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www.qualityaustria.com 1Integrated Management Systems www.qualityaustria.com Accredited by BMWFJ, Austria

ISO 9001ISO/TS 16949

SCC

Integrated Management SystemsThe Position of Quality Austria

Edition 03/2013

ISO 14001

OHSAS 18001

ISO 22000

ISO 50001

PEFC CoC

ISO 26000

www.qualityaustria.com2 Integrated Management Systems

Editorial Contents

Starting Point and Aspirations 3

Context of the organisation 3

Dimensions of management system integration 4

Integrated Management Systems and the Benefi ts of Certifi cation 5

Benefi ts of certifi cation at ISO 9001-certifi ed organisations 5

Benefi ts of certifi cation at IMS-certifi ed businesses 5

The Development towards Integrated Management Systems 6

Quality Management as an Integration Platform 7

The concept of performance 7

Shaping corporate policy 7

Plan-Do-Check-Act 8

Integration models 8

Upsizing/downsizing 8

Twelve Approaches to Integration 10

1 Approach through the context of the organisation

10

2 Approach through strategy consolidates the operating business 10

3 Approach through risk and opportunity management guarantees future viability 10

4 Approach through organisation creates effective structures 11

5 Approach through employees fi lls a management system with life 11

6 Approach through process management provides a basic framework for designing processes 11

7 Approach through audits provides a strong development lever for all organisations 12

8 Approach through established methods makes successful implementation easier 12

9 Approach through documentation reduces effort and boosts acceptance 12

10 Approach through key performance indicators makes effects measurable 12

11 Approach through legal certainty creates a court-proof organisation 13

12 Approach through rules and standards creates an overview and synergies 13

Developments and Trends 13

IMS help cope with complexity 13

Status quo of revision and harmonisation 14

Increasing corporate quality with IMS 14

Literature 15

Quality Austria’s Participation in Standardisation Bodies 15

Imprint 16

Quality Austria’s position paper on integrated manage-ment systems has already been revised and updated for the second time, with the third edition being published at the beginning of this year. The fi rst edition appeared in September 2011. Looking back, the qualityaustria position paper on integrated management systems has proven a success. The fi rst and second editions with more than 8,000 printed copies are now out of print. Almost 6,300 downloads from the qualityaustria web-site were recorded in 2012 alone. It has been referred to as the “most compact” paper and the “most up-to-

date” document on understanding integrated manage-ment systems. Statements from the position paper have also been included in strategy papers of qualityaustria

clients. All this shows that our expectations have been clearly exceeded, which obliges Quality Austria to refl ect on and update this position paper on a regular basis. A few fi gures are not the only things that have changed. Due to the advanced international discussions in the course of the revision and harmonisation process of the major system management standards such as ISO 9001, ISO 14001 and others – Thomas Szabo, standards expert and qualityaustria network partner, has been intensively involved on several levels – signifi cant, far-reaching and partly radical changes are on the horizon. We have taken these upcoming changes into account in the revised 3rd edition. Important new aspects are, for instance the “con-text of the organisation” and the expansion of the integ-ration approaches from ten to twelve. The understanding of the concept of performance has also been broadened.

Konrad Scheiber CEO Quality Austria

www.qualityaustria.com 3Integrated Management Systems

Starting Point and Aspirations

Every company and every organisation has its very own management classification which governs and maps me-chanisms and modes of action of relevance within the organisation and, in doing so, encompasses different ma-nagement systems.In most cases, the build-up of these management sys-tems follows certain thematic approaches. Virtually every organisation has installed a performance-oriented ma-nagement system that illustrates the most important to-pics of order fulfilment and resource management and, through expenses and result, also serves the purpose of operational control. Many forward-looking companies al-so have in place quality, environmental or safety manage-ment systems. Today, these approaches to management systems are governed by international standards or in-dustry standards. New standards reflecting valuable ex-perience are created on a regular basis and made availa-ble as an additional thematic approach to a management system, e.g. Corporate Social Responsibility (CSR), risk management, energy management.

From the point of view of Quality Austria, an organisation’s integrated management system (IMS) serves to integrate the systematic and coordinated implementation of the re-quirements laid down in various international standards and industry standards in a SINGLE uniform management system. If organised adequately, there are, in principle, various benefits in integrating different management sys-tems. In particular, areas identified by the organisation as being of material importance are consistently addressed.

This position paper aspires to provide a summary of the dimensions and approaches of the integration of ma-nagement systems from a modern point of view and to illustrate beneficial aspects, thereby offering clear starting points for designing integrated management systems.

Context of the organisationIn the course of the revision and harmonisation of system management standards, understanding the organisation’s context has become the central point of analysis. This is based on the assumption that systematic management is only possible if an organisation recognis-es its own specific context. A differentiation is made bet-ween “external context” and “internal context”.

From an external context perspective, the analysis of the relevant parameters includes political, legal and re-gulatory, economic and financial, technological and com-petition-related framework conditions as well as regional, cultural and social aspects. What is important here is to establish the trends and forces that have a significant im-pact on the organisation’s objectives.

