Quality Progress - May 2017 - 54

Standards-related developments and activities

Standard Issues
INTEGRATED MANAGEMENT SYSTEMS

All Together Now
Integrate management systems during your ISO 9001:2015 transition
by Govind Ramu

Even though my organization focused on integrating quality
management systems (QMS, ISO 9001), environmental management systems (EMS, ISO 14001) and occupational health
and safety management systems (OHSAS 18001), other organizations also could integrate relevant management systems
to their business, including energy management system (ISO
50001), food safety management system (ISO 22000) and
information security management system (ISO 27001).1
There are several benefits to having an integrated management system (IMS). In the long term, an IMS helps improve
efficiency by removing redundancies of different management
systems. Thanks to the high-level structure established for
management systems standards, 2 it is now possible for key
requirements and processes to be integrated without having to
add a cross-reference matrix of documented information.
Several requirements and processes in an organization can
benefit from integration, as shown in Table 1 (p. 56). Any organization aspiring to set up an IMS should consider a phased
implementation approach. As the organizational management
system matures and addresses challenges, the organization can
gradually integrate other requirements and processes. Forcing an
integration all at once isn't a good idea because your organization simply may not be ready.

Context of the organization

Defining the context of the organization involves determining
external and internal issues relevant to its purpose, strategic
direction and ability to achieve the intended results3 of the IMS.
An organization's strategic direction might involve the
introduction of new products. Technology, for example, can
help with innovation. At the same time, it can be disruptive and require consideration of external issues, such as
compatibility with other products in the market, market
acceptance, safety concerns and the impact on the environment and local community.

54 QP

May 2017 ❘ qualityprogress.com

Another example might
be when a new blend of
a chemical ingredient in a
new technology can help to
significantly improve product
performance, but at the same
time, be harmful to the environment if not carefully discarded
or hazardous to users if they
are not properly trained. An
organization that just looks to
improve product performance
may not consider the perspectives of other management
systems.
This is why it's important
that all relevant information be
monitored and reviewed, and
positive and negative factors
or conditions considered. In
a larger organization, this is
performed during the strategic
planning process. In small and
medium-sized organizations,
this can be done during a periodic integrated management
review meeting.
During this review, an
organization identifies new
interested parties and evaluates the relevance of current
interested parties and their
needs and expectations. An
organization with an IMS takes
advantage of such a meeting

to explore issues, needs and
expectations of interested parties without having to replicate
the efforts for each management system separately.

Addressing risks
and opportunities

Risk assessments are performed by organizations
formally and informally to
determine risks and opportunities. An organization may
formally call for a meeting with
a cross-functional team and
invite other interested parties
(such as the supplier or customer) to identify issues that
affect the organization.
There also are times when
organizational members come
together periodically to discuss
issues relevant to their business
process or deliverable and
to identify issues that affect
their ability to meet needs and
expectations. These meetings
tend to be smaller and less
formal. Examples include a
weekly yield review, supplier
performance review and safety
committee meetings.
The cross-functional
approach tends to have
broader participation and


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Table of Contents for the Digital Edition of Quality Progress - May 2017

Seen and Heard
Expert Answers
Progress Report
Mr. Pareto Head
Field Notes
Mind the Gaps
Solid Footing
Are These the Same?
New Tricks for an Old Tool
Innovation Imperative
Experience More
Career Coach
Statistics Spotlight
Standard Issues
Marketplace
Footnotes
Back to Basics
Quality Progress - May 2017 - intro
Quality Progress - May 2017 - cover1
Quality Progress - May 2017 - cover2
Quality Progress - May 2017 - 1
Quality Progress - May 2017 - 2
Quality Progress - May 2017 - 3
Quality Progress - May 2017 - 4
Quality Progress - May 2017 - 5
Quality Progress - May 2017 - Seen and Heard
Quality Progress - May 2017 - Expert Answers
Quality Progress - May 2017 - Progress Report
Quality Progress - May 2017 - Mr. Pareto Head
Quality Progress - May 2017 - 10
Quality Progress - May 2017 - 11
Quality Progress - May 2017 - Field Notes
Quality Progress - May 2017 - 13
Quality Progress - May 2017 - 14
Quality Progress - May 2017 - 15
Quality Progress - May 2017 - Mind the Gaps
Quality Progress - May 2017 - 17
Quality Progress - May 2017 - 18
Quality Progress - May 2017 - 19
Quality Progress - May 2017 - 20
Quality Progress - May 2017 - 21
Quality Progress - May 2017 - 22
Quality Progress - May 2017 - 23
Quality Progress - May 2017 - Solid Footing
Quality Progress - May 2017 - 25
Quality Progress - May 2017 - 26
Quality Progress - May 2017 - 27
Quality Progress - May 2017 - 28
Quality Progress - May 2017 - 29
Quality Progress - May 2017 - Are These the Same?
Quality Progress - May 2017 - 31
Quality Progress - May 2017 - 32
Quality Progress - May 2017 - 33
Quality Progress - May 2017 - 34
Quality Progress - May 2017 - 35
Quality Progress - May 2017 - New Tricks for an Old Tool
Quality Progress - May 2017 - 37
Quality Progress - May 2017 - 38
Quality Progress - May 2017 - 39
Quality Progress - May 2017 - 40
Quality Progress - May 2017 - 41
Quality Progress - May 2017 - 42
Quality Progress - May 2017 - 43
Quality Progress - May 2017 - Innovation Imperative
Quality Progress - May 2017 - 45
Quality Progress - May 2017 - 46
Quality Progress - May 2017 - Career Coach
Quality Progress - May 2017 - 48
Quality Progress - May 2017 - 49
Quality Progress - May 2017 - Statistics Spotlight
Quality Progress - May 2017 - 51
Quality Progress - May 2017 - 52
Quality Progress - May 2017 - 53
Quality Progress - May 2017 - Standard Issues
Quality Progress - May 2017 - 55
Quality Progress - May 2017 - 56
Quality Progress - May 2017 - 57
Quality Progress - May 2017 - Marketplace
Quality Progress - May 2017 - 59
Quality Progress - May 2017 - Footnotes
Quality Progress - May 2017 - 61
Quality Progress - May 2017 - 62
Quality Progress - May 2017 - 63
Quality Progress - May 2017 - Back to Basics
Quality Progress - May 2017 - cover3
Quality Progress - May 2017 - cover4
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