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Quality Management
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2. Quality dimensions
2.1. QUALITY DIMENSIONS OF A PRODUCT
Garvins 8 dimensions (1998):
Performance: basic operating characteristics.
Features: extra items added to basic features.
Reliability: probability product will operate over time.
Conformance: meeting pre-established standards.
Durability: life span before replacement.
Serviceability: ease of getting repairs, speed & competence of repairs.
Aesthetics: it refers to the colors and the aspect of a product.
Perceived quality: subjective perceptions based on brand name, advertising, etc.
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Defines quality as fitness for purpose and use. The goals of quality improvement are increased
conformance and decreased cost of quality.
His main books are Quality Control Handbook (1951) and The Juran Trilogy (1986).
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5. Quality awareness.
6. Corrective action.
7. Establish an ad hoc committee for the zero defects program.
8. Supervisor training.
9. Zero defects day.
10. Goal-setting.
11. Error cause removal.
12. Recognition.
13. Quality councils.
14. Do it over again.
What are the common points detected in the gurus theories?
- All consultants > own interests to survive on the market.
- Main teaching:
Deming / Shewhast > SPC
Feisenbaun > Q costs
Juran > Q
Continuous improvement in order to make the business better off.
- Importance on training and preparing employees for their task.
- Constant improvement (never enough).
4 main points:
- Top management support + participation
- Train + educated employees
- Quality management means > entire organization
- Continuous improvement
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2. Paretos chart: are used to identify and prioritize problems to be solved. Histograms aided by
the 80/20 rule adapted by Joseph Juran: approximately 80% of the problems are created by
approximately 20% of the causes (ABC method for good classification in warehouses)
3. Cause and effect diagrams: is also called the Ishikawa diagram or the fishbone diagram. It is
a tool for discovering all the possible causes of a particular effect. The main purpose of this
diagram is to act as a first step in problem solving by creating a list of possible causes. It does
not take into account the possible relationship among causes.
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4. Scatter diagram: Are used to study and identify the possible relationship between the changes
observed in two different sets of variables.
6. Process control charts: are used to determine whether a process will produce a product or
service with consistent measurable properties. Example: a patients vital signs, a machines
performance, etc.
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Unit summary
- Definition of quality: evolution, costs, dimensions, gurus.
- Quality improvement tools.
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Process map > is the model of ISO 9000 which allows to identify and detect the processes and
the activities of the company, in order to see the interrelations among them. It has the philosophy
of PDCA.
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IMPORTANT
Like passing an
exam, it is the evaluation
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Definitions
International
Intern
National
ISO
Yes or No
Generic
Entire organization
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> ISO
Story:
1946: delegates from 25 countries met at the Institution of Civil Engineers in London and
decided to create a new international organization to facilitate the international coordination and
unification of industrial standards.
1947: ISO began operations. Since then:
More than 19,500 international standards have been published.
164 members.
3,368 technical committees (which write standards).
More than 150 people working full time at the headquarters in Geneva (Switzerland).
No entra al examen
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ISO 9000 family is a series of generic standards for quality management systems.
ISO 9000 family put the requirements to implement a quality management system.
ISO 9000 family is:
- NOT a series of product standards.
- NOT a guarantee of product or service quality.
- NOT a quality management system.
- Does NOT describe a quality management system.
An ISO 9001 audit will demonstrate that an organization has the minimum requirements for a
quality management system that give assurance of its capability to meet specified and implied
requirements that will satisfy the customer.
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Exercise:
1. Create a figure interrelating the 8 principles.
CONTINUAL
IMPROVEMENT
3.2. SCOPE
Objective:
- Describes fundamentals of QMSs, which form the subject of the ISO 9000 family.
- Defines related terms.
It is applicable to:
- Organizations seeking advantage through the implementation of a QMS;
- Organizations seeking confidence from their suppliers that their product requirements will be
satisfied;
- Users of the products;
- Those concerned with a mutual understanding of the terminology used in QM;
- Those internal or external to the organization who assess the QMS or audit it for conformity
with the requirements of ISO 9001;
- Those internal or external to the organization who give advice or training on the QMS
appropriate to that organization;
- Developers of related standards.