The analysis of relevant parameters from an internal context perspective describes the role of governance, the organisational structure including roles and respon-sibilities as well as policies, objectives and the strategies in place to realise them. The analysis of internal parame-ters questions the organisation’s capability of managing resources and knowledge, e.g. capital, time, people, processes, systems and technologies. In addition, when analysing the internal context, the following questions are asked: What information systems are provided? How are information flows and decision processes designed? What models, standards and guidelines are taken over by the organisation? What form do contractual relationships take? What values are truly embedded in the organisati-on? What shapes the corporate culture?

Context also includes the perceptions, aspirations and values of internal and external stakeholders.

As a consequence, the previously applied approach based on points of view of five groups of stakeholders, namely staff, clients, owners and investors, suppliers and partners, as well as neighbours and the public (see IMS Position Paper, 2nd Edition, p. 2) needs to be defined mo-re broadly.


Dimensions of IntegrationIt makes sense to break down the successful integrati-on of a management system into several dimensions (cf. Illustration 1).

The integration of topics and requirements such as quality, the environment, occupational health and safety, risks, social responsibility and industry-specific require-ments is, in most cases, given utmost priority when de-signing an IMS.The different requirements resulting from standards and industry standards often also correspond to the demands made by the individual stakeholders. In the past, these requirements were often viewed in an iso-lated manner and presented in separate systems and structures. In an increasingly complex and challenging environment, qualities like speed, flexibility, operational perfection and agility are expected from organisations. This can be best guaranteed by understanding the connections and interrelations of processes, integrating the different re-quirements and keeping the documentation simple and comprehensible as well as easy to amend and improve.

Top down integration is a fundamental requirement which is more than plausible in the light of the clear re-quirement that an organisation’s mission statement and strategy should be reflected in its processes. A manage-ment system serves no purpose in itself, but is oriented towards the company’s success. It is the system that serves the organisation’s interests and not the other way round. Value is added through the best possible integration in the value-creation processes. Moreover, standards require the management to clearly formula-te the company’s policies and thus provide a precise framework for action. An integrated management sys-tem thus supports a consistent leadership framework which allows both executives and employees to clearly understand the different requirements of the individual management areas and to satisfy them in line with the company’s values.

The integration in day-to-day processes supports the two other integration topics and takes account of the fact that a lack of consistency in implementation is more likely than consistent practice. Here, the importance of the leadership tasks of implementation and enforcement becomes apparent. The role model of the top manage-ment ist essential for the successful fulfillment of the IMS requirements. By rooting the management system in day-to-day processes, the economic benefit becomes alive and effective.Clarity in one’s daily work, the use of synergies and the bundling of scarce resources are thus at the fore when it comes to the integration of management systems.

Top down integrationfrom mission statement/policy to operational

implementation of consistent frameworks and values

Integration in day-to-day processes

Integration of topics/requirements

with each other

Illustration 1: Dimensions of the integration of management systems.


Integrated Management Systems and the Benefits of Certification

Quality Austria stands for the certification of integrated management systems and thus keeps highlighting the be-nefits of certification of integrated management systems. The periodical audits of the IMS from different points of view and with the objective of achieving continuous im-provement promote knowledge transfer within the orga-nisation as well as a continuous learning process. After all, audits are a learning platform. Quality assurance, legal certainty, improvement of environmental performance, en-hancement of motivation and staff competences, consoli-dation of an authentic image both within the organisation and towards the outside, as well as a reduction in acci-dent figures are major beneficial aspects of an integrated management system. This is the result of a survey carried out by Quality Austria among its certified clients. The qualityaustria survey on the interplay of the impact of integrated management systems and the implemen-tation of EU environmental policy identified the legislator as the central driver when it comes to environmental is-sues. Legal aspects mattered much more than funding programmes and environmental protection had been put on top of the agenda. This trend was more distinct in the case of IMS-certified businesses than with ISO 9001-cer-tified businesses. The survey, carried out in 2009, invol-ved 135 ISO 9001-certified and 115 IMS-certified orga-nisations in Austria. The respondents were managing directors and quality managers.

In terms of process, client and staff orientation, this result is identical with the core requirements under ISO 9001:2008. Companies with ISO 9001 certification are able to conso-lidate their market position and to improve their image. At 41%, increasing legal certainty ranks number 6 in the list of advantages achieved. This shows that legal certainty plays a smaller role than with IMS-certified organisations.

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Illustration 2: Benefits of certification ISO 9001

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In how far has the certification/assessment of your organisation contributed to the following aspects?

Please assess each of the influencing fac-tors. So far, the IMS certification has made a strong to very strong contribution to ...

All figures in percent.

Two major core requirements of environmental manage-

ment systems, namely legal compliance and the assess-

ment, evaluation and improvement of environmental im-

pacts, are reflected in the statements that the certification

has made a strong to very strong contribution to higher

legal certainty and the control of environmental impacts.

The call for improvement of the environmental perfor-

mance is further underlined by the fact that increasing en-

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is the strong to very strong impact of the certification on

the training of staff in the fields of environment and safe-

ty. The focus in this connection is on environmental ma-

nagement and risk management as well as on training to

become an internal auditor. It is obvious that it matters to

companies that their staff are aware of environmental and

safety issues and also have the corresponding abilities.

This safety awareness in turn has a positive effect on the

reduction of accident figures.

IMS-certified companies are also more likely to actively

communicate their achievements:

n in annual reports

n in environmental declarations

n in sustainability reports.

In times where clients and consumers become more and

more critical, this helps to take credible and trust-building

measures.

