Developing an Integrated QMS, EMS, OHSMS and EnMS for Organizations' Compliance

Developing a Generic Standard For Organizations’ Compliance : QMS, EMS, OHSMS, EnMS Prepared by: Fadzilah Mohamad Submission Date: 19-Aug-2013

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Table of Contents CHAPTER 1 ................................................................................................................................................ 4 INTRODUCTION ....................................................................................................................................... 4 1.1 1.2 1.3 1.4 1.5 1.6

Background of the Research ........................................................................................................... 4 Objective of the research ................................................................................................................ 5 Scope of the research ...................................................................................................................... 6 Importance of the research .............................................................................................................. 8 Limitation of the research ............................................................................................................... 9 Layout of the thesis ........................................................................................................................ 9

LITERATURE REVIEW.......................................................................................................................... 10 2.1 Introduction 2.2 Evolution Of Management System Standards 2.3 Quality Management System (Qms) 2.4 Environmental Management System (Ems) 2.5 Occupational Health And Safety Management System (Ohsms) 2.6 Energy Management System (Enms) 2.7 Integrated Management System (Ims) 2.8 Methods Of Integrating The Management Systems 2.9 Types Of Management Systems Integration 2.10Approaches For Integrating The Management Systems 2.11Critical Success Factors Of Ims Implementation 2.12Benefits Of Ims Implementation 2.13Barriers For Implementing Ims 2.14Conceptual Framework 2.15Conclusion

10 10 13 16 18 20 22 25 26 26 27 29 30 30 31

CHAPTER 3 .............................................................................................................................................. 33 METHODOLOGY .................................................................................................................................... 33 3.1 Introduction.................................................................................................................................. 33 3.2 Survey.......................................................................................................................................... 34 3.2.1 Design of the Survey ............................................................................................................ 34 3.2.2 Design of the Questionnaire ................................................................................................. 36 3.2.3 Instrument Validity and Pilot Study ...................................................................................... 36 3.2.4 Implementation of the Survey............................................................................................... 37 3.2.5 Data Analysis ....................................................................................................................... 37 3.3 EXPERT SAMPLING 38 3.3.1 Design of the Expert Sampling Instrument ............................................................................ 38 3.3.2 Implementation of Expert Sampling ..................................................................................... 38 3.3.3 Justification ......................................................................................................................... 38 3.4 Conclusion ................................................................................................................................... 38 REFERENCES 40

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CHAPTER 1

INTRODUCTION

1.1

Background of the Research The modern definition of quality extends beyond products/ services

specifications to encompass the requirements of a variety of stakeholders. Stakeholder requirements vary from ensuring employees‟ health and safety, sustainability, customer satisfaction, and transparency in organizational affairs to execution of business processes in a socially responsible manner (Muhammad Asif, Fisscher, Brujin, & Pagell, 2010) .These are the factors that obliging manufactures and suppliers to ensure all activities, products and services are complying with the requirements namely, quality, environmental and occupational health and safety. The energy is another element being stressed as the thirst is growing. Thus an Integrated Management System adaptation is favorable for companies. IMS do not have a specific International Standard for compliance. So does in the case of IMS practitioners. No database of IMS practitioners is available for referencing. However, we can observe that a few MSSs which seems to have increasing number of certificates issued namely Quality Management System (QMS), Environmental Management System (EMS), Occupational Safety and Health Management System Page 4 of 43

(OHSMS), Energy Management System (EnMS), Food Safety Management System (FSMS) and Information Security Management System (ISMS). Some of it is multiple certifications to the same companies. Australia, Denmark, Spain and Great Britain are among the countries that have developed national guidelines (Bernardo, Casadesus, Karapetrovic, & Heras, 2010). Even though there is no International Standard released by International Organization for Standardization (ISO), understanding the quest in the market, ISO has published a handbook on Integrated Use of Management System Standards. This book provides related methodology and are supported with a variety of case studies (Casadesus, Karapetrovic, & Inaki, 2011). The benefits and barriers are frequently discussed and shared to encourage IMS implementation in companies, especially by the practitioners in the field. Among the examples of benefits of IMS for the organization are cost saving, resources saving, energy saving and reduced paper works.

In contrast, the examples of barriers are the

lacking of top management commitment, internal organizational issues, resistance of employees and lack of human resources. In adapting MSSs, the implementation methods suggested are either sequential implementation or simultaneous implementation. Sequential implementation is recommended for those companies that already certified with multiple singular MSS certification. However, for those new companies, it is strongly suggested by the practitioners to apply simultaneous implementation, so that a unique MSS can be established which covers multiple MSSs requirement. 1.2

Objective of the research Companies‟ interest in managing product quality, resources, energy and

environment has developed somewhat separately, as has the interest of scholars and international(Giancarlo, 2005). Although interest in, and commitment to, quality is a widespread feature of all branches of manufacturing industry, the same cannot be said of interest in others i.e. environmental, occupational health and safety and energy. This is due to the concern of additional cost and resources that is required in managing them. Page 5 of 43

But, with the awareness that MSSs are tools that could support in strategic management of the elements required by the stakeholders, massive number of companies are pursuing for certifications. Hence, the objectives of this research are: i)

To assess the status of IMS implementation in the Malaysian manufacturing companies

ii)

To investigate the strategies for implementing IMS and its implementation in the Malaysian manufacturing companies

iii)

To propose the strategies for implementing IMS in the Malaysian manufacturing companies

1.3

Scope of the research The coverage of this study will be on generic standard/ framework of IMS

implementation in Malaysian manufacturing companies. The scope will be limited to: i.

Generic Standard/ Framework will mean a general guideline to support any companies that intends to pursue IMS implementation. This will include strategies of implementation i.e. Methods of integrating, types of integration, approaches of integrating, benefits and barriers, as well the Critical Success Factors (CSFs) that will contribute to the success of the IMS implementation.

ii.

Organization is referring to manufacturing. It is selected because the contribution of the sector is the second largest as reported in Figure 1.1. It reflects that manufacturing sectors is contributing 25.0 % to the GDP of Malaysia in 2013, which ranks it as the second largest contributor to the country‟s economy (Economic Planning Unit, 2013). Besides,

SME

Master Plan 2012-2020 is aiming towards internationalization of SMEs in Malaysia too, within the stipulated time period (National SME Development Council, 2012). iii.

