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Fadzilah Mohamad
Universiti Tun Hussein Onn Malaysia
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RATION
UNIVERSITI TUN HUSSEIN ONN MALAYSIA
I, FADZILAH BINTI MOHAMAD, agree to allow this Master’s Thesis to be kept at Library under
the following term:
1. This Master’s thesis is the property of the Universiti Tun Hussein Onn Malaysia.
2. The library has the right to make copies for educational purposes only.
3. The library is allowed to make copies of this report for educational exchange between higher
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CONFIDENTIAL Contains information of high security or of great
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OFFICIAL SECRET ACT 1972)
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..................................................... ........................................................................
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** If this Undergraduate Project Report is classified as CONFIDENTIAL or
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This thesis has been examined on date 29-Aug-2016 and is sufficient in fulfilling the
scope and quality for the purpose of awarding the Degree of Master of Science in
Technology Management.
Chairperson:
Examiners:
A thesis submitted in
fulfilment of the requirement for the award of the
Degree of Master of Science in Technology Management by Research
APRIL 2017
ii
I hereby declare that the work in this thesis is my own except for quotations and
summaries which have been duly acknowledged.
Student : .........................................................
Date :
Supervisor : ..............................................................
: ASSOCIATE PROFESSOR DR. NOR
HAZANA BINTI ABDULLAH
Co-supervisor : .................................................................
: ASSOCIATE PROFESSOR DR.MUSLI
MOHAMMAD
iii
DEDICATION
Thanks to Allah, for without His Mercy and Guidance, I would have never been able
to make this happen. Also, I dedicate this thesis to my dear family and friends. A
special feeling of gratitude to my beloved mum and brothers who always prays for my
success. I also dedicate this thesis to my dear friend Simon Kee and his parents, without
whom I may not have taken the effort to pursue further with my education. I dedicate
this work also to all my well-wishers throughout this journey and thanking all for the
support, motivation and confidence in me.
iv
ACKNOWLEDGEMENTS
Very special thanks to Associate Professor Dr. Nor Hazana Abdullah and Associate
Professor Dr. Musli Mohammad for their countless hours of reflecting, reading,
encouraging, and most of all patience throughout the entire process. Also, thank you
to Puan Nor Kamariah Kamaruddin who have always been a motivator throughout my
journey. I would like to acknowledge and thank UTHM for allowing me to conduct
this research and providing me assistance required. Last but not least, special thanks
to all the expert panels whose passion, excitement and willingness to provide feedback
made the completion of this research a precious experience.
v
ABSTRACT
The purpose of this thesis is to develop a guidance document for integrating quality,
environmental, occupational health and safety and energy management systems for
manufacturing industries. The thesis presents the current status and strategies of the
Integrated Management System (IMS) in Malaysian manufacturing industries. As to
understand the status and strategies of IMS implementation, quantitative data
collections through questionnaire survey were performed. In total, 40 responses from
a variety of manufacturing sectors were analyzed. The result shows that manufacturing
industries are embarking on IMS regardless of the types and sizes of the organizations.
They are applying various strategies as long as it is practicable for their organizations’
business activities and processes due to the absence of international or national
standards as a guideline for IMS. Concurrently, qualitative data was collected through
Delphi Technique Expert Opinion Method with three rounds of experts’ views
collection for the purpose of developing the guidance document. Nine experts panel
from the category of academician, government body, and practitioners (consultants
and auditors) participated in the activity. They have agreed to the proposed content
and also raised their suggestions for improvement of the proposed document. The
document has been prepared using the High Level Structure documented as Annex SL
by ISO Directive. This structure is similar to the current release of ISO 9001:2015
and ISO 14001:2015 International Standard.
vi
ABSTRAK
Tujuan laporan ini adalah untuk menghasilkan satu dokumen panduan untuk
mengintegrasikan sistem pengurusan kualiti, alam sekitar, kesihatan dan keselamatan
pekerjaan dan tenaga di dalam memenuhi keperluan industri pembuatan. Tesis ini
membentangkan status semasa dan strategi sistem pengurusan bersepadu (IMS) yang
sedang dipraktikkan oleh sekumpulan syarikat yang mewakili industri pembuatan di
Malaysia. Data kuantitatif telah dikumpulkan melalui pengedaran borang soal selidik
dengan tujuan untuk memahami status dan strategi pelaksanaan IMS. Keseluruhannya,
sebanyak 40 respon daripada pelbagai sektor pembuatan telah dianalisa. Dapatan
kajian menunjukkan bahawa industri pembuatan melaksanakan IMS tanpa mengira
jenis dan saiz sesebuah organisasi. Mereka menggunakan pelbagai strategi yang
didapati praktikal dan sesuai untuk aktiviti perniagaan dan proses organisasi mereka.
Ini disebabkan ketiadaan piawaian di peringkat antarabangsa mahupun kebangsaan
yang dikeluarkan sebagai garis panduan bagi pelaksanaan IMS. Pada masa yang sama,
pengumpulan data kualitatif juga telah dijalankan melalui Teknik Delphi Pendapat
Pakar bagi mendapatkan pandangan pakar-pakar mengenai dokumen panduan yang
dicadangkan di dalam tiga pusingan. Sembilan panel pakar darikategori ahli akademik,
badan kerajaan, dan pengamal IMS (jururunding dan juruaudit) telah mengambil
bahagian di dalam proses tersebut. Dapatan kajian menunjukkan panel-panel pakar
telah bersetuju dengan kandungan dokumen panduan IMS yang dicadangkan dan juga
mengutarakan pandangan mereka bagi tujuan penambahbaikan dokumen asal yang
telah dicadangkan. Dokumen ini telah disediakan dengan menggunapakai “High Level
Structure” yang didokumenkan sebagai Annex SL oleh ISO Directives. Struktur yang
sama telah digunapakai di dalam terbitan terbaru piawaian antarabangsa ISO
9001:2015 dan ISO 14001:2015.
vii
CONTENTS
TITLE i
DECLARATION ii
DEDICATION iii
ACKNOWLEDGEMENT iv
ABSTRACT v
CONTENTS vii
LIST OF TABLES xi
LIST OF FIGURES xiii
LIST OF ABBREVIATIONS xv
LIST OF APPENDICES xvi
CHAPTER 1 INTRODUCTION 1
1.1 Introduction 1
1.2 Background of the research 1
1.3 Problem statements 3
1.4 Objective of the research 4
1.5 Scope of research 5
1.6 Importance of the research 5
1.7 Limitation of the research 6
1.8 Layout of the thesis 7
CHAPTER 2 LITERATURE REVIEW 8
2.0 Introduction 8
2.1 Evolution of Management System Standards (MSSs) 8
2.2 Brief Introduction of QMS, EMS, OHSMS and EnMS 10
2.2.1 Quality Management System (QMS) 10
2.2.2 Environmental Management System (EMS) 15
viii
LIST OF TABLES
LIST OF FIGURES
LIST OF ABBREVIATIONS
MS Management System
MR Management Representative
LIST OF APPENDICES
INTRODUCTION
1.1. Introduction
This chapter comprises the background of the research, problem statements, objective
of the research, scope of the research, importance of the research, limitation of the
research and finally the order of the chapters in this thesis.
employment (FMM, 2013). In addition, the Malaysian SME Master Plan 2012-2020
has set specific objective and targets for SMEs to achieve; 41% of GDP, 62%
employment and 25% exports by the year 2020 (National SME Development Council,
2012). In order to generate higher contribution from the manufacturing sector, trade
capacity building is important. In fact, trade capacity building is a requisite to achieve
global competitiveness for Malaysian industry. However, in trade capacity building, a
major concern is to address the stakeholder requirement. The phenomenon of
increasing number of organizations with multiple MSS in Malaysian SMEs -mainly to
address the stakeholder requirements- is considered by the analyst as part of the trade
capacity building that contributes to the economic development (Tambunan, 2009).
Therefore, to achieve the set national target and to support the manufacturing
industries to perform better, it is beneficial to develop an Integrated Management
System (IMS) guidance document that is able to fulfil varying stakeholder requirement
and guide the industry in a better manner.
For the sake of business sustainability, many business entities have adopted
multiple management systems by using the MSSs as a tool that supports the strategic
management of various elements required by the stakeholders. A compilation of
database prepared during this research based on Federation of Malaysian
Manufacturers (FMM 2013) and Malaysian Certified website shows that there are a
number of 463 companies in Malaysia which are certified to two or more MSSs. The
certifications include the interest in managing product quality, resources, energy and
environment which has somewhat developed separately (Giancarlo, 2005). Although
no database is available to quote the number of IMS practicing companies in Malaysia,
the survey conducted by SIRIM Training Services found that the system integration is
well received among the companies with multiple MSSs (Idris et al., 2012).
As to handle the rising stakeholder requirements, increasing number of MSSs
are published and multiple MSSs are implemented, certified and maintained (Zeng et
al., 2007a), despite the resources limitation within the companies. Thus, integration of
multiplying requirements into one holistic business management system is crucial. As
a result, companies can address various stakeholder requirements in an integrated
manner (Asif et al., 2010b). The researchers of the decade -between year 2005 to 2014-
4
do agree that IMS adaptation is favourable for companies (Asif et al., 2008; Casadesus
et al., 2011; Rory Sullivan, 2005; Sampaio et al., 2012).
However, business survival outweighs the costly implementations of the
multiple MSSs. Businesses in many sectors seek certification to the standards in order
to win bids or remain in the clients’ approved suppliers list (Bendell & Boulter, 2004).
Thus, “integration would ensure that only one management system is present within
the organization, which could be efficiently and effectively understood, implemented
and maintained” (Zutshi & Sohal, 2003). As a result, companies will be able to achieve
cost saving, improve resources utilization and allows better communication within the
organization (Mohamad et al., 2014b; Zutshi & Sohal, 2003). Therefore, an integration
guide will be a useful aid to support the companies pursuing the IMS implementation.
Besides, at this moment, no international or national standard have addressed
the process of integration of MSSs and the best way to accomplish it (Bernardo et al.,
2010a; Domingues et al., 2011; Labodova, 2004; Mohammad, 2006). Therefore, it is
appropriate create an IMS guideline.
integrated with ISO 14001 and OHSAS 18001(Idris et al., 2012). This study is
important to:
a) provide assistance and structured guidance to companies for implementing
IMS and getting through the implementation
b) encourage more companies to adopt IMS so that the MSSs subscribed are
holistically practiced in the organization
c) recommend possible synergies within the MSSs being certified
d) be referred as an additional literature for current business environment in
Malaysia.
This study covers the manufacturing sector in Malaysia only. There are only four
MSSs, namely QMS, EMS, OHSMS, and EnMS focused in the research. However,
the extent of integration of MSSs in the companies is dependent on the commitment,
necessity for IMS implementation, resources availability and readiness for change
within the organizations itself.
The common trios among the companies are the QMS, EMS and OHSMS.
Since 2011, the companies are also being introduced to ISO 50001. Although the
numbers of certified companies are less, that is a number of 14 certified companies in
Malaysia by the end of 2015, the energy management is crucial in combating with the
energy security challenges.
1.8. Conclusion
7
This thesis consists of five chapters. The Chapter 1 introduces the research
background, the problem statement, the research objectives, the scope of the research,
the importance of the research and the limitations of the research. The Chapter 2
explains detailed literature review relating to the IMS which helps in understanding
the IMS implementation. The Chapter 3 describes the methodology to be applied to
gain the appropriate result of the research title. The Chapter 4 analyzes the findings of
the survey based on the data collected and compiled; and the result of Delphi Method
Expert Opinion gathered. The Chapter 5 discusses and concludes the finding in relation
to the research objectives and recommends future research idea.
8
CHAPTER 2
LITERATURE REVIEW
2.0 Introduction
This chapter presents an overview of the Integrated Management System (IMS) and
the four MSs that have been selected for the integration purpose as per the Scope of
Research mentioned in section 1.4 of Chapter 1. It provides a basic description of the
evolution of Management System Standards (MSSs) and its trends. It is followed by
the introduction of the Quality Management System (QMS), Environmental
Management System (EMS), Occupational Health and Safety Management System
(OHSMS), Energy Management System (EnMS) and Integrated Management System
(IMS). The chapter further explains the theories and concepts of organizational
improvements, the benefits and barriers, the types, the strategies, the approaches, the
methods and the techniques of IMS, and the previously suggested frameworks of IMS.
Finally, a conclusion of this chapter is presented.
The compliance and certification to MSSs are optional. However, they are being
emphasized as obligatory criterion towards business and corporate sustainability.
From a corporate perspective, sustainability encompasses triple bottom line
(economic, environmental and social issues) that have business implications
(Muhammad Asif et al., 2011). Thus, in addressing the challenges of corporate
sustainability for instance rapidly changing market conditions, coordination of
9
General Standards
ISO 9001 Quality Management System (QMS)
ISO 14001 Environmental Management System (EMS)
ISO 50001 Energy Management System (EnMS)
OHSAS 18001 Occupational Health and Safety Management System (OHSMS)
Sector Specific
ISO 22000 Food Safety Management System (FSMS)
Product Specific
ISO/TS 16949 QMS for Automotive
ISO 13485 QMS for Medical Devices
As mentioned in Section 1.4 of Chapter 1, the topic of this thesis intended to limit the
scope on integration to the four MSSs, namely QMS, EMS, OHSMS, and EnMS. Thus,
the following subsections provide the overviews on the MSSs included in the
integration.
ISO 9001 was adopted from BS 5750 (Baulch-Jones I, 1994) as a set standard for
quality assurance in design, development, production, installation and service (Kartha,
2004). Kartha (2004) also described the purpose of the deployment of ISO 9001 was
to simplify the international exchange of goods and services by developing a common
set of quality standard (Kartha, 2004). On the other hand, Wahid & Corner (2009)
described the purpose of the ISO 9000 series as a standard to assist organizations of
all sizes and types to implement and operate an effective QMS (Ab. Wahid & Corner,
2009). Although the purpose are described by researchers in different perspectives, it
can be summarized as a channel that creates universal uniformity in making the
product and services of any type and size of organization to achieve a reasonably
acceptable quality level.
Initially, ISO 9001 standard was not widely implemented in the USA and
Japan. However, a major boom in ISO 9001 certification happened due to the fact that
companies exporting to the EU had to become registered to ISO 9001 because
European Community set ISO 9001 registration as a pre-requisite for doing business
with other nation (Kartha, 2004); and also due to the adoption and promotion of these
standards by major governmental and professional bodies (Karapetrovic et al., 2010).
Since the implementation was done due to the pre-requisite, some companies did
question the merit of maintaining the quality system and added value of such system
adaptation (Piskar & Dolinsek, 2006). However, the experienced companies agreed
that as a result of QMS implementation, financial indicators reveals the performance
improvement in terms of the efficiency and effectiveness of the business (Piskar &
Dolinsek, 2006). The QMS is agreed as a value-adding element by other researchers
too (Kartha, 2004; Lourenco et al., 2012). Besterfield, D. H., Besterfield, C.,
Besterfield, G. H., & Besterfield, M. (1995), emphasized that through continual fine-
tuning of operations to achieve incremental improvements, customer satisfaction will
be maximized and the financial result will follow (Besterfield et al., 1995).
The organizations can enjoy significant benefits, provided that the
implementation and certification process of standards are properly understood and
executed (Grant et al., 1994; Lourenco et al., 2012). Among those significant benefit
is the substantial performance improvement compared to uncertified peers (Kartha,
2004). Thus, getting certified is undeniable. Key benefits of ISO 9001 discussed by
researchers in various editorials include gaining competitive advantage, improved
business performance, attracting investment, enhancing brand reputation, saving
12
Table 2.2: The ISO 9000- QMS Families and its Evolutions (Bendell & Boulter, 2004; http://www.iso.org/iso/home/about.htm, ; Zeng et al.,
2007b)
Standard Description 1987 1994 2000 2005 2008 2009 2015 Remarks
Non-
QMSs- auditable &
ISO
Fundamentals and Released Revised Revised Revised - - Revised Non-
9000
Vocabulary certifiable
standard
QMSs-
Requirements
ISO
(to companies Released Revised
9001
who design their Note:
own products and The three
services) standards
QMSs- were ISO
ISO Requirements integrated 9001:2000
Released Auditable &
9002 (to companies who into one Quality
- Revised - Revised certifiable
do everything Exclusion Management
standard
except design) allowed on Systems-
QMSs- inapplicable Requirements
Requirements clauses in
ISO (to companies where clause 7-
Released
9003 products or services Product
can be verified only Realization
by inspection and
test)
QMSs- Managing Non-
for the Sustained Approved auditable &
ISO Success of an for revision Non-
Released - - Revised
9004 Organization- A on 3-Dec- certifiable
Quality Management 2015 standard
Approach
13
14
The ISO 9001:2000 and ISO 9001:2008 QMS versions introduces eight (8)
Quality Management principles. Those are customer focus, leadership, the
involvement of people, process approach, system approach to management, continual
improvement, factual approach to decision-making and mutually beneficial supplier
relationship (Kartha, 2004). These principles provide a platform for deploying good
management practice throughout the organization (Hele, 2003). Also, the standard ,
consist of five auditable clauses, namely Quality Management System (Clause 4),
Management Responsibility (Clause 5), Resources Management (Clause 6), Product
Realization, and (Clause 7) and Measurement, Analysis and Improvement (Clause 8).
The ISO 9001:2000 and the ISO 9001:2008 QMS version also applied a process
approach model. All the five clauses are linked in the Process Approach model as
illustrated in Figure 2.1. This research is using ISO 9001:2008 as the QMS standard.
Continual improvement of
Key
Value-adding activities
Information flow
Figure 2.1: ISO 9001 Model (Technical Committee ISO/ TC176, 2008)
the negotiations at the Uruguay round of the General Agreement on Tariffs and Trade
(GATT) and the ISO commitment to respond to United Nations Conference on
Environment and Development (UNCED) in year 1992 at Rio de Janeiro (Zeng et al.,
2005).
ISO 14001 is an EMS standard that is widely used to provide a structured
approach. It is applied by companies that are considering to institute good
environmental management practices such as planning and implementing
environmental protection measures and by which, if effectively implemented, may
help the company to continually improve environmentally and economically (Chavan,
2005; Searcy et al., 2012). Moreover, the EMS standard provides an orientation for
establishing the EMS that can help firms to demonstrate publicly their commitment
towards the protection of the natural environment. It is based on three principles, which
are the pollution prevention, continuous improvement and voluntary participation
(Bansal & Hunter, 2003; Murillo-Luna & Ramon-Solans-Prat, 2008).
The ISO 14001 were first launched in 1996 and revised in 2004 and 2015. A
newly revised standard have been released by ISO in 2015. This is an auditable
standard and organization can apply to be certified by an external certification body
(Bansal & Hunter, 2003). In particular, ISO 14001 helps to guide environmental
management in a structured manner and reduces the impact of organizations’ activities
on the environment and helps to demonstrate sound environmental management.
The ISO 14004 provides additional guidance and useful explanation for the
purpose of implementation and continual improvement of ISO 14001 (ISO, 2009).
Table 2.3 summarizes the release and revision of ISO 14001 and ISO 14004.
Table 2.3: The ISO 14000-EMS Families and its Evolutions (ISO, 2009)
CONTINUED
IMPROVEM
ENVIRONMENTAL PLAN
ACT MANAGEMENT POLICY
REVIEW
PLANNING
Global companies are facing safety risks, making the statistics of occupational
accidents higher, both fatal and non-fatal. The facts and figures released by
International Labor Organization (ILO), summarizes as follows:
a) 2.02 million people die each year from work-related diseases,
b) 321,000 people die each year from occupational accidents,
c) 160 million non-fatal work-related diseases per year and
d) 317 million non-fatal occupational accidents per year.
This also means that every 15 seconds, a worker dies from a work-related
accident or disease. Besides, every 15 seconds, 151 workers have a work-related
19
accident. Undeniably, this deaths and injuries take a particularly heavy toll in
developing countries, where a large part of the population is engaged in hazardous
activities, such as agriculture, construction, fishing and mining and others (ILO, 2013).
In addition to the statistics from ILO, as to quote an example, one of the most
terrible industrial accidents in the history to be recapped is in Bhopal, India,
(http://www.bhopal.com/, 2014) whereby more than 40 tonnes of methyl isocyanides
gas leaked from a pesticide plant, which immediately kills 3, 800 people and caused
significant morbidity and premature death for thousands more. This disaster that
happened on 3rd December 1984, affected Union Carbide’s operation worldwide
(Broughton, 2005). After 25 years of the disaster, more than 500,000 registered victims
have survived the tragedy. Clinical studies have also shown chronic illnesses in
exposed groups. The survivors continue to experience a higher incidence of reported
health problems (Mishra et al., 2009). This and many others are the eye-openers to
International Labor Organization (ILO) in announcing a framework covering a
systematic approach to OSH that includes all industries and workers (International
Labour Organization, 2011). Considering the industrial accidents and the occupational
health and safety risks of Chernobyl, Bhopal and other similar occurrence, the
necessity for a guidance standard on Occupational Health and Safety (OHS) are
deemed relevant by ILO (International Labour Organization, 2011) .
Therefore, further to the adoption of the ISO 9000 QMS and ISO 14000 EMS
standards in the early 1990s, the possibility of developing an ISO standard on OSH
MSs was discussed at an ISO International Workshop in 1996 (International Labour
Organization, 2011). During this workshop, the participants agreed that ISO should
discontinue its efforts on OHSMS standard. Instead, because of its tripartite structure,
the International Labour Organization (ILO) would be a more appropriate body than
ISO to elaborate international guidance documents for the establishment and
implementation of an effective occupational safety and health MSs (International
Labour Organization, 2011). Therefore, ILO proceeded with its work in 1998.