It looks like the strong to very strong influence on the

company’s image can be derived from the sum total of the

advantages of certification. Certification sustainably sup-

ports the formation of an organisation’s positive image.

Moreover, IMS-certified businesses also see the conso-

lidation of their market position as an additional benefit.

Illustration 3: Benefits of IMS-certification

Benefits of certification at IMS-certified businesses


The development of today’s integrated management sys-tems can be roughly divided into the following characte-ristic development periods: With the onset of the industrial boom after World War 2, awareness that “quality testing” alone would not be enough to support professional pro-duct manufacturing arose. The motto of those times was “You cannot test quality into a product. It has to be built in during the manufacturing process”. This marked the beginning of quality assurance and quality assurance sys-tems. This principle was supported by numerous repre-sentatives of interests and the first rules and standards on quality assurance systems came into being. In 1987, the ISO 9000ff standard was published. The ba-sic requirements laid down in the different quality assu-rance rules and regulations were integrated in this stan-dard. ISO 9001 gained wide acceptance within a short period of time. Based on this standard, a third-party certi-fication system with international validity was established and, with a view to revising and enhancing this certifica-tion system, an internationally harmonised accreditation system was created. These were the basics that contribu-ted to the global spreading of ISO 9001 certification. Ac-cording to the ISO Survey, more than 1,1 million organi-sations had obtained an ISO 9001 certification until 2011.

In 1992, the EU published the EMAS (“Environmental Ma-nagement Audit Scheme”) Regulation on environmental management and, in 1996, the global environmental ma-nagement standard ISO 14001 followed. Both environ-mental management systems have their roots in the 1992

World Summits on Sustainable Development in Rio de Janeiro. According to an ISO survey, more than 267,500 organisations all over the world were ISO 14001-certified in 2011. The OHSAS 18001 standard on occupational health and safety was issued by the OHSAS consortium in 1999. In 2011, the number of certificates issued world-wide was 104,000. So far, more than 1,000 ISO 50001 certificates have been issued worldwide.

In 2000, the system-process model was integrated in a new version of ISO 9001, the most widespread standard on management systems, as a basic requirement. Priori-ty was given to orientation towards customers, proces-ses and staff. The process-oriented approach still forms a strong base for designing and certifying management systems of organisations. Coordinated processes with control criteria for assential aspects and their internalisa-tion in day-to-day routines are the basis for all manage-ment areas. The basic understanding enshrined therein is also the basis for additional system standards, e.g. for environmental management and safety management. The efforts taken by many groups of stakeholders to crea-te separate rules and standards beyond the existing ma-nagement system standards to define the requirements for additional fields and/or to further specify the standards for their own industry is noteworthy as well. By way of ex-ample, some of these standards are listed below. For a full list, see the latest revision of the qualityaustria overview of services:

1. Welding businesses: ISO 3834 providing details in addition to ISO 9001, Metal construction: EN 1090

2. Automotive: VDA 6.x, ISO/TS 169493. Airspace: AS/EN/JiSQ 9100 4. Telecommunications: TL 90005. Food safety: ISO 22000, IFS, BRC and many more6. Medicinal devices: ISO 134857. Learning services: ISO 299908. Railway suppliers: International Railway Industry

Standard (IRIS)9. Energy management: ISO 5000110. Safety: OHSAS 18001, SCC, SCP11. Corporate Social Resiponsibility (CSR): GRI, ISO 26000, SA 8000, ONR 19250012. Risk management: ISO 31000, ONR 49000 ISO has also recognised the need for harmonisation in the light of growing diversity. Several years were spent on preparing a harmonisation concept, which became bin-ding in spring 2012: All new ISO standards defining requi-rements for MS and all necessary revisions have to use a common structure (order of the sections), a common core text and the same terminology. (ISO/IEC Directives, ISO Supplement, Annex SL, Appendix 3)

The Development towards Integrated Management Systems


The concept of performance In order to be able to assess the efficiency of a manage-ment system, it is necessary to analyse its performance. We understand the term “performance” to mean “efficien-cy and ability to achieve results”.

In the following, the concept of performance as defined in the five major standards (ISO 9001:2008, ISO 14001:2004, EMAS, OHSAS 18001:2007 and ISO 50001) is compared. The priority objective of ISO 9001 is to assure a company’s customers that the products they buy are compliant with requirements. For this reason, measuring product quali-ty using suitable indicators is given special importance. Moreover, the necessary processes are measured. Seve-ral sections of ISO 9001 are dedicated to these issues. Primarily, the standard provides for the establishment of specific objectives (cf. ISO 9001 Section 5.4.1, quality objectives) and the measurement of products and pro-cesses (cf. ISO 9001 Sections 8.2.3 and 8.2.4). As ISO 9001 also aims at increasing the satisfaction of custo-mers, customer satisfaction is another key indicator (cf. ISO 9001 Section 8.2.1)

For the purpose of integration, ISO 9001:2008 may and should be used as an integration platform. In line with the process approach (ISO 9001:2008, 0.2 process approach) it is made clear that the importance of this approach also encompasses an emphasis on achieving results in terms of process performance and efficiency. Customer satisfac-tion is deemed to be one of the measurements for asses-

sing the performance of the quality management system. Accordingly, the organisation shall monitor information relating to customer perception as to whether the orga-nisation has met customer requirements. Input criteria for management review include customer feedback, product conformity and also process performance.

