Domhus UK Ltd. Quality and Environmental Management Systems Report - Essay Example

?Quality and Environmental Management Systems Report Table of Contents Quality Management System Standards 3 Environmental Management Systems Standards 4 Integrated Management Systems 4 Benefits of Integrating 5 Integration of QMS and EMS for Domhus UK Ltd 6 Significant Environmental Aspects of Domhus UK Ltd 9 Prospective Environmental Management Programmes for Domhus UK Ltd 10 Auditing for Integrated Management System 12 References 13 Bibliography 15 Management System Standards Management System Standards are employed by companies to administer and handle various facets of services as well as organizational activities. According to ISO, which is a widely accepted global body of standardization, a management system standard endows a business with a benchmark to follow in implementing and controlling the management system. This benchmark incorporates the characteristics on which specialists in the field have arrived at an agreement as representing the global standard. A management system which matches the benchmark or conforms to the benchmark is constructed on a solid basis of modern practices (International Organization for Standardization, 2011). Quality Management System Standards Quality Management Standards are considered to be the foremost of all the management standards. These were formulated to address the companies’ need to administer the quality of their manufactured goods. Moreover, the companies needed to develop methodical processes to ascertain quality in the various activities of the business. The management system standard that is currently the most commonly employed and recognized is the quality improvement standard ISO 9001. The ISO 9001 standard comprises of the requirements as per which the organizations are certified. The chief requirements under the ISO 9001 are forming goals and targets, carrying out evaluations and performing remedial and preventative measures, handling documents and re-evaluating the system among others (Rasmussen, 2007, pp 17-18). Environmental Management Systems Standards The recent times had observed rising environmental legislation, enhanced interest amid stockholders in terms of environmental concerns in addition to business organizations’ inclination to accomplish reduction in expenses by minimising the use of energy, water and so on. This had led to the evolution of environmental management system standards (Wilkinson & Dale, 2002, p 285). The rationale behind the formation of standards for environmental management system is to endow companies with an efficient system for administrating services, and product development activities which have environmental influence. British Standardization Institute was the foremost body to create standards for environmental management systems. Nevertheless, the most distinguished and most exercised standards of environmental management are the ISO standard (Wilkinson & Dale, 1999, p 100). Integrated Management Systems The development of management system standards started with the creation of quality management. However, with the passage of time, several management systems have evolved comprising of a broad range of organizational aspects. The rising number of management systems had resulted in the model of integrated management systems that brings about the amalgamation of a number of individual management systems. The thought behind the theory of integrated management system is that a company can handle its business operations by means of an integrated structure instead of using many individual systems. The integration of quality management, environmental management systems and the occupational health & safety management system is the most common structure in the integrated management systems. This concept became applicable with the publication and implementation of ISO 14000 in addition to other standards (Zutshi & Sohal, 2005, p 213). Benefits of Integrating There are various benefits that an organization can enjoy as a result of integrating its different management systems. This is because the quality, occupational health and safety as well as the environmental management systems are aligned in terms of values. The structure of these management systems and their approach towards regulatory observance are analogous, though they have dissimilar target audiences. Human resources associated with an organization that has an integrated management system can carry out their tasks using a single set of job directives instead of numerous, occasionally contradictory, documents from the diverse management systems. The chances of confusion amongst the employees are reduced when the employees are aware when to make use of each document and under what conditions. The employment of an integrated management system in an organization would also lessen the possibility that documents from the various management systems conflict. Moreover, a company having an integrated system of management can employ a single training procedure for the fresh employees, which would characteristically decrease contradictions. Furthermore, when an organization possesses a single system that fulfills the necessities of all three standards, it reduces the resources necessary to build up, execute and retain three separate systems. The maintenance of single procedures for training of workers, management appraisal, document control, and remedial and precautionary action involves smaller quantity of resources in comparison to building and maintaining numerous systems to realize similar set of objectives. The integration of QMS and the EMS leads to enhanced organizational performance. An officially recognized system that assists in the identification of likely troubles, perils or hazards would be able to decrease or get rid of client complaints, nonconformities of manufactured goods, calamities, or environmental events in the organization. Over and above to resulting in the decline of quality related risks in an organization, an integrated management system can also trim down expenses related with environmental cleanups, office injuries, fatalities, sicknesses, and charges from regulatory conformity institutes (McDonald. et. al., 2003, pp 67-75). Integration of QMS and EMS for Domhus UK Ltd The extent of integration of its quality management system and environment management system would depend on the specific requirements of Domhus UK Ltd. It is imperative for Domhus UK Ltd. to assess its management systems that are applicable to the housing industry and observe how the various procedures within those management systems can be best amalgamated to fulfill