The integrated management system (CIM) summarizes requirements from different ranges (e.g. environmental and industrial safety, security, QA) in a uniform structure. By use of synergies and the bundling of resources actual compared with individual, isolated management systems - a slimmer management possible. One proceeds hiebei usually from a proven, large ms and integrates the other systems.

With the process orientated beginning the processes are defined independently of the management systems and regarded by the different systems only differently.

For example a manufacturing process contains not only interfaces to the product and process quality (quality management e.g. according to ISO 9000), but also to environmental protection (environmental management e.g. according to ISO 14000) and to the industrial safety (industrial safety management e.g. after OHRIS).

In addition further concepts can be integrated, e.g.

• Risk management (demanded as in the German KontraG)
• Data security (see Federal Law for Data Protection)
• Facility management and maintenance
• Building protection with ranges such as closing plants, guard, fire protection etc.
• in addition, financial and report system, Datamining, knowledge and idea management.

In addition the process orientated beginning offers the possibility of accomplishing firmspreading comparisons so-called of bench mark.

Background

In many enterprises, particularly on the "“desire"” of their business customers, first starting from end of the 1980er years of standardized quality management systems and somewhat later (starting from 1995) were developed standardized environmental management systems.

Starting from approximately 1990 they became in some fallow ones the condition for the placing of orders: , And systems to industrial safety and environmental protection in the Petrochemie combined quality management systems particularly in the autoindustry. Background was also in this time the burden of proof reversal fixed in Germany during the product liability.

Because now the manufacturers were obligated in the controversy to prove the accuracy of their products instead of as before the customers had to prove defectiveness to the manufacturer. This demand can be reached with complex and safety-relevant products only by a complete proof to entire production process, to down into production even the smallest delivery part.

With conversion of the European Union guideline 96/82/EG of the advice from 9 December 1996 for the control of the dangers in heavy accidents with dangerous materials (Seveso II guideline) into national right (in Germany by the 12. BImSchV (incident regulation) from 26 April 2000) was finally prescribed obligatorily on the enterprises concerned a risk and/or a safety management system.

The management systems were first separately from each other developed development into many enterprises. By overlaps, unclear interfaces or possibly also contrary regulations (more economically) a use of different management systems is not always ensured. In particular regarding both by the quality management standard ISO 9001 and the continuous improvement of the processes demanded by the environmental management standard ISO 14001 can be achieved on a long-term basis only by the pool (integration) of the individual management systems of an enterprise into only one system.

Since beginning of the 1990er years into many organizations (enterprises, authorities, Dienstleister etc.) the individual (isolated) management systems are converted into so-called integrated management systems (CIM) and/or CIM are again developed. The range of a CIM depends on the requirements of the respective organization. It consists still wider ranges of general and specializedspecific modules, can however apart from the classical management systems for quality and environment contain, e.g.

• Industrial safety management
• Risk management
• Safety management
• Outside firm management.

Standards and guidelines for integrated management systems

It gives up-to-date (conditions: March 2005) no standard, which supports an organization with the structure of a CIM. A first step on the part of the ISO in this direction can be seen in the revised environmental management standard ISO 14001:2004. A goal of the revision was the increase of the compatibility of the ISO 14001 with the quality management standard ISO 9001. However the same containment of the standard becomes on the respective management system in the ISO 14001:2004 (chapter: Introduction) made as in the ISO 9001:2000 (chapter 0.4): "„This international standard e.g. does not contain requirements, which are specific to other management systems, like those for quality management, industrial safety and safety, financial or risk management, although their elements can be brought with those of another management system in agreement or united with these. "“

In June 2004 the association of German engineers, published VDI, the draft of the guideline VDI 4060 sheets 1 as one "„action guidance for the setting up of CIM for enterprises of all industries and sizes "“. In the draft under point 1 (objective of the guideline) it means: "„It becomes free space for future aspects (e.g. Hygiene or risk management) calmly, which does not admit yet current or is, which can be inserted however at any time after the same proceeding. The principle "„of the continuous improvement "“as well as the view of risk are continuous used. At the same time that is, by a converted measure there are improvements within several ranges (e.g. quality, environment, security). "“

Structure of an integrated management system

The simultaneous use of an improvement for several ranges (synergy effect) is one of the substantial reasons for the structure of CIM in organizations. There quality and environmental management systems in their structure are similar (standardized) (manual, default documents, etc.), are possible the integration one of the two management systems into the existing management system with little additional expenditure. The existing documents are supplemented around the missing aspects, possible interfaces between the systems are defined and optimized. The regular self examinations demanded by respective ISO standards (audit, Managementreview, etc.) can cover all aspects of the CIM without larger additional expenditure.

New concepts for integrated management systems

The integration of different management systems to an integrated management system is a continuous development. Beside CIM as such there are further integrating concepts which are based on the aspect of quality, by which three are described briefly here.

Totally quality management

Totally quality the management, TQM, is a process orientated quality philosophy essentially developed in Japan, which is based on the conviction that quality is simply a question of the adjustment at the requirements of the customers. Deviations from it can be avoided by measurement of these requirements by means of process improvement or - transformation.

EFQM model for Business Excellence

A new concept for integrated management systems comes from the European Foundation for quality management (European donation for quality management EFQM), the European EFQM model for Excellence. The European EFQM model for Excellence is total a model quality management, TQM, and covers all management ranges. It has the goal to lead the user to exzellentem management and exzellenten

Pc. Galler concept for integrated quality management

This concept was considerably developed by Swiss professor Seghezzi. It consists i.e. of three dimensions,

• the management (consisting of normative, strategic and operational management)
• three columns (structures, activities, behavior)
• the enterprise development taking place in the temporal operational sequence.

In this concept the managerial policy over missions in strategies is converted.

Articles in category "Integrated management system"

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