Management Systems Integration for Organizational Sustainability: Quality, Environmental, Occupational Health and Safety, and Energy

2013 ◽  
Vol 465-466 ◽  
pp. 1155-1159 ◽  
Author(s):  
Fadzilah Mohamad ◽  
Nor Hazana Abdullah ◽  
Musli Mohammad ◽  
Nor Kamariah Kamaruddin
Keyword(s):  
Occupational Health ◽  
Management System ◽  
Success Factors ◽  
Integrated Management ◽  
Health And Safety ◽  
Implementation Strategies ◽  
Occupational Health And Safety ◽  
Organizational Sustainability ◽  
Implementation Barriers ◽  
Critical Success

This paper identifies the trends in existing literatures on management system standards such as Quality (Q), Environmental (E), Occupational Health and Safety (OHS), and Energy (En) Management System (MS). Literatures related to these management system standards (MSSs) and its integrations published between year 1980 to 2012 have been critically analyzed. It provides a general overview of the Integrated Management System (IMS) implementation and the composition of MSSs in developing IMS in various organizations. Based on the analysis, it is firm that the integration of these four (4) MSSs has not been well established. Despite that, the recurring themes of the literatures related to IMS are mainly, model for implementation, strategies and guidelines for implementation, benefits of implementation, barriers/ problems of implementation, audit of IMS, Critical Success Factors for implementing IMS and IMS Audits.

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.

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 Analysis of certified occupational health and safety management systems in Portugal

2017 ◽  
Vol 1 (1) ◽  
pp. 11-28 ◽  
Author(s):  
J. P. T. Domingues ◽  
P. Sampaio ◽  
P. M. Arezes
Keyword(s):  
Occupational Health ◽  
Management System ◽  
Safety Management ◽  
Quality Management System ◽  
Integrated Management ◽  
Health And Safety ◽  
Occupational Health And Safety ◽  
Management Systems ◽  
Safety Management Systems ◽  
Safety Management System

The systematic assurance of the occupational health, safety and wellbeing of the employees may be accomplished through the implementation (and certification) of standardized occupational health and safety management systems in accordance with the requirements listed in the BS OHSAS 18001 standard. In Portugal the certification of occupational health and safety management systems is usually carried out against the requirements of the BS OHSAS 18001 and the NP 4397 standard which is a national adaptation of the former. The purpose of this paper is to "snapshot" the diffusion of the certified occupational health and safety management systems in Portugal dissecting the following features: regional geographic location, integration phenomenon, evolution throughout the years, more involved activity sectors, more often found integrated management systems typologies and the most relevant and active certification bodies. To address this research goal a thorough, in-depth and comprehensive analysis of the data available in a Portuguese periodical publication (Barómetro da Certificação) was carried out. Results show that a great deal of the certified occupational health and safety management systems (96.3%) is integrated (in the sense that encompasses a multiple certification scheme). However the occupational health and safety management system is not typically the primordial subsystem of an integrated management system. In our view these results provide insights to the companies' top management. On one hand, it seems that a patterned and "logical" path is pursued by the companies that seek organizational excellence- management systems integration. On the other hand, it seems that previously implemented subsystems, such as the quality management system, facilitate a "smoother" integration process encompassing the occupational health and safety management system.

scholarly journals Evaluating Occupational Health and Safety Management Strategy Success Factors for Small-Scale Contractors in Zambia

2021 ◽  
Vol 13 (9) ◽  
pp. 4696
Author(s):  
Mwewa Mambwe ◽  
Erastus M. Mwanaumo ◽  
Wellington D. Thwala ◽  
Clinton O. Aigbavboa
Keyword(s):  
Occupational Health ◽  
Human Resource Development ◽  
Management Strategy ◽  
Quantitative Methods ◽  
Success Factors ◽  
Health And Safety ◽  
Occupational Health And Safety ◽  
Electricity Industry ◽  
The Body ◽  
Small Scale

Small-scale contractors (SSCs) require management strategies in implementing occupational health and safety (OH&S) performance at projects to reduce accidents, injuries, fatalities and diseases. Management strategy success factors have been acknowledged to be of great benefit in improving in OH&S performance. Hence, the study sought to assess the management strategy success factors for the improvement of OH&S performance by SSCs in Zambia’s electricity industry. Using quantitative methods, data was collected using a survey questionnaire from 246 respondents representing firm owners, managers, project managers and OH&S representatives at electricity industry projects at 70.3% response rate. Descriptive and inferential statistics were adopted as methods of data analysis using exploratory factor analysis. After analysis, the success factors were clustered into three construct categories within OH&S performance namely, compliance and workplace processes, policy and human resource development, and leadership and structure significant values ranging from 0.513 to 0.972. The independent reliability was tested using the Cronbach Alpha coefficient. The study exposed management strategy success factors are well recognised by most SSCs and contributed to the body of knowledge in this mastery by introducing three success factors for OH&S performance. It is recommended that these factors be adopted and considered to improve OH&S performance management by SSCs in the electricity industry in Zambia.

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