We will cover: • How to dissect the Safety Pillar Methodology and an OH&SMS based on OHSAS 18001 • How to integrate OHSAS 18001 with World Class Manufacturing Presenter: Cyrus Karanja is a well-practiced professional in the areas of Quality, Health, Safety & Environmental management with over nine years tested experience, knowledge and skill in these fields.

1. With a Case Study of Tetra Pak- Kenya

2. A) Introduction- 20 minutes
B) Dissecting Safety Pillar Methodology & and
an OH&SMS based on OHSAS 18001- 15
minutes
C) Integrating OHSAS 18001 with WCM- 10
minutes

3. A) Introduction
 Quick overview of World Class Manufacturing
(WCM)and Safety Pillar methodology under
WCM
 Overview of an OH &SMS based on OHSAS
18001:2007

4. B) Dissecting Safety Pillar Methodology & and
an OH&SMS based on OHSAS 18001
 Comparison of the requirements of both the
safety pillar methodology (route) & OHSAS
18001.

5. C) Integrating OHSAS 18001 with WCM
 Implementing an OHSMS within the context of
World Class Manufacturing methodology.

6. Rapid social, economic and political integration has also meant increasingly
standardized legal and regulatory regimes. Where in the past it was possible to
claim sovereignty in defining certain product standards , regulations or
requirements, this is rapidly becoming untenable in a world where integration
and harmonization are all the watch words.
Manufacturing entities the world over are caught up in the clutches of these
developments.
• How do they differentiate their products in a world where product
characteristics are almost fully defined and regulated and clients have
similarly high expectations?
• How do they turn a profit in a market where the customer is ever demanding
more for less?
• How do they manage risk and protect their brands in a world where
information moves at the speed of light?
 The answer to all these is WCM.

7. WCM (World Class Manufacturing) is a term coined to describe a body of
knowledge whose underlying philosophy is one of unrelenting
excellence in all operational aspects, a non –acceptance of ‘waste’ or
‘loss’ in all it’s manifestations at the work place. It brings together a set
of techniques and methodologies whose purposes are:
1. To help define and identify ‘losses’ in manufacturing ( losses being a general
term that defines the difference between an ‘Ideal ‘ state and the ‘Actual’
state. ( Loss concept)
2. To build a sense of ownership of processes at the workplace and therefore of
the ‘losses’ attendant to those processes. Once a sense of ownership has
been built, then each individual feels responsible both individually and
collectively for the processes and therefore responsible for tackling and
reducing/ eliminating losses attendant to them. ( Continuous improvement
through team work)
-

8. • WCM aims to inculcate a culture where every activity is seen as a
process with inputs from other processes, controls and outputs
feeding into other processes.
• This enables everyone within the organization understand how
their activities impact others and ultimately how what they do
ties up with the overall goals/objectives of the entire
organization ( Process Approach)
• WCM aims to first ensure that ‘losses’ identified are properly
analyzed to arrive at their root causes. It then goes further to
ensure that solutions identified are then implemented ,
established as the standard and then relentlessly scrutinized and
improved.
• This ensures that gains made can never simply melt away and
progression is ever upwards towards the ‘ideal’ state. This is
standardization.

9. -WCM is the product of several centuries advancements ,innovations
and knowledge starting from the Pre- Industrial revolution era
where artisans came together in guilds to define professional
standards for their different trades, to the Industrial revolution where
mass production was first attempted and with it the first attempts at
scientific management made.
-These rudimentary concepts then gave way to rapid advancement in
management science in the 20th Century where beginning in the
1940’s Deming, Ishikawa, among many other leading lights
developed the PDCA cycle, the Fishbone diagram, the Pareto
principle .Later on in the century concepts such as TPM, TQM, Kaizen
and Quality circles gained prominence.
-It was during the 80’s when Richard J. Schonberger coined the
phrase ‘World Class Manufacturing’ and made the first attempt at
studying, collecting together and giving a unified model that would
unite all these different methodologies and techniques.

