Available online at www.sciencedirect.com Available online at www.sciencedirect.com ScienceDirect ScienceDirect AvailableProcedia online Manufacturing00 at www.sciencedirect.com (2017) 000–000 Available online at www.sciencedirect.com 2 D. Santos et al. / Procedia Manufacturing00 (2017) 000–000 Procedia Manufacturing00 (2017) 000–000 www.elsevier.com/locate/procedia www.elsevier.com/locate/procedia ScienceDirectScienceDirect 1. Introduction Procedia Manufacturing 13 (2017) 964–971 Procedia Manufacturing 00 (2017) 000–000 Along the years in the Organizations growing an enormous diversity of standardized MSs (Management www.elsevier.com/locate/procedia Systems) motivated by the crescent number of internal and external Interested Parties versus related needs and Manufacturing Engineering Society International Conference 2017, MESIC 2017, 28-30 June expectations. The sustained success of the business is achieved by creating value for the relevant Interested Parties Manufacturing Engineering Society2017, InternVigo (),ational Conference 2017, MESIC 2017, 28-30 June and the Society in general, through an efficient and holistic management of their several requirements and 2017, Vigo (Pontevedra), Spain associated risks considering the organizational context, internal and external. Given the number of MSSs The integration of certified Management Systems. Case study - (Management Systems Standards) having increased at a striking rate, the integration of the related MSs has become The integration of certified Management Systems. Case study - a necessity [1,2]. An IMS (Integrated Management System) aims to integrate certain common elements of each Manufacturingorganizations Engineering locatedSociety Intern at ationalthe district Conference of 2017,, MESIC 2017, 28-30 June standardized MS into only one coherent and lean MS. Consequently an IMS increases the organizational efficiency organizations located2017, Vigo at (Pontevedra),the district Spain of Braga, Portugal promoting the sustainability of the business, with add value not only for the organizations themselves but also for all the relevant Interested Parties. The integration of MSs has been described as a merger of Quality Management D. Santosa,*, M. Ferreira Rebelob, M. Doiroc, G. Santosa Costing models for a,capacity optimizabtion in Industryc 4.0:a Trade-off System (QMS), Environmental Management Systems (EMS), Occupational Health and Safety Management System D. Santos *, M. Ferreira Rebelo , M. Doiro , G. Santos (OHSMS), Social Responsibility Management System (SRMS) and other MSs with the main focus on the first three aPolitechnique Institute Cávado and Ave, Barcelos, Portugal between usedaPolitechniquebLusíada capacity University, Institute CLEGI, Cávado an V. dand N. operationalde Ave, Famalicão, Barcelos, Portugal Portugal efficiency [3]. bLusíada University, cVigo CLEGI,University, V. N.Vigo, de Famalicão,Spain Portugal The district of Braga is located in the north-west of Portugal. Its located south of Viana do Castelo district and c A. Santanaa, P. AfonsoVigo University,a,*, A.Vigo, Zanin Spain b, R. Wernkeb Spain, to the north-west of the district, north of district and east of the Atlantic Ocean. has an area of 2.673 km² (15th largest district of Portugal) and a resident population (in 2009) of 866.012 a University of Minho, 4800-058 Guimarães, Portugal inhabitants. The seat of the district is Braga city. Thus and considering, in particular: Abstract bUnochapecó, 89809-000 Chapecó, SC, Brazil Abstract (i) that comparing statistical indicators, the Northern Region lost just over 1.300 companies (a decrease of 0.3% The aim of this investigation, whose strategy and methods took into account the case study, was to obtain relevant information between 2008 and 2015), compared to more than 100.000 (8.3%) that went extinct at the national level in the same thatThe aimin severalof this investigation,perspectives whosewould strateenablegy andthe methodscharacteriza tooktion into of account the integration the case study, of cert wasified to obtainManagement relevant Systemsinformation of period (http://www.ccdrn.pt/regiao-norte...); AbstractOrganizationsthat in several located perspectives in the distwouldrict ofenable Braga, the Portugal. characteriza For thistion purpose,of the integrationa survey by of questionnaire certified Management was carried Systemsout to 170 of (ii) the relevant number of companies with headquarters in the district of Braga, that have more than one organizationsOrganizations oflocated different in theactivities. district 21of vaBraga,lid questionnaires Portugal. For were this received,purpose, awhich survey repr byesent questionnaire the sample was of thecarried research out to work. 170 standardized Management System (MS), implemented and certified, namely : the QMS ; the EMS; and the OHSMS UnderorganizationsAmong the mainconcept of differentfindings of "Industryrelatedactivities. to the214.0", vapurposelid production questionnaires of this research proce weresses highlights: received, will be thewhich pushed characterization repr esentto be the increasingly of sample Organizations of the interconnected, research located work.at the (http://www.ipac.pt/pesquisa/acredita.asp); informationAmongdistrict ofthe Braga main based withfindings on more a realrelated than time one to thebasiscert purposeified an d,Management necessarily,of this research System much highlights: and more their efficient. thelevel characterization of integration;In this context, of th eOrganizations approach capacity and optimizationlocated