Organizations must comply with a large number of external legal regulations due to the current importance of keeping under control all aspects that could influence the quality of their services / products, as well as the health of their workers, the environment and the management of your resources to achieve your goals. The implementation of standardized systems, whose requirements ensure compliance with these aspects, is a practice that has become widespread in Cuba, and internationally. Being the diagnosis the base of any improvement action that the company decides to undertake in pursuit of the integration or implantation of the integrated management systems. In the present work it is approached from a theoretical perspective as the diagnosis is the starting point of any change in the organization.
With particular emphasis on its use for the implementation of GIS.
INTRODUCTION
Currently, all companies coexist in an environment of strict legal requirements where the violation of some of these can lead from the occurrence of economic losses to the closing of the same. The implementation of standardized systems allows us to respond to these as they establish the requirements that, if met, ensure that the company works according to specifications.
Today, in the global business world there is more talk than systems, Integrated Management Systems, because integration allows the company to learn to introduce criteria and specifications in these so that they satisfy all their customers through effective management. and efficient of all existing resources. Integration balances the importance of each management area. It is about standardizing actions, responsibilities, terminologies and avoiding unnecessary duplication. Cuba joins these changes and taking into account the characteristics, limitations and objectives of the nation, promotes the implementation of this type of system.
In the industries associated with food production, due to the importance that this has for human health, the rules and regulations that control them are increasing and more rigorous every day. They have also opted for the implementation of systems that achieve the integration of their main disciplines: Quality, Environment, Occupational Safety and Health and Internal Control.
With this objective, it has been determined in many institutions that the elaboration of integrated business diagnoses constitutes the initial element that will allow determining the state of management. Diagnosis as the first element towards the implementation of a system is a requirement found in various Cuban regulations and standards such as Resolution No. 282 of 2013 and Decree-Law No. 252 where, in all cases, it states that the System implementation must always be carried out based on the diagnoses made.
Integrated Management Systems.
Many organizations have adopted or are adopting formal management system standards and / or specifications, such as ISO 9001: 2008, ISO 22000: 2005, ISO 14001: 2004, OHSAS 18001: 2005 and Resolution No. 60/11. In many occasions the systems are implemented independently, however, all the mentioned systems have common requirements that could be satisfied in an integrated way, which has made organizations consider the approach of having integrated systems. (PAS 99: 2012).
Integration is the process through which the organization learns to introduce criteria and specifications in its systems so that they satisfy all its clients through effective and efficient management of all existing resources (Amozarrain, 2001). that of GIS as the set formed by the structure of the organization, the responsibilities, procedures, processes and resources that are established to carry out the integrated management of the systems (UNE 66177: 2005, 2005); Similar concepts are also observed in authors such as González and Isaac (2003), Isaac (2004) and Labañino (2011).
The NC PAS 99: 2008 «Common Requirements of the Management System as a framework for Integration» constitutes the Cuban Standard that provides the guidelines for the implementation of a GIS, in it the main requirements are categorized:
- Policy.Planning.Application and operation. Performance evaluation. Improvement. Management review.
Each management system standard has its own specific requirements, but these six themes will be present in all of them and can be adopted as a basis for integration, for this reason NC PAS 99: 2008 uses the same categorization as a framework for common requirements of the management system.
When a company works in an integrated way in carrying out any process, a worker would not make a distinction between safety, quality, discipline, the environment, etc. Another example can be seen within the business plans, where the security objectives for each of the activities must be taken into account. (García, 2001) A GIS varies from one organization to another. For this reason, in the integrated management system it is necessary to identify all the actions that must be carried out, clearly assign responsibilities and establish the interrelationships of cooperation between sectors. This favors the creation of mechanisms to integrate all the functions of the organization to the established purpose. (Tor, 2001).
Numerous references agree that integrated systems have a fundamental advantage, avoiding the existence of duplication of procedures, standards, regulations, rules, etc., for common activities, which may correspond to different aspects of the company's activity; It also prevents activities that have a direct impact on the operation of the company from being conducted in isolated ways, preventing areas, departments or directorates, each with their managers, objectives and tasks, with little communication between them. (García, 2001) (Isaac, 2004) (Abenza, 2004) (UNE 66177: 2005, 2005) (Pérez, 2006) (PAS 99: 2008) According to Gros in 2005, among the main difficulties that may arise When considering the development of an integrated management system, the following should be highlighted:
- Lack of personnel with sufficient preparation to work in the three fields, requiring a greater effort in training and a commitment to it by the Directorate. Lack of awareness of company personnel in some of the subjects of the systems to integrate.