10. -From it’s first definition by Schonberger, WCM has progressively
grown to include more and more techniques and tools. The chart
below shows this progression:-
Figure 1. The growth of techniques associated with the
WCM concept

11. World Class Manufacturing is based on a few fundamental
Principles namely :
• Involvement of people as the key to change,
• Understanding that it’s a new way of working,
• Understanding that accident prevention is key
• Ensuring the customer’s voice is heard through out the
organisation,
• Leadership ensuring respect for standards set via personal
example and advocacy
• Ensuring that prescribed methods are applied with consistency
and rigor,
• Non acceptance of all forms of loss ( MUDA),
• Ensuring visibility of faults- losses can only be tackled if they are
made visible
• Eliminating the cause and not just treating the effect

12. WCM is organized in the form of 11pillars as depicted in the
diagram below:

13.  WCM uses the infinite loop which is a variant
of the PDCA cycle.

14. By controlling the
process conditions
(DMS)
Carta de Promedios - Grupo 1
313.00
314.00
315.00
316.00
317.00
318.00
319.00
320.00
321.00
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
LNS-X Valor de Muestra-X LNC-X LNI-X
.
Good Production
90%
Losses
10%
Improve and Eradicate by
improvement teams
Which identify new
conditions to keep
under control

15. .
KPIs
KPIs
KPIs
KPIs
KPIs
KPIs
KPIsKPIs
KPIs
KPIs
KPIs
Master Pillar
Master Pillar
Master Pillar
Master Pillar
Master Pillar
Master PillarMaster Pillar
Master Pillar
Master Pillar
Master Pillar
Master Pillar

17. SAFETY – freedom from harm. It requires:-
•Identification of unsafe places and unsafe practices which may
lead to accidents
•Implement countermeasures to eliminate them or reduce the risk
HEALTH- Well being, elimination of sources of occupational diseases :-
Identification of factors in the work place that can have long term
detrimental effect on employee health and putting in place
measures to eliminate such.

18. OHSMS refers to a system deliberately crafted to address the
safety and health concerns of a given work place. A company may
choose to base it’s OH&SMS on the requirements of a recognised
standard such as OHSAS 18001: 2007 or ILO’s OSH guidelines or
on other methodologies such as WCM.

20. Increase Productivity
(Eliminate Losses)
Build trouble free
equipment
Eliminate problems
Improve and maintain
reliability
Develop competent
employees
Create a safe & healthy
working environment
Eliminate accidents and
reduce the risk of injury
and ill health
Autonomous Maintenance
Focused Improvement
Planned Maintenance
Early Management
Education & Training
WCM
Activities
• Maximise
equipment capacity
• Make equipment
safe
• Develop safety
conscious
employees

21. The Safety & Health pillar methodology in WCM is anchored on the
concept of ZERO Accidents in accordance with the loss concept
principle where any accident, near miss and so on is seen as a loss
which must be first of all prevented, and if does happen, analysed ,
root cause established and solutions implemented and maintained.

22. X/O
Serious
Accidents
Minor Accidents
First Aid Accidents
Near Misses
Unsafe Behaviours/Conditions
Containment
(Safety Control)
Zero Accident System
(Safety Management)

23. X/O
Serious
Accidents
Minor
Accidents
First Aid Accidents
Near Misses
Unsafe Behaviours/Conditions
Containment
(Safety Control)
Zero Accident
System
(Safety
Management)
•Emergency
preparedness.
•Fire marshall
team
•Contingency
plans.
•First Aid team/
facilities/
procedures
•Risk assessments/
improvements.
•Inspections /
audits
•Legal compliance.
•Safety tagging.
•Incident
deployment,
analysis and
actions.
•Behavioral safety
observation
systems

24. X/O
Serious
Accidents
Minor Accidents
First Aid Accidents
Near Misses
Unsafe Behaviours
Minor
Accidents
First Aid Accidents
Near Misses
Unsafe Behaviours/Conditions
Prevents
recurrence so
protects the
employee, visitor,
contractor…
But does not
prevent injury
from unidentified
risks and may
have a negative
effect on safety
culture

25. X/O
Serious
Accidents
Minor Accidents
First Aid Accidents
Near Misses
Unsafe Behaviours
Minor
Accidents
First Aid Accidents
Near Misses
Unsafe Behaviours/Conditions
Has a direct
effect on unsafe
conditions &
behaviours and
reduces all
accident types
Only working this
way limits the use
of real data and
opportunities for
improvement

