- uniform policy of the organization;
- optimum use of resources;
- complex measures of an operating control and general management of documentation;
- uniform approach to development of documentation;
- the general information and providing systems;
- general system of preparation and development of the personnel;
- organizational structure and structure of the accountability;
- systems of measurement and monitoring;
- records and reporting;
- uniform audit;
- uniform analysis of systems of management.
3 Advantages from introduction of ISM
ISM of the organization developed according to requirements of the international standards has the following advantages:
- quality of the general management due to distribution of the principles and methods of quality management on other areas of management of the organization increases;
- is much less labor-consuming, than in several parallel systems;
- the volume of documents in the integrated system are much less, than the total volume of documents in several parallel systems;
- considers balance of interests of outer sides of the organization above, than in the presence of parallel systems;
- the number of internal and external relations are less, than total number of these communications in several systems;
- it is less than costs of development, functioning and certification, than total expenses at several systems of management;
- the risk of emergence of undesirable situations on joints of separate systems decreases;
- the knowledge and experience of the most developed countries accumulated in the international standards on systems of management is used;
- the general culture of the organization due to integration of private cultures of quality, ecology, safety and social responsibility increases [22].
However theoretical arguments in favor of creation of ISM, as if there are a lot of them was, can not always be rather convincing for the concrete organization. It is obvious that all of them have to be carefully analyzed by the top management and those are chosen from them which in a varying degree correspond to situation and strategy of the organization. At introduction of the integrated quality management system the top management has to consider not only benefits from introduction, but risks of possible mistakes at creation of system. Besides to consider probability of an overload of the personnel during this period as the current work thus is not cancelled.
Will demand to support ISM in operating state implementation of higher requirements to competence of the personnel, and not only managers of the highest and average links, but also operators, as well workers of the lower link.
It should be noted full identity of elements and requirements of the ISO 14001 and OHSAS 18001 standards (figure 1), with a difference only that application of the ISO 14001 standard is directed on decrease in negative impact of activity of the enterprise on environment, including due to improvement of ecological properties of products and the correct consumption of resources, and application of OHSAS 18001 - on decrease and an exception of negative impact of production factors on health of the personnel and property of the enterprise. Advantages from the introduction of systems of ecological management and labor protection making a framework of a pyramid of ISM it is shown in figure 2
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In the simplified formulation it sounds so: "Everything that occurs within the room concerning damage, safety and health, is OHSAS 18001, everything that occurs outside the room of rather same categories, is ISO 14001".
In many cases the top management of the organization make the strategic decision on creation of ISM, for purely tactical reasons. In this case the purpose of work is not improvement of management and increase of efficiency of business, but achievement of momentary effect from obtaining the certificate and the corresponding PR campaign. Danger of such approach consists in unreasonable speeding up of work and negative attitude to so important innovation from the personnel and other interested parties.
For increase of knowledge of the most important advantages of ISM market researches which results are presented in table 3 are conducted.
Table 3 Results of researches
| The most important advantages | Number of the firms which noted advantage, % | |
| Observance of requirements of the customer | 3,8 | |
| Export growth, expansion of the foreign markets | 4,4 | |
| Reduction of expenses and increase of efficiency | 5,7 | |
| Maintenance and ensuring competitiveness | 5,7 | |
| Gain and deduction of the place in business | 5,7 | |
| The best management and the best the enterprise of production, smaller number of problems on production | 6,3 | |
| Increase of degree of satisfaction and trust of the customer | 7,6 | |
| Expansion of business and sales volume, and also network of clients | 8,2 | |
| Stability increase, standardization, repeatability, smaller degree of convertibility | 12,0 | |
| Improvement of quality of production, quality of management, improvement of the existing quality system | 22,0 | |
| Found it difficult to answer | 19,6 |
The main conclusions which can be made on the basis of the received results, it:
1 The highest percent was occupied by a position on improvement of quality of production and quality of management
2 Increase of stability, degree of satisfaction of the customer and the best the enterprise of the management showed identical result of poll
3 Reduction of expenses, maintenance and ensuring competitiveness, a gain and deduction of the place in business were also noted by higher points in the most important advantages from introduction of systems of management.
