qeenhsms related literature reviews

7/28/2019 QEEnHSMS related Literature Reviews

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Title

An Investigation of the Research Relating To Management System Standards Published within1980 to 2012 The Integrated Management System- Quality(Q), Environmental(E),

Occupational Health and Safety(HS), and Energy(En)- Related Literatures

Keywords

Integrated Management System, Quality Management System, EnvironmentalManagement System, Occupational Health and Safety Management System and Energy

Management System,.

Abstract

This paper analyzes the literatures published between 1980 to 2012 on subjects and content

relating to integrations of management system standards, namely Quality, Environmental,Occupational Health and Safety, and Energy Management System related articles. Focus, Scopeand research methodologies applied in the articles published may differ according the field ofapplication and type of MSs being adapted. The research direction has also been attained.

Introduction

Compliance, conformance and certification to Management Systems (MS) standards are theessential criterion to sustain as a competitive organization, internationally, regardless of the fieldof the industries. Thus, various management systems are being adapted as demanded by

stakeholders. As of 31 December 2011, Quality Management System (QMS)- ISO9001:2008have been issued with 5, 657 certificates, Environmental Management System (EMS)-ISO14001:2004 have been issued with 933 certificates, and Occupational Health and SafetyManagement System (OHSMS)- OHSAS 18001:2007 have been issued with 532 certificates

(MOSTI- Ministry of Science_Technology and Innovation; MSAC- Malaysian Standards andAccreditation Council 2011). Whereas, the Energy Management System (EnMS)-ISO50001:2011 is newly launched. Thus, no certificate had been issued in 2011. However, thepurpose of the latter standard is to enable organizations to establish the systems and processesnecessary to improve energy performance, including energy efficiency, use and consumption.Implementation of this International Standard is intended to lead to reduction in greenhouse gasemissions and other related environmental impacts and energy cost through systematicmanagement of energy(Project Committee ISO/PC 242 Energy Management 2011).

MS standards relating to Q, E, OH&S, Corporate Social Reponsility, Social Accountabuility,Green house Challenge, Mineral Councils Code and many others have been continuouslystudied by researchers and various papers on IMS have been published. The objectives of thisstudy are to:

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a) Investigate the state of IMS by examining and listing various factors identified based onsurvey studies conducted and published in a variety of journals between 1980 and 2012.

b) Analyze the concerns identified through these articles to determine the trend of IMS and

recommend future direction for research.

Trend Analysis and Literature Review

The research was based on five (5) e-journal libraries, namely Springerlink, Scopus,Emerald Management Xtra(Emerald), IEEE Xplore Digital Library and ProQuest Dissertationand Theses. Thus far, it has been observed that MS and its integration related literatures aresignificant in Emerald. Thus, Emerald is selected as reference for this paper. 5 subsets of IMSwhich seems to be common in organizations are QH&SMS, QEHSMS, EHSMS, QEMS andIMS.

The graph below has been generated based on the data collected from Emerald. This

summarized data visualizes the fashion of IMS being practiced.

Figure 1: Trend of IMS Literatures

Reviewing IMS related literatures, the focus of the articles varies. The IMSImplementation Model have been discussed in various publications by (Muhammad Asif;CorySearcy; Ambika Zutshi; Niaz Ahmad 2011), (Paulo Sampaio; Pedro Saraiva; Pedro Domingues2012), (Paulo Sampaio; Pedro Saraiva; Pedro Domingues 2012), (Manfred Rentzsch; Ameli HR2000), (Brandao, Leonardo Sarlo et al. 2001), (Muhammad Asif; Olaf AM Fisscher; Erik Joostde Brujin; Mark Pagell 2010), (Merce Bernardo; Marti Casadesus; Stanislav Karapetrovic; InakiHeras 2012), (M Asif; Erik J De Bruijn; Olaf A M Fisscher 2008), (Rory Sullivan 2005), and(Jan Jonker; Stanislav Karapetrovic 2004).

