More and more organizations want or implement management systems whose provisions meet the requirements of the standards for quality, environment, safety and more specifically the automotive and aeronautics industry.
Its benchmarks are based on that of the ISO 9001 standard. It makes sense to set up a single, integrated system whose provisions meet the common requirements of the various standards.
Let me list some of the benefits of an integrated management system approach.
Saves time and money for process managers through common and single management of policies, objectives, risk management, planning, resource processes, document control, audits, training, non-compliance management and improvement among others.
Coherence of responsibilities and authorities who does what and who decides in the processes for the activities concerning the specified requirements on the products / service and the legal requirements resulting in the acceleration of the decision-making process.
In summary therefore this exercise helps reduce maintenance costs, wasted time and have a comprehensive approach to meet the requirements of shareholders, customers, legal, interested parties and ultimately to the risks and opportunities.
To quote Hanna Arendt "progress and disaster are the obverse and the reverse of the same coin"
To go towards the progress and not towards the catastrophe which will have the opposite effects to those wishing with the installation costs in addition, it is necessary to look at the systems which one wants to integrate.
As my grandfather said if you are lost back on your feet, in this case, standardized management systems were made to allow organizations to strengthen their business systems. The goal is to achieve or increase the profitability identified by efficient organizational and functional arrangements to meet the requirements of customers, shareholders and laws.
This goal was lost with the emergence of certification, which focused the efforts of organizations on meeting the requirements of registrars for obtaining the certificate and its commercial benefits.
The goal of such an integration process should not only be defensive, but cost-effective, but very offensive, put all the rigor of its systems at the service of enriching the organization financially, humanely and socially. The integration of standardized management systems and business and governance systems is the cornerstone of the approach.
if your system (s) are not integrated with your business process then you have just gained a step in your integration process which is the profitability of your IMS (Integrated Management System)
Here is some evidence to identify if you have for all or part your system integrates your business system:
• Business objectives are integrated into the Management System (MS) and the resulting KPIs are supported by the monitoring provisions of your management system;
• There is no specific planning exercise for the MS since its activities are carried out as part of the business processes;
• Knowledge is supported by competence, not formal procedures;
• The qualification process does not stop at the transfer of knowledge, integrates the performance of execution to ensure and evolve the competence of the resources;
• The evaluation of the relevance of the PIMS is based on the achievement of expected results and not on compliance with procedures. In the same way that a business system is evaluated by its performance, one of the causes of which may be compliance or non-compliance with defined rules;
• The rules / procedures are defined according to the objectives to be achieved, customer requirements, legal and finally specific to the standard. But especially when the objectives change, the maintenance of the rules is questioned;
• Non-exhaustive list
To summarize a list that is very exhaustive of a Profitable Management System (PMS). An effective PMS actually shines by its non-existence, its disappearance. All provisions are an integral part of the organization's good business practices and culture. These have just been reinforced by the questioning of the ISO, AS references to which the company refers.
Finally, we will talk about the migration to a Profitable Integrated Management System (PIMS).
Georges Bernard Shaw said, "a miracle is an event that creates faith". It is therefore that we will begin this exercise. We will focus on identifying how to replicate the existing provisions in our systems that serve the organization in its pursuit of profit, both human and social.
We begin by finding the processes, processes or activities that are one with the business system. This will be your event on which you will rely as proof that it is possible. From there we will have faith in the success of this project.
According to the organization's strategic planning, its stakes, its risks and its financial, human and social opportunities, we prioritize the areas of work in terms of integration, simplification and improvement of process performance.
It is from the previous step that we make a plan with the resources, the deadlines of which we will evaluate the risks and opportunities.
At this stage, even if your registrar is not the center of your approach, if you are in a dynamic system certification, you must ensure that it understands your new approach, or change.
I will not do here the description of project management, but I just remind you that, your North Star in this exercise remains the survival triangle, achieving profits in respect of customers (external / internal) and laws.
For organizations that plan to do this exercise with support at any level to simplify, speed up and make money, you can contact us at conseil@phenixpracxis.com