Complementary Link Between Quality and Environmental Management Systems and Business Performance

Purpose – The purpose of this paper is to propose a generic model of Integrated Management System of Quality, Environment and Safety (IMS-QES) that can be adapted and progressively to assimilate various Management Systems, of which highlights: ISO 9001 for Quality; ISO 14001 for Environment; OHSAS 18001 for Occupational Health and Safety. Design/methodology/approach – The model was designed in the real environment of a Portuguese Organization and 160 employees were surveyed. The rate response was equal to 86 percent. The conceived model was implemented in a first phase for the integration of Quality, Environment and Safety Management Systems. Findings – Among the main findings of the survey the paper highlights: the elimination of conflicts between individual systems with resources optimization; creation of added value to the business by eliminating several types of wastes; the integrated management of sustainability components in a global market; the improvement of partnerships with suppliers of goods and services; reducing the number of internal and external audits. Originality/value – This case study is one of the first Portuguese empirical researches about IMS-QES and the paper believes that it can be useful in the creation of a Portuguese guideline for integration, namely the Quality Management Systems; Environmental Management Systems and Occupational Health and Safety Management Systems among others.

Consumers and stakeholders have rising concerns over product quality and environmental issues, and therefore, quality and environmental management have become important topics for today’s fashion products manufacturers. This chapter presents some empirical evidence of the adoption of quality management systems (QMS) and environmental management systems (EMS) and their impact on fashion and textiles related firms’ supply chain efficiency. Although both management systems are commonly adopted in the manufacturing industries and becoming a passport to business, their actual impacts specifically on the fashion supply chain have not been explored. By investigating the adoption of ISO 9000 (a quality management system) and ISO 14000 (an environmental management system) in the U.S. fashion and textiles firms, we estimate their impact on manufacturers’ supply chain performance. Based on 284 publicly listed fashion and textiles manufacturing firms in the U.S., we find that fashion and textiles firms operating cycle time had shortened by 15.12 days in a five-year period. In the cross-sectional analysis, the results show that early adopters of ISO 9000 and high-tech textiles related firms obtained more supply chain benefits. We only find mixed results of the impact of ISO 14000 on supply chain performance.

Beaches are basically managed mirroring user’s perception and normative requirements to obtain performance standards or distinctions made on well-known Quality Management Systems and/or Environmental Management Systems. However, when these systems are used in the management of these natural public goods, present practices do not fit with the Ecosystem Approach Strategy (EA) launched by United Nations at the end of last Century. To overcome this reality, an application of the Ecosystem-Based Management System (EBMS) was developed recently as a formal way to practice this approach at the beach social-ecological system. The EBMS is a stepwise process that combines environmental quality and risk management system theory with the EA principles. The EBMS is composed of three interactive pillars: Managerial, Information and Participatory. The Managerial pillar is the “engine” of the EBMS, following the classical Plan-Do-Check-Act managerial policy scheme. As a part of the Planning phase, a factual approach to decision making is suggested: DEMA (DEcision-MAking) tool. DEMA is a formal prioritization tool intended to help managers to determine, based on a social cost-benefit analysis and the vision established for a particular social-ecological system, which projects should be the first. DEMA uses risk management theory to decide what future activities should be selected in the policy cycle to avoid those identified risks that could impede us to get the desired vision for the beach under management. DEMA is using a framework of indicators related to the identified ecosystem services given by these systems, valuating and rating them to further prioritization of actions.

Panacea, common sense, or just a label?: The value of ISO 14001 environmental management systems

PurposeThis article aims to evaluate the integration level of a quality management system (QMS) and an environmental management system (EMS) in a tire manufacturer and propose a guide to evaluate the integration of these systems in companies.Design/methodology/approachThe methodological strategies used in this research were literature review; and case study, with interviews to verify professionals' perception about benefits from integration. Data from interviews were analyzed through Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS).FindingsThe results showed that the studied company has a simple level of integration, observing only some low intensity benefits. Thus, it was recommended that the company partially integrate its management systems (MSs) before evolving into something more complex. The literature and the findings of case study were used as basis for proposing a guide to evaluate MS integration.Originality/valueLessons learned throughout the study and the suggested guide can support other companies to assess the integration level of their QMS and EMS. Thus, the findings presented here can be useful for researchers and managers.

In this article, the authors describe the main aspects of the formation of integrated management systems based on the draft GOST R ISO 9001-2015 «Quality management systems. Requirements», GOST R ISO 14001-2016 «Environmental Management Systems. Requirements and guidance for use», GOST R ISO 45001-2020 «Occupational safety and health management systems. Requirements and guidelines for use» and STO Gazprom 9001-2018 «Quality management system. Requirements». Algorithms for the formation of an integral management system are given. In this article, the authors use statistical data and analysis of the results of the internal audit of system management in the process of forming an internal management system.

