Conceptual Classification of Leading Indicators for the Dynamic Analysis of Emerging Risks in Integrated Management Systems

Companies that implement Integrated Management Systems (IMS) require approaches that optimize resources and results. In the case of IMS of a new or emerging nature, the use of dynamics risk analysis approaches and the integration of real-time monitoring data in the risk assessment process offers news perspectives. The objective of this work is to identify and classify leading indicators that facilitate the dynamic analyses of emerging risks in an IMS for quality, environment, and safety. For it, such indicator analysis has been based on a bibliographic analysis. Regarding results, firstly, a structure of indicators emerges configured of three categories organized in two levels. At the first level, it is established by the indicators of the IMS which can be integrated. The second level is configured of two categories of interrelated indicators, that is, process integrity indicators and occupational risks indicators. In turn, each of these three categories has two dimensions. The first dimension represents the direction of the indicator, leading or lagging indicator. The second dimension represents the risk nature, emerging or traditional risk. Secondly, a classification of the leading indicators is derived according to the categories of the indicators and the risk nature. This classification shows the direction of the leading indicators as well as qualitative graduation of the potential associated consequences. Said theoretical framework has been applied to a case study configured by a manufacturing process. Thus, a conceptual scheme has been developed that represents the first step towards a more in-depth and detailed development that allows the identification and definition of specific leading indicators within an IMS from a dynamic and emerging risk perspective.

Research on the Use of 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.

Innovative Approaches to Model Visualization for Integrated Management Systems

With a growing number of standards and their related requirements for manufacturers and/or service providers, there is a need to simplify their application process. The aim of this article is to propose a simplified implementation of multiple management system standards (MSSs) through visualization management. Results of visualization provide a perspective of interrelatedness of requirements of MSSs, and how they fit in the overall context. The three standards used in this project, defined as a complex triplet of integrated management systems (IMSs), are: Quality (QMS), Environment (EMS) and Event Sustainability (ESMS) Management Standards. Visualization is developed by creating clusters using a program intended for creating small world networks. This step is preceded by the creation of a database in a spreadsheet format for data mining, where the requirements are divided into specific and common ones. The main emphasis will be on facilitating the assessment of synergies. The resulting visualized composed cluster model of selected areas includes the clauses. It is possible to further extend the model by adding other standards, depending on needs of interested parties. In essence, the model is a part of visual process, and it simplifies, speeds up and clarifies managerial decision-making processes related to the implementation of the MSSs.

Roadmap for operational sustainability: an approach based on Integrated Management Systems and Business Process Management

Purpose - This paper proposes a roadmap for the sustainability of operations based on the principles and practices taken from Integrated Management Systems (IMS) and Business Process Management (BPM). Theoretical framework - Companies must consider results based on the economic, social, and environmental dimensions of the Triple Bottom Line, and as such, some researchers point to the contribution made by IMS for sustainability. Another important aspect of changing to more sustainable business models is organizational structure. BPM focuses on implementing horizontal management in the organization through business processes. Design/methodology/approach – Within this context, a Systematic Literature Review (SLR) was carried out to identify IMS and BPM principles, practices and techniques, then a roadmap was designed and field research was carried out by specialists. Findings - Field research findings indicate that the roadmap represents a framework which can support organizations to achieve their sustainability goals. Research limitations/implications - One of the limitations in the study was the reduced number of specialists who analyzed the roadmap. Therefore, it is suggested, as a further study, that this roadmap is validated by other experts, including people from other countries. Another limitation is that the study must progress further on the issues of implementation posed by the proposed roadmap. As such, a further study should be carried out to address this point. Originality/value - This study uses concepts that have already been consolidated in the literature (IMS and BPM) as support for companies that seek to become more sustainable. Key words - Integrated Management System; Business Process Management; Roadmap; Sustainability; IMS; BPM.