Continuous I In Managing Health And Safety, Along With Quality And Environmental Considerations

IntroductionOrganizations today, in asset to ensuring node satisfaction and loyalty, must as well as demonstrate to its broader stakeholders a incorporate strategy which punctuates amicable, environmental and wellness and natural rubber concerns. It should demonstrate commitment to continuous purifyment in the focus of the health and asylum device, and triming environment of their employees and should take into account the environmental intrusion of the agate line operations and its every last(predicate)ude upon the communities and society.A businesss operation in term of what it produces should also be responsible, hence legislation concerning health and asylum at work, environmental protection and prohibiting the use of substances hazardous have been endue in place. Government and other regulatory bodies for instance, health and Safety executive (HSE) and the surround Agency (EA), have also been set up to find out enforcement of these regulations. Stakehold er expectations with regards to the organisations corporate responsibility in respect to the above legal requirements has boastful in recent years and also incorporates factors much(prenominal)(prenominal)(prenominal)(prenominal) as, corporate image, the account of the organisation and warlike advantage. Numerous circumspection standards including ISO 9001 (1994), ISO 14001 (1996) and OHSAS 18001 atomic tot up 18 throw away in place to deal with these requirements. Each of the standards outlines the requirements for counsel outline of ruless to enable organisations to mince or eliminate its health and safety and environmental risks and to continu bothy ameliorate its mental process and the tonus of its product, work and operations. The move towards an integration strategy for an memorial tablets direction systems has largely arisen because of Stakeholders expectations of continuous returns, increasingly stringent legislation and greater market demands (Griffiths, 2000).This essay discusses how an plaque washbasin improve its performance in monetary value of health and safety, and environmental and sociable shock absorber by adopting a contribute prime(a) attention strategy. It lead further discuss how the fall flavour guidance system should integrate the aforementioned fictitious character standards to fulfil a integrated trouble system.Importance of Integrating health/Safety, Environment and Social Concerns in Business OperationsThe benefits of an in force(p) corporate strategy in improving health and safety measures, and environmental and social impact involve an improved financial performance and turnover for an governance. Secondly, it can improve an organizations relations with its outdoor(a) stakeholders including investors and community, which can subsequently give better opportunities for it to access capital (Scheme, 2012). Thirdly, much(prenominal)(prenominal) a strategy is fair for employee relations and can enable a favorable corporate assimilation (Scheme, 2012). Continuous improvement can also enhance risk management capabilities or an organization. Lastly, it could foster stronger relations with legal regulators (Scheme, 2012).One of the reasons that make a corporate strategy with health, safety, social and environmental concerns at its core authorized for a businesss performance is the growing prevalence of social media (Truist, 2012). Such a corporate strategy can help a company create a confirmative image (Truist, 2012). Moreover, much(prenominal) a strategy can enable an organization to engage with its audience/customers in ways beyond its products or services (Truist, 2012). Another benefit of such a corporate strategy is that it fosters a supreme relationship of an organization with judicatures (Truist, 2012). Companies who continually improve their operation and and then have a positive social perception are better positioned to cope up with government regulators (Tru ist, 2012). On the other hand, an organization can be faced with a bad public image which can have significant impact on its financial and business performance in case it fails to administer these management issues.It has run very important for organizations to implement and accredit with case, health and safety systems and environmental due to the increasing pressure from their internal and various external stakeholders. These include governments and regulatory bodies, local communities, customers, players, and suppliers and business partners. However, organisations require gigantic amount of resources to implement and maintain of such systems or to make changes to vivacious ones. This whitethorn have a direct affect on the imbue line of the business corporations. Accreditation with type standards and acquiring certifications can incur strong exists. If in-house expertise is not available many companies may need the services of external consultants to assist them in a dhering to such graphic symbol standards. These costs, for many refined or medium sized businesses can therefore be prohibitive. regardless of this, organisations have to face the demands of their various stakeholders to attend a positive encounter with them. These issues greatly affect what firms decide and what they do. Continual improvement to the complete customer satisfaction implies that business corporations should aim at a localise where they undertake the requirements of prime(prenominal) in terms of environment and safety standards in accession to product and service quality.It can be critiqued here that adhering to full(prenominal) quality standards has better pay off in long term and thus quality does not incur additional costs. Philip Crosby supports this view in his work titled as step is Free (1979). The book turned a light on for many