Creating a resilient management system delivering a flexible foundation for growth in an energy organisation

2017 ◽  
Vol 57 (2) ◽  
pp. 393
Author(s):  
Sunny Barlow
Keyword(s):  
Management System ◽  
Business Processes ◽  
Oil And Gas ◽  
Integrated Management ◽  
Integrated Control ◽  
Management Systems ◽  
Management Approach ◽  
Strategic Objectives ◽  
Integrated Management System ◽  
Industry Standards

Many organisations find it challenging to effectively integrate separate internal management systems and processes into one cohesive framework that supports organisational strategy. A management system is a framework of policies, processes and procedures developed to ensure an organisation can complete the tasks necessary to achieve its strategic objectives. International and industry standards typically take a functional view of management systems, often resulting in silos of information. In addition, inefficient and isolated safety, environmental, process safety, risk, compliance and quality management systems cost time and money, and can increase the likelihood of safety incidents in critical development and production environments. To support Woodside’s vision to be a global leader in upstream oil and gas, Woodside needed to establish a common approach to how it operates, wherever the location, and develop a strong foundation to support its strategic objectives. Woodside recently undertook an internally led company-wide project to renew its Woodside Management System (WMS) to improve integration between disparate functionally based management systems and capture the way we work more effectively. As part of the project, Woodside took the opportunity to redesign its WMS framework and streamline its processes and procedures by simplifying and removing duplicate or redundant existing information. Through the project, Woodside developed a single integrated management system that is independent of organisational structure and closely linked to our vision. The integrated control framework created within the WMS supports conformance to process and forms the foundation of assurance activities across the entire company. The WMS integrates a hierarchy of business processes, focused upon value stream activities, and clearly defines operational processes and activities. This paper discusses the objectives and outcomes of the project, some challenges during implementation and the change management approach to develop the culture and behaviours to drive continuous improvement and unlock the benefits of an integrated management system.

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).

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.

Integrating sustainability aspects into an integrated management system

2015 ◽  
Vol 27 (3) ◽  
pp. 303-315 ◽  
Author(s):  
Sandra Klute-Wenig ◽  
Robert Refflinghaus
Keyword(s):  
Management System ◽  
Design Methodology ◽  
Integrated Management ◽  
Management Systems ◽  
Self Assessment ◽  
Sustainability Management ◽  
Content Type ◽  
Integrated Management System ◽  
The Status ◽  
Further Development

Purpose – The purpose of this paper is the further development of an Excel-based integrated management system for the tool and cutlery industry regarding sustainability. The tool’s actual status allows integrating and implementing requirements considering work safety, environmental and quality management and a self-assessment for checking the level of requirements’ fulfilment. However, the topic of sustainability and requirements and risks going along with it are of great importance for the mostly small and medium companies of this industry. Therefore, the Excel-tool is being enhanced by integrating the requirements of risk, energy and sustainability management. The paper presents the advanced Excel-tool. Design/methodology/approach – The base for advancing the Excel-tool has been analysing the status quo of sustainability management in the companies. Moreover, a matrix for comparing the requirements has been enlarged regarding the standards for sustainability, risk and energy management and builds the base for further developing of the Excel-tool. Findings – This analysis has shown the need for action, regarding the topic of sustainability. Hence, the Excel-tool has been enlarged regarding the assessment of fulfilling the requirements of different management systems. It allows small- and medium-sized enterprises a detection of need for action to comply with the requirements of different management systems with minimal afford. By this, an easily evaluation and improvement of the companies’ management systems is enabled. Originality/value – The tool enables companies to easily evaluate the state of their integrated management system by themselves and assists when implementing additional management systems.

An integrated process-based approach to intellectual capital management

2020 ◽  
Vol 26 (7) ◽  
pp. 1833-1850
Author(s):  
Oksana Lentjušenkova ◽  
Inga Lapiņa
Keyword(s):  
Development Strategy ◽  
Intellectual Capital ◽  
Management System ◽  
Business Processes ◽  
Integrated Management ◽  
The Other ◽  
Management Approach ◽  
Content Type ◽  
Stakeholder Interests ◽  
The Impact

PurposeNowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the strategic importance of IC management, particularly in the context of satisfying the stakeholders' interests and value creation. However, the existing studies reflect individual elements of IC management, not analysing them as a system which is a part of the organisational management system, and hence it is impossible to draw valid conclusions on the impact of IC on the organisation's performance. The aim of the paper is to describe an approach to the elaboration of the IC management strategy and its integration into the organisation's management system.Design/methodology/approachThe developed approach is based on a holistic and systemic view of the organisation, where IC management is integrated into the organisation's management . This approach is based on the structure of IC developed by Lentjušenkova and Lapina (2016). In this structure, business processes are the IC component that unites the other three ones – human capital, technologies and intangible assets. The study has used induction and deduction, as well as analytical and synthetic qualitative research methods, including logical constructive and conceptual (concept) analysis.FindingsElaborating the organisational strategy by taking into account the stakeholder interests, the organisation is able to ensure sustainable development. Using the integrated management approach, IC management is integrated into the organisation's activities and joint operational strategy. In this case, IC management becomes an integral part of the organisation's activities functioning in conjunction with the other organisation's systems, and it is integrated into all ongoing business processes.Research limitations/implicationsThe approach the authors have proposed to IC management could be adapted by small and medium-sized companies. Using it, companies do not need to create special functional units or division, because IC becomes an integral part of organisation's processes.Originality/valueIn previous studies, business processes were considered as one of the components of IC. In the study’s approach, business processes imply integration of IC into the overall organisation management system. As a framework for the proposed approach, the authors have used the Deming cycle “Plan-Do-Check-Act” that envisages dividing the development and implementation of the IC management and development strategy into four phases, with a clear allocation of tasks and a defined outcome for each individual phase. To use this approach, it is enough for organisations to conduct an analysis of processes and, depending on the strategic goals of the organisation, make additions related to managing IC.

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.

Integrated Management Systems and Information Management Systems

2016 ◽  
pp. 195-214 ◽  
Author(s):  
Maria Gianni ◽  
Katerina Gotzamani
Keyword(s):  
Information Technology ◽  
Information Systems ◽  
Literature Review ◽  
Information Management ◽  
Business Processes ◽  
Integrated Management ◽  
Management Systems ◽  
Integrated Management System ◽  
Management Standards ◽  
Information Management Systems

Information systems collect and disseminate information within organizations based on information technology, while management systems formalize business processes following the standards requirements. Since management standards proliferate, their integrated adoption into a holistic overarching system has emerged as an effective and efficient approach. In this context, this chapter aims to explore the potential synergies among information management and integration. Firstly, a focused literature review is conducted and survey data on the relevant standards evolution are processed in order to provide the information and management practitioners with a clear and oriented depiction of the available norms and their adoption possibilities. Furthermore, a framework is proposed consolidating management sub-systems into an integrated structure including information management and supported by information systems. Finally, the concept of internalization of management systems standards is understood in association with information and knowledge diffusion within an integrated management system.

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.

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

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