Concurrently, in 1999, British Standard Institute (BSI) launched official proposal on
OHSMS as an ISO standard. This caused strong international opposition and a
campaign to stop the ISO work. Later, BSI developed OHSMS guidelines in the form
of private technical standard that is OHSAS 18001(International Labour Organization,
2001; Jorgensen et al., 2004). The OHSAS 18001 was formulated by international
20
certifying bodies, with the basis in BS 8800 and was first published in 1999, for which
BSI provided the secretariat (Jorgensen et al., 2006).
Although ISO have twice conducted ballot (in 1999 and in 2007) about whether
to develop an ISO standard in OHS field, both times the proposals were voted down
(International Labour Organization, 2011; Jorgensen et al., 2004). This was due to the
international agreement since ISO Workshop in 1996, during which it was agreed that
the ILO is more appropriate to take charge of the OHSMS development due to its
tripartite structure -as an agency by United Nation which consists of the government,
employer, and worker representatives- (International Labour Organization, 2011).
Communication regarding the development of OHSMS standard had been initiated
again by BSI in February 2013, and again, ISO seeks out for a ballot vote by 11 June
2013. New Work Item Proposal(NWIP) had been circulated for the purpose of seeking
ISO International Experts’ opinions on the matter again (BSI & ISO, 2013). The NWIP
had been accepted and ISO has formed Project Committee 283(PC283) to proceed
with the development of the standard and estimated to release the finalized standard as
ISO 45001:2017 (BSI & ISO, 2013).
Occupational Health and Safety Assessment Series (OHSAS) aims to provide the
guideline for OHSMS that is able to create and maintain safe workplace conditions
and protect employees from workplace injuries and illnesses (Fan & Lo, 2012). “It is
also to systemize the safety management, which often left to the discretion of the
employers” (Scipioni et al., 2001). It can be described as a de facto standard and is
used as the basis for certification of OHSMS (Jorgensen et al., 2006). OHSAS 18000
series of standard consist of OHSAS 18001 OHSMS Requirements and OHSAS 18002
Guidelines for the Implementation of OHSAS 18001. Table 2.4 summarizes the
release and revision of OHSAS 18001 and OHSAS 18002
(http://en.wikipedia.org/wiki/OHSAS_18001). OHSAS 18001 is developed to be
compatible with ISO 9000 and ISO 14001 since its development in the 1990s
Jorgensen, T.H. et al., 2004).
Table 2.4: The OHSAS 18000- OHSMS Families and its Evolutions
(http://en.wikipedia.org/wiki/OHSAS_18001)
implementation certifiable
of OHSAS standard
18001
Continual Improvement
OH&S policy
Management
review
Planning
Implementati
Checking and
on &
correctiv
Operatio
e action
Figure 2.3: OHSMS Model (OHSAS Project Group, 2007; Zeng et al., 2007a)
Energy is embedded in any type of goods and is needed to produce any kind of
service (Mohamad et al., 2014a). Currently, energy security is one of the global issues.
British Petroleum in 2009 were quoted to have reported that the world’s growing thirst
for energy/second amounts to almost 96,000 meter3 of natural gas, 1,000 barrels of oil
and 222 tons of coal (Setti & Balzani, 2011). Looking up to the statistics, the world
electricity consumption is quantified as 42.6% in the industrial sector (International
Energy Agency, 2013) which causes the increase of carbon dioxide (CO2). Thus, the
rising CO2 level results in the greenhouse effect which, in turn, caused climate change
(Setti & Balzani, 2011). The climate change leads to natural disasters such as floods,
droughts and tornadoes, which have a tendency to reduce the environmental impact if
protection of the climate is done globally through a sum of local contributions by
adopting efficient EnMS (Fiedler & Mircea, 2012).
Therefore, there exist serious need to control and manage the energy worldwide
whereby industrial development is relied on in reducing poverty and improving the
quality of life, through sustainable practices (United Nations Industrial Development
23
Table 2.5: The ISO 50000- EnMS Families and its Evolutions (Rossiter & Jones,
2015)
Standard Description 2011 2014 2019 Remarks
ISO Energy management systems- Release Auditable &
50001: Requirements with guidance for Released of Certifiable
2011 use revision standard
24
Non-auditable
ISO
Energy audits- Requirements & Non-
50002: Released
with guidance for use certifiable
2014
standard
Non-
Energy management systems-
ISO auditable &
Requirements for bodies
50003: Released Non-
providing audit and certification
2014 certifiable
of energy management systems
standard
Energy management systems- Non-
ISO Guidance for the auditable &
50004: implementation, maintenance Released Non-
2014 and improvement of an energy certifiable
management system standard
Energy management systems- Non-
Measuring energy performance auditable &
ISO
using energy baselines (EnB) Non-
50006: Released
and energy performance certifiable
2014
indicators (EnPI) -- General standard
principles and guidance
Energy management systems- Non-
ISO Measurement and verification of auditable &
50015: energy performance of Released Non-
2014 organizations -- General certifiable
principles and guidance standard
Energy Policy
Planning
Managemen Implementati
t Review on and
Corrective and
Preventiv
Figure 2.4: EnMS Model (Project Committee ISO/PC 242 Energy Management,
2011)
A good trend of certification to MSSs is observed worldwide. Figure 2.5 shares the
worldwide ISO certification trend of the seven most commonly certified MSSs as of
the year 2014. A number of 1, 138, 155 certificates have been issued on ISO 9001
QMS; 324, 148certificates have been issued on ISO 14001 EMS, and 6, 914
certificates have been issued on ISO 50001 EnMS worldwide (ISO Survey, 2015;
OHSAS Project Group, 2012). Based on email communication with the OHSAS
secretariat, OHSAS Survey 2011 is the latest version to-date (Corie, 2015).
In addition, as shown in Table 2.1, product specific standards are also common.
The ISO/ TS16949 QMS for Automotive product have been issued with 53, 723
certificates, ISO13485 QMS for Medical Devices have been issued with 25, 666
certificates, and ISO22000 Food Safety Management System have been issued with
26, 847 certificates. At the same time, in the category of sector-specific standard,
ISO27001 Information Security Management System have been issued with 22, 293
certificates (ISO Survey, 2013).
27
MSSs certification is also well accepted in Malaysia. Figure 2.5 shows the trend
of certification of various MSSs. A number of 11, 487 certificates have been issued
for QMS, a number of 2, 284 certificates issued on EMS, a number of 19 certificates
have been issued on ISO 50001 EnMS, a number of 496 certificates on ISO/ TS16949
QMS for Automotive product, a number of 387 certificates have been issued on
ISO13485 QMS for Medical Devices, a number of 311 certificates had been issued on
ISO22000 Food Safety Management System and a number of 233 certificate had been
issued on ISO27001 Information Security Management System (ISO Survey, 2014).
1,200,000 14,000
12,000
1,000,000
10,000
800,000
8,000
600,000
6,000
400,000
4,000
200,000
2,000
number worldwide (Asif et al., 2010a; ISO Survey, 2015). The registration to these
MSSs are due to the need to establish, document and maintain their MSs in a structured
manner (Asif et al., 2010a; Karapetrovic et al., 2013). The demand is seen through the
trend of certifications to MSSs recorded in ISO Survey 2014 and OHSAS Survey 2012
which illustrates its significance in the present business world (ISO Survey, 2015;
OHSAS Project Group, 2012).
International and national standards are introduced to the public individually, where
the release of the standard was according to the appropriate needs. This is obviously
seen from the time lag in the introduction of the MSSs that is ISO 9000 which came
in 1987, ISO 14001 in 1996, OHSAS 18001 in 1999 (Karapetrovic, 2003;
Karapetrovic & Jonker, 2003) and ISO 50001 in 2011 (Casadesus et al., 2009; Ranky,
2012). With the present trends of mushrooming MSSs, it is also foreseen that much
more new MS would keep appearing frequently (Asif et al., 2008; Karapetrovic, 2003;
Karapetrovic et al., 2013). Therefore, most companies that began operation before the
1990s had no choice but to adopt the “one-at-a-time” approach to the implementation
of the standardized MS (Karapetrovic & Jonker, 2003). This resulted in many
companies to establish separate MSs according to the resources availability and the
stakeholder requirements.
Generally, IMS is a blend of two or more MSSs arising from the organizational
interactions (Sampaio et al., 2012). Implementation of multiple MS in organizations
are increasing due to the changing institutional requirements as well as the
encouragement by the industry association, to improve the perception of their industry
among the regulators and community (Barnett & King, 2008; Bernardo et al., 2010a;
Simpson et al., 2012; Zutshi & Sohal, 2005) and also the lack of resources(Simon et
al., 2011) .
QMS Convergence of
Function
individual
specific EMS
standard management
systems into
one
Generic
OHSMS IMS
Future
MSSs
EnMS
Figure 2.6: An illustration of single and fully integrated system (Asif et al., 2008;
Karapetrovic, 2003; Rocha et al., 2007)
Despite the absence of the IMS standard, many companies have obtained
multiple MSSs with positive performance results reported (Casadesus et al., 2011;
Domingues et al., 2011). A study by Mohammad (2005) shows that in Malaysia,
46.9% of the respondents have implemented IMS (Mohammad et al., 2007). On the
other hand, a study in Spain which resulted with 84% of the respondents practicing
IMS (Karapetrovic et al., 2013). The results of these surveys portray the preference
towards IMS. However, the processes of integration of MSSs are not standardized and
rather dependent on creativity, logic and practical thinking of the user organization
(Karapetrovic & Jonker, 2003; Karapetrovic & Willborn, 1998a).
The non-existent of integrated standard or guide has its own reason. Pondering
the early days, as mentioned by Karapetrovic (2002), “if we take into account that
standardization bodies may be resistant to the development of an integrated MSS, as
well as the amount of time and bureaucracy it would take to approve such a standard
at an international level, the integrated standard option appears totally uncalled for”
(Karapetrovic, 2002). There were also claims that “a written IMS standard would only
benefit standard writers, since its scope will be limited” (Karapetrovic, 2003). But,
considering the rising interest on IMS, ISO has published a handbook on Integrated
Use of Management System Standards, which provides related methodology and are
supported with a variety of case studies (Casadesus et al., 2011).
With the time, paradoxical opinions begin to arise. Researchers began to claim
that, though there exist handbooks and national guidelines, the process of integration
31
of MSs is not itself “standardized” by an international standard that addresses the best
way to carry it out (Bernardo et al., 2010a). Through a recent survey, the majority of
the respondents replied that they “would like to have a single standard for all MSSs
implemented” (Karapetrovic et al., 2013). This reflects the “voice of users” on the
need for an IMS standard.
Although the international standard on IMS is yet to be considered by ISO,
many countries have taken the initiative to publish IMS guide at the national level,
though with limited scope. Examples are Norwegian standard NTS:1996, Australia
and New Zealand standard AS/NZS4581:1999 (Jonker & Karapetrovic, 2004)
Denmark standard DS8001:2005, Spain standard UNE66177:200 and Britain standard
PAS99:2006 (Bernardo et al., 2009).
The fully integrated international standard is not to be expected anytime soon.
With the increasing number of MSSs being released, an attempt for publishing an
international “integrated standard” only allow to cover limited functions, which
consequently would require redundant revision and expansion. Therefore, ISO has
proven their commitment to IMS by introducing a harmonized structure of the existing
and emerging MSSs through the ISO/IEC Directives, Part 2, Rules for the Structure
and Drafting of International Standards (ISO/IEC, 2011). With this structure, the
integration of MSs would be easier to handle. However, the success of integration will
depend on the cross-training of managers and the skilled support groups formed to
maintain the systems (Hamid et al., 2004).
Organizational theories are a management insight that can help to explain or describe
organizational behaviours, designs and structures (Sarkis et al., 2010). This theory has
existed for more than 100 years now (Laegaard & Bindslev, 2006) and serves as the
foundation for more effective management practice (Kast & Rosenzweig, 1972).
(Laegaard & Bindslev, 2006). This is because management is considered as the hub of
any organization, and knowledge of managing it is essential to build and sustain an
organization with successful management and leadership (Mahmood et al., 2012).
’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’
Table 2.7: Important events in the development of TQM and the development of Management and Organization Theory. (Anderson et al., 1994;
Besterfield et al., 1995; Martinez et al., 1998)
Event of Management
Time Who Event of TQM Development Year Who and Organization Theory Remarks
Development
1911 Taylor Scientific Management Established
1922 Weber Bureaucracy Model theories of
1
1924 Shewhart Shewhart developed statistical Classical
process control. Management
1925 Fayol Administrative Theory Theory
1926 Bell Telephone The Bell Telephone began to apply
statistical control methods.
1933 Mayo Hawthorne Studies
Mid American Army The American army pushed the use
1940s of sampling methods during World
War II.
1950s A large number of attempts at work
improvement were undertaken (e.g.
job enrichment, work redesign,
participative management, quality of
work life and worker involvement).
1950 Deming First visit of Deming to Japan. 1954 Maslow Hierarchy of Needs
1951 Japanese Union Creation of “Deming Application 1957 McGregor Theory X Theory Y
of Scientist and Prize” in Japan.
Engineers
(JUSE)
33
Table 2.7 (Continued)
2
needs
1961 Feigenbaum First edition of Feigenbaum’s “Total 1961 Burns & Stalker Management of Innovation
Quality Control” (TQC).
1962 The idea of quality circles appeared
in the first issue of the Japanese
journal “Quality Control for the
Foreman”.
Late The pressure of Japanese companies 1964 Blake- Mouton Managerial Grid
1960s began to be felt in American 1965 Woodward Industrial Organization
and early companies. 1965 McClelland Achievement Theory
1970s 1966 Herzberg Motivation-Hygiene
1967 Likert System 1-4
1967 Fiedler Contingency Model
1968 Olsson Management by
Objectives
1969 Hersey- Situational Leadership
Blanchard
1972 Mitsubishi QFD was developed at Mitsubishi’s 1972 Aldelfer Existence, Relationship and
Kobe shipyard site. Growth
1973 After the 1973 oil crisis the JIT
system was adopted by a vast
number of Japanese companies.
34
Table 2.7 (Continued)
Time Who Event of TQM Development Year Who Event of Management Remarks
and Organization Theory
Development
1973 A small number of American and
European companies began to
apply this system in the 1980s
Mid Quality circles began to be widely 1974 House-Mitchell Path-Goal
3
1970s introduced in the USA and UK.
1974, launched in Lockheed
1979, introduced by Rolls Royce 1976 Vroom Expectancy Theory
1979 Crosby First edition of Crosby’s “Quality is
Free”.
Xerox Corporation started to apply
the benchmarking concept to
processes.
British Standard Publication of the BS5750 quality
Institute management series.
35
Table 2.7 (Continued)
Time Who Event of TQM Development Year Who Event of Management Remarks
and Organization Theory
Development
1983 Garvin “Quality on the line”, published by
Garvin in Harvard Business Review
analyzed the differences between
Taguchi A paper about Taguchi’s design of
experiments is published in Harvard
Business Review (Taguchi and
Clausing, 1983).
1983 Garvin “Quality on the line”, published by
4
Garvin in Harvard Business Review
analyzed the differences between
Taguchi A paper about Taguchi’s design of
experiments is published in Harvard
Business Review (Taguchi and
Clausing, 1983).
1984 Freeman Stakeholder Theory
1985 Naval Air The Naval Air Systems Command 1985 Schein Organizational Culture
Systems named its Japanese-style
Command management approach “total quality
management”.
1986 Deming First edition of Deming’s “Out of
the crisis”. It became a best seller.
1987 ISO First edition of ISO 9000 quality
management system series.
36
Table 2.7 (Continued)
Time Who Event of TQM Development Year Who Event of Management Remarks
and Organization Theory
Development
5
1987 Publication of the Malcolm
Baldridge National Quality Award.
1990 Senge The Learning Organization
37
38
As seen from Table 2.7, among the Gurus that influenced organizations’ with the
quality management philosophies are Deming, Crosby, Juran, Taguchi, Feigenbaum
and Imai (Burt et al., 2004; Martinez et al., 1998). There are also many others who
contribute and influence for the betterment of the quality management philosophies
which give rise to the management fashion phenomenon. This process of management
fashion setting is defined as the process by which fashion-setters continuously redefine
both parties (the fashion setters and fashion users) belief about which management
techniques are the forefront of the rational management progress (Abrahamson, 1996;
Abrahamson & Fairchild, 1999; Thawesaengskulthai & Tannock, 2008). The change
is mainly influenced by the changing stakeholder requirements (Abrahamson, 1996).
The phenomenon of management fashion consists of two facets, supply (by fashion
setters or producers) and demand (by fashion-users or consumers) (Abrahamson, 1996;
Thawesaengskulthai & Tannock, 2008). The Table 2.7 also shows that the
development of organizational theories and the quality management philosophies
between the years 1900 to 2000 are parallel. A variety of approaches of management
fashion has been applied in organizations, aiming for an end result that had been very
much the same (Burt et al., 2004), which is a better quality output. This is because,
management fashion creation involves the invention of management innovation,
which can also be called as an improvement over the state of the art of the management
or reinvention of the old management technique (Abrahamson, 1996).
With these management fads and fashions diffusions, and the development of
various techniques and organizational theories/ concept as shown in Table 2.7, it is
obvious that these techniques expands with the increasing demand, mainly raised by
the stakeholders. The desire to adapt to management fashion by the fashion user is to
learn about new techniques that would help organization and managers to address
performance gap due to technical and environmental changes (Abrahamson, 1991).
Abrahamson (1996) stated that W. E. Deming is among the inventors credited for the
TQM approach invention. TQM concept which provides a framework for meeting the
challenge in the changing business environment (Baulch-Jones I, 1994) is a good
example of management fashion improvement. TQM emphasis includes performing
good quality work in producing good quality product/ service to achieve customer
satisfaction and inculcate continual improvement. In another word, it integrates the
management of resources and processes towards arriving at a satisfactory result in
terms of human resources, product/ services, stakeholder requirements, profit and
39
Hence, the fashion setters evolved the quality award models from the TQM
to include guidelines to evaluate organizations’ quality programs and improvement
efforts by the introduction of the assessment and scoring method (Burt et al., 2004)
However, by the end of the 20th century and the first decade of 21st century, a plethora
of techniques and tools are available for ensuring excellence in product and service
quality that helps to comply with stakeholder requirements such as TQM, Six sigma,
Benchmarking, Just-In-Time (JIT), ISO standards ( ISO 9001, ISO 14001, OHSAS
18001 and ISO 50001), Balance Scorecard and Lean Management
(Thawesaengskulthai & Tannock, 2008).
’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’’
Table 2.9: Compatibility of CMT principles with MS standards and TQM
Principles of Principles of MS Standards Principles of MS Standards Clauses* Principles of MS Standards TQM
Classical Scientific Clauses* Administrative Bureaucratic Clauses*
Management Management Theory Theory
Theory Theory
A) Hierarchy of Tasks and Management i) Unity of Management Hierarchy of Management Leadership
Management responsibilities are Responsibility command Responsibility authority Responsibility
equally divided
between workers
and management Roles and ii) Scalar chain Roles and Responsibility Roles and
Responsibility Responsibility
B) Simplification “Science of work” Product i) Unity of Management i) System of Product Continuous
of Complex used to study and Realization direction Responsibility task and Realization Process
Tasks improve ways of Operational Roles and Responsibility relationship Operational Improvement
doing job. Control Control
ii) Division of Management ii) Paper work Control of
work Responsibility Documents
Roles and Responsibility Control of
records
iii) Order Product Realization
Operational Control
MS Standard Clauses* includes compatibility with ISO9001, ISO141001, OHSAS18001 and ISO50001.
41
Table 2.9 (Continued)
Principles of Principles of MS Standards Principles of MS Standards Clauses* Principles of MS Standards TQM
Classical Scientific Clauses* Administrative Bureaucratic Clauses*
Management Management Theory Theory
Theory Theory
C) Top-down i) Workers Provision of i) Centralization Management Responsibility i) Specialized Provision of Employee
Communication selected to resources training resources Involvement
match the
Roles and Roles and Responsibility Roles and
new rules.
Responsibility Responsibility
ii) Rewards for ii) Encourage Provision of resources ii) Clearly
jobs are harmony and identified
linked to good relation duties.
productivity. of workers to Roles and Responsibility
increase
productivity
D) Predicted Development of Monitoring and Initiative Monitoring and Written Control of Employee
behavior of expertise of Measurement Measurement/ Checking rules Documents Involvement
employee employees on and records
particular areas Checking Continuous
of work. Process
Improvement
Performance
Measurement
MS Standard Clauses* includes compatibility with ISO9001, ISO141001, OHSAS18001 and ISO50001.
42
Table 2.9 (Continued)
Principles of Principles of MS Standards Principles of MS Standards Clauses* Principles of MS Standards TQM
Classical Scientific Clauses* Administrative Bureaucratic Clauses*
Management Management Theory Theory
Theory Theory
D) Adapts Tasks and Management i) Authority Management Responsibility i) Fair Management Leadership
autocratic responsibilities Responsibility evaluation Responsibility/
management are equally Roles and Roles and Responsibility and Roles and
style divided Responsibility rewards. Responsibility
between ii) Organization Management Responsibility ii) Maintenanc Management
workers and interest above e of ideal Responsibility/
management individual bureaucracy Roles and
Roles and Responsibility Responsibility
iii) Remuneration Management Responsibility
43
44
Based on Table 2.8 and Table 2.9, conceptually, the CMT involves creating
multiple levels of workers to improve productivity. In pursuing this, employees at each
level find their tasks are overseen by their superiors who, in turn, are overseen by their
higher authorities. As to standardize the practice at every level, employees are
expected to perform tasks according to specific procedures which are designed to
maximize productivity. Through the designing of procedures for completing a task,
personal issues are kept out of business; the organizations can stay focus on the job at
hand.
5 • System
Kirkby, A. (2002)
• Contingency
6 Wilkinson, G. & Dale, B. G. (1999b) • System
7 Asif, et al. (2010c) • Stakeholder
45
develop a unique system for it to adapt, which is customized based on their stakeholder
requirements, available resources, profitability, and applicability.
