CQIIntegratedManagementSpecialInterestGroup(IMSIG)
Newsletter–February2016
MSS 1000 Shortlisted Award Winner – are you using it?
Will ISO Annex SL help or hinder integrated management?
WelcometoourFebruary2016Newsletter.Wehavemanynewmemberssowecarrysome
contentforwardfrompreviousnewsletterswheredeemedtobevaluable.
This letter includes:
WhatisIMSIG’sRole?
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Ø
Ø
Ø
Ø
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GeneralNewsandProgress
Howdowemeet?
IMSIGLinkedInGroup
MSS1000:2014
NewISOStandardsandAnnexSL
IMSIGandExternalInteractions
IntegratedReporting
WebSiteand
KeyIMSIGDocumentsSummary
Ø TopManagementBrief
Ø A Survey Analysis of Integrated
ManagementSystemsintheUK
Ø ManagementSystemStandard
FutureQualityProfessionals
Ø Ourvision
Ø NextGenerationNetwork
Ø ContactUs
NeedforNewSteeringGroupMembers
WhatisIMSIG’sRole?
TheroleofIMSIGistoactasafocalpointforthemutualexchangeanddisseminationofbest
practicewithintheareaofintegratedmanagementthatisbecomingmainstreamthinkingwithin
organisations.Ifyouwanttofindoutmore,ourlongstandingobjectivesaredefinedontheweb
site http://www.thecqi.org/Community/Special-Interest-Groups-SIGs/Integrated-ManagementGroup/.
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Arangeofusefulresourcesareavailableviahttp://www.thecqi.org/Community/Special-InterestGroups-SIGs/Integrated-Management-Group/Research-and-reports/ as well as a free universal
management system standard facilitating fully integrated management systems without
boundaries.
The IMSIG UK and international membership has grown steadilysince 2012 but has tended to
plateauin2015.ThecurrentmembershipontheCQIdatabaseis1,599andwithintheLinkedIn
groupis638.
Howdowemeet?
LookingatwaystomakeiteasyformemberstoparticipateinIMSIGmeetings,technologyhas
beenembraced,andallmeetingssince2013areteleconferences.Recentmeetingshavebeenvia
‘GoToMeeting’,whichisawebbasedcommunicationtoolthatfacilitatessharingofpresentations
andotherdocumentsaswellasvoiceandvisualimagesofattendees.Thishasenabledmore
interactive discussions and the visual sharing of media such as PowerPoint presentations.
Discussionshaveincluded:
• Visionofthefuturequalityprofessional(laterpublishedinQualityworld).
• ImplicationsofISO“risk&opportunity”ISO9001,ISO14001,ISO45001etc.
• Servingsmallorganisations.
• Socialresponsibility.
• ISOAnnexSLandintegratedmanagement.
• Datamanagement.
IMSIGLinkedInGroup
OurLinkedIngroupprovidesanopportunitytonetworkwithothers.Herearesomeoftopicsthat
havepreviouslybeendiscussed:-
• UKriskregister.
• Whatisabalancedstakeholderviewandhowshoulditinformwhatismeasured?
• DoesanIMSnecessarilyneedanintegratedManual&Procedures?
• MSS1000:2014–afreeone-stopuniversalmanagementsystemstandard.
• Futureintegrationof'Governance,RiskManagement,andCompliance'.
• DisadvantagesofanIMS.
• Shouldmanagementsoftwarebeintegrated?
• Integratedreporting?
• LinkbetweenCorporateSocialResponsibilityandbusinessperformance.
Joininorstartadiscussioninthegroup,andconnectwithourvirtualcommunity.
Toaccessthenetworkinggroup,youwillneedtoregisterasaLinkedInmemberbeforerequesting
accesstotheCQIIntegratedManagementSIGgroup.
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GeneralNewsandProgress
Managementintegrationhasbecomemainstreammanagementformanyorganisationsunlikea
decadeagowhenintegratedmanagementwasmuchmoreofapioneeringexerciseforIMSIG.