4 Justification of practical expediency of creation of ISM
By results of researches of experts in the field of system of management to number of the most problematic issues, ISM arising at development and deployment, belong]:
- justification of practical expediency of creation of ISM;
- choice of option of integration of systems of management;
- preliminary diagnosing of the systems of management included in ISM;
- enterprise of works on creation of ISM;
- design of ISM;
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- documenting of ISM;
- enterprise of internal audit of ISM;
- assessment of productivity of ISM
The integrated systems of management can be created in the enterprises of any sizes and types. A main objective of creation and introduction of ISM is improvement of management for increase of efficiency of business of the organization and competitiveness of the enterprise.
According to ISO, the number of the certificates issued on quality systems - hardly exceeds one thousand. Systems of ecological management on MS of ISO 14001 some tens are certified. These results show that on the quality management system (QMS), environment and labor protection not enough attention is paid to widespread introduction of the international standards.
Some reasons of such situation. One of them - unwillingness of the highest management of the enterprises to be engaged in system management. At many enterprises certifying QMS, this work was directed only on obtaining the certificate. About use of such effective tool as quality management system, for increase of controllability of firm, receiving economic effect and steady position in the market often there was no speech also. It was promoted also by activity of many consulting firms focusing the enterprises only on certification and preparing "turnkey" quality systems only for these purposes.
Among the enterprises which introduced quality management system, only units felt real economic and administrative effect. Therefore heads of firms extremely are skeptical about construction and introduction of the systems of ecological management (SEM) and systems of management of health and safety, including this business by waste of means which leads only to increase in number of documents and creation of one more inefficient structure.
Creation of system of management of safety and labor protection at the majority of the enterprises - too right at the beginning. Despite the considerable volume of legislative and normative documents in this field of activity, in them there are no requirements and recommendations about creation of systems of management. The OHSAS standards of a series 18000 of very few people are known and are still officially not translated into Russian, without speaking about their legislative introduction in Kazakhstan as national normative or recommendatory documents.
Human resource management, financial activity, information, infrastructure, safety is based in even more free and not system forms.
At the same time at the majority of the enterprises which introduced quality systems and felt really administrative and economic effect of system management began to look narrowly seriously at creation of systems in other fields of activity. Thus heads of the enterprises move in the simplest and seemingly logical way - include in the quality system all services of the enterprise, forcing them to develop the procedures regulating their activity. So, economic, ecological, financial, HR and other services are entered into QMS. Practically all enterprises start functioning by the same rules: all kinds of activity are documented in a quality manual, standards of the enterprise, instructions, etc. All divisions join in schedules of audit inspections. Visibility of the uniform integrated system of management of the enterprise is created.
As the first internal auditors when before them there is a question of an assessment of activity of economists, accounts departments, HR department feel artificiality of such "system". In series 9000 ISO MS about these kinds of activity either it is told nothing, or they are mentioned casually. The policy of quality for them does not establish any principles and the purposes. The normative documents containing requirements to systems of management in these areas no. As a result audit is reduced to verification of the provision on division, duty regulations and, as a rule, the only STP developed by employees of the checked department.
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On management almost does not occur in modern publications a practical advice how to construct system management at the enterprises. Concepts of system, processes are given, is talked politics and the purposes, separate rules and recommendations of creation of separate elements of system are made. Concepts from area of regular management are called, examples of the enterprises regulating any documents separate processes are given. Practically does not meet examples of the firms which extended the system management based on the principles established in the ISO standards of a series 9000 to all fields of activity.
At the same time around the world today the main direction of improvement of management of the enterprises is creation and introduction of the integrated systems of management on the basis of the ISO international standards of series 9000, 14000 and OHSAS of a series 18000, etc. In these documents world experience of system quality management, is collected by ecology, the personnel, labor protection and industrial safety, information support of systems [.
Systems coordinate in a whole the interacting and interconnected processes making an essence of activity of the enterprises direct work of divisions on achievement of a main goal of business - receiving profit by satisfaction of requirements and expectations of consumers. Thus effective management of ecological aspects and quality, the personnel and resources, finance and information, processes and terms, risks and safety on the basis of new information technologies, and as result - increase of competitiveness of production and firm is provided.
The first version of MS of ISO of a series 9000 which appeared in 1986 created base for creation of quality systems already on uniform approaches and the principles, without denying, and supplementing the experience of system quality management and ensuring quality which is already available in many countries and the enterprises. Further development of the ISO standards of series 9000 and 10000 of later versions formed a basis for application of the principles of creation of control systems of environmental protection, labor protection and safety underlain in them. Requirements and recommendations about development and deployment of these systems were established in the ISO standards of a series 14000 and OHSAS of a series 18000.
