What company does not have an internal Management System? Some have Quality Management Systems (ISO 9001 or ISO / TS 16949), others have Environment Management Systems (ISO 14001), and others have Occupational Risk Prevention Management Systems (OHSAS) and, finally, many have two or more of these systems. Effective management of a Quality Management System can get loyal customers and a product that fits their requirements, compliance with existing labor laws and Occupational Risk Prevention allows to have skilled, motivated and satisfied employees with their work and their job, and the proper management of the Environment will allow workers (internal customers) and society and final customers (external customers) to encourage a responsible approach to the environment.
All these systems together, let you enjoy an innovation and improvement and continuous learning, so that there is asustainable business development, but as companies define and implement certifiable Management Systems becomes more apparent the need for rationalization costs, efforts and resources allocated to them. Especially when the standards or technical specifications referenced in the underlying, share a significant percentage requirementsand the management methodology is 100% identical. Thus, the optimization of resources, costs and efforts will be achieved by integrating all the concepts that have common needs and issues of all the management systems that have the company. The goal is therefore to avoid duplication of tasks and optimize the resources allocated tosimplify the management of all business systems.
The Integration of Management Systems is the process by which the company learns to introduce criteria and specifications in its processes and Management Systems so that they meet all their customers (internal, external, institutional, stakeholders, the final customer, etc.), while seeking to save time, cost and effort, with an innovative spiritand commitment to continuous improvement. Any project to integrate various Management Systems must take into account the following common aspects with ALL the Management Systems: Quality, Environmental andOccupational Risk Prevention (Q, E and ORP):
- Key processes which cross horizontally and vertically throughout the company within each system, which involved the entire company.
- Commune continuous improvement methodology based on the principles of total quality called PDCA (Plan, Do, Check, Act).
- Standards requirements that affect its own system management.
- Require documented procedures to ensure the proper management of their own.
- Force companies to establish periodic reviews of their management systems in order to verify the effectiveness in meeting the standards of reference, the degree of compliance with the objectives set, and the revision or change of existing policies in the company.
- Force companies to establish indicators, objectives and targets to achieve continuous improvement of management systems.
- And finally, have a global vision and customer focused on both internal and external customer.
Within each Management System we will encounter processes and procedures common to all systems (the majority, which facilitates integration), others common to another system (including Environmental and Occupational Risk Management Systems) and others that are unique and cannot be unified with the other systems. Unifying the 3 Management Systems will have as result the following groups of processes and procedures:
- Common to the 3 Management Systems: management responsibility, launching new products, control of documents and records; approval of suppliers, orders suppliers, control the receipt of raw materials, process control, control and measuring equipment test (calibration); treatment of “non-conformities”, establishment of corrective and preventive actions, handling, storage, packaging, preservation and delivery of materials, audits, human resource management (recruitment, training, motivation and satisfaction), development of management plans, development of work instructions, process and/or product modifications, and statistical techniques.
- Common to E and ORP Management Systems: hazardous industrial product approvals, compliance with current legislation at all levels; operational control (control of discharges, control of emissions, control of noise, inmission monitoring, control of the facilities plan, etc. ), control of the outsiders to the company, and emergency plans.
- Specific to Quality Management System: process and/or product design modifications, review of offers and contracts, commercial management, and service after sell.
- Specific to Environmental System: environmental aspects identification and evaluation, waste management and external communication.
- Specific to Occupational Risk Prevention System: job approvals; accident investigations, incidents and risks, selection and control of PPE (Personal Protective Equipment) and health monitoring.
Ultimately, the most important steps to follow in a Integration of Management Systems are:
- Set the strategy to follow in the integration to identify the processes and procedures common to the different systems.
- Select the basis management system, one which will include all the other systems that will become obsolete.
- Designate the project manager and the team that will help him in the integration.
- List the processes and procedures of the basis management system, list the general requirements of reference that must be met and make matrices of relations between the new Integrated Management System (IMS) and the various references, and between all the system documents.
- Integrate the common processes, procedures, formats and requirements of all management systems.
- Define the specific processes, procedures, formats and requirements of all management systems.
- Collect ideas and opportunities for improvement of everyone involved in the integration.
- Generate, review and approve processes, procedures, instructions and forms of the Integrated Management System.
- Training and learning for all the employees of the company.