ISO 14000.ppt_Total quality management_ppt

ISO 14000 INTRODUCTION
 In the present day, environmental matter is not
limited only in one country or specific area. The
environmental impact effects everywhere and leads
to problem all over the world.
 Environmental conservation has become so
complicated that it causes pressure to all business
organizations.
 The International Organization for Standardization
had led to the development of the International
Standard for environmental management system
series (ISO 14000).

ISO 14000 INTRODUCTION
•After the success of the ISO9000 series of quality
standards in 1987, the International Standards
Organization is nearing completion and publication of a
comprehensive set of standards for environmental
management.
•This series of standards is designed to cover the whole
area of environmental issues for organizations in the
global marketplace.

Continues..
 The structure of the standards is as follows:
 Environmental Management Systems (EMS)
 Environmental Auditing and Related Environmental
Investigations (EA)
 Environmental Labeling (EL)
 Environmental Performance Evaluation (EPE)
 Life Cycle Assessment (LCA)
 Terms and Definitions (T&D)
 ISO 14000 Series is the set of standards relating to
environmental management system.
 Generally, the standard used for certification is
 ISO 14001 Environmental Management
Systems - Specifications with Guidance for Use.

ISO 14000 SERIES
 The ISO 14000 series is a set of standards
concerning EMS including the activities of
designing, producing, delivering and
servicing.
 The concept of the standard is to enable the
organization to continually develop and
improve its EMS.
 Although the series comprises of many
standards, the standard ISO 14001 is used
as the direction for EMS certification.

WHO SHOULD
IMPLEMENT ISO 14000
 Any organization: manufacturers and service
organizations.
 Any activities of each organization may cause the
environmental aspects and impacts such as noise,
dust, waste, contaminants in manufacturing process
and ineffectively resources consumption in servicing.
These can be minimized by implementing EMS.
 Although each country has already had her own
environmental regulations, organizations are able to
apply ISO 14000 series effectively within their system
on voluntary basis and the benefit obtained is not only
for organizations themselves but their society also.

WHAT IS ISO 14000
 ISO 14000 is a series of voluntary
international standards pertaining to
environmental issues.
 They are designed to reduce the
environmental effects from all aspects of
business activities. It is believed that higher
efficiency would be realized and "the cost of
doing business" would also be reduced , by
minimizing business exposure to

What is not ISO 14000
 Is not a PRODUCT and PERFORMANCE standard.
 Does not establish levels of pollutants or performance.
 Does not establish test standards.
 Does not involve initial performance testing.
 Does not requires or establish final performance goal.
 Does not require the meeting of zero emissions.
 Does not mandate best practice technology.
 Does not require disclosure of performance levels.
 Does not require disclosure of audit results.

HISTORY OF ISO 14000
 The reasons for developing these national standards
stemmed from the European success terms of the
ISO 9000 Quality Management Standards, and from
the "green movement" in Europe. These standards
were envisioned to provide a market-driven,
competitive attitude in business.
 ISO 14000, which is an evolution of ISO 9000
standards, is designed to address process
improvements in these environmental areas by way
of energy audits, hazardous materials management,
and other techniques

 ISO 14000 holds great promise for reduced
waste and higher material quality because it
emphasizes the elimination of waste early in the
procurement process, especially in industries
such as coatings where there are significant
amounts of raw material input.
 ISO 14000 identifies and eliminates all waste
that enters production through current
procurement practices before it enters the
manufacturing environment.

 When ISO 9000 quality management systems
are integrated with ISO 14000 environmental
systems, the two processes support each other.
Opportunities for better quality practices exist in
the quest for better environmental practices,
and better environmental processes are often
the result of improved quality.
 A merged system, which is currently available,
is often the answer for companies seeking
improvement in both areas.

 Historically, document disarray and
communication redundancies have made
implementation of ISO 9000 and ISO 14000
slow and costly. .
 The advent of new Web-based technologies,
however, makes it possible for companies to
host entire documentation, project
management, and training systems for the
implementation of ISO 9000 and ISO 14000
standards, significantly reducing the cost of
each individual component and minimizing the
time to implementation.

0
10
20
30
40
50
60
1991 1992 1993 1994
EVOLUTION OF ISO 14000
BSI developed its own
committee to develop
BS7750 and its first edition
was established
ISO
establishes
SAGE
ISO sets up a new
committee: ISO/Technical
Committee 207 for
Environmental
Management and European
Commission publishes Eco-
management and Audit
Scheme (EMAS)
Second Edition
of BS 7750
published

Continues..
0
10
20
30
40
50
60
1995 1996 1997 1998
Verification to EMAS
begins
BS 7750 route to EMAS
registration
and First five ISO 14000
Standards published
ISO 14001 route to EMAS registration
and BS 7750 withdrawn
Work on the revision of ISO 14001
begins and Remainder of the initial
ISO/TC 207 work programme completed

ISO 14000 SERIES
 Organizational evaluation standards are
operational and effective because, the focus
was on the process rather than the product.
 The development and acceptance of
product evaluation standards will be much
more difficult.
Organizational
Evaluation Standards
Product Evaluation
Standards

ORGANISATIONAL EVALUATION STANDARDS
EMS
14001 specification
EA
14010 general principles
14011 audit procedures
14012 auditor criteria
EPE
14031 guidelines
The structure of the standards is as
follows:
Environmental Management Systems
(EMS)
Environmental Auditing and Related
Environmental Investigations (EA)
Environmental Labeling (EL)
Environmental Performance
Evaluation (EPE)
Life Cycle Assessment (LCA)
Terms and Definitions (T&D)

PRODUCT EVALUATION STANDARDS
Environmental Aspects in
Product Standards
Guide 64 EAPS Guide
Environmental Labeling
14020 Basic Principles
14021 Self Discipline
14022 Symbols
14023 Testing
and Verification
14024 Third Party
Life Cycle Assessment
14040 principles Framework
14041 Goals and Definition
14042 Impact Assessment
14043 Improvement Assessment

ISO 14000 FAMILY
ISO 14000
Standard
Title General Description Thrust Area
14001:1996 Environmental
Management
Systems—
Specification with
Guidance for Use
Main organizational
environmental standard
and the ISO standard to
which an EMS is formally
registered
Organizational
14004:1996 Environmental
Management
Systems—
General Guidelines
on Principles,
Systems and
Supporting
Techniques
Complementary document
to ISO 14001 which
provides more information
and assistance in
understanding and
implementing the EMS
standard.
Organizational
14010:1996 Guidelines for
Environmental
Auditing—General
Principles
Covers the concepts of
environmental auditing
which can be used
separately to create an
organizational
environmental audit
program or is used to
implement a program in
support of the ISO 14001
EMS audit requirements
Organizational

