Integrated management system

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The integrated management system (IMS) combines methods and instruments for compliance with requirements from various areas (e.g. quality , environmental and occupational safety , safety ) in a uniform structure that is used by corporate governance (i.e. the management and monitoring of organizations) serve. By using synergies and pooling resources - compared to individual, isolated management systems  - leaner, more efficient management is possible. It is possible, but not very widespread, to introduce a new IMS planned "on the drawing board" as a replacement for all existing individual systems. The theoretical advantages of this approach that is independent of old structures (such as higher efficiency and radical dissolution of unnecessary administrative and decision-making structures) are usually not feasible in practice. One therefore usually starts from an existing management system (often quality management ) and integrates the other systems.

Basics

In the process-oriented approach, the processes are defined independently of the management systems and only viewed differently by the various systems .

For example, a manufacturing process does not only contain interfaces to

In addition, other concepts can be integrated, e.g. B.

Evaluation systems (mostly in operational controlling ) are often introduced in an IMS in order to compare within a group or across companies in so-called benchmarks .

The aspects mentioned, such as product and process quality, environmental protection, occupational safety, compliance and the functioning of the internal control system can also be part of the " Balanced Scorecard " instrument , which plans and agrees the achievement of the different goals across the different hierarchical levels, functional areas and subsidiaries, to which royalties or bonuses are linked and which can be assessed in retrospect as to whether they have been achieved.

Emergence

In many companies, primarily at the instigation of their business customers , standardized quality management systems were initially set up from the end of the 1980s and standardized environmental management systems a little later (from 1995).

From around 1990, they became a prerequisite for the award of contracts in some industries: Quality management systems, especially in the automotive industry, and combined systems for occupational safety and environmental protection in the petrochemical industry . The background to this was the reversal of the burden of proof for product liability that was laid down in Germany at this time .

In the event of a dispute, the manufacturers were now obliged to prove that their products were free of defects, instead of the customers having to prove the defectiveness to the manufacturer as before. In the case of complex and safety-relevant products, this requirement can only be achieved through complete verification of the entire manufacturing process, right down to the production of even the smallest component.

With the implementation of the EU Directive 96/82 / EC of the Council of December 9, 1996 on the control of the dangers of serious accidents with hazardous substances ( Seveso II Directive ) into national law (in Germany through the 12th BImSchV ( Incident Ordinance ) of April 26, 2000), a risk and safety management system was finally prescribed for the companies concerned.

In many companies, the management systems were initially set up separately from one another due to development. Overlaps, unclear interfaces or possibly contradicting regulations mean that the (economic) benefit of different management systems is not always guaranteed. In particular with regard to the continuous improvement of processes required by both the quality management standard ISO 9001 and the environmental management standard ISO 14001 , long-term improvements can only be achieved by merging (integrating) the individual management systems of a company into a single system.

Since the beginning of the 1990s, the individual (isolated) management systems have been converted into so-called integrated management systems (IMS) or the IMS have been rebuilt in many organizations (companies, authorities, service providers, etc.). The scope of an IMS depends on the requirements of the respective organization. It consists of general and subject-specific modules, but can contain other areas in addition to the classic management systems for quality and the environment, e.g. B.

Integrated management system.svg
  • Occupational health and safety management
  • Risk management
  • Security management
  • Contractor management.

Standards and guidelines for integrated management systems

There is currently (as of March 2005) no international standard that supports an organization in setting up an IMS. A first step on the part of ISO in this direction can be seen in the revised environmental management standard ISO 14001: 2004. One aim of the revision was to increase the compatibility of ISO 14001 with the quality management standard ISO 9001. However, ISO 14001: 2004 makes the same limitation of the standard to the respective management system (chapter: Introduction) as in ISO 9001: 2000 (chapter 0.4): “This international standard does not contain any requirements that are specific to other management systems, such as those for quality management, occupational safety and security, financial or risk management, although their elements have been brought into harmony with or merged with those of another management system can be. "

In June 2004, the Association of German Engineers , VDI, published the draft of the VDI 4060 Part 1 guideline as a “manual for setting up IMS for companies of all industries and sizes”. In the draft under point 1 (objective of the guideline) it says: “There is room for future aspects (e.g. hygiene or risk management) that are not yet current or known, but which can be added at any time using the same procedure. The principle of “continuous improvement” and risk assessment are applied throughout. This means that an implemented measure results in improvements in several areas (e.g. quality, environment, safety) at the same time. "

In 2006 the British Standards Institution published the first version of the PAS 99. This standard should enable companies to integrate common management systems in a framework. It was revised in 2012 in accordance with the new high level structure of ISO: PAS 99: 2012. From 2010 at the latest, the ISO developed a structure according to which all management system standards should be based. This was adopted in 2012 as GUIDE 83, later known as the High Level Structure and is now integrated into ISO Directive 1 as Appendix 2 of Annex SL (often referred to as "Annex SL" for short). With this uniform structure, the simultaneous application of different management system standards is simplified. So follow u. a. ISO 27001 : 2013, ISO 9001 : 2015 and ISO 14001 : 2015.