However,thefollowingnewsitemsdemonstratethattheintegrationpathcanbetortuouswitha
mixtureoftechnicalandpoliticalissues.Itemscoveredinclude:
Ø MSS1000:2014UniversalManagementSystemStandard
Ø NewISOStandardsandAnnexSL
Ø IMSIGandExternalInteractions
Ø IntegratedReporting
MSS1000:2014UniversalManagementSystemStandard
MSS1000wasoriginallyconceivedasaproject
in2011withapprovalfromtheCQIExecutive.It
“Itmustberememberedthatthere
provedtobeachallengingprojectintermsof
isnothingmoredifficulttoplan,
notonlythetechnicalissuesbutobstaclesthat
moredoubtfulofsuccess,normore
were placed in its way. However, it was
dangeroustomanagethananew
subjectedtomultipleexpertpeerreviewsand
system.Fortheinitiatorhasthe
nowstandsasarobustuniversalmanagement
enmityofallwhowouldprofitby
systemstandardthatcanbefreelydownloaded
thepreservationoftheold
from the web. There is no better source to
institutionandmerelylukewarm
guide the structuring of a fully integrated
defendersinthosewhogainbythe
managementsystem.
newones.”―NiccolòMachiavelli
Thefollowingisabrieftimelineofkeyevents:
v Apr2014-CQIplacedrestrictionsonstandard
v Jul2014-Standardrebrandedasaspecification
v Oct2014-PresentedattheIranQualitySocietyConferenceinIstanbul
v Jan2015-Publishedonweb–totalprojectcosts£0.00
v Aug2015–ShortlistedinCIRRiskManagementAwards:“RiskManagementProductof
theYear”–(unfortunatelydidnotwin)
v 2015BeingusedinIIRSM/Zurichdatamanagementresearch
A key challenge is still to broaden
theawarenessoftheexistenceand
great value of the standard
particularly because the normal
communication channels of the
CQI are currently being denied to
IMSIG.
Read more about MSS 1000 in
section
MSS
1000:2014
Management System Standard of
thisnewsletterbelow.
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NewISOStandardsandAnnexSL
SincebeforetheturnofthemillenniumISO
had resisted suggestions to recognise and
support organisations adopting integrated
management systems. These suggestions
includedhavingacoremanagementsystem
standard with specialist supplements. It
continuedwithaneverexpandingplethora
of management system standards in
different styles and with no common
uniformsetofmanagementconceptsanddefinitions.However,ISOfinallyconcludedthatitought
tobeseentoberecognisingintegratedmanagementsystemsthatwerebeingwidelyadoptedby
enlightened organisations seeking greater effectiveness and to avoid wasteful duplication and
pooruseofvaluablemanagementresource.However,ISOdidnotadopttheclassicsuggestionof
a core management system standard but instead implemented something more hybrid that
became commonly known as Annex SL. This approach places a strict obligation on ISO
managementsystemstandardswriters(TechnicalCommittees)toplacecontentunderastandard
setofheadingsplussomemandatorycontent.Allcontentthatdoesnotlogicallyfitunderthe
standardheadingshastobeplacedinoneormoreappendices.AnyonewishingtocreateanIMS
cannowseetwoprincipaltypesofnon-integratedcontentinthenewstylestandardstogether
withsomestandardtextautomaticallyinsertedinthestandardtemplate.Somenon-integrated
content occurs within the standard headings
and other non-integrated content occurs in
appendices.AnnexSLmakesup30%ofISO9001,
50%ofISO14001and70%ofISO27001withthe
restofthecontentintheAppendicesorother
documents.IncontrastMSS1000:2014hasno
leftovers.
While ISO Annex SL enables the reader to see
some commonality of structure across the
managementsystemstandardswhichwasmoredifficultfortheuninitiatedtoseeinthepast,it
hasthedisadvantageofpotentiallysettingbacktheprogressofeffectiveintegratedmanagement
by:
a) Givingatotallyfalseimpressionofwhatanintegratedmanagementsystemisandthat
onlypartialintegrationispossiblei.e.acoreplusleftovers.
b) Permittingeachdisciplinetocontinuetooperateinarelativesiloandtouseanon-unified
terminologyratherthanacomprehensivecommonsetofISOmanagementconceptsand
terms.
c) Limitthedegreethatintegratedauditscanbeconductedbycertificationbodiesbecause
somuchofthestandardsisinappendicesratherthanafullyunifiedstructure.
d) Creating a standardised structure across multiple standards that will be extremely
cumbersometocorrectinthefuture.
