(1)‘ascension’,(for example, considering the ISO 9001, could be implementing a total quality management model)
(2) ‘augmentation’,(for example, considering the ISO 9001, could be the ISO 10000 series for the customer satisfaction or sectoral MSs)
(3) ‘assimilation’,in which the MSs are integrated in a single system
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Unit summary
- Definition of MSs integration
- Aspects of MSs integration:
- strategy
- methodology
- levels
- audits
- benefits and difficulties
- Future of MSs integration