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Implementing integrated management systems using a risk analysis
based approach
Alena Labodova
The Institute of Environmental Engineering, VSBTechnical University of Ostrava, 17.listopadu 15, 708 33 Ostrava-Poruba, Czech Republic
Received 8 October 2001; accepted 28 August 2003
Abstract
The survey made within companies in the frame of the Leonardo da Vinci project Technological Training for SMEs (Leonardo
da Vinci project CZ/98/1/82530/PI/III.1.a/FPI Technological Training for SMEs (19982001)[1]), English version. Ostrava: b.n.,
2001 (coordinator A. Labodova)) documented the need for effective ways of integrating currently separate management systems
for quality management, environmental management and health and safety. According to the evolution of such management systems,
it is increasingly desirable and feasible to integrate these systems into one complex system for each company. Different approaches
for integrating and gaining advantages from this integration are reviewed in this paper. Two ways of integration are discussed
rstly the introduction of individual systems followed by the integration of the originally separate systems, and secondly the develop-
ment and implementation of an integrated management system, integrated from the very beginning. The procedure of a detailed
methodology for the implementation of an occupational health and safety system, which was developed within research for Ph.D.
thesis (Labodova A. The implementation of integrated management system. Ph.D. thesis, VSBTechnical University Ostrava,
Czech Republic; 2002) based on an established risk assessment methodology (Risk Management. Leonardo da Vinci project no.
CZ/98/1/82530/PI/III.1.a/FPI Technological Training for SMEs, English version. Ostrava: b.n., 2001, Module 3, Level 3 (project
coordinator A. Labodova)), was used as a particular system approach and also for the implementation of integrated management
system based on risk analysis on greeneld. Both ways were tested in the form of case studies. Both case studies have demonstrated
the functioning of the theoretical model for implementation of risk analysis based management systems.
2003 Elsevier Ltd. All rights reserved.
Keywords: Management; Management system; Quality management system; Environmental management system; Occupational health and safety
management system; Integration; Risk assessment; Risk analysis; Risk management; Integrated management system
1. Introduction
For companies, all over the world, it is crucial to be
sustainable, especially from an economic point of view.
Sustainable entrepreneurship means decreasing the
environmental impact of a company in an economically
viable way, using a preventative approach with a con-
tinuous improvement principle. The result of such an
attempt is a more competitive market position. Until now
this way of thinking has not been sufciently explored.
A systematic approach to management is a conditio sine
qua non for a broader scope of dissemination of these
practices.
The value of x is set up by top management according to insurance policy measures. Verbal descriptions (examples).
Implementation of an IMS was started in one of the
company No. 2 units as a pilot project. The procedure
was started with an initial reviewidentication of
sources of hazard and their current status, based upon a
technological scheme and working procedure descrip-
tions (Table 5).
As a tool for sources of hazard identication the gen-
eral list of sources of hazard published in Annex 1 to
579 A. Labodova / Journal of Cleaner Production 12 (2004) 571580
Table 5
List of sources of hazard (examples)
Source of hazard Type of source Location Activity Aspect Impact
Chlorine Chemical Tank truck Transport Leakage within car Damage of the
crash environment,
surrounding population
health, drivers health
Fork lift truck Mechanical Material store Discharge of barrels Wrong manipulation, Employees injury,
fall of goods damage of the
instalment, damage of
the environment
Manual electric Physical Workshop Repairs, Noise, vibrations Insult of hearing,
assembly tools maintenance occupational disease
cause by noise and/or
vibrations
Risk Management module in Leonardo da Vinci project
[11] was used.
Consecutively, scenarios of possible events were
evaluated. The risk matrix for risk acceptability was pre-
pared and agreed upon by top management. Since the
structure of documentation was found to be incon-
venient, a new system of documentation, based on IT,
was designed. The company training program was
restructured according to the requirements of legislation
in force and a structure of IMS audit was proposed.
Economic effects cannot be evaluated yet. At a price of
slightly more time for the initial review using the com-
prehensive risk assessment method, the approach saved
the triple effort of introducing different management sys-
tems, and the effort for maintaining the documentations
and training. The effectiveness of this approach has
already convinced the management, to utilise the method
within the other company units.
6. Discussion
The above-described model for IMS implementation
and its testing were developed within the research for a
Ph.D. thesis [13]. The main objective of this work was
to design a methodology for the implementation of IMS,
covering QMS, EMS and OHSMS, based on risk analy-
sis. Two ways of integration were tested in the form of
case studies, one already being used in various compa-
nies (consecutive implementation of particular systems
followed by integration) and the other designed during
this research: direct implementation of IMS based on
risk analysis. The case studies showed, that both ways
can give similar results and their application depends on
the actual starting conditions in each particular company.
In brief it is possible to say, that any implementation
of a management system consists of two basic parts: rst
the initial review assessing the actual situation regarding
risks and the actual technology and organisation present
and second the introduction of a management scheme
following the PDCA-approach. In case a company
already has a formal management system following the
PDCA scheme, the implementation of another system is
much easier. After the initial review for a new system
these issues can be included in the already used PDCA
system, broadened with new system requirements. For
companies starting without any formal system a PDCA
cycle for all corporate management facets can be intro-
duced. The initial review will be more comprehensive
than in a single system. Compared to two or three sep-
arate initial reviews the combined review will save time
and effort, as it avoids analysing the same technology
and the same organisation several times with a different
scope of assessment. Basically one PDCA-approach
governing the aspects of quality, environment, health
and safety, consistent, with clear priorities, shows hot
spots in companies, makes it easy to focus procedures
and responsibilities on important areas.
Both case studies showed that the proposed manage-
ment model based on risk analysis is viable and appli-
cable either for OHSMS or IMS. The only difference is
in the scope of risks involved. The key problem of using
this model in practice is setting up proper measures for
particular kinds of risk in various management areas.
The acceptable level of risk depends on the opinion of
top management. Of course there is guidance by laws,
for example threshold values for emissions, but many
other risk levels aredened as a compromise of cost
for risk management and acceptable costs for repair. It
is extremely important to dene comparable acceptable
risk levels in different areas. Financial aspects can be
used as a universal measurethe sum necessary for risk
prevention compared to the cost involved after the prob-
lems occur. A practical application of the designed
model showed that in the practical work in companies
the theoretical assessment steps are sometimes connec-
ted and therefore solved together. Within the work on
list of sources main targets and ways of transmission as
580 A. Labodova / Journal of Cleaner Production 12 (2004) 571580
well as basic scenarios can be found. Of course, also
other possibilities must be checked. No conicts between
theory and practise in the use of the proposed model
were found within the work in both case studies.
7. Conclusions and recommendations
The proposed theoretical model for OHSMS/IMS
implementation combines risk analysis and the PDCA
approach (see Fig. 4). The approach was tested in prac-
tice and no conicts with theory were found. The meth-
odology can be used in any kind of company, including
SMEs. Various authorities responsible for occupational
health and safety control submitted several handbooks
for simple and obvious risk assessment, which can be
easily used by SMEs. For bigger companies, with more
complicated production systems, it is useful to have an
expert on risk evaluation methods in the implementation
team. Many risk assessment and evaluation methods
demand special training to be applied properly. The pro-
posed management system based on risk assessment was
also implemented in several companies as a tool for
management of major-accident hazards involving
dangerous substances [21] in the meantime.
References
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