integration of management systems i (ims i)

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Towards the Sustainable Region /DQE / 2NOO27IProject co-financed by the Structural Funds

Integration of management systems I (IMS I)

Dr. Joachim Borner Dr. Petra Winzer

IMS I

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Overview

1. Quality and Environment Standards - ISO 9000:2000 et seqq.

- ISO 14000 et seqq.

2. Models of integration

3. Sequence of measures to build up Integration management systems

4. Results

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Objectives

• Principles of ISO 9000 et seqq., ISO 14000 et seqq. and EMAS

• Development of Integration management systems

• Sequence of measures for building an Integration

management system

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ISO 9001:2000

ISO 9001:2000 Quality management system requirements

5. MANAGEMENT RESPONSIBILITY

5.1 Management commitment5.2 Costumer focus5.3 Quality policy5.4 Planning

5.4.1 Quality objectives5.4.2 Quality management system planning

5.5 Responsibility, authority and communication5.5.1 Responsibilty and authority5.5.2 Management representative5.5.3 Internal communication

5.6 Management review5.6.1 General5.6.2 Review input5.6.3 Review output

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ISO 9001:2000

ISO 9001 (2000) Quality management system requirements

6. RESOURCE MANAGEMENT

6.1 Provision of resources6.2 Human resources

6.2.1 General6.2.2 Competence, awareness and training

6.3 Infrastructure6.4 Work environment

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ISO 9001:2000


7. PRODUCT REALIZATION (1)

7.1 Planning of product realization7.2 Costumer-related processes

7.2.1 Determination of requirements related to the produc7.2.2 Review of requirements related to the product

7.3 Design and development7.3.1 Design and development planning7.3.2 Design and development inputs7.3.3 Design and development outputs7.3.4 Design and development review7.3.5 Design and development verification7.3.6 Design and development validation7.3.7 Control of design and development changes

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ISO 9001:2000

7. PRODUCT REALIZATION (2)

7.4 Purchasing7.4.1 Purchasing process7.4.2 Purchasing information7.4.3 Verification of purchased product

7.5 Production and service provision7.5.1 Control of provision and service provision7.5.2 Validation of processes for production and

service provision7.5.3 Identification and traceability7.5.4 Customer property7.5.5 Preservation of product

7.6 Control of monitoring and measuring devices

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ISO 9001:2000

8. MEASUREMENT, ANALYSIS AND IMPROVEMENT

8.1 General8.2 Monitoring

8.2.1 Customer satisfaction8.2.2 Internal audit8.2.3 Monitoring and measurement of processes8.2.4 Monitoring and measurment of product

8.3 Control of conconforming product8.4 Analysis of data8.5 Improvement

8.5.1 Continual improvement8.5.2 Corrective action8.5.3 Preventive action

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Quality management system – process model ( CD2 / ISO 9001:2000)

Process model

COSTUMER

COSTUMER

Management responsiblity

Resourcemanagement

Measurement,analysis,responsibility

Product (and / or services)

realisation

Input Output

Product/service

Quality management systemContinual Improvement

SA

TIS

FA

CT

ION

RE

QU

IRE

ME

NT

S

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ISO 14001

Management reviewManagement review

Checking and corrective actionChecking and corrective action

Continual Improvement

Environmental policy

PlanningPlanning

Implementation and operationImplementation and operation

Environmental management system model ( EN ISO 14001)

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Important interfaces between quality assurance and environment protection:

Quality assurance

• Quality policy

• Quality management system

• Precautions against product liability

• Internal quality audits

• Training in quality assurance

• Quality oriented customer service

• Certification according to ISO 9000 et seqq.

Environment protection

• Environment policy

• Environment management system

• Precautions against environment liability

• Internal Environment audits

• Training in environment assurance

• Environment oriented customer service

• Certification according to ISO 14000 et seqq.