Since 2007, the pipeline industry has experienced a large increase in pipeline construction. Construction inspections performed by the Department of Transportation (DOT) Pipeline Hazardous Materials Safety Administration (PHMSA) have revealed numerous quality issues. These inspections, coupled with several pre-commissioning pressure test failures, first year in-service failures, and other material and construction problems, brought construction quality to the attention of the oil and gas pipeline industry. A proven method for improving quality in other industries is through the implementation of a quality management system (QMS). One widely accepted QMS used across industries is ISO 9001. Additionally, several QMS standards specific to the oil and gas industry have been developed. Due to the uniqueness of pipeline construction projects, PHMSA solicited proposals in 2013 for a research and development project titled, “Improving Quality Management Systems for Pipeline Construction Activities” which was awarded to and co-funded by DNV GL. This paper describes the QMS framework for pipeline construction activities and an accompanying guidance document developed by DNV GL. The framework and guidance document are intended to assist pipeline operating companies and contractors in the development and implementation of a company-specific QMS, with a goal of elevating the focus on quality to the level of safety. The framework adopts a risk-based, process approach, as defined in other QMS and management system documents, and follows the plan-do-act-check methodology. The QMS framework is designed to be scalable for a wide range of pipeline construction projects, including liquid and gas transmission pipelines and gas distribution lines. The framework includes the general management system components, as well as specific sections on implementation of a QMS for a pipeline construction project. The QMS framework and guidance document developed are intended to be used either as a stand-alone management system or as the quality component in a company’s corporate management system.

Over the last 25 years, the construction industry has embraced quality management systems (QMS). More recently, environmental issues and health and safety legislation have introduced additional dedicated control procedures: environmental management systems (EMS) and health and safety management systems (H&SMS). Systems, in particular those used for quality management, have been widely accused of being bureaucratic, arduous, paper driven and of questionable value to construction management. The genuine need is for improved systems that enable a contracting organization to control the key management functions of quality, environment and safety with maximum effectiveness and minimum bureaucracy. The findings presented in this paper show that a forward‐looking approach can bring together these individual functions within an integrated management system (IMS). This allows an organization to move away from traditional vertical and separate management systems towards a single cross‐functional horizontal system that can benefit both the corporate and the project organizations. The idea of an IMS for quality, environment and safety has only recently emerged within the UK construction industry. A small number of UK contracting organizations are, therefore, at the forefront of both national and international developments. Based on a questionnaire survey of 12 UK contracting organizations, this paper examines the purpose, characteristics, properties and intent of a single system approach, or IMS for quality, environment and safety, and considers its role within and it significance to contracting organizations.

Over the last 25 years, the construction industry has embraced quality management systems (QMS). More recently, environmental issues and health and safety legislation have introduced additional dedicated control procedures: environmental management systems (EMS) and health and safety management systems (H&SMS). Systems, in particular those used for quality management, have been widely accused of being bureaucratic, arduous, paper driven and of questionable value to construction management. The genuine need is for improved systems that enable a contracting organization to control the key management functions of quality, environment and safety with maximum effectiveness and minimum bureaucracy. The findings presented in this paper show that a forward‐looking approach can bring together these individual functions within an integrated management system (IMS). This allows an organization to move away from traditional vertical and separate management systems towards a single cross‐functional horizontal system that can benefit both the corporate and the project organizations. The idea of an IMS for quality, environment and safety has only recently emerged within the UK construction industry. A small number of UK contracting organizations are, therefore, at the forefront of both national and international developments. Based on a questionnaire survey of 12 UK contracting organizations, this paper examines the purpose, characteristics, properties and intent of a single system approach, or IMS for quality, environment and safety, and considers its role within and it significance to contracting organizations.

