Development of a Lean Quality Management System: An Integrated Management System

2010 ◽  
pp. 141-151 ◽  
Author(s):  
Alexander Blecken ◽  
Alexander Zobel ◽  
Evangelos Maurantzas
Keyword(s):  
Quality Management ◽  
Management System ◽  
Quality Management System ◽  
Integrated Management ◽  
Integrated Management System

Experiences With Implementation, Application and Improvement of an Integrated Management System

2009 ◽  
Author(s):  
H. P. Berg ◽  
I. A. Beckmerhagen
Keyword(s):  
Quality Management ◽  
Radiation Protection ◽  
Management System ◽  
Safety Management ◽  
Quality Management System ◽  
Integrated Management ◽  
Management Systems ◽  
Operational Effectiveness ◽  
Integrated Management System ◽  
Preventive Actions

An integrated management system encompasses all management and assessment activities. The organizational structure of the Federal Office for Radiation Protection (BfS) quality management system is able to merge existing and future requirements. In this context the BfS management system encompasses quality management and radiation protection requirements as well as safety management, mining requirements and those of testing and calibration laboratories. Its structure allows the integration of function-specific management systems as well as specific requirements. The quality management system has taken into account the existing structure of documents to improve acceptability for the extended approach. Integrating management systems should enhance managerial and operational effectiveness. Whether or not this goal can or has been achieved is still a lingering question. A well-proven method to assess the effectiveness of any management system is auditing. Audits are designed to determine adequate compliance with applicable standards and guidelines. Moreover, they can and should be instrumental in identifying problem areas and potential improvements, along with corrective and preventive actions.

scholarly journals Quality Management Systems That Serve the Subsea Oil & Gas Industries:

2016 ◽  
Vol 1 (3) ◽  
Author(s):  
Vincent O'Donnell
Keyword(s):  
Quality Management ◽  
Management System ◽  
Business Processes ◽  
Oil And Gas ◽  
Quality Management System ◽  
Integrated Management ◽  
Iso 9001 ◽  
Management Systems ◽  
Quality Management Systems ◽  
Integrated Management System

This research project was to investigate the motives for gaining an ISO 9001 certified quality management system in companies that serve the subsea sector of the oil and gas industries: is certification a strategic business tool or just a marketing badge? A literature review revealed that if implemented rigorously, ISO 9001 could deliver increased efficiency and improved business processes. Many authors stated that certification was gained principally to allow trading in the European and global markets, and, to gain entry to the Approved Vendors List of prospective customers. Primary research consisting of interviews with approximately 55 professionals across 12organisationsindicated that a majority agreed, stating that certification was gained for marketing purposes or to satisfy customer requirements. However many went on to say that their companies had subsequently realized the full benefits of ISO 9001. Therefore the motives for certification could be aligned. Secondary research also revealed that a number of firms operated an integrated management system. Findings of this project point to two conclusions. First, if ISO 9001 is implemented rigorously enough, companies can realize its benefits despite alternative reasons for gaining certification. Second, both motives for gaining certification can be aligned. This is a significant that is absent in the literature. All of the companies operating in this industry that were researched in this study had an ISO 9001 certified QMS. Because of the absence of publications on the use of ISO 9001 in the subsea sector of the oil and gas industries, further research into the possible alignment of the motives investigated in this project is warranted, and recommended. Additional areas for further research include integrated management systems rather than ISO 9001 quality management systems and limiting the scope of analysis to a current single subsea project, such as the Gorgon Project (Hatch 2013).

ALGORITHM FOR CREATING AN INTEGRATED QUALITY MANAGEMENT SYSTEM AND FOOD SAFETY

2018 ◽  
Author(s):  
Н.Б. ТРОФИМОВА ◽  
Е.О. ЕРМОЛАЕВА
Keyword(s):  
Food Safety ◽  
Quality Management ◽  
Management System ◽  
Food Industry ◽  
Quality Management System ◽  
Integrated Management ◽  
Integrated System ◽  
Iso 9001 ◽  
Management Systems ◽  
Integrated Management System