However the basic bases of system management which incorporated world experience are still concentrated in series 9000 ISO MS. The version of standards of this series of 2000 pulled together the principles of system quality management and management of business even more.
5 We will consider the principles underlain in the new version of these standards from the point of view of a basis for creation of the integrated systems of management.
ISO 9000:2005 MS "Quality management system. Basic provisions and the dictionary" very closely coordinates the basic concepts in the field of the general management and quality management. In item 2.11 it is said thatQMS is the part of system of the general management of the organization directed on achievement of results according to the purposes in quality area. These purposesare added with other purposes of the organization connected with development, financing, profitability, environment, labor protection and safety. Various parts of system of management of the organization can be integrated together with QMS into uniform system of management when using the general elements. Integration creates a basis for planning and allocation of resources, definitions of common goals and an assessment of overall effectiveness of the organization. Internal audit can be used for an assessment not only compliance to requirements of MS of ISO of series 9000 and 14000, but also to own requirements of the organization for all activities.
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Terms and the definitions given in ISO 9000:2005MS underline interrelation of the general concepts of area of the general management and quality management which is organic part of the coordinated activities for the management and management of the organization.
The system of the integrated management - system for development of policy is more whole also than their achievement.
General elements.
First element. If to speak about creation of system of management of the organization, development of Policy of the organization is required. Politicians in the field of quality, ecology, safety, etc. have to be the equal and coordinated parts of the general Policy and Strategy of the organization. Thus it is recommended that the Policy followed from conscious Mission of the organization. (Mission - the document describing the purpose and sense of existence of the organization and answering a question why exists this business or a kind of activity.) At the same time the decision, as Strategy, and Vision (vision arises - the document describing the future of the organization) [35] organizations have to be formulated by the top management and are documented.
The top management has to develop the Purposes on all activities focused on its improvement for realization of Mission, Policy and Strategy of the organization. Besides, it is necessary to organize development of the Purposes in all divisions and at all levels of management. The purposes have to be measured for possibility of the systematic periodic analysis and an assessment of productivity and efficiency of activity. Achievement of the objectives is impossible without planning of concrete actions, including without establishment of concrete terms, performers, allocation of necessary resources.
Such statement of work on all activities, within all systems of management of the organization, promotes the weighed, coordinated definition and resource management.
Development and deployment of systems of management also have to be planned.
Mission, Policy, Strategy, the Purposes and plans of the organization have to be brought to all and are clear to all personnel. Only in this case it is possible to hope for its support and involvement in process of effective implementation of plans.
The second all-system element is development of structure of management and distribution of powers and responsibility of the personnel for each aspect and activity, Such distribution has to be documented. As a classical form of documenting regulations on divisions and duty regulations, and also quality manuals and to other aspects of activity serve.
The third, key element doing system validly by system is documenting of all procedures, techniques, the instructions providing opportunity to define how it is necessary to operate all aspects of activity of the organization, processes and works. And here the ISO standards of series 9000 and 10000 again come to the rescue. The classical pyramid of documents QMS given in ISO 10013 MS is suitable for any system of management. It is necessary only, taking into account told, to complete it the guides to systems of management, programs, plans, all-system and special procedures, documents according to series 9000:2000 ISO MS:
- all-system procedures - the procedures establishing ways of implementation of activity, the general for all systems of management. Procedures for management of documentation, records, for development of the correcting and warning actions, audit, the analysis of productivity of activity and efficiency of systems of management, for management of discrepancies in systems, processes or production can concern to them. Some procedures can be the general in two or several systems of management, for example, procedure for training and qualification of the personnel can be the general in systems of quality management, ecological management, safety and labor protection, management of the personnel, but requirements can be concretized in instructions;
- special procedures are the procedures regulating a procedure of activity or process only within concrete system of management (for example, on quality, ecology, safety, etc.).
The volume, depth, degree of a detail of documenting depend on a look and the scale of the organization, complexity and interaction of processes, qualification of the personnel, external requirements and other factors.