In addition there may be other difficulties such as implementation costs, resistance to change and complex comprehensive audits that generally require the presence of teams of qualified auditors to work together and avoid duplication.
Integrated Management Systems Models
GIS models are the guide to designing and implementing a GIS. In the current year, there are already many existing models in Cuba, due to the rise in interest that organizations have in the implementation of a GIS, although there are still some deficiencies in them that cause them to be continually improved. The models analyzed to carry out this work are:
- Isaac (2004): Methodology on the Quality-Environment Integrated Management Model (CYMA) González et al. (2008): Quality, Environment, Health and Safety and Internal Control Integrated Management Model (CASCI) ININ (2010): Guidelines for the Implementation of an Integrated System for Quality, Environmental and Occupational Health and Safety Management Santana (2010): Integrated Model for Quality, Environmental, Occupational Health and Safety and Internal Control Management (CMASCI).
The following summary table was prepared from the study of the different models:
Integrated Management Systems Models
All models presented are based on the PHVA Cycle; In addition, other similarities are observed, such as that all confer great importance to the Diagnosis stage, where an internal and external analysis is proposed, and the Review and Improvement stage where the importance of audits for the improvement of the GIS is emphasized.
Among the most obvious differences, it is observed that they all propose the integration of different sets of systems and only the ININ 2010 model proposes the integration for an EMS, the CYMA models of 2004 and CASICI of 2008 are not applicable to companies that already have a GIS. and only that of CMASCI from 2010 proposes a method to determine the level of integration of the organization.
The ININ 2010 model differs from all the others proposed by not proposing the creation of a Management Group, not proposing the use of statistical techniques and starting from a stage of defining the scope of the GIS; Despite this, it is observed that said joint model to CMASCI 2010 are the most complete, justified in:
- The ININ model is the first in Cuba to be based on NC PAS 99: 2008, it analyzes the risks associated with the integration process and proposes to assess the feasibility of the project. The CMASCI 2010 model is the result of continuous improvements to the model started by Isaac in In 2004, it overcomes all the initial deficiencies, as it is already applicable to entities with an implanted GIS and proposes a method to determine the level of integration of the organization during the diagnosis.
The NC ISO 9004: 2009, being the only one focused on sustained success, and therefore on Total Quality, constitutes in itself a preview of a future integration model. This conclusion can be reached if it is analyzed that a correctly designed and implemented GIS works for the satisfaction of all the requirements of the systems and thus satisfying all the parts with efficiency and continuous improvement, as proposed by the Total Quality concept and the NC ISO 9004: 2009.
Diagnosis as the basis for continuous improvement
Previously, it was observed that all the models studied agreed on the importance of carrying out a diagnostic stage. Despite the fact that the diagnosis stage is shown as one of the initial stages in all those seen, the carrying out of diagnoses is one of the most reiterated actions, and is the first essential phase for the improvement of GIS (Hernández and others, 2006). In Cuba, according to the provisions of Decree No. 282 of the year 2013, companies that are implementing a Business Management System must, as a rule, carry out a new diagnosis every one or two years to detect new problems. and difficulties arisen.
Diagnosis is a cognitive process that allows prospective conclusions to be drawn from the analysis of different circumstances, conditions or situations that affect the development of a process, with a view to its improvement. It should be considered as an evaluation-intervention process that enhances analysis, evaluation and interpretation and makes it possible to implement strategies, according to the socializing factors of the process, based on the interpretation of the results obtained and through intentionally directed systemic research. to determine the actual and potential state of the process. (Gómez 2009) According to González (2004) some of the main characteristics of the diagnoses are:
- Its aging is relatively fast. It is applicable in the precision of problems or to determine gaps. It will be partial or integral, more or less deep, exact, accelerated, everything as decided. The arsenal of techniques and methods available to execute them is wide. degree of participation in its elaboration is an essential decision and may require some form of parallel structure. Its development is usually iterative.
