For the implementation of quality management systems, the environment and occupational health and safety there are, among other approaches, standardized models. These models have common elements such as: philosophy and principles for management, processes and activities, and components.
This work summarizes the main requirements for each of these systems, they are analyzed as a whole and the advantages and disadvantages of integration will be assessed. In addition, the model proposed by PASS 99 approved by ISO in 2007 as a model for the integration of management systems is analyzed and considerations for its implementation are raised.
Keywords: management system, quality, environment, occupational health and safety, integrated management systems.
environmental-quality-management-systemAn organization can be defined as the set of people and facilities with an arrangement of responsibilities, authorities and relationships. This organization must be managed in such a way that it meets its objectives and responds to demands imposed by all interested parties.
The dynamics of these demands have caused the origin and evolution of management philosophies, also called administration, management and other terms without great differences in their essence and content.
Due to its complexity, business management has a multidimensional character, encompassing all the components of the system and is carried out at three levels: strategic, tactical and operational.
The most generalized, and even internationally standardized, trends in different management models are based on the application of the cycle:
PLAN: Define what you want to achieve, the time, the means and ways to achieve them.
DO (IMPLEMENT): The result of the planning is specified.
VERIFY (CONTROL): Compare actual performance (implementation) with what was planned.
ACT (IMPROVE): Take actions that help solve the deviations in any of the previous stages.
This cycle should lead the organization to continuous improvement and growth. There is also a coincidence that organizations must implement "management systems", which guarantee in a systematic and orderly manner the application of the cycle, and that management is more effective if it is carried out by processes. For the implementation of these systems there are different approaches but standardized models are quite accepted. The following systems, among others, should be implemented in an organization:
Quality management systems (ISO 9001: 2008).
Environmental management systems (ISO 14001: 2004).
Occupational health and safety management systems (OHSAS 18001, whose essence has been incorporated by several countries into national standards).
For all these systems there are common elements that make their integration a recommended alternative for organizations. The objective of this work is, starting from the main requirements for each system, to carry out an analysis of these common elements and the advantages and disadvantages of their integration.
Development
Quality management system
The term quality has evolved over time, currently acquiring a multi-semantic and multi-dimensional character. Concepts of different authors (Juran, J. M, Yamaguchi, K, Michelena E., Moreno P., ISO, ) coincide in including, in different ways, the following aspects
- It is related to the inherent characteristics of a product. They manage to satisfy the needs of different stakeholders, making it satisfactory, It is not a casual result, It has a multidimensional character.
These concepts are the consequence of an evolution coupled with the development of ways of obtaining quality, from inspection to Total Quality Management. It is noteworthy that just as the concept has been enriched without losing the essence of the one that precedes it, the stages for achieving quality do not discard the previous one but rather incorporate new techniques, tools and principles and contextualize it according to the needs of the environment, recognizing contributions in previous ways.
The "last stage" for quality achievement is known interchangeably as Total Quality Management (or TQM), Total Quality Management, Total Quality Assurance. It can be defined as the set of activities extended to all areas, operations, processes and departments of an organization (that is, extended to the entire organization) that aims to deliver products or services free of defects, within the required time frame and that satisfy fully to customers, as well as raising the level of quality of all the operations of the company, and that is achieved with a clear commitment from the management and through the full participation of all employees.
Quality management, like business management, requires the implementation of a management system to direct and control an organization with respect to quality. These management systems can be implemented from:
- Contributions from quality Gurus: Juram, Demig, Feigerbaum, Crossby, Ishikawa, among others Requirements for regional and national awards and models of excellence: European Model (EFQM), Ibero-American quality award, National Quality Awards among other Standardized approaches: ISO 9001: 2008
Quality management system according to ISO 9001.2008.
The ISO 9000 family of standards is edited by ISO Technical Committee 176. The first version was approved in 1987 and they have undergone continuous improvement, the latest versions being approved:
- ISO 9000: 2005. Quality Management Systems. Fundamentals and Vocabulary ISO 9001: 2008. Quality Management Systems. Requirements ISO 9004: 2000. Quality management system. Guidelines for performance improvement.
None of these standards is mandatory and only ISO 9001: 2008 establishes reference criteria for the certification of Quality Management Systems. These standards establish as principles for quality management:
- Customer focus Leadership Staff involvement Process-based approach System approach to management Fact-based approach to decision-making Continuous improvement Mutually beneficial relationships with
The ISO 9001: 2008 standard proposes a model for quality management systems that is based on:
- Management responsibility Resource management Product realization Measurement, analysis and improvement.
