Tarih: 24.07.2017 Pazartesi | Okunma Sayısı: 1037

ISO 14001:2015, ISO 9001:2015, OHSAS 18001:2008

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RAILWAY VEHICLE MANUFACTURING COMPANY INTEGRATED MANAGEMENT SYSTEM

(ISO 9001, ISO 14001, OHSAS 18001) APPLICATION

Abstract

Rising competitive conditions make the control necessary to control companies? risksin every area. Producing a qualitative product or giving a quality service is not enough for the companies, besides they should give respect to natural environment, the society and obtain a safe and healthy work environment for their workers. By this way, companies can improve their prestige in the sector. Applying Quality, Environment, Occupational Health and Safety Management Systems is the best way to have a control in those three different management areas. However, the difficulties encountered by organizations vary over the years, the activities in the supply chain become more complex in parallel with globalization, changes in the way businesses conduct business, increased expectations of customers and all parties involved, facilitating access to information and making the voice of today's society stronger. In this context, the ISO 9001 Quality Management System and ISO 14001 environmental management standards was published by ISO in September 2015. Ensure that management systems are integrated into the new revision in conjunction with the establishment of different and multiple management systems to ease the annex SL structure a draft that was created to make it attractive, more than one management system provides an opportunity for new concepts to overcome between. In this research, integrated quality, environment, occupational health and safety management systems are investigated with a railway vehicle production firm example. Quality, Environment and Occupational Health & Safety Management Systems necessary for their studies and to revise the influence of the sector have been revealed by research.

Keywords: İntegrated Management System, Annex SL, ISO 14001:2015 And ISO 9001:2015 Revision

1. INRODUCTION

In the world of information, technology and communication societies experiencing major advances and new developments in the field of competition has led to an economic race each day. To survive in the current world order in all sectors of production of goods and services appropriate to customer needs and expectations by providing can be achieved. This will only be possible through the implementation of Integrated Management Systems that target all stages from start-up to start-up, production, marketing and after sales services. It is now accepted that the sources of our ever-shrinking world are not infinite, that the environmental effects of our products and activities are not local and regional but global. This consciousness has brought along the need for environmental influences to be controlled by market forces rather than legal practices. In addition to meeting the expectations and needs of today's consumers at the highest level, today's consumers are demanding respect and respect for the neighborhood and the world they live in, and questioning this on the market. These developments have revealed the need for management systems that will enable businesses to control their interactions with the environment and to continuously improve their environmental performance and success. One of the most important human resource problems encountered in enterprises is that employees do not have a safe and healthy work environment. To ensure that the remediation measures are carried out effectively and that the expected benefits derive from the enterprise strategy adopted by an organization, it is recommended to use appropriate remediation measures and tools and remedies that help to accurately assess remediation results. Employees need to carry out planned and systematic work on occupational health and safety in order to achieve better competition conditions. Standards such as ISO 9001 and ISO 14001 have focused on quality and environmental management, while ISO 18001 has emerged as a separate standard for the provision of occupational health and safety in enterprises and continuous improvement and protection, and the human resources of enterprises are important in terms of ensuring quality efficiency and continuity.   

2. INTEGRATED MANAGEMENT SYSTEM

In the context of globalization, competition conditions first brought about the quality management system of ISO 9000. This standard, in short, contains the conditions that must be met in a workplace to satisfy the customer. ISO 9000 has attracted worldwide attention and has become an international identity. ISO 9001 is applied in different organizations all over the world [4]. Organizations with this certificate can trust each other and trade easily. However, the quality management system does not cover work safety and environmental aspects of production. The OHSAS 18001 and ISO 14001 standards fill this gap; In other words, it integrates the quality management system. Our production or service we offer to the market; If we want to satisfy our customers, minimize the number of business accidents and pollute the environment, we need to consider these three management systems. The commitment of the staff and management personnel of the companies is of great importance after the adoption of the standards [6]. ISO 9000, customer orientation, OHSAS 18001, employee orientation, ISO 14001, environmental awareness. All three together, increase our competitiveness and ensure the profitability of our organization. Nowadays, quality management system, safety management system, environmental management system, each organization at the same time social responsibility.  

2.1. Advantages of Integrated Management System for Companies

In this period, most companies are looking for integrated approaches to quality, environment, health and safety issues. Between the increasing adoptions of standards together with this integration (integration) the most practical step will be thrown on a prospective basis.

