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From
IMS Core committee members & Internal
Auditors
NAVA BHARAT ENERGY INDIA
LIMITED
 Understandings
from
Integrated
Management System
Challenges to Business
▪Increasing costs, reducing margins.
▪Increasing stringency of product, environment.
▪Increasing stakeholder expectations
▪Increasing threats to security
▪Increasing threats to organizational ability to retain knowledge
▪Hyperactive media
▪Increasing product/service liabilities
Business Objectives
▪Profitability
▪Sustainability
▪Growth
▪Image and Social Responsibility
Management System
•What is it?
•Why is it necessary?
•How it benefits the Organization?
•What are MSS?
•Why Management Systems require
revisions?
“ definition:
set of interrelated or
interacting elements of an
organization to establish policies
and objectives, and processes to
achieve those objectives.
What is Management System?
A management system is the way in which an organization
manages the inter-related parts of its business in order to
achieve its objectives.
These objectives can relate to a number of
different topics, including product or service quality,
operational efficiency, environmental performance, health
and safety in the workplace and many more.
Why is it necessary in an Organization?
Management system absence in Organization may lead to the
following:
▪ Crisis mode
▪ Repeated mistakes
▪ Territorial wars between functions
▪ Unpredictable results
▪ Customer complaints
How IMS implementation benefits the
Organization?
The benefits of an effective management system to an
organization include:
▪More efficient use of resources and improved financial
performance,
▪Improved risk management and protection of people and the
environment, and
▪Increased capability to deliver consistent and improved
services and products, thereby increasing value to customers
and all other stakeholders.
Management System Standards (MSS)
ISO management system standards (MSS) help organizations

▪improve their performance by specifying repeatable steps

that organizations consciously implement to achieve their
goals and objectives, and

▪to create an organizational culture that reflexively engages in

a continuous cycle of self-evaluation, correction and
improvement of operations and processes through heightened
employee awareness and management leadership and
commitment.
 MSS

Type - A Type - B

Type – A: These are used as criteria for auditing and certification

Examples: ISO 9001, ISO 14001

Type – B: these are the implementation guidelines for the management system
Examples: ISO/TS 9002:2016, ISO 14004:2016
Why Management Systems are to be
revised?

▪ ISO standards are reviewed every five years and revised if

needed.
▪This helps ensure they remain useful tools for the
marketplace.
▪The challenges faced by business and organizations today are
very different from a few decades ago.
What got changed?
▪ High level structure
▪ Risk Based Approach
Quality Management Principles
Quality Management Principles are a set of fundamental beliefs, norms,
rules and values that are accepted as true and can be used as a basis for
quality management.
S NO ISO 9001:2008 ISO 9001:2015

1 Customer Focus Customer Focus

2 Leadership Leadership
3 Involvement of people Engagement of people
4 Process approach Process approach
5 System approach to management
6 Continual improvement Improvement
7 Factual approach to decision making Evidence based decision making
8 Mutually beneficial supplier relationship Relationship Management
1. Customer focus: The primary focus of quality management is to meet customer
requirements and to strive to exceed customer expectations.

2. Leadership: Leaders at all levels establish unity of purpose and direction and create
conditions in which people are engaged in achieving the organization’s quality objectives

3. Engagement of People: Competent, empowered and engaged people at all levels

throughout the organization are essential to enhance its capability to create and deliver
value.

4. Process approach: Consistent and predictable results are achieved more effectively and
efficiently when activities are understood and managed as interrelated processes that
function as a coherent system.

5. Improvement: Successful organizations have an ongoing focus on improvement.

6. Evidence based decision making: Decisions based on the analysis and evaluation of data
and information are more likely to produce desired results.