26. X/O
Serious
Accidents
Minor Accidents
First Aid Accidents
Near Misses
Unsafe Behaviours
Minor
Accidents
First Aid
Accidents
Near Misses
Unsafe Behaviour
Prevents
recurrence of
accidents and
promotes
engagement of
employees and
improvements in
risk level
+

27. The Route for Safety and Health Pillar
Assess current
Situation
1. Define the occupational health and safety policy.
2. Identify all applicable legal and emergency preparedness regarding Safety and
Health.
3. Prepare a plan to accomplish legal requirements & implement emergency plans.
4. Define safety & health performance indicators, actual results (historical data) &
long term targets.
5. Prepare & implement a data collection system (accidents, incidents, losses)
6. Deploy accidents, incidents & losses to define critical areas
7. Define and implement the documentation & records system and data control
rules and flows.
1
1. Define plans for the systematic
restoration to basic conditions for all
working areas , based on 4M’s and
using visual management.
2. Define and Implement a Safety & Health
Inspection Plan.
3. Foster Safety tagging.
Restore basic
conditions2
1. Implement Risk Analysis based on
critical areas
2. Define and Implement Standards for
Critical Activities (Operation &
Maintenance) - based on Risk Level
3. Define and Implement Operational
Controls (Eliminate, Signalize, Avoid
Contact, Train, Individual Safety
Equipment) based on Risk Level.
Risk analysis4
Accident & incident
analysis
1. Define and implement an accident
and incident analysis system , with
corrective and preventive actions
(non-conformances, unsafe
conditions and behaviors included).
3
Audit systems and
behavior analysis5
Work place health
and ergonomic
improvements
6
1. Define and implement the safety &
health audits system
2. Define and Implement a behavior
analysis system
3. Define and implement regular
reviews of the system (Management
System)
1. Define and implement a medical
complaint data collection system
2. Define and implement an ergonomic
and health assessment ,identify
critical points and plan to eliminate.
3. Implement a quality of life program to
reduce illness, disease and
psychological complaints. (health and
fitness program)

28. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Assess Current Situation
1.1 Define the Occupational Health and Safety Policy
1.2 Identify all applicable legal requirements regarding safety and emergency
preparedness regarding safety & health
1.3 Prepare a plan to accomplish legal requirements & implement emergency
plans
1.4 Define safety & health performance indicators, actual results (historical data) &
long term targets
1.5 Prepare & implement a data collection system (Accidents, incidents, losses)
1.6 Deploy accidents, incidents & losses to define critical areas
1.7 Define and implement the documentation & record system and data control
rules and flows

29. Easily the most important of all the steps and by fulfilling this, many
risks to injury, ill health can be eliminated.
A key part of this step is the formulation of an OHS policy by senior
management.
For your policy to be valid it must:
► Include a commitment to prevent injury and ill health
► Include a commitment to continuous improvement of the OH&S system
► Identify those people with specific responsibilities for H&S
► Provide a framework for setting and reviewing targets
► Be communicated to all persons working under the control of the company
► Be available to interested parties
► Be reviewed regularly and signed by senior management

