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IMS Assessmnet II

The document discusses how to conduct a readiness assessment for integrated management systems implementation. It outlines the key areas to assess including context, leadership, planning, support, operation, performance evaluation and improvement. It also discusses the main difficulties of IMS as being diverse management systems, employee resistance, lack of resources and integration strategy. The benefits are also provided as operational improvement, cost savings, risk management and decision making. Possible solutions for overcoming resources and organizational culture challenges are outlined.

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0% found this document useful (0 votes)
30 views13 pages

IMS Assessmnet II

The document discusses how to conduct a readiness assessment for integrated management systems implementation. It outlines the key areas to assess including context, leadership, planning, support, operation, performance evaluation and improvement. It also discusses the main difficulties of IMS as being diverse management systems, employee resistance, lack of resources and integration strategy. The benefits are also provided as operational improvement, cost savings, risk management and decision making. Possible solutions for overcoming resources and organizational culture challenges are outlined.

Uploaded by

Luther Ntsumele
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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THE FACULTY OF ENGINEERING AND THE

BUILT ENVIRONMENT
DEPARTMENT OF QUALITY AND OPERATIONS
MANAGEMENT
Module Name: Integrated Management Systems

Module Code: IMS8X01

Programme/Qualification: Postgraduate Diploma in Quality

Qualification Code: E6Q20Q

CONTINUOUS ASSESSMENT 2: INDIVIDUAL TASK


TOTAL MARKS: 75
WEIGHT: 15%
-------------------------------------------------------------------------------------------------------
Surname & Initials: Ntsumele LN

Student number: 200708008

Contact number: 0738353120

Email address: [email protected]

-------------------------------------------------------------------------------------------------------

ASSESSOR: Dr Nelson Madonsela


INTERNAL MODERATOR: Prof Anup Pradhan
EXTERNAL MODERATOR: Prof Pule Kholopane (VUT)

SUBMISSION DATE: 01 MAY 2024


Question 01

1.1 Based on what you have learned, how would you conduct a readiness assessment?

According to the British Assessment, due to an over increasing challenge to deliver


improved quality products and to meet relevant legislative requirement, organisations
are turning to an Integrated Management System to navigate these challenges. This
widespread approach links various management system standards into a unified
framework (British-assessment, 2023).

Studies have been made overtime to assert the incredible benefits of an Integrated
Management System. However, before an organisation can start with the
implementation, it will require it to come up with a well thought systematic approach.
The Cambridge dictionary defines readiness as willingness or a state of being prepared
for something. Gallagher (2019) advice that, to prevent taking on a big change for your
organisation without knowing of it can handle it, readiness assessment can be an official
measurement of preparedness of your company to undergo these big changes.

To conduct a readiness assessment, the following must be considered:

