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Integrated Quality, Safety and Environmental System management - The Future?

Marc

Captain Nice
Staff member
Admin
#1
I couldn't find the original message, but... some thoughts and resources:

"W.A. van Wing" wrote:

> Dear worldwide quality professionals,
>
> From the believe that in a few years, ISO 9000 will be out as a stand alone
> management system, and will be replaced by a completely new approach on
> integrated Quality, Safety and Environmental management, I started this year
> with a new MSc study on this subject (the first in Europe). As a Quality
> Assurance professional myself (10 years active in the world-wide food
> ingredients industry), I am now focussing on this new view of develloping,
> building and implementing this structure in our company (Multinational,Dutch
> origin, Food and Pharmaceutical organisation). A challenge, I can assure you!
>
> The reason for my E-mail is to get into contact with colleages with an
> identical view on this matter and discuss strategic views on the models and
> structures of application. Also I am very interested if we are (again) ahead
> with this development compared with other parts of the world.
> I say again, because my own experience, travelling around the world) is
> that also on the ISO 9000 issue, we have been ahead on a lot of other
> countries in the world (eg. Asia, USA etc).
>
> Looking forward to your response !
> It might give my nice idears for my dissertation subject
>
> Wilfred

From: Colin Chambers - chambers.org.uk
Newsgroups: misc.industry.quality
Subject: Re: Integrated Quality, Safety and Environmental System management
Date: Sun, 06 Feb 2000 22:07:14 +0000
Organization: Customer of Planet Online

WILFRED,

I'm also looking at this subject. I'm currently working on a MSc in Environmental and Health & Safety Management by long distance learning with Portsmouth University in the Uk and am just finishing an assignment in integration of TQM and H&S Management.

I am a Health, Safety and environmental Manager but also get involved with Qulaity as I am a trained ISO 9000 system autodir and have been invovled with setting up 3 quality systesm for previous companies - hence the interest in this area.

There are a number of articles in Amercian safety magazines and also Total Quality Magazine that relate to this - here is a reference list:

Adams, E.E. (1995), Total Quality Safety Management, American Society of Safety Engineers, 1995

Bird, F and Germaine, GL (1966); Damage Control, American Management Association, 1st Edition, 1966

Bird, F and Germaine, GL (1986); Practical Loss Control Leadership; 1st Edition; International Loss Control Institute, 1986

British Standards Institute (1998a), Occupational Health & Safety Management Systems, BS8800,1998

British Standards Institute (1998b), Calls for improved compatibility for ISO 9000 and ISO 14000, Business Standards, May,1998

Centre for Chemical Process Safety (1996), Guidelines for Integrating Process Safety Management, Environment, Safety, Health, and Quality, American Institute of Chemical Engineers, 1996

Chemical Industries Association (1996), Seminar. Integration of Health & Safety and Environmental Management..

Det Norske Veritas (1996), International Safety Rating System, 6th Edition (UK), 1996

Dow Chemical (1986), America's Quality Coaches, CPI Purchasing, March 1986, Special report.

Health & Safety Executive (1997a), Successful health & safety management HS(G) 65, HSE Books, 2nd Edition, 1997

Health & Safety Executive (1997b), Total Quality Management and the management of health & safety, HSE Books, CR153/1997, 1997.

Krause, T.R.(1994), Safety and quality:two sides of the same coin, Quality Progress, October, 1994, pp.51-55.

Oakland, JS.(1993), Total Quality Management. 2nd Edition, Butterworth Heinemann 1993

Uzumeri, M.V. (1997),. ISO 9000 and other Metastandards; Principles for management practice?, Academy of Management Executive, Volume 11, 1997.

Warrack, B.(1998), Report on results for Safety and Health Audits in Eight manufacturing Firms: Final report, Workplace Safety and Health Division, Manitoba Labour, Winnipeg, Manitoba, April1998.

Warrack, B.J. and Sinha, M.N. (1999), Integrating Safety and Quality: Building to achieve excellence in the workplace, Total Quality Management, July, 1999, Vol. 10, pp.779-785

Wilkinson, G. and Dale, B.G.(1999), "Integrated management systems:an examination of the concept and theory", Total Quality Management, Vol.11, No.2, pp.95-104.

I would be interested in information you or others may have in this area.
Regards,

Colin Chambers
 
D

David Mullins

#2
As Alan C pointed outthe other week:

"You might be interested in a new Australian Standard AS4581 - Management System Integration, which describes how to integrate Quality, Safety, Environment etc management into one documented system. When combined with AS4360 - Risk Management, it provides the means to change our industrial paradigm to one which is risk conscious, proactive and empowering. The standards are available at www.standards.com.au

------------------
 

Marc

Captain Nice
Staff member
Admin
#3
Blast from the Past - 2000 - Any contemporary comments now that it's 6 years later?