ISO 14000
Standard
Environmental Auditing—
Audit Procedures: Auditing
of Environmental
Management Systems
Provides additional detail
into the auditing of an EMS.
Organizational
Environmental Auditing:
Qualification Criteria for
Environmental Auditors
Presents the consensus
international requirements
for certification as an
environmental auditor; each
national registration
accreditation organization is
charged with developing and
implementing the program
for registering auditors to the
national program.
Organizational
14020-
14025 :1998
Environmental Labeling Series that includes
requirements for self-
declaration, testing and
validation and symbols used
Product
specific

ISO 14000
Standard
14031:2000 Guidelines on
Environmental
Performance Evaluation
Presents methods for
monitoring and measuring the
environmental performance of
an organization or elements
within the organization
Organizational
14040:1997
14041:1998
14042:1999
14043:1999
Life Cycle Assessment Provides principles and
framework, inventory analysis,
impact assessment and
interpretation of the
environmental aspects
associated with specific
products or services including
the design, manufacture,
distribution, inventory, use .
Product-
specific

14050:1998 Terms and
Definitions
Details the
terminology and
use of ISO 14000
specific language
for consistency of
meaning to support
the efforts of
developing and
implementing the
standards
Overall
ISO Guide 64:1997
(formerly 14060)
Guide for the
Inclusion of
Environmental
Aspects
in Product
Standards
Provides guidelines
to specification
writers to consider
and incorporate
environmental
aspects.
Product-specific

ISO 14000 POLICY
 Prevention of pollution.
 Continual Environmental Improvement.
 Commitment to comply with
Environmental Laws and Regulations
 Applicable in size and scope.

 Establish framework for setting and
reviewing objectives and targets
 Documented, implemented,
maintained, and communicated to
employees.
 Available to the public
ISO 14000 Policy, Continued

 ISO-14001, outlines 18 elements that must be
followed if a facility wishes to be in conformance.
 The 18 elements are divided into six clauses
 Six clauses are
4.1 General Requirements
4.2 Environmental Policy
4.3 Planning
4.4 Implementation & Operation
4.5 Checking & Corrective action
4.6 Management review
ELEMENTS OF ISO 14001
ELEMENTS OF ISO 14001

4.2: ENVIRONMENTAL POLICY
4.2: ENVIRONMENTAL POLICY.
.
Ensure commitment to the EMS and
define policy that:
 Is based on company’s mission and values.
 is appropriate to the nature, scale and
environmental impacts of the business
 includes a commitment to continual
improvement
 includes a commitment to comply with
relevant environmental legislation and
regulations
 is documented, maintained and
communicated to all employees
 is available to public

Environmental aspects of activities, products, or
services that the organization can control must be
established, maintained, and kept up to date, in
order to determine which can have significant
impacts on the environment.
The organization shall insure that the aspects
related to these significant impacts are considered
in setting its environmental objectives.
4.3.1: ENVIRONMENTAL ASPECTS

Define Scope
Define Process
Gather Data
Assemble
appropriate people
Identify
Environmental
Aspects
Identify
Environmental
Impacts
Evaluate
Impacts
Record Results
Periodically
Review and
Update
PROCESS OF IDENTIFYING
ENVIRONMENTAL ASPECTS

Activity Aspect Potential
Impact
Regulated Rating
MSW
Combustion
Air Emissions
(Nox, SO2,
metals,
dioxin, CO)
Air quality
degradation,
smog, acid
deposition
Yes 51
Residuals
Handling
Residuals
(ash)
Disposal
Land/water
contamination
Yes 51
Boiler water
production
Chemical
spills/release
s
Land/water
contamination
Yes 30
Recyclables
Receiving
Windblown
Litter
Aesthetics Yes 36
Example: Environmental Aspects

Procedures to ensure that the company can identify
legal and other environments
requirements are required to be established and
maintained.
It is also required to know how the organization
 Access and identify legal and other requirements
 Keep track of changes to legal and other
requirements
Communicate relevant information about legal and
other requirements to employees
4.3.2: LEGAL AND OTHER
4.3.2: LEGAL AND OTHER
REQUIREMENTS
REQUIREMENTS.
.

 Documented environmental objectives and targets
for each relevant function and level within the
organization are required to be established and
maintained.
 These set objectives and targets must address legal
consideration and other requirements, the facility's
significant environmental aspects, technological
options, financial/ operational/business requirements,
and views of interested parties.
 These objectives and targets must be consistent with
the environmental policy.
4.3.3: OBJECTIVES AND TARGETS.
4.3.3: OBJECTIVES AND TARGETS.

 A program(s) for achieving set objectives and targets
is required to be established and maintained.
 The program must include designated responsible
parties for achieving objectives and targets at each
relevant function and level of the organization and the
means and timeframe by which the objectives and
targets are to be achieved.
 In addition, the program must be amended as needed
to ensure that the environmental management program
applies to new developments and new or modified
activities, products, or services.
4.3.4: ENVIRONMENTAL
MANAGEMENT PROGRAM(S).
MANAGEMENT PROGRAM(S).

 Roles, responsibilities, and authorities are required to be
defined, documented, and communicated to facilitate
effective environmental management.
 Sufficient resources must be provided to implement and
control the environmental management system.
 A specific management representative(s) must be appointed
to ensure that EMS requirements are established,
implemented, and maintain in accordance with the standard.
 The management representative must have defined roles,
responsibilities, and authority for reporting on EMS
performance to top management
4.4.1: STRUCTURE AND
4.4.1: STRUCTURE AND
RESPONSIBILITY.
RESPONSIBILITY.

Appropriate training for all personnel whose work
may create a significant impact on the environment
must be identified.
Procedures are required to be established and
maintained to make employees aware of:
 The importance of conformance with the
environmental policy and procedures and with EMS
requirements,
 The potential environmental impacts of work
activities
Roles and responsibilities in achieving
conformance with policy, procedures, EMS
requirements
4.4.2: TRAINING AWARENESS AND
4.4.2: TRAINING AWARENESS AND
COMPETENCE
COMPETENCE.
.