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Employees
Measures
Labor climate
Employees behaviors
Motivations / Incentives
Do content analysis
Efficiency / Fashness
Customers / Recovery
Leadership
Overall satisfaction
Team work
Flexibility
Overall satisfaction
5. NORM STRUCTURE
INTRODUCTION
Difference between a consultant and an auditor:
- Consultant: will be working for the organization until the evaluation part (it is not part of the
company). A consultant can be an auditor but he/she wont be able to certificate, because he
cannot play both roles in the same company.
- Auditor: the external person from a certification body, who realizes an audit in order to give
the certification to a company. It has to be independent from the company.
* Audit: an evaluation, first is internal and if the company wants to certify it has to be external.
The internal audit is more demanded that external audit.
If nonconformities are detected (noncomplying) the company must implement corrective
actions. Normally, the companies ask for the certification.
The normative references of the ISO 9001 are in the ISO 9000.
Quality Management System adoption > Strategic decision of the organization
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5.1. SCOPE
They implement the ISO 9001 in order to prove that they are doing right.
Objective: Specifies requirements for a quality management system where an organization:
a) Needs to demonstrate its ability to consistently provide product that meets customer and
applicable regulatory requirements.
b) Aims to enhance customer satisfaction through the effective application of the system,
including processes for continual improvement of the system and the assurance of conformity
to customer and applicable regulatory requirements.
Application: Applicable to all organizations, regardless of:
- Type.
- Size.
- Product provided.
- Sector.
All companies can implement this standard but with different processes and characteristics
depending on the kind of company.
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Four levels of detail of the information regarding the quality management system:
1. Quality manual: it is the most important document. It describes the quality management
system methodology (extent QMS, responsibles, procedures / processes,
interrelationships). It is easy to understand. General structure:
- Introduction.
- Main characteristics of the organization.
- Quality policies.
- Responsibilities (signed).
- Quality management system characteristics.
2. General procedures: it is a specifically way of performing an action. It is described the
Why, When, Where and What. This helps in keeping the knowledge within the
organization. It is useful because it keeps organization knowledge, it is the
systematization tasks and it allows the among collaboration departments.
3. Working instructions: here is explained specifically how these activities are done
related to the quality management system. For example, how to use a machine? Which is
the temperature needed to boil a specific product in order to get the final product? or How
to perform the service?
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4. Records:
here
we find models (tables) and templates which will be analyzed by the
Positive
things of
documentation
auditor.
- Enables communication.
- Contribute to achieve conformity to customers requirements and quality improvement.
- Everybody can know what the customers are asking.
- Important for training people.
- Repeatability and traceability.
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- Working environment: determine and manage work environment to achieve conformity (it
has to be problem-solving person).
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6. EVALUATION: AUDIT
Systematic, independent and documented process for obtaining audit evidence and evaluating it
objectively to determine the extent to which audit criteria are fulfilled (set of policies, procedures
and requirements).
A methodical and independent exam carried out to:
1. Determine whether the activities and results relating to quality satisfy the established
provisions.
2. Check that these provisions are actually performed and are appropriate to achieve the
objectives.
6.1. AIM
- Check:
System adequacy to a specific normative reference.
Conformance of the activities and effectiveness of the system.
- Objective observation.
- Useful to:
Detect and identify weak points in the system (nonconformities).
Help in determining corrective actions.
- Who is participating:
Client: person or organization requesting an audit (potential client, client, auditee).
Auditee: organization being audited.
Auditor: person with demonstrated personal attributes and competence to conduct an
audit.
6.2. STAGES
1. Preparing the audit (objectives, scope, check lists, audit plan, etc.).
2. Audit execution (meeting, evaluation, post-audit meeting, report draft).
3. Audit report writing (write the final report, deliver the report to the client and auditee, decisions
on corrective actions, follow-up auditing plan, closing).
