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The Case for Integrated Management Systems
David K. WatkinsOmnex Management and
Engineering Consultants, LLC.
Copyright 2004 Omnex All rights reserved
2000 - 2004, Omnex, Inc.3025 Boardwalk Suite 120
Ann Arbor, MI 48108734-761-4940
January 19, 2004
This publication is protected by Federal Copyright Law, with all rights reserved. No part of this publication may be reproduced, stored in a retrieval system, translated,
transcribed, or transmitted, in any form, or by any means manual, electronic, electro-magnetic, mechanical, chemical, optical, or otherwise, without prior explicit written
permission from Omnex, Inc.
Copyright 2004 Omnex All rights reserved
Presentation Objective
• Consider the rationale for developing and implementing an integrated management system meeting the requirements of:
– ISO 9001:2000
– ISO 14001:1996
– OHSAS 18001
Integrated Management Systems
A Rationale
Copyright 2004 Omnex All rights reserved
Management System Principles
• Customer focused organization• Leadership• Involvement of people• Process Approach• System Approach to management• Continual Improvement• Factual approach to decision making• Mutually beneficial supplier relationship
Copyright 2004 Omnex All rights reserved
Management System Process Model
Copyright 2004 Omnex All rights reserved
Rationale for Management Systems
ISO 9001:2000
Customer Satisfaction & Competitive Advantage
ISO 14001:1996
Eliminate or Minimize Environmental Impact
OHSAS 18001:1999
Eliminate or Minimize Physical Harm or Damage
Copyright 2004 Omnex All rights reserved
Rationale for Integration• Object of Each Standard is Reduction and
Control of Variation in Processes Resulting in:– Product Non-Conformity and Waste– Injuries, Deaths and Property Damage– Environmental Impact and/or contamination
• System approaches to Management, Improvement and Control are the Same
Copyright 2004 Omnex All rights reserved
Benefits of Integration
• Focus– Integration of organization’s overall performance
goals and objectives
• Efficiency– Integration of Management planning, realization &
control processes
• Effectiveness– Application of proven quality management tools to
EMS and H&S
Copyright 2004 Omnex All rights reserved
Benefits of Integration• Better Resource Management
– Improve Resource utilization• People, Equipment, Facilities, Materials, Energy
– Reduce Time Required• Minimal duplication of efforts
– Commonize Documentation• Integration & Simplification of procedures and instructions
– Cost avoidance/savings• Identification of cost reduction opportunities
– Employee empowerment• Easier to understand, follow and use
Copyright 2004 Omnex All rights reserved
Benefits of Integration
• Better Risk Management– Reduction, Prevention and Control of
• Quality failures• Accidents, injuries, illness, deaths• Property & equipment damage or loss• Environmental incidents and accidents• Potential prosecution and fines• Damage to Public image• Loss of Employee morale
Copyright 2004 Omnex All rights reserved
Objectives of Integration• Competitive Advantage
– Improved Operational Results• Lower Costs• Shorter Lead Times• Less Waste
– Global Competitive Advantages• Level playing field• Customer & Industry and Governmental standards
Reduced Costs and Improved Profitability
Copyright 2004 Omnex All rights reserved
Integration Approach
• Alignment of:– Stakeholder Requirements– Policies for Quality, Environment, Health & Safety– Measurable Objectives– Management System Processes
• Business Planning & Management Review• Resource Planning• Product/Service Development and Provision• Monitoring, Measurement & Analysis of Data• Continual Improvement
Copyright 2004 Omnex All rights reserved
Process Focus
• Analysis of Variation and Process Control– Product Conformity– Environmental Aspects and Impact– OH&S Hazards and Risks
• Focus on Prevention– Error Proofing– Automated Detection and Controls
• Common Documentation– Integrated Procedures and Instructions– Integrated Data Bases and Records
Copyright 2004 Omnex All rights reserved
PROCESS
RE
QU
IRE
ME
NT
S
RE
QU
IRE
ME
NT
S
Equipment /Installations
(With what?)
TrainingKnowledge
Skills(With whom?)
Key Factors(How many?)
Input
What shouldwe receive?
Output
What shouldwe deliver?
InstructionsProcedures
Methods(How?)
Process Analysis
Copyright 2004 Omnex All rights reserved
Causes of Failure?• Half hearted implementation—Lack of
Commitment• Focus on Certificate rather than results.• “Do it fast”—Rather than well.• Misplaced responsibilities—Delegated.• Copying someone else’s system.• Too Cumbersome.• Departmental Deployment.• Difference between speech and action.• Slack Management Reviews.
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