PurposeBy exploiting the relationships between Six Sigma and quality management systems (QMS) based on the ISO 9001 standard, this paper proposes a set of guidelines to combine and integrate both approaches in a systematic way. The guidelines are organised into integration topics, and each one is linked to the clauses of the ISO 9001 standard they refer to.Design/methodology/approachBased on the literature review, Six Sigma and QMS based on the ISO 9001 standard are thoroughly discussed and compared and beneficial synergies between them are identified. Based on this study, and to take advantage of the compatibilities and logical linkages between both approaches, guidelines for the integration of Six Sigma with the ISO 9001 requirements are developed.FindingsBenefits resulting from the integration of Six Sigma with a QMS based on the ISO 9001 standard are mutual. The integration guidelines proposed in this paper provide a framework to unify process management practices, enhance the effectiveness of continual improvement efforts, facilitate the identification, evaluation and selection of Six Sigma projects, align the quality objectives defined for the QMS with Six Sigma project goals, establish relationships between the roles of a Six Sigma program and those inherent to an ISO 9001 QMS, and demonstrate how internal quality audits and management review benefit from a Six Sigma program.Research limitations/implicationsThe integration models and guidelines herein proposed can be further expanded to include other relevant normative references, particularly environmental management systems (ISO 14001) and safety and health management systems (OHSAS 18001).Originality/valueThe set of guidelines proposed in this paper is original and will be of practical value to the increasing number of organisations adopting a process‐model for the ISO 9001 standard, that seek to incorporate Six Sigma principles, practices, methods and tools within their QMS. The guidelines cover a wide spectrum of relevant activities that usually take place in the context of both initiatives. In addition, because each guideline is accompanied by the identification of the applicable clauses of ISO 9001, they provide a useful framework to develop, implement, maintain, and improve a QMS in parallel with a Six Sigma program.

Numerous manufacturing and service organizations have integrated or are considering integration of their respective occupational health and safety management and audit systems into the International Organization for Standardization-based (ISO) audit-driven Quality Management Systems (ISO 9000) or Environmental Management Systems (ISO 14000) models. Companies considering one of these options will likely need to identify and evaluate several key factors before embarking on such efforts. The purpose of this article is to identify and address the key factors through a case study approach. Qualitative and quantitative comparisons of the key features of the American Industrial Hygiene Association ISO-9001 harmonized Occupational Health and Safety Management System with The Goodyear Tire & Rubber Co. management and audit system were conducted. The comparisons showed that the two management systems and their respective audit protocols, although structured differently, were not substantially statistically dissimilar in content. The authors recommend that future studies continue to evaluate the advantages and disadvantages of various audit protocols. Ideally, these studies would identify those audit outcome measures that can be reliably correlated with health and safety performance.

Editorial comment This chapter on quality management systems looks at the ISO 9000 standards that have been applied in the construction industry in many countries over the last few years. While the way that ISO 9000 standards are applied to the construction process and the general issues associated with quality management systems are discussed, this chapter takes a slightly different approach to quality systems in the construction industry. The chapter outlines the development of an integrated quality and safety management system. The system uses the ISO 9000 standards and the twenty clauses that make up that standard, however it shows how the standards can be developed and applied for safety management in the construction industry.

Colombia has strengthened regulations to ensure standardized food safety and quality in bovine slaughterhouses. To this end, the Ministry of Health and Social Protection designed to empower INVIMA, as the governing and coordinating authority for the operation of the Official Meat Inspection, Surveillance and Control System. This regulation aims to evaluate the technical conditions of infrastructures, slaughter processes and quality and safety assurance systems. in the rationalization of public animal slaughtering facilities (PASFs). This study aims to promote easy-to-implement methodological practices to improve health and safety compliance in 47 cattle slaughterhouses. Sanitary profiles were designed based on the HACCP system and in accordance with Colombian regulations. Scores were established for the infrastructure, sanitary and environmental characteristics of the PASFs through the application of the Leopold Matrix as a monitoring system. The results indicate 32% of slaughterhouses comply with minimum requirements, with significant deficiencies in equipment and waste management systems. There was evidence of scarce equipment, in addition, they do not have an efficient quality and safety management system to ensure the slaughter processes. Multivariate analysis revealed that 70-90% of slaughterhouses fail to meet minimum standards established by Decree 1500 of 2007 and its modifications. It was shown that this methodology allows the establishment of a model for monitoring, follow-up, and assessment of compliance with the minimum requirements of HACCP plans and local regulations.

The sugar industry's contribution towards the production level is a substantial negative externality and “trade-off” caused by the industrial sector due to trade-off on the environmental front and genuine concern. This chapter is application-oriented to a precise environmental management system in a simple way of demonstration in a combination of enhancing management systems like recycling, reusing, green chemistry, energy and quality management system, acceptable housekeeping practices. This environmental management system reinforces a holistic approach with different data survey cross-check list in the manufacturing industry. Methods used are in a qualitative and quantitative to: 1. Interview schedule method, and 2. Calculate net savings and payback, saving cost, and environment advantages per year. EMS in developed countries like India is still in the rudimentary stage.

Guidelines for the integration of certifiable management systems in industrial companies