The sample consists of companies with certification of a minimum two MSS within the range of QMS, EMS, OHSMS and EnMS. The trio is the Page 6 of 43

most common standard in Malaysia (MOSTI- Ministry of Science Technology and

Innovation;

MSAC-

Malaysian

Standards

and

Accreditation Council, 2011). The EnMS, though new, is significant to look

into.

The

Malaysian

Government‟s

National

Productivity

Corporation hosts an e-benchmarking database on energy efficiency, supported by the Department of Statistics and prepared in collaboration with industrial associations United Nations Industrial Development Organization (UNIDO). The database provides plant-level energyefficiency data and has led to the identification of potential energyefficiency savings of 40–45 percent in the cement and rubber industries, some of it requiring little investment (United Nations Industrial Development Organization, 2011). iv.

Malaysia is selected due to the sample companies are easily accessible since the researcher and respondent are locals, and obviously, the number research relating to MSS conducted in Malaysia are not much.

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Figure 1.1 Contributions by Industrial Sectors(Economic Planning Unit, 2013) 1.4

Importance of the research The percentage of companies reporting a positive effect is higher for the

organizations with multiple MSS certificates than for those with a single certificate(Casadesus et al., 2011). Malaysian organizations are paying more attention to the needs of management standards and best practices. It was also evident from the survey, systems integration is getting popular among the organization for example ISO 9001 being integrated with ISO 14001 and OHSAS 18001(Idris, Aziz, & Zailee, 2012). Therefore, it is advantageous exposure: i.

To review the present status of IMS implementation in the Malaysian manufacturing companies, since no updated data is available

ii.

To provide assistance and structured guidance to companies for implementing IMS and getting through the implementation

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iii.

To encourage more companies to adapt IMS so that the MSSs subscribed are holistically practiced in the organization

1.5

iv.

To recommend possible synergies within the MSSs being certified.

v.

As an additional literature on present business environment in Malaysia. Limitation of the research This study covers the manufacturing industries in Malaysia only and only four

MSSs, namely QMS, EMS, OHSMS and EnMS. The extent of integration will purely depend on the commitment, need, resources availability and readiness for a change within the organizations. The samples taken are from mainly from FMM2013 directory, where only registered members are listed. It will be more comprehensive to refer to Companies Commission of Malaysia, where any businesses in Malaysia are registered, in order to have better numbers of samples. 1.6

Layout of the thesis This thesis consists of five chapters as below stated:  Chapter 1 introduces the research background, objectives, scope, importance, and limitations of the research.  Chapter 2 explains detailed Literature Review Relating to the topic  Chapter 3 describes the Methodology to be applied to gain appropriate survey result of the research  Chapter 4 analyzes and discusses the result of the survey based on the data collected and compiled.  Chapter 5 concludes the finding in relation to the research objectives and suggests future research idea.

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Chapter 2

LITERATURE REVIEW

2.1

Introduction This chapter presents an overview of the Integrated Management System (IMS)

and the four elements that have been selected for the integration purpose. As to begin with, the definition of the Quality Management System (QMS), Environmental Management System (EMS), Occupational Health and Safety Management System (OHSMS) and Energy Management System (EnMS) are explained. Also explained are ways of integrating the management systems, types of integrations, approaches for integrating the management systems, frameworks of IMS, barriers and benefits of implementing IMS and the Critical Success Factors of IMS. Finally, a conclusion of this chapter is presented. 2.2

Evolution of Management System Standards The compliance and certification to Management Systems Standards (MSSs) are

voluntary. However, they are being emphasized as essential criterion towards business and corporate sustainability. From a corporate perspective, sustainability encompasses economic, environmental and social issues that have business implications (Muhammad Asif, Searcy, Zutshi, & Ahmad, 2011).In addressing the challenges of corporate Page 10 of 43

sustainability, such as rapidly changing market conditions, coordination of operations at a global level, and increased reliance on outsourcing, a number of MSSs have emerged to help managers to systematically address the key stakeholder requirements, which are published by International Organization for Standardization (ISO) and OHSAS Project Group- specifically on OHSAS18001-(Muhammad Asif et al., 2011). The ISO story began in 1946 when delegates from 25 countries met at the Institute of Civil Engineers in London and decided to create a new international organization „to facilitate the international coordination and unification of industrial standards‟. In February 1947 the new organization, ISO, officially began operations. Since the term 'International Organization for Standardization' would have different acronyms in different languages (IOS in English, OIN in French for Organisation internationale de normalisation), the founders decided to give it the short form ISO. ISO is derived from the Greek word “ isos”, meaning equal(International Organization for Standardization). The MSSs published by ISO includes general standards, sector specific standard and product specific organizational requirements (Romero, 2006). MSSs published by ISO are indexed with “ISO” acronym followed by an index number. Whilst, MSS on Occupational Health and Safety (OHS) was published separately, by the Group comprised representatives from National standards bodies, academic bodies, accreditation bodies, certification bodies and OSH institutions with the UK‟s national standards body, BSI Group, providing the secretariat ("OHSAS18001,"). Occupational Health and Safety Assessment Series (OHSAS) aims to certify an OHSMS that is able to create and maintain safe workplace conditions and protect employees from workplace injuries and illnesses(Fan & Lo, 2012). OHSAS 18001 is compatible with ISO9001 and ISO14001. With the introduction of the ISO 9001 Quality Management System standard in 1987, standards have been progressively developed for environmental management (ISO 14001), safety (OHSAS 18001), and corporate social responsibility (AA1000), to name a few. It is clear that new standards continues to emerge and existing standards is undergoing periodic updates(Rocha, Searcy, & Karapetrovic, 2007). For example, ISO50001:2011 Energy Management System (EnMS) is a newly launched standard, to Page 11 of 43

enable organizations to establish the systems and processes necessary to improve energy performance, including energy efficiency, use and consumption. Implementation of this International Standard is intended to lead to reduction in greenhouse gas emissions and other related environmental impacts and energy cost through systematic management of energy(Project Committee ISO/PC 242 Energy Management, 2011). Romero(Romero, 2006) have listed some examples of MSSs as shown in Table 1. This table has been edited to consist ISO launched standards. OHSAS18001is added on to this table as a general standard, since it also aims to certify an OHSMS that is able to create and maintain safe workplace conditions and protect employees from workplace injuries and illnesses(Fan & Lo, 2012). Table 2- 1: Examples of MSSs ISO9001 ISO14001 ISO50001 OHSAS 18001

