Business Management Systems (BMS)
Business Management Systems
Competitive Advantage
Business Process
Synergy Management Consulting Group
Business Management Systems Business Improvement (Lean Six Sigma) Business Risk and Opportunity Management
Business Management Systems - Contents 1. What is a Business Management System (BMS)? 2. Why an BMS? 3. How to develop an BMS? 4. Why choose Synergy Management Consulting Group
- Section 1 -
What is a BMS?
Business Management Systems - What is a BMS?
1. A Business Management System is:
A document ed system focused on your business An Integrated Management System (IMS) A system which can satisfy ISO 9001, 14001, 18000, 17025, TS 16949, AS 4801 and any other standards or regulations A single document ed & implement ed management system A system structured to integrate any requirement s, internal or external, into the organiz ation s operating procedures A model for Business Improvement
Business Management Systems 2. Management Systems provide the stable platform on which to build improvement s
Competitive Advantage Business Management Systems
Policies SOPs SWMs Mgmt plans Training Toolbox talks ISO 9001 AS 4801 ISO 14001, etc
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Business Process
Business Management Systems - What is a BMS?
3. An BMS is the basis for Business Improvement Continual Improvement
Management Review
Policies
Measurement & Evaluation
Implement ation
Planning
Business Management Systems - What is a BMS?
External authorities
Employees Shareholders
4. An effective Business Management System is designed to address requi rements of stakeholders
Communit y Suppliers
Customers
Business Management Systems - What is a BMS?
External authorities:
Government Regulations
Tax, law, environment Safety, health, food safety
Employees:
OH&S AS 4801 Social Accountability Satisfaction
Shareholders:
Business objectives Revenue & Profit BSC, Governance Bus. excell. model
5. A BMS balances the stakeholders needs
Community:
Environment ISO14001 Social Accountability Local Employment
Suppliers
Supply Chain Mgmt Purchasing systems e-business
Customers:
Quality ISO9001, 17025
HACCP, GMP Satisfaction level Quality Award Status
Business Management Systems - What is a BMS?
6. The BMS includes all the organisations documents: A single documented system Hard copy or computer based, or both Procedures for all activities, where risk requires control Operating Instructions Forms Records Computer based data
Business Management Systems - What is a BMS?
7. The BMS can also include: Business & Marketing Plans Policies & Strategies All operational procedures & records Management meetings Board of Directors meetings Financial Records
Beyond the minimum external requirements, the BMS scope is up to the Management s decision
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- Section 2 -
Why a BMS?
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The complexity of managing change in today s environment requires a new approach to Management Systems
Many new programmes No way to relate them Loss of focus
Lean, Continual Improvement, Six Sigma
OHS18001 ISO 9001
SAP
Performance Measurement [BSC]
Overwhelmed by data Conflicting needs for different stakeholders
ISO 14001
MBNQA
Government Outputs Regulations Outcomes
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SAP
360 Degree Cost Reduction Budgets Appraisal
Business Management Systems - Why a BMS? A Business Management System:
1. Helps to manage the organisation to satisfy all stakeholders 2. Links business objectives to performance of processes 3. Controls through risk management , controls greatest risks 4. Focuses on the organisation s own business processes 5. Less emphasis on structure to suit External requirement s 6. Minimum document ation & bureaucracy 7. No duplication of systems, forms, etc 8. Allows consistent document format & control process 9. Easy to add other requirement s with little change needed
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- Section 3 -
How to Develop a BMS?
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Business Management Systems - How to Develop a BMS?
