Presentation on
Integrating Management
Systems
www.imsrisksolutions.co.uk
What is an Integrated Management
System ?
Derived from ISO 14001
“the organizational structure,
responsibilities, practices, processes and
resources for developing, implementing,
achieving, reviewing and maintaining the
IMS Policy”
Why Should There be an Integrated
Management System?
Need for a common system to ensure:
• business focus
• common purpose
• simplicity of approach
• no duplication of formal systems
• minimal bureaucracy
• less risk of conflict
Benefits of this IMS Approach
Provides a framework for a holistic
management system that can embrace all the
processes and elements that need to be
controlled by the organization.
What Areas Does an
Organization Need to Manage?
It depends on scope and nature of activities,
complexity and size but typically:
• product/service realization
• customer satisfaction
• supply chain
• occupational health and safety
• environmental management
• security
• people issues
• finance
Options Considered By ISO
1
2
3
4
Integration or Alignment
CORE
CORE
CORE
CORE
E
OH&S
Q
E OH&S Q
Key Elements of
ISO 9001:2000
ISO 9001:2000
Main Elements
4 Quality Management System
5 Management Responsibility
6 Resource Management
7 Product Realization
8 Measurement, Analysis and Improvement
Quality Management Process Model
Continual improvement of the quality management system
Management
responsibility
Customer
Customer
Resource
Management
Requirements
input
Product
realization
Measurement,
analysis and
improvement
Satisfaction
output
Product
Process Approach
• For an organization to function effectively it has
to identify and manage numerous linked
activities
• An activity using resources, managed in order
to enable transformation of inputs into outputs,
can be considered as a process
• Often the output from one process forms part
of the input to another process
Basic Process Model
MANAGEMENT
INPUT
ACTIVITIES
ENABLERS
= CUSTOMER SATISFACTION
OUTPUT
Requirements of - ISO 14001
Figure 1 from ISO 14001
Continual
Improvement
Management
Review
Environmental
Policy
Planning
Checking &
Corrective Action
Implementation
& Operation
Cradle to Grave
EMISSIONS
Extraction Transport Manufact. Delivery
Use
Service
IMPACT & WASTE
Mainten. Disposal
IMS LA Issue 1. July 2001. Developed in association with MacGregor Associates Ltd.
OHSAS 18001
is a specification This
that is not a standard
a “shall” document
It is certifiable
It is not accredited
the major certification bodies have
All
adopted it and certification is going ahead
world-wide.
OHSAS 18001
Continual Improvement
(Initial Status
Review)
Management
Review
Checking &
Corrective Action
OH&S Policy
Planning
Implementation &
Operation
Risk Assessment
Definition of Hazard: A source or a situation with potential for
harm in terms of human injury or illhealth, damage to property, damage to
the environment, or a combination of
these.
Definition of Risk: The combination of the likelihood and
consequences of a specified hazardous
event occurring.
Within IMS
Hazard = Aspect
Risk = Impact
Definitions: ‘Hazard’
and ‘Risk’ - OHSAS 18001

Hazard - “A source or a situation
with a potential for harm...”

Risk - “The combination of the
likelihood and consequence of a
specified hazardous event”
In an Ideal World
Integrated Management Systems Standards
would:
• Be generically applicable world-wide
• Use common terminology
• Use the same definitions for similar terms
• Use a common methodology - where this is possible
• Have a common architecture
• Allow a consistent auditing approach
• Facilitate ease of use for those adopting them
ISO Guide 72 Approach
• Policy
• Planning
• Implementation and Operation
• Performance Assessment
• Improvement
• Management Review
Management
Review
Improvement
Performance
Assessment
Policy
Planning
Implementation
and Operation
The Need for Integration
Guidance
• Reactive to pro-active management
• Standards for OH&S, quality &
environmental management - contrast,
e.g., risk management, fire and security
• Controversy
• Organizations should in any event now be
considering the development of an IMS
The Case for an IMS
• Cost-effective; facilitates decision-making
• More rewarding careers
• Objectives/processes of management
systems very similar
• Avoidance of duplication
• Reduce chance of resolving one problem but
creating another
• Easier development of Standard Operating
Procedures for OH&S and Environment
Protection (EP)
Policy
Top management should ensure that the stated policy
a) is appropriate to the organization
b) includes a commitment to comply with all relevant
requirements and continually to improve the
effectiveness of the management system
c) provides a framework for establishing and
reviewing objectives
d) is communicated, where appropriate, and is
understood within the organization, and
e) is reviewed for continuing suitability
Planning
• Identification of aspects and risks
• Selection of significant aspects to be addressed
• Objectives and targets
• Identification of resources
• Identification of organizational structures, roles,
responsibilities and authorities
• Planning of operational control
• Contingency preparedness for foreseeable events
Planning
Key areas of planning that are distinct:
2.1 The organization should establish a process for identifying those
aspects of its operation which need to be controlled and/or improved
in order to satisfy the relevant interested party(ies). This includes
research and design
Where appropriate, legal requirements should be identified
2.2
The organization should establish a process for prioritising its
aspects, so that those that would have a significant impact are
readily identified for control measures where this is appropriate.
2.7 The organization should establish and maintain a process for
identifying and responding to any potential emergency situation.
The process should seek to prevent and mitigate the consequences
of any occurrence.
Implementation and
Operation
3.1
Operation
3.2
Management of Human Resources
3.3
Management of other resources
3.4
Documentation and its control
3.5
Communication
3.6
Relationship with suppliers/contractors
Key Issues for the IMS to be
Effective
• CONTROL - is there an adequate
structure?
• CO-OPERATION - are there adequate
arrangements?
• COMMUNICATIONS - are the
arrangements effective?
• COMPETENCE - are the systems and
competencies available?
HSE - 1995
Structure & Responsibilities
 Clear definition of responsibilities:
 include in job descriptions
 authority and resources
 arrangements: accountability
 reporting arrangements: clear and unambiguous
 where personal appraisal: include IMS performance
 Senior managers should demonstrate
commitment by active involvement
Management
Review
Improvement
Performance
Assessment
Policy
Planning
Implementation
and Operation
Conclusion
In considering a conclusion to the
presentation it became apparent that a
closing argument for integration isn’t needed.
Integration clearly speaks for itself.
To manage your organisational risks with a
resilient management system you must
integrate.
The evidence from Corporate Europe today is
Integration = Resilience
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