Integrated management systems in Indian manufacturing organizations

Khanna, Harjeev K.; Laroiya, S.C.; Sharma, Deergha

doi:10.1108/17542731011085339

Cited by 77 publications

(58 citation statements)

References 82 publications

(105 reference statements)

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“…the anticipation of a more effective and simpler management structure as well as a tighter connection between specific-discipline management aspects and the core values of a company, while Salomone (2008) highlighted the IMS motivation by the markets, the human resources and the continual improvement. The integration is proven beneficial to the internal cohesion, the use and performance of the systems, the corporate culture, image and strategy and the stakeholders' implication (Khanna et al, 2010;Simon et al, 2012b).…”

Section: Literature Reviewmentioning

confidence: 99%

Management systems integration: lessons from an abandonment case

Gianni

Gotzamani

2015

Journal of Cleaner Production

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Section: Literature Reviewmentioning

confidence: 99%

Management systems integration: lessons from an abandonment case

Gianni

Gotzamani

2015

Journal of Cleaner Production

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“…TQM looks after the continuous improvement of overall system of an organization [27] [28]. Therefore, all the separate management system that is running simultaneously can be viewed as a subset of TQM.…”

Section: Comparing the Scope Of Integrations Of Different Management mentioning

confidence: 99%

Development of an Implementation Framework for Integrated Management System Based on the Philosophy of Total Quality Management

Talapatra¹,

Uddin²,

Rahman³

2018

AJIBM

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The focus of this paper is to develop a framework for implementation of integrate management systems (ISO 9001, ISO 14001, OHSAS 180001 and SA 8000). At present, these management systems are used individually in several industrial organizations. Dealing with these separate management systems and ensuring their alignment with business goal are the two big issues. Increased compatibility between these standards has paved the road for integration. With the co-ordination of holistic approach like TQM, it can easily embed the existing quality, health & safety, social responsibility and environmental processes in the culture of continuing improvement. Several researches have been conducted to understand the different aspects of integration. But, no suitable aspect of integration has been developed yet. The main finding of this paper concludes that, integration on the basis of philosophical compatibility between TQM and other standards can create a generic approach for implementation. Furthermore, this aspect of integration will also give administrative benefits related to implementation and maintenance of the systems.

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“…In the literature and in MSSs are presented several definitions/descriptions of the concept of management system (MS) and integrated management system (IMS). Empirical studies were conducted with the aim of the integration of individualized MSs around the world [9] and several tangible and intangible gains for organizations, as well as to their internal and external interested parties, are achieved with the integration of the individual standardized MSs [10]- [15], among others. Integration of MSs promotes synergies and cost savings, as well as a reduction of the time spent when managing the systems [16].…”

Section: Introductionmentioning

confidence: 99%

A Methodology to Develop the Integration of the Environmental Management System with Other Standardized Management Systems

Rebelo¹,

Santos²,

Silva³

2014

CWEEE

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Traditionally the global management system of an organization is frequently split into a number of individual management systems that are defined and implemented according to specific management systems standards (MSSs) as well as managed independently. The individual implementation of MSSs is an option that leads to several inefficiencies and sub-optimization of the global management system of an organization. As referred by ISO [1] the interested parties' requirements increase. A more effective and efficient option for an organization is to integrate, into an integrated management system (IMS), the implementation and management of requirements of multiple MSSs. Certain difficulties are associated to the structuring process, implementation, verification, evaluation, improvement and progressive development of an IMS in the organizations. Several scholars have proposed various theoretical approaches regarding the integration of individual management systems (MSs) leading to the conclusion that there is not a common practice for all organizations as they encompass different characteristics. This paper aims to present and justify a designed methodology to be used by organizations to support the integration of various

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Integrated management systems in Indian manufacturing organizations

Cited by 77 publications

References 82 publications

Management systems integration: lessons from an abandonment case

Management systems integration: lessons from an abandonment case

Development of an Implementation Framework for Integrated Management System Based on the Philosophy of Total Quality Management

A Methodology to Develop the Integration of the Environmental Management System with Other Standardized Management Systems

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