4. Final report (complete and precise)
- Unconditionally approved.
- Conditionally approved: must apply some corrective actions.
- Unconditionally disapproved: then the company did not pass the audit and it must do all
the process again.
Continual information is very important.
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Interested parties
Who is coming to
evaluate, it just only
evaluates if the
company is
Asked by clients that
complying the
want to have some
requirements. It is
commercial exchange someone from
with the company and outside of the
they want to know how company.
the organization works
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7. CERTIFICATION
Certification: Action in which a third party verifies that a system, product or service, complies with
specific standards or specifications.
Characteristics:
- Voluntary.
- Differential advantage.
- Ensuring continuity of performance.
Types:
- Products and services.
- Personnel.
- Organizations (certifying an organizations behavior relating to quality).
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Motivations to implement.
Benefits of implementation.
Evolution of certificates.
Diffusion.
Certification intensity.
Internalization.
Markets pressure
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9. DIFFUSION
Three main points of view to analyze diffusion of MSSs:
- Factors: demand-supply / accumulative knowledge / etc
- Scope: worldwide / national / local level
- Model.
Companies that
are not renewing
the certificates
First implementers
appear and there
are a few followers
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10. INTERNALIZATION
Internalization is how organizations implement and make the system becoming a routine.
Relationship with motivations and benefits: Those organizations that implement standards because
of internal factors will internalize them better and so will receive more benefits.
It is not necessary like that, maybe the ones with external factors try to do it in the best way
possible and then get more benefits.
So: the kind of factors do not really matter, the importance is in doing it right.
12.2. ISO 10002: QUALITY MANAGEMENT - CUSTOMER SATISFACTION GUIDELINES FOR COMPLAINTS HANDLING IN ORGANIZATIONS
Provides guidelines for the management process for handling complaints relating to products in an
organization, including planning, designing, operating, maintaining and improving the process.
12.3. ISO 10003: QUALITY MANAGEMENT - CUSTOMER SATISFACTION GUIDELINES FOR DISPUTE RESOLUTION EXTERNAL TO ORGANIZATIONS
Provides guidelines for planning, designing, operating, maintaining and improving an effective
process when the organization fails to resolve customer complaints.
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12.4. ISO 10004: QUALITY MANAGEMENT - CUSTOMER SATISFACTION MEASUREMENT AND MONITORING OF CUSTOMER SATISFACTION
Provides guidelines to help organizations in establishing effective processes for customer
satisfaction measurement and monitoring. It is applicable to all types of organizations, regardless
of size, type or provided product.
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8. Operation.
8.1. Operational planning and control:
Planning, implementation and control processes needed to comply with the requirements of
products and services.
8.2. Products and services requirements:
Communication with the client, determine products and services requirements, review these
requirements and changes in requirements.
8.3. Design and development of products and services.
8.4. Controls of processes, product and services provided externally:
Requirements conformity, information for external suppliers.
8.5. Production and service provision:
Control of production and service provision, identification and traceability, clients or external
suppliers properties, subsequent activities of the fulfillment, changes control.
8.6. Fulfillment of products and services:
It cannot be done if they have nonconformities.
8.7. Control of nonconformities outputs.
9. Evaluation of performance.
9.1. Monitoring, measurement, analysis and evaluation:
Customer satisfaction, analysis and evaluation.
9.2. Internal audit.
9.3. Management review.
10. Improvement
10.1. General aspects:
Determine and select the improvement opportunities and implement any needed action to
comply with the clients requirements and increase customer satisfaction.
10.2. Nonconformities and corrective actions.
10.3. Continual improvement.
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There is no one tool important than the rest, each of the rules have a specific function. Only
implemented when it is needed.
Before implementing a given tool the organization needs to consider (Dale, 2002):
Main objective of the tool.
Benefits obtained and the way the tool will facilitate improvement.
Adjustment or integration with other tools used or planned for use.