An integrated management system;

·         Reduces documentation costs by visibly reducing repetitions and time savings.

·         Removes conflicting responsibilities.

·         Education and development are facilitated.

·         Communication is easy.

·         Applications are optimized.

·      The integration of management systems makes it easier to focus on the most important issues in a company.

·         It can be shaped according to the needs of the organization; two or four systems can be integrated.

·         It is a management system that brings integrity to the concepts of quality, environment and work safety related to business.

·         Allows the requirements of the relevant standards to be met within the framework of the bureaucratic remote and process approach by reducing the documentation to a minimum.

·         Allows a reversal of a visible decline in the costs of companies [7].

3. REVISION of ISO 9001, ISO 14001 and OHSAS 18001

The International Standardization Organization (ISO) monitors standards every five years, revises them in line with needs and makes them useful for interested parties. The challenges that organizations face vary over the years, in line with globalization, the need to revise their operations in the supply chain to become more complex, to change the way businesses do business, to increase the expectations of customers and all parties involved, to facilitate access to information and to strengthen the voice of today's society. The ISO 14001 Environmental Management System standard, which was published by ISO in September 2015, was published by Turkish Standards Institution in January 2016 as Turkish Standard (TS EN ISO 14001: 2015) [8]. The revision of OHSAS 18001 has not yet been realized and will be revised in accordance with Quality and Environmental Management systems.

3.1. ISO 9001:2015 and ISO 14001:2015 Revision Differences

·         High level of adoption of the structure [9],

·    There is a clear requirement for a risk-based approach to promote a better understanding and implementation of the process approach [9],

·         There are fewer rules and conditions [9],

·         Less emphasis on documents [9],

·         Increased applicability for services [9],

·         There is a condition for defining the limits of the quality management system [9],

·         Emphasis on institutional structure [9],

·         Increased emphasis on leadership [9],

·         Greater emphasis on achieving desired outcomes to enhance customer satisfaction [9],

·         Determination of environmental conditions for the design and development processes of the product or service [9].

In particular, the 2015 edition emphasizes risk-based thinking that is clearly built into the entire management system. Risk-based thinking can be considered a positive aspect of risk. Acceptance of this term can increase customer confidence and satisfaction and ensure consistency of quality goods and services. In general, this new version aims to provide a more satisfying application and not just specific products, but also service-oriented [10].

3.2. Annex SL

For many years, ISO has set the standard for many management systems, ranging from quality and environment to information security, business continuity management and record management. Despite the common elements of the standards, the ISO management system standards are published in many different ways and structures. This lack of common structure causes some confusion and difficulties in the implementation phase. These confusion and difficulties led to the adoption of the Annex SL in ISO standards.

Initially established to coordinate compliance between ISO 9001 and ISO 14001, the Annex SL has been implemented for all management standards. Annex SL, a structure created to facilitate the integration of different management systems and make it easier and more attractive to establish multiple management systems, provides an opportunity to overcome new concepts among multiple management systems.

Annex SL was originally designed as ISO Guide 83, previously known as Annex SL, with the latest modifications. As all newly published management system standards will be in this structure, revisions of existing standards will be made according to this structure.

Annex SL is applicable to all management standards such as ISO standards, Public Specification Requirements (PAS) and Technical Specifications (TS). All standards, including the new ISO 45001 as well as the revised ISO 9001 and ISO 14001, will be based on the High Level Structure of the Annex SL.

3.2.1. High Level Structure

High Level Structure has been established with Annex SL, ie the main item numbers and titles can not be changed in the standard.

High Level Structure a structure consisting of 10 items and the items are as follows:

·         Article 1: Scope [12]

·         Article 2: Normative References [12]

·         Article 3: Terms and Definitions [12]

·         Article 4: Context of The Organization [12]

·         Article 5: Leadership [12]

·         Article 6: Planning [12]

·         Article 7: Support [12]

·         Article 8: Operation [12]

·         Article 9: Performance Evaluation [12]

·         Article 10: Improvement [12]

4. INTEGRATED MANAGEMENT SYSTEM APPLICATION

The applications of Integrated Quality, Environment and Occupational Health and Safety Management Systems have been applied in the scope of High Level Structure in a railway vehicle manufacturing company.

Article 1 - Scope:

The desired results from the Integrated Management System are stated.

Article 2 - Normative References:

Reference standards publications are included.