its business requirements. There are certain processes that are common amongst the environment management system and the quality management system. Some of these processes that can be incorporated into a single process without much difficulty are document and record control, management appraisal, training of workers, design and operational control, monitoring device control, maintenance of equipments, remedial and precautionary measures and internal audits (McDonald. et. al., 2003, p 71). The three processes of Domhus UK Ltd that have the maximum similarities across the various management system standards and hence are the simplest to incorporate into a single system, are management appraisal, operational controls as well as internal audits. Integrating Management Appraisals The aim of a management appraisal procedure is to assess the well-being of the business and take measures when the information signifies a need. A management appraisal reviews the status of the company’s targets, audit results, position of the remedial and precautionary activities, outline of customer complaints and satisfaction data, sales and earnings data and so on. These measures should be assessed periodically by the management of Domhus UK Ltd and suitable actions and measures should be taken as and when indicated by the data. At the initial stage, the board of Domhus UK Ltd should build on the presented management meetings that appraise the shape of the business. Generally, companies hold meeting where the management appraises the chief business goals, such as sales and earnings. Domhus UK should enlarge the range of these meetings to incorporate all the indicators of production. Frequent holding of such meetings would help the company in collected suitable information for the appraisal. Following the appraisal, it is necessary that the management takes action in matters that have been indicated by the review. The integration of the management appraisals facilitates the management to assess the feasibility of the business in a complete manner, by evaluating all the information that could influence the sustained success of the company (McDonald. et. al., 2003, p 72). Integrating Operational Controls It is difficult for the employees of an organization to maintain separate systems for operational control. Hence, the integration of the processes of operational control for both QMS and EMS would be advisable for Domhus Ltd. For this, the company would have to make out the activities related to production that are likely to influence quality of the company’s product and internal process as well as its environmental performance. Subsequent to this, the management of Domhus UK Ltd with the assistance of operations staff will have to build up and offer documented processes or job instructions, with definite operating standard, to generate quality goods in a secure manner and lessen environmental impact. Domhus UK’s management should build up and also control processes to make certain that the raw materials, transient materials as well as final goods are evidently categorized. In addition, the company will have to build up and control procedures for handling, packaging and transporting the products. The integration of quality and environmental management systems into the business strategy of Domhus UK Ltd would prove to be beneficial for the company on the whole. First, it would do away with the idea that quality, safety and environment are disconnected or dispensable segments of the business. The integrated management system would act as a recognized structure for incessant development of quality, and environmental systems. The management of Domhus UK Ltd. would have to ascertain purpose and goals for quality, management and environment management systems. Additionally the company will have to appraise the systems at regular intervals to make sure improvement is being made. The management system also helps in the recognition of prospects for improvement. A prescribed corrective and precautionary activity scheme classifies ways to develop the system further and also guarantees that all actions are demonstrated as being efficient prior to their closing out (McDonald. et. al., 2003, p 73). Significant Environmental Aspects of Domhus UK Ltd An environmental aspect of a company can be described as a constituent of the business’s activities, services, or products that might possibly intermingle with the ecology. These interactions and their consequences could be permanent in nature, or temporarily associated with certain events or activities. An environmental aspect of a company is noteworthy if it brings about unfavourable or advantageous modifications to the atmosphere. These modifications could be the consequence of the organization’s processes or production of goods (Environmental Protection Agency, n.d.). Some of the crucial environmental aspects associated with Domhus UK Ltd could be construction waste, noise, raw material use, transports, energy use, waste treatment, incorporated perilous stuffs and materials, discharge to air, land contamination and use of water among others. The construction and production of prefabricated houses by Domhus UK Ltd. could possibly create noise, dust and odour among others (Malmqvist & Glaumann, 2004). The emissions discharged during the manufacture and also the transport of the goods could result in degradation of air and atmosphere. Furthermore inappropriate use of natural resources and raw materials could lead to exhaustion of energy resources and minerals on the whole. Prospective Environmental Management Programmes for Domhus UK Ltd In addition to building the foundation of its environmental management system, it is important for Domhus UK Ltd. to identify what it proposes to accomplish in the environmental field. In order to attain the goals and objectives, Domhus UK would require an environmental management programme, which would act as an action plan for the company. It is crucial that Domhus UK’s environmental management program should be connected to its environmental targets and goals. In other words, it should illustrate how the company will transform its objectives and strategy obligations into tangible activities with the intention that environmental goals of the company are realized. The efficiency of Domhus UK’s environmental management program can be ascertained by classifying the accountabilities for accomplishing goals , the way for attaining the objectives in addition to the time frame for accomplishing those goals. However, it is imperative that the company modifies its environmental programs from time to time. This is because the goals and objectives have to