Monday, May 3, 2010

Elements Of ISO 14001 Environmental Management System

Elements Of ISO 14001 Environmental Management System

ISO/DIS 14001 is one of a series of emerging international environmental management standards aimed at promoting
continual improvement in company environmental performance through the adoption and implementation of an environmental management system. The (draft) standard specifies the core elements of an EMS, but contains only those elements that may be objectively audited for certification or self-declaration purposes. A companion guidance standard, ISO/DIS 14004 includes examples, descrïptions and options that aid in the implementation of an EMS and in integrating the EMS into overall management practices. It is not intended for use by certification/registration bodies.

ISO/DIS 14001 defines an overall environmental management system , closely modeled on the ISO 9000 quality systems standard , and covers the following key elements:

· Establishment of an appropriate environmental policy that is documented and communicated to employees and made available to the public, and which includes a commitment to continual improvement and pollution prevention, regulatory compliance and a framework for setting objectives;
· A planning phase that covers the identification of the environmental aspects of the organization’s activities, identification and access to legal requirements, establishment and documentation of objectives and targets consistent with the policy, and establishment of a program for achieving said targets and objectives (including the designation of responsible individuals, necessary means and timeframes);
· Implementation and operation of the EMS including the definition, documentation and communication of roles and responsibilities, provision of appropriate training, assurance of adequate internal and external communication, written management system documentation as well as appropriate document control procedures, documented procedures for operational controls, and documented and communicated emergency response procedures;
· Checking and corrective action procedures, including procedures for regular monitoring and measurement of key characteristics of the operations and activities, procedures for dealing with situations of non-conformity, specific record maintenance procedures and procedures for auditing the performance of the EMS;
· Periodic management reviews of the overall EMS to ensure its suitability, adequacy and effectiveness in light of changing circumstances.

The EMS as outlined in ISO 14001 provides a structured process for the achievement of continual improvement, the rate and extent of which is determined by the organization in light of economic and other circumstances. Although some improvement in environmental performance can be expected due to the adoption of a systematic approach, it should be understood that the EMS is a tool which enables the organization to achieve and systematically control the level of environmental performance that it sets itself. The establishment of an EMS will not, in itself, necessarily result in an immediate reduction of adverse environmental impact. Indeed, care needs to be taken that the mere establishment of an EMS does not lull the organization into a false sense of security. But effectively used, an EMS should enable an organization to improve its environmental performance and avoid or reduce adverse environmental impacts over time.

Why is Six Sigma Fascinating in ISO 9000?

Why is Six Sigma Fascinating in ISO 9001 Standards?

Six Sigma has become very popular throughout the whole world. There are several reasons for this popularity. First, it is regarded as a fresh quality management strategy which can replace TQC, TQM and others.

Many companies, which were not quite successful in implementing previous management strategies such as TQC and TQM, are eager to introduce Six Sigma.

Development process of Six Sigma in quality management

Six Sigma is viewed as a systematic, scientific, statistical and smarter (4S) approach for management innovation which is quite suitable for use in a knowledge-based information society.

Second, Six Sigma provides efficient manpower cultivation and utilization. It employs a “belt system” in which the levels of mastery are classified as green belt, black belt, master black belt and champion. As a person in a company obtains certain

training, he acquires a belt. Usually, a black belt is the leader of a project team and several green belts work together for the project team.

Third, there are many success stories of Six Sigma application in well known world-class companies. As mentioned earlier, Six Sigma was pioneered by Motorola and launched as a strategic initiative in 1987. Since then, and particularly from 1995, an exponentially growing number of prestigious global firms have launched a Six Sigma program. It has been noted that many globally leading companies run Six Sigma programs (see Figure 3), and it has been well known that Motorola, GE, Allied Signal, IBM, DEC, Texas Instruments, Sony, Kodak, Nokia, and Philips Electronics among others have been quite successful in Six Sigma. In Korea, the Samsung, LG, Hyundai groups and Korea Heavy Industries & Construction Company have been quite successful with Six Sigma.

Lastly, Six Sigma provides flexibility in the new millennium of 3Cs, which are:

• Change: Changing society

• Customer: Power is shifted to customer and customer demand is high

• Competition: Competition in quality and productivity

The pace of change during the last decade has been unprecedented, and the speed of change in this new millennium is perhaps faster than ever before. Most notably, the power has shifted from producer to customer. The producer-oriented industrial society is over, and the customer-oriented information society has arrived. The customer has all the rights to order, select and buy goods and services. Especially, in e-business, the customer has all-mighty power.

Six Sigma with its 4S (systematic, scientific, statistical and smarter) approaches provides flexibility in managing a business unit.