ISO 22000 ISO/TS 16949 ISO 13485 ISO/TR 14061

General Standards Quality Management System (QMS) Environmental Management System (EMS) Energy Management System (EnMS) Occupational Health and Safety Management System (OHSMS) Sector Specific Food Safety Management System (FSMS) Product Specific QMS for Automotive QMS for Medical Devices EMS for Forestry organization

Consequently, the trend of certifications to management system standards is reflecting its significance in the present business world. Figure 1 below depicts the worldwide ISO certification trend. As of 2011, a number of 1,111, 698 certificates were issued on ISO9001 Quality Management System (QMS), 267, 457 certificates were issued on ISO14001 Environmental Management System (EMS) and a number 92, 302 certificates were issued on OHSAS18001 Occupational Safety and Health Management System(OHSMS). Besides, ISO50001 had 461 certificates issued worldwide within the same year of launching.(ISO Survey, 2012; OHSAS Project Group, 2012). These four MSSs are general standards. Other product specific standard like ISO/ TS 16949 QMS for Automotive product (20, 034 certificates), ISO13485 QMS for Medical Devices Page 12 of 43

(47, 512 certificates) and ISO22000 Food Safety Management System (19, 980 certificates) are product specific. Whilst, ISO27001 Information Security Management System(17, 509 certificates) are sector specific. The demand trend is also increasing. However, the number of certificates issued for these standards are lower probably due to the “limitation” of the standard in terms of products and sectors. Figure 2- 1: Trend of MSS Certification Worldwide

No. of Cerifificate Issued

1,200,000 1,000,000

800,000 600,000 400,000 200,000 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 1996 1995 1994 1993

Year ISO9001 ISO/TS16949

ISO14001 ISO22000

ISO50001 ISO27001

ISO13485 OHSAS18001

Source:(ISO Survey, 2012; OHSAS Project Group, 2012)

With this data, it is known that multiple standards are being adapted by many organizations. However, the extent of adaptation and implementation of Integrated Management System seems limited. No database of practitioners adapting IMS found for referencing. Based on discussion with local Management System Auditors, the database are maintained as single management systems since the certificate issued are meant for individual MSSs, even though the audit may have been carried-out as integrated audits.

2.3

Quality Management System (QMS) Page 13 of 43

Among the popular QMS standards, both in Malaysia and throughout the world as of 2011 are ISO9001 Quality Management System, ISO/ TS 16949 QMS for Automotive Products and ISO 13485 QMS for Medical Devices. However, based on the data, ISO9001 is the most popular with the highest number of certification recorded. ISO/ TS 16949 and ISO 13485 have lesser demand due to it is product specific. (ISO Survey, 2012). These standards are based on ISO9001 and added with specific requirement related to the product that it‟s‟ meant for. The purpose of the ISO 9000 standards is to assist organizations in all sectors and sizes to implement and operate an effective quality management system (QMS) (Wahid & Corner, 2009). However, motivation for the introduction of this standard differs considerably and is most often connected with demands, requested by customers in supply chains. Companies that implemented the standard keep asking the question whether it was worth it to maintain the quality system and what added value it brought(Piskar & Dolinsek, 2006) . Yet, companies or organizations that have seriously adapted and practically implemented the system are able to benefit from it in the long run. Among the key benefits discussed in literatures are summarized in Table 2 (Lourenco, Fonseca, & Mendes, 2012) below: Table 2- 2: External and Internal Benefits of QMS EXTERNAL BENEFITS

INTERNAL BENEFITS

Access to new markets

Improved productivity

Improved company image

Reduction for defective products

Improved Market Share

Improved quality awareness

Improved relationship and communication with the client Customer satisfaction

Definition of staff responsibilities and obligations Improved in delivery times Improved internal organization (Clarity of work procedures and documentation systems) Reduction of non-conformities Decrease in customer complaints Improved internal communication Improved product quality Improved competitive advantage

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Motivation of staff

In 2011, there are 1, 111, 698 certificates of ISO 9001 Quality Management System(QMS) released to 180 countries, of which 10, 757 was to Malaysia (ISO Survey, 2012). Even though it is indicating a drop of 1% compared to 2010, it demonstrates QMS acceptance by the organizations‟, besides the market saturation of QMS. In other word, this is an impression that most of the organizations world-wide have adapted to ISO9001 QMS, which also reflects that the significance of QMS implementation in organizations‟. QMS consists of five auditable clauses, namely as quality management system, management

responsibility,

resources

management,

product

realization,

and

measurement, analysis and improvement. All these clauses are linked in the ISO9001 model as illustrated in Figure 1 (ISO, 2000) Figure 2- 2: QMS Implementation Model

The purpose of ISO9000 standard is to assist organization in all sectors and sizes to implement and operate with an effective QMS (Wahid & Corner, 2009). However, the Page 15 of 43

motivation for the adaptation of QMS differs, most often connected to customers‟ demand, through the supply chain. But, as discussed by Franka Piskar and Slavko Dolinsek, the question that haunts the companies adapting QMS is, whether it is worth to maintain the implemented QMS and will there be any value added point, which it may bring to the organization in the nearest future. On the other hand, based on the financial indicators, it reflects that the QMS does bring effectiveness and efficiency to the business process(Franka Piskar; Slavko Dolinsek, 2006). ISO9000 comprise of 8 principles derived from collective experience and knowledge of international experts which are customer focus, leadership, involvement of people, process approach, system approach to management, continual improvement, factual approach to decision making and mutually beneficial supplier relationship (Burt, Dobler, & Starling, 2004).