be reviewed with the passage of time; pertinent legal constraints might be established; and their might be modifications in the products manufactured or the services provided by the company (Department of Environmental Protection, 2001, p 32). It is crucial for the management of Domhus UK Ltd to categorize the appropriate and relevant environmental management program divisions of the company. Each division of the company would have to scrutinize its operations to recognize and file any process or apparatus that has the possibility to contaminate or else debase the atmosphere and the surroundings. This process is a sensible appliance of the notion of recognition being the rational initial point for any effort to get rid of or lessen harm that an action may possibly create to an environment. The environmental management program for Domhus UK Ltd may comprise of the following: 1. Identification of resources that release dangerous air pollutants as per the regulations for clean air, or include other influences on the quality of air that might necessitate a sanction. 2. Identification and control of sources that ejects straightaway to a communal sewer arrangement or any form of water body. The company would require identifying point source as well as non-point source contaminants of water, sewages or additional ejections that could go beyond benchmark levels or necessitate consent under the environmental laws for clean water. 3. The use of pesticides keeping up with the environment related acts and regulations. For instance, the use of pest control, algae control and so on for the premise of the company and its factory sites should be conducted as per the prescribed regulations. 4. The control of processes that could generate dangerous wastes as specified by pertinent environmental management rules. For instance solvents, outdated chemical goods, and batteries, among others have to be monitored to control the emission of harmful waste products that might cause degeneration of the environment. 5. The company should maintain a yearly reporting system for definite chemicals to be employed, processed or stocked up in excess of precise quantities (Environmental Protection Agency, 2001, pp 32-33). Auditing for Integrated Management System Generally, a company has to carry out system audits to check the performance of the quality and the environmental managements systems. The main reason for such audits is to ascertain that the appropriate requirements of the standards are being met and the system has been successfully employed. Incorporation of the quality and environmental management systems into a single system not only integrates the operational control procedures and the management evaluation, but also the audit processes. In order to amalgamate the audit procedures for its integrated management system, Domhus UK Ltd would have to prepare an audit timetable on the basis of their integrated system processes. Following the incorporation of these processes, Domhus UK Ltd can conduct an amalgamated internal audit for each distinct process. Nevertheless, the company could still continue to perform audits on processes that are not yet integrated. The amalgamation of the internal audit procedure is likely to lessen the audit redundancy and also save resources as well as time. The chief advantage of integration of the various management system standards is the development of a process mindset throughout the company. This would result in persistent improvement in quality and helps the company to attain success by means of its management systems. However, the company should take note that it should not force the amalgamation of audit on organizational procedures which are not integrated to each other. Another aspect that should be taken care of is that internal auditors who do not possess the required skills in environmental processes should not be used for auditing the integrated management system (McDonald. et. al., 2003, p 74). References Department of Environmental Protection, 2001, Environmental Management Programs. [pdf] Available at: http://www.dep.state.pa.us/dep/deputate/pollprev/Iso14001/Tools/Management%20Environmental%20Issues%20Toolbox/EMS1.5%20Env%20Mgmt%20Programs.pdf [Accessed March 21, 2012]. Environmental Protection Agency, No Date, Environmental Aspects. [pdf] Available at: http://www.epa.gov/sectors/sectorinfo/sectorprofiles/shipbuilding/module_05.pdf [Accessed March 21, 2012]. Environmental Protection Agency, 2001, Environmental Management Systems: An Implementation Guide for Small and Medium- Sized Organizations. [pdf] Available at: http://www.epa.gov/owm/iso14001/ems2001final.pdf [Accessed March 21, 2012]. International Organization for Standardization, 2011, Management Systems Standards. [Online] Available at: http://www.iso.org/iso/iso_catalogue/management_standards/management_system_basics [Accessed March 17, 2012]. McDonald, M., et. al., 2003, Management Systems Integration: Can it be done?. [pdf] Available at: http://testsite.mcdcg.com/wp-content/uploads/Mgmt-Sys-Int-Can-it-be-Done.pdf [Accessed March 21, 2012]. Malmqvist, T., & Glaumann, M., 2004. Impact Indicators In The Environmental Management Process Of Real Estate Companies – Proposed Concept And Discussion Of Applicability. [pdf] http://www.ecoeffect.se/PAP5863%20Tove.pdf [Accessed March 21, 2012]. Rasmussen, J. M., 2007. Integrated Management Systems- An Analysis of Best Practice in Danish Companies. Environmental Management, Aalborg University. Wilkinson, G., & Dale, B. G., 1999. Integrated management systems: an examination of the concept and theory. The TQM Magazine, 11(2), 95-104. Wilkinson, G., & Dale, B. G., 2002. An examination of the ISO 9001:2000 standard and its influence on the integration of management systems. Production Planning & Control, 13(03), 284-297. Zutshi, A., & Sohal, A. S., 2005. Integrated management system: The experiences of three Australian organisations. Journal of Manufacturing Technology Management, 16(02), 211-232. Bibliography Bicheno, J. 1998. The quality 60: A guide for service and manufacturing, Buckingham, UK: PICSIE Books. Casadesus, M. & Gimenez, G. 2000. The benefits of the implementation of ISO 9000 standard: empirical research in 288 Spanish companies, The TQM Magazine, 6, pp. 432–442. Cianfrani, C. A., & West, J. 2009. Cracking the Case of ISO 9001:2008 for Manufacturing: A Simple Guide to Implementing Quality Management in Manufacturing. London: ASQ Quality Press. Cianfrani, C. A., et al. 2009. ISO 9001:2008 explained. London: ASQ Quality Press. Dale, B. G., & Oakland, J. 1991. Quality improvement through standards. 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