used models at the (iii) the fact that in the district of Braga is located a municipality — Vila Nova de Famalicão — , which has been goestodistrict support beyond of Braga the the integration; with traditional more thanand aim onethe of certcapacityCriticalified ManagementSuccess maximization, Factors System contributingidentified and th eirpreventively levelalso forof integration; organization’s by Organizations the approach profitability to better and used andensure modelsvalue. the leading in the last six years and continues to lead the exports throughout the north of Portugal, being the third most to support the integration; and the Critical Success Factors identified preventively by Organizations to better ensure the Indeed,successful lean implementation management of andthe Integratcontinuoused Management improvement Systems. approaches Globally suggestthe Organizations capacity dooptimization not use any instead model forof exporter soon after the municipalities of Lisbon (capital of Portugal) and Palmela; successful implementation of the Integrated Management Systems. Globally the Organizations do not use any model for Integrated Management Systems and in terms of Critical Success Factors the most relevant ones identified were: organizational (iv) several organizational losses are identified, due to the lack of integration of the individualized MSs into an maximization.Integrated Management The study Systems of capacity and in term optimizations of Critical and Success costing Factors models the most is an re importantlevant ones researchidentified topicwere: thatorganizational deserves culture, and commitment and leadership. The least relevant were: the management policies, and human and materials resources. IMS which at first instance, reduces several inefficiencies with loss of value and dissatisfaction of the Interested contributions©culture, 2017 Theand commitmentAuthors. from bothPublished and the leadership. practical by Elsevier Theand B.V. leasttheoretical relevant perspectives. were: the management This paper policies, presents and humanand discusses and materials a mathematical resources. Parties, revealing in this area negative consequences to the Customers’ loyalty level which, today, seek more for modelPeer-review© 2017 forThe capacity Authors.under responsibility managementPublished by of Elsevierthe based scie ntific onB.V. different committee cos ofting the Manufacturingmodels (ABC Engi andneering TDABC). Society A genericInternational model Conference has been developedPeer-review© 2017 The and Authors.under it wasresponsibility Published used to analyze by of Elsevierthe scie idlentific B.V. capacity committee and toof designthe Manufacturing strategies towards Engineering the maximizationSociety International of organization’s Conference benefits than only products [4]; 2017.Peer-review under responsibility of the scientific committee of the Manufacturing Engineering Society International Conference 2017. value.2017. The trade-off capacity maximization vs operational efficiency is highlighted and it is shown that capacity (v) several potential benefits to the Organizations are identified, as result of the integration of the individualized optimizationKeywords:Integrated might Management hide operational Systems; Manageinefficiency.ment Systems; Models for IMS; Critical Success Factors; Sustained Success. MSs into an IMS. Those benefits will at first, enhance efficiency, effectiveness, and satisfaction of the Customers ©Keywords: 2017 TheIntegrated Authors. Management Published Systems; by Elsevier Manage B.V.ment Systems; Models for IMS; Critical Success Factors; Sustained Success. and other relevant Interested Parties with improvement in competitiveness as well as to the development and Peer-review under responsibility of the scientific committee of the Manufacturing Engineering Society International Conference sustained success of the Organizations; 2017. (vi) the absence of an international MSS with a specific methodology [5] and models (standardized or not) to support the integration of individualized MSs into a lean IMS, as those proposed by Rebelo et al. [6, 7]; Keywords: Cost Models; ABC; TDABC; Capacity Management; Idle Capacity; Operational Efficiency (vii) the various possible integration levels (total, partial, non-integrated) and the crescent number of compatible and integrable MSSs requirements, as result of the Annex SL [8]; (viii) there are several potential critical success factors (CSFs) associated to a project of development and 1. Introduction * Corresponding author. Tel.: (+351) 932 637 450 implementation of an IMS and its certification, that Organizations have to consider to , preventively, better assure * CorrespondingE-mail address: author. didi_tax Tel.:@hotmail.com (+351) 932 637 450 its success [9]; and TheE-mail cost address: of idle didi_tax [email protected] is a fundamental information for companies and their management of extreme importance (ix) there are relevant gaps, at the current level of knowledge, about several issues related with IMSs in the in modern production systems. In general, it is defined as unused capacity or production potential and can be measured 2351-9789© 2017 The Authors. Published by Elsevier B.V. Portuguese Organizations as is the case of those located at the district of Braga, Portugal. inPeer-review2351-9789© several under 2017ways: Theresponsibility tons Authors. of production, Publishedof the scie byntific Elsevieravailable committee B.V. hoursof the Manufacturingof manufacturing, Engineering