scholarly journals Integrated management system: The integration of ISO 9001, ISO 14001, OHSAS 18001 and ISO 31000

2017 ◽  
Author(s):  
Hafizzudin Muzaimi ◽  
Boon Cheong Chew ◽  
Syaiful Rizal Hamid
Keyword(s):  
Management System ◽  
Integrated Management ◽  
Iso 14001 ◽  
Iso 9001 ◽  
Integrated Management System ◽  
Iso 31000

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.

scholarly journals Evaluation of Maturity Level of QSE Management Systems: Empirical Analysis, Case of Moroccan Companies

2016 ◽  
Vol 10 (5) ◽  
pp. 10 ◽  
Author(s):  
Mariyam Moumen ◽  
Houda El Aoufir
Keyword(s):  
Management System ◽  
Integrated Management ◽  
Iso 14001 ◽  
Iso 9001 ◽  
Management Systems ◽  
Maturity Level ◽  
Integrated Management System ◽  
Integration Levels ◽  
Over Time ◽  
Integration Of Management Systems

Nowadays, the adoption of management systems dedicated to quality, environment and safety in company have become real issues, a competitive argument. They also have a reputation and international recognition. For some companies, they become like a prerequisite for their proper development.The aims of this paper is to understand how the Moroccan organizations who have an Integrated Management System integrate their management systems and the way that they perceive the challenges of managing several management systems in parallel over time. According to a survey carried out with thirty four Moroccan firms, we analyze empirically the implementation of different MSs such as: ISO 9001, ISO 14001 and OHSAS 18001. Specially, we evaluate the integration levels of different management systems elements such as humans and documentation resources, objectives, procedures and audit. We analyze also the perceptions of companies about the advantages and the challenges encountered into the integration of Management Systems in organizations with more than one Management system.

scholarly journals Análisis comparativo de las normas ISO 9001:2008, ISO 14001:2004 y OHSAS 18001:2007, para su aplicación integral en procesos de construcción para empresas de Ingeniería Civil

Respuestas ◽  
2015 ◽  
Vol 20 (1) ◽  
pp. 95 ◽  
Author(s):  
Maicol Andrés Roncancio-Lozano ◽  
Jaime Alberto Castro-Martin ◽  
Alejandra Rivera-Basto
Keyword(s):  
Management System ◽  
Integrated Management ◽  
Resource Planning ◽  
Iso 14001 ◽  
Iso 9001 ◽  
Management Systems ◽  
Construction Sector ◽  
Integrated Management System ◽  
Construction Companies ◽  
Integrated Management Systems

Antecedentes: Las empresas que hacen parte del sector constructivo, debencomprometerse con la preservación del medio ambiente, la minimización del riesgo para las personas y la generación de confianza para los clientes a través del desarrollo de la cultura de la calidad y la eficiencia operativa. Los sistemas integrados de gestión, nacen en la década de los noventa como evolución de los ya existentes sistemas de calidad, de gestión ambiental y de seguridad industrial. Como antecedentes de los sistemas integrados se cuentan el MRP (Manufacturig Resource Planning) y el MAP (Manufacturig Automation Protocol). Objetivo: El objetivo del proyecto se centra en la identificación de la relación y puntos de convergencia existentes entre las normas, para la implantación del sistema integrado de gestión (SIG), en empresas de ingeniería civil que desarrollen su actividad económica en el sector constructivo colombiano. Metodología: Se realiza un análisis de la estructura de las normas objeto del estudio y se identifican los puntos de convergencia y divergencia con el fin encontrar una estructura troncal que sirva a los gerentes de las empresas de construcción como insumo de decisión para implantar sistemas integrados en gestión. Resultados: El producto fundamental es la articulación de las tres normas y su caracterización en el marco del ciclo PHVA (Planear, Hacer, Verificar y Actuar) para identificar aspectos convergentes y de complementariedad entre ellas y establecer la plataforma documental mínima para el sistema de gestión integrado. Conclusiones: Los sistemas integrados en las empresas de la construcción son una alternativa de operación productiva y organizacional que les confieren características de visibilidad, credibilidad, competitividad y rentabilidad para competir en escenarios dinámicos de negocios y garantizar el cumplimiento de los compromisos contractuales en el marco de mercados globales altamente exigentes.Abstract Background: Companies that made part of the construction sector must be committed to the preservation of the environment, minimizing the risk to people who works for each organization and generate confidence for its clients through the development of culture quality and operational efficiency. Integrated management systems started in the nineties as an evolution of existing quality systems, environmental management and industrial safety. As background of embedded systems MRP (Manufacturig Resource Planning), MAP (Manufacturig Automation Protocol) and TOP (Technical Office Protocol) are counted. Objetive: The aim of the project focuses on identifying the relationship and existing points of convergence between ISO 9001: 2008, 14001: 2004 and OHSAS 18001: 2007 for the implementation of the integrated management system (IMS) in civil engineering companies with their economic activity in the Colombian construction sector. Methodology: An analysis of the structure of each of the three standards under study is performed and the points of convergence and divergence are identified in order to find a main structure that works for managers of construction companies as input to make decisions to implement integrated management systems. Results: As a main product is obtained a comparative table that allows articulate the three standards to further characterize under the Deming cycle, or PDCA (Plan-Do-Check-Act). Convergence and complementarity between standards issues are identified and the minimum documentary platform for integrated management system is established. Conclusions: The integrated construction companies systems are alternative productive and organizational operation characteristics that give visibility, credibility, competitiveness and profitability for these companies to compete in dynamic business scenarios and ensure compliance with contractual commitments under highly demanding global marketsPalabras clave: Calidad, Ingeniería civil, Normas, Medio ambiente, Salud ocupacional, Seguridad industrial, Sistema de gestión