In Table 1 the main requirements are summarized for them.
| REQUIREMENTS | |
| Management responsibility | Demonstration of management's commitment to the system and its assurance that the customer focus is met.
Preparation of a quality policy and objectives. The implementation and maintenance of the system must be planned. Definition and communication of responsibilities and authorities. Appointment of the management representative. Establishment of internal communication processes Conducting reviews by management. |
|
Resource management |
Determination and assurance of the necessary resources for the system.
Guarantee of the training, awareness and participation of the personnel. Determination and assurance of the necessary infrastructure: premises and work space, support services such as transport, communications and information systems. Determination and management of a compliant work environment. |
| Product and service materialization | Planning and development of the necessary processes.
Determination of customer and legal requirements and all requirements for the product. The possibility of meeting these requirements should be reviewed. Communication with the client among other aspects about orders, offers and contracts, inquiries and feedback including complaints. Design and development covering planning, input elements and results, review, verification and validation and control of changes. Guarantee the quality of purchases through information for purchases and the verification of products purchased as well as the evaluation and selection of suppliers. Carrying out production and provision of services under controlled conditions, guaranteeing the availability of information, instructions, appropriate equipment and the implementation of monitoring and measurement activities as well as the release, delivery and subsequent activities. Process validation when quality cannot be verified in subsequent actions. Identification and traceability of the product when it is necessary to identify its status. Responsibility to preserve the client's property including intellectual property and client data. Preservation of the product throughout the process. Control of monitoring and measurement equipment through its identification, calibration or verification, adjustments or repairs, control of use and handling, etc. |
| Measurement, analysis and improvement | Implementation of measurement, analysis and improvement processes including.
· Customer satisfaction monitoring. · Internal audits Monitoring and measurement of processes and products Control of non-conforming products · Control of corrective and preventive actions. · Analysis of data. · Processes for continuous improvement. |
Table 1 Requirements for Quality Management Systems according to ISO 9001: 2008. Source: self made
From the documentary point of view, the SGC must be made up of:
- Statements of the quality policy and objectives. Quality manual: which must include at least the scope of the system and its exclusions, reference to the procedures established for the system and a description of the processes and their interrelation. Procedures required by the ISO standard 9001: 2008: Control of documents, control of records, internal audits, control of non-conforming products, corrective action and preventive action. Documents established by the organization according to its needs. Records required by the standard and by the organization's processes.
The ISO 9000 family of standards is complemented by other reference documents issued by ISO that allow a better application of the proposed management model, such as:
- ISO 19011: 2002. Guidelines for auditing quality and / or environmental management systems ISO 10014: 2006 Quality management. Guidelines for obtaining economic and financial benefits ISO 10012: 2007 Measurement management systems. Requirements for measurement processes and measuring equipment ISO - TR 10017: 2003 Guidance on statistical techniques for ISO 9001: 2000 Standard ISO - TR 10013: 2001 Guidelines for the documentation of quality management systems Guidance on the process-based approach to quality management systems Guidance on the documentation requirements of ISO 9001: 2000.
Environmental management system according to ISO 14001: 2004
In the business context, the environment is the environment in which an organization operates, including air, water, soil, natural resources, flora, fauna, human beings and their interrelations. The conservation of this environment is one of the main concerns of organizations. This situation forces organizations to develop an environmental management process.
Environmental management refers to all aspects of the managerial function (PHVA cycle) that develop, implement and maintain the environmental policy aimed at preventing, minimizing and controlling as much as possible its effects on the environment and complying with legal and all kinds of requirements.
Compared to quality management, environmental management is a more modern concept that arises from environmental deterioration and awareness of this phenomenon. The requirements, legal and of environmental groups and organizations, are growing and these exert increasingly strong pressures, becoming interested parties to be satisfied by the organization.
Standardized approach to environmental management. NC 14000 standards
Environmental management systems (EMS) involve the establishment of policies, structure and responsibilities, procedures, and resource management and control activities. To carry out this management there may be several criteria, indications, suggestions but the most widespread is the implementation of systems meeting the requirements of the ISO 14001: 2004 standards.
