Basic of Integrated Management System

QHSEQuality Health Safety & Environmental

Awareness TrainingJamaluddin Ma’rufIRCA-CertifiedQMS Lead Auditor & HSE Expert

More than 16 years experience in developing quality management to increase productivity and reduce nonconformity in achieve company objectives.

Jakarta, 17 March 2015

TRAINING AGENDA 09.00 – 09.15 Opening by Management 09.15 – 09.30 HSE Moment

Section 1 09.30 – 10.00 QHSE Goal & Effect 10.00 – 10.15 Coffee Time 10.15 – 12.00 Part of QA/QC 12.00 – 13.00 Break and Lunch

Section 2 13.00 – 14.00 Process Model

Section 3 14.00 – 15.00 Integrated Management System

Section 4 15.00 – 15.15 Coffee Time 15.15 – 16.00 8 Principles Management 16.00 – 16.30 Document Management System

Jamaluddin M – QMS Lead Auditor 2

Session 1

◦Goal of QHSE◦QHSE Affect


Awareness Goal

The goal is : Audiences able to

understand through out basic concept of Integrated Management System.

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QHSE Affect

Let’s Brainstorming!What if… no QHSE?What if… QHSE?

5

What if … no QHSE ! the acts drama

WE ALL LOSE !

And then angry !

Why so few profits and customers escape ?

With the work we done, no acknowledgment!Accident

Customer deeply sad ...

6

What if … QHSEA happy end

Customer happinessall needs covered, in time and competitive price

profits increase and customers ask for more products

Hhmmm ...

WE ALL WIN !

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Part of QHSE

PART OF QHSEQuality Assurance & Quality ControlHazard Identification & Risk ControlEnvironmental Aspect & Impact

Monitoring & Control


Quality Assurance & Quality ControlQA is Quality

Assurance

Warranty to processes

- part of QHSE focused on providing confidence that quality requirements will be fulfilled

QC is Quality Control

Warranty to product

- part of QHSE focused on fulfilling quality requirements.

Jamaluddin M – QA Coordinator 9

What is QA & QC work?QA work base on

Quality Management System requirements

Company management system

QC work base on product requirements

Product specificationJamaluddin M – QA Coordinator 10

OUT PUT

What is QA/QC Contribute?QA is contribute

to develop quality plan.

QC is contribute to executing quality plan.


Requirements• ISO 10005• ISO 10006• Others

Specification• API, • ASME, • Others

What shall QA & QC monitor?QA monitoring of

system performance◦ Quality objective◦ Training & competency◦ Resources◦ Competitor◦ Supplier◦ Preventive & Corrective

action◦ Customer complaint &

satisfaction◦ Document & Data

system

QC monitoring of product performance◦ Statistical product

characteristics◦ Product quality both of

Incoming, process & final


What is QA & QC correlation?QA & QC have one goals. It is

control of processes to warranty that product quality able to meet customer requirements and expectation.


It’s nice…Your product is increasing our added value!

What is HSE work?HS work base on

Occupational Health Safety Assessment Series

Hazard Identification & Risk Assessment Report

E work base on Environmental Management Systems

Aspect & Impact Monitoring ReportJamaluddin M – QA Coordinator 14

OUT PUT

What is HSE Contribute?HS is contribute

to develop Safety plan.

E is contribute to develop Environmental plan.


Requirements•OHSAS

18001•PP 50 th

2012•Others

Specification•ISO

14001, •Proper,•Others

What shall HSE monitor?HS monitoring of

Incident performance◦ Near miss◦ First aid case◦ Medical treatment◦ Lost time injury◦ Fatality◦ Property damage◦ Employee illness◦ Etc.

E monitoring of Environmental performance◦ Air pollution◦ Nature resources◦ Energy◦ Legal compliance◦ Etc.


What is HS & E correlation?

HS & E have one goals. It is control of processes to warranty that processes will not built personnel injury and environmental defects.


Why QHSE Shall be integrated


We are agree :To achieve company objective with reduce nonconformity and prevent zero lost time injury in one mature system.

Section 2

PROCESS MODELISO 9001OHSAS & ISO 14001


Jamaluddin M – QMR 20

Managementresponsibility

Measurement,

analysis,

improvement

Resourcemanagement

Product

realization

Customer

Requirements

Customer

Satisfaction

QUALITY MANAGEMENT SYSTEM CONTINUAL IMPROVEMENT

Input Output Product

ISO 9001 – Quality Management System

OHSAS & ISO 14001


Generic Standards


OHSAS, ISO 9001 and ISO 14001 are generic standards.

Generic means that the same standards can be applied: to any organization,

large or small, whatever its product or service,

in any sector of activity, and

whether it is a business enterprise, a public administration, or a government department.

Generic standards


Generic also signifies that no matter what the organization's scope of

activity if it wants to establish a Occupational Health &

Safety Management System, OHSAS 18001 gives the essential features,

or if it wants to establish a quality management system, ISO 9001 gives the essential features

or if it wants to establish an environmental management system, ISO 14001 gives the essential features.

Processes, not productsProcesses affect final products or services.OHSAS gives the requirements for what to

enable an organization to control its OH&S risks and improve its OH&S performance in preventing personal injure and ill health.

ISO 9001 gives the requirements for what the organization must do to manage processes affecting quality of its products and services.

ISO 14001 gives the requirements for what the organization must do to manage processes affecting the impact of its activities on the environment.

Environmental Management System


ISO 14001 helps organizations to implement environmental management.

ISO 14001 is for environmental management. This means what the organization does to:

minimize harmful effects on the environment caused by its activities,

to conform to applicable regulatory requirements, and to achieve continual improvement of its environmental

performance.

