Integrated Management System and Corporate Risk Management

Daneshjo, Naqib; Malega, Peter; Kóňa, Jakub; Barilová, Barbara

doi:10.18421/tem104-26

Cited by 4 publications

(2 citation statements)

References 5 publications

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“…The author is not alone in that point of view, and it has been shared with many authors [7,14,[25][26][27]. In addition to further research, some authors mention that there is a need for more international standards for IMS, and more validated concepts and models are needed [28][29][30]. The current SMS in aviation is not able to manage complex risks across the business, and a new sort of system is needed to be able to manage diverse risk information by integrating organizational processes [31].…”

Section: Literature Reviewmentioning

confidence: 99%

Management Systems in Aviation: Challenges and Opportunities to Upgrade to an Integrated Management System

2023

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Airlines’ principal focus these days is on managing safety risks. However, multiple management systems are established individually to manage other risks without any form of interoperability to function as one integrated management system, to have a holistic view of the different risks in an organisation. This study will review if an integrated management system can be developed by looking at the interoperability of existing management systems to define a common standard/language across all individual management systems, to work as one integrated system. A survey was developed and rolled out via aviation organisations towards airlines to capture the quantitative data on how management systems are implemented, as these data are currently unavailable. The main contribution of this article is that it provides an overview of how management systems are implemented within airlines today, how they work together, and where interoperability could be improved between different systems. This paper provides the primary outcome of the survey, an overview of the status of interoperability between the different systems, and where interactions could be improved. Findings have shown that although different management systems are implemented, there needs to be a correlation to be able to work as an integrated system. Secondly, different management systems speak different risk languages with work against integration. Finally, large airlines with a fleet of over 50 aircraft have less integration between their different management systems. Besides the lack of regulations, IMS in aviation needs more research. This paper’s contribution lies here, as it provides an overview of which management systems are implemented in the aviation industry and if integration exists between those. Due to the limited research in this field, this paper, with the survey results, provides new insights into if and how interoperability exists between different systems in aviation. It also provides a unique insight into the different management systems airlines use. The results will be used in the following research phase to develop a concept for an integrated management system, one language, on which other management systems can be built.

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Section: Literature Reviewmentioning

confidence: 99%

Management Systems in Aviation: Challenges and Opportunities to Upgrade to an Integrated Management System

2023

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“…Connection and cooperation are the main imperatives of the smart industry. The smart organization works in the Smart Environment (Smart Grids, Smart Mobility, Smart Logistics, Smart Buildings) [2,5].…”

Section: Innovative Business Modelmentioning

confidence: 99%

Sustainable Development of the Intelligent Industry from Industry 4.0 to Industry 5.0

Majerník¹,

Daneshjo²,

Malega³

et al. 2022

Adv. Sci. Technol. Res. J.

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The current stage of socio-economic development is focused on ensuring prosperity by meeting the goals and intensifying the practices of the 4th generation smart industry. The ways and methods of advancement are being scientifi cally researched and specifi ed, while at the same time revealing errors and weaknesses in the development so far, which are the potential for continuous increase of prosperity and sustainable production and consumption. From this point of view, the paper analyses and more accurately formulates the eff ects of smart industry 4.0 on the economy and society in a global sense. In the context of the new industry 5.0 development concept identifi es signifi cant progress in automation, robotization and digitization of imaginary processes supporting economic growth with obvious reserves and risks in the social fi eld, as well as in relation to sustainable development and climate strategies, especially in the environmental fi eld. In the article, the authors present the concept of models for intensifi cation and transition from the developed implementation model for Industry 4.0 to the environment and concepts of Industry 5.0. Priorities for the development and innovation of the fourth generation smart industry within the fi fth generation concept and possible synergy eff ects from human-robot-machine-environment cooperation, especially in the social fi eld and in ensuring the well-being of workers in industry, are formulated in more detail.

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Integrated management systems: Barrier assessment through Grey Incidence Analysis and contributions to quality management

Oliveira Júnior,

Sigahi,

Rampasso

et al. 2024

Quality Management Journal

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Integrated Management System and Corporate Risk Management

Cited by 4 publications

References 5 publications

Management Systems in Aviation: Challenges and Opportunities to Upgrade to an Integrated Management System

Management Systems in Aviation: Challenges and Opportunities to Upgrade to an Integrated Management System

Sustainable Development of the Intelligent Industry from Industry 4.0 to Industry 5.0

Integrated management systems: Barrier assessment through Grey Incidence Analysis and contributions to quality management

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