etc. Society The Intemanarnationalgement Conference of the 2017.idle capacity Four questions for research have been identified for which answers are sought, from which possible information, Peer-review* Paulo Afonso. under Tel.:responsibility +351 253 of 510 the 761; scie fax:ntific +351 committee 253 604 of 741 the Manufacturing Engineering Society International Conference 2017. E-mail address: [email protected] contributions and conclusions can be obtained, to raise the current level of Scientific Knowledge, which, in turn, is transferred, interpreted and applied by Organizations can be transformed into a set of relevant innovative 2351-9789 © 2017 The Authors. Published by Elsevier B.V. contributions for the sustained success of the businesses. These innovative contributions, with effective usefulness Peer-review under responsibility of the scientific committee of the Manufacturing Engineering Society International Conference 2017. and added value for the Organizations, with or without MSs implemented in the domains object of investigation and 2351-9789 © 2017 The Authors. Published by Elsevier B.V. related, therefore, with the process of integration of the MSs, towards those that are intended to be their Peer-review under responsibility of the scientific committee of the Manufacturing Engineering Society International Conference 2017. 10.1016/j.promfg.2017.09.168

10.1016/j.promfg.2017.09.168 2351-9789 Available online at www.sciencedirect.com Available online at www.sciencedirect.com ScienceDirect ScienceDirect Procedia Manufacturing00 (2017) 000–000 D. Santos et al. / Procedia Manufacturing 13 (2017) 964–971 965 2 D. Santos et al. / Procedia Manufacturing00 (2017) 000–000 Procedia Manufacturing00 (2017) 000–000 www.elsevier.com/locate/procedia www.elsevier.com/locate/procedia 1. Introduction

Along the years in the Organizations growing an enormous diversity of standardized MSs (Management Systems) motivated by the crescent number of internal and external Interested Parties versus related needs and Manufacturing Engineering Society International Conference 2017, MESIC 2017, 28-30 June expectations. The sustained success of the business is achieved by creating value for the relevant Interested Parties Manufacturing Engineering Society2017, InternVigo (Pontevedra),ational Conference Spain 2017, MESIC 2017, 28-30 June and the Society in general, through an efficient and holistic management of their several requirements and 2017, Vigo (Pontevedra), Spain associated risks considering the organizational context, internal and external. Given the number of MSSs The integration of certified Management Systems. Case study - (Management Systems Standards) having increased at a striking rate, the integration of the related MSs has become The integration of certified Management Systems. Case study - a necessity [1,2]. An IMS (Integrated Management System) aims to integrate certain common elements of each organizations located at the district of Braga, Portugal standardized MS into only one coherent and lean MS. Consequently an IMS increases the organizational efficiency organizations located at the district of Braga, Portugal promoting the sustainability of the business, with add value not only for the organizations themselves but also for all the relevant Interested Parties. The integration of MSs has been described as a merger of Quality Management a, b c a D. Santosa,*, M. Ferreira Rebelob, M. Doiroc, G. Santosa System (QMS), Environmental Management Systems (EMS), Occupational Health and Safety Management System D. Santos *, M. Ferreira Rebelo , M. Doiro , G. Santos (OHSMS), Social Responsibility Management System (SRMS) and other MSs with the main focus on the first three aPolitechnique Institute Cávado and Ave, Barcelos, Portugal aPolitechniquebLusíada University, Institute CLEGI, Cávado V. and N. de Ave, Famalicão, Barcelos, Portugal Portugal [3]. bLusíada University, cVigo CLEGI,University, V. N.Vigo, de Famalicão,Spain Portugal The district of Braga is located in the north-west of Portugal. Its located south of Viana do Castelo district and cVigo University, Vigo, Spain Spain, to the north-west of the , north of and east of the Atlantic Ocean. Braga district has an area of 2.673 km² (15th largest district of Portugal) and a resident population (in 2009) of 866.012 inhabitants. The seat of the district is Braga city. Thus and considering, in particular: Abstract Abstract (i) that comparing statistical indicators, the Northern Region lost just over 1.300 companies (a decrease of 0.3% The aim of this investigation, whose strategy and methods took into account the case study, was to obtain relevant information between 2008 and 2015), compared to more than 100.000 (8.3%) that went extinct at the national level in the same thatThe aimin severalof this investigation,perspectives whosewould strateenablegy andthe methodscharacteriza tooktion into of account the integration the case study, of cert wasified to obtainManagement relevant Systemsinformation of period (http://www.ccdrn.pt/regiao-norte...); thatOrganizations in several located perspectives in the distwouldrict ofenable Braga, the Portugal. characteriza For thistion purpose,of the integrationa survey by of questionnaire certified Management was carried Systemsout to 170 of (ii) the relevant number of companies with headquarters in the district of Braga, that have more than one organizationsOrganizations oflocated different in theactivities. district 21of vaBraga,lid questionnaires Portugal. For were this received,purpose, awhich