 Procedures for internal communication between
levels and functions of the company are required to
be established and maintained.
 Procedures must also be developed for receiving,
documenting and responding to relevant
communication from external parties.
 Finally, processes for external communications
must be considered and the decision recorded.
4.4.3: COMMUNICATION.
4.4.3: COMMUNICATION.

Information describing core elements of the
management system and their interaction is
required to be established and maintained.
The information must also provide direction to
related documentation.
ISO 14000 requires documentations much similar
to ISO 9000 which makes integration of two
systems easier.
MANAGEMENT SYSTEM
MANAGEMENT SYSTEM.
.

Procedures for controlling all documents required
by the standard are required to be established and
maintained.
These procedures must ensure the following:
 The documents can be located ,
 The documents are periodically reviewed,and
approved by authorized personnel,
 The current versions are available at locations
where operations essential to the functioning of
EMS are done.
 Obsolete documents are promptly removed
 Further, documentation must be legible,
4.4.5: DOCUMENT CONTROL.
4.4.5: DOCUMENT CONTROL.

Operations and activities associated with the
significant environmental aspects are required to be
identified.
These activities must be planned,and an
organization must:
 establish and maintain documented procedures to
cover situations where their absence could lead to
deviations from the environmental policy and the
objectives and targets,
 stipulate criteria in the operational procedures, and
 establish and maintain procedures related to the
environmental aspects and communicating those
relevant procedures and requirements to suppliers
and contractors
4.4.6: OPERATIONAL CONTROL.
4.4.6: OPERATIONAL CONTROL.

 Procedures to identify potential for and respond to
accidents and emergency situations, are required to
 In addition, the emergency procedures must be
reviewed and revised, when necessary, especially
after an accident or emergency situation.
 Where practicable, it is required that these
procedures are periodically tested through drills,
exercises, etc.
4.4.7: EMERGENCY PREPAREDNESS
4.4.7: EMERGENCY PREPAREDNESS
AND RESPONSE.
AND RESPONSE.

 Develop and maintain procedures to regularly monitor
and measure performance against objectives and
targets
 Maintain and document program for calibrating
monitoring equipment
 Identify and investigate non-conformance and
implement corrective and preventative action
 Establish and maintain program to conduct periodic
internal audits
 The organization must also maintain a documented
procedure for periodically evaluating compliance with
relevant environmental laws and regulations
4.5.1: MONITORING AND
4.5.1: MONITORING AND
MEASUREMENT
MEASUREMENT

Procedures for defining responsibility and authority for
handling and investigating nonconformance, taking
action to mitigate any environmental impacts, and for
corrective and preventive action completion, are
required to be established and maintained.
 Environmental incidents includes emission, chemical
spills
 All environmental incidents require full evaluation of
root cause, initial response, and identification and
implementation of corrective and/or preventative
action
4.5.2: NONCONFORMANCE &
4.5.2: NONCONFORMANCE &
CORRECTIVE AND PREVENTIVE
CORRECTIVE AND PREVENTIVE
ACTION.
ACTION.

Procedures for identification, maintenance, and
disposition of environmental records are required to
The records must be legible, identifiable and
traceable to the activity involved.
The records must be stored/maintained so that they
are readily retrievable and protected against damage,
deterioration, or loss.
Retention times must be established and recorded.
Records must be maintained, as appropriate, to
demonstrate conformance to the standard.
4.5.3: RECORDS.
4.5.3: RECORDS.

The audit program/procedures must:
 determine whether the EMS conforms to
requirements of the standard and has been
properly implemented and maintained
 ensure that information on the audit results are
provided to management
MANAGEMENT SYSTEM AUDIT.
A program and procedures for conducting periodic
environmental system audits are required to be
established and maintained.

The audit program/procedures must:
 be based on the environmental importance of the
activity concerned and results of previous audits
 cover audit scope, frequency, methodologies, and
responsibilities and requirements for conducting
audits, and reporting results.

Review is to involve the top management in the EMS
continuous improvement process.
Conduct Annual (at least) Management Review of
EMS to ensure:
 Its continuing suitability, adequacy and
effectiveness
 Adequate information is collected to perform
the management review
 Address the need for changes to policy,
environmental aspects, objectives,elements of
the environmental management system.
4.6: MANAGEMENT REVIEW
4.6: MANAGEMENT REVIEW.
.

EMS
A continual cycle of planning, implementing
reviewing and improving the actions that an
organization takes to meet its environmental
obligations.

• Serves as a tool to improve environmental performance
• Provides a systematic way of managing an organization’s
environmental affairs
• Is the aspect of the organization’s overall management structure
that addresses immediate and long-term impacts of its products,
services and processes on the environment
• Gives order and consistency for organizations to address
environmental concerns through the allocation of resources,
assignment of responsibility and ongoing evaluation of
practices, procedures and processes
• Focuses on continual improvement of the system
Environmental Management System

An EMS follows a Plan-Do-Check-Act Cycle, or PDCA. The diagram
shows the process of first developing an environmental policy,
planning the EMS, and then implementing it.
The process also includes checking the system and acting on it. The
model is continuous because an EMS is a process of continual
improvement in which an organization is constantly reviewing and
revising the system.
This is a model that can be used by a wide range of
organizations — from manufacturing facilities to
service industries and government agencies
Environmental Management System

1. Environmental policy
Initially, the organization’s top management should have
commitment and define the policy on EMS which is used for the
direction of implementing and improving its EMS.
2. Planning
In order to achieve environmental policy, at least, the organization
should :
•Identify the environmental aspects of its activities and specify
those which have significant impacts on the environment.
Identify legal and other requirements to which the organization
involved.
Establish objectives and targets of its activities having impacts t
environment.
Establish environmental programs for achieving its objectives
and targets.
Environmental management system model

3. Implementation
In order to achieve environmental planning, at least, the
organization should :
•Define roles, responsibilities and authorities for facilitating EMS
effectively.
•Communicate to the staffs at each level for the importance of
conformance to the environmental policy; provide appropriate
training to personnel performing the tasks to gain their knowledge
and competence.
•Establish and control documentation relating to EMS.
•Control operations and activities to meet the specified objectives
and targets.
•Identify potential accidents and emergency situations for
preventing and mitigating the environmental impacts that may be
associated with them and periodically test such procedures where
practicable.

