A Proposal to leverage improvements on Integrated Management Systems applying Zachman’s Corporative Architecture

IBARRA, Luis Alberto Ccopa1, a, CALARGE, Dr. Felipe Araujo2, b 1 Nine of July University (UNINOVE), São Paulo, Brazil

2 Nine of July University (UNINOVE), São Paulo, Brazil

ai.barra@live.com, b fcalarge@uninove.br

Keywords: Integrated Management Systems; Continuous Improvement; Corporative Architecture; modeling.

Abstract. With the constant pressures from upcoming markets and legislations, systems

management modeling become ever more crucial to leverage the survival of the companies and to

improve the strategic vision of market and internal situation; however, there’s no guidelines on best

practices or on how to best evaluate your internal process. The proposal on this paper is the use of a

methodology from the information technology, which consists on a complete mapping of needs and

interfaces, to improve the mapping and modeling of the management system. A final proposal is

shown according a preliminary study to illustrate the potential of its use.

Introduction

In a globalized world the strategic vision becomes crucial for the survival of a company, and as

such, the structure that will consist on0 this view has the same level of criticality, the vision of the

business world in the implementation of integrated management system (Quality, Environment,

Occupational Health and Safety and Social Responsibility).

With the growth in adoption and implementation of standardized management systems related to

quality such as ISO 9001, ISO 14001 environment, safety and occupational health OHSAS 18001;

companies have started growing organized and sustainable in the areas of these three standards.

But still issues that compete with all standards remain unstable, for example: how to model the

system, how to evaluate the growth, how to evaluate the metric, which evaluation method ensures

decision making more appropriate to achieve the objectives and goals of the organization for the

next cycle or fiscal year.

Several studies show methods of integration between standardized systems to leverage

improvement. Surveys in Portugal [1], Italy [2] and Iran [3] show the benefits in different

organizations and in different political contexts, related to reduced costs and increased productivity,

directly related to improvements in integrated management system . A study in Spain followed the

results and improvements in the management system of various organizations, in order to show

improvements in the most difficult aspects of managing an integrated system [4], which include

results from training and awareness, to increase the quality and productivity of the company.

Indicators, method are used commonly to evaluate the efficiency of the organization, but how to

choose the model of integration or how to evaluate the adequacy of the model remains an unknown

to management.

From another perspective, technology progressed on inventory and consumables management

systems MRP (Material Resource Planning) to entrepreneurial managing systems ERP II

(Enterprise Resource Planning).

These in turn can read and control all production data in electronic form; data from actual

production time appointed by employees, inventory costs, demand forecasts, working hours and

other data related to production.

Advanced Materials Research Vols. 860-863 (2014) pp 3035-3040Online available since 2013/Dec/13 at www.scientific.net© (2014) Trans Tech Publications, Switzerlanddoi:10.4028/www.scientific.net/AMR.860-863.3035

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Despite having all the information available, these systems might not provide the best means of

assessing the performance of such information. There are in the market software that read the data

from the production up to the accounting data, but the connection and interpretation of these data

usually do not show a direct link.

Thus, resulting in assumptions in information handling and possible flaws in the evaluation of the

data that exist and are available, but in a disorganized way.

To remedy this deficiency solutions corporative architecture or AC, present proposals for these

shortcomings, the ultimate goal of this tools is to provide means to define a structure in an

organized and efficient way, thereby reducing cost and complexity, reaching an overall

improvement by better performance of the information systems studied and structured properly,

analyzing the perspective of company goals.

Justification Management systems are present in all areas of application, from the area of

services to products, is also present in hospitals, malls, metallurgical enterprises of all branches and

projects.

Although the methodology of Architecture corporative provide means to restructure the enterprise

information systems according to pre-defined requirements, is not clear and has not been studied

using this methodology on how to design a system to meet the scope of an integrated system .

This paper proposes a new use of this methodology to leverage its potential for evaluating and

generating improvements in organizations, the planning driven architecture corporative.

It is worth mentioning that the managers of integrated management systems face implementation

problems when their employees are not fully aware, which may lead in nonconformities [5].

However, the system structure remains an open question for the senior management.