2.4

Environmental Management System (EMS) Chernobyl Accident is one of the serious industrial disasters that will serve as a

good hint of the significance of EMS, where a nuclear-power complex had two explosions in one of the reactors, which blew-off 1, 000 tonnes of cover plate and the roof of the building. The accident occurred at 01:23am on 26April1986, due to fatal combination of design, illegal operation and unauthorized experiment. A land area of 23, 000km2 were heavily contaminated, followed by a large scale restriction of agricultural activities and mass evacuation of both urban and rural areas. Much of the land area remains as “Exclusion Zone” till today(Bell & Shaw, 2005). Besides the industrial environmental disasters, the ISO 14000 standards for environmental management systems (EMSs) emerged also, as a result of the negotiations at the Uruguay round of the General Agreement on Tariffs and Trade (GATT) and the 1992 Rio de Janeiro summit on the environment (SX Zeng; P Tian; Jonathan J Shi, 2005). Thus far, in 2011, a number of 267, 457 certificates of ISO14001 Environmental Management Standard (EMS) were released to 158 countries, of which 1, 934 were issued to Malaysian organizations too(ISO Survey, 2012). The ISO14001 standard provides an orientation for the establishment of EMS that can help firms to demonstrate publicly their commitment with the protection of the natural environment. It is based on three principles i.e. pollution prevention, continuous Page 16 of 43

improvement and voluntary participation (Bansal & Hunter, 2003)(Murillo-Luna & Ramon-Solans-Prat, 2008). An EMS is a tool for managing the impacts of an organisation‟s activities on the environment which provides a structured approach to planning and implementing environment protection measures(Chavan, 2005). ISO14001 is a widely-used EMS standard that provides a starting point for organizations looking to institute good environmental management practices and by which, if effectively implemented, may help the organization to continually improve environmentally and economically (Searcy, Morali, & Karapetrovic, 2012). Among the benefits of EMS are minimize environmental liabilities, maximize the efficient use of resources, reduce waste, demonstrate a good corporate image, build awareness of environmental concern among employees, gain a better understanding of the environmental impacts of business activities and increase profit, improving environmental performance, through more efficient operations(Chavan, 2005) The EMS implementation Model is as described in the Figure 2, which includes five (5) clauses: Figure 2- 3: EMS Implementation Model

i.

formulation and documentation of “Environmental policy”, Page 17 of 43

ii.

EMS “Planning” by assessing environmental aspects and impacts, and the necessary control measures, as well the identification of relevant legal and other requirements and its‟ evaluation of compliance. Based on this information, objectives, targets and environmental program shall be formulated.

iii.

EMS “Implementation and operation” is to allocate resources available as per the requirement in order to set-up an adequate EMS to the organizations‟ capacity and capability, as well setting the operational control, and internal and external communication channels

iv.

“Checking and corrective action” allows measurement of the performance based on the objectives, targets and EMPs set as well the evaluation of compliance performed.

v.

Management review phase is to review the result of the four (4) clauses by the top management, managers and key personnel‟s and to obtain feedback in order to proceed with continual improvement of environmental performances and EMS.

All these clauses are linked in the ISO14001 model as illustrated in Figure 2 above as a PDCA cycle. The purpose of EMS is to drive an organization towards an improved EMS performance in order to help companies to systematically identify and appropriately manage their environmental obligations and risk. Beside ISO14001, various EMS specific to the product types are available for adaptation e.g. ISO 14061 EMS for Forestry organization and Eco-management Audit Scheme (EMAS).

2.5

Occupational Health and Safety Management System (OHSMS) Global companies were facing safety risks. One of the worst industrial accidents

in the history is in Bhopal, India, where more than 40 tonnes of methyl isocyanides gas leaked from a pesticide plant, which immediately kills 3, 800 people and causing significant morbidity and premature death for thousands more. This disaster that happened on 3rd December 1984, affected Union Carbide‟s operation worldwide (Edward Broughton, 2005). After 25 years, despite more than 500 000 registered victims that have survived the tragedy, clinical studies have shown chronic illnesses in exposed Page 18 of 43

groups. Also, survivors continue to experience higher incidence of reported health problems(Mishra et al., 2009).This accident would have been one of the eye-opener for the initiation of OHSMS standard. OHSAS 18001, which was formulated by international certifying bodies with the basis in BS 8800 and first published in 1999, can be described as a de facto standard and is used as basis for certification of occupational health and safety management systems. (Tine Herreborg, Mellado, & Remmen, 2004). A number of 104, 480 certificates of OHSAS 18001 Occupational Health and Safety Management System Standard (EMS) were released to 144 countries, of which 237 certificates were released to Malaysian organization(OHSAS Project Group, 2012). The OHSMS implementation Model is as described in the Figure 3, which also includes five (5) clauses: Figure 2- 4: OHSMS Model

i.

formulation and documentation of “OHS policy”,

ii.

OHSMS “Planning” by developing methodology, identifying and assessing the hazard and determining the control methods as well the identification of relevant legal and other requirements and its‟ evaluation of compliance. Based on this information, objectives, targets and OHS program shall be formulated. Page 19 of 43

iii.

OHSMS “Implementation and operation” is to allocate resources available as per the requirement in order to set-up an adequate OHSMS to the organizations‟ capacity and capability, as well as setting operational control and the internal and external communication channels.

iv.

“Checking and corrective action” allows measurement of the performance based on the objectives, targets and OHS programs set as well as the evaluation of compliance performed.

v.

Management review phase is to review the result of the four (4) phases by the top management, managers and key personnel‟s and to obtain feedback in order to proceed with continual improvement OHS performance and OHSMS.

Among the benefits of OHSAS 18001 are improved company image, improved productivity and working environment, Risk reduction on occupational safety and health accidents and as a self- regulatory system in compliance with Occupational Safety and health act. Thus far, ISO have twice conducted ballot about whether to develop an ISO standard in OHS field and both times the proposals was voted down(Tine Herreborg et al., 2004). Communication regarding the development of OHSMS standard had been initiated again by BSI in February 2013, and again, ISO seek 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). NWIP had been accepted and ISO have formed Project Committee 283(PC283) to proceed with the development of the standard and estimated to release the finalized standard in 2016(BSI & ISO, 2013).