Analysis of integrated management system of the quality, environment and occupational safety

2016 ◽  
Vol 78 (2) ◽  
pp. 78-84
Author(s):  
A. Kania ◽  
M. Spilka
Keyword(s):  
Occupational Health ◽  
Management System ◽  
Occupational Safety ◽  
Integrated Management ◽  
Health And Safety ◽  
Occupational Health And Safety ◽  
Iso 14001 ◽  
Iso 9001 ◽  
Integrated Management System ◽  
Advantages And Disadvantages

Purpose: In this article the analysis of integrated management system of quality,environment and occupational health and safety was presented. The functioning of suchsystem on the selected enterprise was discussed.Design/methodology/approach: The new standards of PN-EN ISO 9001:2015, PN-ENISO 14001:2015 were presented. Also, the occupational health and safety managementsystem according to the new ISO 45001 standard was shown. The necessity of themanagement systems integration was presented.Findings: In this paper the changes in PN-EN ISO 9001:2015, PN-EN ISO 14001:2015 werepresented. The advantages and disadvantages of the integrated management system in theselected enterprise were shown.Practical implications: The most important changes in ISO standards for quality,environment and occupational health and safety were presented. There is also significantto show the faults in implementation and operation of the integrated management system,what will protect other organizations before such problems.Originality/value: In this paper indicated that only proper implementation of the integratedmanagement system based on PN-EN ISO 9001, PN-EN ISO 14001 and PN-N-18001 couldprovide real benefits. Otherwise, it is an unnecessary waste of time and money.

scholarly journals Integrated Management System – Scope, Possibilities And Methodology

2015 ◽  
Vol 23 (36) ◽  
pp. 135-140 ◽  
Author(s):  
Katarína Čekanová
Keyword(s):  
Management System ◽  
Integrated Management ◽  
Iso 14001 ◽  
Iso 9001 ◽  
Management Systems ◽  
Common Elements ◽  
Integrated Management System ◽  
The Future ◽  
Integrated Management Systems

Abstract Organizations are becoming more aware of the importance of integrated management systems (IMS). Interest in this subject indicates that IMS are seen as “management systems of the future”. Based on this, the aim of this articles characterizes the possibility of building IMS through the identification of common elements and specific requirements in accordance with the ISO 9001, ISO 14001 and OHSAS 18001 professional references. Part of the article is the methodology of building IMS in the organization.

scholarly journals ENVIRONMENTAL MANAGEMENT SYSTEM AS THE BASIS OF INTEGRATED MANAGEMENT SYSTEM - POSSIBILITY, ADVANTAGE OR NECESSITY

2017 ◽  
Vol 44 (4) ◽  
pp. 49
Author(s):  
Dragoljub D Šević ◽  
Milan Delić ◽  
Nebojša Brkljač ◽  
Srđan Vulanović
Keyword(s):  
Environmental Management ◽  
Management System ◽  
Structural Changes ◽  
Integrated Management ◽  
Environmental Management System ◽  
Iso 14001 ◽  
Iso 9001 ◽  
Integrated Management System ◽  
Previous Version

Considering the publication of the new versions of the organizational standards, considering above all, environmental management system - ISO 14001:2015, the question is whether that standard can be independently implemented in the company and later be used as a suitable basis for the implementation of other organizational standards, such as ISO 9001: 2015. The question and the dilemma arise because of major structural changes of the ISO 14001:2015 standard considering its previous version.

scholarly journals INFLUENCE OF INTEGRATED MANAGEMENT SYSTEM ON RISK MANAGEMENT SYSTEM