Development of an integrated management system

The simultaneous benefit of an improvement for several areas ( synergy effect) is one of the main reasons for the development of IMS in organizations. Since (standardized) quality and environmental management systems are similar in their structure (manual, specification documents, etc.), one of the two management systems can be integrated into the existing management system with little additional effort. The existing documents are supplemented by the missing aspects, possible interfaces between the systems are defined and optimized. The regular self-reviews ( audits , management reviews , etc.) required by the respective ISO standards can cover all aspects of the IMS without major additional effort.

New concepts for integrated management systems

The integration of different management systems into one integrated management system is a continuous development. In addition to the IMS as such, there are other integrating concepts based on the quality aspect, three of which are briefly described here.

Total quality management

The total quality management , TQM, is a technology developed mainly in Japan process-oriented quality philosophy based on the belief that quality is simply a matter of aligning with the needs of customers. By measuring these requirements, deviations from these can be avoided through process improvement or redesign. The main goal is customer satisfaction.

EFQM model for business excellence

The European Foundation for Quality Management (EFQM) developed the European EFQM model for excellence . It serves the direct implementation of total quality management and covers all management areas of a company. It aims to lead the user to excellent management and excellent business results.

St. Gallen approach to integrated quality management

see: St. Gallen Management Model

This approach was largely developed by the Swiss professor Seghezzi. It consists of three dimensions, namely

  • the management (consisting of normative, strategic and operational management)
  • three pillars (structures, activities, behavior)
  • the corporate development taking place over time.

In this concept, the company policy is implemented in strategies via missions.

literature

Books

  • Stefan Jahnes, Thomas Schüttenhelm: WEKA practical solutions integrated management systems - successful implementation of company-specific requirements . WEKA, Augsburg 200x, update work (4 updates per year), ISBN 3-8111-6363-9 .
  • Stefanie Schwendt, Dirk Funck: Integrated management systems. Concepts, tools, experiences . Physica-Verlag, Heidelberg 2001, ISBN 3-7908-1442-3 .
  • Peter Hauser, Emil Brauchlin : Integrated Management in Practice . Campus, Frankfurt 2004, ISBN 3-593-37436-6 .
  • Hans Dieter Seghezzi, Fritz Fahrni, Frank Herrmann: Integrated Quality Management: The St. Gallen Approach . Carl Hanser, Munich 2007, ISBN 978-3-446-40622-3 .
  • Knut Bleicher , Christian Abegglen: The concept of integrated management . Visions - missions - programs. 9th, revised and updated edition. Campus Verlag , Frankfurt / New York 2017, ISBN 978-3-593-50599-2 (714 pages).
  • Alexander Pischon: Integrated management systems for quality, environmental protection and occupational safety . Springer, Berlin 1999, ISBN 3-540-65407-0 .
  • Andreas Betschart: Integrated management system for an SME: Design of an integrated management system for a Swiss SME in the chemical industry . VDM, Saarbrücken 2011, ISBN 3-639-37803-2 (winner Seghezzi Prize 2011).

Magazine articles

  • Hans-Jürgen Klüppel, Hans-Jürgen Müller, Rainer Rauberger, Rüdiger Wagner: Managing blossom clean: environmental protection, quality and safety through integrated management systems . In: Quality and Reliability 45 (8), 2000, ISSN  0720-1214 , pp. 978-981.
  • Dirk Funck: Promising stepchild. Implementation status, goals and problems of integrated management systems as reflected in four studies . In: Quality and Reliability 46 (6), 2001, ISSN  0720-1214 , pp. 758–762.
  • HW Adams: Without standards, please! - Process-oriented integrated management systems do not need any standardization . In: Quality and Reliability 46 (7), 2001, ISSN  0720-1214 , pp. 860–861.
  • Dirk Funck: Integrated Management Systems . In: Wirtschaftswwissenschaftliches Studium 30 (8), 2001, ISSN  0340-1650 , pp. 443–446.
  • MQ - Management and Quality / The magazine for integrated management , Germany edition, ISSN  1862-2623 .

Web links

Individual evidence

  1. ↑ PAS 99: 2012 in the shop of the BSI Group: Specification of common management system requirements as a framework for integration . Retrieved July 2, 2018.
  2. ↑ PAS 99: Publicly Available Specification for Common Management Systems. In: ISOupdate.com. Retrieved June 7, 2018 .
  3. ↑ ANSI : DRAFT ISO GUIDE 83: High level structure and identical text for management system standards and common core management system terms and definitions, February 2011 . Retrieved July 2, 2018.
  4. ↑ ISO : ISO / IEC Directives Part 1 and Consolidated ISO Supplement - 2018 (9th edition) . Retrieved July 5, 2018.
  5. ↑ Annex SL - Guide for the development and revision of ISO standards. In: QZ-online.de. November 18, 2013, accessed June 7, 2018 .