of its readers. The book contended that contrary to the common perception, quality does not add any costs to a product. In deed adding quality is a break-even proposition at its least and highly profitable at its best since quality always pays off in the long tolerate (Crosby 1979). During the 1970s and 1980s when Crosby proposed this contention, corporate strategies were mainly focused on tasks such as achieving efficiency in manufacturing or improving sales. Corporate managers by and large had low priority for quality cogitate issues and similarly lacked experience in such matters. This entire period was slackly marred by neglect of quality. However, quality in its various forms has become an integral part of the contemporary day organizations and an important corporate agenda due to the highly warring business environment and increased social awareness.Customers nowadays are assessment brands more and more based on how these have been sources and produced (De Oliveira Matias and Coleho, 2002). This has implications for a childlike array of factors that affect the overall quality of various b usiness processes. These include the quality of the goods/services and business functions, and the overall these operations in terms of environment, workers health and safety and ethical standards. The growing influence of these factors is a breach away from just economic sustainability towards economic, social and environmental sustainability. There is generally more awareness regarding how business entities treat the environment and workers. In a step further, a large segment of the consumers are taking these factors as benchmarks for judging the quality of goods/service produced by corporations (Schema, 2012). With the growing popularity of such wider interpretations of quality standards, companies are required to integrate quality related management systems (and related certifications) in their corporate strategy. steering SystemsAdherence to note Management Systems (QMS) such as ISO 9001 and ISO 9004 can be considered as a starting point for improving quality. This can the n be extended to systems related to the environment, social responsibility and occupational health and safety through systems such as ISO 14001 and/or EMAS, SA 8000, and OHSAS 18001 respectively. Adherence to these standards can be accompanied by the evolution of the model of quality through a shift from simple quality control system towards a Total Quality Management (TQM) come out (Matias and Coelho 2002). TQM, is an integrative school of thought of management for continuously improving the quality of products and processes (Ahire, 1997). This philosophy is aimed towards continuous improvement in all processes.Total Quality ManagementTQM system was put forth by Dr. W. Edwards Deming (Deming 1986). He proposed that by adopting appropriate practices of management, businesses can improve quality while reducing costs (due to the reducing in waste, rework, module attrition and litigation). According to him, in order to increase quality and boil conquer costs simultaneously, bus inesses would have to practice continual improvement and consider manufacturing as a system rather than bits and pieces (Reilly 1994).Deming proposed 14 points as a example for chemise of organizations from the present style of Western management to a total quality culture. These points can form principles for continuous development in various business aspects including health and safety, and social and environmental responsibility. The points do not show much as an action plan but more of a philosophical code for management. These fourteen points areCreate constancy of purpose. conform to the tonic philosophy. Cease dependence on inspection to achieve quality End the practice of awarding business on the basis of outlay tag. Improve constantly Institute training on the job. Institute leaders Drive out fear Break down barriers between departments come about slogans, exhortations, and targets for the work force asking for zero defects Eliminate work standards, fireman leadershi p Eliminate management by objective. Substitute leadership. Remove barriers that preen the worker of his right to pride of workmanship. Institute a vigorous curriculum of education and self-improvement. Put everybody in the company to work to accomplish the transformation.(Deming 1986)Organizations can implement such a management system to ensure continuous improvement in managing health and safety, along with quality and environmental considerations.Quality Management SystemFor realizing this management philosophy, the implementation of a formal Quality Management System (QMS) is a desirable objective. To address these specific corporate goals, organizations try on accreditation to specific standards. The ISO 9000 is one such standard which comprises of a set of of the essence(p) elements that enable the design and implementation of quality management systems (ISO 9001. Generally, the application of these standards will raise the abilities of a company for instance improving p erformance of operations, reputational value, undercut costs, and supplier and sub-contractor selection. Along with the fundamental requirement of quality, many organizations now essay to achieve and demonstrate to their stakeholders a sound environmental performance, by curtailing the impact from their activities, products and services on the natural environment. These environmental issues are considered in the ISO 14000 Standards (Standards for the environmental Management Systems). These standards, (quality and environment) emphasize on the importance of similar managerial aspects such as covering fire management commitment, leadership and continuous improvement in performance. Moreover, the OHSAS 18001 standard aims to assist organizations in management and control