4. Checking and corrective action
To ensure that the organization is performing in
accordance with the stated EMS programmes, at least, the
organization should:
• Monitor and measure its operations and activities against
the organization’s plans.
• Identify non-conformance and take action to mitigate any
impact caused.
•Record the on-going activities of the EMS.
•Conduct periodic EMS audits.

5. Management review
The organization’s top management should review and
continually improve its EMS, with the objective of improving its
overall environmental performance.

Environmental management system model

ISO 14000 Concepts
The basic concept underlying the ISO 14000 series is that in
order to consistently meet environmental performance
expectations, an organization must implement and maintain an
effective environmental management system.
While the system cannot guarantee that environmental
incidents will never occur,
--it is intended to minimize the likelihood and severity of
their occurrence
-- it can guarantee that when they occur, there is a
mechanism in place to investigate the causes and to take
corrective and preventive action.

Key EMS concepts
 Continual improvement
- It is to note that an effective EMS doesn’t just happen.
An effective EMS needs ongoing management support.
This endorses the concept of continual improvement.
- The concept of continual improvement recognizes that
problems will occur, but a committed organization learns
from its mistakes and prevents similar problems from
occurring in the future.
- ISO 14000 Continuous improvement model begins with
top mgmt’s commitment to corporate governance by a
set of overarching principle’s including:
• Environmental protection as one of the highest
corporate priorities with clear assignment of
responsibilities and accountabilities to all
employees.

 Compliance with all environmental laws and regulations applicable to
the organization’s activities, products and services.
 Ongoing communication on environmental commitment and
performance with all stakeholders.
 Strategic planning that sets forth environmental performance
objectives and targets, implemented through a disciplined mgmt
process.
 Periodic performance measurement, as well as systems audits and
mgmt reviews, to achieve continual improvement wherever possible.
 Employee involvement
- Getting employee involvement in designing and implementing
the EMS demonstrates the organization’s commitment to the
environment. So to build and achieve an effective EMS mgmt
should communicate the importance of:
• Conviction and commitment towards effective environmental
mgmt for organization’s survival.
• Building environmental mgmt in all aspects of orgznal oprns-
product and process development.
• Addressing environmental problems as opportunities.

 Flexibility
- Dynamicity in EMS will :
1. Allow the organization to adapt to rapidly changing
business environment
2. Help making the formulated EMS understandable to all
concerned who must implement it.
3. Allow assessment of how organization manages
environmental obligations and finds cost-effective solutions.

Some unique and important characteristics
of ISO 14001 are:
It is comprehensive: all members of the
organization participate in environmental
protection, the EMS considers all stakeholders,
and there are processes to identify all
environmental impacts.
It is proactive: it focuses on forward thinking
and action instead of reacting to command and
control policies.
It is a systems approach: it stresses improving
environmental protection by using a single
environmental management system across all
functions of the organization.

Legal and other requirement
Compliance to laws and regulations
Issuance of consent and permit conditions
Organization – specific codes and programmes that it voluntarily
subscribes.
Standards and guidelines in the regions where the organization
undertakes business.

Purpose
 If one does not know what laws are applicable,
how can one be sure if the facility is in
compliance with them or not?
 Noncompliance may cost an organization
dearly in many ways, e.g., loss of productivity,
health, safety, and environment.
 Organization is required to establish and
maintain a procedure to identify legal
requirements.
 By anticipating new requirements and making
changes to operations and activities, one can
avoid future compliance obligations and their
associated costs.

In order to be in conformance with this provision of ISO
14001 an organization must be able to demonstrate three
specific points
 First, the organization must understand which
environmental laws and regulations (federal, state and
local) govern its operations
 Second, it must also be able to explain how the
requirements of the appropriate laws and regulations
apply to the organization.
 Third, the organization must be able to demonstrate that it
keeps up to date with the appropriate laws and
regulations and their specific requirements

Questions That Need To Be
Answered
1.Has the organization developed a procedure to identify
applicable environmental legal and regulatory
requirements?
2. Has the organization developed a procedure to
identify any voluntary requirement to which it subscribes?
3.Does the organization have a procedure to insure
completeness and availability of the required documents?
4.Is the information relative to Legal and Other
Requirements kept up to date?

ENVIRONMENTAL OBJECTIVES
Environmental objectives, in consistence
with the environmental policies,
encompass significant environmental
impacts and applicable laws and
regulations.

ENVIRONMENTAL TARGETS
Environmental target is a
performance requirement based on the
underlying environmental objective to be
achieved.

PURPOSE
The purpose of the procedure is to
ensure that the organization
establishes documented
environmental objectives and
standards.

PURPOSE
ENVIRONMENTA
L ASPECTS
OPINION OF
THE
PARTIES
LEGAL &
OTHER
REQUIREMENTS
OBJECTIVES
& TARGETS
POLICY
TECHNOLOGY FINANCE OPERATION OTHER
FUNCTION

SCOPE
The procedure applies to environmental
objectives and targets set at each
relevant function and level within the
organization.

PROCEDURE
 Top management is responsible to establish environmental
objectives on an annual basis.
 Plant/ Department managers involve operation staff in developing
environmental objectives for improvement in environmental
performance.
 Each department manager is responsible to provide inputs and
evaluate potential impacts in specific functions.
 Manager makes preliminary evaluation of its environmental
performance, and enlists primary objectives.
 Progress towards the objectives/targets is reviewed at management
review meetings and communicated to operational staff via bulletin
boards.

OUTLINING OBJECTIVES AND TARGETS
 Objectives are set to establish overall and often long
term goals of the organization.
 Invariably, the operational targets should be
identified at the departmental level and included in
the frame work of annual budgetary/planning process.
 It should be consistent with the overall business
mission of the organization.
 Objectives should be kept flexible.

CONTD..,
 Targets should be set at several levels of the
organization.
 Evaluation and modification of environmental
objectives and targets may be carried out annually by
an update of the environmental aspects.
 Opportunities might exist for suppliers and
contractors to assist the organization in conformance
to the standard should not be ignored.

EXAMPLE
Reduce usage of hazardous chemicals
Improve employee awareness of
Improve compliance with waste
water discharge permit limits.
OBJECTIVES
Eliminate use of CFC to the extent
possible.
Zero period limit violations by the end of
the current year.
Reduce use of electricity by 10% over a
two year period.
Emission/wastes per unit
production
Environmental
incidents/violations
Environmental operational cost.
TARGETS
PERFORMANCE
INDICATORS

STEPS TO BE TAKEN
 A cross functional team of an organization set realistic objectives
and standards.
 Work out the information sources that the cross functional team
will need to establish objectives and standards.
 Examine if any other information might be useful to the team-
identify the availability of the information.
 List the significant environmental impacts those are already
identified and categorize impacts make a brief notes of the impact.
 Examine processes and activities.

