scholarly journals Experience Of Implementing The Integrated Management System In Manufacturing Companies In Slovakia

2015 ◽  
Vol 23 (36) ◽  
pp. 179-186
Author(s):  
Katarína Lestyánszka Škůrková ◽  
Marta Kučerová ◽  
Helena Fidlerová
Keyword(s):  
Management System ◽  
Integrated Management ◽  
Health And Safety ◽  
Management Systems ◽  
Practical Implementation ◽  
Manufacturing Companies ◽  
Management Structure ◽  
Integrated Management System ◽  
Corporate Practice ◽  
Integrated Management Systems

Abstract In corporate practice, the term of Integrated Management System means a system the aim of which is to manage an organization regarding the quality, environment, health and safety at work. In the first phase of the VEGA project No. 1/0448/13 “Transformation of ergonomics program into the company management structure through interaction and utilization QMS, EMS, HSMS”, we focused on obtaining information about the way or procedure of implementing the integrated management systems in manufacturing companies in Slovakia. The paper considers characteristics of integrated management system, specifies the possibilities for successive integration of the management systems and also describes the essential aspects of the practical implementation of integrated management systems in companies in Slovakia.

Research on the Use of Integrated Management Systems

2021 ◽  
Vol 110 ◽  
pp. 31-36
Author(s):  
Cristina Petronela Simion ◽  
Traian Valeriu Popescu ◽  
Mirona Ana Maria Popescu ◽  
Andreea Maria G. Militaru
Keyword(s):  
Management System ◽  
Integrated Management ◽  
Good Practice ◽  
Health And Safety ◽  
Implementation Process ◽  
Integrated Approach ◽  
Quality Standard ◽  
Iso 14001 ◽  
Management Systems ◽  
Integrated Management Systems

Many organizations have adopted or are adopting standards and / or specifications of management systems, such as ISO 9001, ISO 14001, OHSAS 18001, ISO / IEC 27001, ISO 22000, and ISO / IEC 20000, out of necessity or to align with trends. Unfortunately, it often results in a set of independent systems, with different goals and objectives. These fragmented systems are often documented in non-uniform styles, are under the control of different people and are audited separately. Integrated management systems (IMS) allow management to establish directions for the effective and efficient fulfillment of the organization's objectives. From managing employee needs to study the performance of competitors, encouraging good practice, and minimizing risk and maximizing resource utilization, the integrated management system approach can help the organization meet its strategic business objectives. Integration must be planned and implemented in a structured way. Many organizations have adopted the standards of the management system due to external pressures, following customer requests to implement a quality standard or external requirements to introduce an environmental system, and / or occupational health and safety [2]. On the other hand, the integration of management systems has beneficial effects on the whole business. Therefore, the first concern must be to understand the needs of the business, correlated with the mission and vision of the organization. In order to respond to the growing interest in an integrated approach to management systems and organizational risk management, the first step an organization must take is to define the common requirements of management systems. The authors aim in this article to present the advantages brought by IMS by their correct implementation within organizations. A review of the current integrated management systems is carried out and the problems that arise during use are exposed. The research includes a guide of good practices from the start to the end of an IMS implementation. Thus, the use of synergies and the integration of resources allows the creation of an efficient and simplified management system. Processes and procedures are viewed from several angles, in order to identify and optimize the IMS implementation process in order to obtain positive results.

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

Integrated management systems – interpretations, results, opportunities

2017 ◽  
Vol 29 (3) ◽  
pp. 528-542 ◽  
Author(s):  
Gunnar Dahlin ◽  
Raine Isaksson
Keyword(s):  
Integrated Management ◽  
Health And Safety ◽  
Management Systems ◽  
Search Term ◽  
Content Type ◽  
Integrated Management System ◽  
Management Standards ◽  
Stakeholder Needs ◽  
Inside Out ◽  
Integrated Management Systems

Purpose The purpose of this paper is to study how the expression “integrated management systems” is interpreted in literature, what it means to have an integrated management system (IMS) and what the results of this are. Design/methodology/approach A literature review was conducted based on Scopus using the search term “Integrated Management Systems.” In the chosen articles, effects of integration, scope, level and extent of integration and if the approach is inside-out or outside-in, have been analyzed. Findings Most articles on IMS conclude that integration is beneficial regarding cost saving, operational benefits and improved customer satisfaction. The general approach in the articles, describes an inside-out approach with focus on integrating existing management standards. The scope of integration covers typically management systems for quality, environment and occupational health and safety. Practical implications An IMS is found to be a system that integrates existing management standards based on an inside-out approach. This indicates possibilities for both practical improvement and research in exploring how integrated stakeholder needs could be managed, possibly as process-based IMSs. Originality/value This paper sheds light on the ambiguous interpretation of the IMS concept.

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.

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.

Auditing Supports the Integration of Management Systems in the Nuclear Industry

2004 ◽  
Author(s):  
I. A. Beckmerhagen ◽  
H. P. Berg ◽  
S. V. Karapetrovic ◽  
W. O. Willborn
Keyword(s):  
Management System ◽  
Safety Management ◽  
Integrated Management ◽  
Health And Safety ◽  
Integrated System ◽  
Nuclear Industry ◽  
Management Systems ◽  
Quality And Safety ◽  
Nuclear Facility ◽  
Integration Of Management Systems

Integration of function-specific management systems in organizations is rapidly becoming a topic of interest for managers and auditors alike. This is mainly due to the proliferation of management system standards that foster compliance with the stated criteria for quality, environmental, occupational health and safety, social responsibility and other function-specific aspects of performance. While most of the available literature on this topic focuses on the integration of standards, there is comparatively little information available on how to actually build an integrated system internally. This paper hypothesizes that, besides using audits for the implementation of the available procedures, audits can provide an excellent basis for these integration efforts. Therefore the prerequisites, strategies and resources necessary for an effective audit in support of integrated management systems are discussed. The paper also describes how audits are used to improve a combined quality and safety management system in a German nuclear facility.

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.

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