“It must be remembered that there is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than a new system. For the initiator has the enmity of all who would profit by the preservation of the old institution and merely lukewarm defenders in those who gain by the new ones. ” Niccolò Machiavelli.

What is changing?

Entering 2015 heralded a significant change in the management systems standards landscape providing more choice for organisations. New revised ISO standards became available with the headings of the various fragmented management system standards aligned to what has been termed Annex SL High Level Structure (HLS) making it easier to compare the requirements for managing different aspects of organisational performance. However, the content remains non-integrated and as far as we know, ISO has expressed no intention of going any further. ISO 9001 will make the management of risk more explicit but how will need more guidance.

The intention of introducing the Annex SL structure was to help facilitate integrated management systems, which have tended to become the norm in recent years. A survey conducted in 2012 indicated that 80% of respondent’s organizations already had an integrated management system or were intending to implement one. Standards bodies such as ISO tend to be reactive and not proactive in initiating progress.

Older non-aligned ISO and other standards body standards will remain available, at least until they are possibly withdrawn.

Some management system standards bodies have already taken a structure and process focused approaches rather than focusing on an isolated aspect of performance, such as product/service quality, occupational health and safety, environmental protection, data security, supply chain management, contingency planning etc. An example is the International Atomic Energy Agency, who merged their safety and quality series nuclear standards.

At the beginning of 2015, the CQI Integrated Management Special Interest Group published the world’s first universal management system standard that totally focuses on the structures and processes of the organisation and facilitates fully integrated management systems without boundaries. It is based on seventeen universal management principles that transcend the various silo disciplines. MSS 1000:2014 is a free and open source standard that may be downloaded via the CQI IMSIG website: http://cqiimsig.wixsite.com/imsig/mss-1000 . The great strength of MSS 1000 is its simple and elegant hierarchical management topic taxonomy, which is shown in the diagram below. This may be readily carried over into structuring a full IMS contained within only twelve top tier or middle tier management sections or procedures.

What is changing?

Entering 2015 heralded a significant change in the management systems standards landscape providing more choice for organisations. New revised ISO standards became available with the headings of the various fragmented management system standards aligned to what has been termed Annex SL High Level Structure (HLS) making it easier to compare the requirements for managing different aspects of organisational performance. However, the content remains non-integrated and as far as we know, ISO has expressed no intention of going any further. ISO 9001 will make the management of risk more explicit but how will need more guidance.

The intention of introducing the Annex SL structure was to help facilitate integrated management systems, which have tended to become the norm in recent years. A survey conducted in 2012 indicated that 80% of respondent’s organizations already had an integrated management system or were intending to implement one. Standards bodies such as ISO tend to be reactive and not proactive in initiating progress.

Older non-aligned ISO and other standards body standards will remain available, at least until they are possibly withdrawn.

Some management system standards bodies have already taken a structure and process focused approaches rather than focusing on an isolated aspect of performance, such as product/service quality, occupational health and safety, environmental protection, data security, supply chain management, contingency planning etc. An example is the International Atomic Energy Agency, who merged their safety and quality series nuclear standards.

At the beginning of 2015, the CQI Integrated Management Special Interest Group published the world’s first universal management system standard that totally focuses on the structures and processes of the organisation and facilitates fully integrated management systems without boundaries. It is based on seventeen universal management principles that transcend the various silo disciplines. MSS 1000:2014 is a free and open source standard that may be downloaded via the CQI IMSIG website: http://cqiimsig.wixsite.com/imsig/mss-1000 . The great strength of MSS 1000 is its simple and elegant hierarchical management topic taxonomy, which is shown in the diagram below. This may be readily carried over into structuring a full IMS contained within only twelve top tier or middle tier management sections or procedures.

Biography – IAN DALLING

Ian Dalling DipEE, BA (Hons), CEng, MIMechE, MIET, MIOSH, FCIQ, CQP, RSC Chartered Electrical and Mechanical Engineer and Integrated Management Practitioner

Ian’s 50 years of experience has spanned design, construction, commissioning, operation, and decommissioning of nuclear power plants and other industry sectors. While at CEGB/Nuclear Electric, he was a senior authorised person for nuclear, mechanical and electrical systems up to 400 kV and held posts in operations, commissioning, management services, planning and quality assurance.

From 1990, he was a quality and risk management consultant with the United Kingdom Atomic Energy Authority. He managed the peer review of the decommissioning safety case for the UK Steam Generating Reactor, was the quality manager for a European Notified Body administering product safety regulations, and worked on a variety of safety cases and management systems for major organisations. He served on the European Process Safety committee and the British Standards Committee that developed the occupational safety and health standard (BS 8800:1996). He was a member of an international team that reviewed the safety management arrangements of the Lithuanian Ignalina RBMK nuclear power plant following the Chernobyl accident.

He has operated his own quality and risk management consultancy since 1999 with clients in the nuclear, construction, rail, oil and gas, medical devices, medical services and laboratory services sectors in the UK and overseas. He chairs the CQI Integrated Management Special Interest Group, which produced the universal management system standard MSS 1000:2014.