6 Approaches to development of documentation installing the integrated system of management can be various. It is possible to develop:
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- the uniform Guide to management of the organization in which both mission, and strategy, and policy will be given and the principles of all systems of management are established;
- The guide to management of the organization and the separate managements for each system of management;
- various managements for each system.
Approaches get out each organization individually depending on its sizes, complexity of structure, traditions, readiness of the personnel and sufficiency of resources for simultaneous or stage-by-stage introduction of system of management.
Before starting creation in the ISM organization, the top management has to think over algorithm of effective actions the scheme to which it is given in figure 3.
The figure 3 Algorithm of Effective Actions at creation of ISM.
| Assessment of the need to improve management |
| Analysis of the benefits and risks of the creation of IMS |
| Create ISM advisable? |
No
Yes
| Development and implementation of IMS |
| Evaluating the impact of IMS |
| IMS is effective? |
No
Yes
| Need an external confirmation of IMS? |
No
Yes
| Certification ISM |
| Regular review of IMS senior management |
Designation of symbols:
- final symbols;
- active symbols;
- end form.
7 An integration option choice taking into account branch specifics
The choice of option of integration has to be carried out with understanding of their essence. The main objects of integration are the systems of management meeting the requirements of the ISO 9000, ISO 14000 and OHSAS 18000 standards now.
In this regard, there is an objective need of the analysis and an assessment of the existing international standards in the field of quality management and development of practical recommendations about their sharing at the enterprises. Similar integration will allow to find the most preferable option of a combination of different types of standards in the field of quality management that will promote increase of economic efficiency of their use at the enterprises and to the level of motivation of heads of the enterprises to application of the international standards.
Now two options of integration two options of integration of two or more systems of management are used [15]:
- creation of the ISM additive models when to quality management system, carrying out a role of basic system and in necessary cases HASSP, GMP or FSC using requirements, the system of ecological management (SEM), OHSAS system are consistently added (fig. and). At application of this option the gap between the beginning of works on introduction of one system and the beginning of introduction of the following can make of half a year till several years;
Despite indisputable organizational and economic advantages of the second option of creation of ISM, it meets still extremely seldom that is caused by complexity of works on this option and that emergence of MCC occurred throughout the long period of time; the ISO standards of a series 9000 were enacted in 1987, the principles of HASSP and GMP - in the early nineties, the ISO 14000 standards - in 1996, the OHSAS standards, - in the late nineties.
At realization of any of these options it is extremely important to define a scope of the created ISM correctly. It is necessary to establish production, services, processes, production lines, sites and divisions of the organization covered by ISM. As in the ISO 9001 standard it is assumed that the enterprise cannot follow some requirements of section 7, it is necessary to prove a rationality and correctness of all excluded requirements at aspirations of the organizations to reduce a scope of ISM it is necessary to consider possible risk of that some requirements of consumers will not be met, for example, when requirements of the potential customer can include more strict requirements and expectations of end users.
Attempt to establish wider borders for ISM having included processes, criteria which estimates are not standardized in area of its action, can lead to noticeable complication of works on creation of ISM and, as a result, to increase of failures of system.
Carry (tab. 4) to number MCC carry the standards developed on the basis of series 9000 ISO for application in concrete branches, and also standards on the control systems which are based on the principles of HASSP and on the principles GMP, and standards on the systems which are based on the principles of FSC.
MCC establish requirements to that it is necessary to make achievements of the objectives in various areas of the general management. With a defining advantage of standards MCC is systematization of requirements to activity of the organization in concrete areas of management and creation of prerequisites for advance by it systems to business perfection.
The infrastructure of the international standards used at creation of the integrated systems of management can be considerably expanded at the expense of the standards which gained world recognition on standard computer systems of planning and production management and modeling of processes. These are such standards, as: MRP, MRP II, ERP, CSRP, CALS, ARIS, IDEF, etc. However these standards, though are directed on increase of efficiency of management of the organization, are tools for the solution of especially technical problems of management and therefore can be considered only as the auxiliary. Their use is expedient only after reduction all integrated systems of processes identified in in compliance with requirements of MCC.