1. Base the system on your own business, not external standards
2. Map current activities as core, support and sy stem processes 3. Set Business Objectives link to Stakeholder needs 4. Set process performance measures to meet business objectives 5. Determine the level of control of processes by Risk Analysis 6. Document processes, add requirements of 9001, 14001, AS 4801, etc 7. Integrate requirements at lowest practical level of procedures (e.g. often possible to include all the requirements for efficient operations, safety, quality & environment together in one w ork instruction) 8. Communicate the developed documentation e.g. using an Intranet
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Business Management Systems - How to Develop a BM S Map your business process diagram - core & support processes
Core Processes
Sell Products Purchase & Receive Produce Store Products Deliver Products Invoice Satisfied Customers
Support Processes
Corp. Governance Maintain Plant Control Suppliers Manage Human Resources
Planning
Co-ord Q, OHS & E
Control Information
Process Review
Management Review
Manage Risk
Improve Processes
Manage Finance
System Support Processes
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Business Management Systems - How to Develop a BM S Add external std. requirement s to core & support processes
Core Processes
Sell Products 5.4 4.3.1 4.3 Purchase & Receive Produce Store Products 7.5 4.4.6 4.4.6 Deliver Products 7.5 8.2 4.4.6 4.4.6 Invoice 7.5 ISO 9001 n/a ISO 14001 n/a AS 4801 Satisfied Customers
7.1 7.4 8. 8.3 7.1 7.5 8.2 8.3 4.4.6 4.5.2 4.4.6 4.5.1 4.4.6 4.4.6 4.5
Support Processes
Corp. Governance Maintain Plant Control Suppliers Manage Human Resources Co-ord Q, OHS & E
Planning
Control Information
Process Review
Management Review
Manage Risk
Improve Processes
Manage Finance
System Support Processes
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Business Management Systems - How to Develop Simple Document ed Procedures 1. Keep the procedure simple 2. Aim for procedures of 1 page length 3. Start with your core business processes 4. Focus on t he process involved 5. Start at the start of the process its logical 6. Aim for a maximum of 10 steps 7. Document just the steps with suitable titles 8. Give an action title (verb + noun) to each Step, e.g.
Take order Raise Purchase Order Choose Subcontractor Load Coal onto Truck File Records , etc
8. Add details and notes and forms etc to each step
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BMS part of sample procedure
Responsibility Any staff member, Managers, Managing Director 1 Task Identify Problem or Possible Improvement q Notes 1. Any staff member or Manager may identify an actual, potential problem or an opportunity for improvement 2. Can include non-conforming product, safety, quality, customer complaint, customer feedback, process deficiency, accident, incident, etc 3. This should be discussed with your Supervisor or a Manager, and where possible, action taken promptly to address the matter. 1. A Improvement Report (IR) can be raised to ensure long term corrective action is taken to prevent recurrence, such as: n For a critical problem n For an on-going problem 2. Where an IR is needed, you need only complete Section 1 3. Ensure initial action is taken, where relevant, to contain the problem and enter in Section 2 4. Give all IRs to MD or BMS Management Representative 1. Give a number to the IR 2. Investigate what actually happened and what is the root cause of the problem 3. Enter comments about root cause in Section 3 1. MD or BMS Mgmt Rep will assess if long term action is needed, depending on risk level, ie severity and likelihood of problem recurring 2. Close off IR if no further action needed
Any Staff member, BMS Mgmt Rep
Raise IR if needed q
BMS Mgmt Rep, Managers
Investigate Problem / Opportunity q
BMS Mgmt Rep
Determine if Long Term Action Needed q
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BMS part of sample procedure
Responsibility GM, 1 Coordinator IMSC
Task Conduct Site Induction Training new employees q
Notes 1. The GM or Coordinator / Department Manager arranges site induction training together with the IMSC: Downer EDI site induction and Lovton Coal site inductio BC & IAR policies HR employment conditions, contract, etc. 2. The IMSC completes a record of site induction training 1. The GM or Coordinator / Department Manager plans job specific individual induction with the IMSC including the need for subsequent coaching or supervision 2. Supply a position Description and a copy of relevant SWPs to each new employee
GM, 2 Coordinator IMSC
Plan Job Induction for new employees q
GM, 3 Coordinator IMSC
Conduct Job Specific Induction Training for new employees q
1. The GM or Coordinator / Department Manager conducts job specific induction training, which includes: rosters, times, personnel facilities job specific SWPs, OHS requirements, rules, forms, etc 2. The IMSC completes a record of induction training
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BMS part of sample procedure
General Manager 1 Check all requisitions placed q 1. On a daily basis (where practical) the GM (or other Salesperson) prints out all requisitions entered into Attache and checks each requisition, to ensure no obvious mistakes or omissions have occurred. 2. Where necessary the details are checked against the Internal Order form.
Salesperson
Check Back Orders q
1. Check regularly the progress of delivery of back orders. 2. If product does not arrive by its due date, contact supplier.