Contingency approach began in the 1960s, due to the emphasis of the importance on
situational influences on the management of the organization, to answer the questions
on the single best way to manage and organize organizations (Tosi & Slocum, 1984;
Zeithaml et al., 1988). Research findings by Zeithaml et al (1988) summarized
Contingency Theory as had been rooted from the General System Theory with open
system perspective (Zeithaml et al., 1988). Whilst Tosi & Slocum (1984), regards
contingency theory as a move away from the universalist which claims that there was
only one way to organize any organizations (Miles, 2012; Tosi & Slocum, 1984). With
these statements, contingency theory can be defined as a theory where unique
organization structure is designed according to the contingency factors of the adapting
organization.
Although the International Standards as well the IMS document drafted in this
research are written as a universal document to suit all types and sizes of organization,
the implementation of the IMS have to consider the situational approach. This is
because the appropriateness of organizational structure and management style that
depends on a set of contingency factors (Zeithaml et al., 1988) within the organization.
It may differ according to various criterions such as the type, size, culture and
complexity (Karapetrovic & Jonker, 2003; Karapetrovic & Willborn, 1998a). In
addition, the contingency theory also holds that an effective organizational structure
design is where the structure fits the contingencies (Donaldson, 2006). This approach
is classified as a mid-range theory which states between two extreme views, either as
“universal principles” of organization and management exist” or as “each organization
is unique and each situation must be analyzed separately”.
and frequently among the researchers and scholars, and reported the benefits of IMS
such as Casadesus M., Karapetrovic S., Heras I., Idris A., Jorgensen T.H., Simon A.,
Wilkinson G., Dale G., Zutshi A. and Sohal A.S (Casadesus et al., 2009; Idris et al.,
2012; Jorgensen et al., 2006; Karapetrovic, 2003; Simon et al., 2011; Wilkinson &
Dale, 1999a; Zutshi & Sohal, 2005).
Based on the discussion by various scholars that have been published such as
Karapetrovic & Willborn (1998); Karapetrovic (2002); Karapetrovic & Jonker (2003);
Labodova (2004); Mohammad et al. (2005), Griffith & Bhutto (2008) and Mohammad
et al. (2013), there are two ways for integrating MSs namely sequential
implementation and simultaneous implementation.
a) Sequential implementation
b) Simultaneous implementation
50
Many literatures have been reviewed to understand the acceptance of sequential and
simultaneous implementation of MSs among the authors and also the type of MSs
that is prioritized in applying the IMS techniques. The findings are summarized in
Table 2.11.
Based on Table 2.11, further to generalizing the types of integration into the
sequential and simultaneous method, it is also observed that the types of integration in
terms of sequence of MS implementation) differs according to the organization needs.
Regardless of the type of MSS intended to be achieved, sequential implementation are
chosen by those companies that implements the MSS due to the business pressure or
for legal reasons (Mohammad et al., 2005), as well the time lag in the MSSs release
(Casadesus et al., 2009; Karapetrovic, 2003; Karapetrovic & Jonker, 2003; Ranky,
2012). However, Mohammad (2005) added that, the simultaneous implementations are
chosen by the companies that does not have a formal management system in place at
the point of MS implementation (Mohammad et al., 2005). Thus, they integrate the
MSSs requirement prior to the implementation and continue with other MSSs. The
ways of integration of MS and the sequence have been discussed by authors as
summarized in Table 2.11 (Douglas & Glen, 2000; Griffith & Bhutto, 2008;
Karapetrovic, 2002; Karapetrovic & Jonker, 2003; Karapetrovic & Willborn, 1998a;
Labodova, 2004; Mohammad et al., 2005; Wilkinson & Dale, 1999a).
Table 2.11: Ways of Integrating MSSs in IMS literatures (Bernardo et al., 2008,
2009; Douglas & Glen, 2000; Griffith & Bhutto, 2008; Karapetrovic & Casadesus,
2008; Labodova, 2004; Salomone, 2008; Zeng et al., 2007a)
Ways of Sequence of MSS
Authors Integration implementation Notes
Applied Sequence MSS
1st QMS
51
Sequential
2nd EMS
1st EMS Advantageous for organization
Karapetrovic &
with activities that harms the
Willborn
Sequential environment because it is exposed
(1998) 2nd QMS
to the risk of public and
regulatory bodies
Simultaneous 1st QMS and EMS
Douglas & 1st QMS
Sequential
Glen (2000) 2nd EMS
1st QMS
Sequential
2nd EMS
1st EMS
Sequential
2nd QMS
1st QMS and EMS
Simultaneous
Karapetrovic 2nd Others An extension of Karapetrovic &
(2002) Fundamental Willborn (1998)
element of IMS
first, then other
Simultaneous 1st
function-
specific
subsystem
1st QMS Integrate based on “process
Sequential
2nd EMS approach”
Karapetrovic &
1st EMS Integrate based on “process
Jonker (2003) Sequential
2nd QMS approach”
Simultaneous 1st QMS and EMS Join, align and integrate the MSs
1st EMS
2nd OHSMS
Labodova Sequential Non-
(2004) 3rd standardized
MS
Simultaneous 1st IMS directly
Bernardo et al 1st QMS
Sequential
(2008) 2nd EMS
Zeng et al 1st QMS
Sequential
(2007a) 2nd EMS
Griffith & 1st QMS
Sequential Merged
Bhutto (2008) 2nd EMS
Salomone 1st QMS
Sequential
(2008) 2nd EMS
52
In addition to the ways of integration, the authors also discussed on the degree
-level- of implementation of IMS. There are different types and level of integration
being applied, whereby each level consists of a different phase of integration (Douglas
& Glen, 2000; Wilkinson & Dale, 1999a). The ways of integration are further
narrowed down by the degree of IMS implementation in order to measure the extent
of implementations. However, the management must determine the phases to allow
integration to happen (Douglas & Glen, 2000). Bernado et al. (2009) have summarized
the degree of integration as per Figure 2.7.
..........................
53
Individual
Integration Integration of
MS Combina-
of selected of certificated
Wilkinson & Dale integrated tion
parts and
(1999) into every based on
without uncertificated
function linkages
linkages MS
and activity
Complete Integration
"All-in-
Karapetrovic Documentation core processes,
one"
(2002) integration objectives and
system
resources
Karapetrovic
Partial integration Full integration
(2003)
Beckmerhagen, et Harmoni-
Cooperation Amalgamation
al (2003) zation
Jorgensen et al Corresp
(2006) and on- Generic Integration
Jorgensen (2008) dence
Figure 2.7: Degree of Integration according to some authors (Bernardo et al., 2009)
Multiple MSSs implementation has become a trend in the present business world
(Sampaio et al., 2012). However, in the existing organizations’, Kirkby (2002) have
described the presence of three models of MSs that is separate MS, aligned MS and
IMS (Kirkby, 2002). The diagrams below represent each MS described.
A separate MS is a system whereby company has multiple MS implemented
and operated individually. Thus, all the decision makings will also be done
respectively. Figure 2.8 describes the separate MSs. Although separate MSs are
smoother to handle, it will also cause each MS to be seen as islands in the organization
(Wilkinson & Dale, 1999a), which causes duplication of job of employees (Kirkby,
2002).
Common clauses
The other type of integration is “an integrated approach” or also known as full
integration. It is an attempt to create a single management system which is built base
on interrelationships among the various MSs with a focus on effectively satisfying the
needs of interest groups (Hamidi et al., 2012). This is also described as an effort to
combine all the MSs within an organization in order to inculcate it as a business
management approach (Jorgensen et al., 2004; Jorgensen et al., 2006; Kirkby, 2002;
Mohammad et al., 2006). This forms a system that is defined by Karapetrovic and
Willborn (1998) as “a system of systems, a single system with a complete loss of the
unique identities of function-specific subsystems” (Bernardo et al., 2008; Karapetrovic
& Willborn, 1998a). It allows the management team to create one structure that can
help to effectively and efficiently deliver organizations’ objectives (Farahani &
Chitsaz, 2010). Figure 2.10 represents a diagram describing the “integrated approach”
or full integration.
Integrated system
Single Audit
Single Process
Various approaches had been applied in integrating the MSs and proposed with the
differing framework of MS implementation. Among those are
a) MS structured approach (Fabio et al., 2001; Mohamad et al., 2014b;
Mohammad, 2006; Mohammad et al., 2005, 2006; Zeng et al., 2005)
(Karapetrovic, 2002). Therefore, the ISO 9001, ISO 14001, and OHSAS 18001
are integrated using system framework which is a combination of these models.
Figure 2.11 is an example of a model for the integration ISO 9001 and
ISO 14001 by system approach as suggested by Karapetrovic and Jonker
(Jonker & Karapetrovic, 2004; Karapetrovic, 2002). It shows that all clauses
in ISO 9001 and ISO 14001 can be aligned in implementing IMS. In fact, it is
obvious that the flow of the system in meeting the objectives of the
management is through the processes and resources available within the
organization with consideration of all the clauses of both the standard. This
approach suits companies that have implemented multiple MSSs separately
and would like to integrate two or more implemented standards to develop an
IMS.
Figure 2.11: Alignment of ISO 9001: 2000 and ISO 14001:1996 using the system
approach (Jonker & Karapetrovic, 2004; Karapetrovic, 2002)
59
c) PDCA approach
Policy
Act Plan
- Management - Objectives
Review - Processes &
- Business Programs
Planning - Resources
Specific Requirements
Financial
and tracks performance and conformance with objectives and targets. The
organization conducts audits of the SHEQ management system to identify
areas that require improvement and non-conformance that must be corrected.
Management Review is the final step to review and continually improve the
SHEQMS, with the objective of improving its overall SHEQ performance by
comparing actual performance with its objectives and targets, then identifies
and corrects the root causes of deficiencies. It also identifies further
opportunities for improvement. Upon Management Review, decisions shall be
made to ensure continual improvement process for enhancing the SHEQMS
performances improvement, in line with the organization’s SHEQ policy.
SHEQ Policy
Continual
Planning
Improvement
Implementation
Management
&
Review
Operation
Checking
& Corrective
Action
Figure 2.14 The combination of risk analysis (“seven steps”) and OHS management spiral (Labodova, 2004).
64
65
The process is defined as “an activity or a set of activities using resources and
managed in order to enable the transformation of input into output” (Technical
Committee ISO/ TC176, 2008). The process is controlled by measuring key
process parameters that have been determined, by which visualizes the degree
of achievement of process targets (Douglas & Glen, 2000) with less
coordination within the organization(Rentzsch & Ameli, 2000). Since process
approach fosters running an organization as a set of interdependent process
(Technical Committee ISO/ TC176, 2008), it is necessary to review the process
metrics in order to control the processes within a system to ensure desired
output is achieved (Sanongpong, 2009a, 2009b). This approach is promoted in
the International Standard, ISO 9001 QMS with the purpose of developing,
implementing and improving the effectiveness of the QMS in order to enhance
the customer satisfaction by meeting the customer requirements (Technical
Committee ISO/ TC176, 2008). Figure 2.1 is an example of process –oriented
approach which is recommended by ISO 9001 QMS.
Theories analyzed and discussed in section 2.5 have indicated the relationship
between TQM and the MSSs. TQM is rather a good philosophy to be blended
in with the MSSs which serves as a general guideline for the IMS
implementation IMS. The framework shared in Figure 2.15 were introduced
by Wilkinson and Dale (2001) and also discussed by Mohammad (2006). This
model combined the MSSs (QMS, EMS and OHSMS) to the extent that it
creates a unique system of its combination. Its procedures, processes and
resources interacts through the structure and culture in order to carry out
planning, controlling, implementing, measuring, improving, auditing and the
transforming of input to outputs (Mohammad, 2006; Wilkinson & Dale, 2001).
The sequence indicates that every parameter has an input and output. Each
output has to be measured as a performance indicator. This measurement leads
to improvement of each sub-system in the system continuously. Therefore,
supports the continual improvement of the implemented IMS. The
management is dealt as leadership, while the scope of resources is extended to
the culture development and involvement of people which shows blending of
the TQM approach.
67
The
Integrated Management System
POLICY Continuous Improvement S
T
Aims & Integrated Processes; A
Objectives Common Scope K
(Focus & Range of Activities) E
Goals H
Integrated Planning, Controlling, Implementing, Actual O
Resources Measuring, Improving & Auditing Outputs L
D
E
LEADERSHIP Integrated Organisational Structure R
& Integrated (Strong) Culture
S
promoting the Involvement of People
Figure 2.15: A model of an integrated quality, environment, and health and safety
management system using TQM approach (Mohammad, 2006; Wilkinson & Dale,
2001)
Many countries and regions have introduced Business Excellence (BE) Model
throughout the world, which is claimed as a transformed version of TQM
philosophy that included an assessment methodology to gauge the extent of
implementation and achievement of BE. In Europe, the European Foundation
for Quality Management (EFQM) BE Model is widely recognized as a
representative theory to improve traditional TQM by expanding the narrow
quality-oriented concept into a holistic management concept (Kim et al., 2009).
In line with this, Bobrek 2006 has recommended an IMS towards BE using the
EFQM model (Bobrek et al., 2006).
The existing structure of EFQM model for evaluation of the efficiency and
effectiveness of organization requires integration of various MSSs such as ISO
9000 QMS, ISO 14001 EMS, OHSAS 18001 OHSMS, SA 8000 and other
operation parameters that are important for the organization (Bobrek et al.,
2006). The stages of development and implementation of this model can be
classified into six (6) stages.
68
a) The first stage is the development of unique IMS policy that defines quality,
ecology, safety and security of employees. This policy should be
formulated considering it from the perspective of the organizations’
strategy, vision and mission and from the perspective of IMS requirements.
b) The second stage is the planning of IMS element for the implementation,
in-line with the policy.
c) The third stage is the implementation of the IMS project including the
definition of the model and documentation, their common elements,
documentation management, process management, and employees
training.
d) The fourth stage Checking, Confirmation and Corrective Action. At this
stage, it shall consist of checking of processes and equipment, monitoring
and measurement, non-harmonized elements, corrective/ preventive
actions, notes/ documents and integrated audit.
e) The fifth stage is the re-confirmation of the IMS. However, the
methodology should be determined by the organization in which the IMS
are being implemented.
f) Lastly, the sixth stage is continuous improvement activities which are
meant to further enhance the established IMS
In summarizing the IMS framework for BE, the suggested framework is as per
the Figure 2.16. The organization should design and implement and IMS that
satisfy the requirement of all the MSSs being integrated in line with
organizations’ stakeholder requirements, establish a method for assessing and
quantifying the performance of an activity or processes and continually launch
and review the projects for improvement on the IMS through the
implementation of relevant management method and techniques.
69
MANAGEMENT
INTEGRATION
Does
NO orga niza tion YES
ha ve certified
QMS
PLANNING
CERTIFICATION IMPROVEMENT PROJECTS
QMS a ccording to TOWARDS BUSINESS
ISO9001 EXCELLENCE
(roa d to TQM)
(PDCA, Reenginerring,
Brea kthrough)
* Project Ma na gement
* EMS & OHSAS
* Product Certifica tion (CE, HACCP, CoC...)
* SPC & 6 Sigma
* Ba la nced Scoreca rd (BSC)
* Process Ca pa bility (Cp, Cpk)
* ON LINE voice of customer
* ONE STOP SHOP
* Mea surement of customer a nd employee sa tisfa ction
* Document Ma na gement
*
*
BUSINESS EXCELLENCE
Figure 2.16: An IMS Model using the basis of Business Excellence framework
(Bobrek et al., 2006)
70
2.8. Conclusion
In this chapter, QMS, EMS and OHSMS are obviously an interest of every party.
Based on ISO Survey 2014 result, it is obviously picturing the significance of multiple
MSSs certification. Besides, the rising concern about energy as described in section
2.2.4 requires significant consideration from organizations. Besides, the globalisation
and localisation activities are also the drivers that have brought emphasis towards the
IMS implementation, in order to penetrate and sustain within a supply chain nationally
and internationally. The gap in the literature is showing that EnMS have not been
addressed in the integration. Thus, this research is significant in order to develop an
IMS that addresses ISO 9001 QMS, ISO 14001 EMS, ISO 50001 EnMS and OHSAS
18001 OHSMS simultaneously. Regardless of the approaches applied, in order to put
IMS into practice, comprehensive thinking and planning, active participation from the
very beginning by all level of people involved is required to achieve lasting
improvements in the processes (Rentzsch & Ameli, 2000).
71
CHAPTER 3
METHODOLOGY
3.0 Introduction
This chapter describes the research methodology applied in order to complete the
researched topic. It begins with the research objectives and research questions that
have been summarized in Table 3.1. This is followed by the research design, research
approach and research instrumentation that leads to a conclusion.
The research approach is the strategy taken towards data collection and analysis (Tobi,
2013). Since this is a mixed-method research, both objective and subjective measures
are being sought after in answering the research questions.
72
A research design provides a framework for the collection and analysis of data in line
with the research activities (Bryman & Bell, 2007). It also means that the researcher
has to decide the type of research that is embarked on (Holmes et al., 2005). Creswell
(2009) explained research design as plans and procedures for research in order to study
a topic from a broad assumption to “zoom in” into detailed methods of data collection
and analysis (Cresswell, 2009). The research design guides the researcher to prioritize
the research methods in the research process. Three types of research designs are
qualitative, quantitative and mixed method.
The mixed method is a combination of the qualitative and quantitative research
in the same study. Mixed methods approach is the general term whereby both
quantitative and qualitative data collection techniques and analysis procedures are used
in a research design either at the same time (parallel) or one after the other (sequential)
(Saunders et al., 2009).
In this research, based on the research objectives and the research questions
formulated as per Table 3.2, a combination of quantitative and qualitative methods is
selected. The quantitative method is applied to seek the answer to research question 1
and 2 where as the qualitative method is applied to seek the answer for question 3. The
collection of both quantitative and qualitative data is also known as mixed methods
approach. The results are then compared using concurrent embedded design.
73
Research
No Research Objectives Research Questions Method Instrument
design
What are the profiles of
the companies that
Quantitative Survey Questionnaire
To study the status have implemented
of IMS IMS?
1 implementation in What is the degree of
the manufacturing IMS practice among
sector the companies that Quantitative Survey Questionnaire
have implemented
IMS?
To investigate the What are the strategies
strategies for that have been used by
implementing IMS the Malaysian
2 and its manufacturing sector in Quantitative Survey Questionnaire
implementation in order to implement
the manufacturing IMS at their
sector companies?
To develop What is the
Delphi
guidelines for recommended system
Method
3 implementing IMS for implementing IMS Qualitative Questionnaire
Expert
in the Malaysian in the Malaysian
Opinion
manufacturing sector manufacturing sector?
In the following subsection 3.2.1 and 3.2.2, an overview of the method chosen
to seek answers to the research questions and the reason for choosing the method is
discussed in detail.
3.2.1 Quantitative
Data Collection
Data clearing
Performing analysis
Sample
Population • FMM members with 3
Survey Instrument • Manufacturing or more MSS
• Validated Industry certification
questionnaire • Selangor, Johor, • UNIDO EnMS
Penang and Melaka program 1st batch
participants
Data Analysis
Survey Response • Microsoft Excel
2010
The questionnaire applied for this research is adopted and adapted from the
research carried out by Mohammad (2006). The reason for using the same
questionnaire is because the first and second research objectives in this research are
the same as shown in Table 3.3. The expectation from this comparison is to compare
the result in order to view current trend of IMS in the manufacturing industry.
on the study by Mohammad (2006), since the research topic is an extension to that
research. However, the questionnaire were reviewed and revised to include the
extension of the research topic, as well to accommodate with present situation
(Appendix B).
In order to conduct content validity, as a pilot test, the questionnaire was presented to
two companies who are not certified to any MSSs and two companies who are certified
with multiple management system standards. All the parties are able to understand and
answer the questionnaire. Then, the content validities were done by presenting the
questionnaire to academicians and practitioners who are knowledgeable of the subject
matter. The content is accepted and approved.
Responses to questionnaire survey are analyzed by monitoring the rate of return using
the master list of respondent prepared before the distribution. The researcher is
required to track and update every response received on timely basis.
The responses were received and compiled into the Microsoft Excel worksheets for
the data analysis purpose. The responses are then filtered to verify the eligibility of the
respondents as well to update replies provided. Using the replies, profiles of the
respondents and pictorial analysis were performed. Data were converted to various
charts to reflect the finding from the survey conducted. The detailed result of the data
analysis is presented in Chapter 4.
3.2.2 Qualitative
The qualitative research is a mean for exploring and understanding the meaning of
individuals or groups attributes to a social or human problem which involves data
collection and data analysis to interpret the meaning of the non-statistical data. Kothari
(2004) describes qualitative research as concerned with phenomenon, such as,
phenomena relating to or involving quality or its kind, for example human behaviour
and organizational behaviour.
As the qualitative part of this research, the researcher selected the Delphi
method in order to seek for opinions and judgments of experts in the form of a group
decision making (Skulmoski et al., 2007) about the IMS guidance document prepared.
Skulmoski et al. (2007) describes the typical Delphi process as per Figure 3.3. The
steps include:
a) Development of Research Question
b) Research design
c) Research sample
d) Develop delphi round one questionnaire
e) Delphi pilot study
f) Release and analyse round one questionnaire
g) Develop delphi round two questionnaire
h) Release and analyse round two questionnaire
i) Develop delphi round three questionnaire
j) Release and analyse round three questionnaire
k) Verify, generalize and document research result
Experience
Delphi R1
Literature Research Research Research Delphi R1
Survey &
Review Question design Sample Pilot
Analysis
Pilot Studies
Delphi R2
Delphi R2
Survey &
Design
Analysis
Research
Delphi R3
Delphi R3 Documentation,
Survey &
Design Verification &
Analysis
Generalization
80
81
With the intention to fulfil the third research objective and research question
as shown in Table 3.1 and Table 3.2, a draft of IMS guidance document was prepared
by the researcher based on her knowledge and experience in the MSSs.