Hazard Identification, Risk Assessment & Risk Control


• Conceptually similar to environmental aspects and impacts –target of management program(s)

• Much more detailed than 14001 approach

• Assessment must address:– routine and non-routine

activities– all personnel, including

contractors and visitors– facilities at the workplace,

whether provided by the organization or by others



• Methodology must be proactive– in advance of process/equipment

changes– allow engineering of hazard

controls during design– implementation of controls as

change occurs

• Success requires strong Management of Change (MOC) procedure



• Process overview– identification of hazards– evaluation of risks under current

controls– evaluation of the tolerability of

residual risk– identification of needed additional

controls• People are involved

– significant risks must be controlled

– individual behaviour is a significant factor

Section 3


Integrated Management System (IMS)• Concept model

Concept of integration

►ISO 9001:2008, ISO 14001:2004 & OHSAS 18001:2007 standards based on PDCA concept, therefore having similar structure:

Policy Planning Implementation and operation Performance assessment Improvement Management review

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Integrated Management Systems


Integrated Management system means what the organization does to manage its processes, or activities with combine some standards requirements in order that

its products or services meet the organization’s objectives, such as

satisfying the customer's quality & processes requirements,

complying to regulations, or save environmental

Various Standards

One Standards

Integrated Management Systems


To be really efficient and effective, the organization can manage its way of doing things by systemizing it.

Everyone is clear about who is responsible for doing what, when, how, why and where.

Integrated Management system provide the organization with an international, state-of-the-art model to follow.

Integrated is Processes, not products

Both OHSAS, ISO 9001 and ISO 14001 concern the way an organization goes about its work.

They are not product standards.

They are not service standards.

They are process parameters.

They can be used by product manufacturers and service providers.

Session 4

◦8 Principles Managements


8 Principles Management

(from ISO/TC176/SC2/WG15/N130 1997/05/29)

◦ Customer Focused◦ Leadership ◦ Involvement of People◦ Process Approach◦ System Approach to Management◦ Continual Improvement◦ Factual approach to decision

making◦ Mutually beneficial supplier

relationships

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Principle 1 : Customer Focus

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Have we understood customer’s requirements ?

"Organisations depend on their customers and therefore should understand current and future customer needs, meet customer requirements and strive to exceed customer expectations".

Principle 2 : Leadership

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"Leaders establish unity of purpose and direction of the organisation. They should create and maintain the internal environment in which people can become fully involved in achieving the organisation's objectives.”

• being proactive and leading by example,

• understanding and responding to changes in the external environment,

• establishing a clear vision of the organisation's future

• building trust and eliminating fear,• providing people with the required

resources and freedom to act with responsibility and accountability,

• inspiring, encouraging and recognizing people's contributions,

• promoting open and honest communication,

• educating, training and coaching people,• setting challenging goals and targets, and• implementing strategy to achieve these

goals and targets

Principle 3 : Involvements of People

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"People at all levels are the essence of an organisation and their full involvement enables their abilities to be used for the organisation's benefit".• accepting ownership and

responsibility to solve problems,• freely sharing knowledge and

experience in teams and groups,• deriving satisfaction from their

work, and• be enthusiastic and proud to be

part of the organisation

The application of a system of processes within an organization, together with the identifications and interactions

of these processes, and their management to produce the desired outcome, can referred to as the “process approach”.

PROCESS“set of interrelated or interacting activities

which transforms inputs into outputs

PROCESS“set of interrelated or interacting activities

which transforms inputs into outputs

INPUT OUTPUT

RESOURCES

CONTROLS

PRODUCT

PROCESS EFFECTIVENESS

Extent to which planned activities are realized and planned results achieved

PROCESS EFFICIENCY

Relationship between the result achieved and the resources used

Principle 4 - Process Approach

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Identifying, understanding and managing interrelated processes as a system contributes to the organization’s effectiveness and efficiency in achieving its objectives

ProcessA

ProcessB

ProcessC

ProcessD

R R

R R

I

I

I

CC

C C

I O

I

I

O

O

OI = INPUTO = OUTPUTR =

RESOURCESC =

CONTROLS

Principle 5 - System approach to management

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Principle 6 – Continual Improvement

Plan: establish the objectives and processes necessary to deliver results in accordance with customer requirements and the organization’s policies.

Do: Implement the processes.

Check: monitor and measure processes and product against policies, objectives and requirements for the product and report the results.

Act: take actions to continually improve process performance.

"Continual improvement should be a permanent objective of the organisation."

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Principle 7 : Factual approach to decision making

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"Effective decisions are based on the analysis of data and information.“

• taking measurements and collecting data and information relevant to the objective,

• ensuring the data and information are sufficiently accurate, reliable and accessible,

• analysing the data and information using valid methods,

Principle 8 : Mutually beneficial supplier relationships

"An organisation and its suppliers are interdependent, and a mutually beneficial relationship enhances the ability of both to create value.“

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• identifying and selecting key suppliers,

• creating clear and open communications,

• jointly establishing a clear understanding of customers' needs, improvement of products and processes,

• sharing information and future plans, and

• recognizing supplier improvements and achievements.

IMS Implementation Program

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Management Commitment Review policy & Objective Implement 8 Management Principles

IMS Team Assignment & Training

IMS Awareness Interpretation IQA Training

Document Review & Development

Procedure required Record required External document

Socialization and Implementation

Internal Audit Measurement & Analysis Corrective Action

Management Review

Policy & Objective

Audit & CPAR NC HandlingSupplier

performanceProgress last

reviewNext action

The EndThanks of your participation


Documents

Basic of Integrated Management System