In the case of ISO 14001:2004 and OHSAS 18001:2007, the assessment is based on the performance in the field of environmental protection and/or occupational health and safety (ISO 14001:2004, 4.6, OHSAS 18001:2007, 4.6). With a view to environmental protection and/or occupatio-nal health and safety performance, it is stated that organi-sations of all kinds are increasingly concerned with achie-ving sound performance in these fields (ISO 14001:2004, BS OHSAS 18001:2007, introduction). They do so in the context of increasingly stringent legislation. Environmen-tal performance is defined as the “measurable results of an organisation’s management of environmental aspects” (ISO 14001:2004, 3.16).

REGULATION (EC) No. 1221/2009 OF THE EUROPEAN PARLIAMENT AND OF THE COUNCIL of 25 November 2009 on the voluntary participation by organisations in a Community eco-management and audit scheme (EMAS) calls for performance indicators and core indicators to be taken into account. These performance indicators refer to energy efficiency, material efficiency, water consumption, waste volume, biodiversity (concerning the use of land) as well as emissions.

Innovations brought by ISO 50001 consist of an obliga-tion to carry out an energy review (ISO 50001, Section 4.4.3) and to determine an energy baseline (Section 4.4.4 – energy data period suitable for energy consumption). On this basis, energy performance indicators are to be established (Section 4.4.5).

Shaping corporate policy Organisations that get certification have to commit them-selves to the following in their “corporate policy”: n Quality policy: satisfying requirements and conti-

nuously improving the quality management system’s efficiency (ISO 9001:2008, 5.3 quality policy)

n Environmental policy: continuously improving and preventing environmental burdens as well as com-plying with the applicable legal obligations and other requirements (ISO 14001:2004, 4.2 environmental policy)

n Occupational health and safety policy: preventing injuries and sickness, continuously improving occup-ational health and safety management and services and complying with the applicable legal obligations and other requirements (OHSAS 18001:2007, 4.2 oc-cupational health and safety policy)

Quality Management as an Integration Platform


With the growing importance of energy efficiency (EU Energy Strategy, Austria’s energy strategy including Draft Federal Energy Efficiency Act, global growth of ISO 50001), energy policy is going to significantly gain importance in many companies within a short period of time. Further examples include risk policy (ISO 31000, ONR 49000) and security policy (ISO 27000).

These commitments may be seen as the lowest com-mon denominator for a company’s integrated policy. In case customer requirements and/or legal requirements change, the company’s goals need to be adjusted accor-dingly. The newly developed strategies and the programs, projects and/or measures derived from such strategies have an impact both on the process goals and the reali-sation processes and thus also on process performance. The priorities within the system might change, resulting in strong interrelations between the goals set, the provision of resources and the supervision and measuring of the realisation processes. Implementing measures do not only refer to quality as-pects but also to environmental aspects such as energy and material efficiency, water consumption, waste, land consumption and emissions and occupational health and safety aspects. The situation is similar when it comes to new and changed procedures and/or the use of new hazardous substances in the field of occupational health and safety. As a consequence, new internal and external staff training may become necessary.

Plan-Do-Check-ActIn practice, quality management lends itself to being a good integration platform for standardised management areas. As the process-oriented approach is comprehensi-vely embedded, the entire organisation is already mapped in a quality management system. The PDCA (Plan-Do-Check-Act) cycle plays a major role in this connection. In practice, this cycle serves as a model for the continuous improvement process. As the management system standards ISO 14001:2004 and OHSAS 18001:2007 follow the same approach, their requirements can be well integrated into an existing clas-sification of a quality management system.There are interrelations between the different core and support processes, e.g. between product specification, production and marketing or sales, but also between distribution and procurement. Other interrelations might arise from the additional perspectives of environmental protection and occupational health and safety. Practical approaches to integration are presented in the next section.

“Systemic Management” means setting system goals and aligning the relevant processes and required resources

accordingly. Basically, it is always about satisfying requi-rements, be they customer requirements or legal requi-rements regarding the product or, as in the case of stan-dards on environmental aspects or occupational health and safety, legal requirements referring to the organisation itself.

Integration modelsWhen it comes to the integration of management sys-tems, in the course of practical use in businesses, the following three models, which differ in terms of depth of integration, can be observed: n Summary integration modeln Adaptive integration modeln Process-oriented integration model

In particular the adaptive and the process-oriented inte-gration models are characterised by an increase in effici-ency in the control of the management systems. Syner-gies regarding the same or similar requirements of various management systems can be used in a reasonable and effective manner (e.g. CIP, corrective and preventive mea-sures, control of documents and records, etc). The pro-cess integration model has the highest depth of integrati-on and/or maturity.

If all management system models of relevance to the company are summed up in a single management sys-tem documentation, this may be referred to as IMS do-cumentation.

Upsizing / downsizingIn practice, there might be the risk that internal business requirements and external necessities result in a strong increase in system documentation (upsizing). As a conse-quence, the problem of over-regulation might occur after some time. One possible measure against upsizing of documentation is targeted downsizing. In the course of system integration this may be achieved by defining deliberate downsizing as a target for the management system integration project. In the course of audits, specific audit targets and priorities may be defined in order to make the management sys-tem leaner. To this end, simple auditing questions may be used for the purpose of downsizing, e.g.: n With your current knowledge, which documents

would you no longer prepare and/or introduce? n Which documents have you not used for more than

one year? n Where in your company are there documents which

are uncontrolled, due to the fact that the controlled documents no longer match the practical use within the company?