AnnexSLwasagoodideathatwaspoorlyimplementedandshouldhavereceivedalotmoreinput
andreviewfromexpertsexperiencedinthetheoryandpracticeoffullyintegratedmanagement
systemsandworkingacrossdisciplines.‘OrderfromChaos’waspublishedinQualityWorldinApril
2011demonstratingthatthetotalityofamanagementsystemormanagementsystemstandard
could be placed within a universal hierarchical management topic structure (taxonomy) with
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NewsletterFebruary2016
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nothing leftover. This was the basis for the creation of ‘MSS 1000-2014’ which addresses all
aspectsofthemanagementofanytypeoforganisation.
TheISOsituationisfarfromidealandfarfromwhatisneededconsideringthefragilestateofthe
worldeconomy.However,intelligentorganisationsarestillabletofreelyaccess‘MSS1000-2014’
and use it to structure an elegant and effective IMS while still being able to interact with
certification bodies operating non-optimal surveillance processes. Considerable progress has
beenmadeintheadvancementofthetheoryandpracticeofintegratedmanagementsincethe
turnofthemillenniumanditcanonlybehopedthatthisprogresswillbesustaineddespitethe
recentill-conceivedISOinitiatives.
IMSIGandExternalInteractions
IMSIGistheoldestoftheCQISIGsandhasbeenoperatingforabout20years.Itsbasicintegrated
managementdefinitionandconceptsweredefinedwelloveradecadeagoandhaveremained
unchanged.Theyhaveinfluencedthetheoryandpracticeofintegratedmanagementandhave
been
extensively
referenced
by
researchers
e.g.
refer
to
https://en.wikipedia.org/wiki/Integrated_management.
AboutayearagotheCQIunderwentareorganisationmergingtheCQIandIRCAintoasingle
entity.TheCQIhasdecidedtofocusontrainingstandardsandceasetobeatrainingbody.The
CQIhasaligneditselfverycloselywithISOandisstronglypromotingISO9001andISO14001in
particularandalsoISOAnnexSLasanintegratedmanagementsystemsmethodologydespiteit
onlybeingintendedasastructureforstandardswriters.IMSIGhasbeenpermittedzerocolumn
inchesinQualityWorldwhiletherehavebeenextensivearticlesandadvertisingpromotingISO
products. IMSIG believes that there should be open channels of healthy debate on the
development and future of quality management in general as you would expect to see in any
professional body that has a Royal Charter defining duties towards society in general. If ISO
productsasaregoodastheyarebeingclaimed,theyshouldhavenodifficultyinholdingtheirown
inanintellectuallyfreeenvironmentandacompetitivemarketplacefreeofrestrictivepractices
andcensorship.Restrictivepracticesareincompatiblewithqualityprinciples.
IMSIGiscommittedtothehighestlevelsofprofessionalismandlivingthetruespiritoftheCQI’s
RoyalCharter.Thisincludespromotingharmoniousandmutuallybeneficialinterfaceswiththe
CQIExecutiveandexternalbodiespromotingallformsofmanagementexcellence.
IntegratedReporting
Integratedmanagementisnotjustaboutintegratedmanagementsystems,itisabouttakinga
complete,non-fragmentedapproachtoanyandallaspectsofmanagement.Atypicalexampleis
the way the value of an organisation is viewed and how performance should be reported in a
holisticwayratherthanthestandardfinancialaccounts.Thisnecessitatesconsideringallofthe
capitalsandnotjustfinancialandenablesstakeholderstogetamuchbetterhandleontrueworth
ofanorganisationanditscurrentperformance.Inthelastfewyearsthishasbeentheobjective
of the ‘The International Integrated Reporting Council (IIRC)’ that has created a ‘standard
reportingframework’.
TheInternationalIntegratedReportingCouncil(IIRC)isaglobalcoalitionofregulators,investors,
companies, standard setters, the accounting profession and NGOs. The coalition is promoting
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communicationaboutvaluecreationasthenextstepintheevolutionofcorporatereporting.The
IIRC’s mission is to establish integrated reporting and thinking within mainstream business
practiceasthenorminthepublicandprivatesectors.Theirvisionistoaligncapitalallocationand
corporatebehaviortowidergoalsoffinancialstabilityandsustainabledevelopmentthroughthe
cycleofintegratedreportingandthinking.
WebSite
ProgressondevelopingtheIMSIGwebpageshasbeenheldupforacoupleofyearsbecauseof
delayintheCQIrefurbishingtheoverallCQIwebsite.FollowingtheadviceoftheCQI,theplan
nowistodevelopaseparateIMSIGwebsiteunderIMSIGcontrolfollowingtheleadsetbyother
SIGs.
