Continuous Learning with Integration and Development of ISO 9001, ISO 14001, and ISO 45001 Management Systems: Case – Wajda International Telecommunications Services LLC
Hussain, Mobashar (2024)
2024
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2024062023758
https://urn.fi/URN:NBN:fi:amk-2024062023758
Tiivistelmä
To sustain and stay competitive in a continually evolving business environment, continuous learning and improvement were fundamental approaches. Organizations used several improvement tools to enhance their performance, such as kaizen, lean, Six Sigma, ISO, TQM, etc. This thesis provided insight into the effective integration, using the harmonized structure, and development of ISO 9001, ISO 14001, and ISO 45001 into a cohesive management system to address quality, environment, health, and safety aspects simultaneously. The integrated management system helped organizations optimize their processes, reduce the duplication of practices, and align organizational goals with their strategic direction.
This study was structured into four phases: (a) gap analysis, which involved a thorough literature review, assessment of current practices, awareness, and applicable legal regulations; (b) planning, to set specific objectives and a roadmap including resource allocation, risk management, and stakeholder engagement; (c) integration, to map the common requirements of standards; and (d) development, which involved creating documentation applicable to the scope of the telecommunication industry. The PDCA and risk management approach was embedded in robust documentation to support the organization's continuous learning drive and sustainable growth, address the organization’s service quality issues, enhance environmental performance, and create a safer workplace.
The integration and development phase, by aligning the processes with ISO standards, provided a solid ground for implementation. Anticipated resistance posed a significant challenge to successful implementation, which required efficient change management strategies including resource allocation and capacity building, establishing a cross-functional steering committee, empowering the employees, and soliciting their feedback and suggestions for a smooth transition. The study provided the needed flexibility to an organization, using the risk management and PDCA cycle approach, to achieve long-term success.
This study was structured into four phases: (a) gap analysis, which involved a thorough literature review, assessment of current practices, awareness, and applicable legal regulations; (b) planning, to set specific objectives and a roadmap including resource allocation, risk management, and stakeholder engagement; (c) integration, to map the common requirements of standards; and (d) development, which involved creating documentation applicable to the scope of the telecommunication industry. The PDCA and risk management approach was embedded in robust documentation to support the organization's continuous learning drive and sustainable growth, address the organization’s service quality issues, enhance environmental performance, and create a safer workplace.
The integration and development phase, by aligning the processes with ISO standards, provided a solid ground for implementation. Anticipated resistance posed a significant challenge to successful implementation, which required efficient change management strategies including resource allocation and capacity building, establishing a cross-functional steering committee, empowering the employees, and soliciting their feedback and suggestions for a smooth transition. The study provided the needed flexibility to an organization, using the risk management and PDCA cycle approach, to achieve long-term success.