7. Relationship Management: For sustained success, an organization manages its

relationships with interested parties, such as suppliers
ISO 9001:2015 has ten clauses instead of eight. The following
table shows the relationship of the ISO 9001:2008 clauses to
those in the new ISO 9001:2015.
ISO 9001:2008 ISO 9001:2015

0. Introduction 0. Introduction
1. Scope 1. Scope
2. Normative reference 2. Normative reference
3. Terms and definitions 3. Terms and definitions
4. Quality management system 4. Context of the organisation
5. Leadership
5. Management responsibility
6. Planning
6. Resource management 7. Support
7. Product realization 8. Operation

8. Measurement, analysis and 9. Performance evaluation

improvement 10. Improvement
Context of Organization: Determine external and internal issues, the needs and
expectations of interested parties, quality management system scope and its processes.

Leadership: Top management to demonstrate leadership and commitment, establish and

communicate a quality policy, and ensure responsibilities and authorities are assigned,
communicated and understood.

Planning: Organizational Quality Management System Planning to address organizational

risks, opportunities, changes and quality objectives.

Support: Provide resource needs, ensure employees are competent and aware, and include
documented information to support your quality management system

Operation: Plan and control processes needed to meet the requirements for products and
services

Performance Evaluation: Monitor, measure, analyze, and evaluate your quality

management system.

Improvement: Select opportunities for improvement, take action against nonconformities,

implement corrective actions as necessary, and continually improve your quality management
system.
Process Approach
▪Consistent and predictable results are achieved more
effectively and efficiently when activities are understood
and managed as interrelated processes that function as a
coherent system

▪Effectiveness: extent to which activities are realized and planned results are achieved
▪Efficiency: results achieved in relation to resources used
P-D-C-A Cycle
What is Risk Based thinking?
One of the key changes in the 2015 revision of ISO 9001 is to establish a
systematic approach to considering risk, rather than treating “prevention” as a
separate component of a quality management system.

Risk is inherent in all aspects of a quality management system. There

are risks in all systems, processes and functions. Risk-based thinking ensures
these risks are identified, considered and controlled throughout the design and
use of the quality management system.

In previous editions of ISO 9001, a clause on preventive action was

separated from the whole. By using risk-based thinking the consideration of risk
is integral. It becomes proactive rather than reactive in preventing or reducing
undesired effects through early identification and action. Preventive action is
built-in when a management system is risk-based.
Why use risk-based thinking?
By considering risk throughout the system and all processes the
likelihood of achieving stated objectives is improved, output is more
consistent and customers can be confident that they will receive the
expected product or service.

Risk-based thinking:
▪ improves governance
▪ establishes a proactive culture of improvement
▪ assists with statutory and regulatory compliance
▪ assures consistency of quality of products and services
▪ improves customer confidence and satisfaction
Risk based thinking, PDCA and
Process Approach
These three concepts form an integral part of ISO 9001:2015. risks that
may impact on objectives and results must be addressed by the
management system. Risk based thinking is used throughout the process
approach to:
▪ Decide how risk is addressed in establishing the process to improve
process outputs and prevent undesirable results.
▪ define the extent of process planning and controls needed.
▪ improve the effectiveness of the quality management system.
▪ maintain and manage a system that inherently addresses risks and
objectives
Process Approach

In the above figure is a schematic representation of any processes and shows the
interaction of elements. The monitoring and measuring check points, which are necessary
for control, are specific to each process
Process Maps
ISO 9001 require an organization to follow a process approach when
managing its business. Process Maps are ideal for this purpose.

A Process Map is a graphical representation of a process. It represents

the entire process from start to finish, including:
▪process inputs and outputs,
▪activities and responsibility,
▪pathways, parallel processes, and process loops,
▪decision points,
▪key measures, metrics, objectives, and targets, and
▪interaction with other processes.
How Process Mapping helps?
Different Terminology in ISO 9001:2008
and ISO 9001:2015
ISO 9001:2008 ISO 9001:2015

Products Products and services

Documentation, quality manual,

documented procedures, records, Documented information
instructions

Work environment Environment for the operation of processes

Monitoring and measuring equipment Monitoring and measuring resources

Purchased product Externally provided products and services

Supplier External provider

THANKS!