• Context of the organisation

✓ Check if the organisation has done anything in terms of identifying and


evaluating the internal and external issues that may have an impact on
the intended management system’s ability to produce the necessary
outcome of the integration strategy.
✓ Evaluate if the internal and external stakeholder interest that may impact
on the system`s performance have been identified.
✓ Evaluate whether the scope of the management system has been
identified.
✓ Has the organisation defined and mapped all their processes according to
their organisational policy and strategy?
:
• Leadership
✓ Assess if top management has satisfied all the requirements of the
management system. Also check if these requirements, such as objectives
or policies, are implemented in a manner that is consistent with the vision
of the organisation.
✓ Assess if there is a developed and communicated organisational chart
that clearly highlights authorities, roles, and responsibilities.
• Planning
✓ Confirm if the organisation has implemented an effective risk and
opportunities identification method that aligns with the desired
management system.
✓ Determine if the organisation has developed and maintained quality
objectives that have been documented.
✓ Evaluate if changes have been made and if they are relevant and
achievable
• Support
✓ Confirm if the organisation is aware of the required resources, and that it
has made available enough resources for the implementation,
maintenance and allow for the continual improvement of the
management system.
✓ Assess if all the staff in the organisation are competent, if there is training
provided, ensure that it is properly documented.
✓ Seek evidence to confirm if awareness training has been done
✓ Assess if there is a developed business communication process and it is
applied.
✓ Assess the documented information of it is applicable and relevant to the
effective operation of the management system.
• Operation
✓ Confirm that all related activities are conducted under controlled
conditions. This include identifying beforehand how products will be
produced, as well as the appropriate quality objectives to be met on the
product.
✓ Evaluate effectiveness of the procurement process
✓ Assess design and development procedures developed by the
organisation.
✓ Assess procedure for quality supply for goods and services.
✓ Check if there is proper assert management
✓ Chek for procedures for quality assurance
✓ Check for control measures that address nonconformities and poor
quality.
• Performance evaluation
✓ Identify whether the organisation has determined what it is going to
monitor and measure to assure the performance of the management
system.
✓ Check for an established internal audit programme
✓ Check if top management has reviewed the management system for it
continued sustainability.
• Improvement
✓ Evaluate if the organisation has implemented strategies to seek out and
realise any improvement opportunities that will allow it to achieve better
outcomes from the management system.
✓ Check if there are corrective actions implemented and their effectiveness
against the nonconformity.
✓ Check if there is any improvement opportunities identified and how the
underperforming aspects of the system are planned to be addressed.

1.2 Critique the difficulties and benefits of IMS. Briefly summarise the main five
difficulties and discuss some possible solutions.

• Difficulties

✓ Diverse Management Systems: As different systems are for their specific


scope and different purposes, integrating them into one system can prove to
be a challenge.
✓ Resistance of employees: People often have a resistance to change which
brings a difficult situation when they must be introduced to a new system
that they must adopt.
✓ Resources: The process of integrating different systems into one requires a
lot of finances and willing participating human resources, lack of any may be
very difficult in getting the process to start.
✓ Lack of integration strategy: If an organisation does not know how to go
about integrating, it may prove to be very challenging as people in the
organisation might not have the required expertise or skill to integrate.
✓ Post implementation: Intertwined systems may give rise to bureaucracy
which may result in more complex working conditions.

• Benefits

✓ Operational Improvement: By doing away with silos between


departments and systems, IMS can be used to streamline processes and
procedures
✓ Cost saving: It is a cost-effective way to meet multiple standards and
requirements.
✓ Increased employee morale: The implementation of an IMS nurtures a
culture of commitment, interaction, and collaboration within the
organisation. This alignment promotes a sense of ownership and
accountability among staff members, leading to improved morale,
productivity, and organisational effectiveness.
✓ Enhanced risk management: A thorough approach to risk management
when conducted in accordance with the IMS can bring a more
comprehensive view of the risks associated.
✓ Improved decision-making: when activities in an organisation are clearly
defined in the IMS, management can make better informed decisions that
are aligned with the direction of the organisation.
Main difficulties in IMS implementation

• Resources: The implementation of an IMS requires properly dedicated and


allocated resources to achieve the desired outcome. Furthermore, management
and employees must be dedicated to the implementation an IMS due to the
need for human resources and the funding to support the process.

Solution: The supposed organisation must evaluate its individual situation and,
using a graded approach, scale the requirements and activities to manage the
development and implementation in accordance with its needs. Management
must further assess the costs versus the benefits of implementation to allow
proper decision making and dedication of the funds.

• Organisational Culture and Behaviour: Employees of their day-to-day activities


within the organisation are influenced by their shared values, norms as well as
their believes. Furthermore, the established culture in the organisation
influences how staff interacts with each other as well as stakeholders to some
extent. These factors at the end of the day affects practices within the company.