Обоснована необходимость внедрения интегрированной системы качества и безопасности продукции на предприятиях пищевой промышленности. Рассмотрены три системы менеджмента, соответствующие ИСО серии 9000, ХАССП и ИСО 22000. Проведен сравнительный анализ действующих стандартов – ГОСТ ISO 9001, ГОСТ Р ИСО 22000, ГОСТ Р 51705.1–2001, направленный на установление общих требований данных систем менеджмента и объединение их в требования интегрированной системы менеджмента качества и безопасности пищевой продукции. Показано, что сочетание нескольких систем и их интеграция позволят обеспечить эффективность работы пищевого предприятия. Рассмотрены модель и принцип формирования интегрированной системы управления на предприятиях пищевой промышленности. Модель апробирована на ОАО «Ленинск-Кузнецкий хлебокомбинат». Разработанная интегрированная система является эффективным инструментом повышения эффективности бизнеса в целом. The need for the introduction of an integrated system of quality and safety of products in the food industry is justified. Three management systems, corresponding to ISO 9000, HACCP and ISO 22000, are considered. A comparative analysis of the existing standards-GOST ISO 9001, GOST R ISO 22000, GOST R 51705.1–2001, aimed at establishing the General requirements of these management systems and combining them into the requirements of an integrated system of quality management and food safety, was conducted. It is shown that the combination of several systems and their integration will ensure the efficiency of the food enterprise. The model and the principle of formation of an integrated management system in the food industry are considered. The model was tested at JSC Leninsk-Kuznetsk bakery. The developed integrated system is an effective tool to improve the efficiency of the business as a whole.

Search for critical elements in an integrated quality management system and safety management system

2020 ◽  
pp. 41-50
Author(s):  
D.M. Melnik ◽  
Keyword(s):  
Quality Management ◽  
Fuzzy Sets ◽  
Management System ◽  
Safety Management ◽  
Quality Management System ◽  
Integrated Management ◽  
Civil Aviation ◽  
Safety Management System ◽  
Integrated Management System ◽  
Critical Elements

The International Civil Aviation Organization, in its document Safety Manual (Doc 9859), notes the importance of integrating a safety management system and a quality management system, which takes into account all areas of the civil aviation organization and the formation of interrelated processes to achieve common safety goals. There are discusses the method of searching for critical elements of an aviation enterprise based on risk events in an integrated management system, the main principle of which is the establishment of quality indicators and fiight safety indicators. With this approach, the distribution of indicators by type of activity (classes) is carried out, which in turn allows the study of elements of the aerodrome operator system based on the theory of fuzzy sets (Fuzzy Sets), in accordance with the concept of reliability, risks, safety from the theory of system safety. The results obtained allow us to proactively develop and implement measures that exclude the occurrence of a negative event in the activities of an aviation enterprise, such as a catastrophe, accident, emergency, or a serious aviation incident.

DEVELOPMENT AND IMPLEMENTATION OF ELEMENTS OF AN INTEGRATED MANAGEMENT SYSTEM ENTERPRISE

2021 ◽  
Author(s):  
М.В. ДВАДНЕНКО ◽  
А.Г. МАРЧЕНКО
Keyword(s):  
Quality Management ◽  
Management System ◽  
Quality Management System ◽  
Integrated Management ◽  
Iso 14001 ◽  
Management Systems ◽  
Foreign Markets ◽  
Integrated Management System ◽  
Further Development ◽  
Integration Of Management Systems

Интеграция систем менеджмента (ИСМ) позволяет унифицировать процесс управления и снизить издержки, в том числе на ликвидацию последствий ошибочных управленческих решений. Сформулированы 12 последовательных этапов внедрения эффективной системы менеджмента качества по ГОСТ Р ИСО 9001–2015 и ГОСТ Р ИСО 14001–2016 на примере ООО «М» (Туапсе), деятельность которого связана с оказанием круглосуточных услуг по бункеровке судов в порту и на рейде. Представлена последовательность выполнения 12 этапов ИСМ. Рассчитаны общие затраты на проведение работ по ИСМ за 12 мес. Совершенствование системы менеджмента качества будет способствовать дальнейшему развитию предприятия и укреплению его позиций на внутреннем и внешнем рынках. Integration of management systems (IMS) allows to unify the management process and reduce costs, including the elimination of the consequences of erroneous management decisions. 12 successive stages of implementation of an effective quality management system in accordance with ISO 9001–2015 and ISO 14001–2016 have been formulated using the example of LLC «M» (Tuapse, Krasnodar region), whose activities are related to the provision of round-the-clock bunkering services in the port and in the roadstead. The sequence of execution of 12 stages of the IMS is presented. Calculated the total cost of work on the IMS for 12 months. Improving the quality management system will contribute to the further development of the company and strengthen its position in the domestic and foreign markets.