The 14 000 Family Standards are edited by ISO technical committee 207 with the aim of standardizing and establishing “a common language” in aspects related to environmental management, with two aspects: the certification of management systems and that of products. The first edition of these standards was in 1996 and they have been subsequently revised. The main rules of this family are:
- ISO 14050: 2002 Environmental management. Vocabulary containing the definitions of the fundamental concepts related to environmental management ISO 14001: 2004. Environmental Management Systems. Requirements with guidance for use that specifies the requirements for an environmental management system. Although it constitutes the reference for certification, it does not establish specific environmental performance criteria by itself. ISO 14004: 2004. Environmental management systems. General guidelines on principles, systems and support techniques that provide guidelines for the development and implementation of environmental management systems and their principles, and their coordination with other management systems. They are designed for use as a voluntary internal management tool,and are not intended to be used as EMS certification / registration criteria.
The ISO 14001: 2004 standard is based on the PHVA methodology and establishes the following requirements:
- Environmental Policy Planning Implementation and Operation Verification Management Review
The aspects required in each of these requirements are summarized in table 2.
| REQUIREMENTS | |
| Environmental Policy | Environmental policy appropriate to the organization, which expresses the commitment to continuous improvement and prevention of pollution, compliance with requirements; that provides a framework for setting and reviewing objectives and goals. It must be documented, implemented, maintained, communicated and available |
| Planning | Procedure for the identification of environmental aspects and impacts and the definition of significant ones.
Procedure for the identification, access and application of legal and other requirements. Establishment of objectives, goals and programs. |
| Implementation and Operation | Resource assurance.
Establishment, documentation and communication of roles, responsibilities and authority. Appointment of a management representative. Ensuring the competence of personnel by establishing a procedure for training and awareness. Procedure for internal and external communication related to the EMS. Procedure for the control of documents. Procedure for carrying out controls on processes that may cause deviations from environmental planning. Identification of possible emergency situations and the preparation to face them. |
| check | Procedures to regularly monitor and measure the critical characteristics of your operations that can have a significant impact on the environment. Monitoring and measurement equipment must be kept calibrated or verified.
Evaluate compliance with legal requirements. Treatment of real and potential non-conformities and taking corrective actions and preventive actions. Identification, storage, protection, retrieval, retention time and disposition of records. Carrying out internal audits. |
| Management review | Reviews of the EMS to ensure its continued suitability, adequacy and effectiveness. These reviews should include the assessment of opportunities for improvement and the need for changes. The results of these reviews should include the decisions and actions taken related to possible changes in planning and other elements of the EMS, consistent with the commitment to continuous improvement. |
Table 2 Requirements for EMS according to ISO 14001: 2004. Source: self made
The documents required by this standard are
- the environmental policy, objectives and goals; the description of the scope of the environmental management system; the description of the main elements of the environmental management system and their interaction, as well as the reference to the related documents; statements of the functions and responsibilities related to Environmental Management The records required in this International Standard and those determined by the organization as necessary to ensure the effectiveness of the management Procedures defined by the organization as necessary to ensure the effectiveness of the management.
Occupational health and safety management system
For all business management systems it is essential to have committed and satisfied people and one of the elements that influence this is the guarantee of working conditions that promote safety and prevention of accidents and occupational diseases. Added to this are demands from organizations such as the International Trade Organization (OIC), the International Labor Organization (ILO) and national agencies and organizations.
Achieving these conditions, preventing and controlling risk situations, and complying with the legislation in this regard is the raison d'être of occupational health and safety management (GSST).
For this, Occupational Health and Safety Management Systems are established to direct and control the organization in this matter.
Standardized approach to the management of occupational health and safety. NC 18000 standards.
For the management of safety and health at work, unlike the Quality Management and Environmental Management Systems, the international standardization organization (ISO) has not approved any standard. However, there are internationally shared models such as the British OHSAS 18001 Standards that use terminology and structure similar to those of ISO standards for other management systems. OHSAS 18001 were published in 1999 and others related to it were published in subsequent years.
Several countries have considered these standards as a reference for the establishment of national standards and Cuba adopted them, with some adjustments, as Cuban standards in 2005.
The NC 18 000 family of standards is made up of:
- NC 18 000: 2005 Occupational safety and health-Occupational health and safety management system- Vocabulary NC 18 001: 2005 Occupational safety and health-Occupational health and safety management system-Requirements NC 18 002: 2005, Occupational safety and health - Occupational health and safety management systems - Guidelines for the implementation of Standard NC 18001.NC 18 011: 2005, Occupational safety and health - General guidelines for the evaluation of safety systems occupational health and safety management - Audit process.