Article 3 - Terms and Definitions:

The Integrated Management System terms and definitions are detailed. Within the scope of this article, some of the newly added terms are as follows:

1)     Compliance Obligations: An organization that must comply with legal requirements, and you have to comply with that or any other that chooses to comply with legal requirements (mandatory requirements, voluntary commitments).

2)     Documented Information: Ready information for the control and maintenance of the establishment and the environment in which this area is located.

3)     Life Cycle: A product or service; from purchasing raw material, consecutive and interlinked stages from production to final disposal or from natural sources (life cycle stages, raw materials, design, manufacturing, transportation/Delivery, use, processing and final disposal end-of-life).

4)     Indicator: Operations, management, and representation of the conditions of a measurable condition or status.

5)     Related Parties: A decision or activity can affect or be affected by them yourself, or them the person or organization who might be affected (such as customers, communities, suppliers, regulators, civil society organizations, investors and employees).

6)     Risk: The effect of uncertainty.

7)     Performance: The process required to determine the value.

Article 4 - Context of The Organization:

Article 4, consists of four sub-items:

1)     4.1. Understanding the Organization and Its Context: Within this article, internal issues (personnel, salaries, resources, etc.) and external issues (climate, suppliers, customers, etc.) have been identified that affect the objectives of the establishment, its strategic direction and the competence of the Integrated Management System to achieve the desired results.

2)     4.2. Understanding the Needs and Expectations of Interested Parties: The needs and expectations of the related parties have been determined (contracts, complaints, praise), legal conditions have been determined within the scope of the activity of the organization, and compliance has been checked.

3)     4.3. Determining the Scope of the Integrated Management System: The Integrated Management System and defined the boundaries of the organization's internal and external issues, compliance obligations, within the framework of the scope of products and services has been identified.

4)     4.4. Integrated Management System: Inputs required for processes and projected outputs are determined.

Article 5 - Leadership:

Article 5, contains three sub-articles:

1)     5.1. Leadership and Commitment: An integrated policy has been established by the senior management, duties, powers and responsibilities have been determined and information has been given to ensure that all personnel are involved in the system. In this context, authorized personnel have been given and supported, and the process approach and risk-based thinking have been encouraged.

2)     5.2. Integrated Policy: Establishment of an Integrated Management System policy in line with its activities, objectives and content, objectives, compliance obligations and continuous improvement.

3)     5.3. Organizational Roles, Responsibilities and Authorities: By senior management roles, responsibilities and authorities are defined and communicated to the person concerned.

Article 6 - Planning:

Article 6, contains three sub-clauses:

1)     6.1. Actions to Address Risks and Opportunities: 

6.1.1. Activities for Risks and Opportunities: Using the PUKO Cycle shown in Figure (1), the risks for the purpose and activities of the foundation were identified and decisions were made on how to improve these risks.

 

Figure 1. PUKO Cycle

6.1.2. Environmental Aspects: Environmental aspects and environmental effects have been identified in line with the activities of the organization.

6.1.3. Compliance Obligations: Compliance obligations that need to fit into the organization has identified and documented knowledge.

6.1.4. Planning of Activities: Reducing the need for corrective action by determining what risks are, who, how and when they should be addressed.

2)     6.2. Integrated Management System Objectives and Planning to Achieve Them:

6.2.1. Targets: Measurable, traceable management system targets that are compatible with the Integrated Management System have been identified..

6.2.2. Planning Activities to Achieve Targets: Resource requirements are set for goals, when and how they are planned and how the results will be assessed.

3)     6.3. Planning of Changes: It has been determined how the plan should be planned if changes are required in the Integrated Management System of the establishment.

Article 7 - Support:

Article 7, contains five sub-clauses:

1)     7.1. Resources: Top management, commitment and planning after the establishment of management systems, maintenance is determined necessary resources for continuous improvement.

2)     7.2. Competence: The activities of the organization which will affect persons with the necessary qualifications (education, experience, etc.) to assess whether is appropriate and inappropriate subjects, the actions taken and the effectiveness of actions was evaluated.

3)     7.3. Awareness: The organization's Integrated Management System the duties and responsibilities of the persons involved in situations that do not comply with requirements are not fulfilled, and the compliance obligations in the absence of current significant environmental aspects and potential environmental impacts, etc.) awareness provided.

4)     7.4. Communication: Created internal and external communication of the Integrated Management System processes for their communication needs (the subject of communication, when to communicate, how to communicate with whom communication can be established) were determined.

