Issue 82 – Should you combine your Management Systems into one integrated system (Quality / Environmental / Health & Safety)?
ISO 9001:2015…
Should you combine your Management Systems into one integrated system (Quality / Environmental / Health & Safety)?
Receiving emails with questions and/or comments from readers of this Newsletter is much appreciated… please continue to do so since it provides me with ideas on what these publications should cover. In my last Newsletter (ISO 9001:2015 Newsletter Issue 81) we discussed the topic of “How to avoid your ISO Program (and the ISO auditor)?”, and now in this Newsletter we will discuss “Should you combine your Management Systems into one integrated system (Quality / Environmental / Health & Safety)?“.
The ISO 9001 Element numbering…
Element 4 – Context of the organization
Element 5 – Leadership
Element 6 – Planning
Element 7 – Support
Element 8 – Operation
Element 9 – Performance evaluation
Element 10 – Improvement
Let’s talk about these 3 Management Systems… Each of them are connected to an ISO Standard… Of course, you have the ISO 9001 Standard outlining the international requirements for a Quality Management System (QMS), followed by ISO 14001 for an Environmental Management System (EMS) and finally ISO 45001 for a Health & Safety Management System (HSMS). The first two documents were published in 2015, with the last one formally issued in 2018. Let’s review how they are different, as well as what they have in common.
Differences? Well, each of these Management Systems have a completely different focus and purpose… completely. ISO 9001 wants to protect the Customer… ISO 14001 wants to protect the air, protect the water and protect the land (as well as not waste resources)… and finally ISO 45001 wants to protect the people working within a facility. In addition, they usually have completely different departments managing them; separate budgets, along with an entirely different set of documents (Manual; Procedures; Records).
What’s common? Most importantly… all three of them are tools to help the Leadership Team manage specific areas of the business. Next, they all involve similar core components and activities such as Policy statements; Objective setting; Resource allocation; People management; Awareness & Communication processes; Document and Record controls; Internal audits; Management reviews; Incident tracking; Corrective actions; and Continuous improvement initiatives. Oh yes, one more thing, the main sections of all three Standards (ISO 9001; ISO 14001; ISO 45001) are numbered identically, plus they share similar wording for about 30% of the requirements (the “shalls”) found within them.
The Pros of combining these 3 Management Systems?… The most common benefit claimed from integrating them all into one system are the efficiencies from removing redundant activities and combining common processes, especially since these systems/areas tend to be “analytical” and “technical” in nature. One example of a cost saving would be the reduced expense of the onsite audit performed by the ISO Certification Body (CB). Other examples of potential savings and efficiencies would include centralizing the document management activities; combining audits/inspections; collapsing the number of system review meetings, and so on. In many organizations, “safety” is treated with great importance (and overwhelmingly supported) by everyone in top management. My sense is that “Quality”, and the “Environment”, would enjoy a higher level of priority (and more support) if they were both under the same umbrella as the Health & Safety program.
The Cons?… The fact that these 3 Management Systems have a completely different focus is likely the main reason most larger organizations haven’t combined them already. Most likely this is due to a fear that somehow “control” will get watered-down, or that something critical will get overlooked or fall between the cracks. This concern is valid and understandable, which would likely lead to dedicating specific people to handle each “system”, even if they were all combined into one department. With the requirements for each system being so different… coming from the Customer… coming from the Environment Canada/EPA/etc… coming from Health Canada/OSHA/etc… this would encourage specialization within the newly combined department, resulting in reduced people efficiencies. Although the concept of integrating all 3 Management Systems sounds feasible, I am not sure that any significant cost savings would be realized. Based on my own personal experience from conducting “integrated” audits, I find it easier to break the audit plan into three distinct parts (one for each Management System) so that I can maintain the proper focus as an auditor, as well as place my attention on the right details during interviews… which ends up turning my “integrated” audit into 3 “individual” audits.
Final thoughts… In my mind, the benefits of whether to combine systems or not, is not clear. I suggest that any organization thinking of doing so, spend some time analyzing the pluses and minuses, and to look into the details of exactly how this new “integrated” approach will work in reality, before committing to doing it… because once you collapse all of them into one, it will be very difficult to hit the “undo” button.
Be sure to watch for our next Newsletter issue where I will be answering some of the questions that I get from Readers of my Newsletters about how to implement the requirements of ISO 9001:2015 in a specific and practical way, that will also help improve business performance…
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Need Help?
ISO 9001:2015 Internal Audit Outsourcing (we can do it for you OR with you!)
For cost effectiveness, the Internal Audit function can be outsourced to an external experienced auditor on a periodic basis. This will provide an independent and objective assessment to management, of where process issues may exist, along with identifying opportunities for improvement. It will also provide the evidence needed to satisfy the Internal Audit requirements in the ISO Standards. We have used two different approaches with this service: a) We conduct the entire audit ourselves, or b) We act as the lead auditor, and along with your Team of internal auditors, we complete the entire audit together. This latter approach allows your people to receive guidance and direction from an experienced lead auditor while at the same time maintaining significant involvement in the internal audit process.
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Internal Process Auditor Training for ISO 9001:2015
The two (2) day Internal Process Auditing for ISO 9001:2015 Training Session is focused on a process approach to auditing with the objective being not only to assess conformance of the quality management system, but also to uncover process improvements during an audit. This goes hand in hand with the process auditing requirements found within ISO 19011 and the process approach covered in ISO 9001:2015, which promotes continual process improvement throughout this Standard. An enhanced checklist is developed, and there will be workshops throughout, to reinforce learning, as well as a live, practice audit. If you are looking to meet the ISO 9001:2015 internal audit requirements and to “raise the bar” for your internal audit program then this is the course you should consider.
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Until next time…
Tim Renaud
Helping Business Professionals Reduce Risk and Remove Waste!