Using an Integrated Management System to Implement ISO 9001:2015

Reduce documentation and processes, save on implementation and maintenance costs

Thu, 05/28/2015 - 00:00

The final draft international standard (FDIS) of ISO 9001:2015 will be released in July, and the revised standard is slated for publication in September. Per Annex SL of the “Consolidated ISO Supplement,” some elements of the standard will be restructured to allow for easier integration of multiple management systems.

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This restructuring follows a high level structure (HLS) required for all ISO management system standards and will result in the same subclause names, common texts, and terms and definitions for all the ISO management system standards. This is one of the major changes that will act as a catalyst for integration between standards or what we call “integrated management systems.” Generally speaking, integrated management systems refers to integrated processes that result in one management system to implement ISO 9001, ISO 14001, OHSAS 18001 (the new ISO number will be ISO 45001) or food safety standards such as FSSC 22000.

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Chad,

Am wondering if I have misread your approach to an IMS. There are indeed benefits in consolidating all the clauses and elements in the various ISO standards. There are other 'Systems' but that a bit later.

The 'HLS' and PAS 99 help consolidate the various standards elements and clauses so that organizations to simplify and consolidate commonised requirements in the various selected ISO and other Industry standards/regulations.

That done then consolidate HLS elements and clauses can then be ready for overlaying tasks.

The APQC PCF, eTOM, IDEFO, ITLL III and then even a Balanced Scorecard or an ERP 'Integrated Business Process Model' are then useful to identify the Management, Core and Support Processes. The Shikume or Value Stream Map can even be used as defining the Core Process.

As ISO 9001.1:1994 (Correct - an oldie but a goodie) explained the Processes should have a BE Models later described that Process should demonstrate the right Approach, Deployment, Results and Improvement. Process Owners are selected and assigned to the various 12 to 14 Processes.

Process Objectives and the SIPOC / Turtle Diagrams can assist define the metrics and support to the 'Process and Activities'.

So we have the Processes or as in ISO DIS 9001:2014 the "Operation" - core, value stream and the Management an system support processes 'mapped' and become the headings of the policy or old Quality Manual - not any mention required for the HLS or PAS 99 elements or clauses - the system is to reflect the context, processes, stakeholders / interested parties of the business - not the headings of a HLS/PAS 99.

Best Practice IMS then is simply overlaying the consolidated HLS / PAS 99 elements and clauses from various ISO Standards the organization is using. This would appear to be as you suggested in your article for your firm you represent and published in your organizations’ software based and HLS / PAS99 directed IMS book, to then integrate them into one HLS / PAS 99 manual and system but not to the Business Processes and ISO DIS 9001:2015 ‘process-approach’.

Your elemental approach from what I read, I could be misreading your intent, is not what is intended or designed and implements as a true IMS. Spain and Denmark are seeking to design an IMS and other National Quality Committee’s including Australia are developing IMS Handbooks and Guides for assisting organizations embrace and implement a process-approach for integrated management systems.

TC 176 and international members have taken feedback and endeavoured to address many criticisms of ISO 9001 from 2008, 2000 and even back in 1994, along with Aerospace, Automotive and other Technical Specifications that seek to enhance the basis ISO 9001 Standard.

We expect the various international committees will have their Process-approach, Risk-based thinking and use of FMEA, Control Plans and other Annex SL intent, taken-up with like vigour and passion you have, to have that ISO DIS 9001:2014 ‘process-approach’ promulgated with integrity to that strategic intent come July 2015.

Chad,

Worth reading ISI DIS 9001:2015 and why aligning clauses with HLS and PAS 99 is okay but any documentation must be 'Process-approach' structure.

Michael

"0.6 Compatibility with other management system standards – organizations are NOT required to follow an identical clause-by-clause sequence when defining their QMS and are encouraged to use the Process Approach as described in clauses 0-3 to 0.5 and in subclause 4.4, establishing a “... process-based quality management system.”

Given Denmark and Spain are apparently developing an IMS Standrad; cluase-based QMS and IMS proponents; and the Process-approach QMS and IMS consultants - I guess he may feel that way. I would not know.

ISO has published a number of IMS documents and guides so I realise his Chairmanship finishes in 2015. He may have his objective achived but I would not know.

IMS Guidebook published by ISO

http://www.iso.org/iso/home/store/publication_item.htm?pid=PUB100068

ISO Handbook for small businesses and the

ISO 9001 : 2008 Continual Improvement Model – Baking firm

http://www.iso.org/iso/home/news_index/news_archive/news.htm?Refid=Ref1709

 

https://www.youtube.com/watch?v=DqNeYyy7VSg 

Although the entire presentation may be of benefit, Dr. Croft addresses this issue at about 13:30.

If multiple standards are being applied to a management system, sure, the audit could be (and should be) an integrated management system audit. The audit criteria arising from the various standards are “integrated" to allow proper process auditing.

To say that the management system itself is “integrated” to address multiple standards suggests the purpose of the management system is to address requirements of various standards; the objective of establishing (and documenting) a management system is to pass audits. This mistaken notion has been perpetuated long enough. That’s why Dr. Croft pushes the idea that “outputs matter.”

The objective of establishing a quality management system isn’t to pass an ISO 9001 audit; it’s to output quality product. The objective of an environmental management system isn’t to pass an ISO 140001 audit; it’s to manage environmental impact. That’s why ISO is pushing the notion that “outputs matter” (outputs more dear to organizational survival than merely passing ISO audits).

It’s a ROBUST single management system that meets requirements arising from multiple standards. No management system should be defined according to the ISO standards being applied to it. Rather, it should be defined according to how it operates to output whatever it’s designed to output. 

