Integration of Management Systems: A Process Based Model

December 2005Jourmal of Northeast Agricultural UniversityVol. 12, No.2 151-154Article ID:1006 -8104(2005)-02-0151-04Integration of Management Systems: A Process Based ModelQI Guo you'，ZENG Sai- xing, JIA Yan-hong'， LIANG Dong- ling'(1. College of Water Conservancy and Building Engineering, Northeast Agricultural University, Harbin Heiongjiang 150030, PRC;2. Aetna School of Management, Shanghai Jiaotong University, Shanghai 200052, PRC )Abstract: The paper discusses the barriers of integration of management systems (IMS). A model based onprocess is explored. It is indicated that integrating management systems should not ignore the characteristics of themanagement systems, especially scope issues. IMS needs to take into the continuous improvementKey words: management systems; integration; process; modelCLC number: C93; F27Document code: AOver the past decade, the concept of “quality"management systems. In China, there are hundreds ofhas evolved from customer satisfaction merely to acompanies of implementing ISO 9001, and ISO 14001much wider interpretation, such as meeting the re-at the same time.quirements not only of customers and end users but ofTherefore, it is a long way for them to integrateall interested parties, including suppliers, the generalthe quality management system and the environmentalpublic, employees, shareholders, etc. With the in-management system.volvement of interested parties and quality concept,With regard to IMS, two areas need to be dis-companies have to expand their goals on quality im-cussed. One is the approach to implement and main-provement to include environmental and safety man-tain the IMS, and the other is the integration of audit-agement".ing system. The latter has been accomplished partlyThe implications of this expansion are significantby the publishing of ISO 19011 : 2002, guidelines forand represent the first and most important foundationquality and environmental management systems audit-for the development of integrated management systemsing and being aimed to help organization that imple-and for the use of integration as an instrument forment both EMS and QMS as an integrated manage-achieving total quality.ment systems combining the auditing of the system.Meanwhile, leaving different management systemsThe former often takes place in two ways:①by merg-separate and incompatible incur considerable costs, in-ing of the documentation through an aligned approachcrease the probability of mistakes and failures, dupli-to integration, using the similarities in the standards',cate efforts, create unnecessary bureaucracy and docu-or②by implementation of the integrated systemmentation, and ultimately have a negative impact onthrough a Total Quality Management (TQM) approach.most stakeholders, including the employees and cus-tomers B司. When these and other disadvantages are1 Barriers of IMS Establishmentweighed against the numerous benefits of having acommon management system, companies are slowlyISO 9001, ISO 14001, and OHSAS 18001 arechoosing to go with the integration of management sys-function specific standards, dealing with quality man-tems (IMS) path.agement system(QMS), environmental management sys-Till now, some of world -class enterprises, suchtem中国煤化工safety managementas BNFL, BSC, lucent etc. have established integratedsysteYHC N M H Ghe comparative ana-Received date: 2005 -01- 21Biography: QI Guo-you(1974-), male, lcurer, master, engaged in rsearch of constuction projet management.●152Jourmal of Northeast Agricultural UniversityVol. 12lysis reveals that the boundary of the revised ISO(which functions are involved in the systems), and dif-9001 : 2000 standard is limited to those activities in- ference in the level of particeipation, both inside andvolved in the provision of products and services 四outside the organization. There is also a relationshipHence involvement in continual improvement, trainingbetween scope and culture, and the differences inand awareness of quality policy and procedures, andscope identifed are likely to lead to different sub- -cul-is restricted to personnel involved in the quality activ-tures in the organization. These differences are moreities associated with the provision of products andsignificant in ISO 9001 : 2000 than in ISO 14001 andservices. The communication of quality policy is limit-OHSAS 18001, and although they are likely to haveed to those within the organization, and employeeslittle impact when merging the documentation is theand other interested parties are not consulted aboutmain priority, they may be significant when attemptingthe setting of quality objectives. Commitment and re-to implement an IMS. Differences in scope are likelysponsibility for the implementation and operation ofto give rise to different sub -cultures. These differ-QMS are also seen as the responsibility of top man-ences can be expected to influence the climate of theagement rather than others. On the other hand re-organization (i.e. the strength of feeling and belonging;source management has now been included in thethe extent of ownership of quality; the degree of co-QMS standard and in the need for resources to im- operation and support given to the achieving of qualityprove processes, the requirements exceed those of ISOobjectives, and the level of morale in the organiza-14001 and match those of OHSAS 18001.tion). These different sub- cultures will hinder the de-In IS014001 and OHSAS 18001, employees/oth- velopment of a strong culture, which are based on theer interested parties are more extensively involved invalues of co -operation and involvement and are im-continual improvement. They are consulted about theportant for the improvement of performance in allsetting of objectives; included in the communication ofthree systems and the IMS. The cultural shift is neces-policy; made aware of procedures; likely to be moresary to ensure successful progress from the individualextensively involved in training, and provided with