Working environments and organization processes will always be exposed to change and increasing expectations. Therefore they should be as resilient, resistant and efficient as possible, while also being smart, sustainable, circular and boosting the wellbeing and productivity of the team members.

A guidance, such as a management system standard (MSS) – a wisdom distilled from experts in their subject matter who know the needs of the organizations they represent – is, therefore, more than welcome.

Drivers

The different drivers towards the implementation of a management system are varied and often activity-based. Despite the variety, we can distinguish four types of drivers that will determine the path and decision towards the implementation of an MSS.

Future Proof. Every organization has a goal of resiliency – to be to be ready for the future and to be prepared to address risks and threats. To this end, organizations must become agile and adaptable to the ever-changing nature of today’s environment. Although it may seem counterintuitive, because a management system offers a clear and transparent picture of an organization’s culture, governance structure and processes, it enables the organization respond appropriately when changes are necessary.

Mandatory. Some highly-regulated industries, such as pharmaceutical, food industry, healthcare, etc., seek out a framework such as an MSS to help navigating the complexity of compliance.

Competition. Certification is a differentiator in today’s world where businesses compete for market share and to attract and retain talent. Certification to an MSS demonstrates transparency, competence, and a commitment to quality and continuous improvement ensuring continuity for years to come and fostering trust among its stakeholders – clients and employees.

Values. By its nature, the process of implementing an MSS requires a laser focus on the demand organization’s mission and vision. It requires transparency by making the organization’s processes vulnerable to an independent audit. As a result, the process reinforces the organization’s commitment to its mission. It contributes to achieving its sustainability goals, increasing general well-being and shifts towards smart, innovative, more productive and circular organizational cultures and values.

The project plan

The implementation of a management system requires a solid, phased approach, based on a realistic timeline (6 to 12 months). An engagement letter to inform employees and stakeholders about the drivers and objectives of the selected management system is a critical success factor. The project plan also describes the scope of the management system and different roles and responsibilities throughout the entire company and beyond (i.e., an external consultant). When the end date of the implementation process is determined make sure to request the external audit by a recognized accreditation body.

Initiation and Orientation phase. During this phase the ‘’current state” of the organizational structure is determined and documented. This phase should be structured by the different clauses of the standard and performed by internal workshops to gather all the information needed. This results in an orientation report containing the company structure and defined processes (steering, executive and supportive), the different types of information, roles and responsibilities, mission and strategy statements, communication lines and reports, different stakeholders and their interests, targets and key performance indicators (KPI) and opportunities and threats.

The orientation report enables a GAP analysis by comparing the information gathered in the orientation phase with the requirements of the standard.

Converting the processes into process turtles is a useful way to visualize existing and possible missing parts of the entire process. It also connects the different processes with each other to reveal the underlying, necessary internal communication lines. 

Documentation phase. It is important that the documented information supports the requirements of the standard and it reflects the company’s mission and strategy. During this phase, missing documents identified as a result of the gap analysis are created and potential non-conformities are addressed. If necessary, adjust the timeline to assure sufficient time to complete this phase and to close the gap.

Implementation phase. Most organizational processes are already in place as a result of years of solid work. Implementing findings and recommendations from the documentation phase is often simply completing the puzzle of which the pieces already laid on the table. Many actions arising after the initial analysis and closing the gaps between the current state and the desired state can be realized with awareness training and without creating big changes or sudden shifts in work ethics. A change may be as simple as adding or changing some bullet points on the agenda of a team meeting or asking that one important extra question to a supplier when evaluating their offer. The basic principles of a management system are expressed in the way one operates, meets, leads, writes, communicates and evaluates.

Management review phase. This phase requires top management to review the management system to ensure its continuing added value, adequacy, and effectiveness while addressing the possible need for changes to the policy, objectives, targets and other elements of the management system. It is a key document that contains the evaluation of the business plan, KPIs, risk assessment, corrective actions, training and competence, objectives, internal audit results, supplier evaluation and security issues.

Initial Certification audit (third party). The initial certification phase is twofold: during the first visit (document review) the external auditor assesses whether the organization is ready for an operational audit. They get to learn about the organization, verify whether the requisite elements of standard are effectively implemented, and formulate the operational audit program. The second part takes place a few weeks later. This is when the auditor meticulously evaluates all the processes to see how the management system is translated into day-to-day operations. The auditor writes a report containing a summary of nonconformities, strengths and opportunities for improvement. When no major nonconformities are identified and when the minor nonconformities are properly addressed and approved, together with all the audit data, certification is awarded.

Gains

The gains during the implementation process of a management system are numerous. First, there are the actions taken on the road towards the certification to a management system. These are the low hanging fruits paying off even long before the results of the actual audit are achieved and noticeable. For example, the evaluation of the documents automatically leads to better document management resulting in a direct improvement of efficiency and standardization. Items, such as an updated business plan, a new procedure, or the discussion of an internal issue can lead to better communication between functional areas. The evaluation of internal support services may lead to an improved ticketing system and follow up. The evaluation of external suppliers leads to updated and improved service level agreements. Defining process related KPIs will lead to improved processes and a closer follow up of the objectives. This is just a snapshot of all the gains the implementation process will yield in an organization.

Results

The repeatable steps that are consciously implemented to achieve goals and objectives improves the overall performance. It creates an organizational culture that reflexively engages in a continuous cycle of self-evaluation, correction and improvement of operations and processes through heightened employee awareness, leadership and commitment. It results in a more efficient use of resources and improved financial performance as well as improved risk management and protection of people and the environment. And, finally, it leads to an increased capability to deliver consistent and improved services and products, thereby, increasing value to customers and all stakeholders.

Challenges

One of the biggest challenges of the implementation of a management system is to have it operational at least three months before the initial on-site certification audit, preferably even slightly longer. This means that the PCDA principle (Plan-Do-Check-Act) has to be present in all of the documents and evaluation processes. Therefore, it is important to establish a realistic timeline and to get all of the phases in place to guarantee this.

Another challenge lies in the so called ‘after care’. Achieving certification is only the beginning of a continuous improvement cycle. After certification, a periodic audit will determine if there continue to be no nonconformities and if the opportunities for improvement were implemented or not. And so a new cycle begins.

The paradox of time and budget

Very often the choice of implementing a management system is prohibited by the idea of too much time and money spent during the process. The truth is that most of the work has already been done and the pieces are lying on the table. It is just a matter of putting the pieces together and getting the mindset right. Costs or time spent are nothing more than an investment with a very positive return over time.