2.

9 INTEGRATION OF
MANAGEMENT
SYSTEMS
 Aviation organizations vary greatly in terms of overall size and
complexity. Each organization has a layered management system
that is composed of multiple subsystems given direction through

2.9.1
some type of governance system. The organization should integrate
organizational management systems designed to achieve specific
organizational goals, i.e. provide products and services to
customers. A holistic organizational management system has often
been referred to as an integrated management system or simply the
organizational ―management system‖.
 Typical management systems within an aviation organization may
include:
 a) a quality management system (QMS);
 b) a safety management system (SMS);

2.9.2  c) a security management system (SeMS);

 d) an environmental management system (EMS);
 e) an occupational health and safety management system
(OHSMS);
 f) a financial management system (FMS); and
 g) a documentation management system (DMS).
 Each management system is monitored by an ―accountable
leader‖. Complex product or service provider organizations may
have thirty-plus management systems that must be integrated into
the enterprise. Examples of these systems include:

2.9.3
 a) a supplier management system;
 b) a marketing management system;
 c) a personnel management system;
 d) a facilities management system;
 e) a ground equipment management system;
 f) a production management system;
  g) a training management system;
 h) a flight operations management system;

2.9.3
 i) a cargo operations management system;
 j) an aircraft maintenance management system;
 k) a dispatch management system; and
 l) a fatigue risk management system (FRMS).
 There is a developing tendency in civil aviation to integrate all of
these management systems as functional components of the
overarching enterprise management system. There are a number of
clear benefits to such integration:

2.9.4
 a) reduction of duplication and therefore of costs;
 b) reduction of overall organizational risks and an increase in
profitability;
 c) balance of potentially conflicting objectives; and
 d) elimination of potentially conflicting responsibilities and
relationships.
 Each organization will integrate these systems based on its unique
production requirements. Risk management processes are essential

2.9.5
features of the SMS, QMS, EMS, FMS, OSHSMS and SeMS. If the
SMS were to operate in isolation of these other management
systems, there may be a tendency to focus solely on safety risks
without understanding the nature of quality, security or
environmental threats to the organization.
 While system integration is presently beyond the scope of the

2.9.6
harmonized ICAO safety management SARPs and this manual,
many civil aviation authorities and product or service providers have
realized the benefits of integrating and aligning multiple
management systems. For details on SMS and QMS integration,
please refer to Chapter 5.
-Thank you-