CONTD..,
 Identify the applicable regulatory requirements that may affect the
production facility, and for which specific actions have been
identified.
 List models of communication with interested parties and ascertain
the need for additional objectives to address views of customers,
suppliers and others.
 Re-examine the lists of objectives developed in the earlier steps
 Determine effective performance indicators for each of the selected
objectives.
 For each selected objective, determine and develop the action
plan.

EMP
Objectives
and targets
EMP
defined
Monitoring and
measurement executed

ENVIRONMENTAL MANAGEMENT
PROGRAMME
 To ensure that objectives and targets
are achieved, an action plan is
needed.
 An EMP is a a road map for
achieving environmental goals.

ISO 14001- 4.3.4
 Environmental management programme
requires that an organization shall establish
and maintain a programme for achieving its
objectives and targets.
 It will include,
• Designation of responsibility for
achieving objectives and targets at each
relevant function and level of the
organization.
• The means and time frame b y which they
are to be achieved.

PURPOSE - EMP
 To accomplish an organization’s functions and
objectives, the EMP has a direct linkage to the
organization’s environmental objectives and
targets.
 EMP should develop specific, prioritized
actions dealing with the products, processes,
services, projects and facilities that relate to
establishing significant environmental aspects,
objectives and targets.

Contd..,
 EMP should describe how the organization
will translate its goals into concrete action
plans to achieve the delineated objectives and
targets.
 It should not only designate responsibilities for
achieving goals, but also define the means and
time frame for achieving the goals.

DEVELOPING EMP
 For a dynamic EMP, it should be integrated
with existing organizational structures.
 It should receive due representations at the
business management levels, jointly with the
other groups within the organization.
 An action plan should be prepared on how the
organization will meet its objectives and
targets.

Contd…,
 The action plan may be initiated with projects
for new products, processes and equipment.
 These would be expected where the business
investments are aimed at reducing
environmental effects, to allow high
performance level, or cost reduction.
 It is investigated and identified during initial
gap analysis and review.

GAP ANALYSIS
 Is a technique for setting targets for the
objectives that can be achieved through
information from the comparative or
benchmark study.
 It examines performance over time.

EMP ON SPECIFIC OBJECTIVES AND
TARGETS
ACTION
ITEMS
PRIORITY RESPONSIBILITY SCHEDULE RESOURCES
REQD.
REMARK

DRIVERS INFUENCING AN
ORGANIZATION
Cost
savings
Interested
parties
R
i
s
k
M
a
n
a
g
e
m
e
n
t
M
arket
Opportunities

BASELINE ASSESSMENT
ACTIVITIES
Establish the scope of your assessment.
Try mapping out the physical boundaries of your
proposed ISO-14000
Use a series of simple process flow diagrams.
Review of existing management practices.
Identify any changes to the environment that your
organization causes and activities that cause them.

DEVELOPING ENVIRONMENTAL
INDICATORS
•Key environmental costs and
benefits to your organization
• Any other key concerns to your
orgn or key interested parties
IDENTIFY
• Actions required to implement
data collection
• How indicator information will
be used(communicating
performance to work force).
DEVELOP
•Measures of performance
that are achievable
• Simple indicators that are not
confusing when you
evaluate or communicate the
information.

IMPROVING
ENVIRONMENTAL
PERFORMANCE
Review the findings of the baseline assessment(find
the potential cost savings)
Brainstorm with anyone who has had experience of
continual improvement
Ask other employees for ideas and Prioritize
improvement programmes that give the “Quick wins”
Develop indicators, which enable you to track the
effectiveness of any initiatives
Celebrate your successes and communicate these
back to the work force using your indicators.
CO
N
TIN
UAL
IM
PROVEM
EN
T

1)Management commitment
2)Choose a leader
3)Budget and schedule
4)Cross-functional team
5)Involve employees
6)Initial review
7)Establish plan
8)Identify environmental aspects
9)Establish environmental policy and
objectives
10)Procedures/documents
11)Plan for change
12)Train employees
13)ISO 14000 implementation
14)Assess performance
STEP-BY-STEP PLAN

1. Gaining Management Commitment:
An organization must have commitment and careful
planning to figure out
1) What it needs to do,
2) How it will be done, and
3) Which people of the organization
should be involved
2.Choosing a leader:
The choice of the leader is critical.
The person must have some experience with
the quality management programme and have the time and
temperamental commitment .
Necessary authority, an understanding of the
organization and project management skills

Leader is responsible for preparing a preliminary
budget in which costs will likely include staff
and employee time, training consultant fees, materials.
The schedule should consider the various tasks
and roadblocks, depending on the dimension and
complexity of the organization.
3. Preparing a budget and Schedule:
4. Constituting a project team:
A team with representation from key
management functions and production or service
areas can identify and assess issues, opportunities
and existing processes.

Preparation of a list of the environmental
requirements of the organization
(regulations, guidelines and other
documents).
The preparatory review itself should be
comprehensive in consideration of input
processes and output.
5. Employee participation:
A great source of knowledge
on environmental and health and safety
issues related to their areas well as on the
effectiveness of current processes and
procedures.
6. Undertaking an initial review:

7.Establishing a plan:
Quantified targets will show
management the quantum of workload required
for implementation what resources are needed
and opportunities for cost-effective
improvement.
8.Evaluating Environmental aspects:
Actual environmental aspects and
impacts of the organization should be listed out.
To each of these identified aspects, the
level of risk involved with conformance and
nonconformance should be evaluated.

9.Establishing an environmental policy and objectives
Foundation and direction for the management system.
The policy needs to clarify compliance with
environmental legislation that may affect the
organization and stress a commitment to
continuous improvement.
The organization will declare its primary
environmental objectives.
10.Preparing procedures and Documents:
Develop procedures and other system documents
which might involve modifying current environmental
procedures or adapting other business procedures
(such as quality,ergonomics, health
and safety management procedures)

11.Planning for Change:
It should be made sure that the system is
sufficiently flexible and simple.
Avoid making it so rigid to reflect the realities
of operations and activities.
12.Training of Employees:
Training of employees wit regard to the
environmental impacts of their activities, any
new/modified procedures and
any new responsibilities.