30.  Legal Register
Law Version held Source Section / Clause
Compliance
Required Compliance Actions/ Indicators Compliant? Responsible
4.Formationof committees Yes Done.Health&SafetyCommittee inplace Yes Local HRAdvisor
5.Organizationof committees,composition,gender
representation Yes Done.Health&SafetyCommittee properlyconstituted Yes Local HRAdvisor
6.Minutesof meetings- atleastquarterly Yes Minutes/recordsmaintained Yes SystemsCoordinator
12.Trainingof the committee Yes
Trainingfornewmembersidentified.Annual refresherforwhole
committee. Yes Local HRAdvisor
13.Health&SafetyAudit( annual) Yes Auditsdone annually Yes SystemsCoordinator/Companynurse
2.Provisionof firstaidboxes Yes Firstaidboxesprovided Yes SystemsCoordinator/Companynurse
4.Markingof Firstaidboxes Yes Boxesclearlymarked Yes SystemsCoordinator/Companynurse
5.Firstaiders Yes Trainedfirstaidersandcertificatescurrent Yes SystemsCoordinator/Companynurse
7.Qualificationsof firstaiders Yes Trained/annual refreshers Yes SystemsCoordinator/Companynurse
8.Distributionof firstaidersacrossshifts Yes Firstaiderswell distributedtocoverbothshifts Yes SystemsCoordinator/Companynurse
3.Extentof occupiersordinaryduty Yes Guidedfactorytoursforunderage persons Yes SupplyChainDirector
4.Effectof contractonoccupier Yes Contractorsite safetyrules Yes SupplyChainDirector
137.Yardskeptclearandfree of brokenbottlese.t.c. Yes Properyardmaintenance measuresinplace Yes SystemsCoordinator
138.Premisesnottobe overgrown Yes Properyardmaintenance measuresinplace Yes SystemsCoordinator
127.Constructionandregulationof buildingsusedforstorage of
foodstuffs. Yes Properlydesignedcanteen Yes SystemsCoordinator
135.Ordersforprotectionof food Yes FoodHandlerscertificatesforcanteenstaff. Yes SystemsCoordinator
143.Mere presence of mosquitolarvae Yes Monthlyfumigationandpestcontrol Yes SystemsCoordinator
www.kenyalaw.org
[L.N.514/1990,L.N.31/2004.] Rev
2012
- Factories( Safety&HealthCommittees) Rules
RevisedEdition2012[1986]
OccupiersLiabilityActCap34
FactoriesFirstAidRules1977Cap514Legal Notice 160
THEFACTORIES(FIRST-AID) RULES,
1977
www.kenyalaw.org
RevisedEdition2012[1980] www.kenyalaw.org
www.kenyalaw.orgPublicHealthActCap242

31. Emergency Preparedness
The objectives of emergency procedures are:
►To preserve life
►To minimise the risk of
injury
►Ensure prompt and
appropriate treatment for
injured persons
►To minimise damage to
buildings, equipment,
materials and the
environment.

32. Analysing Historical Data to Identify
Critical Areas
Collect your data for accidents, near misses etc. (5W&1H - Where,
what, when, who, how) deploy the data to identify the critical areas
(shown red)

33. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Restore Basic Conditions
2.1 Define plans for the systematic restoration to basic conditions
for all working areas , based on 4M’s and using visual
management
2.2 Define and Implement a Safety & Health Inspection Plan
2.3 Foster Safety tagging

34. Step 2 Restore Basic Conditions
All of the 4M’s can be restored; machine protections, tools and
PPE, SOPs/work instructions, training and awareness
Accident
/ Failure

35. Safety Inspections/Tours
What should we be looking for?
Emergency Preparedness:
► Fire equipment in place and in date
► Evacuation routes clear
► First aid equipment in place and in date
► Availability of first aider
► Spill kits in place and complete
Standards/people:
► LOTO being used correctly
► Safe working at height, ignition sources
► Safe use of tools, equipment, chemicals,
PPE
► 5S standards being followed
► Machine shutdown procedures followed
► Housekeeping
► Any new or recently implemented
standards
Machines/equipment:
► Secure guarding
► Adequate lighting
► Safe storage of chemicals
► Warning signs – visual standards

36. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Accident & Incident Analysis
3.1 1.Define and implement an accident and incident analysis
system , with corrective and preventive actions (non-
conformances, unsafe conditions and behaviors included).

37. Step 3 Accident and Incident Analysis
Define and implement a system to investigate and
analyse accidents and incidents

38. Person Job
Organisation and Management
Before we can eliminate accidents we need to know what caused
them!
Indirect causes
Personal factors:
Behaviour, suitability,
competence.
Direct causes
Job (Environmental): factors
Adequacy of precautions,
machinery, substances used,
ways of working.
Systemic causes
Management and organisational factors:
Adequacy of policy, planning, supervision, co-operation and involvement of employees,
communication, training, risk assessment, measuring and monitoring performance, review
and audit arrangements

39. IndirectCauses-
Behaviour
DirectCauses-
Conditions
Systemic
Causes

40. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Risk Analysis
Tick when complete
4.1 Implement Risk Analysis based on critical areas
4.2 Define and Implement Standards for Critical Activities
(Operation & Maintenance) - based on Risk Level
4.3 Define and Implement Operational Controls (Eliminate,
Signalize, Avoid Contact, Train, Individual Safety Equipment)
based on Risk Level

41. Step 4 Risk Analysis
Implement RA based on
critical areas

42. Risk assessment methods are used to decide on priorities and to set
objectives for eliminating hazards and reducing risk.
Wherever possible risks are eliminated through selection and design
of facilities, equipment and processes.
If risks cannot be eliminated they should be minimised by the use of
engineering controls, or as a last resort through ‘safe systems of
work’ and personal protective equipment.