ISO 9001 quality management systems in local government institutions in Poland: past, present and future

2019 ◽  
Vol 86 (4) ◽  
pp. 799-815 ◽  
Author(s):  
Marek Ćwiklicki ◽  
Kamila Pilch ◽  
Michał Żabiński
Keyword(s):  
Quality Management ◽  
Local Government ◽  
Management System ◽  
Quality Management System ◽  
Integrated Management ◽  
Iso 9001 ◽  
Quality Management Systems ◽  
Integrated Management System ◽  
Government Institutions ◽  
Rate Of Response

The aim of this article is to identify and assess the development of ISO 9001 Quality Management System applications in Polish local government institutions in the years 1999–2015. We conduct our analysis on the basis of a questionnaire survey carried out among local government institutions in 2015 (with 77% rate of response). We prove that the ISO 9001 Quality Management System is dominant in Polish local government institutions and we show that its implementations were geographically concentrated and dependent on the size of the local government institution. Points for practitioners Smaller local government institutions (especially from rural municipalities) require financial support and the proper preparation of employees and training in order to implement the ISO 9001 Quality Management System. The ISO 9001 Quality Management System is the first step in moving towards an integrated management system. The implementation of alternative management improvement solutions decreases interest in implementing the ISO 9001 Quality Management System and obtaining certification.

scholarly journals Lean Six Sigma methods and tools in ISO 9001:2015 management systems

2019 ◽  
Vol 3 (5) ◽  
pp. 28-35
Author(s):  
Keyword(s):  
Quality Management ◽  
Six Sigma ◽  
Management System ◽  
Quality Management System ◽  
Integrated Management ◽  
Lean Six Sigma ◽  
Iso 9001 ◽  
Improvement Program ◽  
Integration Model ◽  
Integrated Management System

Many certified ISO 9001 companies are adopting continuous improvement systems based on Lean and Six Sigma principles. Objective: this paper aims to illustrate how Lean and Six Sigma principles, methodologies and tools can be adopted within a quality management system based on the ISO 9001:2015 standard. Results: a new Lean Six Sigma and ISO 9001:2015 integration model is proposed with the explanation of how a wide set of Lean and Six Sigma tools and methods can be applied in different clauses of requirements of the standard. Conclusion: the proposed model contributes to increase the ability to combine a quality management system based on ISO 9001:2015 with a Lean Six Sigma improvement program into a single and integrated management system, thus improving overall efficiency.

Integrated management system model for organization based on quality management and lean production technologies

2021 ◽  
pp. 20-24
Author(s):  
V.V. Silaeva ◽  
◽  
V.P. Semenov ◽  
Keyword(s):  
Quality Management ◽  
Management System ◽  
Integrated Management ◽  
Lean Production ◽  
System Model ◽  
Integrated Management System ◽  
Value Stream ◽  
Model Based ◽  
Production Technologies

The article describes managing the processes of an organization as managing a holistic entity through the characteristics of the value stream. At the same time, the value stream is an activity aimed at creating the value for customer, which is implemented through a system of interconnected processes/operations. The article demonstrates the possibilities of integrating the modern models, standards, methods and tools for quality management and lean production into the processes of an organization in order to achieve the aims. Integrated management system model based on quality management and lean production technologies is presented.

scholarly journals Sistema integrado de gestión para las IPS de alta complejidad de la ciudad de Barranquilla basado en los estándares de acreditación en salud, el modelo European foundation for quality management y el Balanced Scorecard/Integrated management system for...

