Integrated Management Systems

R. Dan Reid, Gregory Gruska, Chad Kymal

Description

Updated to the latest standard changes including ISO 9001:2015, ISO 14001:2015, and ISO 45001.
Includes guidance on integrating Corporate Responsibility and Sustainability.
Organizations today are implementing stand-alone systems for their Quality Management Systems (ISO 9001, ISO/TS 16949, or AS9100), Environmental Management System (ISO 14001), Occupational Health & Safety (ISO 18001), and Food Safety Management Systems (FSSC 22000). Stand-alone systems refer to the use of isolated document management structures resulting in the duplication of processes within one site for each of the management standards-QMS, EMS, OHSAS, and FSMS. In other words, the stand-alone systems duplicate training processes, document control, and internal audit processes for each standard within the company. While the confusion and lack of efficiency resulting from this decision may not be readily apparent to the uninitiated, this book will show the reader that there is a tremendous loss of value associated with stand-alone management systems within an organization.
This book expands the understanding of an integrated management system (IMS) globally. It not only saves money, but more importantly it contributes to the maintenance and efficiency of business processes and conformance standards such as ISO 9001, AS9100, ISO/TS 16949, ISO 14001, OHSAS 18001 / ISO 45001, FSSC 22000, or other GFSI
Standards.

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Gestion et management
• ISO 14000
• ISO 9000
• Economics
• Formation supérieure aux métiers du son
• OHSAS
• Leadership
• EMS
• QMS
• IMS
• ISO 14001
• ISO 9001

Informations

• Publié par: ASQ Quality Press
• Date de parution: 23 mars 2015
• Nombre de lectures: 0
• EAN13: 9781953079763
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Integrated Management Systems
QMS, EMS, OHSMS, FSMS including Aerospace, Service, Semiconductor/Electronics, Automotive, and Food
Updated to the latest standard changes including ISO 9001:2015, ISO 14001:2015, and ISO 45001:2016
Includes guidance on integrating Corporate Responsibility and Sustainability
Chad Kymal, Gregory Gruska, and R. Dan Reid
ASQ Quality Press Milwaukee, Wisconsin
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To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946, or visit our Web site at http://www.asq.org/quality-press.


