Generic Model of Integrated Management System
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Source: 63rd European Congress of Quality Rediscovering Quality, EOQ-European Organization for Quality & Portuguese Association for Quality, Lisbon, Portugal, 23.-24.10.2019. GENERIC MODEL OF INTEGRATED MANAGEMENT SYSTEM Assist. Prof. Miroslav Drljača, Ph.D Zagreb Airport, Ltd. & University North, Croatia E-mail: [email protected] Assoc. Prof. Krešimir Buntak, Ph.D University North, Croatia E-mail: [email protected] ABSTRACT More and more organizations decide to model and implement an integrated management system by integrating the system and certifying it in accordance with ISO standards. The more complex integration of the management system is harder to model, document, implement and manage them. Each system that implements integration involves a certain management model, which essentially contains all the elements of the management function: planning, organizing, resource management, decision making and control. In complex integrations, such a situation could cause the entropy of the management system. If this did not happen it was necessary to design a generic model that encompasses all the elements of the management function and promotes the process approach. This is the result of efforts to simplify integrated management system models and facilitate the management of such systems. Prior to the appearance of Annex SL there was an attempt to create a generic model of management system, and the fundamental difficulty was that each ISO standard for management systems had a different structure. By adopting Annex SL and revision of ISO 9001:2015 and revision of other ISO standards for management systems, the preconditions for creating a generic model of integrated management system were created. The subject of this paper is a generic model of integrated management system. The main purpose of this research is to create a generic model of integrated management system that will be applicable to modelling integrated management systems in organizations in practice. By applying general and special scientific methods of cognition, authors introduce an original model of integrated management system, applicable to organizations in practice. Key words: generic model, integrated management system, quality. 1. INTRODUCTION The concept of neoliberalism in economics directs participants in the global market toward pursuing profit-driven business success. In order to survive in the competition, organizations seek to make the management system competitive. This means that they need to be aware of their mission, have a vision, devise strategies, make policies and set realistic general and specific managerial goals and realize them. Without it, the organization can't be a significant factor in the global market and create the preconditions for sustainable success. Many organizations in the world operate in this context. Managing in such conditions is increasingly complex, it seeks new knowledge and skills, puts quality and risk management of any kind at the forefront. Minimalism in the implementation of various standards requirements and the fulfillment of very specific requirements is not sufficient. It tends towards more complex integrated management systems (IMS), what is a problem. There is a need for specific knowledge, interdisciplinary teams of experts, the ability to design complex integrated systems, and management. The nature of the business requires that individual organizations integrate a number of management system subsystems. For this reason, organizations approach their partial implementation, but because of costs, overlaps, etc., they are not individually certified. This raises the problem of the modelling methodology of the IMS. 2. METHODOLOGY The subject of research in this paper is the generic model of IMS, its structure and the principles on which it is based. The problem that this research seeks to solve is the lack of a generic model for the modelling and implementation of increasingly complex IMSs, in the context of the circumstances of Annex SL. In this research, the authors used several scientific methods of cognition: 1) the method of system theory in the modelling of a generic model, 2) the method of modelling in the construction of a generic model and presentation of IMS, 3) a method of analysis and synthesis in the study of IMS and the problems of the structure of ISO standards for management systems and 4) statistical methods in researching the structure of ISO certificates in the world and by region and in calculating the integration potential of individual regions of the world. 3. INTEGRATED MANAGEMENT SYSTEMS Management systems have become increasingly complex in recent times (Fig. 1). Organizations, in addition to quality management systems in accordance with the requirements of the international standard ISO 9001:2015, modelling, document, implement and certify other systems as shown in Table 1. “The implementation of IMS is an efficient instrument adopted in the practice, which the companies can use in order to bring their activities in optimum compliance with the current requirements in the ever changing competitive environment”.1 One of the major positive aspects of IMS is the easier management of the organization. In the first place, the difficulties arising from the introduction, analysis and processing of a large amount of information, which has to be integrated.2 Further, increasing of costs related to certification and purchasing of new equipment. Finally, the need to train employees for meeting a number of requirements.3 1 Rocha Miguel, Cory Searcy, and Stanislav Karapetrovic, “Integrating Sustainable Development into Existing Management Systems.” Total Quality Management & Business Excellence Vol. 18, No. 1-2, 2007, pp 83-92. 2 Spencer Henson, Oliver Masakure and David Boselie, “Private Food Safety and Quality Standards for Fresh Produce Exporters.” Food Policy Vol. 30, No. 4, 2005, pp 371-84. 3 Gilberto Santos, Franca Mendes and J. Barbosa, “Certification and Integration of Management Systems: the Experience of Portuguese Small and Medium Enterprises.” Journal of Cleaner Production, Vol. 19, No. 17, 2011, pp. 1965-74. Figure 1. View an example of an integrated management system Management system of an organization Quality management systems ISO 9001:2015 Food safety management systems and others ISO 22000:2005 Information security management systems Energy management systems ISO 27001:2013 ISO 50001:2018 Environmental management systems ISO 14001:2015 Source: Updated to: Miroslav Drljača, „Projektiranje integriranog sustava upravljanja“, Zbornik radova znanstveno stručnog skupa s međunarodnim sudjelovanjem Projekti i projektni menadžment, Visoka škola za poslovanje i upravljanje Baltazar Adam Krčelić Zaprešić, Zagreb, 2011, str. 743-752. More than ten years ago, there were attempts to design a generic ISU model (Fig. 2). The generic model starts with the requirements of the stakeholders and ends with their satisfaction with the results of the management systems materialized in the products or services, as the results of business processes that have their market confirmation. The management of the organization makes policies (quality, environment, safety, etc.) and ensures that the management system operates on the quality management principles. Planning as an element of management function is related to resources, but also to business result. It is the responsibility of the management to ensure that the requirements of the stakeholders are understood and respected and treated as input to the business processes, especially the realization processes, as they directly create added value for the customer. The implementation of business processes and their progress is ensured by the management. The critical aspects of the process are monitored throughout the implementation process to ensure its reliability. Numerous measurements and analyses of process parameters are carried out to ensure the quality result of the process. The extent to which the result of the process has met stakeholders' requirements is determined by measuring customer satisfaction. The quality of the entire IMS is also measured. The review is given by management.4 An integral part of management review is the identification of commitments to the development of an improvement program that adopts measures that must be implemented to eliminate perceived weaknesses and ensure a higher level of quality. The IMA cycle of action is repeated, with the 4 Cf., Ivo Andrijanić, Krešimir Buntak, Mirko Bošnjak, Upravljanje kvalitetom s poznavanjem robe, Visoka poslovna škola Libertas, Zagreb, 2012. tendency to be at a higher level of quality each time, on the PDCA5 principle of continuous improvement cycle. Figure 2. Generic model of integrated management system Izvor: Dick Hortensius, Louise Bergenhenegouwen, Rene Gouwens and Annemarie De Jong, "Towards a generic model for integrating management systems," ISO Management Systems, Vol. 4, No. 1, 2004, p. 21-28. At the time the generic model shown in Fig. 2 was created, each standard for each management system had a structure different in detail, from other parts of the IMS. This made IMS modelling difficult. 4. HARMONIZATION THE STRUCTURE OF STANDARDS FOR MANAGEMENT SYSTEMS Annex SL is an ISO / IEC document intended to harmonize the structure of standards for management systems, which specifies how standards should be drafted to achieve uniformity. The document was published by the ISO Technical Management Board in 2012. Annex SL introduces a new level of ISO standards structure