Integrating ISO 14001 & 9001 into OHSAS 18001

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M

Mark711

#12
Thank you for your advice. We will take it into consideration when we combine the EMS & EHS together.
 

6thsense

Involved In Discussions
#13
I have only 3years working in a bottling operation that makes it mandatory to have all three management systems operating, along with HACCP. 14000 and 0SHAS are perfectly integratable and are easy to implement at the sametime. i honestly think the pro's are plenty. when Company auditors come the audit checklists cover all systems.
 
M

Marty50

#14
Heh he...i've been trolling for ideas and I'm going to steal your post and ideas RC.

Been getting a lot of resistance here. Bit like trying to turna ship around.

:thanks:
 
C

Cubic

#15
It may be safe to say that I have some small experience in the area.

Downside? Primarily de-ephasizing the importance of one for the other...focusing more on one system than the other systems.

The expectation is for a transparent "business management" process managing quality,OH&S and environmental "risk" and improvement of total systems performance.
I think you're spot on Randy.

A QMS is driven by "cost effectiveness" and relies heavily on "business management". OHS&E are legislative systems that generally end up costing companies a great deal of money...particularly if they're ill prepared. Therefore the systems can come into conflict. As a resort, many companies will de-emphasize specific areas and only spruce them at auditing time.

Personally, if you haven't had much experience with each system, I'd erode at them separately until they were operable and well and truly embedded. Then perhaps try to wed them to suit your operations.

My POV only...I'm still trying to get over the Federal Safety Commission accreditation in Canberra. Now that'll make you weep blood. :frust:
 

RoxaneB

Super Moderator
Super Moderator
#16
Heh he...i've been trolling for ideas and I'm going to steal your post and ideas RC.

Been getting a lot of resistance here. Bit like trying to turna ship around.

:thanks:
Thank you...I think.

If you would like to discuss them in more detail, feel free to PM me.
 
S

scotzr

#17
I have just finished co-leading a successful:) effort to integrate 14001 and 18001 into our existing 9001 Quality Management System, now called our Integrated Management System.

I would highly recommend integration because of the overlap of the three systems. Hey - document control is document control is document control...

To integrate, we made most of the updates right in the Quality Manual, and renamed it the Integrated Management Systems Manual. (Our Level 1 document.) As it is an integrated way of doing business, and I want to continue to stress that, we combined in as many areas as possible, including our management reviewss. I did create a few extra Level 2 documents, and then some specific Level 3 work instructions.

For us, the bulk of the work was in analyzing our processes for environmental impacts and health & safety risks.

Going forward, I will be providing 14001 and 18001 content training to our 9001 internal QMS auditors, and 9001 and 18001 content training to a few who had EMS audit training.

We just completed our successful external registration audit for 14001 and 18001, with no non-conformities.:D Just a few "areas of concern" that we have a year to address.

(OK, 18001 wasn't technically a "registration" audit, but that's splitting hairs...)

Ironically, I found out during our registration audit that I have until June 09 to also comply with a european railroad standard. (IRIS - it is basically ISO 9001 with additional requirements.) Well, that's a little job security, I suppose...

'Bye for now!
 
S

scotzr

#18
Roxane -

As for resistance to change, your formula reminded me of on a powerpoint slide from a while back; I don't recall the source. It's kind of an interesting way of looking at change.

Code:
Managing Complex Change
Vision + Skill + Incentive + Resources + Action Plan = Change
       + Skill + Incentive + Resources + Action Plan = Confusion
Vision +       + Incentive + Resources + Action Plan = Anxiety
Vision + Skill +           + Resources + Action Plan = Gradual Change
Vision + Skill + Incentive +           + Action Plan = Frustration
Vision + Skill + Incentive + Resources +             = False Start
 
Last edited by a moderator:

Helmut Jilling

Auditor / Consultant
#19
I have just finished co-leading a successful:) effort to integrate 14001 and 18001 into our existing 9001 Quality Management System, now called our Integrated Management System.

I would highly recommend integration because of the overlap of the three systems. Hey - document control is document control is document control...

To integrate, we made most of the updates right in the Quality Manual, and renamed it the Integrated Management Systems Manual. (Our Level 1 document.) As it is an integrated way of doing business, and I want to continue to stress that, we combined in as many areas as possible, including our management reviewss. I did create a few extra Level 2 documents, and then some specific Level 3 work instructions.

For us, the bulk of the work was in analyzing our processes for environmental impacts and health & safety risks.

Going forward, I will be providing 14001 and 18001 content training to our 9001 internal QMS auditors, and 9001 and 18001 content training to a few who had EMS audit training.

We just completed our successful external registration audit for 14001 and 18001, with no non-conformities.:D Just a few "areas of concern" that we have a year to address.

(OK, 18001 wasn't technically a "registration" audit, but that's splitting hairs...)

Ironically, I found out during our registration audit that I have until June 09 to also comply with a european railroad standard. (IRIS - it is basically ISO 9001 with additional requirements.) Well, that's a little job security, I suppose...

'Bye for now!
Good for you. Sounds like an excellent approach.
 
M

mkaganov

#20
Folks,

Not long ago we audited a pretty large compnay registered to all three standards. The compnay maintaned three separate independent (and somewhat confronting) systems. There were 3 management review procedures, 3 CAPA peocedures, 3 Documentationjn Management procedures and so on..., you know what I mean...

When I complimented VP of Operations for great job in preparing Doc. Management procedure for ISO 9001, I asked him how much time it took them to develop this document. After a short while, he answered: "...between writing..., meetings..., discussing..., correcting..., ECNs..., etc... may be 2 to 3 weeks..." "For how many people?" I asked. " "Hard to say... may be 2 or 3" he answred.

What does it mean for business? If somebody invested some 2 (employees) x 5 (days in a week) x 2 (weeks) x 8 hours a day at some $100 per hour (it is $16,000 by the way), why in the world would one need to re-invent the wheel and spend this kind of money again developing the same procedure in the same compnay?

The moral? It is more economical it spend $16 G than 32 or 48!

Cheers,
Mark
:applause:
 
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