Organizational changes to make the tool more effective.
Best method to introduce and use the tool.
Adequacy of the tool to the product, process, people and organization culture.
Resources, abilities and training required for tools introduction.
Potential difficulties and limitations.
When selecting a tool to use, two aspects should be considered (Dale & Shaw):
The isolated application of a tool, without integrating it within the strategy or planning, will only
lead to short-term benefits. To be effective in the long-term, an appropriate behavior and
attitude are needed from all employees.
No technique or tool is more important than another. Each has its role in the improvement
process.
2.1. BRAINSTORMING
This tool can be used to support many management tools and it seeks to generate ideas from a
group of people working together for this purpose.
A group of 6-8 people meets to contribute original ideas in an orderly manner. The process
requires the spontaneous participation of all members in order to elicit new ideas and creative and
innovative solutions, breaking pre-established paradigms.
The ideas are written down in a visible place to enable the continuous inspiration of new ideas. NO
idea is rejected.
Finally, the ideas are analyzed and the most effective and workable ideas are selected to solve the
studied situation.
Brainstorming is used in process improvement, barrier detection and the establishment of the
causes of a problem.
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2.3. BENCHMARKING
Is the technique to search for the best practices that can be found outside and sometimes inside
the organization, related to:
Methods.
Processes regardless of type.
Products or services.
Always aimed to continuous improvement and focused on clients.
Types of benchmarking:
Internal benchmarking: This is done inside the organization or business group. Some
departments may have adopted successful practices that can also be used in other
departments.
External benchmarking: The comparison looks at external organizations. Through
benchmarking an organization aims to learn from others and become more aware that existing
knowledge outside the organization can be profitable to improve and be more competitive.
Benchmarking is an ongoing process to measure products, services and practices among the
strongest competitors or leading organizations.
- Direct competitor: Most organizations have one or more competitors that excel in the
realization of a process that they want to improve. Collecting information from a direct
competitor can be complicated.
- Non-competitor: When it is possible to obtain information from organizations that are not
direct competitors (for geographical reasons or because they belong to another sector).
2.4. 6 SIGMA
It can be defined as the business management philosophy focused on process improvement using
statistical methodologies on information derived from processes.
The objective is to reduce variation so that products and services meet or exceed customer
expectations.
= standard deviation, dispersion (variability of a set of values with respect to the average value).
Working approach to improve quality, structured and systematic, based on the measurement and
analysis of data, to improve results of all processes.
A response to the need to fight process variability. The objective is to obtain a product quality level
with a final index of 3.4 defects per million (6, is the standard deviation of a process variable).
It is used to radically improve the processes and achieve the following in a short period of time:
Increased customer satisfaction
Increased organization benefits
Introduction of a structured way of thinking that will normally be applied
It is a statistics process control.
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Try to reduce
deviation and defects
2.5. Ss
This represents the commitment of each employee to overall improvement of the environment and
working conditions.
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3.2. PRINCIPLES
Declaration of principles based on: The customer, employees and society satisfaction and the
impact on society are achieved through the initiatives of leadership, strategy, personnel
management, alliances and resources; processes, products and services that lead finally to
excellence in business results" (adapted from EFQM, 2009).
1. Adding value for customers: understanding, anticipating and fulfilling needs expectations and
opportunities.
2. Creating a sustainable future: positive impact on environment (similarly to CMR). Enhance
performance and advantages:
- Economic.
- Social.
- Environmental.
3. Developing organizational capability: manage changes within and outside the organization
(alliances).
4. Harnessing creativity and innovation: this generates value with continuous improvement and
systematic innovation process. Trying to involve the stakeholders.
5. Leading with vision, inspiration and integrity: leaders need to shape future. The leaders act as
models.
6. Managing with agility: adaptation (identify and respond to opportunities and threads effectively
and efficiently.
7. Succeeding through the talent of people: valuating people with culture of improvement and
enrichment (empowerment).
