Support of Integrated Management Systems by the Use of In-Plant Information, Management and Monitoring Systems

For many organisations the present status of integration of management systems raises the question where the development goes and whether there are not further new approaches to be pursued in the next years. Due to different perceptions of the term integration and in conflict for the right approach to the system, numerous parallel systems developed in the past. The following contribution describes the targets of different types of management systems and points out strategies and structural approaches of integration. In a second step the possibilities of ICT-supported solutions are resumed exemplarily. ICT-supported information, management and monitoring systems as components will take a central role in integration of management systems and have to be developed for further requirements.

OHSAS AND INTEGRATION OF MANAGEMENT SYSTEMS

10.7562/se2013.3.02.05 ◽

2013 ◽

Vol 3 (2) ◽

Author(s):

Dragan Rajković ◽

Petar Stojilković ◽

Rajko Sofranac

Keyword(s):

Dynamic Systems ◽

System Integration ◽

Safety Management ◽

Integrated Management ◽

Health And Safety ◽

Management Systems ◽

Complex Dynamic ◽

Complex Dynamic Systems ◽

The Past ◽

Integrated Management Systems (IMS) are complex, dynamic systems, whose design and implementation (establishment) follows risk, costs and problems in implementation. IMS needs to integrate all current formalized systems focusing on quality, environmental protection, health and safety, personnel, finance, etc. This means that the processes and documents that describe them need to be integrated. Over the past years, one of the most important standardized systems is the system of occupational health and safety management - OHSAS. Basics of OHSAS are mentioned in this paper. The methods and approaches to system integration are presented here. The benefits of system integration and applying OHSAS are also shown in this paper. Key words:OHSAS, IMS, integration

Auditing Supports the Integration of Management Systems in the Nuclear Industry

12th International Conference on Nuclear Engineering, Volume 2 ◽

10.1115/icone12-49004 ◽

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 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.

Advances in Business Information Systems and Analytics - Automated Enterprise Systems for Maximizing Business Performance ◽

Integrated Management Systems and Information Management Systems

10.4018/978-1-4666-8841-4.ch011 ◽

2016 ◽

pp. 195-214 ◽

Cited By ~ 2

Author(s):

Maria Gianni ◽

Katerina Gotzamani

Keyword(s):

Information Technology ◽

Information Systems ◽

Literature Review ◽

Information Management ◽

Business Processes ◽

Integrated Management ◽

Management Systems ◽

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.

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

Modern Applied Science ◽

10.5539/mas.v10n5p10 ◽

2016 ◽

Vol 10 (5) ◽

pp. 10 ◽

Cited By ~ 1

Author(s):

Mariyam Moumen ◽

Houda El Aoufir

Keyword(s):

Management System ◽

Integrated Management ◽

Iso 14001 ◽

Iso 9001 ◽

Management Systems ◽

Maturity Level ◽

Integration Levels ◽

Over Time ◽

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.

An analysis of the perceived difficulties arising during the process of integrating management systems

Journal of Industrial Engineering and Management ◽

10.3926/jiem.1989 ◽

2016 ◽

Vol 9 (3) ◽

pp. 860 ◽

Cited By ~ 1

Author(s):

Jesus Abad ◽

Henrry Ricardo Cabrera ◽

Alberto Medina

Keyword(s):

Integrated Management ◽

Negative Relationship ◽

Organisational Change ◽

Nonparametric Tests ◽

Integrated System ◽

Iso 14001 ◽

Management Systems ◽

Design Stage ◽

Strategic Choices ◽

Purpose: This study empirically scrutinises the difficulties that result from the integration of management systems and analyses the role of strategic actions and organisational factors on the difficulties-integration relationship.Design/Methodology/Approach: For the empirical application we use a unique dataset of Spanish certified firms (ISO 9001, ISO 14001 and OHSAS 18001) with integrated management system. We employ an analysis based on nonparametric tests to detect differences in the distribution of perceived difficulties across groups of firms grouped according to strategic choices and business size.Findings: Results show that the most relevant difficulty faced by managers is the employees’ resistance to chance. Also, results suggest that the effective integration of management systems is conditioned by the sequence of integration of the systems, the integration level achieved and the structure governing the new integrated system. We also report a negative relationship between perceived difficulties and firm size.Practical implications: For business strategists, our results underline the relevance of designing governance structures that match the requirements of the integrated system and interlock organisational and technical aspects at the design stage of the new integrated system. Additionally, the findings suggest that managers should also develop communication actions that increase the participation and involvement of workers at all stages of the integration process.Originality/value: Most research emphasises the benefits of integrated management systems. By analysing the difficulties that arise during the integration process, this study contributes to fill a gap in the literature on the problems associated with processes of organisational change, in our case the integration of management systems.