in-management systems to an integrated managementformation about the environment, and health andsystem. Scope issue is the core elements of integrationsafety. Employees are also involved in the develop-of management systems. The integration of manage-ment and review of health and safety policy and pro-ment systems needs to break the respective scope ofcedures. While therefore, the scope of the revisedQMS, EMS and OH&SMS.QMS standard is different and less extensive, that ofthe EMS and OH&SAS standards is similar.2 Process Based ModelFrom the earlier analysis, it is clear that whilethey all address the activities of planning, implement-As Garvin9 indicated, today managers are enthu-ing, controlling, improving and auditing, in the areassiastic, indeed impassioned, about process because ofof communication involvement and consultation, thethe possibilities for change they offer in term of bothrequirements of ISo 9001 : 2000 fall short of thosereducing fragmentation and compartmentalization ofareas of those specifed by ISO 14001 and OHSASwork and improving the capacity for lateral co - ordi-18001. The relevance of these differences can be seennation and communication. Meanwhile, process is oneby examining them alongside the different aspects andof the relevant features of TQM6. Although the impor-elements of organizational or group culture, which in-tance of focusing attention on company process isclude artifacts, mission statements, language, values,widely recognized and accepted, it is often accompa-beliefs and attitudes图 The scope of the systems isnied中国煤化工ing dficulies withinmore important than diferences in terminology andman!YHC N M H Gfrom the ambiguitiesdefinitions. These differences in scope fall into twoof process concept. Here the ISO 9000 : 2000 defini-main areas, that is, difference in the boundaries tion of process is broaden and interpreted that a pro-No. 2Joumal of Northeast Agricultural University●153●cess is a system of activities, subjectively identified sooutputs. Based on above process concept, this paperthat it can be managed in a holistic and systematicdeveloped a process based managerment system modelmanner that uses resource' to transform inputs intoshown in Fig. 1.Policy|sAinms & objectives|C|kIntegrated resourcesH▼cIntegrated management|I|d十Input|- Process>- 一OutputsFig. 1 Model of a process-based integrated management systemThe model shows the scope of integrated manage- may be placed in a functional sub- -module.ment system containing a QMS, EMS and OH&SMS,2.2 Establishment objectiveswhere each of these three systems (sub -systems) hasObjectives should be established to enable thelost its independence; their outputs contribute to thecreation of organization' s policies. The establishmentfinal output, and the boundary of each is the same. Itof integrated objectives results from the combining ofidentifies the process, involves a harmonization of thesection 4.3.3 of 14001 dealing with environment tar-current of internal systems and standard requirerments,gets and objectives and section 5.4.1 discussing quali-determines the relationships among those, and adoptsty objectives.a common systems structure, which often include.2.3 Integration of resources2.1 Policy definitionThe resources used is a combination of the QMS,Policy definition by managements, since the ob-EMS and OH&SMS, and include people, finance, e-jectives of the systems are different, when individualquipment, the tools and techniques used, informationpolices of QMS, EMS and OHSMS integrated with an and documentation, and training. Integrating these re-alignment, methodology should assurance that theysources helps to ensure that everyone and everythingmust not contradict each other and must be in lineused is involved with and an input to the combinedwith the organization' s overall management policy,quality, environment and health and safety processes.meanwhile meet respective standard requirement. For2.4 Process managementexample, sections 5.2 of ISO 9001 : 2000 and 4.2 ofAccording. to Biazzo and Bernardi ("0，processISO 14001 : 1996 address quality and environmentalmana;YH中国煤化工mponents, including:policy，respectively. Therefore, the shared require-(i)prC N M H G visibility; (ii) mon-ments of the standards can be integrated in an ele-itoring mechanisms; and (iv)improvement mechanisms.ment, whereas the requirements specific to an IMSThe system identifies the process and the interre-●154●Joumal of Northeast Agriculural UniversilyVol. 12lationship formulates the foundation of process man-agement.3 ConclusionsIt is important to emphasize that the process hasa common scope (i. e. a focus and aim, which is satis-The expansion of quality concept constitutes thefying stakeholders requirements) and a common rangefoundation of integration of management systems. Forof activities. Meanwhile, each of these activities ad- benefits from saving cost, many organizations pursuedresses the quality, environmental, and health andan integrated management system, but ignore the effi-safety needs and policy. Therefore, a systematic ap-ciency of an IMS. IMS not only concern the scope is-proach, which has been addressed in ISO 9001 : 2000sues of integration of management but also continuous-standard, needs introduction of the finished task.ly improve its efficiency. Meanwhile, an integrationThe element“process visibility" has two dimen-model should take into account its applicability 0sions. The first dimension refers to the relationshipmodel concurrently.betweenprocess architecture and organizationalThe process based model incorporates the scopestructure. One method that is usually suggested as aissues and applicability of model, by usage of PDCAway of making a process “structurally visible" is tocycle cautiously improving the IMS.define the so -called“ process owners” to whom thetask of overseeing performance control and continuousReferencesimprovement is entrusted, in which integration of[1. | Shen Y J. Walker D H K. Integrating OHS. 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