ExistingreferencedocumentscanstillbeaccessedviatheCQIIMSIGwebsitetoassistmembers
ontheintegratedmanagementpathandIMSIGarehappytoaddfurtherdocumentssubmitted
bymembers.
http://www.thecqi.org/Community/Special-Interest-Groups-SIGs/Integrated-ManagementGroup/Research-and-reports/
KeyIMSIGDocuments-Summary
Topmanagementbrief
This is a long existing IMSIG document that has recently been reviewed and amended. Top
managementinvariablyhastheaspirationforjoinedupthinkingandrecognisesthatitwouldbe
valuablebutnevergetsanyfurther,perhapsbecausetheydon'tknowitispossibleorarenot
awareofotherorganisationsthatarebeginningtodoitmoresystematically.
Theprincipalcontentofthebriefisasalespitchrelatedtoimprovementsineffectivenessand
efficiencywhichissomethingalltopmanagerscanrelateto.Asthemarketingpeopletelluswe
should sell on benefits and not features. The PowerPoint presentation is intended to be
customisedtosuittheaudienceandtheorganisationinitscurrentcircumstances.
HowIMSIGmembershaveusedthepresentationinpracticeoverthelastdecadeisgenerallynot
knownbutIMSIGhavereceivedsomegoodfeedbackandnothingnegative.Ithasbeenobserved
thatslidesfromthepresentationhavebeenincludedinconferencepresentationsdemonstrating
thattheintendedpurposeisbeingfulfilledatleasttosomedegree.
ASurveyAnalysisofIntegratedManagementSystemsintheUK
Thismaster’sdissertationbyAgneszkaiKatniakanalysedtheintegrationofmanagementsystems
inUKorganisationsoperatingtomultiplemanagementsystemstandardsandhadstaffwhowere
members of the Chartered Quality Institute or the International Institute of Risk and Safety
Management.
Thekeyissuesincluded:whichmanagementsystemswerebeingintegratedandtowhatextent,
whatwerethebarriersandbenefitsofintegration,andthelevelofcompetenceoftheintegrated
managementsystempractitioners.
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It was found that most of the businesses that were surveyed planned to integrate their
management systems or have already integrated them and that the integration is mostly
internallydriven.
Although there is a widely held view that management systems should be integrated, several
interpretations of what an integrated management system is were revealed and the survey
reportsthatthislackofconsensusisperceivedasthenumberonebarriertointegration.Most
companiesachievedpartialintegration.
The research also showed that the large number and wide range of management system
standardsusedbycompaniesisnotreflectedintheintegratedmanagementsystemliterature.
However, the survey did indicate that the number of management system standards adopted
doesnotdeterminetheintegrationpolicy,theachieveddegreesofintegrationorthenumberof
difficultiesintheintegrationprocess.
We hope you find these documents of interest and value. Please email the chair via
secretaryimsig@thecqi.orgifyouwishtosubmitanalreadypublishedarticleorpaperrelatingto
integratedmanagementthatyouwouldbewillingtohavepostedontheCQIIMSIGwebsiteeither
directlyorviaaweblink.
MSS1000:2014ManagementSystemStandard
Theuniversalmanagementsystemstandard(MSS1000:2014)hasbeenaddedtothewebsiteand
is a powerful and valuable resource to help organisations create fully integrated management
systems without boundaries and avoid unnecessary time on compliance with multiple
management system standards each focusing on a different dimension of an organisation’s
performance.Itisintendedtoprovideaone-stopsolutionfororganisationsseekingtoimplement
afullyintegratedmanagementsystem.
Itprovidesorganisationswithmorechoiceinselectingmanagementsystemstandards,whichwill
helpstimulatethecontinualimprovementofstandardsinthemarketplace.Itisalsoavaluable
resourcethatcanbeusedwithinanyorganisatione.g.gettingtogripswithauniversalapproach
toprospectandriskmanagement.
ThecurrentprincipalobjectiveofMSS1000istoprovideinstructionandguidanceondesigning
and implementing fully integrated management systems that attempt to optimise the
functionality of the whole organisation employing joined up thinking. This is achieved by
organisingthecollectivethoughtandactionoftheorganisationtoequitablysatisfytheneedsand
expectationsofitsstakeholderswhilemakingthebestuseofresources.IntegratedManagement
Systems do not recognise artificial and restricting management boundaries and transcend the
organisationandmanagementdisciplinesilos.However,MSS1000canalsobeusedforexisting
or planned partial management systems and can assist in aligning their structures for future
integration.