survey repr byesent questionnaire the sample was of thecarried research out to work. 170 standardized Management System (MS), implemented and certified, namely : the QMS ; the EMS; and the OHSMS Amongorganizations the main of differentfindings relatedactivities. to the21 vapurposelid questionnaires of this research were highlights: received, thewhich characterization represent the of sample Organizations of the research located work.at the (http://www.ipac.pt/pesquisa/acredita.asp); districtAmong ofthe Braga main withfindings more related than one to thecert purposeified Management of this research System highlights: and their thelevel characterization of integration; of th eOrganizations approach and located used models at the (iii) the fact that in the district of Braga is located a municipality — Vila Nova de Famalicão — , which has been todistrict support of Braga the integration; with more thanand onethe certCriticalified ManagementSuccess Factors System identified and th eirpreventively level of integration; by Organizations the approach to better and used ensure models the leading in the last six years and continues to lead the exports throughout the north of Portugal, being the third most successfulto support implementationthe integration; ofand the the Integrat Criticaled SuccessManagement Factors Systems. identified Globally preventively the Organizations by Organizations do not touse better any ensuremodel thefor exporter soon after the municipalities of Lisbon (capital of Portugal) and Palmela; successful implementation of the Integrated Management Systems. Globally the Organizations do not use any model for Integrated Management Systems and in terms of Critical Success Factors the most relevant ones identified were: organizational (iv) several organizational losses are identified, due to the lack of integration of the individualized MSs into an Integrated Management Systems and in terms of Critical Success Factors the most relevant ones identified were: organizational culture, and commitment and leadership. The least relevant were: the management policies, and human and materials resources. IMS which at first instance, reduces several inefficiencies with loss of value and dissatisfaction of the Interested ©culture, 2017 Theand commitmentAuthors. Published and leadership. by Elsevier The B.V. least relevant were: the management policies, and human and materials resources. Parties, revealing in this area negative consequences to the Customers’ loyalty level which, today, seek more for Peer-review© 2017 The Authors.under responsibility Published by of Elsevierthe scientific B.V. committee of the Manufacturing Engineering Society International Conference Peer-review2017. under responsibility of the scientific committee of the Manufacturing Engineering Society International Conference benefits than only products [4]; 2017. (v) several potential benefits to the Organizations are identified, as result of the integration of the individualized Keywords:Integrated Management Systems; Management Systems; Models for IMS; Critical Success Factors; Sustained Success. MSs into an IMS. Those benefits will at first, enhance efficiency, effectiveness, and satisfaction of the Customers Keywords:Integrated Management Systems; Management Systems; Models for IMS; Critical Success Factors; Sustained Success. and other relevant Interested Parties with improvement in competitiveness as well as to the development and sustained success of the Organizations; (vi) the absence of an international MSS with a specific methodology [5] and models (standardized or not) to support the integration of individualized MSs into a lean IMS, as those proposed by Rebelo et al. [6, 7]; (vii) the various possible integration levels (total, partial, non-integrated) and the crescent number of compatible and integrable MSSs requirements, as result of the Annex SL [8]; (viii) there are several potential critical success factors (CSFs) associated to a project of development and * Corresponding author. Tel.: (+351) 932 637 450 implementation of an IMS and its certification, that Organizations have to consider to , preventively, better assure * CorrespondingE-mail address: author. didi_tax Tel.:@hotmail.com (+351) 932 637 450 its success [9]; and E-mail address: [email protected] (ix) there are relevant gaps, at the current level of knowledge, about several issues related with IMSs in the 2351-9789© 2017 The Authors. Published by Elsevier B.V. Portuguese Organizations as is the case of those located at the district of Braga, Portugal. Peer-review2351-9789© under 2017 Theresponsibility Authors. Publishedof the scie byntific Elsevier committee B.V. of the Manufacturing Engineering Society International Conference 2017. Peer-review under responsibility of the scientific committee of the Manufacturing Engineering Society International Conference 2017. Four questions for research have been identified for which answers are sought, from which possible information, contributions and conclusions can be obtained, to raise the current level of Scientific Knowledge, which, in turn, is transferred, interpreted and applied by Organizations can be transformed into a set of relevant innovative contributions for the sustained success of the businesses. These innovative contributions, with effective usefulness and added value for the Organizations, with or without MSs implemented in the domains object of investigation and related, therefore, with the process of integration of the MSs, towards those that are intended to be their