The experience of companies—large and small—in implementing quality, health and safety, and environmental (QHSE) management systems has given rise to an understanding of the importance of system integration. The overriding lesson is summed up in a single word: “compatibility.” Companies that achieve compatibility in their management system are the ones that reap the rewards of “working smarter and not harder.” I’ll explain what compatibility is and how to achieve it at your own companies.

A Definition of Compatibility

ISO Guide 72, the guideline for writing management system requirement standards, defines “compatibility” as the suitability of similar standards for use together under specific conditions to fulfill relevant requirements without causing unacceptable interactions. In other words, if common characteristics can be rationalized and implemented in a shared fashion, without duplication or conflict, the management systems are deemed to be compatible.

The common characteristics of some of the well-known management system models include:

• Policies and associated targets;
• Planning that reflects the strategic and management system objectives and utilizes factual information flowing from the management system;
• Organizational structure defining roles, responsibilities and authorities for work that impacts the management system objectives;
• Processes, procedures and resources to carry out organizational and management system activities;
• Methods for measuring and evaluating performance;
• Correction of identified problems and implementation of opportunities for continuous improvement; and
• Management review of system performance providing feedback to the planning process.

The Case for Integration

The potential benefits that come from implementing management systems and consolidating common system requirements include:

• Alignment of business and QHSE goals and maximization of key performance indicators;
• Recognition of how all people and processes interact and affect each other for more effective management of interfaces;
• Creation of an integrated team approach focusing on mutual goals and benefits;
• Establishment of common objectives, processes and procedures;
• Creation of synergies, thereby reducing redundancy and increasing effectiveness and efficiency;
• Reduction of risk through management based on factual data and overall analysis of performance metrics;
• Systematic prioritization of effort for greatest organizational benefit;
• Enhancement of performance across all functional areas;
• Comprehensive identification and analysis of problems and opportunities to improve;
• Prevention of sub-optimization, i.e., advancement of one area at the expense of another;
• Increased understanding of all customers’ and stakeholders’ needs, wants and perceptions;
• Savings of time, money and effort;
• Establishment of accountability and clear boundaries; and
• Improvement of internal processes and communications.

And the list goes on and on.

Conclusion

By establishing objectives and targets, and then measuring progress against them, top management can ensure that the decisions and directions taken by the organization serve customer expectations and the strategic business goals of the organization.  Clearly communicating the objectives and targets and establishing key performance indicators (KPI) that reflect them promotes understanding by the organization’s personnel of the goals and how their activity and effort contributes towards achieving them. In other words, “I know how what I do around here contributes to the success of the company, which in turn garners me and my staff a continued pay check.” And isn’t that really the bottom line for any business?

Story Tools:  Email This Post  Print This Post Top