Relations between QMS and EMS

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Typical stages in the life cycle of products

Acquisition

Verification

Product design and development

Process planning and development

Provision of services

Packing and storage

Distribution

Assembly and picking

Technical support and customers service

Product behaviour supervision

Disposal or recycling at the end of useful life

Marketing and market research

Qualityaspects

Environ-mental aspects

Work safty

aspects

Life cycle model

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IMS Definition

PR

OC

ES

SE

S

Purchasing

Logistic

Innovations

Theme-orientated management systems

Cognition management

QM EM OSM

Source: Integrierte Managementsysteme: Konzepte, Werkzeuge, Erfahrungen / Stefanie Schwendt; Dirk Funck (Hrsg.) – Heidelberg: Physika-Verl., 2002

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Industrial standards define quality as

“degree to which a set of inherent characteristics fulfil requirements”

(DIN EN ISO 9000:2000).

Definition of quality

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Quelle: Sitte, J.; Winzer, P.:”Bottom-Up Framework for Enterprise Optimisation and Control”; Tagungsband, Norwegen/Trontheim: 1999, Sektion B2 Extended Interprise/Enterprise Integration

Quality function

Goals: survival and success

Fact of life: To survive the enterprise has to meet stakeholder demands.

The Comprehensive Quality Function measures the satisfaction of demands

i

N

ii zwQ

1

)()(1

ss i

N

ii zwQ

With the help of a model achieving the goal becomes an optimisation task

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Groups of stakeholders:

The market (potential customers) The actual buyer (client) The enterprise owners or shareholders The enterprise personnel The suppliers and service providers (the

enterprise's business partners) The community at large (represented by government

and other community organisations)

Stakeholder of IMS

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Which demands are made on my enterprise?

Managing of Requirements

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ForderungenForderungenForderungenDemands

Capability of quality

Feature of material

- product

- components

Feature of material

- product

- components

marketmarket

Trade and industry law Costumer

suppliers

§

Basic of Generic model

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satisfied demands

quality

risk

excessive

quality

§§

Diversity of demands

Generic philosophy

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Q-audit E-audit X.-audit

CIP CIP CIP

EMS

QMS ISMS

...

enterprise XXX

dem

ands

inst

rum

ents

Up to nowUp to now

MS

CIP

EMS

QMS ISMS

...

nownow

Systematisation of demands

Improvement of the MS

Source: In dependence in Prof. Winzer, Vortrag im Rahmen der GQW-Mitgliederversammlung, Magdeburg, 16./17. Februar 2000

yes

no

IMS Model

enterprise XXX

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Documentation (process manual)

Analysis and structuring of the processes

Development of a basic management model

Derivation of the enterprise philosophy, policy and strategy

Analysis of compliance with standards and initial environmental review competence

using

Source: In dependence in Martini, J., Winzer, P.: ”Qualitätsmanagement und Dienstleistungskompetenz”, In: Dresdener Innovationsgespräche 1996, Tagungsband, S. 297-303, Arbeitskreis 5.

Internal audit

review

determination

8

6

7

4

5

1

2

3

certification

Steps of IMS

Increase of participation

possibilities for theimprovement of competence

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Analysis of compliance with standards and initial environmental review

competence

determination

First Step of IMS

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: 99.

N

We define the Comprehensive Quality Function (CQF) as an overall score indicative of the degree of satisfaction of the demands of all the stakeholders. (Sitte, Winzer 99)

Comprehensive Quality Function

legend:

W iZ i

- degree of satisfaction of I-th demand- degree of importance of the I-th demand in correlation to all other demands

‚ƒ„…†‡

legend:

ManagementInformation/DocumentationSatisfaction of demands of customersPlanningMaintenance andactualisationof managementsystemValuation of results and of suppliers staff (development and training)

degr

ee o

f sa

tisfa

ctio

n %

‚ ƒ „ … † ‡

50

100

‚ ƒ „ … † ‡

50

100

Results

Analysis of the degree of satisfaction of demands

Development of a profile of demands

Development of a profile of demands

ii zwQ i1

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Creation of a catalogue of demands