American Society for Quality, Quality Press, Milwaukee, WI 53203 © 2015 by ASQ. All rights reserved. Published 2015.
20 19 18 17 16 15 5 4 3 2 1
Library of Congress Cataloging-in-Publication Data
Kymal, Chad. Integrated management systems: QMS, EMS, OHSMS, FSMS including aerospace, service, semiconductor/elecrtronics, automotive, and food / by Chad Kymal, Gregory Gruska, and R. Dan Reid. pages cm ISBN 978-0-87389-894-2 (hardcover: alk. paper) 1. Quality control—Management. 2. Quality control—Standards. 3. Management information systems. I. Gruska, Gregory F., 1943- II. Reid, R. Dan (Robert Dan), 1949- III. Title. TS156.K96 2014 658.5’620218—dc23
2014040874
No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
Publisher: Lynelle Korte Acquisitions Editor: Matt T. Meinholz Managing Editor: Paul Daniel O’Mara Production Administrator: Randall Benson
ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.
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List of Figures and Tables
Figure 0.1 No integration or standardization
Figure 1.1 No integration or standardization
Table 1.1 Process integration matrix example (single site)
Figure 1.2 Three pillars of an integrated management system
Table 1.2 Integrated risk matrix example (single site)
Table 1.3 Integrated audit process example (single site)
Table 1.4 Single site process integration risk matrix
Figure 2.1 Stand-alone systems in an enterprise vs. enterprise integration
Table 2.1 Enterprise process score
Table 2.2 Standardized enterprise risk matrix example
Table 2.3 Standardized enterprise audits
Table 2.4 Enterprise process score
Table 2.5 Standardized enterprise risk
Table 2.6 Standardized enterprise audit of three sites
Figure 3.1 No integration or standardization
Figure 3.2 Stand-alone system (one site)
Figure 3.3 Process map example
Table 3.1 Management review topics matrix
Table 3.2 Process integration matrix
Figure 3.4 BMS control plan
Figure 3.5 Controls–risk evaluation relationship
Table 3A.1 Operational review meeting minimum agenda requirements
Figure 3A.1 Business planning and review flow chart
Table 3A.2 Strategic plan timetable example
Table 3A.3 Strategic plan table of contents example
Figure 4.1 Managing risk in EMS and OHS
Figure 4.2 Current controls
Figure 4.3 Sample column headings for risk assessment
Table 4.1 Severity table standardization
Table 4.2 Occurrence table standardization
Table 4.3 Standardization of detection tables
Figure 4.4 HACCP critical controls chart
Figure 4.5 FMEA-inspired HACCP sheets
Figure 4.6 Enterprise risk example
Table 5.1 Integrated audit schedule
Figure 5.1 Audit form example (Omnex)
Figure 5.2 Audit form example (ABC Corp)
Table 5.2 Integrated audit checklist for the training process
Figure 5.3 Integrated audit trails
Figure 5.4 Risk audit trail
Figure 5.5 New product realization audit trail
Figure 5.6 Provision audit trail
Figure 5.7 The relationship of audit programs to audit types to audit forms
Table 5.3 Audit duration by standard: QMS, EMS, OHSMS, and FSMS (ISO 22000 and FSSC 22000)
Table 5.4 Audit duration for FSSC 22000
Figure 5.8 Trend chart of nonconformances by month
Figure 5.9 Pareto analysis of nonconformances between sites
Figure 5.10 Pareto analysis of departments within a site
Figure 6.1 Enterprise process and site process interaction
Figure 6.2 Aligning interested parties/customer expectations, goals and objectives, and metrics
Figure 6.3 Goals and objectives alignment chart
Figure 6.4 Business management system control plan
Figure 6.5 A performance management system
Figure 6.6 Four-panel chart
Figure 6.7 Performance management system model
Figure 6.8 Integration of Lean and Six Sigma with a performance management system
Figure 6.9 Preventive and risk management techniques
Figure 6.10 Manufacturing process control design
Figure 6.11 Steps for effective problem solving
Figure 7.1 Integrated implementation plan for quality and food safety
Figure 7.2 Level I manual table of contents
Figure 7.3 Integrated process map
Table 7.1 HACCP Food Safety and Quality for Old Bakery
Table 7.2 Operator inspection plan
Figure 8.1 Automotive tier-one supplier case study
Figure 8.2 Degree of conformance to integrated management system
Table 8.1 Implementation plan
Figure 8.3 Level 1 manual table of contents
Table 8.2 Standardized enterprise procedures
Figure 8.4 Business process cycle
Table 9.1 Four-phase implementation plan
Figure 9.1 Business process map
Figure 9.2 Control of accident, incident, and near-miss procedure
Table 10.1 Implementation plan
Figure 10.1 Aerco quality manual contents
Figure 10.2 Process map developed
Table 10.2 Level II procedures
Figure 10.3 Recommended format for Level II
Table 11.1 USA and Asia 1 implementation
Table 11.2. Asia 2 and 3 implementation
Figure 11.1 ISO/TS 16949 and ISO 14001 Manual (Level I)
Figure 11.2 Process map
Table 11.3 Development of Level II procedures
Figure 11.3 Business management system control plan
Figure 12.1 The challenge of enterprise
Figure 12.2 Enterprise integrated management processes
Figure 12.3 Aligning customer expectations, objectives, and result measurables
Figure 12.4 Linkages between objectives, personal objectives, and performance measurement
Figure 12.5 Linkages between risk management, new product introduction, and change management
Figure 13.1 Old Bakery process map
Figure 13.2 Omnex process methodology
Figure 13.3 BMS control plan
Table 14.1 Alignment and interaction of clauses
Figure A.1 “I don’t do quality, environmental, or health and safety, I just do my job.”
Figure A.2 Processes cut across the functions of the organization
Figure A.3 Management system documentation pyramid
Figure A.4 Stand-alone systems versus integrated management systems
Table A.1 Site–process integration example
Figure B.1 Sustainable value framework
Figure B.2 Creating integrated value


Preface
O rganizations today are implementing stand-alone systems for their Quality Management Systems (ISO 9001, ISO/TS 16949, or AS9100), Environmental Management System (ISO 14001), Occupational Health & Safety (ISO 45001), and Food Safety Management Systems (FSSC 22000). Stand-alone systems refer to the use of isolated document management structures resulting in the duplication of processes within one site for each of the management standards—QMS, EMS, OHSMS, and FSMS. In other words, the stand-alone systems duplicate training processes, document control, and internal audit processes for each standard within the company. While the confusion and lack of efficiency resulting from this decision may not be readily apparent to the uninitiated, this book will show the reader that there is a tremendous loss of value associated with stand-alone management systems within an organization.
Worse yet, many organi