Quality Progress - May 2017 - 56

Standard Issues
TA B L E   1

Recommended integrations for management systems
Section
ref #

Section title

Nature of integration (early stages)

Nature of integration (as maturity evolves)

4.1

Context of the organization

6.1

Actions to address risks
and opportunities

Common register (and tool) for capturing all
management systems' internal and external
issues, risks and opportunity. Capture may
happen in multiple forums.

Single forum to solicit and capture internal
and external issues, risks and opportunities
that affect management systems (for example,
enterprise risk management).

Documented information

Level one manual (where organization chooses
to keep it).
Common process for documentation,
measurement and test equipment, internal audit,
nonconformity and corrective actions.

Every applicable business process that can
be integrated.

9.2

Internal audit

Common requirements:
documentation information, management
system tool, items common to management
systems.
Management system specific requirements:
concurrent audits of management systems.

Internal auditors competent on all applicable
management systems conducting an integrated
management systems audit (use domain experts
where required).

9.3

Management review

Integrated management review-all
management systems present in the same forum.

Integrated management review-common
issues that affect all management systems such
as resources, audit results, corrective actions,
opportunities and results that are integrated.

10.2

Nonconformity and
corrective action

10.3

Continual improvement

7.5

Internal audit

Documentation information, management
system tool, actions on common items between
management systems.

Organizations often conduct separate internal audits for
their QMS, EMS and occupational health and safety management system. QMS audits require an understanding of
the business and manufacturing processes. EMS and occupational health and safety system audits require knowledge
of environmental aspects and significant impact, health
and safety risks, applicable regulatory, statutory and legal
requirements. It is rare to find internal auditors with skill
sets in all of these areas.
IMS organizations tackle this challenge in a way similar
to that of documentation integration. Internal auditors can
develop a process approach and cover the items that are
common to management systems. When specific knowledge in an area is required, an expert can join the team.
Internal auditing is an important control, so it's important
not to dilute the process. Integration shouldn't be forced by
assigning auditors who lack skills and knowledge to any of
the management systems.
In the early stages, even without an integrated audit,
efficiency can be realized by conducting management systems audit concurrently for a given process. This will reduce
the need for QMS, EMS and occupational health and safety

56 QP

May 2017 ❘ qualityprogress.com

Integrated actions that address applicable
management systems.
Consideration of all applicable management
systems while developing and implementing a
plan, and evaluating effectiveness.

audit managers to bombard business process owners with
requests for audits at three different times.

Management review

Having a common management review for all the management systems is one of the first things an organization
should do to integrate its management systems. This saves
significant time for top management and provides an
overall picture.
Early in the integration, it is acceptable to have QMS,
EMS and occupational health and safety representatives
present their results separately in the same meeting. This,
however, is more like a consolidated or combined management review rather than an integrated management
review.
As the organizational integration matures, results from
IMS requirements can be presented as integrated outputs.
These would include common issues, such as resources,
audit results and corrective actions, which affect all
management systems. Actions and opportunities identified also should take all of the management systems into
consideration during the development of the plans and the
verification of effectiveness.


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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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