5)     7.5. Documented Information: Depending on the size of the organization's activities and processes the information that should be documented (Integrated Management System Policy, environmental aspects, monitoring and measuring results, Management Review results of corrective action results, etc.) defined and have been established.

Article 8 - Operation:

This article is within the scope of the Integrated Management System requirements have been given. Planned and unwanted change (emergency etc.) all process of criteria and control methods necessary to manage (emergency intervention, administrative controls, etc.) besides, both supplied from outside, and processes within the institution are discussed.

Article 9 - Performance Evaluation:

Article 9, consists of three sub-items:

1)     9.1. Monitoring, Measurement, Analysis and Evaluation: The organization's activities within the scope of monitoring, measurement, analysis and evaluation conditions (product control, customer satisfaction, device calibration period, etc.) assessment methods, period, Designated and effectiveness have been evaluated.

2)     9.2. Internal Audit: With regard to the Integrated Management System, the organization has developed and implemented an auditing program including its own requirements, requirements of the standard, frequency, methods, responsibilities, planning and reporting. Audit programs and results are reported in a sustainable manner.

3)     9.3. Management Review: Top management of the continuous compliance with the Integrated Management System, is reviewing at regular intervals to ensure the accuracy and effectiveness. The revised status of the task from reviewing the previous management of the topics, the Integrated Management System concerning internal and changes in foreign issues, not compliant and corrective actions, monitoring and measuring results, test results, continuous improvement opportunities, decisions on all of the requirements for the necessary changes in the Integrated Management System .

Article 10 - Improvement:

Article 10, consists of two sub-items:

1)     10.1. Nonconformity and Corrective Action: In case of nonconformities arising under this article, nonconformities have been analyzed and their causes examined. Corrective actions have been made in accordance with these nonconformities and nonconformities have been eliminated by checking the conformity with the effects of nonconformities.

2)     10.2. Continual improvement: Within the scope of this article, the organization constantly improves the compliance with the integrated management system by analyzing the correctness, effectiveness and adequacy.

5. RESULTS

Thanks to the High Level Structure applied to the railway vehicle manufacturing company, the following effects have been observed:

·         The Quality, Environment and Occupational Health and Safety Management Systems have increased in terms of coherence and harmony.

·         Within the framework of the same basic text and common terms has created a unifying structure.

·         With the inclusion of employees in the system, the implementation of the system has become easier.

·         Incorporation of environmental issues into business strategies has created opportunities for sustainability.

·         Financial advantages are provided through efficient use of resources.

·         The need for documentation has decreased.

·         Improved environmental performance has reduced unnecessary expenses for the organization.

·         Integrated management system provides a competitive advantage.

REFERENCES

[1].    A. Górny, Management Systems in Production Engineering, 3, 106-111 (2014)

[2].    M. Dudek-Burlikowska, J. of Achievements in Materials and Manufacturing Engineering, 45(1), 89-102 (2011)

[3].    D.H. Stamatis, Failure Mode and Effect Analysis. FMEA from Theory to Execution, 2nd edition, (ASQ Quality Press, Milwaukee 2003)

[4].    A. Hamrol, Quality management with examples (Wydawnictwo Naukowe PWN, Warszawa 2005)

[5].    H. T.  Ingason,Best Project Management Practices in the Implementation of an ISO 9001 Quality Management System”, ScienceDirect, 2016, p.193.

[6].    C. T. Albulescuab, A. Drăghicia, G. Magdolna Fistişa, A. Truşculescua, “Does ISO 9001 Quality Certification Influence Labor Productivity in EU-27?”, ScienceDirect, 2016, p.285.

[7].    J. G. Sanz-Calcedoa,*, A.G. Gonzáleza, O. Lópeza, D.R. Salgadob, I. Camberob, J.M. Herrerab,” Analysis on integrated management of the quality, environment and safety on the industrial projects”, The Manufacturing Engineering Society International Conference, MESIC 2015.

[8].    (2017) Turkish Standards Institute (TSE) website. [Online]. Available: http://www.tse.org.tr/

[9].    (2017) International Organization for Standardization (ISO) website. [Online]. Available: http:// www.iso.org/

[10]. C. Chen, K. Anchecta, Y. Lee, J. J. Dahlgaard, A Stepwise Iso-Based Tqm Implementation Approach Using Iso 9001:2015, Management and Production Engineering Review, 2016, p.71.

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