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Some other researchers also wrote about the IMS Audits (Levine Steven P; Dyjack DavidT 1997), (Dr Andrew Rankine 2007) and (Wilkinson G; Dale B G 1999). MS ImplementationGuides were discussed by (Jim Roughton 1993) and (Brandao, Leonardo Sarlo et al. 2001).Benefits of IMS Implementation are discussed by (Paulo Sampaio; Pedro Saraiva; PedroDomingues 2012) and (Casadess M; Karapetrovic S; Heras I 2011). The IMS Implementation

Barriers and Challenges by (Paulo Sampaio; Pedro Saraiva; Pedro Domingues 2012) and(Wilkinson G; Dale B G 1999).

The IMS implementation models were developed according to the IMS sub-sets and theorganizations need of implementation. Some applies case study as a method of datacollection, while others applies questionnaire-survey method. These researches are beingcarried out and documented worldwide, throughout the regions- in Spain, Pakistan, USA,Britain, Australia, Norway, China, Brazil, Germany, Portugal and Malaysia-

Integration of management systems such as for quality, environment, occupational health

and safety, risk management, and corporate social responsibilities is a viable organizationalapproach to cost reduction, efficient utilization of resources, greater motivation of employees,and better compliance to social obligations and stakeholders requirements(M Asif; Erik J DeBruijn; Olaf A M Fisscher 2008). Some organization does include Social Accountability (SA),Greenhouse Challenge and Mineral Councils Code as part of the integration subsets.a) QHSMS

QHSMS is usually an interest of organizations whose product may have direct or indirectimpact on their employees. This has become the interest of organization due to significant legaland national requirements. Furthermore, customers and consumers are increasingly interested in

healthy products and services. Therefore, health has become a (potential) business value ofstrategic importance. Organizations in Western Europe are increasingly being confronted withthe financial impact of the effects of health on their business processes, and in particular with theever rising costs of disease, (sickness) absence and disability among their personnel. The costs ofnot managing health are increasing rapidly, due in particular to various economic incentives innational legislation (Gerard Zwetsloot; Frank Pot 2004).

b) QEHSMS

Wilkinson and Dale (1999) stated that most of the published work in IMSconcentrates on the integration of three management systems which are QualityManagement System (QMS), Environmental Management System (EMS) andOccupational Health and Safety Management System (OHSMS)(Mohammad,Osman et al. 2006).QEHSMS is a triplet which many companies in Malaysia are adopting now. Too often,management of Quality, Safety & Environmental (Q,S& E) responsibilities treats them asindependent functions within an organization. This trio has acquired an unpleasant name: TheGood, The Bad and The Ugly! Among the direct setbacks due to this practice are resources

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scarce and activities overlaps. Not only does the separation of quality, safety and environmentalcreate conflicts, but it also increases costs when each must be audited individually. Therefore, Q,S & E integration is essential in order to compete effectively in the market place and minimizethe likelihood of potential problems(Suarez-Garcia;Humberto 2001).

Furthermore, safety, health, and environmental factors have been emphasized in national

and international regulation and litigation. Safety, health, and environmental factors, too, aredelicate subjects for customers, employees and other stakeholders. Therefore, organizations thatchoose to pay closer attention to these basics would experience even more success on the way tocontinuous improvement. With the aim of meet these needs, MS standards such as ISO 9000,ISO 14000, and Occupational Health and Safety Advisory Services (OHSAS) 18000 have beendeveloped. Each system addresses single aspect of the subject matter that it is meant for i.equality in ISO 9001, environmental protection in ISO14001 or safety and health in OHSAS18001) (Iraj Mohammadfam; Gebraeil Nasl Saraji; Ali Kianfar; Shahram Mahmoudi 2013).Though ISO 50001 EnMS is new and less mentioned, it is partially addressed through ISO14001,

understanding and considering that energy management is a significant fraction of theenvironmental protection. This is usually with the interest of saving the energy by reducing theconsumption which will eventually result as cost saving (Leonardo Setti; Vincenzo Balzani2011).