2.6

Energy Management System (EnMS)

Energy is embedded in any type of goods and is needed to produce any kind of service. Currently, the world‟s growing thirst for energy amounts to almost 96,000 meter 3 of natural gas, 1,000 barrels of oil and 222 tonnes of coal a second(BP2009) (Setti & Balzani, 2011). Furthermore, the increase in carbon dioxide concentration in the atmosphere generated by the use of fossil fuels leads to an increase of the greenhouse Page 20 of 43

effect that, in turn, causes climate change. This will impact food security, water availability, fish production, and global forests, ocean acidification and permafrost melting. Indeed, climate change caused by an increase of the CO2 concentration in the atmosphere might lead to devastating effects on humanity(Setti & Balzani, 2011). United Nations Industrial Development Organization (UNIDO) recognized the industry‟s need to enhance competitiveness while responding effectively to climate change and to the proliferation of national energy management standards. Thus, in March 2007, UNIDO hosted a meeting of experts from developing countries and emerging economies, nations that had adopted or were developing national energy management standards and representatives from the ISO Central Secretariat. That meeting led to submission of a formal recommendation to the ISO Central Secretariat to consider undertaking work on an international energy management standard (McKane et al., 2010). Among the MSS being discussed under this topic, ISO50001 is the latest, launched in 2011. Certification to ISO50001 is showing significance as a number of 461 certificates for ISO50001 Energy Management System (EnMS) were released to 32 countries within the same year of launching. However, Malaysian organizations are yet to obtain any certification to the EnMS standard (ISO Survey, 2012). The EnMS implementation Model is as described in the Figure 4, which also includes five (5) clauses: i.

formulation and documentation of “EnMS policy”,

ii.

Energy Planning by developing methodology, conduct the energy review and establish the baseline, energy performance indicators and determining the control methods as well the identification of relevant legal and other requirements and its‟ evaluation of compliance.

Based on the objectives,

targets and action plans necessary to deliver results in accordance with opportunities to improve energy performance and the organization's energy policy. iii.

EnMS “Implementation and operation” is to allocate resources available as per the requirement in order to set-up an adequate EnMS to the organizations‟ Page 21 of 43

capacity and capability, as well as setting operational control and the internal and external communication channels. iv.

“Checking and corrective action” allows monitoring and measurement of the processes and the key characteristics of its operations that determine energy performance against the energy policy and objectives and report the results.

v.

Management review phase is to review the result of the four (4) phases by the top management, managers and key personnel‟s and to obtain feedback in order to proceed with continual improvement of energy performance and the EnMS.(Project Committee ISO/PC 242 Energy Management, 2011)

Figure 2- 5: EnMS Model

2.7

Integrated Management System (IMS)

In order to implement an IMS, the organization must be subscribing for a minimum of 2 MSSs. An integrated management system is a management system which integrates all components of a business into one coherent system so as to enable the achievement of its purpose and mission(Farahani & Chitsaz, 2010) . The joint implementation and Page 22 of 43

registration of quality, environmental and occupational health and safety systems, among others, has opened the door to IMSs, which organizations are adopting as they find it more reasonable to integrate their MSs than manage them individually (Bernardo, Casadesus, Karapetrovic, & Heras, 2009; Douglas & Glen, 2000; Karapetrovic & Willborn, 1998; Zeng S X, Shi, & X, 2007). Organizations are having various definitions on IMS. Among those that have been reported are as shown in Table 1. Based on the articles and journals published in various libraries, integration of MS is a fashion among current MS practitioners. Also, to be noted is that different combinations of subsets are practiced in different organizations depending on the nature of activities, product and services. Table 2- 3: Main Reported Organizational Integration Definitions Source Garvin MacGregor associates Karapetrovic and Wilborn

Year 1991 1996

Griffith

2000

Suditu

2007

1998

Definition “[. . .] measure of the alignment or harmony in an organization” “[. . .] a single top level management “core” standard with optional modular supporting standards covering specific requirements” “[. . .] interrelated processes set sharing human and financial resources, information, materials and infrastructures aiming several objectives focus on stakeholders satisfaction” “[. . .] blend together quality, environmental and health and safety procedures in order to demonstrate externally the company commitment to deliver a product or service, improved environmental performance and better health and safety management” “[. . .] organizational structure, resources and procedures that support the planning, monitoring, quality control, safety and environmental activities of an organization”

Source: (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.

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Figure 2- 6: Venn Diagram of IMS (M Asif, Brujin, & Fisscher, 2008)

QMS

OHSMS

EMS

The Figure 2-6 above depicts Venn diagram that showing integration of QMS, EMS and OHSMS, the three common component of IMS (M Asif et al., 2008)

In present trends, the management systems are mushrooming and it is expected that the new management system would keep appearing. Therefore, a true IMS would be one that accommodates all existing management systems adapted by the organization and is capable of incorporating prospective management systems as well. The illustration will be as per the diagram shown in Figure 2-7 (M Asif et al., 2008). Figure 2- 7: Generic IMS Illustration

QMS Sector Specific Standards

Future Management systems

EMS

Convergence of individual management systems into one

Generic IMS

OHSMS

Although ISO have not established any IMS standard, the need for it is arising as more and more companies are obtaining multiple MSSs. The process of integration of Page 24 of 43

MSs is not itself “standardized”, for instance, by an international standard that addresses the best way to carry it out. There are, nevertheless, national guidelines by national bodies namely, SAI Global, Dansk Standard, AENOR and BSI(Bernardo et al., 2010). For example, British Standard Institution (BSI) introduced PAS 99, a Publicly Available Specification (PAS) for organizations that already have a combination of formal management system standards (such as ISO 9001, ISO 14001 and OHSAS 18001) to create the framework for integrating these within a single system, including auditing procedures, document control, risk management and performance improvement (BSI Management System). Also available as guide, a new ISO publication, namely a handbook on The Integrated Use of MSSs (International Organization for Standardization, 2008b), which provides related methodology supported by a variety of case studies (Casadesus et al., 2011).