Solution: Organisations, based on the nature of their desired outcome must


choose a system that work for them as there are few identified culture types as
identified by Einhorn, S., Fietz, B., Guenther, T.W. et al. (2023) namely:

✓ Adhocracy culture: Employees are committed to trying new things,


innovative and they are risk takers.
✓ Clan culture: This type fosters commitment to the company and to
personal ties.
✓ Bureaucratic culture: Usually focuses on efficiency and stability by
formalising everything.
✓ Market culture: Maily focuses on the achievement of goals and
competitive advantage.
Organisations can implement what they think would work for them, however, the most
common tool that has allowed organisation to achieve their goals is the communication
of organisational goals and highlighting areas of opportunity. Furthermore, the element
of the IMS systems can be inserted into some of the routines of the company. It must
further be stressed that organisations must develop a learning culture, promoting the
development and involvement of employees with less dependence on consultants.

• Diversity of constituent Management Systems Standards: The characteristics


and the requirements of each standard are out of the organisation`s control.
Therefore, certification standard items, such as the difference between common
elements of the standard and different models of system implantation can make
integration not feasible.

Solution: If the organisation lacks the personnel to provide adequate information on


the management standards, services of a professional management systems standards
specialist must be acquired.
Their role will be to Provides expert knowledge of the standards, regulations, codes,
requirements and so on for all process and procedural documents. Furthermore, the
organisation can consult the relevant regulatory body to seek clarification on the
requirements and get a clear explanation on the expectations for satisfying the
requirements. From here, the information obtained should be used to form the criteria
for assessing the IMS to check if it satisfies all the requirements from those various
regulatory bodies.

• Top Management Envolvement: For a successful implementation of an IMS,


commitment from top management, backed by a strong leadership with strong
employee involvement is crucial.

Solution: Guidelines and conditions on how the organisation can achieve


successful implementation of the IMS, continuous improvement as well as the
sustainability of the system must first be developed by top management. This will
be an indication of their commitment to the system, therefore allowing top
management to be able to witness activities involved in the implementation for
verification and validation of each stage of IMS development. Furthermore, to
assert their commitment, top management can consult with various stakeholders
outside the organisation to communicate the new system and give a glimpse of
the new direction of the organisation and how it will look like.

1.3 What would you recommend to address the failure of the quality management
system standards?

• Method vs Methodology

Methods: Rules or procedures that guide someone in accomplishing a purpose. A way


of doing something. A careful or organized plan that controls the way something is
done.

Methodology: A set of methods, rules, or ideas. These are the bases within which we
do all the work. They are developed from views, dogma, and values. These frameworks
guide us in selecting the tools we use, though they are not entirely prescriptive.

To get the maximum benefits of an IMS, the system must not be viewed as a quick fix to
the current problem. However, the implementation of the system must be a par of the
whole organisation and not stand-alone program. This will allow IMS to be bonded into
the business strategy, carrying the organisation towards an IMS direction. The system
must not be viewed as a method in which it can be applied to achieve compliance, it
must however be viewed as an overall organisational ideology to achieve best practice.
When the IMS is not institutionalised during the implementation, it will not receive
buy-in from employees, instead it will create sub-cultures within the organisation that
will view the new system as a way to rid of how things are. These then will lead to
failure of the IMS.

• Complex Documentations
The integration of several quality management systems to form an IMS will require an
intensive document integration. If this is not done right, the implementation of an IMS
can result in an epic failure of the system due to lack of effective document
management. Organisations are encouraged to develop an effective document control
and management strategy to ensure synergy in document integration.

• Regulatory Standard
Organisations must realise the need to be evaluated by a relation body that will allow
them to be assessed on their implemented strategies if they align. The regulatory body,
through auditing, will guide the organisation on satisfying the standards and how can
they improve. If there is no one to oversee the system, organisations will not know if
they are doing things right and how can they improve. It is therefore important to seek
certification or verification so as to help the organisation to follow proper standardised
practices.

• Allocation of resources in time by management


Most managers fail to recognise the importance of quality in customer satisfaction.
They rather focus in perfecting the product as well as processes. This then leaves the
process neglected due to lack of management`s interest and prioritisation of the
standard. They then do not allocate enough resources to IMS and then eventually, the
system will collapse due to lack of commitment and resource allocation from
management.