On one hand, the role of such management systems in administrating activities due toorganizations policies and strategies is unquestionable, but on the other hand multiplicity ofsystems can cause difficulty and confusion of organizations, duplication, resource waste, policiesand goals conflicts. Thus, the integration of these management systems is obligatory.(IrajMohammadfam; Gebraeil Nasl Saraji; Ali Kianfar; Shahram Mahmoudi 2013)

c) EHSMSOn EHSMS, lessons from accidents in industries have influenced the demand of environmentand occupational health and safety practices. Acceptance of EMS and OHSMS, namelyISO14001 and OHSAS 18001, as an adaptation framework, and as best practices among thecompanies, allow companies to have systematic approach towards better implementation andadaptation of ISO 14001. EMS assists organizations in creation of structured mechanisms forcontinuous improvement in environmental performance and OHSAS 18001 OHSMS helpsorganizations in industrial operations that involve various occupational risks. ISO14001 sharesmany common traits with OHSAS 18001 and this has paved the path for the idea of an integratedmanagement system. Examples of industrial disasters that relates closely with EHSMS are theChernobyl tragedy and Bhopal tragedy, which was disastrous to environment and human

health and will remain in many minds who explore industrial disaster history.On December 3 1984, more than 40 tons of methyl isocyanate gas leaked from a pesticide

plant in Bhopal, India, immediately killing at least 3,800 people and causing significantmorbidity and premature death for many thousands more. The company involved in whatbecame the worst industrial accident in history immediately tried to dissociate itself from legalresponsibility ((Edward Broughton 2005). In addition to this, James L. Nash wrote in his article

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that Global companies face global safety risks. Thats one of the lessons learned after the 1984disaster in Bhopal, India, affected Union Carbides worldwide operations. In part, because of thisglobal risk, but for a variety of other reasons as well , health and safety professionals withinternational experience says, one of the most important recent trends sweeping, thoughsuccessful multinational companies is in the shift to a single safety management system, that

applies to all their operations throughout the world. While the example of Bhopal revealed therisks of safety failures, experts emphasize that taking a global approach to safety and health isntonly about avoiding problem. It also opens-up a wealth of opportunities to improve performance.(James L Nash 2005).

Another massive industrial disaster that can be quoted as a good example is theChernobyl nuclear power complex, which is now closed down and being decommissioned, islocated 100 km north-west of Kiev, close to the border of Belarus. The accident occurred at01:23 on 26 April 1986, resulting from a fatal combination of design fault and operation of anillegal and unauthorized experiment. There were two explosions in one of the reactors, which

blew off the 1000 tonnes of cover plate and the roof of the building (JNB Bell; G Shaw 2005).The consequences of deposition in the near-field were catastrophic, with some 23000 km2 of landbeing heavily contaminated, with subsequent large-scale restriction of agricultural activities andmass evacuation of both urban and rural areas. Much of this area remains restricted as anExclusion Zone to the present day, representing a large radioactive nature reserve. Close tothe reactor direct radiation damage killed trees, giving rise to the so-called Red Forest, whilefurther away abnormal accelerated growth morphoses of pine needles and oak leaves wereobserved (Savchenko, 1995) (JNB Bell; G Shaw 2005).

The study reveals that EHSMS -ISO 14001 and OHSAS 18001- certification can be usedas an active tool for promoting comprehensive organizational changes leading to sustainability

and health and safety development and value creation. (Samuel Petros Sebhatu; Bo Enquist2007).

d) QEMS

The QEMS study and management of industrial pollution has been a critical issue for society,since the early days of the industrial revolution. Some of the initial best practices of modernsupply chains, such as lean and just- in-time (JIT) manufacturing can be traced to Henry Fordsefforts to vertically integrate the automotive supply chain and organizational practices(JosephSarkis; Qinghua Zhu; Kee-hung Lai 2010). More organizations are embarking on ISO 14001 astheir initiatives towards green and sustainable organizations(Dr Mohd Azman Idris; Nor FaridahAb Aziz; Salliza Zailee 2012). However, companies, either through command and control

pressures put forth by various regulatory agencies or for proactive strategic advantage reasons,have started to address environmental issues as core management concerns. The central goal ofthese organizations in adopting environmental programs is to help them improve theirenvironmental performance, e.g., meet regulatory compliance requirements, and if possibleperform better on an economic basis (win-win situations)(Joseph Sarkis 2006).

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e) IMS

Organizations are having various definitions on IMS. Among those have been reported arshown in Table 1.Based on articles and journals published in various libraries, integration of MSis a fashion among current MS practitioners. Also, to be noted is that different combinations ofsubsets are practiced in different organizations depending on the nature of activities, product and

services.

