Management system
The management system is an information system supported by information technology , with which internal and external data (such as company data , market data ) can be stored, administered and analyzed in order to serve the management in the fulfillment of its tasks .
General
In organizations there are four main types of application systems , namely document systems , planning systems , control systems and management systems. The latter represent coordinated and interconnected elements (tasks, duties, etc.) as a system in order to systematically achieve the goals of a formal organization ( corporate goals , national goals ). As a rule, today's management systems provide a minimum system as a standard for corporate management . Individual management systems can be implemented individually, in parts or in connection with other management systems in companies or organizations. The introduction and development of management systems is mostly the responsibility of the company management. Audits can be used to assess the effectiveness of management systems . The word “management system” is a combination of “ management ” and “system” and should be understood or interpreted in German as “system of corporate management”.
Basics
Every company has a "management system". At least an implicit one. Otherwise the company wouldn't work. Attempts are made again and again to combine individual methods into a "system" or simply to systematize the control and monitoring mechanisms. In practice, however, many systems do not meet the comprehensive requirements placed on a management system, which is why several topic-specific management systems have been developed. A management system such as B. the quality management system according to ISO 9001 is of a model such as B. to distinguish the EFQM model , since it is a model on the one hand and a system on the other.
The best known today management system is the quality management system according to ISO 9001 .
Quality management
The quality management system according to ISO 9000 ff. Is most widespread in the industrialized countries. Many companies make successful certification according to the ISO 9001 regulations a condition for contracts with their suppliers. In the automotive sector, many automobile manufacturers require their suppliers to be certified according to IATF 16949 . In addition to the requirements of ISO 9001, this contains industry-specific requirements. The VDA 6.1 standard originally widespread in the German automotive industry has been replaced by ISO / TS 16949 and subsequently by IATF 16949. ISO 29990 is used in the field of education and training .
Environmental management
Environmental management system according to ISO 14000 ff., EMAS etc.
Occupational safety
Safety , health and occupational safety management according to ISO 45001 , OHRIS , SCC etc.
Other management systems
Today, all important aspects of management are mapped in a "management system" and a corresponding standard: performance management and performance measurement system , risk management , safety management (e.g. Seveso II directive , INSAG-13, directive 2004/49 / EC ), financial management ( Basel II ), energy management , customer management , personnel management , vendor management , information management , knowledge management , innovation management , construction management etc.
Integrated management systems
The integrated management system "IMS" combines the originally separate management systems or sub-management systems into a uniform management system that holistically encompasses all aspects and tasks of the individual management systems. Management systems are effective instruments that companies can use as part of their operational organization. Several management systems may be required at the same time to meet the diversity of requirements. However, this increases the risk that parallel regulations, unclear responsibilities, extensive documentation, duplication of work, contradicting solution approaches cause high information losses. The inefficiency and the higher costs of isolated sub-management systems endanger the continuous improvement process and ultimately the effectiveness of the overall system.
There are numerous overlaps between the topic-specific management systems. These can be used to network the subsystems and to set up an integrated management system. Linking the sub-systems minimizes management conflicts, ensures that objectives are set and provides clear, quantifiable specifications. Lean organizational structures are an important success factor, especially for small and medium-sized companies. In order to be able to set up or implement integrated management systems more easily, the International Organization for Standardization "ISO" has started to develop a uniform structure (Annex SL) for all new and revised management systems such as B. to adopt ISO 9001: 2015 or ISO 14001: 2015. With regard to the practical benefits, the following advantages of an integrated management system can be summarized:
- Use of synergy effects (e.g. uniform procedures and instruments),
- Reduction of administrative effort through joint documentation of the individual systems,
- Identification and optimization of interfaces,
- Increase in efficiency by avoiding duplication of work,
- Simplification of complex process and organizational structures,
- Detection of contradicting requirements and possible trade-offs,
- Saving costs and time,
- Increase in employee acceptance.
Decisive for the implementation is the integrative holistic attitude and practice of the company management (top management) and the mapping in the middle management level. Stumbling blocks are often the individual "officers for (quality, hygiene, data protection, occupational safety, environmental protection, energy management, etc.)" prescribed in the individual standards, who are sometimes more concerned with differentiating themselves from one another instead of cooperating.
see: Integrated management system
See also
Web links
Individual evidence
- ↑ Dieter S. Koreimann, Guide for Database Management , 1990, p. 128
- ↑ Dieter K. Tscheulin / Bernd Helmig (eds.), Gabler Lexikon Marktforschung , 2004, p. 1