José Pedro Teixeira Domingues

Analysis of integrated management systems from various perspectives

This article compiles the main topics addressed by management systems (MSs) literature concerning MSs integration by performing a systematic literature review. In this paper, it is intended to present the main limitations of non-integrated management systems (IMSs), the main motivations driving an IMS implementation, the major resistances faced, the most common resultant benefits, the suitable guidelines and standards and the critical success factors. In addition, this paper addresses the issues concerning integration strategies and models, the integration levels or degrees achieved by an IMS and the audit function in an integrated context. The motivations that drive companies to integrate their management subsystems, the obstacles faced and the benefits collected may have internal or external origins. The publishing of standards guiding companies on how to integrate their management subsystems has been done mainly at a national level. There are several models that could be used in order to support companies in their management subsystems integration processes, and a sequential or an all-in strategy may be adopted. Four audit typologies can be distinguished, and the adoption of any of these typologies should consider resource availability and audit team know-how, among other features.

How to succeed in the digital age? Monitor the organizational context, identify risks and opportunities, and manage change effectively

Abstract Due to the dynamic and inter-connected internal and external environments of the present digital age, organizations are faced with increased challenges to achieve enduring success. After reviewing the major management theories with an organizational focus, and the changes brought with the new ISO 9001:2015 Quality Management Systems International Standard Edition, the hypotheses that to succeed in the digital age organizations must monitor the organizational context, identify risks and opportunities, and manage change effectively, are presented. A worldwide survey was carried out among IRCA registered auditors concerning ISO 9001:2015 certified organizations, and by using a quantitative methodology (sample normality was confirmed through Kolmogorov-Smirnov test and the hypothesis were tested by using Pearson correlation coefficient). The results of this research highlight the need to properly monitor the organizational (internal and external) context and identify the key issues that affect the organizations ability to deliver quality products and satisfy their customers and key stakeholders, and to plan, design, implement and control change in an effective and timely manner. These results support the notion that organizations should adopt appropriate organizational models for the present digital age, with emphasis on knowledge management and horizontal customer perspectives, willing to scan the environment, identify risk and opportunities and take timely and suitable actions.

Integrated versus non-integrated perspectives of auditors concerning the new ISO 9001 revision

The process of integration of management systems is being unfolded by a great deal of companies nowadays. A crucial feature of it relates with the audit function and the integrated perceptions of the auditors. This issue is of utmost importance if one takes into account the remarkable effort developed by ISO in the last revisions (2015) of the ISO 9001 and ISO 14001 standards aiming at the standards integration by adopting a common high level structure, identical core context, and common terms and common definitions. The available drafts of the new ISO 45001 standard suggest the same effort. This paper aims, within a global research study on ISO 9001:2015, to report the integrated versus non-integrated perspectives of auditors concerning the new ISO 9001 revision based on the results from a survey conducted among IRCA auditors. It is intended specifically to assess if the perceptions from the auditors holding several certifications are different of those from the auditors that hold solely the QMS certification. Results suggest that the auditors holding several certifications foreseen more benefits from this new revision, i.e., auditors with a wider integrated perspective rate systematically higher the different dimensions assessed in this survey.

Latest developments aiming an integrated management systems tool focusing maturity assessment

Integrated management systems (IMS) widespread among companies due to the release, by international entities, of management sub-systems implementation standards. The integration level achieved by the IMS varies from company to company. Rating the integration level is crucial information. Maturity models have been implemented in several business, product development and in management sub-systems context in order to guide the company to an ultimate excellence level. An IMS maturity model development is, currently, aimed by researchers and a real need in companies. It is intended in this paper to report the efforts that are being made and the methodologies that are being followed to develop such a model. Additionally, it is also intended to present a preliminary model version.