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Illustration 4: Quality management as an integraton platform

Management responsibility

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Model of process-oriented quality management according to ISO 9001:2008

Illustration 5: Continuous improvement of quality management: Customer orientation is at the fore, all processes are aligned with this customer focus. The PDCA cycle encourages continuous improvement.


Twelve Approaches to Integration

Based on many years of experience, twelve useful ap-proaches to integration (integration opportunities) have been established.

12 Approaches to Integration – An Overview

1 Approach through the context of the organisation Understanding the context of the organisation has be-come the central point of analysis. The analysis of the relevant parameters covers the internal and the external context of the organisation and aims at promoting the organisation’s self-image in a comprehensive sense. All new and future ISO MS standards provide for the views and needs of all interested parties to be taken into consi-deration. Quality is not only determined by the customer, but for instance also by the requirements of the owner and the staff. With a long-term orientation, it is important to take into account the requirements and expectations of all stake-holders and to find an adequate balance. This is the only way to create satisfaction among the stakeholders and thus also to guarantee the company’s continued exis-tence with sustainable success.

2 Approach through strategy consolidates the operating business

A company’s strategy ensures that its vision is achieved by combining purpose, conduct and procedures over a time horizon of several years. The basis of every strategy is the knowledge of the internal and external environment, the organisation’s own possibilities, the views of the inte-rested parties, i.e. the context of the organisation. On the

Illustration 6: Twelve approaches to integration

basis of the strategic analysis, strategic guidelines for ac-tion – policy, objectives and sub-objectives – are derived for areas recognised to be of importance. ISO 9001 lays down the need for a quality policy that corresponds to the purpose of the organisation; ISO/TS 16949 for the auto-motive sector calls addictionally for consistency of the qua-lity goals with the business plan; ISO 29990 requires the providers of learning services to prepare a business plan.The process model maps the internal value-creation chain of a business and thus the “core business” of the respec-tive organisation and forms the basis for the integration of standard-specific requirements. This facilitates optimal integration of the management system into day-to-day work processes.

3 Approach through risk and opportunity management guarantees future viability

In the positive sense of the term, risk refers to “opportu-nity” (gain) and in the negative sense it means “danger” (loss). In any way, however, risk and opportunity manage-ment are prerequisites for entrepreneurial success, be-cause the deliberate, controlled handling of risks allows for competitive advantages for entrepreneurs. This is, however, only possible if the company is able to under-stand its own entrepreneurial risk as a control parameter. The objective is to ensure corporate success in the long term by controlling existing risks as entrepreneurial po-tential.Generating profits is difficult for all companies, but it is particularly counterproductive if the profits earned have to be invested in repairs, fines and legal costs. There is the saying which goes “You learn from your mistakes”. This is probably the most expensive way of learning, be-cause once you realise this, the damage has already be-en caused. “Prevention is better than curing” would be a much wiser motto as it clearly requires that the ent-repreneur takes into account all relevant possibilities in order to prevent loss. A key element of this “preventive management” is to take planned systematic measures to minimise the risk for the enterprises’ operations in such a manner that any loss is prevented.

In this context ISO 31000 offers a systematic approach which can be directly combined with ISO 9001, ISO 14001 and OHSAS 18001 to form an integrated ap-proach. Through the use of the same structure, termino-logy and approaches, the combination of these standards offers companies an efficient and at the same time also broad range of action in order to minimise potential loss and seize existing opportunities within the organisation. qualityaustria clients confirm that certified integrated management systems support risk management in the long term.

Context StrategyRisk

Management

KPIs Legal CertaintyRules &

standards

Documentation IMSProcess

Management

Organisation Staff

Methods Audits


Due to the ongoing process of revision and harmonisati-on of system management standards, this approach will be further promoted by introducing a relevant chapter to these standards.

4 Approach through organisation creates effective structuresBasically, every organisation strives for effective and effici-ent workflows and has in place an organisational struc-ture (organisational chart, job description with qualifica-tion and competence profiles, position descriptions) and a process structure (process model). These documents need to be reviewed and, if necessary, supplemented by requirements from the requirement mo-dels to be integrated. The same applies to legal provisi-ons. Laws and standards provide for numerous functions and their responsibilities, e.g. for so-called representati-ves (“Beauftragte”), and additionally they also lay down a whole series of requirements. Often, minimum qualifi-cations of the persons in charge are provided for as well. For a systematic overview see the qualityaustria CD “100 representatives at a mouse-click“.Strategy work keeps giving impetus to improvement pro-jects and programs, which may be combined with pro-jects for the implementation of requirement models. Every organisation with clear strategic planning therefore offers favourable conditions for the deep integration of a ma-nagement system.