To clean up the obvious problems, and
identify areas where the organization is not
complying with the regulations or
customer demands. Those areas where that organization
stands to gain greater efficiency should be targeted.
(scrap and waste reduction projects, recycling and
elimination of liabilities)
13.Implementation of ISO14000:
14.Assessing the performance:
Planned comprehensive periodic audit to ensure
that it is effective in operation, meeting specified goals,
and the system continues to perform in accordance with
relevant regulations and standards.
Management review is also required to ensure
that it is suitable and effective in operation.
Provides the opportunity to improve the system and
environmental performance over time.

BARRIERS FOR SME’s IN IMPLEMENTATION OF
ISO14000
Lack of training
Lack of Awareness
Lack of incentives
Lack of Guidance
Lack of resources
Inappropriate tools
and techniques
Lack of skills
Internal and external
barriers
•
High cost of implementation
and maintenance

Clauses for
implementation
 Structure and Responsibility (Clause 4.4.1)
 Training, Awareness, and Competence
(Clause 4.4.2
 Communication
(4.4.3)
 EMS documentation(4.4.4)
 Document control(4.4.5)
 Operational control
(4.4.6)
 Emergency Preparedness and Response
(Clause 4.4.7)

Successful Implementation
 Stipulating the EMS policy
 Planning
 Implementation of the EMS according to
the policy
 Checking and corrective actions
 Environmental management system
review

Issues related to
implementation
 although the standards provide guidance in
terms of functional requirements, they are
silent with regard to implementation methods
or organizational processes that are fraught
with human and systems change issues.
 manage transitions and focus on shared
visions and behavioral norms as core
supports for the change effort.
 Change is scary and the courage to forge
ahead must be summoned.

Issues.. transition
 It is often useful to begin the process of
change by starting at the end; by
looking at the end result,
 Link the change effort to a vision (the
core) of a desired future state;
 when people share a common vision of
a desired future, they are likely more
willing and more able to make changes
that will move the business forward.

Issues ..
communication.
 It is possible that new patterns of communication will
have to be adopted such that appropriate feedback
and interaction can be achieved.
 Information needs to be shared and employees need
to know that sharing this information is crucial in
establishing the basis for environmental controls.
 Reward and incentive programs should be evaluated
for conformity with the goals that the organization is
trying to achieve.
 This "open-book" management represents a shift away
from traditional command and control and may be
distrusted by top and mid-level managers.

 Personnel within the organization
need to understand that competition
among businesses and the increasing
awareness about the state of our
environment and the costs associated
with its maintenance can make
environmental performance a
competitive differentiator.
Issues…awareness

Issues…
Attitude &
interpretation
 Many companies tend to isolate environmental issues
and keep them "harbored" within the environmental
department.
 ISO 14001 requires a commitment to the prevention of
pollution. Note the use of the verbiage prevention of
pollution as opposed to pollution prevention.
Prevention of pollution is defined in the standard as
the "use of processes, materials or products that
avoid, reduce or control pollution, which may include
recycling, treatment, process changes, control
mechanisms, efficient use of resources and material
substitution."

Issues.. Product process
designs
 industrial products that are being
designed and developed today will dictate
the impact that industry will have on the
environment in the future, process and
product design engineers hold a key to
future industry - environment interactions.

Issues.. product life cycle
 When the product is finally disposed
of, the product may end up almost
anywhere, in any country, in a high-
technology landfill, an incinerator, on
the side of the road, or in a river that
supplies drinking water to a small
community.

Issues…product life cycle
 Industrial ecology is an approach to
industry-environment interactions to aid
in evaluating and minimizing life cycle
problems.
 It involves the design of industrial
products and processes from the dual
perspectives of product competitiveness
and environmental interactions.

Issues.. processes
 processes define much of the flow of solids,
liquids, gases and energy into a
manufacturing facility and are responsible
for much of the flows of solids, liquids,
gases and energy leaving that facility.
 Product designers must consider industry-
environment interactions that are primarily
outside the province of the process
designer: choice of materials, product
packaging, environmental impacts during
product use, and the optimization of product
recycling.

No longer…
 Environmental managers have been talking
about integrating environmental issues into
the business decision making at an
organization, however, historically, this has
been met with resistance. Now, all facility
personnel will have to start integrating
environmental issues into their day-to-day
activities.
 It can no longer be an end-of-the-pipe
issue.

Monitoring and
Measurement
Non Conformance,
Corrective and
Preventive Actions
Records
EMS Audits

ISO Explanation
 The ISO 14001,4.5.1- Monitoring and
Measurement, requires that the organization shall
establish and maintain documented procedures to
monitor and measure , on a regular basis, the key
characteristics of its operations and activities
that can have a significant impact on the
environment
 This shall include the recording of information to
track performance,relevant operational
controls and conformance with the organization’s
environmental objectives and targets

PURPOSE…….
 To assess how well the EMS is working
 Helps to Manage a Business better
 Identify the performance indicators to
monitor the EMS
 To gauge the Environmental Performance
 Analyze root causes of Problems
 Identify areas where corrective action is
needed
 Improve performance and increase
efficiency of the organization

Getting Started…..
Which operations
& activities may have
significant
environmental impacts
Which are the key
characteristics of these
operations
& activities
How can you measure
these characteristics?

Procedure for Performing Monitoring and
Measurement
 Key Process Characteristics
 Process and Outcome Measures
 Equipment Calibration
 Regulatory Compliance
 Environmental Performance
 Audit versus Performance Evaluation
 Linkages of Environmental Information

Auditing and EPE
Periodic
Sample of data
Independent
Verify Conformance
Ongoing
Frequent
Line Function
Assess Performance
AUDIT EPE

ISO Explanation
 ISO 14001,4.5.2 - Nonconformance and
corrective and preventive action , requires
that the organization shall establish and
maintain procedures for defining
responsibility and authority for handling
and investigating non conformance ,
taking corrective action to mitigate any
impact caused, and for initiating and
completing corrective and preventive action

Purpose
Management
Review
System
Audit
Corrective
Action

Typical Causes of EMS
Problems

Getting Started
 The results of monitoring and measurements,audit
findings and other systemic reviews should be
documented and reviewed and must lead to corrective
actions.If the organization already has an ISO 9000 QMS
,a corrective and preventive action process already
exists.The same model may be used for EMS purposes.
 For a documented problem . The root cause of the
systematic failure should be determined.The
organization must be committed to implementing
corrective actions as quickly as possible. The corrective
and Preventive action process should specify
responsibilities and schedules.Progress should be
reviewed regularly and any deficiencies followed up

Contd...
 The extent of planning and documentation
required for corrective and preventive actions
may vary with the severity of the problem(and
its potential environmental impacts).An
appropriate suggestion is “A simple method
always works better”
 It should be ensured that adequate data and
information is collected to determine why a
problem has occurred and what corrective
actions may be necessary.