• Resistance to change
Employees sometimes feel unprepared to change and adapt to new settings. This can
be seen in the actions such as micro-resistance or actions in general. However,
organisations can implement strategies such as onboarding and upskilling. By so doing,
this will give employees a sense of being part of something bigger and not only viewed
as another tool to accomplish organisational set objectives.
Question 02

2.1 Quality experts are of the view that there is a lack of common understanding between top
management and the workforce regarding the implementation of quality management
system standards. What would you cite to defend this view?

Lack of common understanding can be a situation where two or more people are engaged but
they do not have the same understanding on a particular matter. For this reason, basic human
communication is based on having a shared understanding. Communication can then be viewed
as sending information to another person and that person understands it. However, effective
communication is a different situation. This is when I send information to the receiver, ensuring
that the receiver understands and act on the information shared. It also includes I, receiving
information from other people and acting on it. Therefore, effective communication is not only
about giving information, but it is also about acting on the feedback from those that received
the information.
Same applies to managers. Based on the understanding that quality starts with the manager,
how information is shared creates the basis for effective information exchange and correct
application of the directives. It is therefore of utmost importance that management can
communicate effectively, this will create a mutual understanding of the ideas shared between
management and staff. This has been confirmed by Stanciu, Condrea and Zamfir (2016) that
communication in an organisation is one of the important and impacting business skill.
Therefore, communication can then be a crucial part in an organisation which seeks to
effectively implement quality as it can be used to link all issues related to quality by first
ensuring a common understating of the set objectives of a quality management system that
they would like to implement. When the objectives are clear and the roles are identified, it can
therefore be easy for management to set in motion implementation as everyone in the
organisation is aware of what is expected form them.

Clause 7.4 of ISO 9001:2015 seeks to ensure that organisations develop proper communication
channels so that quality related information in an organisation can be shared effectively.
However, some barriers can rise to disturb effective communication.

Barriers of communication

• Information overload: Oversharing of information to a point where you lose the


core of the message shared.
Coordinators of quality management systems implementation must try to stick to
the main points when training staff on the system since most people who are
expected to implement the system often times just want to know what to do.

When teaching people about nonconformities and how to raise them, staff must be
trained to identify what is an NC and how to raise and close them in relation to their
job and job space. Other irrelevant information will only confuse the personnel and
they end-up losing interest.

• Industry Terminology: Although quality systems have their own terminology, it is


important to talk to people in a way that they understand their world.
When implementing quality in Water and Sanitation, it is important to understand
terminology, so you do not get confused of what is being said. From a treatment
plant, water is pumped into a Reservoir, however, layman refers to it as Water Tank,
but to someone in w&s, a water tank is either a ‘JoJo tank” or a water tanker truck.
It is therefore important for people to understand what you are saying, and also for
you to know what you are talking about.

• Language: Although South Africa has 11 official languages, communication involves


relaying a message to the next person, and that person understands what you are
saying.

The rise of former model C school alumni and other family structure situations has
contributed to a large number of people who cannot speak their home languages.
This becomes a problem in an environment where people speak their home
language and, to some extent, Afrikaans. This is very common in Government and
local Government environments. Organisations must ensure that quality
practitioners are able to speak at least the most common language in that
environment, otherwise, no one will what you are saying. If you are Xhosa or
Tswana and you are in Giyani to implement a quality system, you will need to be
able to speak XiTsonga because old people are stubborn, they are not interested in
learning your language so that you can implement what you came to implement.
You must learn the language.

• Disability: In an organisation, you must not assume that everyone can hear or see
what you are doing. Measures need to be put in place for those people who cannot
understand what you are saying due to their disability.
The Labour relations Act 66 of 1995 prohibits discrimination on the grounds of
disability. There is a very high likelihood that you will meet a disabled person around
workspaces. Quality belongs to everyone in an organisation, it does not matter their
position, therefore, if there is an individual who has a challenge in understanding
some of the quality requirements, that individual must be put in a space where they
have a strength in. If someone cannot type, but they peak eloquently, try to assign
them to a role where they can do a lot of speaking, such as presenting.