The NC 18001: 2005 standard establishes that the occupational health and safety management system (SGSST) will include the following elements:
- Occupational Health and Safety Policy Planning Implementation and Operation Verification and corrective action Review by management
The requirements of the NC 18001: 2005 standard are summarized in table 3.
| REQUIREMENTS | |
| Occupational Health and Safety Policy | Appropriate environmental policy for the organization, which expresses the commitment to continuous improvement and compliance with current legislation and other requirements; that is documented, implemented, maintained, communicated, available and kept up to date. |
| Planning | Procedure for hazard identification, risk assessment and implementation of control measures.
Procedure for the identification, access and application of legal requirements and others. Establishment of objectives, goals and programs to achieve them, considering legal and other requirements, identified dangers and risks and the opinions of interested parties. |
| Implementation and Operation | Resource assurance.
Establishment, documentation and communication of roles, responsibilities and authority. Appointment of a management representative. Ensuring the competence of personnel by establishing a procedure for training and awareness. Procedure for internal and external communication related to safety and health at work. Information procedure that describes the elements of the system and their interrelation and indicates the location of the related documentation. Control of documentation and data. Procedure for carrying out controls on processes that may cause deviations from planning on health and safety at work. Identification of possible emergency situations and the preparation to face them. |
| Verification and corrective action | Documented procedures to monitor and measure OH&S performance on a regular basis.
Treatment of incidents, accidents and non-conformities and the taking of corrective and preventive actions Identification, conservation, elimination and disposition of the records. Carrying out internal audits. |
| Management review | SGSST reviews to ensure its suitability, adequacy and effectiveness. These reviews should consider the need to make changes to the elements of the system and should be documented. |
Table 3 Requirements for SGSST according to NC 18001: 2005. Source: self made
The documents that the SGSST will include according to NC 18001: 2005 are:
- The OSH policy, objectives and goals; The description of the main elements of the occupational health and safety management system and their interaction, as well as the reference to the related documents; Roles and responsibilities associated with OSH. required in the Standard and those determined by the organization as necessary to ensure management effectiveness Procedures defined by the organization as necessary to ensure management effectiveness.
Common aspects for management systems
The origin and need for these systems has been different: quality has been developed strongly driven by competition and by the need to improve business competitiveness, security by the establishment of government regulations and by pressure from trade union organizations, the environment environment has done it through legislation and society. Despite this, the same management approach based on the Deming cycle (Plan - Do - Verify - Act) and the continuous improvement that implies:
(1) Plan the performance and schedule the activities to be carried out by establishing policies, objectives, indicators, goals and programs to be achieved as well as the definition of responsibilities associated with the development of processes and the fulfillment of tasks.
(2) Execute activities as scheduled by applying established methods, techniques, and procedures.
(3) Controlling compliance with execution both at an operational level (control and monitoring in the processes) and at a strategic level through system reviews mainly, although other forms of control are used for some of the systems.
(4) Continuous improvement of performance by taking corrective and preventive actions to solve and avoid non-conformities.
The previous systems are made up of processes, structures, procedures and require the management of resources, among which the personnel and their training, awareness and commitment are of special interest.
Common elements for these systems are also the processes and activities that are developed, which are summarized in table 1.1
| Processes | Activities |
| Planning |
· Establishment of objectives, indicators, goals and programs. · Identification of requirements. |
| Resource management |
|
| Risk prevention and management |
|
| Management of documentation |
Identification and control of applicable external documentation, including legislation |
| Monitoring and measurement |
· Improvement |
Table 4 Common processes and activities for quality management systems, the environment and occupational health and safety. Source: self made
Due to the multiple demands to which organizations are subjected, business management systems are often made up of several subsystems that are governed by common principles, and the principles for integrated management can then be defined.