To say that a management system is integrated suggests that the purpose of, or objective of the system, is to pass audits (or address requirements) involving multiple standards used to ASSESS management systems. The objective of a management system shouldn’t be to pass audits, but to output what it’s intended to output; the objective of establishing a management system should NOT be to "pass audits” or to “meet ISO requirements.” 

Hi Dan,

Understand about the Audits and agree. 

Howver, Outpts come from Processes and not clauses. The Article and the software seems to be saying just document any systems by its clauses or HLS. How can a clause produce an output.

Processes hiopefull efficiently trransform inputs into outputs that it or a combination achive or meet an outcoem for the customer or other stakeholders.

So Dr Croft is right for outputs from ....processes; but organizations seek outcomes.

Mike

I like how the DIS uses a variation of the term "integrated" at 5.1.1 d: "ensuring the integration of the quality management system requirements into the organization’s business processes . . ." Notice it's not ISO requirements being integrated into a QMS, it's QMS requirements (or, internal processing requirements, or, planned arrangements) that are being integrated into organizations' processes.

If an ISO 9001-registered company seeks ISO 14001 registration, processing requirements satisfying the requirements of ISO 14001 are integrated into defined business processes that impact environmental objectives. (It may involve some processes OTHER than the ones defined to manage quality; these OTHER processes are still part of the single robust management system.) It's not the requirements of ISO 14001 (or the requirements of ISO 9001) that are supposed to be integrated into processing, again, it's planned arrangements or processing requirements SATISFYING 9001 and 14001 requirements that are integrated into processing.

A single effective management system designed to manage quality and environmental impact may be robust enough to be assessed to the requirements of both 9001 and 14001 (an integrated audit), but that doesn't make it an integrated management system. 

Agreed Dan.

The issue I and others see, is the proponents of Clause-based documented Management Systems. The policy manuals of any system must represent that organizations processes and hence referenced as such, not to headings of standards' clause which is the issue I have in the article Dan.

The book shows this and even the software it appears to use the HLS for the triangles of the schematics with E/OH MS and separately a QMS over the Processes. The article is contrary to ISO DIS 9001:2014. So the Policy Manuals will by implication, words and schematics show they will be clause based and not process-approach frameworks. Even the APQC PCF provides guidance for single or IMS's.

It is simple for companies: does your management system reflect you business needs and its processes. If not, write as such - not by the clauses/requirements of various standards.

AS9100C, ISO TS 16949 provide through their industry bodies provide many 'Process' tools andtechniques - APQP, PFMEA, SPC, PPAP, PCP, which the book include a few. Of course Balanced Scorecards 'Process Perspective', ERP / SAP 'Integrated Bsuiness Process Models'; Lean / Value Stream Analysis and Process Layered Audits are all afforded ease of application when companies have Process Based MS and IMS's and which you detailed, for more effective Internal and 2nd and 3rd party audits.

Michael

Hi Dan,

Thanks for the Dr Croft YouTube links:

  • Should 5 m 50 secs he eludes to the problem of 'Tick the Box' auditing 
  • I suspect this is to counteract Certification Bodies and people building management systems, to stop them over the next 3 years to NOT document these Systems for Quality and others in the same ANNEX SL format - by clauses; contrary to the process-approach 
  • This means there should no Management System that has Annex SL or other ISO Management System policy manuals with clauses - only the Business Process IMHO
  • Around 7 minutes in Dr crofts speech says something like 'judge Outcomes and key deliverables of the business, the
  • Around 7m 50 secs he says "Output matters"
  • Around 8m 30 secs "build Quality Management into the business processes"
  • Around 13m 40 secs Dr croft says he 'Prefers' a 'single management system' not an IMS

Charles Corrie interview was helpful.

https://www.youtube.com/watch?v=zHAnrMTzmiI

We hope the outputs of a quality management system satisfy customers, outcomes (results) being customer satisfaction and organizational survival, growth, and prosperity. 

Processes operate in a concerted, systemic effort to output quality product or service; the outputs of each process ultimately culminate in the output of the system--product or service offered to customers.

Once in a while, I hear some person declare, “I’m making a concerted effort to . . .” As a concerted effort is a joint effort, it seems to me that a person making such a statement either doesn’t understand the joint nature of a concerted effort, or the person has multiple personalities that are jointly working together.

A similar question arises with the notion of an “integrated management system.” “Because several different standards are being applied to my management system, I need an integrated management system to address them all.” 

Such a statement suggests failure to recognize that a process-based management system IS a single management system (not in need of “integration”). A management system only becomes fragmented and in need of integration by those who don’t understand the system holistically in the first place, those who instead view a single, simple system through various checklists arising from application of multiple standards. 

Application of standards assessing a management system shouldn’t result in a dissociative identity disorder requiring integration of anything other than internal processing requirements. When single or multiple management system standards’ requirements result in process identity problems for organizations, the standards are being misapplied.

Chad,

Thought I would check ISO DIS 9001:2015 about HLS and Process-appraoch to design of a QMS.

Clause 0.6:

  • the HLS was "developed by ISO to improve alaignment among its International Standards for managment systems" - this does not say as your QD arrticle says that HLS can be used for an IMS
  • ....."It is important to emphasize, however, that organizations are not required to follow an identical clause-by-clause sequence when defining the QMS and are encouraged to use the Process-approach"

I think that you have provided your company's interpretation of HLS to "act as a catalyst for integration between standards or what we call “integrated management systems.” Am I correct in saying that 'we call' is your advice to people to design IMS around and based upon the clauses of the HLS?"

I think you are saying the HLS is the "integrated processes" to build "one management system".

This is only an alignment of various ISO standard clauses and not consolidating them as you rightly suggest, but then the task is to overlay these combined requirements onto and into the organization processes and documented procedures for an IMS.

Michael

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