The application of existing management system standards has meant that many organisations
have only had experience of formal management systems covering only part of their
organisation’s performance. MSS 1000 incorporates quality, risk and other management
principlesandprovidestheopportunityfororganisationstocreatefullyintegratedmanagement
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systemsthataddressthewholeofanorganisationinatrulyjoinedupandcoherentwayandavoid
theneedtocomplywithmultiplediversemanagementsystemstandardsenablingittoeconomise
onvaluablemanagementresources.Thisempowersanorganisationtoimproveitseffectiveness,
efficiency, innovation, robustness, agility and resilience and also experience the synergistic
benefits of coherent management processes. Independent surveillance and certification
processeswillalsohavethepotentialtobemoreeffectiveandefficient.
AsthisMSShasthepotentialtouniversallybenefiteverytypeoforganisationofwhateversizeit
wasdecidedthatitshouldbefreelypublishedontheWorldWideWebwithoutchargeinspired
byitsinventorTimBerners-Lee.
ThissingleuniversalMSSachievestheprincipalobjectivesofmanyseparatemanagementsystem
standardsincommonusesuchasISO9001,ISO14,001andOHSAS18,001butitdoesnotachieve
thisbysimplymergingtherequirementsofthevariousstandardsinthemarketplace.Itwasdone
byreturningtofirstprinciplesrequiredtobeappliedtoanorganisation'sstructuresandprocesses
inordertoequitablysatisfytheneedsandexpectationsofitsstakeholderswhilemakingthebest
useofresources.Thishastheeffectofshiftingtheprincipalattentionofmanagementfromits
multiplefacetsofperformancesuchasgoodsandservicesquality,peopleprotectionandnurture,
environmentalprotection,securityetc.totheorganisation'sstructuresandprocessesthataffect
themultiplefacetsofstakeholdersatisfaction.
Plan-Do-Check-Actissomethingthathumankindnaturallydoestovaryingdegreesofcompetence
but it does not happen naturally in an organisation and needs to be orchestrated via a
management system. A fully effective, efficient, agile and resilient integrated management
systemhasthecapabilityofpromotingandfacilitatingtheoptimalfunctioningofPlan-Do-CheckAct throughout an organisation at every level. Its establishment is an indicator of high
performance functionality that provides confidence to stakeholders. Compliance can be
demonstrated to three levels – bronze demonstrating effective and efficient processes, silver
demonstratingcommercialresponsibilityandgoldsocialresponsibility.
Itshouldbenotedthatallmodellingoftherealworldtoaiditsunderstanding,predictionand
management is approximate to some degree and good judgement must be exercised by
competentmanagerstogetthemostoutoftheMSSandanintegratedmanagementsystem.The
MSSprovidestheflexibilitytodeviatefromarequirementwhereitisjustified.
AsthisMSSisinnovative,empoweringorganisationstogainnewmanagementexperiences,itis
hopedthatitwillstimulatecreativethinkingandresearchandhelpdrivecontinualimprovement
intheunderstandingandapplicationofmanagementsystems.
FutureQualityProfessionals
The ‘future of Quality professionals’ has been a hot topic amongst CQI members and was
discussedatourDecember2013AGM–FollowingthatdiscussionthisisourVision:-
Thequalityprofessionalofthefuturewillhaveevolvedfurtherbystandingontheshouldersof
thosewhohavegonebefore.Theywillemergefromafullystructuredcareerplanandcareful
selection (rather than the happenstance of the past)which is sharply focused on the evolving
needsandaspirationsoforganisationscommittedtoapplyingfullyjoinedupthinkinginfulfilling
theirpurposeandobjectives.Theywillbeexpertsinmakingthebestuseofresourcestoequitably
CQI-IMSIG
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andethicallysatisfytheneedsandaspirationsofstakeholders.Theirthinkingwillemployunified
managementconceptsanditwillnotbeboundedbyanypredefinedboundary.
