Currently, many companies in the production area have opted for the implementation of Quality, Environment and Safety / Occupational Health Management Systems, in accordance with the requirements of ISO 9001: 2000, ISO 14.001: 2004 and OHSAS 18.001: 1999 which try to operationalize through a Comprehensive Management System.

No one doubts that having a Certified Management System has wide national and international recognition, however the success of the Management System is not guaranteed by the certification itself, in whose implementation organizations invest a good amount of money, time and effort.

One of the key aspects for the success of a Management System, be it Quality, Environment, Safety and Health or Comprehensive, is that the organization understands why it is certified and how this is inserted in the management of the business and the strategy of each Company, especially in large companies, which have a diversity of operating scenarios, a large number of support activities and services, a variety of processes and a large number of people, both their own and contractors and subcontractors.

Although the implementation of the System is very important as a starting point, its maintenance and improvement requires a strategy that guarantees over time and at all times the existence of a living and continually improving System that effectively contributes to improvement of the results of the processes involved, which today must be framed within the concept of sustainability with three components: economic, environmental and social.

The requirements of the aforementioned Standards are presented by several authors in a model made up of six fundamental elements which are arranged in response to the PHVA cycle (Plan - Do - Verify - Act), represented in the way shown in Figure 1.

1. Quality and Risk Policy Planning Implementation and Operation Verification and Corrective Action Management Review Registries Reports and records of Accidents / incidents and non-conformities / corrective actions Measurements and monitoring

Audits in general, whether internal or external, are aimed at auditing the System and verifying that what we say we do is what we really do and that it also complies with regulatory requirements.

The audited operating personnel must always understand that what the auditor looks for in an audit is first of all to verify that a system exists, as well as an agreement between what is written in the documentation of the processes and what is observed in practice.

It is good for the "good health of the Integral Management System", to promote self-evaluation in each of the Operating Units, for the review of the operation of the system, cross-auditing processes, for example.

The three Standards require the organization to establish and maintain procedures to identify, maintain and dispose of the Quality, Environment, Safety and Occupational Health records, as well as the results of the audits and reviews of the respective systems. It is always optimal to get hold of the records and information we use daily to see how our processes work, avoiding as much as possible adding new ones.

Although none of the standards, nor ISO 14001 nor OHSAS 18001 provide specific guidelines on how to report and manage incidents / accidents and non-conformities, they do require that there be a method or procedure that guarantees registration, analysis and proposal of corrective actions for all environmental and personal accidents, regardless of their severity. The important thing is that the registry exists and that it is shown that the corrective actions are taken until the resolution of the case in order to avoid the recurrence of what happened.

The calls Non-Conformities, a term reserved to describe any deviation with respect to the agreements, laws, regulations and procedures contemplated in the Integrated Management System, must be registered and solved by analyzing them and proposing the pertinent corrective actions. Its registration is freely chosen by the Company and is not specified by the Standard.

The belief that the lifting of a Non-Conformity is a bad and unwanted thing is a serious mistake, since Non-Conformities are a fundamental element for continuous improvement. The corrective actions associated with Non-Conformities usually mean a punctual, but important revision of the System, which generates corrections that help to strengthen it.

ISO 9001: 2000 also states that a documented procedure must be established to define the requirements for:

• review nonconformities (including customer complaints), determine the causes of these, assess the need to take action to ensure that nonconformities reoccur, determine and implement necessary actions, record the results of actions taken.

Most companies have an incident and non-conformity reporting system, which allows all incidents and non-conformities detected to be recorded on a form and normally sent to the direct supervisor for analysis and to decide if it is warranted. an investigation, for the correct identification of causes, control failures and adoption of corrective measures.

The truth is that reportability can be misleading, that is, it is not better who reports more but who performs better management of their reports. We must pay special attention to those repetitive reports that bulge the number of reports but denote weak management.

In this regard, it should be noted that there are no "normal or typical operational incidents of a particular activity", all incidents are abnormal and avoidable and always result in profits that are no longer obtained, which remain in that condition, due to lack of analysis.

Many of the incidents reported in the system directly affect the availability of the equipment, being incorporated into the statistics of unscheduled maintenance or simply repairs with the consequent cost for the process.

The regulations also require measurements and monitoring to be carried out on the System. For this, companies verify and correct processes, using management indicators, translating the organization's strategy and mission into a set of performance measures that provide the necessary structure for a strategic measurement and management system.

In summary, this element consists of verifying that the “DO” of the implementation and operation stage is going in the right direction for the interests of the process, the company and the business.

Finally, with all the information provided by the system based on internal audits and mainly performance indicators, the top management of the organization must review, at intervals determined by itself, the comprehensive management system for its continued suitability, adequacy and effectiveness, and make the relevant decisions regarding Quality, Environment, Safety and Occupational Health, based on documented and reliable information. It is in this stage of management review where the big decisions are made regarding the desired direction for the Integral Management System.

Finally we have the Continuous Improvement element which has no end, and in which it is possible to visualize a broad horizon, where excellence and innovation will always be sought that will lead the organization to increase its competitiveness, decrease costs, guiding efforts to meet the needs and expectations of customers.

Continuous Improvement is a process that describes very well what the essence of quality is and reflects what companies need to do if they want to be competitive over time.

The importance of this managerial technique is that its application can help improve weaknesses and strengthen the strengths of the organization.

Through continuous improvement, it is possible to be more productive and competitive in the market, analyzing the processes in such a way that if there is any problem, it can be improved or corrected; As a result of applying this technique, organizations may grow within the market until they become recognized and stable leaders.