Objectives This study then has the purpose to demonstrate the characteristics of Zachman’s

corporative Architecture for structuring integrated management systems

Define the concepts of architecture and corporative systems integration management

Evaluate the compatibility of using the tool corporative architecture for planning the

structure of the management system

presenting an example of this modeling

Review on Concepts of Integrated Management Systems

Over the years, with the advent of accelerated development of new technologies, companies have

found the need to establish minimum criteria for their products and supply partners, both to ensure

the stability of their current projects, as well as the future, so that the management systems

standards such as the ISO 9001 quality management system, ISO 14001 environmental

management system, OHSAS 18001 system of occupational health and safety; were adopted to

establish minimum criteria regarding running a business .

The following are the concepts of the three standards traditionally as an example in order to

illustrate the reality found in the efforts to manage and integrate these systems.

ISO 9001 This standard aims to specify requirements for a quality management system, for

an organization that needs to demonstrate ability to provide products according to customer needs,

also having the ability to increase customer satisfaction through continuous improvement of the

system and ability to ensure the conformity of the product produced in relation to customer

requirements [6], [7].

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Allowing not only the current products have robust process, but when every project is developed, it

also presents these features and, above all, that this system is in continuous development for

improvement, supported by decisions on facts and nonconformities managed and controlled.

This standard does not stipulate clear methods of evaluation of the system, except the internal audits

to assess its focus on the standard requirements and interactions between the processes; leaving a

gap for the means of assessment and the choice of indicators for management review.

ISO 14001 This International Standard specifies the requirements for an environmental

management system, allowing an organization to develop and implement a policy and objectives

which take into account legal requirements, other requirements to which it fits, and information

about significant environmental aspects. It applies to those environmental aspects that the

organization identifies as those, which it can control, and those, which it can influence. In itself, this

standard does not establish specific criteria for environmental performance [8],[7].

Similarly to the previous standard, it also establishes a management system, but to ensure that the

company has a method of managing their environmental impacts, or impacts that the organizations

that works on behalf of them might have, however, this standard does not establishes goals, but puts

in its premise the continuous improvement of the system. These goals increasing system efficiency,

reducing impacts and providing greater awareness of employees and the community where the

organization operates, thus meeting the regulatory requirements also the region where its facilities

are present.

OHSAS 18001 This Standard, Occupational Health and Safety Assessment Series (OHSAS)

specifies the requirements for a management system for safety and health at work, to enable an

organization to control its OH & S risks and improve its OH & S performance . It does not specify

the OSH performance criteria, or provide detailed specifications for the design of a management

system [9], [7].

OHSAS 18001 has as its main objective the training of an organization in implementing,

maintaining and improving a management system related to occupational health and safety,

reduction and elimination of risk, compliance to local legislation and awareness of the employees

with regard to safety, similar to ISO 14001, OHSAS 18001 does not establish targets or evaluation

models, except through audit, but stipulates in its premise improvement.

Review on integrated systems

Considering this analysis, only integrated systems, we must define how to structure efficiently these

systems to reduce or eliminate ambiguity by deficiencies of defining objectives, responsibilities and

goals.

Integration levels Before evaluating the integration model, the concept of level must be

addressed, with the aim of establishing goals, setting a level of integration can set a decisive course

and structure to adopt.

In its simplest analysis management system can provide three levels of integration, a)

correspondence, b ) and c generalization ) integration :

a) Correspondence:

Study of the similarities between the systems, alignment between the major tasks to reduce

redundancies created by the parallel systems, unification of documents and reducing ambiguities. In

summary, we can establish some objective items:

Advanced Materials Research Vols. 860-863 3037

1. Reduction of documents and records

2. Reduction of bureaucracy

3. Cost reduction through better utilization of system dedicated resources

4. Simplification of internal and external audits

This level of integration may be considered as the initial model system integration a step further

structure of this system is the generalization.

b) Generalization of systems:

This step aims to establish a generic model that understands all the needs, existing and to future, in

your organization, in order to structure a model of continuous improvement, structuring it in the

PDCA cycle; characteristics that characterize this stage, can be listed as a complement to the

correspondence between systems:

Increased focus on the inter-relationships - increased synergy between systems and better

view of the trade-offs between systems.

Objectives are well defined, monitored and balanced together.

Responsibilities and organizations are defined in a single structure.

This integration step is already showing significant improvements in comparison to the previous

step because removing barriers between systems, the goals are still defined separately, but in a way,

that follows a vertical alignment in a more robust relation to their integration.

c) Integration between systems:

Final step in the integration of systems, as well as all the previous features, this stage is

characterized by the goal of developing an organizational culture, one ambitious step in structuring

the company, aims to the internal and external resources, gains not only the internal organization,

but also improvements outsourced in order to achieve a more sustainable development and greater

social responsibility. [7].