2018 ◽  
Vol 46 (1) ◽  
pp. 13-16
Author(s):  
Srdjan Vulanović ◽  
Milan Delić ◽  
Bato Kamberović ◽  
Ivan Beker ◽  
Sonja Čerepnalkovska
Keyword(s):  
Risk Management ◽  
Management System ◽  
Integrated Management ◽  
Practical Experience ◽  
Iso 14001 ◽  
Iso 9001 ◽  
Integrated Management System ◽  
Risk Management System ◽  
Starting Point ◽  
Theoretical Considerations

The concept of risk has always been implicitly incorporated into the structure of ISO 9001, but the publication of the latest version of standard ISO 9001:2015 set the risk management in the spotlight. On the other hand standards such as ISO 14001 and OHSAS 18001 have always had explicit requirements regarding the risk assessment of certain elements of the company business. That implies that the existence of integrated management system should improve and develop risk management system of the company. This hypothesis was a starting point for this paper, which should give a direct answer what is the correlation between integrated management system and risk management system in the company. Based on theoretical considerations and practical experience, the authors provided an overview of quality management dimensions and risk management dimensions and their interrelations. This paper provides the results of a survey conducted in 50 ISO certified companies in region, which were analyzed and corresponding conclusions were made.

New approaches to improving enterprise management systems using international models and standards in a digital transformation environment

2020 ◽  
pp. 24-29
Author(s):  
V.V. Silaeva ◽  
◽  
V.P. Semenov ◽  
Keyword(s):  
Management System ◽  
Integrated Management ◽  
Digital Transformation ◽  
International Standards ◽  
System Model ◽  
Management Systems ◽  
Enterprise Management ◽  
Integrated Management System ◽  
New Approaches ◽  
Iso 31000

The relevance of creating integrated management systems for enterprises in a digital transformation environment is proved. New approaches to improving the management system in accordance with the new European excellence model (EFQM 2020) and international standards for achieving sustainable success and risk management are described. Approach to the development of integrated management system model based on the new EFQM 2020 model and international standards such as ISO 9004:2018 and ISO 31000:2018 is offered.

scholarly journals INTEGRATED SAFETY MANAGEMENT SYSTEM

2019 ◽  
Vol 9 (1) ◽  
Author(s):  
IVAN KRSTIĆ ◽  
ANA STOJKOVIĆ
Keyword(s):  
Management System ◽  
Safety Management ◽  
Integrated Management ◽  
Health And Safety ◽  
International Standards ◽  
Iso 14001 ◽  
Security Risk ◽  
Safety Management System ◽  
Integrated Management System ◽  
Protection Information

An integrated management system refers to the application of several different international standards, and it contributes to efficient and effective organizational management. The Quality Standards were first developed at the end of the twentieth century; however, due to social, political and many other reasons, the The International Organization for Standardization has also developed standards related to occupational health and safety, environmental protection, information security, risk management, energy efficiency, etc. Since all of these standards are process-oriented, there is an emerging need to simplify their implementation. Similarly, valid versions of ISO 9001, ISO 14001 and ISO 45001 standards identical in structure have been adopted in the last five years, which facilitated their integrated implementation and application. This paper describes a concept of integrated management system through a standardized safety management system. Key words: ISO standards, management, safety, integration

scholarly journals Integrated Management System for JSW Steel Melt Shop of 5 MTPA Capacity

2020 ◽  
Vol 8 (6) ◽  
pp. 1347-1352
Keyword(s):  
Occupational Health ◽  
Management System ◽  
Integrated Management ◽  
Health And Safety ◽  
Occupational Health And Safety ◽  
Environmental Safety ◽  
Iso 9001 ◽  
Construction Sites ◽  
Integrated Management System ◽  
Team Design

Over the last few years we have been facing many problems related to the Occupational Health and Safety, Environmental Safety and Quality in construction sites during the execution of project. Now-a-days the clients need the work to be done with full quality in safety manner. This Paper explains the “Integrated Management System (IMS)”. which integrates various departments like Execution, Planning, Design, Occupational health and safety, Environmental Safety, Human Resources, Quality Assurance/Quality Control etc., according to standards such as ISO 9001, uISO 14001 and OHSAS 18001. This IMS is one of emerging techniques that brings all the departments into a single one. This study was done by collecting the data by conducting interviews with professionals from all the departments in the Steel Melt Shop Construction Project such as Human Resource team, Design team, Procurementlteam, Execution Team, Quality team, Safety team etc. This Paper concludes with a detailed framework of IMS for a steel Melt shop Project by integrating the functions of various departments in the project and develops a basic plan of IMS for both Top level Management and Bottom Level Management. This IMS Plan has been Prepared for Contractors, its sub-contractors and other Stack holders if any involving in this project. This Integrated management system will minimize the overall cost, time and manpower.

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