5 Approach through employees fills a management system with lifeIntensively involving employees when designing the ma-nagement system is beneficial to “integration in the day-to-day processes and routines”. It takes people to fill the thought-out structures of a management system with life. Simple systems with a clear structure that offer actual as-sistance in dealing with day-to-day tasks meet with ac-ceptance and pragmatically support effective leadership. It is the responsibility of executives to be a good example, to motivate, to encourage, but also to enforce compliance with the rules and processes agreed upon. The involvement of the staff, increasing their awareness of the advantages of the IMS, further development and the avoidance of discouragement are major factors of success. To this end, the staff’s awareness of quality, the environment and occupational health and safety is raised. However, their awareness needs to be increased again and again and their competences need to be continuous-ly developed.

6 Approach through process management provi-des a basic framework for designing processes

The ISO 9001 standard has been explicitly pursuing the process-oriented approach since 2000. According to this approach, the processes of an organisation have to be developed, structured and then consistently implemen-ted. An important element in this connection is the “pro-cess model” of the respective organisation. The proces-ses serve both as a basis for assessing efficiency and as a starting point for improvement and further development. Once the processes of an organisation have been deve-loped and mapped within the process model along the value-creation chain as well as regarding management and assistance, they form an outstanding basis for the integration of additional topics relating to the environ-ment, safety, health, risk and/or further industry- or topic-specific requirements (CSR, ISO 50001, FSC CoC, PEFC CoC, etc.). In-depth knowledge of the processes is, for instance, a central prerequisite for determining environ-mental impacts and assessing their consequences.


7 Approach through audits provides a strong development lever for all organisations

The audit, in addition to conformity assessment regar-ding the respective standards, is intended to bring to the fore the organisation’s orientation towards creating added value. Internal and external audits clearly support the process approach and promote connected thinking. That means that the “strategies” of the organisation are questions in relation to the requirements of market and society. The impact of the overriding targets, programmes and projects on process targets (planned results of the processes) are identified. Thus priorities and distinct inter-actions can be identified. Audits become an experience - the organisations are experienced at a certain point in time under certain framework conditions. When specific auditing targets have been defined, experiments are pos-sible, too. They facilitate precise statements on specific targets. Audits support risk management as potential problems are recognised in a timely manner, and they also support knowledge management and consequently the further development of the organisation. Through the audit reports, they reflect the learning curve of an orga-nisation and make developments traceable across audit periods.

8 Approach through established methods makes successful implementation easier

In practice, the Plan-Do-Check-Act cycle is used as a methodical basis for dynamic continuous improvement.

As explained before, all major system standards (ISO 9001, ISO 14001, OHSAS 18001, etc.) are based on this cycle. This methodological tool box for quality ma-nagement has brought into existence a whole series of additional methods which have been tested and proven extensively, such as the seven traditional quality manage-ment tools (Q7), the seven new management tools (M7), 5S, FMEA, etc. These methods reduce complexity and support the visualisation of challenging situations and the decision-making process, taking into account all relevant aspects. What is important in this connection is to make sure that the entire professional competence available is used when working on a specific task.

9 Approach through documentation reduces effort and boosts acceptance

What all requirement models have in common is that clear system documentation is a must. Usually, this means pre-paring a manual, including applicable documents such as descriptions of processes or procedures and work and auditing instructions. It is advisable to use graphs, flow charts, tables and descriptions for the purpose of system documentation to ensure an appropriate mapping of all rules and standards.From an integration point of view, the target is to create a single integrated, self-contained set of rules for mapping several requirement models. This approach is supported by the harmonisation of the ISO MS standards. Integrati-on on the documentation level also triggers a process of discussion and reflection on the contents of the proces-ses, procedures and workflow. Duplications and possib-le contradictions are identified and avoided. Reciprocal effects become more visible and can be managed in a targeted manner. Acceptance among users is also sig-nificantly higher than with parallel management systems. The documentation thus creates a pragmatic and useful image of the daily work and encourages other integration approaches.

10 Approach through key performance indicators makes effects measurable

In the course of top-down integration, goals are derived down to the process step level and relevant KPIs are de-fined. These indicators are then enshrined in the manage-ment system and thus put into a clearer overall context. The basic indicators of an organisation show perfor-mance-related results for a certain period, such as in-coming orders, performance volume, sales, contribution margins, personnel and material expenses. This opera-tional indicator model combines processes and organi-sational responsibility and is supplemented by additional indicators provided for by management models such as customer and employee satisfaction, availability of faci-lities, error rates, energy use, resource efficiency, waste


volume, environmental emissions, risk potentials, acci-dent numbers, number of staff on sick leave and occu-pational diseases. In an integrated management system, it is important to put these indicators into an appropriate context and pro-cess them together and, in the future, to use them jointly for decision-making. This raises the question of necessity of useful early and late indicators. 11 Approach through legal certainty creates a

court-proof organisationAs early as in 1995 H.W. Adams suggested using the ISO 9001 standard as a management system basis in order to achieve a court-proof organisation. In addition, ISO 14001 and OHSAS 18001 ask for precise procedures to ensure conformity with the law (Legal Compliance). These procedures are independent from the respective legal matters and thus constitute a classic integration ap-proach. A possible way of guaranteeing conformity with the law, taking into special account SMEs, is described comprehensively in the book “Rechtliche Verpflichtungen aktiv managen” (How to actively manage legal obliga-tions). 12 Approach through rules and standards creates

an overview and synergiesRegarding the integration approaches used in rules and standards, a differentiation is made between theme-speci-fic integration and cross-thematic integration.Basically, the correlations between the individual rules and standards containing requirements are determined in or-der to detect synergies and to avoid duplications. In an integrated management system, overlapping requirements are worked on and documented only once in an integrated management system. The regulations resulting from this process then cover overlapping requirements from several requirement models at the same time. The outstanding de-tailed requirements become visible and are also mapped. As a result, in spite of the requirements set forth in several rules and standards being met, the overall system docu-mentation is lean. This approach creates a high level of acceptance, prima-rily among users. Additionally, the administrative effort is minimised. This type of integration is made easier by new and future ISO MS standards: similar requirements are described using the same core text, and it is easier to understand the intention of the differences.