Catalogue of demands

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Structure of the subtree of demands

Structuring of Demands

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Relation between the different demands

Weighting of Demands

may be demands

• colour

• shape

• furnishing

must to do demand. Safty demands

• reliability demands

varioussource and contents of demands

state::

customer::

market::

staff::

enterprise::

association::

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C D em ands from cus tom er W e ight D oS

C 1 A ccu rate d im ens ion ing 9 2C 2 G ood surface fin ish 8 2C 3 S treng th 7 3C 4 A esthetics 7 2C 5 C om p liance w ith the techn ica l

specifica tions 10 2C 6 S ervice 8 1C 7 T idy bu ild ing s ite 8 1C 8 D isposa l o f bu ild ing rubb ish 8 1

C D em ands from cus tom er W e ight D oS

C 1 A ccu rate d im ens ion ing 9 2C 2 G ood surface fin ish 8 2C 3 S treng th 7 3C 4 A esthetics 7 2C 5 C om p liance w ith the techn ica l

10 2C 6C 7 T idy bu ild ing s ite 8 1C 8 8 1

Customer Demands

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O D em ands from the ente rp rise ow ner W e ight D oS

O 1 low m ate ria l cos ts 9 2O 2 low equ ipm ent cos ts 6 2O 3 low sa lary costs 10 3O 4 e ffec tive w o rk o rgan isa tion 10 1O 5 m in im al transport, transfe r and

s torage processes8 1

O 6 accountab ility in p roduc tion p rocedures

8 1

O 7 com plete process docum en ta tion 8 0O 8 sm ooth coup ling be tw een financia l

and techn ica l contro lling8 0

O D em ands from the ente rp rise ow ner W e ight D oS

O 1 low m ate ria l cos ts 9 2O 2 low equ ipm ent cos ts 6 2O 3 low sa lary costs 10 3O 4 e ffec tive w o rk o rgan isa tion 10 1O 5 m in im al transport, transfe r and

8 1

O 6 accountab ility in p roduc tion 8 1

O 7 com ple te process docum en ta tion 8 0O 8 sm ooth coup ling be tw een financia l

8 0

Owner Demands

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M D em ands from the m arket W e ight D oS

M 1 M ixed cons truc tion types 10 2M 2 F u ll cons truc tion serv ice 10 2M 3 C om petitive p ric ing 8 2M 4 Innova tive p roduc ts 8 1M 5 P roducts o f h igh s tandard 8 2

M D em ands from the m arket W e ight D oS

M 1 M ixed cons truc tion types 10 2M 2 F u ll cons truc tion serv ice 10 2M 3 C om petitive p ric ing 8 2M 4 Innova tive p roduc ts 8 1M 5 P roducts o f h igh s tandard 8 2

Demands from market

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Relating demands to processes

IMS I

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Demand satisfaction profile

profile of demands

potential of quality

risk

prof

ile o

f dem

ands

weak signals

may be demandsmay be demands

must to do demandsmust to do demands

Demand profile

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Determination of demands and stocktaking

legend:

Management

Information/Documentation

Costumer satisfaction

Planning

Maintenance and up-dating of management system

Valuation of the operating efficiency and the suppliers

development and training of the staff members

degr

ee o

f rea

lisat

ion

%

50

100

Source: In dependence in AUBA Berlin, GTZ Bonn, Autorenkollektiv, Projekt P3U, Stand 10/99.

Analysing

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Comparison between different analysis results

Comparison between construction / construction-related companies and services

0

10

20

30

40

Items

De

gre

e o

f

ac

co

mp

lis

hm

en

t in

%

Construct.