Simultaneously, questionnaires were also prepared. The questionnaires were
distributed during 1st and 2nd stage of Delphi process for the purpose of data collection
from the expert panels. The process is planned as Three Rounds Delphi Process as per
Figure 3.4.
Receive Response R1
Delphi R2-Questionnaire on the "Evaluation of Proposed Framework and Guidance Document for
integrating QMS, EMS, OHSMS and EnMS"
Receive Response R2
Review and revise the Proposed Framework and Guidance Document for integrating QMS, EMS,
OHSMS and EnMS"
Delphi R3-Distribute revised version of "Proposed Framework and Guidance Document for integrating
QMS, EMS, OHSMS and EnMS"
"Finalised Framework and Guidance Document for integrating QMS, EMS, OHSMS and EnMS"
The four(4) research samples are the experts panels which consist of
academicians, practitioners, government officials and NGOs, whose profession relates
to MSS development and implementation (Okoli & Pawlowski, 2004). The research
design is as described in Figure 3.5. The Delphi Round One Questionnaire was
prepared and sent to selected experts for collecting the background information of the
respondents. Upon received the responses, the criteria were compiled and reviewed
82
which is the academic qualification, the profession, the years of experience in dealing
with MSSs and the years of experience in dealing with IMS. The expert panels were
shortlisted based on the findings from Round One. Then, the questionnaire prepared
for Delphi Round Two was distributed. With the consensus during Round Two, the
findings were compiled and the guidance document was revised. The revised guidance
document was then distributed to proceed with Delphi Round Three. In Delphi Round
Three, consensus on all the changes, reviews and revisions are achieved.
Research
• Delphi Method Expert Opinion
Instrument
• Academicians
• Department of Standard Malaysia
Sample
• Practitioners
• NGOs
• Lecturer/ Professor
• Government Official
Representative
• Consultants
of Sample
• Auditors
• Malaysian Association of Standards Users
Experts are selected for the purpose of gathering the opinions and improvement ideas.
The expert consist of academicians, practitioners and government officials (Okoli &
Pawlowski, 2004) whose function relates to MSSs development and implementation.
83
Data analysis for the survey and Delphi Technique Expert Opinion were done using
Microsoft Excel 2010. The experts’ opinions obtained through the survey manuscripts
were compiled. Thematic analyses were carried out to identify recurring concerns and
issues on the proper MSs. The results are presented in Chapter 4.
3.3 Conclusion
In this research, mixed method research methodology has been applied. Both
quantitative and qualitative data were collected concurrently and analyzed. The
content of this chapter can be summarized as per Table 3.5. The results of the analysis
are discussed in Chapter 4.
CHAPTER 4
4.0 Introduction
This chapter analyzes and discusses the findings from the quantitative and qualitative
data collected and compiled.
The survey results are elaborated in the following sub-section. It covers the status of
IMS implementation, which consists of the background information of the
respondents, the IMS practices that have been implemented within the responding
companies. Other results of the survey which include strategies for integrating the MSs
are discussed in Section 4.1.3 and the reason for not implementing IMS are discussed
in Section 4.1.2.2.
There were only 100 companies that agreed to receive the questionnaire. Out of 164
companies selected, 61 companies were not reachable due to unable to make contact,
two companies restrict information sharing, and one company declared that they have
withdrawn their MSSs certifications. The details are shown in Table 4.1.
86
Referring to Saunders et al. (2009), that questionnaires are likely to have non-
responses due to four interrelated problems like refusal to respond, ineligibility to
respond, inability to locate respondent and respondent located but unable to make
contact. Alternatively, some of the selected respondents may not meet the research
requirements and so will be ineligible to respond. Of the 100 companies that agreed to
receive questionnaire, 64 companies responded to the questionnaire which were
distributed through the online survey tool applied to ease the questionnaire
distribution, namely, the Survey Monkey (44 responses) and also in the hardcopies (20
responses) of the questionnaire. However, out of 64 respondents, only 40 respondents
are eligible. The remaining 24 respondents are classified as ineligible due to
incomplete company background information (10 respondents), non-manufacturing
industry (14 respondents), certified to one standard only (7 respondents) and not
certified to any MSSs (3 respondents).
Respondents
Responding
No respond
Reason for
Agreed to
Ineligible
Medium
received
received
Eligible
receive
No. of
Incomplete company
Survey 10
44 background information
monkey
100 64 36 40 24 14 From service industry
Hard 7 Certified to 1 standard only
20
copy 3 No certification achieved
Percentage 64% Total 64 36% 62.5% 37.5%
87
The latest scale of the Small and Medium category of the manufacturing and services
in Malaysia is as sourced in Table 4.3.
Business Criteria
Category Manufacturing Services
Not exceeding 5 employees; or Not exceeding 5 employees; or
Micro
Sales < RM 300, 000 Sales < RM 300, 000
5- 75 employees; or 5- 30 employees; or
Small
Sales: RM 300, 000- RM15million Sales: RM 300, 000- RM 3million
75- 200 employees; or 30-75 employees; or
Medium
Sales: RM 15million- RM 50million Sales: RM 3million- RM 20million
Exceeding 200 employees; or >75 employees; or
Large
Sales: > RM 50million Sales: >RM 20million
Based on the SME categorization seen in the Table 4.3, the breakdown of the survey
respondents according to the size of companies are summarized as per Table 4.4.
.
Table 4.4: Survey Response
Eligible 7 0
No. of Responses
Ineligible 1 1
Small
Eligible 17.5% 0
Percentage
Ineligible 2.5% 2.5%
Eligible 5 0
No. of Responses
Ineligible 3 1
Medium
Eligible 12.5% 0
Percentage
Ineligible 7.5% 2.5%
Eligible 28 0
No. of Responses
Ineligible 6 12
Large
Eligible 70.0 % 0
Percentage
Ineligible 15.0% 7.5%
Eligible 40
Overall Total No. of Responses
Ineligible 24
Overall Eligible 62.5%
Percentage
Percentage Ineligible 37.5%
88
Both the size and types of the companies responding to the survey were
analyzed. The recent survey result shows vast extension and diversification in the
industry as shown in Table 4.5. The survey replies show that 30% of the responses are
from “Manufacturing not Classified Elsewhere” industries which were represented by
12 companies. This is followed by 17.5% from Basic Metals and Fabricated Metal
Products industry which were represented by 7 companies; 15% from Rubber and
Plastic Products industries which consist of 6 companies; 12.5% from Food Products
Beverages and Tobacco industries which were represented by 5 companies; 7.5% from
Electrical and Optical Equipment industries which were represented by 3 companies;
7.5% from multiple trades within one organization ( Basic Metals and Fabricated
Metal Products and Shipbuilding, Pulp Paper and Paper Products and Manufacturing
not Classified Elsewhere and Food Products Beverages and Tobacco, Chemicals
Chemical Products and Fibers, and Non-metallic mineral products) industries which
were represented by three companies; and 2.5% each by Wood and Wood Products,
Printing Companies, Machinery and Equipment and Chemicals Chemical Products
and Fibers which is represented by one company each.
A contrary and significant difference that must be noted in this recent survey
findings are the expansion of more than one type of trade within one business
organization. The difference is seen in similar research by Mohammad (2006) that did
not report any multiple trade in business organization surveyed (Mohammad, 2006).
This reflects the movement towards value stream approach (Davies, 2004) acceptance
in Malaysian industry.
89
No. of Percentage
No Types of Industry
companies (%)
1 Manufacturing not Classified Elsewhere 12 30.00
2 Basic Metals and Fabricated Metal Products 7 17.5
3 Rubber and Plastic Products 6 15.00
4 Food Products Beverages and Tobacco 5 12.50
5 Electrical and Optical Equipment 3 7.50
Multiple industries within 1 organization
• Basic Metals and Fabricated Metal Products and Shipbuilding
• Pulp paper and paper products, and Manufacturing not
6 classified elsewhere 3 7.50
• Food products, beverages and tobacco, Chemicals and
Chemical products and Fibers, and non-metallic mineral
products
7 Wood and Wood Products 1 2.50
8 Printing Companies 1 2.50
9 Machinery and Equipment 1 2.50
10 Chemicals Chemical Products and Fibers 1 2.50
Total 40
In addition to the types of industries, the matrices shown in Table 4.6 illustrate
the achievements of standards certification by the respondents companies. These
respondents are at a minimum certified to three MSSs of QMS, EMS, OHSMS or
EnMS. Multiple MSSs certification is obviously a trend in Malaysia (Idris et al., 2012)
based on the result shown in Table 4.6. The most common standard is the ISO 9001
QMS, ISO 14001 EMS and OHSAS 18001 OHSMS which are recognized standard in
24 respondents’ companies which account for 58.82%. In addition to achieving QMS
certification with general ISO 9001 standard, some of the companies does venture into
product specific standards such as ISO/TS 16949 QMS for automotive and ISO13485
QMS for Medical Devices.
Certified Standards
Percentage
ISO ISO/TS ISO ISO OHSAS MS ISO No. of Companies
(%)
9001 16949 13485 14001 18001 1722 50001
x x x 24 60.00
x x x x 5 12.50
x x 3 7.50
x x x x 2 5.00
x x x x x 1 2.50
x x x x x 1 2.50
x x x x 1 2.50
x x x 1 2.50
x x x 1 2.50
90
x x x 1 2.50
Total 40
The first objective of this research is to study the status of IMS implementation in the
Malaysian manufacturing sector. In order to review this, the profiles of the IMS
implementing companies and the degree of its IMS practice have been analyzed based
on the responses received. The result is as shared in 4.1.2.1 and 4.1.2.3. The Section
4.1.2.2 explains the reasons the respondents raised for not implementing IMS,
supporting the information in Section 4.1.2.1.
Although multiple MSSs are implemented, not all companies are implementing IMS.
Figure 4.1 denotes only 19 companies (47.50%) is practicing the IMS. Another 13
companies (32.50%) plan to implement IMS within the next 3 years. Meanwhile, the
remaining 8 companies (20.00%) do not implement IMS and do not have any plan
towards implementation of IMS.
Does not
implement IMS,
and do not plan to
implement it,
8 companies,
20%
Implemented IMS,
19 companies,
47%
Does not
implement IMS,
but have plan to
implement it
within the next 3
years,
13 companies,
33%
Looking into the profile of the IMS companies in this survey, Figure 4.2 shares
the types of the MSSs integrated. A number of 14 respondents (73.68%) have
integrated QMS, EMS and OHSMS, three companies (15.79%) integrated EMS and
OHSMS, one company integrated the QMS and EMS (5.26%) and one company
integrated the EnMS, EMS and OHSMS (5.26%). Of all these companies, there is only
one company certified to ISO 50001 and it is integrated into the existing OHSMS and
EMS.
In addition to the status of IMS practice reported in Figure 4.1 and Figure 4.2,
the details of the companies, including the type of industries, scale of the companies
and the types of MSSs integrated are compiled as a matrix in Table 4.7.
92
The reasons for choosing not to implement the IMS are as shown in Figure 4.3.
Majority of the companies, 50% (4 companies) responded that the existing MSs are
sufficient for their organization and its MS should remain separate. The other 25% (2
companies) claimed they were not aware about IMS implementation. Another 12.50%
(1 company) claimed that they doubt about the benefits and added-value of
implementing IMS. Further 12.50% (1 company) did not implement IMS due to the
belief that it requires long process until concrete results are achieved.
93
It requires long
process until
concrete results are
achieved, 1, 13%
Existing
management
system are
Doubt about the sufficient and
benefits and added- should remain
value of separate, 4, 50%
implementing IMS,
1, 12%
Not aware about
IMS
implementation, 2,
25%
The responses collected in this survey reflect that the adaptation and implementation
of IMS have begun since year 2000. Based on Figure 4.4, the IMS have been
implemented for a range two to 12 years. However, it is lacking of information from
seven companies. Therefore, Figure 4.4 shows an intermittent plot, yet, since 2009 a
steady increase is observed whereby companies continuously chose to implement IMS.
Based on this trend, four small companies, one medium company and seven large
companies practices IMS. This shows that IMS practice is being adapted regardless of
the size of the company.
94
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Large 1 0 1 0 0 1 1 0 0 1 1 0 1
Medium 0 0 0 0 0 0 0 0 0 0 0 0 1
Small 1 0 0 0 0 0 1 0 0 0 0 1 1
Total 2 0 1 0 0 1 2 0 0 1 1 1 3
Further to the trend of implementing IMS in the practicing companies, Figure 4.5
shows that 10 respondents (53%) started with implementing QMS, EMS, OHSMS and/
or EnMS individually. Then, they integrate the MSs using the standard requirements/
model”. Meanwhile, another 7 respondents integrate QMS, EMS and/ or OHSMS from
the beginning using standard requirements/ model. Two respondents did not respond
to the method the company used to integrate the MSs.
Nil
(No respond);
2; 11%
Implement QMS,
EMS, OHSMS
and/ or EnMS
Integrate QMS, individually. Then,
EMS and/ or integrate the MSs
OHSMS from the using the standard
beginning using requirements/
standard model; 10; 53%
requirements/
model.; 7; 37%
0
0 to 6 6 to 12 12 to 18 1.5 to 2 More than
2 to 3 years No respond
months months months years 3 years
Large 2 5 2 1 0 1 1
Medium 0 0 1 0 1 1 0
Small 1 2 0 1 0 0 0
During this survey, the strategies for integrating the MSs are queried in terms of the
ways of integrating MSs which includes the types and sequence of integration of the
MSs adapted, the method applied to determine the areas that should be integrated and
the approach used as the basis for integration. This is for the purpose of fulfilling the
second research objective which is to investigate strategies of implementing IMS and
its implementation in the manufacturing sector. The result is as shared in 4.1.3.1,
4.1.3.2 and 4.1.3.3.
The ways of integrating are analyzed based on the types of integration and the
sequence of integration adapted by the responding companies. Figure 4.7 shows that,
among these respondents, 11 (57.89%) chose to practice partial/ aligned/ harmonized/
sequential integration while 7 (36.84%) chose to practice full integration (combining
into one common system) whilst another one company (5.26%) chose not to respond.
97
No response,
5.26%
Partial/ aligned/
harmonized/
sequential
integration,
57.89%
Full integration,
36.84%
As the sequence of management system integration, nine options were given in the
questionnaire. Of these choices, Figure 4.8 shows that majority of the respondents, 15
companies (78.95%), have chosen the sequence of integration of the MSs as “First
QMS, then integrate with EMS and followed by OHSMS”. One company (5.26%)
chooses to integrate “First QMS then integrate with EMS and followed by OHSMS
and then EnMS”. Another one company (5.26%) chose to “First EMS, then integrate
with QMS and followed by OHSMS”. One company (5.26%) chose an unspecified
other as their choice, whilst another one company (5.26%) chose not to respond.
98
Others No response, 1,
First EMS, then (Unspecified), 1, 5.26%
integrate with 5.26%
QMS, followed by
OHSMS, 1, 5.26%
Several approaches were suggested as the basis for integrating the MSs such as the
MSSs (for example ISO 9001:2008, ISO 140012004, OHSAS 180001:2007 or ISO
50001:2011), Total Quality Management (TQM)/ Business Excellence (BE) Model,
Plan-Do-Check-Act (PDCA) Cycle, Combination of ISO 9000 and TQM and Systems
Approach.
Based on the survey, Figure 4.9 indicated that 13 respondents (68.42%) used
ISO 9001:2008 as the basis for the IMS. Another three respondents (15.79%) uses
system approach, two respondents (10.52%) uses Plan-Do-Check-Act (PDCA) Cycle.
99
No respond
1 company
5%
PDCA Cycle
3 companies
16%
Since the launch of the ISO 9001:1994, there are requirements that have been formed
with the basis to ensure effectiveness and efficiency of the MSSs implementation. The
compulsory requirements are in terms of documents control, records control, control
of non-conformances, corrective and preventive action, internal audit and management
review Among other areas being emphasized to enhance the efficiency and
effectiveness of the MSSs are employees training, equipment maintenance, measuring
and monitoring device control, purchasing, suppliers’ assessment, production and
service provision and many others as desired according to the nature of operation of
the organization. Design and development control is only applicable when the
organization involves in end-product designing activity.
The responses collected from the respondents are summarized in Figure 4.10.
Based on the survey responses received from the IMS practicing companies, there are
more than 10 requirements integrated. Those are Document Control (89.47%),
Employees Training (84.21%), Records Control (78.95%), Management Review
(73.68%), Equipment Maintenance, Measuring and Monitoring Device Control, and
Corrective and Preventive Actions (63.16% each respectively), Purchasing (57.89%)
and the Suppliers’ Assessment (52.83%).
100
....................................................................................
18 100%
16 90%
14 80%
Response Percentage
70%
12
60%
10
50%
8
40%
6
30%
4 20%
2 10%
0 0%
Purchasing
Internal Audit
Documents Control
Employees Training
Suppliers' assessment
Management Review
Equipment Maintenance
In order to answer the third research objective, which is to propose a framework and
draft guide for implementing IMS in manufacturing sector, Delphi Technique Expert
Opinion were applied. Opinions regarding the draft IMS Guidance document were
gathered from the experts. The document were then reviewed and revised.
In developing an integrated approach to the design and assessment of MSs, the separate
MSSs need to have a common architecture or structure (Kirkby, 2002). Therefore,
prior to approaching the experts for the data collection, the researcher has collated and
drafted an IMS Guidance Document. It was prepared by cross-referencing to the
International Standards by ISO as well OHSAS. The standards are mainly the ISO
101
9001:2008 QMS, ISO 14001:2004 EMS, OHSAS 18001:2007 OHSMS and ISO
50001:2011 EnMS; TQM (Besterfield et al., 1995) and Annex SL (ISO/IEC, 2011). A
cross-reference table was plotted to clearly recognize the equivalent requirements.
These were then written with the outline using Annex SL since this is the standardized
outline for any new or revised standard by ISO (ISO/IEC, 2011). The IMS guidance
document is written with the intention to share researcher’s idea to seek further opinion
and judgments from the expert panels as well to obtain the improvement ideas from
the experts too. The first draft of the “IMS Guidance” document is as per the Appendix
F attached.
study, nine experts are grouped into three categories of expert panels, namely,
academician, government officials and practitioners. ..............................
Table 4.9: The Demographic Study of the Expert Panels
Panel Job Title & Organisation Years of experience MSSs dealt with Years of IMS dealt with
Highest experien
Expert Panel 11 16 26 36 ISO ISO OHSAS ISO 11 ISO ISO OHSAS ISO
No Name Educational 5 to 5 to
Category Job Title Organisation <5 to to to to 9001: 14001: 18001: 50001: Others to 9001: 14001: 18001: 50001: Others
Qualification 10 10
15 20 30 40 2008 2004 2007 2011 15 2008 2004 2007 2011
• ISO/TS
1 SMY PhD Professor UTM x x x x x x x x
16949
Academician
Senior
2 AMS DBA UUM x x x x x x x x
Lecturer
• ISO • ISO
17021 22000
Senior
• ISO • ISO
Director
Government 17024 22003
3 NHA Bachelor General of DSM x x x x x x
Official • ISO • ISO
Accreditation
17025 27001
Division
• ISO • ISO
17065 27006
Managing
P Director/
Neville Clarke • ISO/ TS
4 PCY r Master Management x x x x x x x
(M) Sdn. Bhd. 16949
a System
c Consultant
t Managing • ISO
i Director/ 22000
Consultant
5 WHS t Master Management QES Impact x x x x x x x x
i System • HACCP
o Consultant
n Senior SIRIM
e Consultant Training
6 SO r Master x x x x x x x x x x
(Management Services Sdn.
System) Bhd.
105
Table 4.9: (Continued)
Panel Job Title & Organisation Years of experience MSSs dealt with Years of IMS dealt with
Highest experien
Expert Panel 11 16 26 36 ISO ISO OHSA ISO 11 ISO ISO OHS ISO
No Name Educational 5 to 5 to
Category Job Title Organisation <5 to to to to 9001: 14001: S 50001: Others to 9001: 14001: AS 50001: Others
Qualification 10 10
15 20 30 40 2008 2004 18001: 2011 15 2008 2004 18001: 2011
• ISO
27000
• ISO
20000-1
P • ISO
r Senior General SIRIM QAS 22000
7 PS a Master Manager/ International x x x x x • ISO x x x x
c Lead Auditor Sdn. Bhd. 22301
t • ISO
i 28000
Auditor • ISO/TS
t
i 16949
o • ISO
n 13485
e Country Worldwide
8 RK r Bachelor Manager/ Quality (M) x x x x x x x x
Lead Auditor Sdn. Bhd.
Kiwa • ISO/ TS • ISO/
Managing
International 16949 TS 16949
9 CTK PhD Director/ Lead x x x x x x x x x x
Certification • ISO • ISO
Auditor
Sdn. Bhd. 22000 22000
Research and
Policy
Malaysian
Executive of
Association
10 SS NGO Bachelor Product x Nil Nil
of Standards
Safety and
Users
Compliance
Division
106
106
With the result of the demographic analysis during Round 1, the nine shortlisted
experts were contacted again. The aim of Round 2 was to evaluate the content of the
Draft IMS guidance document and framework prepared by the researcher. The draft of
the IMS Guidance document and the questionnaire were distributed. The questionnaire
were based on a Likert Scale method whereby a scale provided as “Strongly Agree”,
“Agree”, “Neutral”, “Disagree”, “Strongly Disagree” and “Unsure”. The questionnaire
for Round 2 is per the Appendix E.
After Delphi Round 2, the responses were compiled and summarized as per
Figure 4.11. It depicts that an average of 2 experts “strongly agreed” with the IMS
Guidance document whilst 5 “Agree” and 2 stays “neutral”. Only 1 of the expert
“Disagree” with Question 2.11 of the questionnaire. However, comment was provided
in order to further improve the quality of the “disagreed” content. This is further
elaborated in sub-section 4.2.3.11. There were no questions that were responded as
“Strongly Disagree” or “Unsure”.