- Process-based approach to management: This principle is based on the fact that a result is achieved more efficiently if the resources and related activities are managed as a process, and that the identification, understanding and management of a system of interrelated processes for the sake of an objective contributes to the effectiveness and efficiency of the organization. A management system must be based on defining processes, breaking down activities, determining inputs, establishing the sequence and the interaction that exists between activities, areas and processes. Based on this identification, the elements for the implementation of each system are determined: requirements, occupational and information security risks, environmental aspects and impacts, all associated with the activities carried out in each process.In addition, each system is structured from common management processes: planning, monitoring, reviews, taking corrective and preventive actions, among others.Management commitment and leadership: Quality, the environment and occupational health and safety are not only technical problems, but also of the highest level of management in the organization. Only if the Directorate is committed will success be achieved. All regulations require the establishment of management policies approved by the management as a sign of the commitment assumed. Awareness and participation:the implementation of these management systems is the responsibility of all members of the management system, who must be aware of their need and importance and of their responsibilities with the system. Therefore, it can be said that the training of competent personnel, capable of carrying out the systems, is the main key to all aspects that are developed in organizations, making this an indispensable requirement. Approach to meeting requirementsAll the results that are obtained in the organization must meet the requirements of interested parties and towards this the management systems are oriented. In every organization it is necessary to maintain a balance between customer satisfaction (quality), the interests of the institution's staff (occupational health and safety), society in general (environment) and interested parties, such as: suppliers, associates, higher bodies, financiers, regulatory agencies. Preventive and continuous improvement approach.All these systems are based on the identification of requirements and possible breaches of these, that is, risks, emergencies and impacts. Based on these, programs are established for their elimination or minimization to tolerable levels through risk management. It is necessary to act before failures occur, instead of controlling their results, although these must also be considered. Likewise, it is a requirement to constantly review and update these possible negative situations. Monitoring, measurement, data analysis:Monitoring the performance of systems is a requirement for everyone. In all management systems, regular reviews are required through audits and other activities, the evaluation of the effectiveness of the management and the development of reviews by the top management.
Integrated Management Systems
Considering the concepts given for the quality management system, the environment, safety and health at work, it can be defined that the Integrated Management System is the part of the business management system to establish policies and objectives with respect to various aspects (in this case quality, the environment and occupational health and safety), as well as the planning, implementation and control of actions to achieve them.
An integrated management system for quality, the environment and occupational health and safety is aimed at the satisfaction of various stakeholders and the implementation of effective, safe and environmentally friendly processes.
Advantages and disadvantages of integration
The concept of the integrated management system emerges as a way in which an organization can ensure that the requirements of various management systems are effectively and efficiently met. The Integrated Management System (SIG) can cover all aspects of institutional management, product quality and customer service, maintenance of operations, environmental performance and health and safety at work, efficient economic management and accounting, the effectiveness of procurement and other systems.
The common elements of the different aspects of the organization provide an obvious opportunity to increase effectiveness and efficiency by integrating them. Organizations have a management team and it seems logical to adopt a single Management System that encompasses several methodologies necessary to fulfill the responsibilities of the Management and the objectives of the institution. Many organizations that already have a Management System implemented see the existing similarities with others and recognize that maintaining multiplicity is not practical or economical. Thus, the integration of systems can have advantages such as:
- The needs and expectations of all interested parties are met by establishing the obligation to comply at the same time with legal and regulatory requirements, specified environmental, quality, occupational health and safety requirements and others. Improves effectiveness and efficiency of the processes, increasing consistency, traceability, avoiding redundancies and inconsistencies.The management processes of planning objectives and reviewing the System are integrated since the definition of the objectives of the Integrated Management system encompasses environmental, quality and health and safety at work and in the system reviews, aspects related to the four functions are taken into account, all of which allows solving conflicts of responsibilities,and optimize and simplify the decision-making process based on comprehensive data. Greater consistency, ease of use and reduction of documentation maintenance costs are achieved by being integrated into a single document (procedure, instruction, record, etc.) aspects related to the three functions.The performance, competencies and training of the members of the organization are increased, since the training needs of individuals in various subjects are determined and supplied in unison. the development and implementation of the Integrated Management System and a lower investment than necessary for the certification processes of these systems independently. The three systems can be audited at the same time,This will reduce the costs for an organization to prepare and carry out these audits. It allows to take advantage of the experience in existing systems for the implementation of others.
However, it also has disadvantages such as:
- Higher implementation costs compared to a single particular management system. If it is difficult in any organization to run one of these systems, you have to think about what it would be like to implement all three at the same time. For this reason, the current trend of organizations is to implement a Quality Management System and later integrate the others.More effort in training, organization and change of business culture, by requiring the completion of a greater number of activities to guarantee the training of personnel in the various subjects Greater effort is required in planning, process control and decision-making, since aspects related to quality, environmental performance,performance in health and safety at work and information security in processes.
Approaches and models for integration
Business management systems, both isolated and integrated, are influenced by:
- the objectives of the organization, the processes it carries out, the methodology it uses for the execution of the processes, the expected results, the relationships it maintains with all interested parties, and the influence that the psychosocial and physical environment has on Your activities.