Developments and Trends

Integrated management systems reduce com-plexity. In the near future, the importance of risk management is going to increase considerably. The further harmonisation of standards is underway on an international level.

IMS help cope with complexityToday, companies are faced with an environment marked by increasing instability. Economic globalisation, substan-tial increases in performance while prices are dropping in many technological areas, fragmented markets, but also changes in society require organisations to be flexible and very quick in seizing opportunities as they open up on the one hand and consistent when it comes to value and robustness on the other. In a dynamic and complex environment “internal simplifi-cation” is a must. “Complex thinking and simple internal communication” is becoming a big challenge for executi-ves. If adequately implemented, integrated management systems support the simplification process required for internal communication, and thus the ability to adjust fle-xibly and to develop quickly. The integration of manage-ment systems as a tool to reduce complexity is therefore gaining importance.

In a survey carried out by Quality Austria in 2009, 250 decision-makers from ISO 9001-certified and IMS-certi-fied organisations answered the question “How do you see the development of integrated management systems (quality, environment, health and safety) in the next five years?” and came to the following result: more than 76% of the respondents expect an increase in importance or a significant increase in importance within the next five years.

How do you see the development of integrated manage-ment systems (quality, environment, health and safety)

in the next five years?

54%will increase

22%significant increase

18%stay constant

4%

2%

rather decrease

No statement

Illustration 7.: More than 76% of the respondents expect an increase in importance or a significant increase in importance of IMS within the next five years.


Status quo of revision and harmonisationNew ISO standards, ongoing ISO projects and current re-visions use the new common structure (order of sections), a common core text and the same terminology. (ISO/IEC Directives, ISO Supplement, Annex SL, Appendix 3).

By the end of 2012 the following ISO-MS standards had been adopted in accordance with the harmonisation re-quirements: n ISO 30301 Management system for records n ISO 22301 Business continuity management systems n ISO 20121 Event sustainability management systems n ISO 39001 Road-traffic safety management systems

The following projects were in the pipeline at the turn of the year 2012/2013: n ISO 55001 Asset management (DIS) n ISO 16125 Security management system (CD)

The following revisions meet the requirements for harmo-nisation: n ISO/IEC 27001 Information security management

systems (DIS) n ISO 14001 Environmental management systems

(WD3-2012 12) n ISO 9001 Quality management systems (WD1-2012 12)

Increasing corporate quality with IMSFrom the point of view of Quality Austria, integrated ma-nagement systems are considered material prerequisites for increasing the overall perceivable quality of a compa-ny. Their certification furthers consistency in implemen-tation as well as the integration in the three dimensions mentioned earlier. In the long run, this also boosts com-petitiveness, robustness and the value of an organisation.

The qualityaustria vision on integrated management systems goes as follows: In future, organisations will meet all requirements and aspects in such a manner that only a single comprehensive and integrated management sys-tem is used for implementation. This IMS can be seen from the different perspectives of performance-oriented business, quality, environmental protection, occupatio-nal health and safety, societal responsibility or risk ma-nagement and thus contributes to an overall increase in corporate quality and consequently also the company’s success.

Services provided by Quality Austria such as audits, app-raisals and education and further training measures alrea-dy satisfy the requirement of guaranteeing and increasing the corporate quality of our customers through compe-tence in integrated management systems. Quality Austria actively participates in international working groups and

The main reasons given for this growing importance were the following:n Synergies are being usedn Requirements in general are on the rise, e.g. in the

field of lawn Customer demands are increasing.In another survey on quality management, carried out by the Fraunhofer Institute for Production Technology in ap-prox. 500 German production businesses, respondents were asked about the importance of management sys-tems in addition to quality management. According to this survey, the introduction of additional management sys-tems is significantly on the rise. 24% of the responding companies were planning to introduce an environmental management system within the next one to three years. This corresponds to a growth rate of 94% compared to the previously listed number of companies participating in the survey. According to this survey, high growth rates are also expected in the fields of risk management systems (128%) and occupational health and safety (70%).The importance of integrated management systems was reflected in this survey as well: 79% of respondents answered the question “Do you use management sys-tems within the framework of an integrated management system, i.e. in combination with a quality management system” in the affirmative. Auditing practice at Quality Austria has shown that quali-tyaustria clients are increasingly combining several stan-dards in a single management model.


Quality Austria’s Participation

in Standardisation Bodies

Quality Austria has been actively involved in shaping the development of standards for years.