2.1 Is the framework and guidance for
integrating QEEnHSMS written clearly and
easy to understand?
2.11 Do you agree that this QEEnHSMS 7
2.2 Is the QEEnHSMS model presented clearly
integration guide will be useful for 6 and easy to understand?
organizations?
5
4
2.10 Do you agree that this QEEnHSMS 2.3 Do you agree with the content of Clause 4-
framework will be useful for organizations? 3 Context of the Organization?
2
1
0
2.9 Do you agree with the content of Clause 2.4 Do you agree with the content of Clause 5-
10- Improvement? Leadership?
2.8 Do you agree with the content of Clause 9- 2.5 Do you agree with the content of Clause 6-
Performance Evaluation? Planning?
2.7 Do you agree with the content of Clause 8- 2.6Do you agree with the content of Clause 7-
Operation? Support?
Strongly Agree Agree Neutra l Disa gree Strongly Disa gree Don't know/ Unsure
Figure 4.11: Experts Opinion on the Draft IMS Guidance Document content
108
108
Of all the experts, 7 of them agreed with the framework and guidance document for
integrating QEEnHSMS (IMS) are clearly written and easily understood whilst 2 of
them remained neutral. However, all the experts did not provide any comments with
regards to the clarity of the framework and guidance document for integrating
QEEnHSMS (IMS). Table 4.10 summarizes the responses.
Again, out of the 9 experts, 7 of them agreed with the model presented clearly and easy
to understand whilst 2 of them remained neutral. The comment raised by the expert on
incorporating the statutory and regulatory requirement in Figure 1 are addressed
graphically in the model as Stakeholder (Government) requirements though it is not
mentioned specifically as statutory and regulatory requirement. However, the related
clause is made clear by revising the Clause 4.2 of the IMS guidance document. Table
4.11 summarizes the responses.
109
Although two experts “Strongly Agree” and four experts “Agree” with the content
whilst three experts remained neutral, the comments which are mainly raised by the
practitioners are vital since without clear information, the effectiveness of the IMS
implementation will be affected. This is indeed crucial in small and medium industries
110
since their resources are limited and the competency/ knowledge level of their
employee may not be as good. Table 4.13 summarizes the responses.
“Suggestions for practice” are provided within the guidance document for
reference. Its’ emphasis is to clearly determine and document the Clause 5 related
contents in the company level document -IMS Manual and Procedures- clearly. This
is because; management of IMS differs between organizations. Thus, the guidance
document should not specify any functions.
This clause received a response whereby two experts “Strongly Agree” with the
content, five experts “Agreed” with it whilst two experts remained neutral. The
comments on the incorrect clauses have been reviewed and corrected on the matrix in
the IMS guidance document. Meanwhile, the legal and other requirement have been
clearly addressed in Clause 4.2 and 6.1 respectively. Table 4.14 summarizes the
responses.
111
This Clause are “Strongly Agreed” by two experts, “Agreed” by five experts whilst 3
experts remained “Neutral”. However, there were no comments provided relating to
this clause. Table 4.15 summarizes the responses.
The clause content are “Strongly Agreed” by three experts, “Agreed” by three experts
whilst the remaining three experts stood “Neutral”. The comment has been addressed
by the revision of IMS guidance document whereby the “Suggestions for Practice” on
clause 8 elaborated with the information to document all process that involves in the
operational control. Table 4.16 summarizes the responses.
The clause 9 content are “Strongly Agreed” by two experts, “Agreed” by five experts
whilst the remaining two experts remained “Neutral”. The comment has been
addressed by the revision of IMS guidance document whereby the “Suggestions for
Practice” on clause 9 clearly guides the activities described in this clause. Table 4.17
summarizes the responses.
Table 4. 17 (Continued)
Respondents Response Comments
Consider to include information to
cover requirements relating to Energy
Question 2.8: WHS Agree conservation, preservation of
Do you agree with the resource, safe and healthy work
content of Clause environment
9 -Performance SO Agree Nil
Evaluation? RK Strongly Agree Nil
(Continued) CTK Agree Nil
This is an adoption from Annex SL of
PS Agree the ISO/IEC Directives, hence
acceptable.
The clause 10 received a response “Strongly Agreed” by one expert, “Agreed” by five
experts and “Neutral” by three experts. The comment regarding the emphasis on
Continual Improvement is addressed by the “Suggestions for Practice” included at the
end of this clause in the guidance document. Another expert commented on the
initiative to change the structure by consolidating the nonconformities and corrective
action together in the same clause is a good idea. This is since users are seen to be
facing some issues when addressing using the existing standards since the relationship
between the clauses is not directly seen. Therefore, with this new structure, especially
as described in 10.1, the overall understanding is believed to improve. Table 4.18
summarizes the responses.
However, inclusion of preventive action is not considered since Annex SL has clearly
mentioned the reason for omission of this clause. It explained that formal Management
system itself is a preventive tool. In addition, clause 4.1 and clause 6.1 is required to
address requirements within the context of the organization and also in the Planning
stage, that is in addressing the risk and opportunities (ISO/IEC, 2014).
Among the experts, seven of them agreed that the IMS framework will be useful for
organizations whilst 3 remained neutral. Table 4.19 summarizes the responses.
Though agreed with the content, one expert commented that it has not been tested as
yet. Thus the effectiveness is yet to be evaluated.
The comment by PCY mentioned “PAS 99:2012 was used as the framework instead
of Annex SL. Once more MSS release in 2015, this guide will be outdated. Suggest
using Annex SL as the framework and using PAS 99 as reference” This comment is
contradicting with the other experts’ (PS) opinion.
115
In clarifying this, PAS 99:2012 and Annex SL were compared. PAS 992012 do present
a framework whilst Annex SL does not. However the content outlines of the PAS
99:2012 contains very slight difference compared to Annex SL. Therefore the
framework presented in the IMS guidance document is in line with both PAS 992012
and Annex SL. Thus, the researcher chose to remain with the framework. This also has
a support of another expert (PS) who mentioned that the model will be useful not only
for this IMS guidance document only, but will also be applicable for integration of any
combination of ISO published MSSs.
The usefulness of this integration guide for organizations are “Strongly Agreed” by
three experts and “Agreed” by three experts. Two experts rated it as neutral whilst one
expert “Disagreed”. Table 4.20 summarizes the responses.
Reviewing the strength of the IMS guidance document and framework commented by
the experts, it can be summarized that all the experts find it as a useful document for
the implementation of IMS in organizations’. The opinions shared are that the
document is well-structured, easy to interpret, easily understood and minimizes the
documentation and record keeping. This IMS guidance document provides a good
guide to the practitioners and users in implementing the IMS within the organization.
It also harmonizes the common elements of the IMS which helps in the formation of a
unified management system for organizations.
The IMS guidance document and framework do have its weaknesses as per the
concerns raised by the experts. SMY commented the content as complicated to
implement the IMS since it covers a number of areas namely quality, environment,
OHS and energy MS. The timeline required for the implementation and certification
may also be extended according to the organizations’ size and ability to commit for
IMS implementation. In line with the assumption that the IMS is complicated, RK also
commented about the effectiveness of the implementation in future. Thus, it is
necessary to consider that the IMS for the organization to be designed in such a manner
that it is not a human dependant tool. For these reasons, the implementation of clause
5 and clause 6 have to be carefully done with the necessary considerations on clear
roles and responsibilities as well proper planning in assessing risk and opportunities.
Another important area that have not been clearly specified is that the legal and
other requirement and the evaluation of compliance which were raised by NHA and
117
CTK. The writer overlooked the legal and other requirement and the evaluation of
compliance component during the text write-up. Therefore, with the comments
received, the IMS guidance document has been revised to clearly specify these
requirements in Clause 4.2, 6.1 and 9.1 respectively.
Besides, PCY commented that the wordings used as the terms of the sub-titles
during the preparation of the IMS guidance document were not exactly the terms used
in Annex SL. The purpose was to make it distinct with Annex SL. However, PCY also
comment that it may mislead the practitioner and create confusion to the user. Hence,
the terms in the IMS guidance document were changed according to the Annex SL.
The experts have also provided suggestion for improving the content of the IMS
guidance document. Some of the points are a repeat from the comments given during
the check on clarity of each clause such as lack of guidance to apply the clauses.
As to begin with, in the initial draft of the Proposed Framework and Guidance
for the Integration of QEEnHSMS, the term “requirement”, “standard” and “guide”
are applied inconsistently. Therefore, it was suggested by NHA to stipulate the type of
document clearly. Hence, the draft is revised to address this suggestion by specifying
the document type as a ‘guidance document’. In addition, a relook on the
abbreviation QEEnHSMS were also suggested by PS, in line with the purpose of
developing this document. Since the guidance document for the portion of OHSMS is
referring to OHSAS 18001:2007, it is more appropriate to use OHSMS than Health
118
and Safety Management System (HSMS) because the OHSAS 18001:2007 specifies
requirements for an OHSMS to enable organization to develop and implement a policy
and objectives and other necessary requirements as required by the standards for
compliance and certification (OHSAS Project Group, 2007). Consequently, with the
review of the document type and the abbreviation of QEEnHSMS, the document is
revised as Proposed Framework and Guidance Document for the Integrated
Management System (IMS) of Quality, Environmental, Energy and Occupational
Health and Safety Management System.
Besides, NHA raised the rule in creating a document, stating that only
document that belongs to the category of certifiable standard should use the term
“shall”. But, since this is a guidance document, the term “shall” have to be replaced
with the term “should”. This is explained clearly in Annex H: Verbal forms for the
expression of provisions (ISO/IEC, 2011). Alongside with this comment by NHA, the
terms “shall” were replaced with the term “should” throughout the IMS guidance
document.
Another expert, PCY, raised suggestion of improvement about the key text
wording that have been left out in the text and only shown in matrix. However, the key
text wordings were intentionally left out for the purpose of generalization. Yet, it is in
compliance with Annex SL.
After reviewing and revising the IMS Guidance Document appropriate to the opinions
shared by the experts, emails were sent to the experts individually. However, no further
comments were received from any of the experts. Therefore, the IMS Guidance
Document is finalized as per Appendix G attached.
The Quantitative and Qualitative data collection in this research were performed
concurrently. The concurrent embedded strategy was chosen because the research
questions one and two and the research question three addresses different outcomes.
The research questions and results are briefly summarized in Table 4.21.
The Research Objective One and Two are seeking the knowledge and experiences of
the users about their companies IMS. In another word, it is explaining the present
situation for IMS practice and implementation. At the same time, through Research
Objective Three, an IMS guidance document is developed to aid the IMS
implementation which can be a solution to many problems that the IMS adapting
companies or initiating companies are facing.
4.4. Conclusion
This chapter has presented the analysis and findings of both the qualitative and
quantitative data in relation to the objectives of the research. The discussions,
conclusions and recommendations of this research will be explained in Chapter 5.
121
CHAPTER 5
5.0 Introduction
This chapter discusses the findings compiled in chapter 4, concludes the findings,
suggests recommendation for the IMS implementation using the IMS guidance
document and suggests the recommendation for future research activities.
At the beginning of this research, there were three objectives aimed to be fulfilled.
Data have been gathered and analyzed. The discussion is as follows.
Despite the size and types of the companies, the extent of IMS implementation
is analyzed. Mohammad (2006) has reported that in Malaysia, majority of the
respondents (53.3%) integrated two MSSs integration and 46.7% have three MSSs
integrated. However, in this research, the finding reported a change of trend whereby
a majority of 73.68% (14 out of 19) integrated QMS, EMS and OHSMS. Others are
integrating EMS and OHSMS or EMS, EnMS and OHSMS or QMS and EMS
depending on the organization needs. In a similar study in Denmark, 31 companies
declared that they have implemented IMS. The responses shows that IMS on Quality,
Environment and OH&S is 71%, followed by Quality, Environment and Energy MSs
as 16%, Quality, Environment and Food Safety MSs as 6%, Environment, OH&S and
Energy MS as 3% and Quality, Environment, OHS, Energy as 3% (Rasmussen, 2007).
In fact the study in Denmark by Rasmussen (2007), reported 31 companies (91%) have
implemented IMS. Out of 31 companies, 30 companies have implemented three MSSs
and one company has four MSSs. Another study in Romania revealed 96% of
integration out of 173 samples (Olaru et al., 2014). Thus, in the Malaysian context, the
recent findings shows enhancement in IMS adaptation and implementation compared
to the activity in 2006 which is also similar to the trend in Denmark and Italy reported
by Rasmussen (2007) and Salomone (2008) respectively.
Besides, based on the data compiled in Figure 4.4, the IMS implementations
have begun in Malaysia since the year 2000. Companies have a range two to twelve
years in implementing IMS. This information is in-line with the finding reported by
Mohammad (2006) whereby there are companies who have implemented IMS for
more than 3 years back then.
In conclusion, the status of IMS and the extent of implementation show the
rising interest of the companies in implementing the IMS. The shorter period of time
for implementation is also observed.
124
5.1.2 The strategies for implementing IMS and its implementation in Malaysian
manufacturing sector
The findings of the strategies for implementing IMS and its implementation in
Malaysian manufacturing sector have been reported in chapter 4 in terms of the ways
of integrating MSs, the method applied to determine the areas that should be integrated
and the approach used as the basis for integration.
Figure 4.7 summarizes the ways of integrating MSs based the types of
integration and the sequence of integration adapted by the responding companies. The
recent finding shows that a majority of 57.89% have implemented partial integration.
Meanwhile 36.84% have implemented full integration. Similar result is reported by
Mohammad (2006). Therefore, the trend of integration in Malaysia remained the same
since 2006, with partial integration dominating in the IMS implementing companies.
Karapetrovic (2002), Rasmussen (2007), Domingues et al., (2011 & 2012) did not
collect the information regarding ways of integrating the MSs. Meanwhile Salomone
(2008) reported a finding in Italy that 73% have achieved full integration, followed by
26% which achieved partial integration and 1% is waiting for an IMS guideline release.
In addition to ways of integrating MSs, approaches used for IMS were also
reviewed. The findings reported in Figure 4.5 indicate 68% as using the ISO
9001:2008 as the basis for the IMS. Another 16% uses PDCA Cycle for the IMS
implementation and 11% uses System Approach. This is similar to the finding from
the survey result by Mohammad (2006) whereby the majority of the respondent, 41.7%
uses ISO 9001 approach followed by 29.2% each uses PDCA Cycle and system
approach. With these responses received, it can be concluded that majority of the
companies in Malaysia are using ISO 9001 as the basis for forming its IMS since year
2000s. On the other hand, Ramussen (2007) reported that 60% of the companies
surveyed in Denmark, did not base their IMS on a specific model, followed by 24%
have based on the Process Model, 13% have based on both the Process Model and the
PDCA Model, one company have used a Total Quality Management approach and
none of the companies used the PDCA Model. Ramussen (2007) further explained that
the companies which have not based their IMS on a specific model have likely based
on a practical approach to integrating their different MSs using elements from different
models which fit their organizations’ best.
In the Malaysian context, majority of the companies are using ISO 9001 as the
basis for integration probably due to ISO 9001 is the first certification achieved by the
companies. This is supported by the data, based on ISO Survey 2014 which shows that
ISO 9001 certification is the most popular standard in Malaysia. On the use of PDCA
126
Cycle for IMS purpose, this is probably due to the companies are certified to ISO
14001 first probably due to the nature of business that are harmful to environment such
as chemical industry. Meanwhile, the use of system approach is a more holistic
approach which is suitable for companies that do not have any formal system in-place
and therefore, simultaneously integrate the requirements to set an integrated guideline
in setting the system that the company intends to set up. The system approach is more
appropriate for businesses established since 2010 onwards.
However, in future IMS development, with the High Level Structure
introduced through the Annex SL initiated by ISO Directives, MSS based approach as
per the finding by Mohammad (2006) is more practical and easy to adapt for any
organization that plans to implement IMS.
Further to discussing various approaches of integrating MSs, the areas to be
integrated were also investigated. The result is reported in Figure 4.10. Comparing the
areas of integration in other literatures by Mohammad (2006), the suggested
integration areas are similar, although the response percentages are lower. A
significant difference is the area of internal audit whereby much lower percentage has
been reported. The setback for the integration of internal audit is the lack of auditors
that is well-versed in multiple MSS that has the capacity to work independently.
Meanwhile, Rasmussen (2007) reported limited areas, specifically document control,
employee training, management review, corrective and preventive action and internal
audit as the area of integration. These are also known as mandatory requirements of
ISO 9001. In addition, Rasmussen (2007) also surveyed about other integration areas
namely procedures, management handbook, policies, goal and targets, organization,
internal communications, external audits, external communication, decision making
process and prioritizing of resources.
5.1.3 The proposed framework and draft of IMS guidance document for
implementing IMS in the manufacturing sector
128
The IMS guidance document drafted at the earlier stage of this research were refined
as per the opinions gathered during the Delphi Technique Expert Opinion. Hence, an
improved IMS guidance document has been developed. It comprises guidance to IMS
implementation which assists the MS practicing companies to integrate the non-
integrated MSS or assists companies without formal management system to establish
a unified system. It is prepared in the format of Annex SL which consists of ten clauses.
The content summary is as follows:
a) Scope of IMS
b) Normative reference
c) Terms and Definitions
d) Context of the Organization
e) Leadership
f) Planning
g) Support
h) Operation
i) Performance Evaluation
j) Improvement
The finalized IMS Guidance Document is as per the Appendix G attached. It has been
accepted the panels participated in the Delphi Technique Expert Opinion. The
consensus depicts that an average of 2 experts “strongly agreed” with the IMS
Guidance document whilst 5 “Agree” and 2 stays “neutral”. With this the third research
objective has been fulfilled.
5.2 Summary
The IMS implementation is indeed an activity to sustain the business survival threat
(Spencer, 1994) to satisfy the stakeholder requirements (Bernardo et al., 2010a; ISO
Survey, 2012; OHSAS Project Group, 2012) as well to reassure the exaggerated
meaning of quality these days (Asif et al., 2010b). Thus, the idea to look into the
organizations’ compliance on Quality, environmental, occupational health and safety
and energy management system as the four components to be integrated make sense
because these are the general standards (Romero, 2006) that is the most seek out
certification these days (ISO Survey, 2012, 2013, 2014).
129
The four MSSs which is selected in this research for integration were released
with a time lag such that ISO 9001 since 1987, ISO 14001since 1996, OHSAS 18001
since 1999 and the latest ISO 50001 launched in 2011. Each of these standards has its
own history for being documented and published. Obviously, these quartets have one
ultimate goal which is to instil a strategic management in its own area and improve the
effectiveness and efficiency of the organization in order to fulfil the stakeholder
requirements.
Similarly, in the case of IMS, authors have described and discussed various models of
conceptual frameworks which have been discussed earlier in subsection 2.8.3.
For the realization of this IMS research, it has to be viewed with System Theory
as a whole and supported with stakeholder theory and contingency theory. A generic
policy shall be formulated by the management on all the four MSS proposed as to
demonstrate Management Commitment. Also at this stage, the scope and boundaries
of IMS and the roles and responsibilities shall be decided by the top management. At
the same time, top management shall also consider resources allocation for the IMS
implementation in the organization in due course with the stakeholder requirements
that have to be complied with. Therefore, beside the system theory, the stakeholder
theory must also be observed at this stage.
At the Do stage, proceed with necessary actions and integrate the documents
adequately and appropriately. It will be a blend of System theory, Stakeholder theory
and Contingency Theory. This will also include documentations works -manual,
procedures, forms, LOR- and on-site implementation. Upon completion of the
documentation, IMS walkthrough shall be carried out using the documents established.
Training and communication will be essential at this stage, to develop the
understanding of the IMS established. This shall also include operational level
documentation which are the Work Instructions, Standard Operating Procedures and
Forms (Muhammad Asif et al., 2011).
131
An Internal Audit shall then be planned, within a realistic time frame, to review
the adequacy of the new system implemented. With the findings during Internal Audit,
the organization will be able to undertake continuous improvement in a MS because it
mainly identifies non-conformances and highlights opportunities for improvement
(Searcy et al., 2011). This escalates the organization to Act stage. Findings shall be
recorded and directed to the responsible parties. Corrective and Preventive Actions
shall be imposed to improvise the condition and preferably eliminate the issues.
Act Check
Acting Checking
Q
Integrated
E Integrated
Management
OHS Internal Audit
Review
En
Figure 5.1: Flow of Implementation of the IMS Legal and Other Requirement (LORR)
133
133
However, for any MSs to function effectively, the system has to be utilized by all
employees. In order to enable and promote employee participations, the management
framework has to be set in a manner that each system that the organizations subscribes
to need to be incorporated into the daily activities of all employees” (Farahani &
Chitsaz, 2010).
For the purpose of future research, it is suggested that this IMS guidance document be
applied in the manufacturing sector and to further research as a case study. Since the
ISO 9001:2015 and ISO 14001:2015 have been officially released, further
improvement to the IMS guidance document has to be taken-up from the latest
standard as departure points. As seen from the survey, many companies have also
certified to product specific standard such as ISO/TS 16949 and ISO13485. The
extension of future research into product specific standard will be advantageous too.
It will also be a great encounter to further enhance the present integration scope to
include Corporate Social Responsibility (CSR) concept with the initiative to develop
a business excellence model. The “control of non-conformity” was not included as
integration areas in the recent research as well the research by Mohammad (2006) and
Rasmussen (2007). It is strongly suggested to be included in a similar survey in future
since it is also an important clause in the standards.
134
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149
Appendix A
150
151
Appendix B
Introduction:
The objectives of the survey are to assess the status of Management System (MS) implementation and
investigate the strategies for management systems integration in the Malaysian companies. This
research will be focusing only on the Quality Management System (QMS), Environmental
Management System (EMS), Occupational Health and Safety Management System (OHSMS) and/ or
Energy Management System (EnMS). The results will be used solely for research purposes and no
attempt will be made to identify any individual involved in any publication by the researcher.