EMS Elements that Lead to corrective Action and Management
Reviews
Monitoring Audits
Employee
Involvement
Corrective
Action
Process
Management
Review

Hints that should not be Ignored!
 Workers on the shop floor are in the best position to see
problems and suggest solutions.
 All employees should be informed that it is their
responsibility to identify and perform corrective actions.
This would include reporting nonconformance of operational
and procedural natures.It should also be well communicated
to all employees that everyone is responsible for solving
nonconformance as well.
 A suitable system improvement process e.g.., via
suggestion boxes,incentive programmes should be employed
for greater employee participation.
 In small companies same employees might have been
engaged in multiple function,including management
review and corrective action processes..A strong link
should exist between the processes for better EMS
effectiveness...

ISO Explanation
 ISO 14001,4.5.3 - Records, states that the
organization shall establish and maintain
procedures for the identification,
maintenance and disposition of
environmental records. These records
shall include training records and the
results of audits and reviews

Key Questions in Records
Management
 Identify what records to be maintained.
 Authorize who keeps them and where and
how they are kept.
 Determine how long they are kept
(retention time)
 Determine how they are accessed and
disposed ,including good storage and
retrieval system

Purpose...
 Records Management under ISO14001 must be
able to prove that the organization is actually doing
what it says!
 To prove that the organization is actually
implementing the EMS as designed,one should
have a system for managing EMS records.
 While records have value internally over time one
may need to provide evidence of EMS
implementation to external parties (such as
customers, a registrar , or the public).
 For records Management, the organization shall
develop procedures to maintain, identify,collect,
index and store records.

TYPES OF RECORDS
 Environmental aspects determination documentation
 Legal and other regulatory requirements and records of
regulatory violations.
 Permits consents, licenses and other approvals
 Progress reports towards meeting objectives and targets.
 Hazardous material spills, other incident reports and follow
ups.
 MSDS
 Sampling and monitoring data
 Maintenance records
 Calibration and maintenance records for instrumentation
 Training records
 EMS audit and regulatory compliance audit reports
 Management review documentation

Intro...
 EMS audit refers to a systematic and
documented verification process to
determine whether an organization’s
EMS conforms to the audit criteria set
by the organization and for the
communication of the audit results to
the top Management.

Purpose
 To determine whether or not EMS conforms to planned
arrangements for environmental management including
the requirements of this International Standards and
has been properly implemented and maintained
 Provide information on the results of audits to
Management
 Results of EMS audits should be linked to the
corrective and preventive actions.
 Systematic identification and reporting of EMS
deficiencies provides a great opportunity for the
Management functions to focus on the environment
and ensure its cost effectiveness
 External Auditing is suggested

Getting Started
 The organization should have an
 Audit Procedure describing
 Audit Scope
 Audit Frequency
 Audit Methods
 Key responsibilities
 Reporting Mechanism

AUDIT FREQUENCY
The nature of the Operations
The significant Environmental aspects/impacts identified
The results of the monitoring programme
Findings of Previous audits
audited at least annually
AUDITING METHODS - Internal,External auditors
The number will depend on the size and
complexity of the organizational functions
Auditing Techniques ,Management System Concepts
Quality systems,Legal compliance etc

Linkages between EMS audits,Corrective Action and
Management Reviews
Periodic EMS
audits
Corrective
Action
Process
Management
Review
EMS
Established

Intro
 Management reviews ensure how the
EMS will remain viable.
 It can be used to demonstrate top
management’s ongoing support for the
 It shall address the possible need for
changes to policy, objectives, and other
elements of the EMS.

MR Considers
 Progress on objectives and targets towards
continuing suitability,adequacy and EMS
effectiveness
 New standards legislation and regulations
 Audit results
 Environmental Performance measures
 Reports of emergencies (e.g, spills,leaks, other
incidents)
 New scientific/technical data on products,
materials and processes used
 Internal and External Communications etc

Getting Started
 It should involve- those who have the right information
and knowledge and who have the authority to make
decisions.
 Schedule and frequency for Management reviews
should be determined, typically once or twice in a year.
 It should assess whether different organizational
functions have complied with policy and procedures
using audit reports.
 It should be determined if Capital and other resources ,
including information management systems are adequate
to support the EMS requirements of the Organization.

Contd….
 It should be determined if the operational
controls,procedures, corrective and preventive actions
and the continuous improvements efforts have resulted
in enhanced environmental performance.changes that
result in process improvements should be documented
 Possible improvements in the organizational structure ,
operational procedures , training requirements , work
instructions , pollution prevention , waste management,
energy utilization, process improvements, that may lead
to environmental opportunities and organizational benefits
should be determined

Business Transformation Through
ISO 14000

Case Studies
Bharat Heavy Electricals Limited
A. Water Conservation Measures
Reuse of wastewater generated from filter press operation for
other miscellaneous uses and recirculation of cooling water at
jiggering and kiln areas.
B. Energy Conservation Measures
Optimise Kiln loading, insulation of ducts, Process flow
improvement by introduction of capacitor bank, use of high
efficiency motors and variable speed drives.
C. Air pollution control measures
Introduction of wet scrubber for standardised glazing Dust
Extraction System, reconditioning of Dust Extraction System of
Shot blasting machine at foundry

Case Studies
Bharat Heavy Electricals Limited…Contd.
D. Waste Minimisation Programmes
Recovery of solid waste generated at grid washing
Crushing and reuse of rejected ceramic tiles
E. Mitigation of Green house Gases
Energy efficiency studies have been conducted on kilns furnaces,
dryers & boilers and implemented efficiency improvement
programme to reduce specific fuel consumption, which in turn
reduces green house gases emission.

