MANAGEMENT SYSTEMS
STANDARDS:
TOOLS FOR PERFORMANCE
IMPROVEMENT
CONTENTS
Introduction
Challenges before COSAMB and associated units
Why Management Systems
P-D-C-A Approach to management Systems
Overview ofISO 9001:
Quality management System
 ISO 14001:
Environmental Management System
OHSAS 18001: Occupational Health and Safety Management
System.
Benefits
SERVICES KBS OFFERS
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CLIMATE CHANGE SERVICES
MANAGEMENT SYSTEM CERTIFICATION SERVICES
THIRD PARTY INSPECTION SERVICES
PRODUCT CERTIFICATION SERVICES
Why Management Systems
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Sustaining Organisational Success
•
Any organisation has to meet multi disciplinary
challenges to achieve and sustain success. Therefore
organisations need a balanced approach towards:
– Profit : Providing products and services that satisfy
the customer and meet the purpose of its existence
– Planet : Protecting the environment
– People : Operating in a socially responsible manner.
• This success cannot be managed without proper
systems
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What is a management system?
• A management system describes the set of procedures an
organization needs to follow in order to meet its objectives.
• In a small organization there may not be an official system,
just ‘our way of doing things’. Often ‘our way of doing
things’ works on the whims and fancies of management
and staff. It is not written down, instead it is in the head of
the staff. However, the larger the organization the more
likely it is that there are written instructions about how
things are done. This makes sure that nothing is left out
and that everyone is clear about who needs to do what,
when and how. When an organisation systemizes how it
does things, this is known as a management system.
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Management System
System (set of interrelated or interacting elements) to
establish policy and objectives and to achieve those
objectives
NOTE:
A management system of an organization can include
different management systems to manage the
balancing act, such as a
- quality management system,
- financial management system or an
- environmental management system etc.
- ISO 9000:2005
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Management System
Any system consists of a number of processes, Often the
output of one process forms input into the next
process. If we manage each process effectively, and
manage the challenges posed by the interaction of all
the processes involved, the system should give us the
desired results.
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Marketing System Processes
Post - harvesting stage
• Plucking of produce- Mechanised
- Manual: With / without tools
• Preparation for sale, as required
• Quality check and Gradation of produce
• Storage
• Shifting from field to storage marketing
site - Packaging: Primary and secondary
- Loading
Marketing System Processes
Marketing yard operations
• unloading at auction site,
• un - packaging as applicable,
• segregation where required
• Storage
• Bidding
• Billing
• Delivery, as required to- whole seller
- retailer
- consumer
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Challenges before a typical MARKETING YARD
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•
•
•
•
•
Variety of products handled
Fast turnover of items leading to handling of large
volumes needing large space, the requirement for which is
fast growing
Large variation in shelf life of products
Inadequate test facilities
Large number of users, suppliers, traders and buyers
Infrastructure required for unloading, storage and sale is
non standard & limited compared to requirements and
the rate of growth
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Challenges before a typical MARKETING YARD
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•
•
•
•
•
Lack of weather controlled conditions for storage of
perishable / short shelf life goods resulting in large
quantities rotting or becoming unfit for use
Absence of weather controlled conditions for wholesale
trading, retailing (?)