Source Year Definition

Garvin 1991 [. . .] measure of the alignment or harmony in an organizationMacGregor

associates

1996 [. . .] a single top level management core standard with optional modularsupporting standards covering specific requirements

Karapetrovic

and Wilborn

1998 [. . .] interrelated processes set sharing human and financial resources,information, materials and infrastructures aiming several objectives focuson stakeholders satisfaction

Griffith 2000 [. . .] blend together quality, environmental and health and safety

procedures in order to demonstrate externally the company commitment todeliver a product or service, improved environmental performance andbetter health and safety management

Suditu 2007 [. . .] organizational structure, resources and procedures that support theplanning, monitoring, quality control, safety and environmental activities ofan organization

Table 1: Main Reported Organizational Integration Definitions

Source: Domingues et al. (2011d)(Table I quoted from (Paulo Sampaio; Pedro Saraiva;

Pedro Domingues 2012).

With these definitions, it can be summarized that IMS definition depends on extent of practice of

the integration of Management Systems in an organization.

Conclusion

In total, competitive advantage and sustainability is the aim through any managementsystem that is being complied. Based on the reviewed literatures, Quality, Environment andHealth and Safety are typically three (3) components of MS that is being integrated, though itvaries in subsets, depending on the organization needs and extent of integration performed.

Beside achieving excellent product quality that satisfies customers, consumers andstakeholders expectations, organization shall be mindful of the elements of environment, health

and safety in their activities, products and services such that they would be able to mitigate suchpotential industrial pollution and industrial disasters. Furthermore, environmental, health andsafety standards are emphasizing on the identification of legal and other requirements pertainingto their activities, products and services as well the evaluation of the compliance level to suchrequirements in order for the organization to gauge their compliance level and prepare forcontinual improvement.

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Currently, the worlds growing thirst for energy amounts to almost 1,000 barrels of oil,96,000 cubic meters of natural gas, and 222 tons of coal a second (BP 2009). Obviously, theseresources will not last forever and we also know that their use is causing severe damages to theEarths climate as well as forcing ambiguous and unfair international policies. Finding a solutionto these interconnected problems is a challenge of utmost difficulty, but also an extraordinary

opportunity since it offers a unique chance to become more concerned about the world in whichwe live and the society we have built up (Armaroli and Balzani 2010).(Leonardo Setti; VincenzoBalzani 2011).

Management commitments are also the major concern of the QMS- ISO9001, EMS-ISO14001, OHSMS- OHSAS 18001 and EnMS-ISO50001, in achieving the effectiveness of theimplemented MS. In addition to this, when multiple MS are implemented, each MS is a singularstandard. The extent of integration of MS through documentation and operational adaptation alsohave role to play. Thus, these are the concerns that need to be watched in present and futureresearch activity. QEEnHSMS is a subset -QMS- ISO9001, EMS-ISO14001, OHSMS- OHSAS

18001 and EnMS-ISO50001- of IMS, which has not been researched and explored.Guidelines for the implementation of individual management systems, such as QMS,EMS, and OH&SMS do exist but there is no formalized standard, such as one developed byInternational Organisation for Standardisation (ISO), for IMS. (Muhammad Asif; Erik J deBrujin; Olaf AM Fisscher; Cory Searcy; Harm-Jan Steenhuis 2008)

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References

Brandao, F., W. Leonardo Sarlo, et al. (2001). "Samarco integrated managementsystem." Quality Congress. ASQ's ... Annual Quality Congress Proceedings:

726-738.Casadess M; Karapetrovic S; Heras I (2011). "Synergies in standardized

management systems: Some empirical evidence." TQM Journal 23(1): 73-86.Dr Andrew Rankine (2007). "Health and Safety, Environment and Quality Audits: A

Risk-based Approach." ProQuest Science Journals 26(7): 74.Dr Mohd Azman Idris; Nor Faridah Ab Aziz; Salliza Zailee (2012). "The Adoption of

Management Systems Standards & Best Practices in Malaysia (Current andFuture Trend)." Nan Yang Business Journal.

Edward Broughton (2005). "The Bhopal Disaster and its Aftermath: A Review."Environ Health 4(6).

Gerard Zwetsloot; Frank Pot (2004). "The Business Value of Health Management."55: 115-124.