Instruction: This questionnaire consists of five (5) main sections. Please read the questions carefully
before answering them. For further understanding about IMS, kindly refer to Appendix 1.
5. Which of the following Quality Management System (QMS) standard(s) has/have the company
implemented and what was/were the year of certification? Please tick where applicable and you
may tick more than one item.
Certification Implemented with Self-
QMS Standard
Year consultant’s assistance implementation
ISO9002:1994 Yes / No Yes / No
ISO9001:2000 Yes / No Yes / No
ISO9001:2008 Yes / No Yes / No
ISO/TS16949:2002 Yes / No Yes / No
ISO/ TS16949:2009 Yes / No Yes / No
ISO13485:2003 Yes / No Yes / No
AS9100 Yes / No Yes / No
( Rev A/ B/ C)
If QMS have not been implemented, do you have any plan for QMS implementation and
certification?
Yes / No
6. Which of the following Environmental Management System (EMS) has/have the company
implemented and what was/were the year of certification? Please tick where applicable and you
may tick more than one item.
Certification Implemented with Self-
EMS Standard
Year consultant’s assistance implementation
ISO14001:1996 Yes / No Yes / No
ISO14001:2004 Yes / No Yes / No
EMAS Yes / No Yes / No
If EMS has not been implemented, do you have any plan for EMS implementation and certification?
Yes / No
153
7. Which of the following Occupational Health and Safety Management System (OHSMS) has/have
the company implemented and what was/were the year of certification? Please tick where
applicable and you may tick more than one item.
Certification Implemented with Self-
OHSMS Standard
Year consultant’s assistance implementation
OHSAS 18001:1999 Yes / No Yes / No
OHSAS 18001:2007 Yes / No Yes / No
MS1722:2005 Yes / No Yes / No
If OHSMS have not been implemented, do you have any plan for OHSMS implementation and
certification?
Yes / No
8. Has the company implemented Energy Management System (EnMS) and what was/were the year
of certification?
Certification Implemented with Self-
EnMS Standard
Year consultant’s assistance implementation
ISO50001:2011 Yes / No Yes / No
If EnMS has not been implemented, do you have any plan for EnMS implementation and
certification?
Yes / No
9. Is there any other uncertified standard adapted by the company? If Yes, please tick in the box/
specify:
10. Is the company currently implementing Integrated Management System (IMS) or integrating the
QMS, EMS and/or OHSMS and/or EnMS?
Section 2 asks about the IMS practice at your company. Where appropriate, please tick (✓) in the
box and/or complete the answer in the space provided.
Start with implementing the QMS, EMS, OHSMS and/or EnMS individually. Then, integrate
the management systems using standard requirements / model (e.g. ISO9000, ISO14000,
OHSAS18000 and/or ISO50001).
Start with implementing the QMS, EMS, OHSMS and/or EnMS individually. Then, integrate
the management systems using PDCA cycle.
Start with implementing the QMS, EMS, OHSMS and/or EnMS individually. Then, integrate
the management systems using Total Quality Management / Business Excellence model.
Integrate QMS, EMS and/or OHSMS from the beginning using standard requirements / model
(e.g. ISO9000, ISO14000 and/or OHSAS18000).
Integrate QMS, EMS and/or OHSMS from the beginning using PDCA cycle.
Other (please specify/describe):
.............................................................................................................................................................
.............................................................................................................................................................
(If the space provided is not enough, kindly use the back page)
14. Duration for the company to develop the Integrated Management System (From planning stage
until successfully integrates the management systems):
This section asks for your opinions on what should be the strategies for integrating the management
systems. Where appropriate, please tick (✓) in the box and/or complete the answer in the space
provided.
16. Should the management systems be aligned (partial integration) or should they be combining into
one common management system (full integration)?
(Refer to Appendix 1 for explanation on the types of integration)
Aligned (partial integration) Combine into one common system (full integration)
17. What approach should be the basis for integrating the management systems?
(Refer to Appendix 1 for explanation on the integration approaches)
18. Which of the following processes/areas should be integrated? Please tick where applicable and you
may tick more than one item.
This section asks about what is/are the reason(s) for NOT implementing the IMS. Please tick where
applicable and you may tick more than one item.
Appendix C
158
159
Appendix D
Name:………………………………………………………………………………………
…….
Introduction:
The objective of this questionnaire is to obtain experts opinion to evaluate the proposed
framework and guidance for integrating Quality, Environment, Energy and Health and
Safety Management System (QEEnHSMS). This is to support the data collection
activity using Delphi Method Expert Opinion. This research is focusing only on the
Quality Management System (QMS), Environmental Management System (EMS),
Energy Management System (EnMS) and/or Occupational Health and Safety
Management System (OHSMS). The results will be used solely for research purposes
and no attempt will be made to identify any individual involved in any publication by
the researcher.
Instruction:
This questionnaire consists of three (3) sections. Please read “Proposed Framework and
Guidance for the Integration of (QEEnHSMS)” attached in Appendix 1 carefully
before answering the questions.
SECTION 1: PROFILE OF RESPONDENT
This section seeks general information about you. Where appropriate, please click on the
box and/or complete the answer in the space provided.
20. Have you received any accreditation or title as a certification of your skill?
Yes (If Yes, pls specify: D………………………..………….)
No
22. How long have you been experienced in dealing with management system standards?
160
5 to 10 years 26 to 30 years
11 to 15 years 31 to 35 years
16 to 20 years 36 to 40 years
23.
24. What are the management system standards that you have been dealing with?
ISO9001 Quality Management System (QMS)
ISO14001 Environmental Management System (EMS)
ISO50001 Energy Management System (EMS)
OHSAS18001 Occupational Health and Safety Management System (OHSMS)
Other Management Systems:……………………………………(Pls specify)
25. How long have you been experienced in dealing with integrated management system
standards?
5 to 10 years 26 to 30 years
11 to 15 years 31 to 35 years
16 to 20 years 36 to 40 years
26. What are the integrated management system standards that you have been dealing with
or dealt with? ( Tick more than one standard)
ISO9001 Quality Management System (QMS)
ISO14001 Environmental Management System (EMS)
ISO50001 Energy Management System (EMS)
OHSAS18001 Occupational Health and Safety Management System (OHSMS)
Other Management Systems:…………………………………(Pls specify)
27. Have you received any extended training relating to management system standards?
Management System related trainings
ISO9001 Quality Management System (QMS)
ISO14001 Environmental Management System (EMS)
ISO50001 Energy Management System (EMS)
OHSAS18001 Occupational Health and Safety Management System (OHSMS)
Other Management Systems:………………………………(Pls specify)
Lead Auditor trainings
ISO9001 Quality Management System (QMS)
ISO14001 Environmental Management System (EMS)
ISO50001 Energy Management System (EMS)
OHSAS18001 Occupational Health and Safety Management System (OHSMS)
Other Management Systems: ………………………………(Pls specify)
161
Appendix E
EVALUATION OF THE PROPOSED FRAMEWORK AND GUIDANCE FOR INTEGRATING QEEnHSMS (ROUND 2)
Name:…………………………………………………………………………………………….
SECTION 2: EVALUATION OF THE PROPOSED FRAMEWORK AND GUIDANCE FOR INTEGRATING THE QEEnHSMS
This section deals with the evaluation of the proposed framework and guidance for integrating the QEEnHSMS. Referring to Appendix 1, “Proposed Framework and Guide for
the Integration of (QEEnHSMS)”, please tick (✓) in the box that indicate degree of agreement and comments (if any) for each question listed below:
Degree of agreement to the following questions If you indicated “disagree” or “strongly
disagree” (*) for any of the following
*Strongly Don’t
Description Strongly * statements/ questions, please explain why
Agree Neutral Disagree know/
Agree Disagree and suggest improvement to the framework
unsure
and/ or standard.
1. Is the framework for integrating QEEnHSMS written
clearly and easy to understand?
2. Is the QEEnHSMS model presented clearly and easy
to understand?
3. Do you agree with the content of Clause 4- Context
of the Organization?
4. Do you agree with the content of Clause 5-
Leadership?
5. Do you agree with the content of Clause 6- Planning?
6. Do you agree with the content of Clause 7- Support?
7. Do you agree with the content of Clause 8-
Operation?
8. Do you agree with the content of Clause 9-
Performance Evaluation?
9. Do you agree with the content of Clause 10-
Improvement?
10. Do you agree that this QEEnHSMS framework will
be useful for organizations?
11. Do you agree that this QEEnHSMS integration guide
will be useful for organizations?
162
162
A summarized data will be compiled and distributed to all respondents upon completion of
Round 2 Data Collection.
* Thank you for your time and assistance*
163
APPENDIX F
May 2014
164
Contents
2. Normative references……………………………………………………7
5. Leadership………………………… …………………….…………..15
5.2. Policy………………………………………………….........…….16
7.1. Resources………………………………………………..……19
7.2. Competence………………………………………………..…20
7.3. Awareness…………………………………………………....20
7.4. Communication…………………………………………...….21
7.5.1. General…………………………………………………….....21
10. Improvement…………………………………………………………27
Bibliography………………………………………………………....……48
166
• PLAN
- Conduct assessment to identify risks and opportunities, objectives,
targets and action plans necessary to improve the integrated
QEEnHSMS according to the policy.
• DO
- Implement the integrated QEEnHSMS within the organization.
168
• CHECK
- Monitor and measure processes and key characteristics of
operation that determine QEEnHSMS performance against the
policy and objectives, and report the results;
• ACT
- Take actions to continually improve QEEnHSMS.
This guide does not replicate or replace the existing management system standard
and its requirements. With this guide, the users will have a guidance for the
combination of the non-integrated MSSs implemented in an organization (within
the QEEnHSMS), and implementation of QEEnHSMS for organization newly
implementing the MSSs as a package.
2. Normative references
3.2. Organization
Person or group of people that has its own functions with responsibilities,
authorities and relationships to achieve its objectives
3.3. Interested party/ stakeholder
3.4. Requirement
Need or expectation that is stated, generally implied or obligatory
NOTE:
In the context of this standard, it includes Quality, Environmental, Energy
and Health and Safety Management System (QEEnHSMS)
3.7. Effectiveness
3.8. Policy
3.9. Objective
3.10. Risk
Effect of uncertainty
3.14. Performance
Measurable result
3.16. Monitoring
3.17. Measurement
3.18. Audit
3.19. Conformity
Fulfillment of a requirement
3.20. Nonconformity
172
Non-fulfillment of a requirement
3.21. Correction
a) the interested parties that are relevant to the integrated QEEnHSMS; and
i) Customer-
- Feasibility study shall be carried out by the
relevant functions within the organization, in
order to understand the gap between product or
service required against the organizations’
capacity and capability.
ii) Employee
- Motivation and empowerment of employees
shall be enhanced through the employee
involvement at relevant function and level of the
organization.
iii) Owners
- Owner shall set clear policy and objectives
towards the future direction of the business
organization.
iv) Suppliers
- The organization shall develop strategic
partnership with the suppliers by establishing
valuable supply chain management in-line with
the clear policy and objectives set by the
organization.
v) Community
- The organization shall develop concerns of the
public regarding the matters relating to
integrated QEEnHSMS risk.
vi) Government
174
The organization shall determine the needs, boundaries and applicability of the
integrated QEEnHSMS to establish its scope.
When determining this scope, the organization shall consider conducting an
initial review which consist of but not limited to:
a) the processes referred to in 4.1; and
b) the requirements referred to in 4.2.
The scope shall be made available as documented information.
5. Leadership
NOTE:
This can also be shown, for example, by motivating and empowering persons to
contribute to the effectiveness of the integrated QEEnHSMS.
5.2. Policy
Top management shall assign the responsibility, accountability and authority for
177
NOTE:
i) Since the management roles throughout the organization shall
demonstrate leadership (as per 5.1) to the integrated QEEnHSMS,
assigning of Management Representative is optional to the organization)
ii) The exercise of clause 5.3 shall be accounted in line with the
requirements of clause 6.
The organization shall consider the issues referred to in 4.1 and the requirements
referred to in 4.2 and determine the risks and opportunities that need to be
addressed, through initial review, to
appropriate to the type of activity, products and services being offered and to the
expectation of interested parties.
7.1. Resources
The organization shall determine and provide the resources needed for the
integrated QEEnHSMS for the organizational support for MS implementation.
This shall be carried out during the initial review. Management should identify,
prioritize and provide the appropriate human, information, infrastructure, work
environment and financial resources essential to the implementation of an
organization’s policies and the achievement of all its objectives. To provide
these resources, it may be necessary to:
7.2. Competence
NOTE:
Applicable actions may include, for example: the provision of training to, the
mentoring of, or the re-assignment of current employees; or the hiring or
contracting of competent persons.
7.3. Awareness
Person(s) doing work under the organization’s control shall be aware of:
7.4. Communication
Abnormal condition arises from an activity which does not occur on a routine
basis. But, it causes impact to organization’s integrated QEEnHSMS activities or
management system.
181
The communication activity shall consider what, when and to whom the
organization should communicate.
7.5.1. General
NOTE
The extent of documented information for an integrated QEEnHSMS can differ
from one organization to another due to:
i) the size of organization and its type of activities, processes,
products and services,
ii) the complexity of processes and their interactions, and
iii) the competence of persons
b) Identification
c) Distribution
d) Storage and preservation
e) Retrieval and use
f) Control of changes (e.g. version control)
g) Preservation of legibility (i.e. clear enough to read)
h) Prevention of the unintended use of obsolete information
i) Retention and disposition
Documented information of external origin determined by the
organization to be necessary for the planning and operation of the
integrated QEEnHSMS shall be identified as appropriate, and
controlled. When establishing control of documented information, the
organization shall ensure that there is adequate protection for the
documented information (e.g. protection against compromise,
unauthorized modification or deletion).
NOTE:
Access implies a decision regarding the permission to view the documented
information only, or the permission and authority to view and change the
documented information, etc.
The organization shall determine, plan, implement and control those processes of
the integrated QEEnHSMS needed to address the risks and opportunities
determined in 6.1 and to meet requirements, by:
The organization shall control planned changes and review the consequences of
unintended changes, taking action to mitigate any adverse effects, as necessary.
When process change is required, management should identify those who are
responsible for authorizing the change, ensuring the implementation of the change
and ensuring the effectiveness of the outcomes is monitored.
The organization shall evaluate the integrated QEEnHS performance and the
effectiveness of the integrated QEEnHSMS in determining its success as well
identifying potential improvement areas.
NOTE:
Measurement is applicable for factors that directly impact the integrated QEEnHS
element’s performance
a) conforms to
i) the organization’s own requirements for its integrated
QEEnHSMS
ii) the requirements of this integration guide.
The outputs of the management review shall include decisions related to continual
improvement opportunities and the possible need for changes to the integrated
QEEnHSMS.
10. Improvement
a) identify nonconformities,
b) react to the nonconformities, and as applicable
i) take action to control, contain and correct them,
ii) deal with the consequences
c) The organization shall also evaluate the need for action to eliminate the
causes of nonconformities, including:
d) reviewing nonconformities
186
NOTE:
The organization can use the processes of the integrated QEEnHSMS such as
leadership, planning and performance evaluation, to achieve improvement.
187
Clause
Clause
Clause
Clause
Clause
Clause
ISO ISO ISO 50001: OHSAS
QEEnHSMS (Besterfiled (previously ISO
9001:2008 14001:2004 2011 18001:2007
Guidance et, al. , 1995) Guide 83)
0
0
Introduction Introduction Introduction Introduction Introduction - Introduction
(title only)
1
1
Extent of Scope (title Scope Scope Scope - Scope
M anagement only)
System
Standard
2
2
Normative Normative Normative Normative Normative - Normative
references references references references references references
3
3
Terms and Terms and Terms and Terms and Terms and - Terms and
definitions definitions definitions definitions definitions definitions
4
4
Background Quality Environmental Energy OH&S - Context of the
of the management management management management organization
Organization system (title system system system
only) requirements requirements elements (title
(title only) only)
4.1
4.1
4.1
4.1
4.1
4.1
Understandin General General General General - Understanding
g the requirements requirements Requirement requirements the
organization s organization
and its and its context
background
4.2
5.2
4.3.1
4.4.3 4.4.3
4.3.1
4.2
Understandin Customer Environmental Energy Hazard Leadership Understanding
g the needs focus aspects review identification, the needs and
7.2.1
4.4.3
Review of Energy
requirements review
related to the
product
4.3
4.1
4.1
4.1
4.1
4.3
4.1
4.1
4.1
4.1
4.4
4.2
Proposed T QM Annex SL
Clause 5.1
Clause 5.1
Clause 4.2
Clause 4.3
Clause 4.2
Clause 1
Clause 5.1
ISO ISO ISO 50001: OHSAS
QEEnHSMS (Besterfiled (previously ISO
9001:2008 14001:2004 2011 18001:2007
Guidance et, al. , 1995) Guide 83)
Leadership & M anagement Environmental Energy OH&S policy Leadership Leadership &
5.2 Commitment commitment policy policy Commitment
5.1
4.2
4.3
4.2
5.2
Policy M anagement Environmental Energy OH&S policy Leadership Policy
commitment policy policy
5.3
Quality
policy
8.5.1
4
Continual Continuous
improvement Process
Improvement
5.3
5.1
4.4.1
4.2.1
4.4.1
5.3
Organizationa M anagement Resources, Top Resources, Leadership Organizational
l roles, commitment roles, M anagement roles, roles,
responsibilitie responsibility, responsibility responsibilities
s, and authority , and authorities
Accountabiliti accountability
es and and authority
authorities
5.5.2
4.2.2
4.4.1
1
M anagement Resources, M anagement Resources, Leadership
representativ roles, representativ roles,
e responsibility, e responsibility
and authority ,
accountability
and authority
5.5.2
4.2.2
4.4.1
-
M anagement Resources, M anagement Resources, -
representativ roles, representativ roles,
e responsibility, e responsibility
and authority ,
accountability
and authority
6.1
4.2.1
4.4.1
1
Provision of Resources, Top Resources, Leadership
resources roles, M anagement roles,
responsibility, responsibility
and authority ,
accountability
and authority
6.2
5.4
4.3
4.4
4.3
4.3.3
4.5
4.4
Proposed T QM Annex SL
Clause 6.1
Clause 5.2
Clause 4.3.2
Clause 4.4.2
Clause 4.3.2
Clause 1
Clause 6.1
ISO ISO ISO 50001: OHSAS
QEEnHSMS (Besterfiled (previously ISO
9001:2008 14001:2004 2011 18001:2007
Guidance et, al. , 1995) Guide 83)
Actions to Customer Legal and other Legal Legal and Leadership Actions to
address risks focus requirements requirements other address risks
and and other requirements and
opportunities requirements opportunities
of
5.2
4.3.2
4.4.2
4.3.2
3
QEEnHSM S Customer Legal and other Legal Legal and Customer
focus requirements requirements other satisfaction
and other requirements
requirements
5.4.2
4.3.3
4.4.6
4.3.3
2
Quality Objectives, Energy Objectives Strategic
management targets and objectives, and Planning
system programme(s) targets and programme(s)
planning energy
management
action plans
6.4
1
Work Empty cell Empty cell Empty cell Leadership
environment
7.1
4.3.3
4.4.6
4.3.3
Planning of Objectives, Energy Objectives
product targets and objectives, and
realization programme(s) targets and programme(s)
energy
management
action plans
7.2.1
4.3.2
4.4.2
4.3.3
4.4.3
4.4.6
4.4.6
4.5.5
4.4.6
4.5.2
4.6.2
4.5.2
4.5.2
4.6.2
4.5.2
Proposed T QM Annex SL
Clause 6.2
Clause 5.4.1
Clause 4.3.3
Clause 4.4.6
Clause 4.3.3
Clause 2
Clause 6.2
ISO ISO ISO 50001: OHSAS
QEEnHSMS (Besterfiled (previously ISO
9001:2008 14001:2004 2011 18001:2007
Guidance et, al. , 1995) Guide 83)
QEEnHSM S Quality Objectives, Energy Objectives Strategic xxx Objectives
Objectives objectives targets and objectives, and Planning and planning to
and planning programme(s) targets and programme(s) achieve them
to achieve energy
them management
action plans
5.4.1
4.3.3
4.4.6
4.3.3
Quality Objectives, Energy Objectives
objectives targets and objectives, and
programme(s) targets and programme(s)
energy
management
action plans
5.4.2
4.3.3
4.4.6
4.3.3
Quality Objectives, Energy Objectives
management targets and objectives, and
system programme(s) targets and programme(s)
planning energy
management
action plans
5.4.2
4.3.3
4.4.6
4.3.3
1
Quality Objectives, Energy Objectives Leadership
management targets and objectives, and
system programme(s) targets and programme(s)
planning energy
management
action plans
7.2
4.5.6
4.5.6
4.5.1
4.6.1
4.5.1
4.5.2
4.6.2
4.5.2
4.5.1
4.6.1
4.5.1
4.5.2
4.6.2
4.5.2
Proposed T QM Annex SL
Clause 7
Clause 6
Clause
Clause
Clause
Clause 1
Clause 7
ISO ISO ISO 50001: OHSAS
QEEnHSMS (Besterfiled (previously ISO
9001:2008 14001:2004 2011 18001:2007
Guidance et, al. , 1995) Guide 83)
Operational Resource Empty cell Empty cell Empty cell Leadership Support
Support for management
QEEnHSM S (title only)
Implementati
on
7.1
6.1
4.2.2
7.1
Resources Provision of M anagement - Resources
resources representativ
e
6.2
3
Human Empty cell Empty cell Empty cell Employee
resources Involvement
(title only)
6.3
4.4.1