8. Sustaining outstanding results: meeting short-term and long-term objectives such as
stakeholders needs, expectations
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3.5. ENABLERS
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Leaders have to be an example for the organization, focused on improving and internalizing
mission and vision of the organization. Organization needs a good leaders.
They define, observe, review and lead MS improvement and organizational performance.
They also contact clients, colleagues and representatives of society, reinforce the culture of
excellence for the organizations people and ensure that the organization is flexible and manages
changes effectively.
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3.6. RESULTS
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3.9. RADAR
First of all the organization will choose what results it wants.
3.10. SELF-ASSESSMENT
A self-assessment using the EFQM Excellence Model will give the organization a holistic overview
of your organization. It is similar to the similar internal and external audit of ISO. It can help the
organization to:
Understand how effectively you are deploying your strategy.
Identify the causeand-effect relationships between the things you do and the results you
achieve.
Identify your current strengths and prioritize opportunities for improvement against your
strategic goals.
Identify opportunities for benchmarking; both in terms of things you can share and things you
want to learn.
Establish a baseline position so you can measure your progress over time.
The organization will grade each achievement and the EFQM auditors will come to the
organization in order to confirm this achievement.
3.11. LEVELS
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When the organizations had implemented this system, they can choose to obtain the award. There
are three levels:
1. Committed to Excellence.
2. Recognized for Excellence.
3. EFQM Excellence Award.
3.11.1 Committed to Excellence
The first milestone towards excellence.
To achieve this recognition, an organization needs to identify 3 priority improvement initiatives from
a self-assessment and, over the next 6 12 months implement these projects.
Why join?
Involve and align all staff members to improve your organization's performance.
Receive a validation and an internationally recognized certification.
Benefit from action oriented feedback.
Drive a culture of continuous improvement.
3.11.2. Recognized for Excellence
Designed for organizations that are well on their way to achieve sustainable excellence. It
recognizes the organizations efforts and identifies good practices.
The assessment is carried out by an independent team of EFQM Assessors.
Why join?
Receive value-adding feedback from a team of experts.
Benefit from international recognition.
Provide proof to peer organizations, suppliers and customers of your level of excellence.
Use of EFQM Logo for 2 years.
3.11.3. EFQM Excellence Award
Objective:
To recognize Europes best performing organizations, whether private, public or non-profit.
The feedback from the assessor teams is then presented to an independent jury that decides the
level of recognition for each Finalist.
To win the EFQM Excellence Award, an applicant must be able to demonstrate that their
performance not only exceeds that of their peers, but also that they will maintain this advantage
into the future. A prize winner is an organization which demonstrates role model behavior in one of
the following 8 criteria:
Leading with Vision, Inspiration & Integrity.
Managing Processes.
Succeeding through People.
Adding Value for Customers.
Nurturing Creativity and Innovation.
Building Partnerships.
Taking Responsibility for a Sustainable Future.
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Criteria:
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6. UNIT SUMMARY
- Definition and principles of TQM
- Tools and models of TQM:
Tool.
Models:
EFQM.
Deming.
Malcom Baldrige National Quality Award.
Relationship
between TQM and innovation management.
TOTAL
QUALITY
MANAGEMENT
QUALITY
QUALITY
MANAGEMENT
TOTAL
QUALITY
MANAGEMENT
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UNIT 4: ENVIRONMENTAL
MANAGEMENT
1. DEFINITION AND EVOLUTION OF
ENVIRONMENTAL MANAGEMENT
1.1. DEFINITION
Environment:
Surroundings in which an organization operates, including air, water, land, natural resources,
flora, fauna, humans, and their interrelation (ISO, 2004)
Set of natural physical systems that make up the Earths system. Synonymous with the
natural environment, physical and biological, that surrounds the organization (Claver et al.,
2011)
Environmental aspect:
Element of an organizations activities, products or services that can interact with the
environment (ISO, 2004). A significant environmental aspect has or can have a significant
environmental impact
Environmental impact:
Any change to the environment, whether adverse or beneficial, wholly or partially resulting
from an organizations environmental aspects (ISO, 2004). We are focusing on negative
impact such as pollution in order to improve it.