Iraj Mohammadfam; Gebraeil Nasl Saraji; Ali Kianfar; Shahram Mahmoudi (2013)."Developing the Health, Safety and Environment Excellence Instrument."Iranian Journal of Health Sciences& Engineering 10(7).

James L Nash (2005). "Managing Global Safety: The Power of One." ProQuestDissertations and Theses 67(9): 28.

Jan Jonker; Stanislav Karapetrovic (2004). "Systems Thinking for the Integration ofManagement Systems." Emerald 10(6): 2004.

Jim Roughton (1993). "Integrating Quality Into Safety and Health Management."ProQuest 25(7): 32.

JNB Bell; G Shaw (2005). "Ecological Lessons from the Chernobyl Accident." ScienceDirect- Environment International 31(6): 771-777.

Joseph Sarkis (2006). "The Adoption of Environmetal and Risk Managementpractices: Relationships to Environmental Performance." Springer link 145:367-381.

Joseph Sarkis; Qinghua Zhu; Kee-hung Lai (2010). "An Organizational TheoriticReview of Green Supply Chain Management Literature." Science Direct-International Journal of Production Economics 130: 1-15.

Leonardo Setti; Vincenzo Balzani (2011). "Road Map Towards an Integrated EnergyManagement System in Italy." Springer link 22: 55-64.

Levine Steven P; Dyjack David T (1997). "Critical Features of an AuditableManagement System for an ISO9000- Compatible Occupational Health andSafety." ProQuest 58(4): 291.

M Asif; Erik J De Bruijn; Olaf A M Fisscher (2008). "Corporate Motivation forIntegrated Management System Implementation."

Manfred Rentzsch; Ameli HR (2000). "Integrated Management System(IMS) in Smalland Medium Enterprises." ProQuest Dissertations and Theses 2: 269.

Merce Bernardo; Marti Casadesus; Stanislav Karapetrovic; Inaki Heras (2012)."Integration of Standardized Management Systems: Does the ImplementationOrder Matter?" Emerald/ International Journal of Operations & ProductionManagement 32(3): 291-307.

Mohammad, M., M. R. Osman, et al. (2006). Strategies for implementing IntegratedManagement System (IMS): The experiences of three Malaysian

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manufacturing companies. 11th World Congress for Total QualityManagement. Wellington, New Zealand: 1-8.

MOSTI- Ministry of Science_Technology and Innovation; MSAC- Malaysian Standardsand Accreditation Council (2011). "Annual Report 2011- Taking STANDARDSMALAYSIA to the Next Level."

Muhammad Asif; Erik J de Brujin; Olaf AM Fisscher; Cory Searcy; Harm-Jan Steenhuis

(2008). "Process Embedded Design of Integrated Management Systems."Emerald 26(3): 261-282.

Muhammad Asif; Olaf AM Fisscher; Erik Joost de Brujin; Mark Pagell (2010)."Integration of Management System: A Methodology for OperationalExcellence and Strategic Flexibility." Springer link 3: 146-160.

Muhammad Asif;Cory Searcy; Ambika Zutshi; Niaz Ahmad (2011). "An IntegratedManagement System Approach to Corporate Sustainability." Emerald 23(4):353-367.

Paulo Sampaio; Pedro Saraiva; Pedro Domingues (2012). "Management System:Integration or Addition?" Emerald 29(4): 402-424.

Project Committee ISO/PC 242 Energy Management (2011). Energy ManagementSystems- Requirements with Guidance for Use.

Rory Sullivan (2005). "Code Integration: Alignment or Conflict?" Springer- Journal ofBusiness Ethics 59: 9-25.

Samuel Petros Sebhatu; Bo Enquist (2007). "ISO 14001 as a driving force forsustainable development and value creation." Emerald 19(5): 468-482.

Suarez-Garcia;Humberto (2001). "Quality, Safety and Environmental SystemsIntegration." ProQuest Dissertations and Theses 70(11): 56.

Wilkinson G; Dale B G (1999). "Integration of Quality, Environmental and Health andSafety Management Systems: An Examination of the Key Issues." ProQuest213(3): 275.

Prepared by: Fadzilah Mohamad (HP120004), FPTP15Apr2013

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