Management systems describe the responsibilities of management and associate methods to set, manage and control to successfully handle the management tasks goals.
Every company has a " management system ". At least an implicit. Otherwise, the company would not work. Again and again attempts to connect individual methods into a " system " or simply to systematize the command and control mechanisms. Many systems meet, however, in practice the questions in a comprehensive management system requirements not.
The now well-known management system is the quality management system according to ISO 9001.
The quality management system according to ISO 9000 is most common in the industrialized countries. Many companies make the successful certification according to the rules and standards DIN EN ISO 9001:2008 as a condition for contracts with their suppliers. In the automotive industry, many car manufacturers require a certification of ISO / TS 16949 from their suppliers. In addition to the requirements of ISO 9000, which contains industry-specific demands. The in the German automotive industry originally used standard VDA 6.1 is largely superseded by the ISO / TS 16949. In the area of education and training, ISO 29990 is applicable.
Environmental Management System according to ISO 14000, EMAS, etc.
Safety, health, health and safety management OHRIS, OHSAS, SCC, etc.
Other management systems
All important aspects of management are now displayed in a " management system " and a corresponding norm: Risk Management ( ISO 14971 ), safety management (eg Seveso II Directive, INSAG -13, Directive 2004/49/EC ), financial management ( Basel II), energy management, customer management, personnel management, supplier management, information management, knowledge management, innovation management, etc.
The Integrated Management System "IMS" combines the originally separate systems into a single management system that encompasses all aspects and management tasks holistically.
For this, the ISO 9004 provides a good base whose structure is repeated in the other aspects and standards that can be integrated so simple: determine objectives, define metrics that describe processes and implement, operate continuous improvement. Thus, for quality management, environmental management, energy management, etc. understand workplace safety, risk management, financial management, customer relationship management, human resources management, supplier management as individual ways of looking at the big picture and implement.
Critical to the realization is the integrative holistic attitude and practice of senior management and the picture in the middle management level. Stumbling block is often the prescribed standards in each individual " officer ( quality, hygiene, privacy, safety, environmental protection, energy management, etc.) ", which are sometimes more concerned with themselves to be defined separately rather than cooperate.
In contrast, the " integrative " Management has no significant advantages in addition to a simpler manageability. Here, the individual management systems are still next to each other, but are mapped to a common IT platform. Data on processes, metrics, forms, dates, etc. are maintained and replaced together. This facilitates only the Administration.
The EFQM Model for Business Excellence is a business model that implements a holistic view of organizations with 9 criteria. It puts the idea of the integrated management system consistently. Respectively, it can also read and analyze data about the objectives of a company is to structure.