2.8

Methods of Integrating the Management Systems

Since MSS were not developed simultaneously ( e.g. ISO 9001 came in 1987, ISO 14001 in 1996 and OHSAS 18001 in 1999), and there is no way of knowing which standards will appear in the future, they must be implemented one at a time (Karapetrovic, 2003). The process of integration of MSs is not itself “standardized”, for instance, by an international standard that addresses the best way to carry it out(Bernardo et al., 2010). Therefore, the implementation order of the IMS shall be set by the organization according to its culture and needs. The order may varies i.e. methods for implementing IMS may be performed through either sequential implementation or simultaneous implementation a) Sequential implementation i.e. the individual MSS is implemented as a single system. Then, it is integrated sequentially. For example, QMS is implemented, followed by EMS, then OHSMS. Upon completion of the three (3) MSSs implementation, review again the system to synergize and integrate them. b) Simultaneous implementation i.e. integrates the MSs simultaneously from the beginning. For example, when more than two (2) MSs need to be implemented concurrently- such as subsets of QMS and EMS, EMS and OHSMS, QMS and Page 25 of 43

OHSMS, QMS and EnMS, EnMS and EMS etc-, then, the MS shall be studied and aligned to the organizations‟ need prior to the implementation.(Jim Roughton, 1993; Karapetrovic S, 2002; Mohammad, Osman, Yusuff, & Ismail, 2005, 2006) 2.9

Types of Management Systems Integration

The types of MSs integration describe the degree of integration that an organization applies to its IMS (Muhammad Asif, Fisscher, Bruijn, & Pagell, 2010). There are 2 types of MS integration proposed by (Jorgensen, Remmen, & Mellado, 2006; Karapetrovic, 2003; Mohammad, 2006a; Tine Herreborg et al., 2004). Those are: a) Partial integration- This model consists in the integration of some common procedures from the three or more management systems. b) Total integration- This model goes beyond integration of common procedures and involves integration based in risk-based approach, process approach and continuous improvement. 2.10

Approaches for Integrating the Management Systems

The approaches of IMS have discussed in detail and summarized in the table below: Proposed approach The most cited sequence is the three (3) possible sequences based on the integration of QMSs and EMSs. The options are to establish:  the QMS first and the EMS second;  the EMS first and the QMS second; and  the QMS and EMS simultaneously. Four possible sequences as a function of the MSs that have already been applied in an organization and those that are required to be implemented:  QMS first, followed by the others.  EMS first, then the others.  QMS and EMS simultaneously first, subsequently the others.  Fundamental elements of the IMS first, any functionspecific subsystems after. Organizations that have established a QMS before an EMS, a possible strategy to integrate other MSs can be:  Integrate QMS and other MSs based on the “process approach” of ISO 9001.  Integrate EMS and other MSs based on the “PDCA model” Page 26 of 43

Researcher (Karapetrovic & Willborn, 1998)

(Karapetrovic, 2002)

(Karapetrovic & Jonker, 2003)

of ISO 14001.  Subsequently, join, align, and integrate these specific MSs A strategy for implementing ISO 9001 and ISO 14001 concurrently, with the following three elements:  methodology;  competitiveness during implementation; and  change effect on personnel.  Step-by-step. A sequential implementation of individual QMS, EMS, and OHSMS, and combining them into an IMS.  Implementation of an IMS. Covering these three areas (QMS-EMS-OHSMS) directly, a strategy applicable to organizations with no implemented MSs. Three types of IMSs consisting of QMSs, EMSs, and OHSMSs, namely:  Merged. In which EMS is combined with the existing QMS.  Conversion. Based on an established QMS with added EMS elements.  Engineered. In which QMS are integrated with EMS and OHSMS, taking advantage of the related synergies.

(Aboulnaga, 1998)

(Labodova, 2004)

(Griffith & Bhutto, 2008)

These approaches were also analyzed in determining the matter of implementation order (Bernardo et al., 2010). Singular sequential MS implementation methods are the most recommended because of its simplicity. Besides, to engineer a MSS into the established MS will save time and other resources. However, to get it right, the person that lead the IMS implementation of the organization need to have a good understanding of the MSSs, and the team will need to go through a comprehensive training session to develop their understanding and competency on the MSSs.

2.11

Critical Success Factors of IMS Implementation

Based on the studies carried out, five most critical success factors for IMS implementation have been identified(Mohammad et al., 2005; Mohammad, Osman, Yusuff, & Ismail, 2007). These were identified based on a questionnaire survey carried out during the research which were participated by 87 companies from Malaysia. Those are: a) management commitment and leadership, Page 27 of 43

Role of top management in terms of commitment, communication, support, resources and leadership is crucial and inevitable in the case of IMS. Top management‟s responsibilities begin as IMS begin in the organization because it is an on-going and eternal process which need strong support so that it can be successfully implemented, completed and maintained(Zutshi & Sohal, 2005). As part of the commitment and leadership, the top management must communicate the policy and objective to all level of organization. Besides, Management Representative and working committee (if necessary) shall be appointed. Their roles, responsibilities and authorities shall be clearly defined, documented and communicated(Technical Committee ISO/ TC176, 2008) b) education and training, Organizations have begun to realize that training is a tool not only for getting a better job performance , but also for creating organization-wide adaptability (Beckmerhagen, Berg, Karapetrovic, & Willborn, 2004) c) continual improvement, With an ongoing continual improvement to IMS framework, the use of IMS will have enormous benefits in the way organizations are able to manage their quality, environmental and OH&S responsibilities(Farahani & Chitsaz, 2010). d) performance measurement, With IMS, organization becomes a unified whole, with each function aligned behind a single goal (Farahani & Chitsaz, 2010). Thus, when processes are combined with a well defined model of strategic success, the measurement system can enhance the strategic management process by challenging the assumptions and the strategy itself (Bourne, Mills, Wilcox, Neely, & Platts, 2000). e) systems and processes Identify the gap in the intended systems and processes through a thorough gap analysis activity. Based on the result, prepare appropriate documentations that are compliant to the intended MSSs. Upon establishment of the formal documentation, communicate to the relevant process owners and interested

Page 28 of 43

parties. Then, plan a periodic internal audit to gauge the system and process performances.