43. A basic principal for implementing safety controls
Eliminate – Hazard is removed completely
Replace – Hazard is substituted with something less
dangerous
Isolate – Engineering controls are in place to prevent
contact or exposure to the hazard
Control – Safe system of work has been implemented
(procedures, training, PPE)
PPE – Personal protective equipment is provided
Discipline – Supervision has been improved
More
Effective
Less
Effective

44. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Audit Systems & Behavior Analysis
Tick when complete
6.1 Define and implement the safety & health audits system
6.2 Define and Implement a behavior analysis system
6.3 Define and implement regular reviews of the system
(Management System)

45. Step 5 Audit Systems & Behaviour Analysis
The S&H management system need to be audited to ensure that it remains
effective. WCM Champions audits form part of this, but you should
implement audits that look at the way H&S is managed not just the CI
process. We recommend using the OHSAS 18001 standard as a reference
and eventually use a local supplier to certify your system.

46. Behavioural Safety is a tool that allows for:
► Effective observation of attitudes and behaviours in the
workplace.
► Immediate corrective action to prevent accidents
► Data collection to identify long term activities
► Effective engagement of all employees
It is not a management tool
That should be used for disciplinary
processes.
Data can be used to provide evidence
that safety controls or precautions are being used effectively.
Behaviour Analysis

47. Human failures fall into 2 categories, errors and violations, these can
be further split to identify types of failures, all of which we should be
looking for when we implement a behaviour analysis program.

48. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Workplace Health & Ergonomics
Improvements
6.1 Define and implement a medical complaint data collection
system
6.2 Define and implement an ergonomic and health assessment
,identify critical points and plan to eliminate
6.3 Implement a quality of life program to reduce illness, disease
and psychological complaints. (health and fitness program)

49. Step 6 Workplace Health & Ergonomic Improvements

50. The mapping of areas where there is a known health risk and what,
where the employee activities are, will help to prioritise your actions.
Map areas where employees are exposed to manual handling,
excessive stress, poor lighting, vibration, extremes of temperature,
chemicals etc.

51. Quality of life programs are a way of working with employees to
identify and improve issues that affect them either in work or
out of work. They help to build engagement and trust. The
programs can be tailored to the unique problems that may be
faced.
Generally the S&H Pillar will work with the local health care
provider to deliver these programs

53. Introduction
OHSAS 18001:2007 is a specification for a Occupational Health &
Safety Management system. It was developed by what is known as the
Occupational Health & Safety Assessment Series ( OHSAS) project
group. This is a group which concerned by the scenario that existed
before 1999- whereby there was a plethora of specifications and
guidelines for Health & Safety practice developed by many different
entities.
This group comprising of representatives from national standard
bodies, accreditation & certification bodies and academia among
others studied and picked the best practices from the many different
specifications out there and published OHSAS 18001together with
guidelines for it’s implementation( OHSAS 18002) in 1999.
The standard underwent some revision in 2007 to align it better with
ISO 9000 & ISO 14000 series and was thereafter adopted by the British
Standards Institute (BSI)

54. Summary of requirements
4.1 General requirements
Defines the OHSMS and the scope of the OHSMS within the
organization
4.2 OH&S Policy
Creation of an OH&S policy
4.3.1 Hazard identification, Risk Assessment and Determining Controls
Procedure for the on-going identification of hazards, assessments of
risks and determination of the necessary controls.
4.3.2 Legal and Other Requirements
Procedure for describing how legal information is identified and
accessed.
4.3.3 Objectives and Programs
Outlines the importance of a process to manage OH&S programs with
objectives & targets which are consistent with the policy determined in
Sec 4.2.