Large amount of waste generated, specially municipal
waste
Fast degradation of waste due to delayed collection by
specified agencies giving rise to filth, odour and pollution
Non standard materials and lack of non uniform methods
of packaging
Untrained and indifferent manpower
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Challenges before a typical MARKETING YARD
• Lack of awareness and implementation of hygiene, cleaning
and maintenance methods / conditions leading to health
and hygiene problems – flies, mosquitoes, ants, insects,
rodents- vector borne diseases
• Open drains leading to health hazards
• Manual handling of loading / unloading leading to fatigue
and avoidable injuries
• Lack of documented SOPs
• Presence of unauthorised retailers and hawkers in and near
the premises: Uncontrolled retailing
• Absence of organised parking facilities for vehicles of
buyers, suppliers and visitors
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Summary of Challenges
• Ensuring value for money for all interested parties
• Eliminating / minimising health and safety risks to
sellers, buyers and the workforce
• Prevention of pollution
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Managing challenges
• In order to meet these challenges effectively and efficiently we
need to understand
- What are the different elements of the total task involved
- What is being done well already
- What are problem areas. For these What controls should be introduced and practised
 What improvements are necessary; and have a systematic plan
for these improvements
- Have a monitoring mechanism to see that controls and
improvements are actually happening effectively
- Review the performance periodically
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Managing challenges
• The first step in meeting these challenges is to carry out
all the tasks as per a proper management system with
all the above built in as a routine
• This is possible with the help of International standards
published by ISO and other international bodies
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What is ISO
• ISO stands for International organisation for standardisation
• Organisation needed as a trigger for improvement of quality of
products which had reached very low levels due to WW II
• Established in 1947
• India is a founder member
• Located at Geneva: Switzerland
• Membership represented by standardisation organisation of each
country: Currently over 162 members
• Objective: To make standards for use world wide
• First management Standard published in 1987 as ISO 9000 series
• Many more disciplines added / in process
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Evolution of Management System Standards
• Quality Assurance was the first discipline that needed to be tackled on
priority
• US Military Standard Q 9858 published in 1960s
• NATO AQAPs followed
• BS 5750 first industry standard
• ISO 9000 series, published in 1987, impacted the thinking of industry
resulting in improvements and new initiatives
• ISO 14001 Environmental management system followed in 1996
• Initial success stories led to publication of standards for other
disciplines like food safety, occupational health and safety, information
security etc by ISO and other International bodies.
Adoption of the standards is voluntary; They provide requirements /
guidelines; specifications have to be set by the organisations
themselves
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Examples of International Management Systems Standards
• ISO 9000Quality Management System (QMS) by which most others are based
• ISO 13485ISO 15189ISO 14971International Medical Devices QMS, Medical
Laboratories, Medical Risk Management
• CMDCAS, CMDRCanadian Medical Devices QMS
• Medical Devices CE Mark 510(k)Technical File Standards for In-Vitro
Diagnostics (IVD) and other Medical Devices, European Union, and FDA
• AS9100, AS9110, AS9003, AS9120, AC7004International Aerospace QMS
• NadcapAerospace and Defense Contractor Accreditation Program
• ISO 14001Environmental Management System
• ISO/TS 16949International Automotive QMS
• Automotive ProcessesPPAP, APQP, MSA, FMEA, SPCI
• SO 17025Inspection and Calibration Laboratories QMS
• TL 9000Telecommunications QMS
• OHSAS 18001Health and Safety MS
• ISO 22301Business Continuity Management System (BCM)
• ISO 50001Energy Management System (EnMS)
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P-D-C-A Approach to management Systems
Plan
• Commitment and Focus on the needs and expectations of customers
and other interested parties including legal obligations
• Determining the risks to the organisation
• Establishing the policy and objectives of the organization to meet the
requirements, minimise risks and improve performance;
• Determining the processes, controls and responsibilities necessary to
attain the objectives;
• Determining and providing the resources such as competent
manpower, infrastructure etc. necessary to attain the objectives;
• Determining means of preventing problems and eliminating their
causes
• Establishing a process for continual improvement
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P-D-C-A Approach to management Systems
Do
• Implementing actions as planned
Check
• Monitoring and measuring the effectiveness and
efficiency of each process and its control
• Evaluating level of performance of processes / system
achieved
Act
• Taking action on deficiencies found by Checking
• Applying the process for continual improvement of the
management system.
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Focus: Management System Standards
Quality: ISO 9001
• Customer focused-the basis for survival and development
• Quality of product conforming with:
– Customer requirements.
– Legal, statutory and other requirements.
Environment: ISO 14001
• Harmonization with society for clean environment
• Prevention of environmental pollution by:
– Reducing impact of environmental aspects of activities, products
and services.
– Meeting legal, statutory and other requirements.
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Focus Area of Standard
Occupational Health and Safety: ISO 14001
• Harmonization with society for clean environment
• Prevention of environmental pollution by:
– Reducing impact of environmental aspects of activities, products
and services.
– Meeting legal, statutory and other requirements.