The main importance of a diagnosis is that it allows quantifying the current state of maturity of the organization with the national or international standards that the company should handle, identifying in a quick, precise and concise manner the potential areas of development in it. (Baró, 2009)
Many are the specialists who have dedicated themselves to the improvement of the systems, especially those of quality, among them are Deming, Jurán, Shewhart and Taguchi. Their work has allowed improvement to evolve into so-called continuous improvement, one of the 8 principles of standardized systems management. (Cantú, 2001)
Continuous improvement can be defined as the recurring activity to increase the capacity to meet the requirements (NC ISO 9000: 2005, 2005) (Cantú, 2001) (García, 2010) (Fernández, 2003) (González et al., 2003) (Carrazana, 2007) (Gros, 2005), this is based on the PHVA Cycle as evidenced in PAS 99. The establishment of processes for the continuous improvement of the GIS is considered as a key to achieve the sustained success of an organization.
Focused on continuous improvement and sustained success is NC ISO 9004: 2009, it presents in Annex A a self-assessment diagnostic tool for companies with an implemented management system. The tool allows evaluating the degree of maturity of the management system from the analysis of compliance with the so-called key elements and detailed elements. The use of this will allow obtaining a global vision of performance, identifying opportunities for improvement and innovation, setting priorities and establishing action plans with the objective of sustained success.
CONCLUSIONS
- There is a tendency in Cuban organizations to standardize and implement management systems based on the voluntary NCs that specify the requirements to be met. The existence of numerous management systems applicable to organizations with common requirements has internationally led to the implementation of SIG. In Cuba there are several models to address integration that are continuously improved by adapting to companies that use them for the implementation of their GIS, according to their conditions and systems to be integrated. Diagnosis is a tool prior to design and implementation, but at the same time it can be used as a tool for improving management systems, including GIS, since it allows identifying gaps and opportunities for improvement.To date, the CMASCI 2010 model is one of the most complete Cuban integration models, being applicable to entities with a GIS implemented or not, which implies an method to determine the level of integration of the organization during the diagnosis.
BIBLIOGRAPHY
- (1997). Law 81 Environment Law. Official Gazette of the Republic of Cuba. (2000). Checklist for Data Collection, Latin American Society for Quality. (2000). Flow Chart, Latin American Society for Quality. (2001). Auditor's Manual. Havana, Cuba, Ministry of Audit and Control. (2003). Introduction to Occupational Health and Safety. Health and Safety at Work. (2005). NC 18000: 2005. Security and health at work. Occupational Health and Safety Management System. Vocabulary. (2005). NC 18001: 2005. Security and health at work. Occupational Health and Safety Management System. Requirements. (2005). NC ISO 9000: 2005. Quality Management Systems. Foundations and Vocabulary. (2005). NC ISO 9001: 2008. Quality Management Systems. Requirements. (2005). NC ISO 9004: 2009.Management for the sustained success of an organization. Quality Management Approach. (2005). NC ISO 14001: 2004. Environmental management systems. Requirements with guidance for its use. (2005). NC ISO 22000: 2005. Food safety management systems. Requirements for any organization in the food chain. (2005). UNE 66177. Management systems. Guide for the integration of management systems. Madrid, Spain, AENOR. (2007). Decree No. 281 Regulation for the implementation and consolidation of the State Business Management System. Havana, Cuba. (2007). Decree-Law No. 252 On the continuity and strengthening of the Cuban Business Management System. M. d. Justice. Havana, Cuba, Official Gazette of the Republic of Cuba. (2007). NC 136:2007 Hazard Analysis and Critical Control Point System (HACCP) and guidelines for its application.
- (2007). NC 136: 2007 Hazard Analysis and Critical Control Point System (HACCP) and guidelines for its application. (2008). Instruction No. 2/2008 Procedure for the implementation of the Occupational Health and Safety Management System. Havana, Cuba. (2008). NC PAS 99: 2008. Specification of common requirements of the Management System as a framework for Integration. Havana. (2008). Procedure for the implementation of the Occupational Health and Safety Management System. MTSS. Havana. Instruction No. 2/2008.