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- Concern phase: Humanity realized about the importance of the environment. Then they had
unlimited resources and eco growth.
a) Beginning (1972-1987):
1. 1972: Meadows reports was published, which supported the growth but with a balanced
use of the resources.
2. 1992: Meadows published another report.
3. 1973: The European Union published an action program on environment:
Corrective action > Reduction of environmental impact. Organizations need
to invest in those practices that allow to reduce environment impacts.
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This involves incorporating environmental criteria in the creation and development phase for each
product, trying to anticipate the environmental impacts of the product in the production phase as
well as in the consumption phase and when it becomes waste, considering the environmental
impacts produced during the previous phases
When the eco-design integrated aspects of environmental impact reduction and economic
improvement (resulting in higher added-value or cost reduction) eco- efficient eco-design.
Utilities:
Add value to the company product.
Contribute to product differentiation with respect to competitors.
Gain recognition for environmental quality.
Give content to the environmental communication campaigns of the company.
Produce cost savings.
Avoid final consumer complaints.
Anticipate legal norms.
Sell knowledge to others.
Improvement actions:
Improvements in product concept.
Raw materials: selection of materials with low impacts.
Production.
Transport and distribution.
Client use of the product.
End of product life.
Achieving products that respond to:
Less consumption
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ECOLOGICAL MARKETING:
Existence of green consumers: they consider how the products they purchase have been
obtained and produced, avoiding products that have harmful impacts on the environment during
their elaboration, use, consumption and waste
A company can use strong environmental positioning and design to focus on green consumers
Emergence of ecological marketing: study and use of different actions relating to the environment,
used to give greater recognition to companies and/or to their products among the consumers
Two perspectives:
Social.
Business.
Social perspective: set of activities focused on stimulating and facilitating the acceptance of
social ideas and behaviors considered beneficial for society, and on trying to reduce and
demotivate harmful ideas and behaviors.
The aim is not to get money, it is change societys mind.
Ecological marketing: set of actions performed by not-for-profit institutions to disseminate
desirable environmental ideas and behaviors among citizens and social and economic
agents
Social marketing objectives:
To inform about environmental aspects
To stimulate beneficial actions for the environment
To change harmful behaviors for the environment
To change societys values
Business perspective:
Applied by for-profit organizations seeking to satisfy green consumers needs.
Definition: process of planning, implementation and control of marketing variables used by a
company to satisfy consumer needs, achieve company objectives and minimize the negative
impact on environment
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The company needs to publish annually reports regarding its environmental practices.
Dangers from the lack of an EMS in a company:
1. Loss of natural markets.
2. Pressure on the company.
3. Inability to increase market share: as the organization cannot show that it is doing
something positive for the environment, then, the clients will go to another company.
Environmental Management System implementation: important elements
Priority: implementing this management system is an strategic decision which should be in
the top.
Communication: the organization should communicate implementation within inside and
outside the organization.
Requirements: what we need and we have available in order to implement this management
system and what the organization needs to comply.
Life cycle of products: analyze all the stages of the life of the products and integrate this
analysis to the environmental management systems.
Resources: analyze if the resources needed are in the company, and if not try to allocate
them.
Improvement: once you have implemented it, the company has to try to improve
implementing policies and objectives.
Spreading EMS: trying to make our suppliers and clients to implement this management
system.
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In general terms, ISO 14001 is the same than ISO 9001 but regarding environmental aspects. It
certifiable.
Structure of the norm:
1. Objective:
The objective is to specify requirements for an environmental management system, to enable
an organization to develop a policy and objectives taking into account legal requirements and
information about significant environmental aspects. It applies to those environmental aspects
which the organization can control and those which it can influence. It does not itself state
specific environmental performance criteria.
It is certifiable. All kind of companies can implement this ISO.