Salesperson, 3 Accounts Clerk
Receive & Store Purchased Products q
1. For receipts of purchases refer to P3 Receive, Store & Deliver procedure. 2. For incorrect or non-conforming items received, refer to Accounts Clerk who will record in Returns Register
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BMS - part of sample procedure
Add pictures or diagrams
OCE, Operator 1 Manage Spontaneous Combustion q
n
When completing a block or working face, leave a 10m wide access bench, where practical, for every 7m lift, to reach potential spontaneous combustion area. The following schematic diagram is a guide.
7m 10m Coal parting Coal Coal 7m Coal parting
Waste
7m 10m
Operator
Park Excavator End
Park Brake
n
n n n n
n n
At completion of shift or assigned work, move excavator to a safe parking area within the work area, clear of overhangs, slide areas, power lines and underground workings Lower bucket to ground & place controls in neutral Engage swing lock toggle switch to on position Apply safety lock lever prior to leaving seat Push throttle to idle. Allow engine to idle for 5 minutes. Use this time to clean cabin Stop engine. Turn off engine start switch and turn disconnect switch to off Complete report book with mining data and any maintenance issues
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BMS part of sample procedure
Responsibility Employees 1 Task Participate q Supervisor 2 Conduct weekly inspection q
1. Conduct the weekly site inspection. This will include the inspection of the working site, sea container, powered mobile plant and associated electrical equipment. 2. Ensure personnel are relieved of their normal duties to participate in a workplace inspection as scheduled. 3. Ensure that all items identified requiring corrective actions are acted upon.
Notes
1. Participate In workplace Inspections
Operations Manager
Ensure inspection system is effective q
1. Ensure resources are available to complete the scheduled inspections 2. Ensure that all items identified requiring corrective action are acted upon 3. Ensure that Inspections are conducted regularly and as per schedule 4. Developing the Inspection and Survey Schedule and allocating personnel to complete the inspection
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Business Management System Use of Intranet (mining)
Coal Company
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- Section 4 -
Why Choose Synergy? - Credentials
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Business Management Systems Why Choose Synergy?
Synergy Management Consul ting Group
Australia & Indonesia
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Synergy Team
The Synergy Team in Australia includes:
Jim Laird Managing Director, Consultant BMS & Risk M gmt Bede Boyle Director & Senior Consultant Minerals & M ining Alex Lester Senior Consultant Lean Six Sigma & BM S Maggie Lester Consultant BMS & HACCP & Logistics Michael McLean Senior Consultant Strategy & Lean Six Sigma Michael Minns Senior Consultant Human Resources Mick Ryan Senior Consultant Business Improvement
The Synergy Team in Indonesia includes:
Diane Christina (APB Group) Risk Management Antonius Alijoyo (APB Group) Risk Management
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Synergy was created to help companies implement complex business transformation
Depth of experience - helping clients transform themselves in over 1000 complex consulting projects Assignments UK, USA, M. E. & Asia Pacific (Australia & Indonesia) Assignments span many of industry sectors:
Manufacturing including Automotive & Electronics Finance & Services Mining Chemicals & Pharmaceuti cals Construction Defence
Particular focus:
The end-to-end business process Involvement of people with Learn-by-Doing Keep it simple
Implementation & benefit delivery is the primary focus with long term shared risk
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We work with the Worlds & Asia Pacific top companies
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Abbott Diagnostics Aerowisata Garuda
NSW Dept of Mineral
Australian Customs Aust. Defence Industries Aust. Magnesium Corp. BHP Steel, Coal & Minerals BOC Gases Boggabri Coal Boral Bouraq Airlines Indonesia BP Indonesia & UK Brisbane Water Cable & Wireless Changi Airport Singapore Commonw ealth Bank CSR
Dairy Farmers
Resources Ford Flexdrive Industries Fluor Australia General Motors Holden James Hardie Industries Idemitsu Coal Kodak Medicraft M. Collins & Sons Mine Subsidence Board Newcastle University NSW Fire Brigades NSW Police Service Olex Cables Parramatta City Council Pauls (Parmalat)
QANTAS RAAF & RAN - Defence Rexel Australia Rhine Ruhr Salmat Shell Simply Energy Stork Cooperheat Sucofindo Indonesia Suncorp Metway Sydney Water Toll Logistics Tyco Electronics Indo Westpac Bank Whitehaven Coal WorkCover Qld Xstrata Coal