Case Studies
Bharat Heavy Electricals Limited…Contd.
Cost Benefit Analysis for Implementing ISO 14000 System
Costs Annual Cost (in Rs.
Lacs)
Consultancy Fee 3.64
Training fee 2.02
Certification fee (per 3 years) 2.48
Investment on Environmental Pollution control Equip. 11.05
Miscellaneous Costs 0.65
Total Rs. 19.84 Lacs
Quantified Benefits Annual Savings( in
Rs Lacs )
Power Savings 15.0
Fuel Savings 14.0
Lubricants Savings Rs. 00.6
Savings in Waste disposal costs 00.2
Resource Savings 40.0
Savings through Recycling 30.3
Total Rs. 100.1 Lacs per year

Copley Square Hotel
 A prominent hotel created an aggressive
environmental program that provides a foundation
for ISO 14001 registration. The hotel is an historic
one with an upscale clientele. Their aggressive
approach to reducing their impact on the
environment helped them identify many ongoing
benefits. The major benefit areas were: recycling,
energy use reduction, and water use reduction.
The following are the major actions and their
results:

 Energy Use Reduction:
 • Energy efficient lighting was installed in public areas which are
light 24 hours per day. 60 watt incandescent corridor ceiling lights
were replaced 15 watt compact fluorescent lights: savings equal
$3,622 annually plus 90% reduction in labor costs. 90 watt
incandescent lights in table lamps in the lobby and elevator
landings were replaced with 22 watt compact fluorescent lights:
savings equal $1,540 annually and reduced labor costs. 30 watt exi
sign lights were replaced with 1.8 watt LED exit signs: savings
equal $1,179 annually.
 • Install compact fluorescent bulbs in guest room table lamps and
hanging lamps: predicted payback equal 1.81 years.
 • Install compact fluorescent bulbs in back areas which are lit 24
hours: savings equal to $59.57 per bulb.
 • Remind employees to turn off all energy using devices that are no
being used: no estimate of savings.

 Water Use Reduction:
 • Installing toilets with 1.5 gallon capacity,
replacing ones with 3.5 gallon capacity will save
$3,276 and 430,000 gallons annually.
 • Showerheads of greater efficiency will save
$6,546 and 859,000 gallons annually.
 • Guest have been offered the option of reusing
their towels and linens when staying more than
one night. Projected savings are $4,000
annually.

 Comments
 This case includes savings that are well known and some
that are innovative. Some of the reasons the program has
been successful are:
 • Everyone in the hotel participates in the program and can
contribute from within their job responsibilities. Thus, the
power of each individual to contribute in a positive way is
harnessed.
 • Small savings are as important as big ones. This
recognizes that small savings add up and creates a culture
that values contributions at all levels of the organization and
of any size. The cumulative effect of many small acts of
environmental impact reduction may not be quantifiable, but
it may be significant.

ISO 14000-SERIES
BENEFITS AND OTHER ISSUES

REASONS FOR
IMPLEMENTING ISO 14000
 Recognition
 Bottom-line benefits
 Trade
 Regulatory
 Financial sector

INDUSTRY ACCEPTANCE OF
ISO 14000 SERIES
 ISO 14001 – market driven approach to
environmental protection.
 It is seen as market place trend by many
organizations.
 There is noticeable change in the mindset
of organizations for responding to their
environmental obligations.

ISO-14000 IN SMALL
ORGANISATIONS
 ISO 14001 is flexible to fit into any size,
industry or facility.
ADVANTAGES:
 Lines of communication are short
 Organizational structure and climate are
less complex
 People often perform multiple functions

COST ESTIMATES
COST INCLUDES :
 Staff/ employee time,
 Consultant expenses and
 Training of personnel.

COST ESTIMATES
 Total implementation time can usually be
estimated as one workday per employee.
 12 to 14 months to fully implement ISO
14001's 62 elements
 Implementation costs can range from
$20,000 to $250,000

BENEFITS OF ISO 14000
 Better conformance to environmental
regulations,
 Greater marketability,
 Better use of resources,
 Higher quality goods and services,
 Increased levels of safety,
 Improved image and
 Increased profits.

SOME ISSUES RELATED TO
ISO 14000
 There is no guarantee that certification
will result in increased profits for a company.
 ISO 14000 which is stricter than ISO 9000.
 Multisite registration of subsidiaries is
permitted only if there is a common
management and central control of each site

ISO 14000 AND ISO 9000
SIMILARITIES AND DIFFERENCES

SIMILARITIES BETWEEN ISO
14000 AND ISO 9000
• Policy and Defined organization and responsibilities
• Defined and documented standard practices
• Control of critical operations
• Document control Training
• Records system
• Internal audits
• Corrective action system
• Management review for continual improvement

DIFFERENCES BETWEEN ISO
14000 AND ISO 9000
ISO 9000 ISO 14000
1.Encourage organizations to
institute quality assurance
management programs.
1.Deals with the management of
the environmental effects of an
organization
2.The major system requirements
are defined by customers
2.Customers as well as many
additional stakeholders
3.Includes evaluation of suppliers
and review of customer contracts.
3.Include methods of evaluating
environmental impacts and
systems
4.The goals of a
quality system are generally quite
clear
4.The situation for environmental
systems is not so straightforward

OTHER EMS STANDARDS
British Standard 7750 (BS 7750) -the
world's first standard for environmental
management systems (EMS) and
The European Eco-Management and Audit
Scheme (EMAS) -European Union

INTEGRATING SYSTEMS FOR
BUSINESS

INTEGRATING SYSTEMS
FOR BUSINESS
 Develop and maintain a comprehensive business
management system -quality and environmental
requirements
 Must be based firmly in the needs and values of the
Business itself
 Each new requirement that emerges can be carefully
considered and integrated into the existing systems
framework.

INTEGRATING SYSTEMS
FOR BUSINESS-
CONTINUES….
 Companies that are registered to ISO 9001 already
have a head start.
 These systems satisfy internal business needs as well
as the external requirements
 Systems which are non-value adding should be closely
examined and improved

INTEGRATING SYSTEMS
FOR BUSINESS-
CONTINUES….
 Conduct a gap analysis to determine which system
elements are in place and which elements need to be
improved or developed
 Use ISO 14001 as a guideline or model of a
comprehensive EMS.
 Examine the company's existing environmental
systems, as well as quality systems
 Determine the business' priorities for improving
existing systems and developing new systems.

ISO 14000.ppt_Total quality management_ppt

ISO 14000.ppt_Total quality management_ppt

More Related Content

Similar to ISO 14000.ppt_Total quality management_ppt

More from adivyaece

Recently uploaded

ISO 14000.ppt_Total quality management_ppt