4.2.2
4.4.1
1
Infrastructure Resources, M anagement Resources, Leadership
roles, representativ roles,
responsibility, e responsibility
and authority ,
accountability
and authority
7.2
6.2
7.2
Competence Human Empty cell Empty cell Empty cell Employee Competence
resources Involvement
(title only)
6.2.1
4.4.2
4.5.2
4.4.2
General Competence, Competence, Competence,
training and training and training and
awareness awareness awareness
6.2.2
4.4.2
4.5.2
4.4.2
6.2
7.3
Awareness Human Empty cell Empty cell Empty cell Employee Awareness
resources Involvement
(title only)
6.2.1
4.4.2
4.5.2
4.4.2
4.4.2
4.5.2
4.4.2
4.4.2
4.5.2
4.4.2
Proposed T QM Annex SL
Clause 7.4
Clause 5.5.1
Clause 4.4.1
Clause 4.2.2
Clause 4.4.1
Clause 1
Clause 7.4
ISO ISO ISO 50001: OHSAS
QEEnHSMS (Besterfiled (previously ISO
9001:2008 14001:2004 2011 18001:2007
Guidance et, al. , 1995) Guide 83)
Communicati Responsibilit Resources, M anagement Resources, Leadership Communicatio
on y and roles, representativ roles, n
authority responsibility, e responsibility
and authority ,
accountability
and authority
5.5.1
4.4.1
4.2.2
4.4.1
-
Responsibilit Resources, M anagement Resources, -
y and roles, representativ roles,
authority responsibility, e responsibility
and authority ,
accountability
and authority
5.5.1
4.4.1
4.2.2
4.4.1
-
Responsibilit Resources, M anagement Resources, -
y and roles, representativ roles,
authority responsibility, e responsibility
and authority ,
accountability
and authority
5.5.3
4.4.3
4.5.3
4.4.3
1/ 2/ 3/ 5
Internal Communicatio Communicat Communicati Leadership/
communicatio n ion on, Customer
n participation Satisfaction/
and Employee
consultation Involvement/
Supplier
Partnership
7.2.3
4.4.3
4.5.3
4.4.3
1
Customer Communicatio Communicat Communicati Leadership
communicatio n ion on,
n participation
and
consultation
7.2.3
4.4.3
4.5.3
4.4.3
Proposed T QM Annex SL
Clause 7.5
Clause 4.2
Clause
Clause 4.5.4
Clause
Clause -
Clause 7.5
ISO ISO ISO 50001: OHSAS
QEEnHSMS (Besterfiled (previously ISO
9001:2008 14001:2004 2011 18001:2007
Guidance et, al. , 1995) Guide 83)
Documented Documentati Nil Documentati Nil - Documented
information on on information
requirements
(title only)
4.2.3
4.4.5
4.4.5
-
Control of Control of Control of Control of -
document document documents documents
4.2.4 8.3
4.5.4 4.4.7
4.5.4 4.4.7
-
Control of Control of Control of Control of -
records records records records
6
Control of Emergency Nonconform Emergency Performance
nonconformin preparedness ities, preparedness M easures
g product and response correction, and response
corrective
action and
preventive
action
8.4
4.5.3
4.6.1
4.5.1
Analysis of Nonconformit M onitoring, Performance Peformance
data y, corrective measurement measurement M easures
action and and analysis and
preventive monitoring
action
8.5.2
4.5.3
4.6.4
4.5.3.2
4
Corrective Nonconformit Nonconform Nonconformit Continuous
action y, corrective ities, y, corrective Process
action and correction, action and Improvement
preventive corrective preventive
action action and action
preventive
action
8.5.3
4.5.3
4.6.4
4.5.3.2
4
Preventive Nonconformit Nonconform Nonconformit Continuous
action y, corrective ities, y, corrective Process
action and correction, action and Improvement
preventive corrective preventive
action action and action
preventive
action
7.5.1
4.2.1
4.4.4
4.5.4.1
4.4.4
7.5.1
General General Documentation Documentati Documentatio - General
on n
Requirement
s
7.5.2
4.2.2 8.2.2
7.5.2
4.6.3
4.5.5
4.2.3
4.4.5
4.5.4.2 4.6.5
4.4.5
7.5.3
4.5.4
4.5.4
Proposed T QM Annex SL
Clause 8
Clause 7
Clause 4.3.3
Clause 4.5
Clause 4.4
Clause 1
Clause 8
ISO ISO ISO 50001: OHSAS
QEEnHSMS (Besterfiled (previously ISO
9001:2008 14001:2004 2011 18001:2007
Guidance et, al. , 1995) Guide 83)
Operational Product Implementatio Implementat Implementati Leadership Operation
Control of realization n and ion and on and
QEEnHSM S operation operation Operation
8.1
7.1
4.3.3
4.4.6
4.3.3
8.1
Planning and Planning of Objectives, Energy Objectives Leadership Operational
controlling of product targets and objectives, and planning and
the Process realization programme(s) targets and programme(s) control
energy
management
action plans
7.3.1
4.4.6
4.5.5
4.4.6
1
Design and Operational Operational Operational Leadership
development control Control Control
planning
7.3.1
4.4.6
4.5.5
4.4.6
-
Design and Operational Operational Operational -
development control Control Control
planning
7.3.2
4.4.6
4.4.2
4.4.6
1
Design and Operational Legal Operational Leadership
development control requirements Control
inputs and other
requirements
7.3.2
4.4.6
4.4.2
4.4.6
-
Design and Operational Legal Operational -
development control requirements Control
inputs and other
requirements
7.3.3
4.4.6
4.5.5
4.4.6
4.4.6
4.5.5
4.4.6
4.4.6
4.6.2
4.4.6
Proposed T QM Annex SL
Clause 8.1
Clause 7.3.4
Clause 4.4.6
Clause 4.6.2
Clause 4.4.6
Clause -
Clause 8.1
ISO ISO ISO 50001: OHSAS
QEEnHSMS (Besterfiled (previously ISO
9001:2008 14001:2004 2011 18001:2007
Guidance et, al. , 1995) Guide 83)
Planning and Design and Operational Evaluation Operational - Operational
controlling of development control of Control planning and
the Process review compliance control
(Continued) with legal (Continued)
requirements
and other
requirements
7.3.5
4.4.6
4.5.5
4.4.6
1
Design and Operational Operational Operational Leadership
development control Control Control
verification
7.3.5
4.4.6
4.5.5
4.4.6
-
Design and Operational Operational Operational -
development control Control Control
verification
7.3.6
4.4.6
4.5.5
4.4.6
1
Design and Operational Operational Operational Leadership
development control Control Control
validation
7.3.6
4.4.6
4.5.5
4.4.6
-
Design and Operational Operational Operational -
development control Control Control
validation
7.3.7
4.4.6
4.5.5
4.4.6
1
Control of Operational Operational Operational Leadership
design and control Control Control
development
changes
7.3.7
4.4.6
4.5.5
4.4.6
-
Control of Operational Operational Operational -
design and control Control Control
development
changes
7.4
4.4.6
4.5.7
4.4.6
1
Purchasing Operational Procurement Operational Leadership
control of energy Control
services,
products,
equipment
and energy
7.4
4.4.6
4.5.7
4.4.6
4.4.0
4.5.7
4.4.6
Proposed T QM Annex SL
Clause 8.1
Clause 7.4.1
Clause 4.4.6
Clause 4.5.7
Clause 4.4.6
Clause -
Clause 8.1
ISO ISO ISO 50001: OHSAS
QEEnHSMS (Besterfiled (previously ISO
9001:2008 14001:2004 2011 18001:2007
Guidance et, al. , 1995) Guide 83)
Planning and Purchasing Operational Procurement Operational - Operational
controlling of process control of energy Control planning and
the Process services, control
(Continued) products, (Continued)
equipment
and energy
1
Purchasing Operational Operational Operational Leadership
information control Control Control
-
Purchasing Operational Operational Operational -
information control Control Control
5
Verification Operational Operational Operational Supplier
of purchased control Control Control Partnership
product
7.4.3
4.4.6
4.5.5
4.4.6
-
Verification Operational Operational Operational -
of purchased control Control Control
product
7.5
4.5.5
4.4.6
1
Production Empty cell Operational Operational Leadership
and service Control Control
provision
(title only)
7.5.1
4.4.6
4.5.1
4.4.6
1
Control of Operational General Operational Leadership
production control Control
and service
provision
7.5.1
4.4.6
4.5.5
4.4.6
1
Control of Operational Operational Operational Leadership
production control Control Control
and service
provision
7.5.2
4.4.6
4.5.5
4.4.6
1
Validation of Operational Operational Operational Leadership
processes for control Control Control
production
and service
provision
7.5.3
4.5.5
4.4.6
Proposed T QM Annex SL
Clause 9
Clause 8
Clause 4.5
Clause 4.6
Clause 4.5
Clause 6
Clause 9
ISO ISO ISO 50001: OHSAS
QEEnHSMS (Besterfiled (previously ISO
9001:2008 14001:2004 2011 18001:2007
Guidance et, al. , 1995) Guide 83)
Evaluation of M easurement Checking Checking Checking Performance Performance
Results of , analysis and M easures evaluation
QEEnHSM S improvement
9.1
7.6
4.5.1
4.6.1
4.5.1
9.1
M onitoring, Control of M onitoring M onitoring, Performance Leadership M onitoring,
measurement, monitoring and measurement measurement measurement,
analysis and and measurement and analysis and analysis and
evaluation measuring monitoring evaluation
equipment
8.1
4.5.1
4.6.1
4.5.1
6
General M onitoring M onitoring, Performance Performance
and measurement measurement M easures
measurement and analysis and
monitoring
8.2
6
M onitoring Empty cell Empty cell Empty cell Performance
and M easures
measurement
(title only)
8.2.1 8.2.3
2
Customer Empty cell Empty cell Empty cell Customer
satisfaction satisfaction
4.5.1
4.6.1
4.5.1
-
M onitoring M onitoring M onitoring, Performance -
and and measurement measurement
measurement measurement and analysis and
of processes monitoring
8.2.4
4.5.1
4.6.1
4.5.1
1
M onitoring M onitoring M onitoring, Performance Leadership
and and measurement measurement
measurement measurement and analysis and
of product monitoring
8.3
4.5.3
4.6.4
4.5.3.2
6
Control of Nonconformit Nonconform Nonconformit Performance
nonconformin y, corrective ities, y, corrective M easures
g product action and correction, action and
preventive corrective preventive
action action and action
preventive
action
8.3
4.5.3
4.6.4
4.5.3.2
4.5.1
4.6.1
4.5.1
4.5.1
4.6.1
4.5.1
Proposed T QM Annex SL
Clause 9.2
Clause 8.2.2
Clause 4.5.5
Clause 4.6.3
Clause 4.5.5
Clause -
Clause 9.2
ISO ISO ISO 50001: OHSAS
QEEnHSMS (Besterfiled (previously ISO
9001:2008 14001:2004 2011 18001:2007
Guidance et, al. , 1995) Guide 83)
Internal audit Internal audit Internal audit Internal Internal audit - Internal audit
of audit of the
QEEnHSM S EnM S
9.3
5.1
4.6
4.7
4.6
9.3
M anagement M anagement M anagement M anagement M anagement Leadership M anagement
review of commitment review Review Review review
5.6
4.6
4.7
4.6
6
QEEnHSM S M anagement M anagement M anagement M anagement Performance
review (title review Review Review M easures
only)
5.6.1 5.6.2
4.6
4.7.1 4.7.2
4.6
6
General M anagement General M anagement Performance
review Review M easures
4.6
4.6
6
Review input M anagement Input to M anagement Performance
review M anagement Review M easures
Review
5.6.3
4.6
4.7.3
4.6
6
Review M anagement Output from M anagement Performance
output review M anagement Review M easures
Review
10
8.5
10
Improvement Improvement Empty cell Empty cell Empty cell Continuous Improvement
(title only) Process
Improvement
10.1
8.5.2
4.5.3
4.6.4
4.5.3.2
10.1
Nonconformit Corrective Nonconformit Nonconform Nonconformit Continuous Nonconformit
y and action y, corrective ities, y, corrective Process y and
corrective action and correction, action and Improvement corrective
action preventive corrective preventive action
action action and action
preventive
action
8.5.3
4.5.3
4.6.4
4.5.3.2
4
Preventive Nonconformit Nonconform Nonconformit Continuous
action y, corrective ities, y, corrective Process
action and correction, action and Improvement
preventive corrective preventive
action action and action
preventive
action
4.5.3
8.5.1
4.3.3
4.4.6
10.2
4.6
4.7
4.6
Bibliography
APPENDIX G
Nov 2014
201
Table of Content
Introduction
Leadersh
ip
Improveme
nt Planning
1
CONTI
NU
Performan AL
Support
ce IM
Evaluation
PR
Requir OV
Operatio Satisfa
e n EM ct
EN
T
I O
p u
r t
o p
Clause c
u
nume
t
bers
s
• PLAN
- Conduct assessment to identify risks and opportunities, objectives,
targets and action plans necessary to improve the IMS according to
the policy.
• DO
- Implement the IMS within the organization.
• CHECK
- Monitor and measure processes and key characteristics of
operation that determine the IMS performance against the policy
and objectives, and report the results;
• ACT
- Take actions to continually improve the IMS.
1. Scope
This IMS guidance documents includes ISO 9001:2008 QMS, ISO 14001:2004 EMS,
ISO 50001:2011 EnMS and OHSAS 18001:2007 OHSMS. This guide does not
replicate or replace the existing management system standard and its requirements. It
is applicable to all size, types and functions of organizations.
With this guide, the users will have assistance for the
2. Normative references
3.2. Organization
Person or group of people that has its own functions with responsibilities,
authorities and relationships to achieve its objectives.
3.3. Interested party/ stakeholder
Person or organization or group of people that has its own functions with
responsibilities, authorities and relationships to achieve its objectives. E.g.
customers, suppliers, employees, shareholders, government,
environmentalist, consumer defense, Special Interest Group (SIG), media
and public.
3.4. Requirement
Need or expectation that is stated, generally implied or obligatory.
NOTE:
In the context of this guidance document, it includes QMS, EMS, OHSMS and EnMS.
3.7. Effectiveness
3.8. Policy
3.9. Objective
3.10. Risk
Effect of uncertainty
NOTE:
- An effect is a deviation from the expected- positive or negative
- Uncertainty is the state, even partial, of efficiency of information related to,
understanding or knowledge of, an event, its consequence, or likelihood.
- Risk is often characterized by reference to potential events and consequences,
or a combination of these.
- Risk is often expressed in terms of a combination of the consequences of an
event (including changes in circumstances) and the associated likelihood of
occurrence.
3.11. Competence
NOTE:
- Documented information can be in any format and media, and from any source.
- Documented information can refer to:
• the management system, including related processes;
• information created in order for the organization to operate
(documentation);
• evident of results achieved (records).
3.13. Process
Set of interrelated or interacting activities which transform inputs into
outputs.
3.14. Performance
Measurable result
NOTE:
- Performance can relate either to quantitative or qualitative findings.
- Performance can relate to the management of activities, processes, products
(including services), systems or organizations.
NOTE:
- An external organization is outside the scope of the management system,
although the outsourced function or process is within the scope.
3.16. Monitoring
NOTE:
- To determine the status there may be a need to check, supervise or critically observe.
3.17. Measurement
3.18. Audit
207
NOTE:
- An audit can be an internal audit (first party) or an external audit
(second party or third party),
- and it can be a combined audit (combining two or more disciplines).
3.19. Conformity
Fulfillment of a requirement
3.20. Nonconformity
Non-fulfillment of a requirement
3.21. Correction
The organization should determine its internal and external issues that are relevant
to the purpose of its IMS and that affect its ability to achieve the intended
outcome of its IMS.
When organization chooses to outsource any process that affects product/ process
conformity to requirements, the organization should ensure control over such
processes/ activities. The type and extent of control to be applied to outsourced
processes should be defined within the IMS.
Suggestions for Practice:
A detailed Quality Plan that aligns QMS, EMS, OHSMS and EnMS requirements in
parallel.
The organization should identify, document, implement, and have access to the
applicable requirements, including legal and other requirements to which the
209
i) Customer-
- Feasibility study should be carried out by the
relevant functions within the organization, in
order to understand the gap between product or
service required against the organizations’
capacity and capability.
ii) Employee
- Motivation and empowerment of employees
should be enhanced through the employee
involvement at relevant function and level of the
organization.
iii) Owners
- Owner should set clear policy and objectives
towards the future direction of the business
organization.
iv) Suppliers
- The organization should develop strategic
partnership with the suppliers by establishing
valuable supply chain management in-line with
the clear policy and objectives set by the
organization.
v) Community
- The organization should develop concerns of the
public regarding the matters relating to IMS risk.
vi) Government
- The organization should identify applicable
regulatory and statutory requirement and
perform evaluation of compliance periodically
and made the information available to all
employees.
210
This should include identification and assessment of risk / potential risk of IMS.
This activity should be documented. The assessment result should be applied
as a basis of establishing, implementing and maintaining the IMS.
It should also be consistent with the IMS policy established by the organization
and should lead to activities that continually improve the organization’s
performance.
A register of legal and other requirements should be established. Beside the act and
regulations stated below, others as relevant to activities, product and services,
• EMEER X
• ESA X
• Others
The requirements have to be summarized into a register that explains the compliance
activity by the organization including the person-in-charge and the timeline. This
eventually becomes the Legal and Other Requirement Register of the company.
The organization should determine the needs, boundaries and applicability of the
IMS to establish its scope of QMS, EMS, OHSMS and EnMS.
When determining this scope, the organization should consider conducting an
initial review which consist of but not limited to:
a) the processes referred to in 4.1; and
b) the requirements referred to in 4.2.
The scope should be made available as documented information.
Describe the scope and boundaries of each system. Then, synchronize and summarize
it as IMS scope and boundaries. It is important to establish an individual “scope
and boundaries” since some organization do not apply all the MSS throughout the
company or exclude some areas of the business process from MSSs due to the
management decisions.
Scope
Boundary
2.0
4.4. IMS
5. Leadership
i) ensuring that the IMS policy and IMS objectives are established are
established and are compatible with the strategic direction of the
organization;
ii) ensuring the integration of the IMS into the organization’s business
process;
iii) ensuring that the resources needed for the IMS are available
iv) communicating the importance of effective IMS and of conforming to the
IMS requirements
v) ensuring that the IMS achieves its intended outcome(s);
vi) directing and supporting the persons to contribute to the effectiveness of
the IMS
vii) promoting continual improvement
viii) supporting other relevant management roles to demonstrate their
leadership as it applies to their areas of responsibility.
i) This can also be shown, for example, by motivating and empowering persons to
contribute to the effectiveness of the IMS.
ii) The leaders serve as the representative of the management of the organization.
Therefore, the roles and responsibilities of each leader should be clearly defined to
ensure effective job function and task delegation.
iii) It can also be reflected through a matrix of roles and responsibilities against the clauses
which should be developed during the IMS implementation stage to make clear of
individuals and departments roles and responsibities.
5.2. Policy
The organization should retain documented information on the IMS policy and
the cross-references to its objectives and target set.
Top management should ensure that the responsibilities and authorities for
relevant roles are assigned and communicated within the organization.
6. Planning
The organization should consider the issues referred to in 4.1 and the
requirements referred to in 4.2 and determine the risks and opportunities that
need to be addressed, through initial review, to
a) evaluate the need to plan actions to address these risks and opportunities, and
i) For the initial review purpose, develop a matrix of activities, product/ services against
the risk related to QMS, EMS, OHSMS and EnMS simultaneously based on (but not
limited to)
- Interview with the people working for or on behalf of the company
- Evaluating the internal and external communication that have taken place
- Gathering info relating the risks in terms of IMS relating to the existing activities,
products, and services i.e. Purchasing, design, emergency preparedness and
215
Top management should ensure that IMS objectives are established and
communicated for relevant functions and levels within the organization based
on the results of 6.1.
7. Support
7.1. Resources
The organization should determine and provide the resources needed for the
establishment, implementation, maintenance and continual improvement of
the IMS. In addition, for a better human resource management, the
organization should define the areas of responsibilities and authorities of
those personnel involved in the system’s operation as required in Clause 5.3.
7.2. Competence
7.3. Awareness
Person(s) doing work under the organization’s control should be aware of:
7.4. Communication
7.5.1. General
The extent of documented information for an IMS can differ from one organization to
another due to:
Access implies a decision regarding the permission to view the documented information
only, or the permission and authority to view and change the documented information, etc
8. Operation
The organization should determine, plan, document, implement and control those
processes of the IMS needed to address the risks and opportunities determined
in 6.1 and to meet requirements by:
220
The organization should control planned changes and review the consequences of
unintended changes, taking action to mitigate any adverse effects, as necessary.
Also, the organization should ensure that outsourced processes are controlled.
i) Based on the risk and opportunities identified during the activities in clause 6,
determine the operational control procedures required for the IMS. This should
include process control, purchasing, design, facilities and infrastructure
management and others as relevant to the operation.
ii) The Processes should be prioritized by the product or service quality expectation
and safety or environmental impact including significant energy use. It should be
planned, documented, approved, monitored and controlled.
iii) Particular consideration should be given to product or service characteristics which
cannot be easily or economically measured, and those requiring special skills.
iv) When process change is required, management should identify those who are
responsible for authorizing the change, ensuring the implementation of the change
and ensuring the effectiveness of the outcomes are monitored.
v) Relevant external parties approval should be sought (such as customer and
regulatory authority), as appropriate.
9. Performance Evaluation
The organization should evaluate the IMS performance and the effectiveness of the IMS
in determining its success as well identifying potential improvement areas.
a) conforms to
i) the organization’s own requirements for its IMS
ii) the requirements of this guidance document.
d) ensure that the results of the audits are reported to the top management
and other relevant management levels
e) retain documented information as evidence of the implementation of
the audit programs and the audit results.
