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

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.

DEVELOPMENT AND IMPLEMENTATION OF ELEMENTS OF AN INTEGRATED MANAGEMENT SYSTEM ENTERPRISE

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 ◽  
Integrated Management System ◽  
Further Development ◽  
Integration Of Management Systems

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.

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).

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.

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.

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 Global Performance Index for Integrated Management System: GPI-IMS

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 ◽  
Integrated Management System ◽  
Global Performance ◽  
Integration Of Management Systems

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.

scholarly journals THE ADVANTAGES OF IMPLEMENTATION OF INTEGRATED MANAGEMENT SYSTEM ON ISO45001, AND ISO14001 IN MANUFACTURING INDUSTRY

2020 ◽  
Vol 1 (3) ◽  
pp. 423-433
Author(s):  
Yuni Pratikno ◽  
Kusnadi
Keyword(s):  
Environmental Management ◽  
Occupational Health ◽  
Environmental Sustainability ◽  
Management System ◽  
Manufacturing Industry ◽  
Occupational Safety ◽  
Integrated Management ◽  
Iso 14001 ◽  
Management Systems ◽  
Integrated Management System

Integrated management system (IMS) can integrate several management systems in companies such as: Environmental Management Systems (ISO 14001) and Occupational Health and Systems Safety Management (ISO45001). The purpose of this study is to answer the question of what and how to implement IMS policies in industrial companies in the fields of occupational safety, occupational health and environmental sustainability. This IMS implementation research was conducted on a manufacturing industry that has implemented IMS. The research method is conducted with qualitative methods with CIPP evaluative model (Context, Input, Process, and Product). This study succeeded in uncovering the implementation of IMS in the manufacturing industry which was investigated that the IMS had been fully implemented in the Occupational Health and Environmental Management and Safety System (HSE). The IMS is implemented at the policy level or management commitment (context), HSE planning (Input), operational implementation (process), HSE monitoring and evaluation and a review (Product) for continuous performance improvement.

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