Organisation Subgroup

IQNet General Assembly

IQNetSector Committee Peer Evaluation & Membership

IQNet SC Policy & Constitution

IQNetSC Marketing and Development, SC Harmonization

IQNet Food Safety Team

EOQ Board of Directors, General Assembly

EOQ PRU Steering Committee, PRU

EOQ Technical Working Group

EFQM Partner Meeting

IPC Board of Directors; General Assembly

VDA-QMC VDA 6 Committee Working Group

VDA-QMC VDA Veto Commission

IATF IATF (VDA-QMC) Veto Commission

IAQG/AAI Aviation Division (certification)

Development of Standards International

ISO TC34/SC17 (MS Food Safety)

ISO TC176 (Quality Management)

ISO TC176/SC2 (Quality Systems)

ISO TC176/SC3 (Quality Tools)

ISO TC176/SC2/WG 24 (Revision ISO 9001)

ISO TC207 (Environmental Management)

ISO TC207/SC1 (EM Systems)

ISO TC207/SC3 (Environmental Audits)

ISO PTC 262 (Risk Management)

ISO TMB/JTCG/TF1 (MSS Harmonisation)

ISO CASCO (Conformity Assessment)

ISO CASCO/WG30 (ISO 17024-2)

ISO CASCO/WG35 (ISO/TS 17021-3)

Development of Standards Austria

ASI K129 (Quality Management Systems)

ASI AG 129 10 (Innovation Management)

ASI AG 129 11 (Process Management)

ASI K205 (Food Inspection)

ASI K226 (Enviroment)

ASI AG 226 07 (Climate Change)

ASI K246 (Emergency Management)

ASI K251 (CSR)

ASI AG 251 05 (dev. ONR 192500)

ASI K252 (Risk & BCM)

ASI AG 252 07 (Risk Management)

ASI K253 (Conformity Assessment)

ASI SA 1005 (Environmental Strategy)

ASI General Assembly

ASI Presidential Council

Overview of representation in international bodies and standardisation activities

ISO bodies, carries out surveys, analyses surveys of third parties and develops the competence of trainers and au-ditors on a regular basis in order to identify future deve-lopments at an early stage and to implement them in a practice-oriented manner. qualityaustria auditors have a high level of professional and methodological expertise regarding several management models.

Adams H.W.; Integriertes Managementsystem für Sicherheit und Umweltschutz, Carl Hanser Verlag, ISBN 3-446-18104-0

Hackenauer Wolfgang; Nohava Martin; Wirnsperger Johann; Betriebliche Verpflichtungen aktiv managen, Vienna, Quality Austria, 2005, ISBN 3-200-00497-5

Hackenauer Wolfgang, Dick Axel: Geschichte der Umweltpolitik in der Europäischen Union - Die Beiträge von Managementsystemen und speziellen Umweltprogrammen zur Realisierung der EU-Umwelt-politik in Österreich, Quality Austria, 1st edition, Vienna 2012, ISBN 978-3-9502295-1-6

Kastl Isabel; Wirnsperger Johann; Managementsysteme integriert organisieren, Vienna, Austrian Standards plus Publishing, 2009, ISBN 978-3-85402-164-3

Radinsky Orlin, Bauer Eckehard: Unternehmensstrafrecht kompakt, LexisNexis ARD ORAC, Vienna 2009, ISBN-13: 978-3700744962

Scheiber Konrad, (1999): ISO 9000 – Die große Revision – Basis für die Integration von Managementsystemen – Wegweiser zur Umsetzung von Normforderungen, Österreichische Vereinigung für Qualitätssicherung (ÖVQ), Vienna, 2nd edition

Scheiber Konrad, (2000): ISO 9000:2000 – Professionell Auditieren, Österreichische Vereinigung für Qualitätssicherung (ÖVQ), Vienna

Schmitt, Robert; Qualität in produzierenden Unternehmen Deutsch-lands 2010“, HG. R. Schmitt, Fraunhofer-Institut für Produktionstech-nologie IPT, 2011

Wirnsperger Johann; Pölzl Uwe; Schrammhauser Hans; Das QSU-Management – Qualität, Sicherheit, Umwelt – Grundlagen, Ideen und Praxisbeispiele; Vienna: Verlag des ÖGB GesmbH, 1997, ISBN 3-7035-0604-0

Wirnsperger Johann; Brandstätter Klaus; 100 Beauftragte mit einem Klick, Vienna, Quality Austria, 2010, ISBN-13:978-3-9502295-1-6

Walder, Franz-Peter, Redling Andreas (2010): Unternehmensqualität, die Position der Quality Austria, Vienna

Literature

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Quality AustriaTraining, Certificationand Evaluation GmbH

HeadquartersZelinkagasse 10/31010 Vienna, Austria, EuropePhone: (+43 1) 274 87 47 Fax: (+43 1) 274 87 47-100

Customer Service CenterAm Winterhafen 1/14020 Linz, Austria, EuropePhone: (+43 732) 34 23 22 Fax: (+43 732) 34 23 23E-Mail: [email protected]

www.qualityaustria.com

ImprintChief editors: Konrad Scheiber, Axel Dick,Franz Peter Walder

Contributing authors:Wolfgang Hackenauer, Anni Koubek, Thomas Szabo, Eckehard Bauer,Johann Wirnsperger

Art design: AG MediaTranslation: Martina Flor

Documents

IMS Folder 2013 en - Erfolg mit Qualität - Quality Austria · 2013-11-27 · ween “external context” and “internal context”. From an external context perspective, the analysis