M. Bernardo Unit 5. Integration of management systems 5.1. Definition of management systems...

M. Bernardo

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

Bernardo et al (2009)

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)

Bernardo et al. (2012)

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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)

Bernardo et al. (2012)

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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