Integrated Quality and Environmental Managementbackup.oikos-international.org/fileadmin/oikos-international/... · Integrated Quality and Environmental Management System in Small

Institute for Marketing and Trade ● Göttingen University

Development of an Standardisation Concept for an

Integrated Quality and Environmental Management

System in Small and Medium Sized Enterprises (SME)of the Trading and Service Sector

oikos summer academy 2000, St. Gallen

University of Göttingen, Markus Mayer


Content

• A. Research Questions

• Integrated Management Systems

• Focus of Research

• B. Research Design

• Team, Partners, Schedule

• Step 1: Analysis

• Step 2: Standardisation Concept

• Step 3: Realization

• C. Preliminary Findings

• Workshop

• Management Interviews


A. Integration of Management Systems

Quality ManagementSystemi.e. ISO 9002

other management systems i.e. for occupational health

Environmental ManagementSystemi.e. EMAS

Integrated Management System


Why Integration?

• Efficiency• avoidance of unnecessary work, i.e. for double documentation or auditing

• Flexibility• less conflicts of contradicting instructions of several management systems

• Security• improved communication processes by clear responsibilities• minimised risk to violate laws

• Innovation• continuous improvement process by innovation management

• Strategic Consistence• minimised conflicts of strategic aims resulting out of contradicting

requirements of different standards for quality / environment

• Image• improved development of a consistent corporate identity (CI)


Research Questions

• „Focus“:

• Special Features of SME

• Special Features of Trade and Service Sector

• Co-Operations

• Innovation and Management Systems

• Conflicts of Aims (Quality <> Environment)

• ”Products”:

• standardisation concept

• guideline for trading and service companies

• guideline for SME


B. Research Design: Network

Scientists, Companies, Experts

Kaut-Bullinger & Co, Munich

Universität Göttingen

studentsProject Team

DIN BVQIMember-

shipIn

tern

et

Wor

ksho

ps

Res

earc

h

Con

fere

nces

Pub

licat

ions

Training

Information

Tra

inin

g

Cer

tific

atio

n.

Analysis Implementation IMS


Project Team (I)

Prof. Dr. Bartho Treis

IMS

Dr. Dirk Funck

project manager

Dipl.-Ing. Markus Mayer

standardisation

Dipl.-Kff. Anke Alvermann

SME

Dipl.-Kff. Stefanie Schwendt

trade and service


Project Team (II)


Schedule

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

KABUCO: Analysis and Implementation of IMS

Publications

Implementation IMS, Auditing and Certification

Months (January 2000 - December 2002)

Management

Staff

Customers

Final Report

Report

Workshop, Survey of Experts, Standardisation Concept


Step 1: Analysis

• Workshop

• April, 4th 2000

• 19 experts discussing IMS

• Questioning of International Experts

• September 2000

• method: survey with questionnaires

• about 2800 experts (managers, scientists, consultants, verifiers)

• Analysis of KABUCO

• Management (July 2000): personal interviews

• Staff (October 2000): questionnaire

• Customer (October 2000): questionnaire


Step 2: Standardisation Concept

Integrated Management System IMS

qualityISO 9001,EFQM

verifier

choice of supplier

receipt ofgoods

faulty goods

storage

process „purchasing“

guide line instruction

demand order

environmentISO 14001,EMAS

verifier, stakeholder

social managementSA 8000

verifier, stakeholder

occupational health & saftylaws, SCC

authorities,verifier, staff

example: clothing

quality: long-lastingenvironment:energy consumptionsafety: chemical pollutionsocial: working conditions at supplier in Asia


ISO 9001 : 2000

Measurement & Analyis,Improvement

Product-Realization

RessourceManagement

ManagementResponsibility

C

U

S

T

O

M

E

R

C

U

S

T

O

M

E

R

REQUIREMENTS

SATISFACTIONInput Output = Product

Continual Improvement of QM System


Co-Operative Management Systems

consumption

retailer

logistics

production bank

assurance comp.

horizontalmanagement

system

logistics

verticalmanagement-

system

lateralmanagement

system

consultant

other services


Step 3: Realization

• Implementation of an Integrated Mangement System (IMS)

• Pilot Enterprise: Kaut-Bullinger (KABUCO), Munich

• Focus:

• process approach

• promoting of innovations

• including chain stores

• co-operations with logistic partners and e-commerce suppliers

• considering ISO 9000:2000

• considering EMAS II

• integrated audit according to ISO 19011 by BVQI

• certification in 2003 by BVQI


KABUCO, Munich

• wholesale and retail enterprise in office supplies

• family owned company

• SME (about 500 employees)

• heavy competition with strong foreign competitors

• fast expansion by opening new chain stores (13)or buying smaller competitors

• ISO 9002 since 1996 (head office only)

• EMAS since 2000 (head office only)


C. Preliminary Findings

• Workshop

• integration - yes, new ISO-standard - no

• Do conflicts of aims (quality - environment) really exist?

• increasing importance of co-operation and innovation

• weak position and unclear function of management represantative

• Management Interviews

• different implementation of ISO 9002 and EMAS

• expansion of management system beyond head quarter essential

• Information and Results

• www.ims-research.de

• conference „Integrated Management Systems“,March 29-30, 2001, Hamburg

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