Tools Analysis

From the concept of corporative architecture initiated by Zachman in 1987[10],[11], wherein a

major structure can be defined and studied within a structure of six proposed features, aligned by

categories of hierarchy, then it might be possible to indicate the planning activities required by

integrated management systems can be defined with the use of this technique.

Table 2: Integrated management systems modeling proposal with aid from Zachman’s architecture

Description I Description II Description III Description IV Description V

Description

VI

Ori

enta

tio

n

Management

System Objective Application Resources Frequency Purpose

Fo

cus

System

restructuration

Support process, provide

direction

Stablish connections between

suport areas

Define department and

responsibilities Dynamics

Certifications

maintenance

Des

crip

tion

ISO 9001: 4.1;

4.2; 5.4; 5.6; 6.3; 6.4; 7.4.1;

8.2; 8.4; 8.5

Integrated

management system

manual

Non quality cost

reduction Production

Management and supervisors

Continuous

Performance reports to top

management

and

continuous

improvement

Customer

satisfaction Sales workflow Management Continuous

Stock and re

supplement time control

New

suppliers

Acquisition workflow Management According production

demands

Improvements and action

plans

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ISO 14001:

4.1; 4.2; 4.3; 4.4.3 à 4.4.7;

4.5; 4.6

OHSAS 18001:

4.1; 4.2; 4.3; 4.4.3 à 4.4.7;

4.5; 4.6

Applicable

legislation

Integrated

management systems

policy

development

Deviations prevention

and process

development

Process/ Project development

workflow Management

According

information from sales

dept. and

production necessities

Production planning

and

sequencing

Production planning Management

According forecasts

from sales

workflow

Fulfill legislations

and reduce

resources consuption

Control of:

Accidents

with

temporary

medical

restrictive order

occurrence /

Water and electricity

consumption

/ waste management

Others support areas Management

According

production needs and

other areas

needs

The requirements of the management system can be directly related in a clear and simple objectives

of the corporative architecture hierarchy presented by Zachman, links to requirements for

environmental management and occupational health and safety may also be related, as described on

III, IV and VI, which are defined in the description III projects, processes or manufacturing sites,

which are directly related to surveys of hazards and risks, environmental aspects and impacts and in

conjunction with item IV define the responsibilities of the operators or sectors of the organization

serve as an entry point for the awareness of employees .

The description VI competes directly with business objectives, goals, gauges and therefore

company policy, so encompassing not only goals of financial management and quality but also can

assess the health of environmental management systems and occupational health and safety, as

much as any other system by which the company will adopt.

This tool comes from the concept of providing a structured view of the data contained in the

enterprise, widespread in various tools and different foci, the systematic basic tool is the

development of hierarchies where processes and information structures are modeled in order to

specific needs and align vertically correlated within the same category among different degrees of

planning analysis; described as: orientation, focus, description and descriptive model.

From this analysis correlating needs at different levels of management and operation is possible to

perform a reliable analysis of the needs of integrated management systems, and utilizing resources,

whether technological or not, consciously and optimized .

Final Thoughts

Although, having these tools in their design a focus directed the design and planning of information

systems, the use of the methodology of analysis is applicable to the use of modeling and mapping of

processes and internal hierarchies, being productive or administrative character.

The integrated management systems lack a methodology for structuring an orderly way, because for

each scenario the needs and requirements of customers and market are different. With the aid of

these differences, corporative architecture scenarios can be reduced since the methodology of these

architecture corporative demand reduction areas unknown to the system and the lifting of all

requirements in their mapping and planning.

Advanced Materials Research Vols. 860-863 3039

Thus, both political and cultural differences become less aggravating on the planning system,

because with this method the system will be modeled on the collective knowledge and

requirements, both normative and customers or government.

With the reduction in unfamiliar areas of a mapping operation and efficient business needs, a more

robust and less complex can be formed; assisting with reduced complexity and increased efficiency.

Acknowledgements

The Author is pleased to thank both the university UNINOVE and PROSUP CAPES, for the

scholarship aid on the master’s degree in production engineering course.

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Energy Development 10.4028/www.scientific.net/AMR.860-863 A Proposal to Leverage Improvements on Integrated Management Systems Applying Zachmans

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