of their health and safety risks and in the overall improvement of the OH&S performance. Organizations with quality and environmental management systems, which are certified, or aspire to ISO 9001 and ISO 1400 0 standards certification should in addition incorporate a system of management of health and safety such as OHSAS 18001. A strong commitment to these standards can conjure up to a complete corporate strategy by amalgamating all these ternion standards into an integrated management system (IMS).Integrated Management Systems (IMS)An IMS is the organisational social structure, resources and procedures used to plan, monitor and control project quality, safety and environment (Griffith 1999). Other definitions are comprehensively exact in Wilkinson and Dale (2000).The case for integration of the three standards described for quality, occupational health and safety and the environment is now widely discussed in literature and IMS is increasingly seen as part of the organisations management portfolio. There are several requirements and points that are common to the three management systems, such assystem requirements, leadership (management responsibility), management of resources, management of processes, system implementation and monitor and measuring(Griffith, 1999)These three sets of standards con be combined under a common underlying principle of continuous improvements based on Demings (1982) TQM cycle of Plan-Do-Check-Act. Furthermore, these three sets of standards can share the same managerial resources such as (1) system financial support, (2) business process records, (3) corporate policies, (4) project planning, (5) managerial responsibility, (6) strategy implementation, (7) management controls, (8) communication standards and systems, (9) audits, (10) conformity, among others. With regards to leadership, these standards require process leadership from the realise management in order to allocate maximum responsibility to the top management. Regarding prevention, these standards demand the identification of preventative actions for the mitigation of potential non-conformities. Concerning continuous improvements, these standards underscore the imp rovement of management system in a continuous manner. The structure of OHSAS 18001 has been developed to advance compatibility with the quality management (ISO 9000) and environmental management (ISO 14000) systems. This compatibility eases the integration of the three systems in the organization.Benefits of IntegrationAn organization may attain a number of tangible and non-quantifiable benefits from the implementation of an integrated management system.In term of operable management, IMS ensures that the daily operations are being performed effectively without the need for high direct management intervention and input, thereby freeing up of management time to concentrate upon tactical issues and focusing on strategic management. close making processes are improved as the IMS provides up-to-date information from a single source. It achieves improvement in resource utilisation through diminution in the duplication of processes and procedures and the time spent in the review of d ocumentation this accomplishes a tangible cost benefit, as opposed to the duplication of apparent movement required for three totally different systems. An integrated system also provides for a higher level of management control than is the case for the management of develop systems. An integrated system overseen by a single person, who has an overview of all the operations of the company and can provide input into the development of the overall goals and objectives of the organization, thereby making it easier to implement changes, rather than the restricted, functional go about in fulfilling individual systems objectives.The implementation of an integrated system can also lead to enhanced communications in the organization. By delivering effective IMS training programs, confusion can be avoided that may result in contradictory messages being conveyed through the separate system training programs. wherefore employees at all level across different departments can deputize idea s and expertise in the same manner and utilise the same approach.As a tangible benefit, organisations can realise a positive cost benefits through efficient operational processes and procedures and improved resources utilisation. By keeping the overheads down through these improvements, organisations can maintain market share and achieve competitive advantage. With regards to reputation and corporate image, organisation may also undergo enhancement social perception, as having an IMS demonstrates environmental and social responsibility. In addition to the positive cost benefits illustrated above, another direct cost benefit that can be achieved by integration is in the internal and external audit requirements. dissociate management systems require each individual system to have separate internal and external audits. However, since the procedures are amalgamated in the integrated system, this good reduces this requirement. Further, by focussing on issues pertaining workers occ upational health and safety, for example, through the intensification of worker job satisfaction can lead to an increase in productivity which can imply greater efficiency and financial revenue for the organization. fitted management of occupational health and safety would, thus, also bring a positive influence in shareholder interest and, consequently, in the organizations suppliers, providing more opportunities for business. Moreover, benefits are also to accrue at the level of product compliance and conformity, bringing satisfaction to customers and a reduction of scrapped significant with the implied environmental benefits. One can thus conclude that all the elements provoke in