Services

Construct. 31 29,5 38 30,8 26,8 34,8 35,5

Services 34,9 33 34,9 26,1 23 30 29,1

1 2 3 4 5 6 7

Quelle: verschiedene Analyseergebnisse von AUBA e.V. und AUBA consult GmbH Berlin

Analysis results

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Derivation of the enterprise philosophy, policy and strategy

Analysis of compliance with standards and intitial environmental review competence

determination

Second Step of IMS

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Objectives, policy and programm

Measures

Program

Objectives

long-term

medium-term

short-term

short-term medium-term long-term

Policy

Philosophy

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Continuity of generating objectives

Em

ploy

ee s

atis

fact

ion

> 8

0%

Cos

tum

er s

atis

fact

ion

> 7

0%

Pro

cess

saf

ety

cpk

> 1

,33

Introduce teamwork > 50%Quantify costumer satisfactionQuantify process safety

Objectives of the enterprise

Process objectives

satis

fied

cost

umer

s

Ent

huse

d em

ploy

ees

Saf

e pr

oces

ses

Goo

d bu

sine

ss r

esul

ts

Employee satisfacion > 80 %Costumer satisfaction >70%Process safety 133%

We want

guidelines

Objectives of the enterprise

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Objective finding process

realisation

supervision of the realisation

management-system

Assignment and strategy

realize the enterprise objectives in 1999

model enterprise Inc. prepared

released: .

page 1 of n

Enterprise objectives

%measures termrespons. .section x item 3.1 and

4.1.4 until

03.99Mr. X

enterprise -philosophy

enterprise -program

enterprise -policy

item 1.5

Source: In dependence in AUBA Berlin, GTZ Bonn, Autorenkollektiv, Projekt P3U, Stand 10/99.

IMS Program

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Conclusion

We intended to give you:• knowledge of ISO standards 14000 et seqq. and 9000 et

seqq., EMAS• knowledge about the sequence of measures for building

integration management systems• knowledge to contain the DQE- philosophy in the

processes of the enterprises

• skills for building integration management systems

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References

Stratmann, W./ Winzer, P. (Mitwirkung):

Die neue ISO 9000:2000; Interpretation des Normenentwurfes. Fachbroschüre TÜV CERT, In: TÜV Verlag GmbH, Köln, Mai 1999.

Birkhofer, H./ Spath, D./ Winzer, P./ Müller, D.:

„Umweltgerechte Produktentwicklung - Ein Leitfaden für Entwicklung und Konstruktion“ Hrsg.: DIN e.V., Beuth Verlag GmbH, Januar 2000, ISBN 3-410-14512-5.

Winzer, P. Chancen und Risiken prozessorientierter integrierter Managementsysteme. In: Molitor, M. (Hrsg.): Tagungsband GQW -Versammlung am 16./17. Februar 2000. Shaker Verlag Aachen.

Winzer, P.: Zukunftsrobuste Zielbildung für prozessorientierte integrierte Managementsysteme. In: Redeker, Georg (Hrsg.):Berichte zum Qualitätsmanagement. Qualitätsmanagement für die Zukunft. Business Excellence als Ziel. Bericht zur GQW-Jahrestagung 2001 Hannover. Band 3/2001. Shaker Verlag Aachen. ISBN 3-8265-8461-9. S. 97-108.

Winzer P. (Hrsg.) Wissensbasierte Unternehmensorganisation. Aachen: Shaker Verlag 2004. ISBN 3-8322-2533-1

Heinich P., Winzer P. (Hrsg.) Unternehmensnetzwerke. Aachen: Shaker Verlag 2004. ISBN 3-8322-1671-5

Heinich P., Winzer P.

Wissensbasierte Wertschöpfungsketten und Generic-Management-Systeme.

In: Winzer P. (Hrsg.): Wissensbasierte Unternehmensorganisation. Aachen: Shaker Verlag 2004. Seite 1-14

Borner, J. The future of work and sustainable regional development in Dessau-Wittenberg-Bitterfeld, cultural tourism sector; in: ICLEI, Regional Cycles: Regional Economy Towards Sustainability, Freiburg 2003

integration of management systems i (ims i)

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