Although there is no standard for integrated management systems, an important step in its standardization was the edition by ISO, in 2007, of the specification available to the public PASS 99. This document establishes the following requirements for integrated systems (Table 5):
| REQUIREMENT | DESCRIPTION |
| General requirements | Definition of scope
· Identification of processes, sequence and interaction, criteria and methods to guarantee efficiency, guarantee the availability of resources and information, monitor, measure and analyze these processes and apply actions to achieve planned results and continuous improvement. |
| Politics | · Development of a policy that is appropriate to the organization; include a commitment to comply with all legal and other requirements and continually improve the effectiveness of the management system; constitutes a framework for setting and reviewing objectives, is communicated to all persons who work for or on behalf of the organization, and is periodically reviewed to ensure its continuing suitability. |
| Planning | · Identification and evaluation of aspects, impacts and risks
Identification of legal and other requirements · Contingency planning Objectives and programs for their fulfillment Organizational structure, functions, responsibilities and authorities |
| Application and operation | · Operational control of the conditions in which operations associated with significant aspects are carried out.
· Competent staff on the basis of their education, training, skills and experience and aware of the relevance and importance of their activities and how they contribute to the achievement of the objectives. Evaluation of the effectiveness of actions to guarantee competition. · Resources and infrastructure you need to achieve your goals. · Control of documents and records: approval, review, change control, availability, legibility, identification, protection, etc. · Internal and external communication (if you consider it necessary). Reception, registration and response to communications from interested parties. |
| Performance evaluation | · Monitoring and measurement through data analysis.
Periodic evaluations of compliance with legal requirements Periodical audits of the management system · Correction of non-conformities and taking actions to mitigate their impact |
| Improvement | · System improvement through the use of the policy, objectives, audit results, data analysis, corrective and preventive actions, and management review.
Definition and assignment of responsibility and authority for improvement |
| Management review | · They will include the evaluation of opportunities for improvement and the need for changes in the management system, including the policy and objectives, and records of the review will be kept. |
Table 5 Requirements for an integrated management system according to ISO PASS 99. Source: self made
According to this provision, the management system documentation will include:
- Scope of the management system, including management system standards and specifications Policies, objectives and programs System manual describing the main elements and their interaction, including policies, processes and procedures and references to documents Documented procedures and records required by the management standards or specifications management systems that are integrated Documents deemed necessary to ensure effective management of your processes.
The PASS 99 model is one of the most complete but presents the following difficulties for its full adoption:
- It only represents the common requirements for management systems without including the specific ones. It expresses requirements to be met but does not establish principles for management. Like the standards, it only indicates what to do and some recommendations to achieve it but does not specify how to get to implementation Since it is an international specification, it is not contextualized with national requirements for the countries.
Criteria to be considered to implement an integrated management system.
Taking into account the criteria of various authors, a methodology is proposed for the projection of the integrated management of quality, the environment, and occupational health and safety (figure 1) based on the model in annex 1.
Figure 1 Methodology for the projection of the integrated management of the processes. Source: self made
This methodology has the following premises:
- It considers that the decision to implement an integrated management system and not independent systems has already been made. Two levels of management are distinguished: an organizational level related to strategic and support processes that include planning and control of the general system and resource management (includes independent management processes of the operational processes) and one with an operational nature that is related to the integrated management of the processes. It can be applied by organizations in which one of the systems already exists, all or none. For correct integrated management The requirements established in the regulations must be “compatible” with the specific legislation on these matters. The principles of integrated management of the processes explained in the previous chapter must be complied with.The participation of process managers and specialists is essential, which requires knowledge of the aspects to be managed by process managers.
It also has the following characteristics.
- It starts from the management of the processes and finally it is integrated into the management in a functional unit as a form of organization of the organizations.Although it is based on only three subsystems of the management and business management system, results are obtained that are integrated into others. stages do not follow a strict linearity, some can be simultaneous and even "return" to a previous one. Others must be carried out simultaneously such as system planning and process management.
Conclusions
Carrying out this work allowed to conclude that:
- There are common aspects in standardized approaches to quality management, the environment and occupational health and safety, so their integration is a possible and recommended alternative to increase the effectiveness of organizations. There are several approaches and models among which there are common elements and although they make important contributions, they have limitations.One of the most comprehensive models for Integrated Management Systems is the Publicly Available Provision PASS 99, issued by the ISO in 2006 Although it is the most complete, it still has some limitations.An integrated management system includes organizational and operational processes that allow compliance with the management standards for each system and its implementation is a non-linear process that involves the performance of closely related tasks.
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