10. Improvement
a) identify nonconformities,
b) react to the nonconformities, and as applicable
i) take action to control, contain and correct them,
ii) deal with the consequences
c) evaluate the need for action to eliminate the causes of nonconformities
in order that it does not recur or occur elsewhere by :
i) Reviewing the nonconformities
ii) determining the causes of nonconformities,
iii) determining if potential similar nonconformities exist
elsewhere in the IMS
d) determining and implementing action needed, and
e) reviewing the effectiveness of any corrective action taken.
f) making changes to the IMS, if necessary
Top management needs to ensure that the implementation of the IMS including the
provision for continual improvement on a sustainable basis through delivery of
goods or services within the required quality level in a safe and ecologically
sustainable manner.
Table 2: Correlation of the Proposed Integrated Management System Guide for the
integration of QMS, EMS, EnMS and OHSMS
Note: Also added on TQM, Annex SL, Malaysian BE and Balridge Excellence
Framework 2015-2016
ISO 14001:
Proposed Balridge Annex SL
OHSAS
Clause
Clause
Clause
Clause
Clause
Clause
Clause
Clause
2004
IMS ISO 9001: ISO 50001: Malaysian Excellence (previously
18001:
Guidance 2008 2011 BE Framework ISO Guide
2007
Document 2015-2016 83)
0
0
Introduction Introduction Introduction Introduction Introduction - Introduction
(title only)
1
1
Scope Scope(title Scope Scope Scope - Scope
only)
2
2
Normative Normative Normative Normative Normative - Normative
references references references references references references
3
3
T erms and T erms and T erms and T erms and T erms and - T erms and
definitions definitions definitions definitions definitions definitions
4
4
Context of Quality Environmen Energy OH&S - Context of
the management tal managemen management the
Organization system (title management t system system organization
only) system requirement elements
requirements s (title only)
(title only)
4.1
4.1
4.1
4.1
4.1
4.1
Understandin General General General General - Understandin
g the requirements requirements Requirement requirements g the
organization s organization
and its and its
background context
4.2
5.2
4.3.1
4.4.3
4.3.1
4.2
Understandin Customer Environmen Energy Hazard Leadership Leadership Understandin
g the needs focus tal aspects review identificatio g the needs
and n, risk and
expectations assessment expectations
of interested and of interested
parties determining parties
controls
5.2
4.3.2
4.4.2
4.3.2
4.4.3
Determinati Energy
on of review
requirements
related to
the product
2.2
4.4.3
Review of Energy
requirements review
related to
the product
4.3
4.1
4.1
4.1
4.1
4.3
4.1
4.1
4.1
4.1
4.4
4.2
ISO 14001:
Proposed Balridge Annex SL
OHSAS
Clause
Clause
Clause
Clause
Clause
Clause
Clause
Clause
2004
IMS ISO 9001: ISO 50001: Malaysian Excellence (previously
18001:
Guidance 2008 2011 BE Framework ISO Guide
2007
Document 2015-2016 83)
5.1
5.1
4.2
4.3
4.2
5.1
Leadership & Management Environmen Energy OH&S Leadership Leadership Leadership &
Commitment commitment tal policy policy policy Commitment
5.2
5.1
4.2
4.3
4.2
5.2
Policy Management Environmen Energy OH&S Leadership Leadership Policy
commitment tal policy policy policy
5.3
Quality
policy
.5.1
6
Continual Process Operations
improvemen
t
5.3
5.1
4.4.1
4.2.1
4.4.1
5.3
Organization Management Resources, T op Resources, Leadership Leadership Organization
al roles, commitment roles, Managemen roles, al roles,
responsibiliti responsibilit t responsibilit responsibiliti
es and y, and y, es and
authorities authority accountabilit authorities
y and
authority
5.5.2
4.4.1
4.2.2
4.4.1
1
Management Resources, Managemen Resources, Leadership Leadership
representati roles, t roles,
ve responsibilit representati responsibilit
y, and ve y,
authority accountabilit
y and
authority
5.5.2
4.4.1
4.2.2
4.4.1
1
Management Resources, Managemen Resources, - Leadership
representati roles, t roles,
ve responsibilit representati responsibilit
y, and ve y,
authority accountabilit
y and
authority
6.1
4.4.1
4.2.1
4.4.1
1
Provision of Resources, T op Resources, Leadership Leadership
resources roles, Managemen roles,
responsibilit t responsibilit
y, and y,
authority accountabilit
y and
authority
6.2
4.3.3
4.5
4.4
5.2
4.3.2
4.4.2
4.3.2
6.1
Actions to Customer Legal and Legal Legal and Leadership Leadership Actions to
address risks focus other requirement other address risks
and requirements s and other requirements and
opportunities requirement opportunities
s
5.2
4.3.2
4.4.2
4.3.2
4.3.3
4.4.6
4.3.3
ISO 14001:
Proposed Balridge Annex SL
OHSAS
Clause
Clause
Clause
Clause
Clause
Clause
Clause
Clause
2004
IMS ISO 9001: ISO 50001: Malaysian Excellence (previously
18001:
Guidance 2008 2011 BE Framework ISO Guide
2007
Document 2015-2016 83)
6.1
6.4
6.1
Actions to Work Empty cell Empty cell Empty cell Leadership Leadership Actions to
address risks environment address risks
and and
opportunities opportunities
(Continued) (Continued)
7.1
4.3.3
4.4.6
4.3.3
Planning of Objectives, Energy Objectives
product targets and objectives, and
realization programme( targets and programme(
s) energy s)
managemen
t action
plans
7.2.1
4.3.2
4.4.2
4.3.2
Determinati Legal and Legal Legal and
on of other requirement other
requirements requirements s and other requirements
related to requirement
the product s
7.2.1
4.3.3
4.4.3
4.4.6
Determinati Operational Energy Operational
on of control review Control
requirements
related to
the product
7.2.2
4.4.6
4.5.5
4.4.6
Review of Operational Operational Operational
requirements control Control Control
related to
the product
8.2.3
4.5.2
4.6.2
4.5.2
4.5.2
4.6.2
4.5.2
ISO 14001:
Proposed Balridge Annex SL
OHSAS
Clause
Clause
Clause
Clause
Clause
Clause
Clause
Clause
2004
IMS ISO 9001: ISO 50001: Malaysian Excellence (previously
18001:
Guidance 2008 2011 BE Framework ISO Guide
2007
Document 2015-2016 83)
6.2
5.4.1
4.3.3
4.4.6
4.3.3
6.2
IMS Quality Objectives, Energy Objectives Planning Strategy xxx
Objectives objectives targets and objectives, and Objectives
and planning programme( targets and programme( and planning
to achieve s) energy s) to achieve
them managemen them
t action
5.4.1 plans
4.3.3
4.4.6
4.3.3
Quality Objectives, Energy Objectives
objectives targets and objectives, and
programme( targets and programme(
s) energy s)
managemen
t action
plans
5.4.2
4.3.3
4.4.6
4.3.3
Quality Objectives, Energy Objectives
management targets and objectives, and
system programme( targets and programme(
planning s) energy s)
managemen
t action
plans
5.4.2
4.3.3
4.4.6
4.3.3
1
Quality Objectives, Energy Objectives Leadership Leadership
management targets and objectives, and
system programme( targets and programme(
planning s) energy s)
managemen
t action
plans
7.2
4.5.6
4.5.6
4.5.1
4.6.1
4.5.1
4.5.2
4.6.2
4.5.2
ISO 14001:
Proposed Balridge Annex SL
OHSAS
Clause
Clause
Clause
Clause
Clause
Clause
Clause
Clause
2004
IMS ISO 9001: ISO 50001: Malaysian Excellence (previously
18001:
Guidance 2008 2011 BE Framework ISO Guide
2007
Document 2015-2016 83)
6.2
8.2.4
4.5.1
4.6.1
4.5.1
6.2
IMS Monitoring Monitoring Monitoring, Performanc Leadership Leadership xxx
Objectives and and measuremen e (Continue) (Continue) Objectives
and planning measuremen measuremen t and measuremen and planning
to achieve t of product t analysis t and to achieve
them monitoring them
(Continued) (Continued)
8.2.4
4.5.2
4.6.2
4.5.2
Monitoring Evaluation Evaluation Evaluation
and of of of
measuremen compliance compliance compliance
t of product with legal
requirement
s and other
requirement
s
7
7
Operational Resource Empty cell Empty cell Empty cell Leadership Leadership Support
Support for management
IMS (title only)
Implementat
ion
7.1
6.1
4.2.2
---
7.1
Resources Provision of Managemen - - Resources
resources t
representati
ve
6.2
5
Human Empty cell Empty cell Empty cell People Workforce
resources
(title only)
6.3
4.4.1
4.2.2
4.4.1
1
Infrastructur Resources, Managemen Resources, Leadership Leadership
e roles, t roles,
responsibilit representati responsibilit
y, and ve y,
authority accountabilit
y and
authority
7.2
6.2
7.2
Competence Human Empty cell Empty cell Empty cell People Workforce Competence
resources
(title only)
6.2.1
4.4.2
4.5.2
4.4.2
4.4.2
4.5.2
4.4.2
6.2
7.3
Awareness Human Empty cell Empty cell Empty cell People Workforce Awareness
resources
(title only)
6.2.1
4.4.2
4.5.2
4.4.2
4.4.2
4.5.2
4.4.2
4.4.2
4.5.2
4.4.2
ISO 14001:
Proposed Balridge Annex SL
OHSAS
Clause
Clause
Clause
Clause
Clause
Clause
Clause
Clause
2004
IMS ISO 9001: ISO 50001: Malaysian Excellence (previously
18001:
Guidance 2008 2011 BE Framework ISO Guide
2007
Document 2015-2016 83)
7.4
5.5.1
4.4.1
4.2.2
4.4.1
7.4
Communicati Responsibilit Resources, Managemen Resources, Leadership Leadership Communicati
on y and roles, t roles, on
authority responsibilit representati responsibilit
y, and ve y,
authority accountabilit
y and
5.5.1 authority
4.4.1
4.2.2
4.4.1
-
Responsibilit Resources, Managemen Resources, - -
y and roles, t roles,
authority responsibilit representati responsibilit
y, and ve y,
authority accountabilit
y and
authority
5.5.1
4.4.1
4.2.2
4.4.1
-
Responsibilit Resources, Managemen Resources, - -
y and roles, t roles,
authority responsibilit representati responsibilit
y, and ve y,
authority accountabilit
y and
authority
5.5.3
4.4.3
4.5.3
4.4.3
1/ 2/ 4/ 5
2/4/2005
Internal Communicat Communica Communicat Leadership/ Leadership/
communicati ion tion ion, Planning Strategy/
on participatio Customer / Customers/
n and People Workforce
consultation
7.2.3
4.4.3
4.5.3
4.4.3
1
Customer Communicat Communica Communicat Leadership Leadership
communicati ion tion ion,
on participatio
n and
consultation
7.2.3
4.4.3
4.5.3
4.4.3
-
Customer Communicat Communica Communicat -
communicati ion tion ion,
on participatio
n and
consultation
7.5
4.2
4.5.4
7.5
Documented Documentati Nil Documentat Nil - Documented
information on ion information
requirements
(title only)
4.2.3
4.4.5
4.4.5
4.5.4 4.4.7
4.5.4 4.4.7
4.5.3
4.6.1
4.5.1
ISO 14001:
Proposed Balridge Annex SL
OHSAS
Clause
Clause
Clause
Clause
Clause
Clause
Clause
Clause
2004
IMS ISO 9001: ISO 50001: Malaysian Excellence (previously
18001:
Guidance 2008 2011 BE Framework ISO Guide
2007
Document 2015-2016 83)
7.5
8.5.2
4.5.3
4.6.4
4.5.3.2
7.5
Documented Corrective Nonconfor Nonconfor Nonconfor Process Operations Documented
information action mity, mities, mity, information
(Continued) corrective correction, corrective (Continued)
action and corrective action and
preventive action and preventive
action preventive action
8.5.3 action
4.5.3
4.6.4
4.5.3.2
6
Preventive Nonconfor Nonconfor Nonconfor Process Operations
action mity, mities, mity,
corrective correction, corrective
action and corrective action and
preventive action and preventive
action preventive action
action
7.5.1
4.2.1
4.4.4
4.5.4.1
4.4.4
.5.1
General General Documentat Documentat Documentat - General
ion ion ion
Requirement
s
7.5.2
4.2.2 8.2.2
5.2
Creating and Quality - - - - Creating and
updating manual updating
4.5.5
4.6.3
4.5.5
Internal Internal Internal Internal
audit audit audit of the audit
EnMS
7.5.3
4.2.3
4.4.5
4.4.5
.5.3
Control of Control of Control of Control of Control of - Control of
documented document document documents documents documented
information information
4.2.4 7
4.5.4 4.3.3
4.5.4 4.4
8
Operational Product Implementa Implementa Implementa Leadership Leadership Operation
Control of realization tion and tion and tion and
IMS operation operation Operation
8.1
7.1
4.3.3
4.4.6
4.3.3
8.1
Planning and Planning of Objectives, Energy Objectives Leadership Leadership Operational
controlling product targets and objectives, and planning and
of the realization programme( targets and programme( control
Process s) energy s)
managemen
t action
plans
7.3.1
4.4.6
4.5.5
4.4.6
4.4.6
4.5.5
4.4.6
4.4.6
4.4.2
4.4.6
4.4.6
4.4.2
4.4.6
4.4.6
4.5.5
4.4.6
ISO 14001:
Proposed Balridge Annex SL
OHSAS
Clause
Clause
Clause
Clause
Clause
Clause
Clause
Clause
2004
IMS ISO 9001: ISO 50001: Malaysian Excellence (previously
18001:
Guidance 2008 2011 BE Framework ISO Guide
2007
Document 2015-2016 83)
8.1
7.3.3
4.4.6
4.5.5
4.4.6
8.1
Planning and Design and Operational Operational Operational Leadership Leadership Operational
controlling development control Control Control (Continue) (Continue) planning and
of the outputs control
Process (Continued)
(Continued)
7.3.4
4.4.6
4.6.2
4.4.6
1
Design and Operational Evaluation Operational Leadership Leadership
development control of Control
review compliance
with legal
requirement
s and other
requirement
s
7.3.4
4.4.6
4.6.2
4.4.6
-
Design and Operational Evaluation Operational -
development control of Control
review compliance
with legal
requirement
s and other
requirement
s
7.3.5
4.4.6
4.5.5
4.4.6
1
Design and Operational Operational Operational Leadership Leadership
development control Control Control
verification
7.3.5
4.4.6
4.5.5
4.4.6
-
Design and Operational Operational Operational -
development control Control Control
verification
7.3.6
4.4.6
4.5.5
4.4.6
1
Design and Operational Operational Operational Leadership Leadership
development control Control Control
validation
7.3.6
4.4.6
4.5.5
4.4.6
4.4.6
4.5.5
4.4.6
4.4.6
4.5.5
4.4.6
4.4.6
4.5.7
4.4.6
4.4.6
4.5.7
4.4.6
ISO 14001:
Proposed Balridge Annex SL
OHSAS
Clause
Clause
Clause
Clause
Clause
Clause
Clause
Clause
2004
IMS ISO 9001: ISO 50001: Malaysian Excellence (previously
18001:
Guidance 2008 2011 BE Framework ISO Guide
2007
Document 2015-2016 83)
8.1
7.4.1
4.4.0
4.5.7
4.4.6
8.1
Planning and Purchasing Operational Procuremen Operational Leadership Leadership Operational
controlling process control t of energy Control planning and
of the services, control
Process products, (Continued)
(Continued) equipment
and energy
7.4.1
4.4.6
4.5.7
4.4.6
-
Purchasing Operational Procuremen Operational -
process control t of energy Control
services,
products,
equipment
and energy
7.4.2 7.4.2 7.4.3
1
Purchasing Operational Operational Operational Leadership Leadership
information control Control Control
-
Purchasing Operational Operational Operational -
information control Control Control
2
Verification Operational Operational Operational Planning
of purchased control Control Control
product
7.4.3
4.4.6
4.5.5
4.4.6
-
Verification Operational Operational Operational -
of purchased control Control Control
product
7.5
4.5.5
4.4.6
1
Production Empty cell Operational Operational Leadership Leadership
and service Control Control
provision
(title only)
7.5.1
4.4.6
4.5.1
4.4.6
1
Control of Operational General Operational Leadership Leadership
production control Control
and service
provision
7.5.1
4.4.6
4.5.5
4.4.6
1
Control of Operational Operational Operational Leadership Leadership
production control Control Control
and service
provision
7.5.2
4.4.6
4.5.5
4.4.6
1
Validation of Operational Operational Operational Leadership Leadership
processes for control Control Control
production
and service
provision
7.5.3
4.5.5 4.6
4.4.6 4.5
ISO 14001:
Proposed Balridge Annex SL
OHSAS
Clause
Clause
Clause
Clause
Clause
Clause
Clause
Clause
2004
IMS ISO 9001: ISO 50001: Malaysian Excellence (previously
18001:
Guidance 2008 2011 BE Framework ISO Guide
2007
Document 2015-2016 83)
9.1
7.6
4.5.1
4.6.1
4.5.1
9.1
Monitoring, Control of Monitoring Monitoring, Performanc Leadership Leadership Monitoring,
measurement monitoring and measuremen e measurement
, analysis and and measuremen t and measuremen , analysis and
evaluation measuring t analysis t and evaluation
equipment monitoring
8.1
4.5.1
4.6.1
4.5.1
6
General Monitoring Monitoring, Performanc Process
and measuremen e
measuremen t and measuremen
t analysis t and
monitoring
9.1
8.2
9.1
Monitoring, Monitoring Empty cell Empty cell Empty cell Process Operations Monitoring,
measurement and measurement
, analysis and measuremen , analysis and
evaluation t (title only) evaluation
(Continued) (Continued)
8.2.1 8.2.3
3
Customer Empty cell Empty cell Empty cell Customer Customers
satisfaction
4.5.1
4.6.1
4.5.1
-
Monitoring Monitoring Monitoring, Performanc -
and and measuremen e
measuremen measuremen t and measuremen
t of t analysis t and
processes monitoring
8.2.4
4.5.1
4.6.1
4.5.1
1
Monitoring Monitoring Monitoring, Performanc Leadership Leadership
and and measuremen e
measuremen measuremen t and measuremen
t of product t analysis t and
monitoring
8.3
4.5.3
4.6.4
4.5.3.2
6
Control of Nonconfor Nonconfor Nonconfor Process Operations
nonconform mity, mities, mity,
ing product corrective correction, corrective
action and corrective action and
preventive action and preventive
action preventive action
action
8.3
4.5.3
4.6.4
4.5.3.2
6
Control of Nonconfor Nonconfor Nonconfor Process Operations
nonconform mity, mities, mity,
ing product corrective correction, corrective
action and corrective action and
preventive action and preventive
action preventive action
action
8.4
4.5.1
4.6.1
4.5.1
4.5.1
4.6.1
4.5.1
ISO 14001:
Proposed Balridge Annex SL
OHSAS
Clause
Clause
Clause
Clause
Clause
Clause
Clause
Clause
2004
IMS ISO 9001: ISO 50001: Malaysian Excellence (previously
18001:
Guidance 2008 2011 BE Framework ISO Guide
2007
Document 2015-2016 83)
9.2
8.2.2
4.5.5
4.6.3
4.5.5
9.2
Internal audit Internal Internal Internal Internal - Internal audit
of IMS audit audit audit of the audit
EnMS
9.3
5.1
4.6
4.7
4.6
9.3
Management Management Managemen Managemen Managemen Leadership Leadership Management
review of commitment t review t Review t Review review
IMS
5.6
4.6
4.7
4.6
6
Management Managemen Managemen Managemen Process Operations
review (title t review t Review t Review
only)
5.6.1 5.6.2
4.6
4.7.1 4.7.2
4.6
6
General Managemen General Managemen Process Operations
t review t Review
4.6
4.6
6
Review input Managemen Input to Managemen Process Operations
t review Managemen t Review
t Review
5.6.3
4.6
4.7.3
4.6
6
Review Managemen Output from Managemen Process Operations
output t review Managemen t Review
t Review
10
8.5
10
Improvemen Improvemen Empty cell Empty cell Empty cell Informatio Measureme Improvemen
t t (title only) n nt, t
Analysis
and
knowledge
manageme
nt
10.1
8.5.2
4.5.3
4.6.4
4.5.3.2
10.1
Nonconform Corrective Nonconfor Nonconfor Nonconfor Infromatio Measureme Nonconform
ity and action mity, mities, mity, n nt, ity and
corrective corrective correction, corrective Analysis corrective
action action and corrective action and and action
preventive action and preventive knowledge
action preventive action manageme
action nt
8.5.3
4.5.3
4.6.4
4.5.3.2
4
Preventive Nonconfor Nonconfor Nonconfor Informatio Measureme
action mity, mities, mity, n nt,
corrective correction, corrective Analysis
action and corrective action and and
preventive action and preventive knowledge
action preventive action manageme
action nt
4.5.3
8.5.1
4.3.3
4.4.6
4.3.3
10.2
4.6
4.7
4.6
Bibliography
The author was born in June 27, 1976, in Johor, Malaysia. She attended her primary
and secondary school in Sekolah Kebangsaan Ulu Tiram, Johor and Sekolah
Menengah Ulu Tiram, Johor Bahru. She then pursued her BTEC Higher National
Diploma in Mechanical Engineering, a twinning program between Middlesex
University, United Kingdom and INPENS College, Selangor (currently known as
UNISEL). Upon graduation, she worked in construction and various manufacturing
companies. Later, she pursued for her Bachelor in Business Administration through a
twinning program between Malaysian Institute of Purchasing and Material
Management (MIPMM) with Irvine University, California and graduated in 2008. She
then enrolled at Universiti Tun Hussein Onn Malaysia, in 2013, where she began to
pursue for her Master of Science in Technology Management. She have also published
peer-reviewed articles and presented in international conferences. Since 2011, while
pursuing her Master degree, she is also providing management system related training,
consultation and auditing services on free-lance basis. She has also participated in
UNIDO projects and certified “National Energy Management System Expert”.