Integrated Management System and Corporate Risk Management

TEM Journal ◽

10.18421/tem104-26 ◽

2021 ◽

pp. 1686-1693

Author(s):

Naqib Daneshjo ◽

Peter Malega ◽

Jakub Kóňa ◽

Barbara Barilová

Keyword(s):

Production Efficiency ◽

Business Processes ◽

Integrated Management ◽

Integrated System ◽

Management Systems ◽

Increase Production Efficiency ◽

Corporate Risk Management ◽

Main Motive ◽

Definition Of ◽

The main motive for the integration of management systems should be to increase production efficiency by reducing losses due to overlapping resources of individual management systems running in parallel. In addition, by integrating, organisations can ensure the definition of unambiguous responsibilities and prevent problems at process interfaces as well as conflicting goals of individual management systems. The integration of management systems into one comprehensive and the implementation of an integrated system into the overall management of the organization would help to more effectively manage the risks associated with their business processes, resources and thus ensure prevention of these risks.

Global Performance Index for Integrated Management System: GPI-IMS

International Journal of Environmental Research and Public Health ◽

10.3390/ijerph18137156 ◽

2021 ◽

Vol 18 (13) ◽

pp. 7156

Author(s):

Alessandro Silvestri ◽

Domenico Falcone ◽

Gianpaolo Di Bona ◽

Antonio Forcina ◽

Marco Gemmiti

Keyword(s):

Risk Assessment ◽

Performance Index ◽

Management System ◽

Social Issues ◽

Integrated Management ◽

Management Systems ◽

Global Performance ◽

Background: The present work starts from a literature review of the evolution of Integrated Management Systems (IMSs), considering different points of view and standards: quality, environmental, occupational health and safety, sustainability and social issues. Even if the benefits are possible, there is not a common approach and a clear link between the integration of management systems and business performance, in particular considering safety performance. Methods: The present study analyzes the application of Risk Assessment in order to realize the integration of management systems. The main objective is to provide a tool for an integrated evaluation of all company performances, starting from the definition of some Key Performance Indicators—KPIs—proposed for a particular case study, even if their choice is not the core of the paper. The assessment team members on the basis of their knowledge, experience and useful literature, could choose the right KPIs for the specific application, able to take a picture of the current state and to suggest a possible recommended action of improving. The proposed Risk Assessment approach is an integration of modern management techniques: Integrated Management System and Improving Cycle DMAIC. Results: The new method, called the Global Performance Index for Integrated Management System—GPI-IMS, has been applied to a real case study in the logistic field in order to evaluate its goodness and possible generalization. Conclusions: The proposed method allows to define the requirements that any company must have to perform the best. The role of the assessment team is very important to evaluate the global performance of the company and to suggest the corrective actions to be adopted.

Knowledge Management as a Component of Integrated Management Systems

Multidisciplinary Aspects of Production Engineering ◽

10.2478/mape-2018-0065 ◽

2018 ◽

Vol 1 (1) ◽

pp. 515-520

Author(s):

Zbigniew Skuza ◽

Rafał Prusak

Keyword(s):

Knowledge Management ◽

Process Improvement ◽

Integrated Management ◽

Basic Element ◽

Management Systems ◽

Hidden Knowledge ◽

The Right ◽

Use Of Knowledge ◽

System Knowledge ◽

Integrated Management Systems

Abstract Integrated management systems are increasingly used in modern enterprises. They allow for a more comprehensive approach to a number of important issues, affecting the modification of activities and process improvement. However, the integration itself often does not provide the right effects (apart from economic ones) without leading to real, multifaceted coupling of activities between the components of the system. To obtain such effects, it is necessary to connect the components in one system. Knowledge management can be a helpful element in this activity. Each component of the integrated management systems generates a large number of data and information. Their use is possible only by building on their basis knowledge leading to improvement of activities or innovation. The use of knowledge, especially hidden knowledge that contains unique and inaccessible knowledge for competitors, should be a priority for today's enterprises. The study presents considerations regarding the possibility of including knowledge management in integrated management systems, treating knowledge as a basic element connecting the system.

Anesthesia Information Management Systems

Annual Review of Nursing Research ◽

10.1891/0739-6686.35.71 ◽

2017 ◽

Vol 35 (1) ◽

pp. 71-90

Author(s):

Thomas Corey Davis

Keyword(s):

Information Management ◽

Financial Incentives ◽

Vital Signs ◽

Electronic Record ◽

Hard Copy ◽

Management Systems ◽

The Past ◽

Published Evidence ◽

Widespread Acceptance ◽

Information Management Systems

Anesthesia information management systems (AIMS) are rapidly gaining widespread acceptance. Aggressively promoted as an improvement to manual-entry recordkeeping systems in the areas of accuracy, completeness, quality improvement, billing, and vigilance, these systems record all patient vital signs and parameters, providing a legible hard copy and permanent electronic record. With well-documented financial incentives, as well as government subsidies, AIMS are becoming adopted at an unprecedented rate. With the goals of the federal government to enhance the use of the electronic medical record, there is an emerging belief that AIMS may soon be mandated, with more limited choices than currently available. As assessed by, and often in spite of the published evidence, concerns of practitioners still reflect many of the same concerns expressed in the editorial comments of the past.

DEVELOPMENT AND IMPLEMENTATION OF ELEMENTS OF AN INTEGRATED MANAGEMENT SYSTEM ENTERPRISE

Известия вузов. Пищевая технология ◽

10.26297/0579-3009.2021.2-3.28 ◽

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 ◽

Further Development ◽

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.