Qualityprofessionalsofthefuturewill:
• Bejustaslikelytobewomenasmen,
• Behighlyethicalandtrustworthyandactastheconscienceoftheorganisation,
• Understand and address the total functionality of an organisation without favour
including all aspects of performance of interest to customers and other stakeholders
(typically product/service quality, commercial, financial, health, safety, environmental,
security,ethicalandsocial),
• Befullystakeholderfocusedratherthanthehistoricalnarrowercustomerfocus,
• Have a deep understanding of how value is effectively and efficiently created and
delivered through the intelligent and creative integration of people, commerce, data,
energy,matterandsupplierstructuresandprocesses,
• Haveagoodunderstandingofthepsychologyofhumanmotivationandtheprotection
andnurturingofconsciousnesstofacilitatecreativity,fulfillmentandwell-being,
• Haveadeepunderstandingoftheanatomyofafullyintegratedmanagementsystemand
all that is required to ensure it effectively and efficiently achieves the organisation's
purposeandobjectives,
• Beascomfortablewithqualityaswithriskconceptsandmethodologies,
• Haveanin-depthknowledgeofmanagementtoolsandtechniquesandabletoselectthe
mostappropriateforthesituation,
• Beabletoleadmanagementsystemauditsorinvestigationsoranalysisonanyaspectof
theorganisationirrespectiveofwhatitrelatesto,
• Benaturalandpassionateproblemsolversworkingindividuallyorwithinagroupandable
totaketheleadandmotivateandcoordinateothers,
• Beabletoviewandunderstandanyelementofanorganisationwithrespecttothewhole,
• Becompetenttoactasaninternalorexternalconsultant,
• Bevisionariesandconstantseekersofimprovement,
• Be able to interact effectively and efficiently with all personnel at any level of the
organisationandwithanysizedexternalorganisationorindividual,
• Havethecapabilitytomanageandcoordinatemanagementprofessionalspecialists,
• Be empathetic and excellent communicators enabling them to advise, persuade,
negotiate,train,mentorandcoach,
• Beselectedaccordingtoessentialpersonalskillsandgivenastructurededucationand
trainingsuitableforanindustrysectororsectors.
DoesourVisionmatchyours?
NextGenerationNetwork
TheCQINextGenerationNetwork(NGN)aimstoencourageyoungpeopleworkinginqualityto
staywithinthefieldandtocreateresourcestofosteraninterestinqualityforfuturegenerations.
TheNextGenerationNetworknowhasitsownwebsite,stayuptodatewithwhattheyareupto
here
ReadthelatestnewsletteroftheTheNextGenerationNetworkatConnexion-ConnectingtheNext
GenerationNetwork-January2016
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NeedforNewSteeringGroupMembers
Following extensive work to develop and release the Integrated Management Standard (MSS
1000:2014),theprojectismovingintoanewphasewherepromotionandexploitation ofthe
standardandsupportfororganisationsadoptingitaretoreceivemorefocus.
WiththisfreshchallengeaneedfornewskillsandabilitiescomesforthandtheIMSIGsteering
committeeisseekingnewmemberstocomeforwardtohelpsupportthisphase.Wearelooking
for people who have, or want to learn, the right skills to step forward and join the steering
committee.
TherearethreeareasthatrequirenewbloodtohelpmoveMSS1000:2014forward,theseare:-
Promotionofthestandard:-
- Marketingtopromoteawarenessandadoptionofthestandard
- Documentationdevelopmenttomakethestandardmoreaccessibletoorganisations
- Developmentoftrainingcoursestosupportdeploymentofthestandard
Organisationalsupport:-
- Trainingintheapplicationofthestandard
- Trainingofinternalauditors
- 3rdpartyauditingoforganisations
Reviewofthestandard:-
- Identifytrendsthatmayaffectthestandard
- Revieworganisationalfeedbacktoidentifyrequiredimprovementstothestandard
- Setthefuturerouteforthestandard
Ifyoucancontributeintheseareasandwouldliketomakeapositiveimpactonthefutureof
organisationalmanagementsystemspleasegetintouchsothatwecandiscusshowyoucanget
involvedinthefutureofIntegratedManagement.
ContactUs
Pleaseemailthechairorsecretaryviasecretaryimsig@thecqi.orgifyouwishtosuggestanything
thatyouwouldlikeIMSIGtofocuson.Forfurtherinformationabouttheintegratedmanagement
group,tobecomeamemberortojointhesteeringgrouppleasecontact:
Chairperson:IanDalling
orSecretary:BobBlackwell
Email:secretaryimsig@thecqi.org
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