It is applicable to any organization that wishes to:
a) Implement, maintain and improve an EMS;
b) Assure itself of its conformity with its stated environmental policy;
c) Demonstrate such conformity with this international standard by:
making a self-determination and self-declaration; or
seeking confirmation of its self-declaration by a party external to the organization; or
seeking certification/registration of its environmental management system by an
external organization.
2. EMS requirements:
- General requirements: The organization shall establish, document, implement, maintain and
continually improve an environmental management system in accordance with the
requirements of this international standard and determine how it will fulfill these requirements.
The organization shall define the scope of its EMS.
The organization will have different aspects but always taking into account with continuous
improvement.
PDCA cycle: the unique tool of this ISO.
As the companies normally have implemented ISO 9001, then when they want to implement
ISO 14001, they are more used to, and maybe it cannot be necessary the help of a
consultant. But it is not mandatory to implement ISO 9001 before ISO 14001.
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- Environmental policy: Top management shall define the organizations environmental policy
and ensure that within the defined scope of its EMS, it:
Is appropriate to the nature, scale and environmental impacts of the organizations
activities, products and services;
Includes a commitment to continual improvement and prevention of pollution;
Includes a commitment to comply with applicable environmental legal requirements
and other environmental requirements to which the organization subscribes;
Provides the framework for setting and reviewing environmental objectives and
targets;
Is documented, implemented and maintained (documentation is important for passing
the audit, training and improvement of the company);
Is communicated to all persons working for or on behalf of the organization;
Is available to the public
Company should define the environmental policy according to the general strategy of
the company.
- Planning:
Environmental aspects: the organization should establish and maintain procedures
that will help the organization in three main aspects:
- Identify environmental impacts.
- Determining the aspects which have an impact.
- Documenting on the information.
Legal and other environment requirements: the organization should establish
procedures that allow to identify first legal requirements and determine how these
legal requirements will be implemented in EMS.
Objectives, targets and program(s): should be documented and available to the
entire organization and measurable.
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Motivations:
Motivations can be classified into internal and external motivations.
External:
- Worldwide acceptance: international recognition.
- External pressure: market, society, clients.
- Image: improves because stakeholders realize that the company has a commitment with
environment. It is perceived as positive.
- In some public contests, having the ISO 14001 or other environmental management
system implemented is giving them extra points in the contests. Extra points in order to
receipt some prize.
Internal: organizations that have an environment concern which want to implement a
management system and have enough experience implementing and managing other
standards (ISO 9001).
- Environmental concern (social responsibility).
- Competitiveness (sector).
- Step further than ISO 9001.
Benefits:
+ Elimination or at least minimization of environmental impacts
+ Organizational improvement (efficiency)
+ Employees concerned about their job importance
+ Knowledge of all legislation
+ Improvement of internal communication and information
+ Greater control of operation
+ Indicates possible contamination sources
+ Contextualizes the relationship of the company with the environment
Difficulties:
- Failures: because normally top management commitment is very important, and if the
company is not committed and doesnt have enough resources, then it will fail.
- Inflexibility.
- Lack of training: if employees are not well trained, it will fail.
Evolution of ISO 14001 certificates:
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In some areas, ISO 14001 is in the growth stage, and in others it is in the saturation phase, but in
others is starting the decline phase. As it is growing faster, the evolution is also faster. Probably the
ISO 14001 will reach very fast the saturation point.
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In the ISO 14001 we are implementing continuous improvement because of the PDCA model.
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Standardization
British Standard Institution and ISO 14000 (which is based on the English Standard) are those
companies that want only to certify.
The companies that are really interested in environmental aspects apply the EMAS and the LCA.
Wants to innovate and go beyond these tools Eco-Efficiency (trying to produce a product or a
service with minimal environmental impact that satisfies all the stakeholders) and Radical
Innovation.
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Implement
environmental
practices
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Assurance the legal compliance and apply other volunteer activities in order to go beyond this legal
compliance and satisfy all stakeholders.
EFQM can be also used as a base for the explanation of the entire subject.
