ims bsi ppt

Integrated Management Systems

Standards in Actionwww.bsieducation.org/standardsinaction


Author: Dr Rhys Rowland-Jones



Session Plan• What do we mean by an integrated management system?• Why should management systems be integrated?• Management systems.• A word of caution on IMS.• Considerations for the Integrated Management Process.• Publicly Available Specification (PAS) 99.• Breaking down the structure.



What do we mean by an integrated management system?

• Integrated means combined; putting all the internal management practices into one system but not as separate components.

• For these systems to be an integral part of the company's management system there have to be linkages so that the boundaries between processes are seamless.

• An integrated management system (IMS) is a management system which integrates all components of a business into one coherent system so as to enable the achievement of its purpose and mission.

– Source IQA.2007



Why should management systems be integrated?

• Be consistent within the organization.• Improve internal and external communication. • Avoid duplication and gain cost savings. • Reduce risks.• Expose conflicting objectives. • Identify and rationalise conflicting responsibilities and relationships. • Gain a structured balance of authority/power. • Focus organization onto business goals. • Create a formalisation of informal systems. • Harmonise and optimise practices. • Identify and facilitate staff training and development.



MANAGEMENT SYSTEM

• System to establish policy and objectives and to achieve those objectives.

• Six common elements – Source: ISO Guide 72 – Policy – Planning – Implementation and Operation – Performance Assessment – Improvement – Management Review

• There are no national or international standards for integrated management systems.

Source: ISO 9000:2000Source: ISO 9000:2000



What does a system comprise of ?

• The controlling factors through which the business process is realized.

Remember that:– A system is a collection of sub-systems.– A subsystem is a collection of processes.– A process is a collection of tasks.– An activity is the smallest parcel of work to

be carried out by a person or group of people.

– A procedure is just a way of doing things.



Which Management Systems standards can be integrated?

• Typically:– ISO 9001 (Quality Management) – ISO 14001 (Environmental Management) – OHSAS 18001 (Occupational Health & Safety) – ISO/IEC 27001 (Information Security) – ISO 22000 (Food Safety) – ISO/IEC 20000 (IT Service Management)

– Source BSI-Global 2007



QUALITY MANAGEMENT SYSTEM

A management system to direct and control an organization with regard to quality ISO 9000:2000

The ISO 9000 family of standards was revised in December 2000, and comprises of: ISO 9000 Quality Management Systems fundamentals and vocabulary

installation and servicing ISO 9001 Quality Management Systems requirements ISO 9004 Quality Management Systems guidelines for performance

improvement ISO 19011Guidelines on Quality and Environment Management Systems

Auditing



Environmental Management• Environmental management is seen today as an increasingly important

aspect of the business process

• There are three types of Environmental Management System/ Schemes:

– ISO 14001 Environmental Management System standard – EMAS - EU Eco-management and Audit Scheme – BS 8555 STEMS – Environmental Management Systems – Guide to phased

implementation of an EMS including the use of environmental performance evaluation.



Management System Targets

QMS -The Customer

EMS -Stakeholders, Regulators

OH&S -Primarily Employees



Internal factors

External factors

Initial and periodicstatus review

Policy

Audit Organising

Planning and

implementingMeasuring

performance

Information linkCONTROL LINK

Flowchart of a generic management system



Product

Continual improvement of the quality management systemContinual improvement of the quality management system

Customers(and otherinterested parties)

Requirements

Managementresponsibility

Resourcemanagement

Measurement, analysis and improvement

Productrealisation

Output

Satisfaction

Input

Source: BS EN ISO 9001:2000

Key: Value adding activity information flow

Customers(and otherinterested parties)



Typical QMS StructureSTANDARD - ISO 9001 OR SIMILAR

QUALITY MANUALPolicy, objectives, organization,outline of quality system

PROCESS DOCUMENTSAND PROCEDURES

INSTRUCTIONS

FORMS

Processes, practices,responsibilities,interfaces

Detailed instructionson how to carry out specific tasks

Qualityrecords

Design IT Support Installation Training



Commitment

Initial Review

Policy

organization and Personnel

Regulations Register

Objectives and Targets

organization and Personnel

Management Manual

Audits

Records

Reviews

Operational Control

Schematic diagram of the stages in the implementation of an Environmental Management System

Source: British Standard 7750:1992



A word of caution on IMS• Before looking at integrated management, you should consider the

management structures and styles within which it must be embedded.

• You need, therefore, to assess how effectively and efficiently the organization is currently managed in a general sense.

• There are many factors which affect how it operates.



Considerations for the Integrated Management Process • The extent to which integration should occur. • The political and cultural situation within the company. • The levels of competence necessary. • Legal and other regulatory requirements. • Clear objectives for the integration project.



Publicly Available Specification (PAS) 99 • PAS 99 is a Publicly Available Specification of common requirements for

management systems that can be used as a framework for an integrated management system.

• Organizations with more than one management system can view PAS 99 as an aid to achieving a single holistic management system.

• PAS 99 takes account of the six common requirements for management systems standards outlined in ISO Guide 72; guidance document. These 6 common requirements are:

• Policy • Planning • Implementation and Operation • Performance Assessment • Improvement • Management Review

– Source BSI-Global 2007



Functional decomposition breaks down activities according to what is done, rather than how it is done, and is probably the most common strategy.

Role decomposition breaks down things according to who does what, it can be an easy and useful starting point, but is likely to constrain improvements if it is maintained.

Subsystems decomposition divides systems first by major subsystem. This is useful when these subsystems are largely independent of one another.

Lifecycle decomposition breaks down a system first by the phases of activity. Again, this is most useful when these phases are clearly defined and relatively independent.

Breaking down the structure – a Decomposition Strategy



Understanding your business

• Decide on the viewpoint you intend to take in attempting to describe your business process. Engineers may have a particular viewpoint, sales staff may think slightly differently, administrators with differing criteria.

• Multi-disciplinary cross-functional teams may provide the overall viewpoint which you need



Understanding Management Systems• A QMS does not in itself decide the technical or commercial

specification of a product, but establishes disciplines that assist in the consistent attainment of quality requirements.

• An environmental management system (EMS) requires in the main that an organization identifies and registers its environmental effects, while promoting continual environmental improvement, but does not need to comment on overall environmental performance.



Conclusions

• Integration of management systems is an organizationally specific proposal.

• Necessary to achieve understanding of key business process.

• ISO has recognised wishes for integration in management system design.

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