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EMBA/ MBA
Elective: Quality Systems Management (Part - 2)
and
other
quality
management
systems.
Environmental
Training:
Staff should undergo environmental awareness training to familiarize them
with their responsibilities for implementing the EMS and with the overall
environmental policy and objectives of the organization. This provides staff
with the necessary skill and motivation for the effective implementation of
the EMS.
Review Audits and Monitoring Compliance:
Review audits should be undertaken regularly to ensure the EMS is
achieving its objectives and to refine operational procedures to meet this
goal. In order to ensure regulatory and other requirements are being met, it is
often necessary to undertake regular environmental monitoring.
Continual Improvement: an important component is continual
improvement.
An EMS comes into its best use when used to review progress towards the
targets and objectives set by a company to protect the environment. The
procedures set in place to meet these objectives should be constantly
examined to see if they can be improved or if more effective systems can be
introduced.
Benefits of an EMS
The benefits of having ISO 14001 certification are mainly realised by large
organizations, as Small to Medium Enterprises (SMEs) have a smaller
turnover and thus a correspondingly small return on the costs of
certification.
Although a fully certified ISO EMS may not be suitable for smaller
organizations, it does provide guidelines that assist organizations to consider
all the relevant issues, and thus gain the most benefit from their EMS, even
without certification. SMEs can therefore use ISO 14001 as a model for
designing their own EMS.
However, larger organizations may find certification more valuable when
considering the potential trade and market advantages of an internationally
recognized and certified EMS. This was a significant factor for companies
seeking certification under the ISO 9000 quality assurance standards, and is
likely to be a factor in decisions regarding ISO 14001 certification.
This Environmental Management System Manual is a repository for
documentation related to the Environmental Management System (EMS)
including:
A. EMS Procedures that describe how we carry out key tasks within the
EMS such as training, identifying environmental aspects, or managing
records.
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B. Maintenance of EMS
This EMS Manual documents the environmental management programs, the
operational controls, the EMS audit program, procedures, records and other
descriptive information useful to anyone interested in our offices EMS as
well as for our employees/occupants and for those responsible for
maintaining this EMS.
C. Implementation of EMS
D. Background and History of EMSs
Formal Environmental Management Systems emerged in the early 1990s to
provide organizations with a proactive, systematic approach for managing
the potential environmental consequences of their operations. Such systems
have been widely adopted by industry and government and have been
effective
at
improving
regulatory
compliance
and
environmental
performance.
In April 2000, President Clinton signed Executive Order (E.O.) 13148,
"Greening
the
Government
through
Leadership
in
Environmental
performance
requirements
and
calls
for
continued
of meeting
the
development
availability of
resources
required
for
the
system,
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external training
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3
1
4
to the
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methods by which this is accomplished are many and varied, and may
include ensuring conformance to one or more standards, such as ISO 9000 or
a model such as CMMI.
SQA encompasses the entire software development process, which includes
processes such as requirements definition, software design, coding, source
code control, code reviews, software configuration management, testing,
release management, and product integration. SQA is organized into goals,
commitments, abilities, activities, measurements, and verifications
The ISO definition states that quality assurance is all those planned and
systematic actions necessary to provide adequate confidence that an entity
will fulfil requirements for quality. Both customers and managers have a
need for quality assurance as they cannot oversee operations for themselves.
They need to place trust in the producing operations, thus avoid constant
intervention.
Customers and managers need:
Knowledge of what is to be supplied.
Knowledge of how the product or service is intended to be supplied
Knowledge that the declared intentions will satisfy customer
requirements if met.
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their operations and that is what quality assurance activities are designed to
do. Quite often, the means to provide the assurance need to be built into the
process such as creating records, documenting plans, specifications, reviews
etc. Such documents and activities also serve to control quality as well as
assure it (see also ISO 8402). ISO 9001 provides a means for obtaining an
assurance of quality, if you are the customer, and a means for controlling
quality, if you are the supplier.
Quality assurance is often perceived as the means to prevent problems but
this is not consistent with the definition in ISO 8402. In one case the
misconception arises due to people limiting their perception of quality
control to control during the event and not appreciating that you can control
an outcome before the event by installing mechanisms to prevent failure
such as automation, mistake-proofing, failure prediction etc. Juran provides
a very lucid analysis of control before, during and after the event in
Managerial Breakthrough.
Assurance of quality can be gained by the following steps.
Acquire the documents which declare the organizations plans for
achieving quality.
Produce a plan which defines how an assurance of quality will be
obtained i.e. a quality assurance plan.
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4
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focused
Leadership
Involvement of people
enables their abilities to be used for the
organization's benefit.
A desired result is achieved more efficiently
Process approach
System
approach
management
to
the
organizations
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1
approach
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decision making
Mutually
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supplier relationships
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2
3
4
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5
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consistent
organization-wide
approach
to
continual
Key benefits:
Informed decisions. An increased ability to demonstrate the effectiveness of
past decisions through reference to factual records. Increased ability to
review, challenge and change opinions and decisions.
Applying the principle of factual approach to decision making typically
leads to:
Ensuring that data and information are sufficiently accurate and reliable.
Making data accessible to those who need it. Analyzing data and information
using valid methods. Making decisions and taking action based on factual
analysis, balanced with experience and intuition.
Principle 8: Mutually beneficial supplier relationships
An organization and its suppliers are interdependent and a mutually
beneficial relationship enhances the ability of both to create value
Key benefits:
Increased ability to create value for both parties. Flexibility and speed of
joint responses to changing market or customer needs and expectations.
Optimization of costs and resources.
Using the 8 QM principles
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