Dimensions that European Union is defining to measure the social corporate responsibility:
- Market place: suppliers and clients environment.
- Community: local society, related stakeholders.
- Environment:
- Workplace: related with the corporation and its workers.
Most popular:
Economic
Environment
Social
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Main aspects:
Governance structure
Human rights
Labor activities
Environment
Best operational practices
Customer service
Relationship with the community and development
3.4.2. PRINCIPLES OF THE STANDARD
UN Global Compact.
Its aim is to gain the voluntary commitment of organizations to social responsibility, though the
implementation of then principles based on:
- Human rights.
- Labor.
- The environment.
- Anti-corruption.
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CONTHE CODE: To advise the National Securities Market Commission (CNMV) on the
harmonization and updating of the recommendations of the Olivencia and Aldama Reports on
the governance of listed companies and to make recommendations on precise additional steps.
(Mapfre)
3.4.4. MSs AND CERTIFICATIONS
SA8000: Its objective is to improve working conditions worldwide and to evaluate the social
responsibility of suppliers and retailers. The development of this standard drew on companies,
certification bodies, non-governmental organizations (NGOs), unions and academia. SA8000
expands industry and business codes to create a common language for measuring social
compliance. Those seeking to comply with SA8000 have adopted policies and procedures that
protect the fundamental human rights of employees.
Areas of focus:
- Child labor, forced and compulsory labor.
- Health and safety.
- Freedom of association.
- Right to collective bargaining.
- Discrimination.
- Disciplinary practices.
- Working hours.
- Remuneration.
3.4.5. GENERATION OF INFORMATION SYSTEMS
GRI (Global Reporting Initiative) (globalreporting.org).
Is a non-profit organization that promotes economic,
environmental and social sustainability. GRI provides all
companies and organizations with a comprehensive sustainability
reporting framework that is widely used around the world. Transparent sustainability reporting is
at the core of GRIs vision and mission. Reports can be used for the following purposes, among
others:
- Benchmarking and assessing sustainability performance with respect to laws, norms,
codes, performance standards, and voluntary initiatives.
- Demonstrating how the organization influences and is influenced by expectations about
sustainable development.
- Comparing performance within an organization and between different organizations over
time.
3.4.6. INFORMATION AUDIT AND ASSURANCE SYSTEMS
AA1000: It addresses issues affecting governance, business models and organizational
strategy, as well as providing operational guidance on sustainability assurance and stakeholder
engagement. It offers a comprehensive warranty organization to account for an organizations
management, results and reporting on sustainability issues by evaluating the organizations
adherence to the principles of sustainability and providing reliable information of associated
performance.
Principles:
- The Foundation Principle of Inclusivity.
- The Principle of Materiality.
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UNIT SUMMARY
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UNIT 5: INTEGRATION OF
MANAGEMENT SYSTEMS
1. DEFINITION OF MANAGEMENT SYSTEMS
INTEGRATION
When an organization has multiple management systems implemented, it has to do a choice:
- Managing the systems individually.
- Managing integrated all the systems.
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Common elements.
Own model of the organization.
2.2.1. CERTIFICATION BODIES
AS/NZS 4581: 1999 Management system integration - Guidance to business, government and
community organizations.
UNE 66177: 2005 Management systems. Guideline for the integration of management systems.
Implement the PDCA model in order to improve the integration of the management systems.
It is proposing how to improve the integrated management system.
Created by Spanish people.
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PAS 99: 2006 Specification of common management system requirements as a framework for
integration.
First common requirements of the management system, then the common requirements of the
management systems in order to achieve the total integration.
Created in England.
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2.2.2. AUTHORS
It is a seven-step approach similar to the implementation process of a management system.
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Those organizations that have less experience managing different management systems, they has
normally less level of implementation.
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UNIT SUMMARY
- Definition of MSs integration.
- Aspects of MSs integration:
Strategy.
Methodology.
Levels.
Audits.
Benefits and difficulties.
- Future of MSs integration
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