All three standards follow-Process Approach and encourage
use of P-D-C-A cycle
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Process
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A Process
MANAGEMENT/
CONTROL
INPUTS
ACTIVITIES
OUTPUTS
-Desirable
-Undesirable
RESOURCES
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Inter Relationship of Standards
ENVIRONMENT
HEALTH
HAZARDS
INPUTS
SAFETY
HAZARDS
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EMISSIONS
ACTIVITIES
WASTE
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PLANNED
OUTPUTS
DISCHARGES
EMS & OHSAS IA training at Technip KT India
Marketing Yard Process
MANAGEMENT/
CONTROL
|Agricultural produce
Transport vehicles
Storage space
Packaging material
ACTIVITIES
Satisfied buyers
and sellers
Municipal waste
Fatigued / sick
workers
manpower
machines and tools
Test facilities
infrastructure
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Overview of ISO 9001:2008 QMS
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Quality
Degree to which a set of inherent
characteristics
fulfils requirements
- ISO 9000:2005
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Customer Satisfaction
Customer’s perception of the degree to which
the customer’s requirements have been
fulfilled
Performance
Dissatisfaction
Satisfaction =
Satisfaction
Expectation
<1-
=1> 1 - Delight
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Quality Management
Quality Planning
Quality Control
Quality Assurance
Quality Improvement
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Quality Management Principles
Customer Focus
Leadership
Involvement of
People
Process Approach
System Approach
to Management
Continual
Improvement
Mutually Beneficial
Supplier
Relationship
Factual Approach
to Decision Making
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Quality Management Principles
• Customer focus
Organizations depend on their customers and therefore should understand
current and future customer needs, should meet customer requirements and
strive to exceed customer expectations.
• Leadership
Leaders establish unity of purpose and direction of the organization. They
should create and maintain the internal environment in which people can
become fully involved in achieving the organization's objectives.
• Involvement of people
People at all levels are the essence of an organization and their full
involvement enables their abilities to be used for the organization's benefit.
• Process approach
A desired result is achieved more efficiently when activities and related
resources are managed as a process
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Quality Management Principles
• System approach to management
Identifying, understanding and managing interrelated processes as a
system contributes to the organization's effectiveness and efficiency
in achieving its objectives.
• Continual improvement
Continual improvement of the organization's overall performance
should be a permanent objective of the organization.
• Factual approach to decision making
Effective decisions are based on the analysis of data and information.
• Mutually beneficial supplier relationships
An organization and its suppliers are interdependent and a mutually
beneficial relationship enhances the ability of both to create value.
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Process Based Quality Management System
8.5 Continual Improvement of Quality
Management System
8. Measurement
analysis and
Improvement
6. Resource
Management
7. Product
Realization
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Customer
Satisfaction
Customer
Requirement
5. Management
Responsibility
Product
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QMS ‘PDCA’ Cycle
Plan
•Commitment
Act / Improve
•CA
•PA
•Cont Improvement
• Management Review.
•Quality Policy
•Quality Objective
•Resp, Authority and
Communication
•Resources
•Documentation
•Determine Requirements
•Cust Communication
Check/ Correct
• Monitor / Measure
•Cont of NC Product
•Data analysis
• Control of MME
• Audits
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Do
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•Design and Dev
•Purchasing
• Production / service
delivery
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Environmental Issues
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Environment
• Surroundings in which an
organization operates, including
– Air
– Water
– Land
– Natural Resources
– Flora
– Fauna
– Fauna
– Humans
and their interaction
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What is Pollution?
Release of a substance resulting from human activity that
Can cause harm to the environment or human life
Source
(Factory
affluence)
Pathway
(Drain)
Receptor
(River/User)
Pollution requires all three parts of this linkage
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Prevention of Pollution
Pollution can be prevented using the following approaches:
• Eliminating
– Totally eliminating the use of pollution causing substances, processes or
activities.
• Reducing
– If cannot be avoided totally, reducing the use of polluting substances by:
 Reducing
 Recycling
 Reusing
• Controlling
– Where reduction is also not possible, controlling the operation or activity
so that the environmental impacts are under control.
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Environmental Issue
• Local Issues
– Air Pollution
– Water Pollution
– Soil Pollution
• Global Issues
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–
–
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Global Warming
Ozone Depletion
Acid Rain
Ecosystem Degradation
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Occupational Health & Safety (OH&S) Includes
• Conditions and factors that affect, or could affect, the
health and safety of‒ employees
‒ other workers (including temporary workers and
contractor personnel)
‒ visitors
‒ any other person in the workplace
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Lack of Occupational Health & Safety Measures
‘There are at least 250 million occupational accidents
every year worldwide, at least 335,000 of which results in
death’
Health impacts can lead to compensation claims
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Cost of Injury - Employee
• Direct costs:
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‒
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Pain and suffering of the injury or illness
Loss of income
Possible loss of a job
Health-care costs
• Indirect costs:
‒ Four to ten times greater than the direct costs e.g. the
human suffering caused to workers and their families,
which cannot be compensated with money
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Cost of Injury - Employer
• Direct Costs:
‒
‒
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Payment for work not performed.