55. Summary of Requirements
4.4.1 Resources, Roles, Responsibility, Accountability and Authority
Top management needs to take ultimate responsibility for health and
safety. This requirement defines relevant management, accountability,
structure, roles, responsibilities, authorities and includes the
appointment of an OH&S management representative
4.4.2 Competence, Training, and Awareness
Ensures that persons performing tasks are competent and trained to do
them
4.4.3 Communication, Participation and Consultation
Outlines required procedures for internal & external communications.
4.4.4 Documentation
OHSMS documentation requirements in electronic or paper form

56. Summary of Requirements
4.4.5 Control of Documents
Explains the requirement to control documents so that current versions
are distributed and available at points of use and obsolete versions are
removed from the system.
4.4.6 Operational Control
Identifies critical functions associated with the identified hazards
where controls are necessary.
4.4.7 Emergency Preparedness and Response
Process required for identifying & responding to emergencies.
4.5.1 Performance Measurement and Monitoring
Measures data for action and describes the plan to monitor and
measure OH&S performance on a regular basis.
4.5.2 Evaluation of Compliance
Procedure(s) required for scheduled evaluations of compliance. The
organization will need to keep records of these periodic evaluations.

57. Summary of Requirements
4.5.3 Incident Investigation, Non-conformances, Corrective &
Preventive Action
Procedures for investigating incidents and acting on health and safety
non-conformances. Corrective and Preventive actions must be taken.
4.5.4 Control of Records
Records necessary to demonstrate conformity to the requirements of
the OHSMS must be controlled
4.5.5 Internal Audit
Procedure to conduct the audits of the OHSMS at planned intervals to
ensure that the system complies with planned arrangements.

58. Summary of Requirements
4.5.3 Incident Investigation, Non-conformances, Corrective &
Preventive Action
Procedures for investigating incidents and acting on health and safety
non-conformances. Corrective and Preventive actions must be taken.
4.5.4 Control of Records
Records necessary to demonstrate conformity to the requirements of
the OHSMS must be controlled
4.5.5 Internal Audit
Procedure to conduct the audits of the OHSMS at planned intervals to
ensure that the system complies with planned arrangements.
4.6 Management Review
Top Management must review of the OHSMS at planned intervals to
ensure that the system continues to be suitable, adequate and
effective.

59. * Plan
Assess risk, identify applicable regulations
* Do
Identify responsibility and accountability,
training, communicate, control and
prepare for emergencies.
* Check
Monitor, Record, Audit (Check,
Examination, Review, Assessment)
* Act to improve
PDCA IN OH&S
MANAGEMENT SYSTEM

61.  Both the Safety Pillar methodology & OHSAS
18001 are structured in a P-D-C-A cycle
format. It is therefore very easy to harmonize
the two.
 They similarly prescribe a combination of
both reactive ( e.g. accident/incident
investigation) and proactive (e.g. hazard i.d &
risk assessment) approach in establishing an
OH& S management system.

63.  Step 1 of the methodology conforms to
requirements of OHSAS 18001 clause 4.2,
4.3.2 & 4.4.7 on OH& S policy, Legal
compliance, Emergency preparedness,
Objectives& Targets, Accident/Incident
analysis and Document & record control.

64.  Step 2 addresses the requirements of OHSAS
18001 clause 4.5.2 & 4.5.4 on evaluation of
compliance and control of records

65.  Step 4 addresses the requirements of OHSAS
18001 clause 4.3.1 & 4.4.6 on hazard
identification & Risk assessment &
operational controls

66.  Step 5 addresses the requirements of OHSAS
18001 clause 4.5.2, 4.5.3, 4.5.5 & 4.6 on
Evaluation of compliance, Incident
Investigation, Internal audit & Management
review.

67.  Step 6 addresses the requirements of OHSAS
18001 clause 4.3.1, 4.4.6 & 4.5.1on Hazard
identification and Risk assessment,
Operational controls and monitoring &
measurement.

68.  Merging the universality of an Internationally recognized
safety standard ( OHSAS 18001) with the pragmatism of
WCM to get a win- win solution.
 In my experience, ISO and in this case OHSAS systems
implementation tend to be elitist and therefore not well
received by shop floor level staff. This often hampers
proper implementation and ineffective maintenance of the
systems. People involvement on the other hand is one of
the hallmarks of WCM. By integrating the two, one will
then be sure of participation and therefore buy-in of
operational staff.
 Most firms will often have systems running in parallel.
Harmonizing and integrating management systems with
similar principles eliminates duplication of effort.