Communicating effectively is very beneficial in information sharing within an organisation.


Since the implementation of a quality management standard requires commitment form top
management. Their commitment will force top management to carefully develop the mission,
as well as the objectives. These then needs to be communicated with everyone in the
organisation. It is therefore important that the information communicated be clear and precise
for everyone to understand and know what to do.

Management must therefore be motivated to develop a strategy for internal communication.


This can be a useful tool to keep employees informed about the progress of the system, as well
as the objectives of the system. Holding regular meetings that include quality management as
an agenda, as well as refresher courses for staff can be useful in making sure that staff does not
neglect the standards.
2.2 What judgment would you make about the quality-centric culture of organisation?
Cite some examples.

Developing a healthy company culture is very necessary in an organisation that seeks to


improve. An organisational culture is those day-to-day activities that are based on the peoples
believes, norms, even attitudes. These actions have a big influence on how employees behave,
as well as how they experience the organisation daily.

When an organisation meets regulatory quality standards, it does not mean that it has quality
culture. To develop a quality culture in an organisation, everyone in an organisation must
develop practices that promotes, as well as prioritise quality as a fundamental aspect for each
action or process to be undertaken. This will then motivate employees to also be in need to
improve themselves so that they excel.

A quality centric culture is not only worried about satisfying the customer, but it also sets to
exceed customer expectations by going over and beyond procedures and standards. Everyone
in the organisation strives for excellence through taking responsibility of their work, from top
management to the security guard. Some of the benefits includes:

• Improved customer satisfaction: Consistently satisfying the customer


The Toyota brand in south Africa is a household brand. Every year, Toyota tops the
charts in sales. Toyota vehicles are associated with quality and reliability. Toyota
customers loves the car so much that, even when the Toyota Hilux is one of the most
stolen vehicles in South Africa, it remains one of the top selling cars.

• Enhanced Product: Everyone in the organisation is pro-active in identifying issues


that may impact the quality of the product.
The Capitec Bank in South Africa started off a micro-lending company and since has
grown to having more that 10 million banking customers. This was achieved
through looking at their product and how it can be improved to meet their customer
needs. All this is attributed to the involvement of management, as well as the
culture and in organisation.

• Compliance and Risk management: it is very important for organisations to comply


with regulatory standards. Furthermore, organisations also need to assess risks
associated with their operation to avoid fines.
Deloitte, a member firm of Deloitte Touche Tohmatsu Limited has gone further to
apply an Integrated Risk Management strategy that seeks to clearly identify risks
associated with the scheme in a wider sense other that looking those risks in silos.
This indicated their consistent need to be a quality service provider. And because
this has been very effective, it goes back to the quality-centric culture of an
organisation.

The culture of on an organisation should be regularly measured and viewed as an ongoing


process to continuously improve and meet customer needs and expectations. For an
organisation to have effective leadership, they first need to understand the culture of the
organisation, by so doing, they will be able to achieve goals by implementing strategies that
align with the culture. Furthermore, creating a quality-centric culture will have a positive
impact on how your customers feel about the organisation and the product. An increased
customer satisfaction will lead to increased productivity of the organisation, further giving
the organisation more profit share by increasing the value of the organisation.

2.3 Can you propose five critical success factors that could support the successful
implementation of IMS within State-owned enterprises? Cite some examples.

Independent organisations that are fully or in part owned by government are referred to as
State-owned enterprises (SOEs). They are established to execute specific activity while
functioning under a particular legislation or legislative Act. They have been observed to provide
important ideas to business and also contributes to the formation of capital. However, in recent
years, SOEs have been observed to be performing weak, with an increasingly deteriorating
financial state.

