Quality, Environment and Safety: From Individual Systems to Integration—A Portuguese Case Study (original) (raw)
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The implementation of integrated management system (IMS) for better quality management has become a preference for many organizations. This can be seen as many organizations used the combination of quality ISO 9001, an environment ISO 14001 and occupational health and safety management system OHSAS 18001 as a core for the IMS that largely implemented. Besides, the linked between quality management with risk management system need to be identified as the management system that enhance the effectiveness of IMS. Therefore, the risk management system ISO 31000 also presented as a part of integration. In nowadays competitive environment, the increasing pressure and needs from customer or stakeholders make it compulsory for the organization to propose the new system and standards. This paper presents and discusses about the benefit of integration, the management system components that can be converged and the implementation approach. A series of interview was conducted through in-depth interviews with 8 experts in this field, while data collected were analyzed qualitatively. The results consist of 16 factors of IMS implementation that have been identified and the use of PDCA approach for an effective implementation of IMS. As a conclusion, the paper proposes the integration of four management systems (ISO 9001, ISO 14001, OHSAS 18001 and ISO 31000) and on how the IMS can be used to structure the process of management for quality management towards sustainability practices in the organization.
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The implementation of integrated management system (IMS) for better quality management has become a preference for many organizations. This can be seen as many organizations used the combination of quality ISO 9001, an environment ISO 14001 and occupational health and safety management system OHSAS 18001 as a core for the IMS that largely implemented. Besides, the linked between quality management with risk management system need to be identified as the management system that enhance the effectiveness of IMS. Therefore, the risk management system ISO 31000 also presented as a part of integration. In nowadays competitive environment, the increasing pressure and needs from customer or stakeholders make it compulsory for the organization to propose the new system and standards. This paper presents and discusses about the benefit of integration, the management system components that can be converged and the implementation approach. A series of interview was conducted through in-depth interviews with 8 experts in this field, while data collected were analyzed qualitatively. The results consist of 16 factors of IMS implementation that have been identified and the use of PDCA approach for an effective implementation of IMS. As a conclusion, the paper proposes the integration of four management systems (ISO 9001, ISO 14001, OHSAS 18001 and ISO 31000) and on how the IMS can be used to structure the process of management for quality management towards sustainability practices in the organization.
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Over the past two decades, there has been an increasing trend of organizations implementing simultaneously two or more management systems. The structural similarities of these systems – despite the diversity of their fields of application, such as occupational health and safety for OHSAS 18001, and environmental management for ISO 14001 – have enabled many organizations to integrate different systems into a single one, rather than implementing them separately from one another. The purpose of this paper is to examine in depth a case of integration of the ISO 14001 and OHSAS 18001 systems, using a construction company as a research setting, in order to draw conclusions about the level of integration achieved, as well as the benefits, the problems, and the critical success factors of this endeavour. The findings of this study show that both the company's devotion to the fulfillment of the critical success factors and the identical structure of the two systems under consideration have facilitated the successful outcome of integration. However, this does not automatically imply that the company adopted the idea of full integration. Instead, the maximization of integration benefits and the elimination of related problems was achieved through the company's conscious choice to proceed with partial integration, keeping separate manuals, policies, and risk management procedures for each system. This study will be useful in order to understand that partial integration is a perfectly acceptable and realistic solution that, under certain circumstances, may even have a better cost-benefit ratio than full integration.
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