2.12

Benefits of IMS Implementation

IMS is obviously a value-adding activity for any organization to adopt. It brings benefits and fortune to any organizations‟. The benefits are in terms of operational and financial and the fortune is terms of marketing and have been discussed widely and regularly among the researches. The benefits may be split in to a few categories such as cost saving, i.e cost saving by optimization of time and resources(CasadesÃs M; Karapetrovic S; Heras I, 2011; Jorgensen et al., 2006; Karapetrovic, 2003; Simon A; Karapetrovic S; Casadess M, ; Zutshi & Amrik S Sohal, 2005); integrated audits(Zutshi & Amrik S Sohal, 2005); cultural change i.e. integrated training and audits(Zutshi & Amrik S Sohal, 2005), holistic view(Zutshi & Amrik S Sohal, 2005), better employee morale(Simon A; Karapetrovic S; Casadess M, ; Wilkinson G; Dale B G, 1999); enhanced reputation i.e. better organizational image(Simon A; Karapetrovic S; Casadess M, ; Wilkinson G; Dale B G, 1999; Zutshi & Amrik S Sohal, 2005), improved documentation i.e. minimization of documents and records, and reduction of paperwork(CasadesÃs M; Karapetrovic S; Heras I, 2011; Casadesus et al., 2011; Jorgensen et al., 2006; Karapetrovic, 2003), and effective/ optimized operation i.e. reduced reworks and scraps activities(Sampaio, Saraiva, & Domingues, 2012), reduction of the environmental risk (optimization of raw material and energy consumption, which also reduce residues from production)(Sampaio et al., 2012), the reduction of health and safety risk(as processes are better understood the accidents probability decrease) (Sampaio et al., 2012), less waste(Wilkinson G; Dale B G, 1999), lower energy costs(Wilkinson G; Dale B G, 1999), operational benefits(Simon A; Karapetrovic S; Casadess M), improved customer satisfaction (Simon A; Karapetrovic S; Casadess M), better

resources

utilization

(Zutshi

&

Amrik

S

Sohal,

2005),

less

bureaucracy(CasadesÃs M; Karapetrovic S; Heras I, 2011; Jorgensen et al., 2006; Karapetrovic, 2003), effective strategic planning(Zutshi & Sohal, 2005) , enhanced communication(Zutshi & Sohal, 2005) and simplification of internal and external audits (Casadesus et al., 2011; Jorgensen et al., 2006; Karapetrovic, 2003). Page 29 of 43

2.13

Barriers for Implementing IMS

The barriers though less discussed, is also important to be considered in implementing IMS at any organization. Some of those discussed are lack of human resources(Simon A; Karapetrovic S; Casadess M), lack of expertise and consultant(Zutshi & Sohal, 2005); lack of government support(Simon A; Karapetrovic S; Casadess M), continually changing requirements and guidelines(Zutshi & Sohal, 2005), internal organizational issues i.e. departmentalization of function(Simon A; Karapetrovic S; Casadess M), lack of strategic planning(Zutshi & Sohal, 2005), lack of interest of individual concerns within the involved people(Simon A; Karapetrovic S; Casadess M), resistance from employees(Zutshi & Sohal, 2005), the need of fast reporting system(Zutshi & Sohal, 2005). These barriers are mainly addressing on resources provision which is vital and could only made available by a committed top management, despite provision of system that systematically designed to suit an organizations‟ operation. 2.14

Conceptual Framework

The proposed framework will be as shown in Figure 2.8. A generic policy shall be formulated by the management on all the four MSS proposed as to demonstrate Management Commitment. Then, at Plan stage, an initial assessment shall be carried-out individually. Based on the result, integrate the assessment methodology. Simultaneously, evaluate the compliance to Legal and Other Requirement(LOR) by the organization in line with the assessment methodology. This will provide overview of IMS and help to identify the gap. At the Do stage, proceed with necessary actions and integrate the documents adequately and appropriately. This will include manual, procedures; work Instructions, Standard Operating Procedures, Forms, LOR and others if any. 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. An Internal Audit shall then be planned, three to six months later, to review the adequacy of the new system implementation. This escalates the organization to Check stage. Findings shall be recorded and directed to the responsible parties. Corrective and Page 30 of 43

Preventive Actions shall be imposed to improvise the condition and prefereably eliminate the issues. Upon completion, data shall be gathered to report to the top management on the status of the IMS implementation in the organization through the Management Review meeting. Resources, training and other necessary requirements shall be highlighted to the management through this meeting. Continual improvement must be the goal of this meeting. The meeting minutes shall be documented and communicated to all relevant parties. .Figure

2.15

2- 8 Framework of QEEnHSMS Integration

Conclusion

In this chapter, QMS, EMS and OHSMS are obviously an interest of every party. ISO Survey 2012 result is obviously picturing the significance of MS certification. As understood, the glocalization activities are the driver that has brought a strong emphasis towards the IMS implementation. But, energy is embedded in any type of goods and is needed to produce any kind of service(Setti & Balzani, 2011). Therefore, the component of energy must be included as part of the IMS in order to control consumption and to Page 31 of 43

optimize the usage. The gap in the literatures is showing that EnMS have not been addressed in the integration. Thus, the below shown figure 6 will be the model to be addressed through this research. Figure 2- 9: QEEnHSMS Integration Model QMS

EnMS

EMS

OHSMS

Page 32 of 43

CHAPTER 3

METHODOLOGY

3.1 Introduction This chapter describes the methods and instruments used to complete this research. The overall procedures in conducting this research are detailed Table 3.1. It begins with the research objectives and scopes that have been identified and stated in Chapter 1. This is followed by detailed literature reviews on IMS and its related literatures published by various researches and academician worldwide and the methodologies applied in obtaining the result and finally arriving to a conclusion. The survey through a questionnaire is applied to obtain quantitative data. The steps applied starts with review of the existing questionnaire, editing, re-validation of instrument, and pilot study, conducting survey and finally analyzing the data‟s collected. Then, the collected data are analyzed and drawn out with a framework on strategies of implementing IMS by manufacturing companies in Malaysia. The framework drawn from this data will be justified through the application of purposive sampling through “expert sampling” opinion gathered. Table 3.1: Methods applied for data collection in relation to the objectives of the research No

Research Objectives To assess the status implementation in the manufacturing companies

of IMS Malaysian

Research Questions What are the profiles of the companies that have implemented IMS?