Prospectiva ◽  
2018 ◽  
Vol 16 (1) ◽  
pp. 91-99
Author(s):  
NATALY KAFRUNI JÚBIZ
Keyword(s):  
Quality Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Integrated Management ◽  
Balance Scorecard ◽  
Integrated Management System ◽  
European Foundation ◽  
Recursos Humanos

Este artículo presenta el diseño de un Sistema Integrado de Gestión basado en los Estándares de Acreditación en Salud, el EFQM (European Foundation for Quality Management) y el BSC (Balance Scorecard), con el fin de intervenir las necesidades y problemáticas que se presentan durante la prestación del servicio en las Instituciones Prestadoras de Salud de alta complejidad de la ciudad de Barranquilla.Se aplicó como instrumento de recolección de la información, una encuesta dirigida a quince (15) IPS, la cual permitió conocer el estado de gestión de la muestra seleccionada, identificando que a pesar de que se evidencia en la mayoría de las IPS, el compromiso gerencial con la planeación estratégica y la importancia del mejoramiento continuo, una de las principales falencias que se presentan, es el debilitamiento del factor Recursos Humanos, evidenciando la poca motivación y capacitación de los colaboradores.Con la articulación de los tres modelos de gestión se logró obtener una herramienta de gestión efectiva que permite evaluar la gestión integral de la organización, tanto administrativa como operativamente, y de esta forma mejorar la prestación del servicio y garantizar la satisfacción del cliente.

EFFECT OF THE INTEGRATED MANAGEMENT SYSTEM TO IMPROVE PRODUCT QUALITY AND COMPETITIVENESS OF ENTERPRISES OF THE CONFECTIONERY INDUSTRY

2019 ◽  
Author(s):  
Е.Н. ВЫСКУБОВА ◽  
Е.И. БАРАНОВА ◽  
Т.П. БАЖИНА
Keyword(s):  
Management System ◽  
Quality Management System ◽  
Integrated Management ◽  
Production Equipment ◽  
International Standards ◽  
Iso 14001 ◽  
Iso 9001 ◽  
Integrated Management System ◽  
Critical Control Points

Рассмотрен опыт внедрения интегрированной системы менеджмента на предприятии по производству мучных кондитерских изделий. Для повышения эффективности процессов управления и качества выпускаемой продукции предприятия выбран стандарт ИСО 9001. Требования стандарта позволяют на основании внедренной системы менеджмента качества создать и внедрить интегрированную систему менеджмента (ИСМ) предприятия, адаптированную к требованиям международных стандартов ИСО 9001–2015, ХАССП, МС ИСО 22000–2005, ИСО 14001–2015, ИСО 45001–2018. Для интеграции систем менеджмента предприятия выбрана аддитивная модель. В качестве основы для интеграции ко всем процессам применяли цикл PDCA. По результатам диагностического аудита определены риски предприятия: безопасность продукции, несчастные случаи и травматизм, опасность избыточных выбросов в атмосферу вредных веществ, образование твердых бытовых отходов. Составлен план мероприятий для устранения возможных рисков. На основе анализа рисков определены критические контрольные точки (ККТ) для полуфабрикатов и готовой продукции. Управление ККТ осуществляется посредством контроля над поставками сырья и лабораторными испытаниями его качества, отслеживания параметров производственного процесса на этапе приготовления глазури, обеспечения условий хранения готовой продукции (температура, сроки реализации) и надзора за санитарной обработкой складских помещений, проведения планово-предупредительного ремонта производственного оборудования. Внедрение ИСМ обеспечит кондитерскому предприятию гарантию качества выпускаемой продукции и стабильность развития производства. The experience of implementing an integrated management system at the enterprise for the production of flour confectionery products is considered. ISO 9001 is chosen to improve the efficiency of management processes and the quality of the company's products. The requirements of the standard allow on the basis of the implemented quality management system to create and implement an integrated management system (ISM) of the enterprise, adapted to the requirements of international standards ISO 9001:2015, HACCP, ISO 22000:2005, ISO 14001:2015, ISO 45001:2018. Additive model is chosen for integration of enterprise management systems. The PDCA cycle was applied to all processes as a basis for integration. According to the results of the diagnostic audit, the risks of the enterprise are determined: product safety, accidents and injuries, the danger of excessive emissions of harmful substances into the atmosphere, the formation of solid waste. A plan of activities to eliminate possible risks has been drawn up. Based on the risk analysis, critical control points (CCP) for semi-finished and finished products are determined. Management of CCP is carried out by means of control over deliveries of raw materials and laboratory tests of its quality, tracking of parameters of production process at the stage of preparation of glaze, guarantee conditions of storage of finished goods (temperature, terms of realization) and supervision of sanitary processing of warehouse, carrying out scheduled preventive repair of the production equipment. Introduction of ISM will provide to the confectionery enterprise a guarantee of quality of products and stability of development of production.

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