Medical and compensation payments.
Repair or replacement of damaged machinery.
Reduction or temporary halt in production.
• Indirect Costs:
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Negative effect on morale in other workers.
The injured/ill worker has to be replaced.
A new worker has to be trained and given time to adjust.
Time to be devoted to obligatory investigations.
Poor health and safety conditions in the workplace can also.
result in poor public relations.
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Cost of Injury - Employee
• Visible Costs
‒ Injury and Illness Cost (Insurance costs)
 Medical
 Compensation costs
• Hidden Costs
‒ Costs of Property Damage
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
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Building damage
Tool and equipment damage
Product and Material damage
Production delays and interruptions
Legal Expenses
Expenditure of emergency supplies
and equipment
Interim equipment rental
Investigation time
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Cost of Injury - Employee
• Miscellaneous costs
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Wages paid for time lost
Cost of hiring and/or training replacements
Overtime
Extra Supervisory time
Decreased output of injured worker upon return
Loss of business and good will
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Hazard & Ill Health
• Hazard:
‒ Sources (e.g. moving machinery; radiation or energy
sources), situations (e.g. working with radiations), or acts
(e.g. manual lifting), with a potential for harm in terms of
human injury or ill health or a combination of these.
• Ill Health:
‒ Identifiable, adverse physical or mental condition arising
from and/or made worse by a work activity and/or workrelated situation
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Incident
• Work-related event (s) in which an injury or ill health
(regardless of severity) or fatality occurred, or could
have occurred
‒ An accident is an incident which has given rise to injury, ill
health or fatality
‒ An incident where no injury, ill health, or fatality occurs
may also be referred to as a “near-miss”, "near- hit",
"close call" or "dangerous occurrence“
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Risk
• RISK
‒ Combination of the likelihood of an occurrence of a
hazardous event or exposure and the severity of injury or
ill health that can be caused by the event or exposure.
• ACCEPTABLE RISK
‒ Risk that has been reduced to a level that can be
tolerated by the organisation having regard to its legal
obligation and its own OH&S policy.
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Type of Hazards
• Activities, Products and working conditions in an
organization create hazards which have an influence on
the health and safety of the people at the Work place.
Hazards can be classified as:
–
–
–
–
–
Physical
Electrical
Chemical
Biological
Psychosocial
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Workplace
“Any physical location in which work related activities are
performed under the control of the organization”
{When giving consideration to what constitutes a workplace, the
organization should take into account the OH&S effects on
personnel who are, for example, travelling or in transit (e.g. driving,
flying, on boats or trains), working at the premises of a client or
customer, or working at home}
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EMS / OHSAS 18001 based management system
The MS model subscribes to five key principles
Continual Improvement
Management
Review
Checking and
Corrective
Action
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Environmental
Policy
Planning
Implementation
and Operation
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EMS / OHSAS PDCA Cycle
Plan
Do
• Policy 4.2
• Env. Aspects /
OHS Risks 4.3.1
• Legal Reqs.4.3.2
• Obj &EMP 4.3.3
• Structure, Responsibility
4.4.1
• Training, Awareness 4.4.2
• Communication 4.4.3
• Documentation 4.4.4
• Document Control 4.4.5
• Operational Control 4.4.6
• Emergency Preparedness
4.4.7
Check/
Correct
• Monitor / Measure
4.5.1
• Evaluate Compliance
4.5.2
• NC / CA / PA 4.5.3
• Records 4.5.4
• Audits 4.5.5
Act / Improve
Management Review 4.6
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Certification
• Organisations can get certification of compliance by
getting audited by any of the accredited Certification
Bodies.
• Certification is voluntary
• Most organisations which have set up credible
management systems opt for certification because of
world wide recognition certification bestows
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Benefits
•
•
•
•
•
•
•
Satisfied customers and other stakeholders
Increased market share
Recognition and image enhancement
Improved management controls over operations
Reduced costs
Improved profitability and financial health
Improved morale and team work
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Benefits
• Improved performance in selected fields such as
Environmental performance
• Reduction in accidents and incidents,
• Reduction in complaints from customers and other
stakeholders
• Decrease in legal liabilities
• Ability to achieve sustainable development
• Ability to demonstrate responsible care and maintaining
good community relationship
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THANKS!!!