Table 4 the International standards of management intended for various branches
| Industry | QMS |
| The automobile | ISO/TU 16949:2002 (QS 9000) |
| The space | AS 9100:2001 |
| Telecommunication equipment | TL 9000:2001 |
| Medical equipment | ISO 13485:1996, ISO 13488:1996 |
| The pharmacological | GMP standards |
| The forest | FSC standards |
| The information | ISO 17799 |
| The food | ISO 22000:2005 |
| The laboratory | ISO 17025 |
| The oil | ISO 29001 |
As objects of integration are offered as well the balanced system of indicators, and statistical management of process, and the concept "Six sigma", and system of electronic document flow. However such wide choice of objects is inexpedient as if already at the introduced quality management system according to requirements of ISO 9000 in addition include the systems of management meeting the requirements of industry standards in objects of integration one of fundamental laws of formal logic - the law of identity is broken. According to this law integration can be only between dissimilar objects.
Industry standards of quality management are similar to the ISO 9000 universal standard and therefore introduction of requirements of the ISO 9000 branch standard should be considered as deepening of the operating quality management system. If it is offered to integrate systems of management with the principles of HAASP or GMP, it is violation of unity of a sign of integration. Computer systems, the balanced system of indicators, statistical management of process, the concept "Six sigma", system of electronic document flow are also not systems of management and act only organizational and methodical or technical as means by means of which it is possible to increase stability and efficiency of the general system of management of the organization. All these systems have no the conventional criteria on the basis of which their objective assessment could be carried out. Introduction of these systems in the organization can only be welcomed, but within separate projects, and in relation to the project of creation of the integrated systems of management it has no relation.
Taking into account branch specifics, for example for the food industry the choice of option of integration provides inclusions of the ISO 22000 standards as additional element.
The food industry - one of industries where questions of quality of production are self-evident and the most significant. Interest of the enterprises of the food industry in the ISO standards of a series 9000 arose from their emergence. Today according to ISO the number of the certified enterprises of the food industry makes more than 20 000. The main reasons are requirements of consumers and government bodies, aspiration to increase the cost and image of the company, desire to build a control system of the company on the basis of the best world practices and to increase competitiveness of production, dependence of procedure of certification of production on existence of the certificate on quality management system and others. When we speak about the food industry, we mean all participants of a chain of production and realization of food products.
The top management of the company of the food industry has to define accurately the purposes of integration and what standards or normative documents will be base for system of the integrated management.
Today for the enterprises of the food industry the following international standards are applicable:
- ISO 9001:2008(State standard specification P ISO 9001-2001) - "Quality management system. Requirements"
- ISO 14001:2004 - "Systems of ecological management. Requirements"
- OHSAS 18001:2007 - "A control system of safety and health on production"
- ISO 22000:2005 - "Control systems of safety of foodstuff. Requirements to any organization of a food chain"
The top management can make the decision to use one or group of standards. But the most suitable, the following approach is:
The integrated system of management the ISO 9001:2008standard is assumed as a basis, but its requirements are supplemented with the ISO 22000:2005 standard, and then the system can be integrated with ISO 14001 and OHSAS 18001.
Graphically the interrelation of these standards can be expressed according to figure 5.
The figure 5 Interrelation of the International Standards at creation of the integrated systems
ISO 9001:2001
ISO 14001:2004 OHSAS 18001:2007
ISO 22000:2005
From drawing it is visible that all these standards are closely interconnected among themselves and, having chosen even one standard, it is possible to consider requirements of other standards in absentia. To define the most important, what standard will be the basic. It is recommended to use ISO 9001:2008, as the most complex and covering the most part of an enterprise management system.
Control questions:
1 Main objectives solved at introduction of ISM
2 What standards are included into structure of ISM
3 Advantages from introduction of ISM
4 Similarity of provisions of the international standards entering into structure of ISM
5 Algorithm of actions at creation of ISM
6 Tell about the ISM general elements
7 Infrastructure of the international standards used at creation of the integrated systems of management taking into account branch specifics
Literature
1 ., . // 7-2005. .68-73.
2 .. : . : ,2000. - .1-52
3 .., .. 9001, 14001 OHSAS 18001// , . ..-8-2007.
4 ., . // 7-2005. .68-73.
Lecture 13
Theme: Ensuring quality. Management of technological processes on quality indicators. Methods of the analysis and ensuring quality in production, operation, repair. Ways of elimination of the reasons worsening quality in production, operation and repair.
Lecture plan:
1 Concept "quality"
2 Quality as object of management
3 Ensuring quality of production in the course of conducting technological process