the organization would be satisfied.Difficulties in Integration of SystemsThe actual systems of organizations may seem to be sufficient and work well and integrating new approaches in business operations and corporate strategy can queer the structure and reliability of the current arrangements that may have the support of all within the organisation. The IMS can become over centralised and over-complex and lack the flexibility to consider local needs and constraints, thus leading to employers and employees becoming unconvinced by what they see as a worsening of this scenario under integration. Organisational photograph to against change can cause unforeseen consequences during the integration implementation. Furthermore, whilst IS0 9000, the quality management standard and ISO 14001 the environment standard are internationally recognised and certifiable, OHSAS 18001 the occupational health and safety management systems specification, though certifiable, is not internationally recognised. health and safety and environmental management are often underpinned by fairness whereas quality management system requirements are in the main, established by stakeholder requirements (IOSH, 2012)ConclusionsNowadays, it has become important for business organizations to engage with its stakeholders as part of its corporate strategy. Understanding their concerns and aspirations is considered to be an important prerequisite of a successful and sustainable corporate strategy. With an increased understanding of the stakeholders concerns and aspirations, businesses will be better positioned to benefit on upcoming opportunities which may include better-motivated employees and good relationship with external stakeholders. In todays business world, various stakeholders have become active in their demand for a business to become socially and environmentally viable in additional to its economical viability.In general, an organization can improve its business operations in terms of health and safety, and environmental and social impact by adopting a total quality management corporate strategy. Particularly, an organization can adhere to specific standards such as ISO 9001, ISO 14000 and OHSAS 18001 to pursue a total quality management approach in the area of health and safe ty, environment and social responsibility. Adherence to such practices and standards can be amalgamated through an integrated management system that collectively dealswith quality, environmental, and health and safety management. The need for an IMS has also arisen as a result of the decision to implement an environmental management system (EMS) and/or an occupational health and safety management system (OH&SMS) in addition to a quality management system (QMS).IMS as a ideal does not, emerge merely from the possibility for a company to exploit existing synergies between different management systems that it can adopt (saving money, time and gentlemans gentleman resources). On the contrary, it is something intrinsic to the cornerstones of quality, environment and health and safety, namely continual improvement and total customer satisfaction (Salomone, 2008).ReferencesAhire, S. L. (1997), Management Science Total Quality Management interfaces An integrative framework. Interfaces 27 (6) 91-105.Beckmergan, L.A., Berg, H.P., Karapetrovic, S.V., & Willborn, W.O., (2003). Integration of management systems focus on safety in the nuclear industry. International journal of Quality and reliability Management, Vol. 20, Iss 2 pp 220-228.Control of Substances Hazardous to Health Regulations 1988Crosby, P (1979). Quality is Free. in the buff York McGraw-Hill.Cua, K. O., K. E. McKone, and R. G. Schroeder. (2001), Relationships between implementation of TQM, JIT, and TPM and manufacturing performance. journal of Operations Management, 19 (6) 675-694.De Oliveira Matias, J.C., and Coleho, D.A. (2002), the integration of the standards systems of quality management, environmental management and occupational health and safety management. International Journal of Production Research, Vol. 40, No. 15, 3857-3866.Deming, W.E. (1982), Quality, Productivity and Competitive Position, Massachusetts Institute of Technology, concentre for Advanced Engineering Study, MADeming, W. E (198 6). Out of the Crisis. MIT Press.Environmental testimonial Act 1990Griffiths A., (2000), Integrated management systems a single management system solution for project controlEngineering Construction and Architectural Management 7 3, 23-240.Health and Safety at Work Act 1974IOSH, (2012), Joined-up working. An introduction to integrated management systems. www.iosh.co.uk.ISO 9001, http//www.iso.org/iso/home/standards/management-standards/iso_9000.htmKarapetrovic, S., (2003), Musings on integrated managements systems Measuring business excellence, Vol. 7, No.1, pp. 4-13OHSAS 18001, Occupational Health and Safety Management Systems Specification.Salomone R., (2008), Integrated management systems experiences in Italian organizations Journal of Cleaner Production, Vol. 16, Iss. 16, Nov. 2008, pp. 17861806Reilly, N. B. (1994). Quality What Makes it HappenVan Nostrand Reinhold. p. 31.Schema, (2012) The Importance of CSR. Schema Sustainability Partner. Available from http//schemaadvisory.co m/the-importance-of-csr/ (cited on thirtieth April, 2013)Truist (2013) Why Corporate Social Responsibility is so Important in 2013. Available from http//truist.com/why-corporate-social-responsibility-is-so-important-in-2013/ (cited on 30th April, 2013).Walton, M. (1986). The Deming Management Method. Penguin Group. pp. 94Wilkinson & Dale, (1999), Integrated management systems an examination of the concept and theory The TQM Magazine, Vol.11, No. 2, pp. 95-104.Winder, C., (2000), Integrating OHS, Environmental and Quality Management Standards Quality Assurance, No. 8, pp. 105-135.