Success factors

• Management commitment & Leadership: Before implementation, management


must establish an IMS policy statement, and also set organisational objectives to be
achieved. When this is complete, this information must be communicated to all in
the organisation so that they can understand the new direction.

Managers must not see IMS as another thing to be done in an organisation, they must
view it as a new way of conducting business. Eskom, for an example, has many
implemented many systems but they are still underperforming with consistent
loadshedding. Management of Eskom does not have the authority to make decisions
as they also have managers that are Politically affiliated who run an organisation
based on how they can profit form it. It is therefore important for SOEs breakaway
form political influence so that the decisions taken by management is of the interest
of the organisation and not political parties. When management does not have
quality orientated objectives, even when they implement quality systems, they will
not succeed due to their misguided decision.

• Management of resources: Even though management can be active in showing


commitment to IMS, if they do not allocate enough resources, the system will not
work. Resources include human resources, equipment, infrastructure, even
information. Availability of these resources will ensure that IMS is implemented and
managed fully.

The public health sector in South Africa is always in the news due to medical practice
related complains. Majority of these is caused by lack of resources in the sector.
Although the sector has many quality standards that they need to comply with, they
are still under resourced, and this affects their operation. The sector does not have
enough people to perform work, not enough equipment to do work, and not enough
infrastructure to perform the work. These all can have a significant impact on the
successful implementation of IMS.
• Focus on stakeholders: To ensure the sustainability of the business, stakeholders
must be taken care of. Stakeholders include anyone with an interest in an
organisation, such as customers, suppliers, even the community at large.

The performance of SOEs in South Africa is not interested in giving excellent services
to stakeholders, however, they are interested in satisfying politicians and the
politically affiliated. These organisations are consistently being bailed out by
government, despite huge budgets that they have. When an organisation is quality
driven, all its activities are towards providing excellent service to its customers. An
integrated system, therefore, could assist on the direction of the organisation and
on how they perform daily activities.

• Training: Employees need to be on the know how of implementing an IMS, it is


therefore very important that organisations take time to impart knowledge on the
employees by providing learning opportunities.

SOEs that seek to implement IMS must ensure that employees have enough
knowledge on how to implement the system. The training and development of staff
must be prioritised so that they know what to do. Clause 7.2 of ISO 9001:2015
requires that organisations must ensure that people have the right skill when doing
work. Different standards as sell also promotes for the training and development of
employees. An IMS can help to achieve this as it will assist organisations to meet
different standards.

• Measuring of performance: Companies must have a way to see how far they have
come and what improvements are needed to realise the objective.

Auditing could be a tool that can be used by SOEs to see how far they have come.
Institutions can be able to make better informed decisions based on the outcome of
the audit.
References

British-assessment.co.uk. (2023). Available at: https://www.british-


assessment.co.uk/insights/what-is-an-integrated-management-system-ims-a-complete-
guide/.

careers.toyota.com. (n.d.). culture | Get to know us. [online] Available at:


https://careers.toyota.com/us/en/culture#:~:text=No%20work%20is%20solitary..

dictionary.cambridge.org. (n.d.). readiness. [online] Available at:


https://dictionary.cambridge.org/dictionary/english/readiness.

Einhorn, S., Fietz, B., Guenther, T.W. and Guenther, E., 2023. The relationship of
organizational culture with management control systems and environmental management
control systems. Review of Managerial Science, pp.1-51.

Gallagher, B. (2019). Why Organizational Readiness Assessments are Important. [online] I.S.
Partners. Available at: https://www.ispartnersllc.com/blog/why-organizational-readiness-
assessments-are-important/.

SafetyCulture. (n.d.). What is an Integrated Management System? [online] Available at:


https://safetyculture.com/topics/integrated-management-system/.

Stanciu, A.C., Condrea, E. and Zamfir, C., 2016. The importance of communication in quality
management. Ovidius University Annals, Economic Sciences Series, 16(2), pp.393-396.

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