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LRQA ISO Standards Update - Integration as Standard? October 2013


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LRQA considers whether the introduction of a common language across standards by ISO, a key component of the pending updates to ISO 9001 and ISO 14001 (among others), could be the catalyst for change towards integrated management systems as standard practice.

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LRQA ISO Standards Update - Integration as Standard? October 2013

  1. 1. ISO Standards Update - Integration as Standard? A viewpoint from LRQA on the implications of the ISO Standards Revisions October 2013 Improving performance, reducing risk
  2. 2. Impact on Integrated Systems LRQA knows only too well that organisations are looking for increased efficiencies brought about by operating a combined or integrated management system and, where appropriate, having this certified in an integrated manner. David Lawson, LRQA Technical Director July 2013
  3. 3. Benefits of Integration • Integrated business understanding, planning and delivery • ‘Joined-up’ thinking and action • Consistent approach to managing business risks • Less conflicting or diverging business strategies, goals or objectives • Effective use of resource • Promotion of best practice across organisational groups • Reduced duplication producing cost savings • Development of formal structures for informal systems
  4. 4. Things to Consider • Extent or need for integration • The cultural situation within the company • Appetite for change • The levels of competence necessary • Legal and other regulatory requirements • Clarity of the objectives for the integration project
  5. 5. Potential Issues to Overcome for Successful Integration • Understanding of the commitment, drive and resources needed to integrate • Understanding of the time required for change of established structures and processes • A structure or plan to manage the risks from change • Buy in from management and lack of wider understanding • Existing management system maturity or suitably embedded to provide foundation • The ability to manage and embrace change • Need to understand the relationship with certification requirements
  6. 6. Integrated Management Systems A Case Study - Veolia UK • 12,000 staff across 350 sites • Certified to ISO 9001 (QMS), ISO 14001 (EMS) and OHSAS 18001 (H&S) • OHSAS used as the bedrock for integration • For Veolia, integration has been made easier with a shared policy and management review process applicable to all three standards
  7. 7. What our clients say Having the platform of the business management system means that additional requirements are relatively straightforward to integrate. We simply build on what already exists. Peter Molloy Environmental Management Systems Manager Veolia UK
  8. 8. Integrated Management Systems A Case Study - BILT • Ballarpur Industries Limited (BILT) is India’s largest manufacturer of writing and printing paper. • Produced 248,560 MT of paper in FY012. • Certified to ISO 9001 (QMS), ISO 14001 (EMS), OHSAS 18001 (H&S) and ISO 50001 (EnMS). • BILT Graphic Paper Products (Bhigwan) has integrated all of their management systems to avoid the duplication of work and documentation and to drive employee engagement, all of which results in increased competitive advantage as well as saving on costs.
  9. 9. What our clients say With each standard we implemented, starting with QMS in 2000, we saw that our performance increased. We found ourselves on a journey with increasing levels of performance and results, from quality to environmental, and health & safety, which drove competitive advantage as well as employee engagement and morale at work.” The fact that we have third-party certification from LRQA helps to improve BILT’s image in the market as being quality, environment and safety conscious. Dr Ashok Kumar, Vice President and the plant head at BILT (Bhigwan)
  10. 10. Conclusions • The proposed changes strengthen the opportunity to bring about improvements in organisational performance by: • strengthening the strategic requirements e.g. Context and Leadership elements. • linking to decisions about structure and the deployment of resource. • the role of the Management Systems professional needing to work at the business and “political level” within organisations an area not traditionally in their comfort zone. • Managing risk through the system and should also be extended to the supply chain. • The management culture of being in control can lead to assessing risk poorly and can add to the risks faced by organisations. Too much emphasis can be placed on risk avoidance and not enough on planning for the consequences of failure. The exclusive use of the Probability v Impact matrix can lead to the exclusion of High Impact, Low Probability events from the business continuity planning process.
  11. 11. Conclusions • Organisational change needs to be managed through the management system but equally the system must reflect the organisational changes. • Changes to the management system often lag organisational change creating a lack of clarity of responsibility and authority and exposing the organisation to risks to its regulatory compliance and certification. • Integrating management systems can bring benefits but it needs to be carefully planned with a clear set of objectives. Many organisations opt for combining system elements rather than full integration.
  12. 12. Our unique assessment methodology Business Assurance from LRQA helps you to manage your systems and risks to improve and protect the current and future performance of your organisation
  13. 13. E W Twitter @LRQA_BA LinkedIn LRQA Hiramford, Middlemarch Office Village, Siskin Drive, Coventry, CV3 4FJ Improving performance, reducing risk Lloyd’s Register and variants of it are trading names of Lloyd’s Register Group Limited, its subsidiaries and affiliates. Copyright © Lloyd’s Register Quality Assurance Limited 2013. A member of the Lloyd’s Register group.