How many of you here have totally integrated systems?
 

RoxaneB

Super Moderator
Super Moderator
#4
Marc said:
Blast from the Past - 2000 - Any contemporary comments now that it's 6 years later?

How many of you here have totally integrated systems?
It's a blast from the past alright...but maybe it should be moved to a more current location? Just a thought.

I hesitate to say that my site's system is totally integrated as there are somethings which will remain unique to the realms of Safety, Environment, Quality and now Finance.

However, we all use the same tools within our common BMS toolbox. Concepts such as PDCA, SDCA, SPC, 5S, Failure Analysis, Root Cause Analysis, etc.

We have created one BMS manual which will more than likely be expanded upon shortly to include the requirements from Sarbanes-Oxley.

We have one document control system used by all.

And no matter the standard or requirement being applied, we have one commong vision that drives all that we do.
 

Sidney Vianna

Post Responsibly
Staff member
Admin
#5
Ian Dalling's article on INform makes for interesting reading:

Countdown to integration?
The first ‘hot topic’ question in the last issue of INform - which asked if readers thought that auditors would be primarily auditing integrated management systems (IMSs) in five years - elicited a lot of response (click here). None, however, were as categorical as that of Ian Dalling, director of Unified Management Solutions

IMSs will, I believe, become the norm as a result of a natural evolutionary process driven by enlightened organizations that have the wisdom to understand the benefits, followed by those who blindly follow any management fashion and are motivated by the fear of being left behind. The former will be the most successful while the latter will fail to get the full benefits.

The essence of managing an organization is to optimize opportunity and minimize risk. A key tool for achieving this comprises the formal management arrangements that we use to control and guide the organization’s assets and processes, in such a way that we fulfil the objectives and satisfy stakeholders with respect to quality, health, safety, environment, security, ethics, social responsibility etc. I have yet to hear a coherent argument for fragmenting these formal arrangements other than making life easier for one specific group, but at the expense the organization as a whole.

However, it must be understood that the controls resulting from an integrated opportunity/risk assessment will often be diverse requiring specialists to assign, approve and audit them. Looking at just one facet of managing a nuclear plant, for example, the controls used to safely manage nuclear criticality, radioactive particle and general radiation hazards are each very different in nature requiring diverse management controls. However, the same IMS can be used to assess those hazards or any other type of opportunity/risk interaction with people and the environment etc.

Reaping the benefits

There are at least 12 principal benefits of IMSs:
  • more concise minimalist management system with all aspects adding value without redundancy
  • enhanced communication through simplicity and uniformity
  • easier compliance, less violations, greater employee participation and ownership leading to stress reduction and better utilisation of creativity
  • better opportunity/risk issues conflict resolution and management
  • enhanced stakeholder understanding and satisfaction
  • accelerated training and reduction in training needs
  • reduced monitoring (audits/inspections), including certification surveillance
  • improved management and process transparency leading to more efficient and effective management review and action planning
  • faster change dynamics supporting optimal organisational evolution
  • better implementation and return from improvement initiatives such as the business excellence model, TQM, Investors in People, six sigma, ISO standards and regulations etc.
  • enhanced competitiveness and business security
  • increased profitability through lower costs, improved productivity and creativity
It should also be noted that this evolution in management systems is happening within enlightened intelligent organizations with little outside stimulus from:
  • BSI and ISO: they have been slow to develop integrated management standards
  • the multitude of management bodies that mostly still narrowly focus on supporting just one facet of the totality of management
  • the management system certification bodies who are currently reactively working hard to resource the demand for an integrated audit service for IMSs
  • academic bodies, which despite offering degrees in every subject imaginable, have yet to offer a degree in integrated management
Fragmenting the management system leads to waste of effort and an inability to optimize the management and process controls. Given the major improvements possible through integration, it can give an organization much more than just a marginal competitive edge. The resulting increase in business efficiency and effectiveness, through integrated management, will drive an evolution in management practice that becomes increasingly integrated - integration begets integration - future management will be integrated.

About the author: Ian Dalling is the director of Unified Management Solutions which specializes in integrated management. He can be contacted at e: [email protected].

The IQA special interest group on integrated management is open to all those interested in the subject. For further details visit: www.iqa.org/integrated/index.shtml
 
#6
RCBeyette said:
I hesitate to say that my site's system is totally integrated as there are somethings which will remain unique to the realms of Safety, Environment, Quality and now Finance.
Likewise... Let's say that we have integrated the following systems to the best of our ability:
  • Quality
  • Environment
  • Energy (Acc. to a Swedish std- an add-on to ISO 14001)
  • H&S
  • Emergency response (acc to Swedish legislation)
/Claes
 
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