Data Collection Survey

What is the degree of IMS practice among the companies that have implemented IMS

Survey

Page 33 of 43

To investigate the strategies for implementing IMS and its implementation in the Malaysian manufacturing companies

To propose the strategies for implementing IMS in the Malaysian manufacturing companies

What are the strategies that have been used by the Malaysian manufacturing companies in order to implement IMS at their companies? How is the IMS strategies implemented in Malaysian manufacturing companies What should be the strategies for implementing IMS in the Malaysian manufacturing companies

Survey

Survey

Purposive samplingExpert opinion

3.2 Survey A survey is a system for collecting information from or about people to describe, compare, or explain their knowledge, attitudes and behavior which include setting objectives for information collection, designing the study, preparing a reliable and valid survey instrument, administering the survey, managing and analyzing the survey data, and reporting the results(Fink, 2003). Survey is applied in this research to obtain inputs on the research objectives stated below: i.

To assess the status of IMS implementation in the Malaysian manufacturing companies

ii.

To investigate the strategies for implementing IMS and its implementation in the Malaysian manufacturing companies

iii.

To propose the strategies for implementing IMS in the Malaysian manufacturing companies

3.2.1 Design of the Survey The design of the survey for this research will be initiated with a descriptive design. Descriptive design is used to explore the status of some phenomenon and to describe what exists with respect to the individual, group or condition(Edmonds & Kennedy, 2013). To be specific, in this research, it will be through the circulation of the updated questionnaire to the manufacturing companies that have been certified with more than Page 34 of 43

one Management System Standards based on FMM Directory 2013 as well the personal contacts of the researcher.

Survey Instrument

Sample

Target Respondents

PurposiveExpert sampling

• Prepare an updated questionnaire

• manufacturing companies • have more than one MSS certified • based on FMM2013 Directory and the researcher's personal contacts

• Management Representatives of the companies

• Result of the analysed data from the questionnaire survey to be revalidated through expert's opinion

Figure 3. 1: Survey Design The survey design is as described in Figure 3.1. The survey instrument being applied in this research is a questionnaire. The detail information about the questionnaire will be detailed in 3.2.2. The sample chosen are manufacturing companies with certification of more than two MSSs. The reason for selecting this sample is because: i.

FMM lists are a database of manufacturers that have registered with them as members. So, it is beyond doubt that the companies selected are manufacturer.

ii.

For companies certified to ISO standards, there is no database is available for companies applying IMS since the certificates issued are for individual MSSs.

iii.

Only when the companies have at least two MSS, then it can pursue for IMS. Furthermore, the focus of this study is on QMS, EMS, OHSMS and EnMS. Page 35 of 43

Thus, the sample company chosen must have minimum any of the MSS in the group. iv.

Targeted respondents of this survey are the Management Representative (MR) s. This selection is made because the MR is the champion of the MS of the companies. In all the MSSs being discussed in this research topic, the appointment of MR is compulsory as per the requirement of the International Standards.

v.

In Purposive sampling, the researcher selects individuals to participate based on a specific need or purpose. The variations of purposive sampling include snowball, expert and heterogeneity sampling.

3.2.2 Design of the Questionnaire The questionnaire is a updated version of an existing questionnaire that had been used in research previously(Mohammad, 2006b). The five step approach remained unchanged, which consist of Section 1- Company Background, Section 2- IMS Practice, Section 3- Strategies for Integrating the MSSs, Section 4- Reasons for Not Implementing IMS and Section 5- Barriers Towards IMS. Some updates have been done to the questionnaire. In Section 1, a question added on the year of establishment of the company. Then, the type of industry has been listed as per the European Accreditation (EA) codes. Also, in the list of QMS, ISO13485 and AS9100 added since those are new active standards in present trend. Two additional question rose were on EnMS implementation and adaptation to uncertified standards by the companies. In Section 2 and 3, the update is very minor. Section 2 added with more options on integration of MSSs. Whilst, Section 3 added with more selections on sequence of integration. The section 4 and 5 remained unchanged.

3.2.3 Instrument Validity and Pilot Study The questionnaire of this research is a validated questionnaire by previous author. However, due to the update done, instrument validity is still carried-out. For face validity purpose, the questionnaire was presented to two companies who are not Page 36 of 43

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 academician and practitioners who have knowledge on the subject matter. The content is accepted and agreeable. Subsequently, for pilot study purpose, the questionnaire was distributed to 50 respondents and still pending for reply. 3.2.4 Implementation of the Survey The chronology of the survey conducted is as per the Figure 3.2 below:

Prepared official cover letter explaining prepared a the purpose database of research of the and nonsample disclosure companies of the information received

Using email of protected softcopies and online survey to communicate with the respondents.

Figure 3. 2: Chronology of the Survey

3.2.5 Data Analysis Data gathered are to be analyzed using SPSS software……

Page 37 of 43

Tracking of of response through the email address of the respondents.

Compiled the response for data analysis

3.3 Expert Sampling The expert sampling is one of the purposive sampling techniques. It is a type of nonprobability sampling that is most effective when one needs to study a certain cultural domain with knowledgeable experts within. Though choosing the purposive sample is fundamental to the quality of data gathered, the reliability and competence of the informant must be ensured. It is critical to be certain of the knowledge and skill of the informant when doing purposive sampling, as inappropriate informants will render the data meaningless and invalid (Godambe 1982). The researcher must also be alert for possible biases on the part of the informant (Seidler 1974). (Tongco, 2007). 3.3.1 Design of the Expert Sampling Instrument

………………………………. 3.3.2 Implementation of Expert Sampling

…………………………………. 3.3.3 Justification

……………..

3.4

Conclusion

Page 38 of 43

Page 39 of 43

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