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Quality Management Systems Quality Management Integrated

Management Environmental Management, ISO 14001: 1996 and EMAS II Regulation in the EU.

The key objective as a company take steps to carry out an environmental management system is a firm commitment to pollution prevention. For this, the organization will seek to achieve the reduction and control of pollutants, using material substitution, treatment, recycling, changes in processes, and efficient use of resources.

environmental management system will engage the organization, among other things:

• The identification of legal requirements and environmental impacts associated with activities, products and services company
• Promotion the responsibility of management and staff on environmental protection, by clearly defining the responsibilities of all staff.
• environmental planning throughout the product life cycle and process.
• The establishment of a system to achieve environmental targets.
• Promoting the establishment of an EMS by suppliers and contractors.
• The assessment of environmental performance based on policy and objectives specified .

This will allow the organization:

• Comply with legislation and environmental policy of the organization and commit to reducing pollution continuously.
• prevent potential environmental problems.
• Disposing of records or evidence justifying the company's environmental performance.
• Give confidence to interested parties about environmental performance (customers, management, workers, neighbors, shareholders, etc.)..
• Reduce costs by reducing waste in processes or in packaging, saving energy, water and other resources, etc. As well as by reducing insurance premiums as a result of environmental risk reduction.
• Improve corporate image treated as citizens generic ideas such as environmental performance, value for money or creating jobs.
• strengthen the position of the company in markets where it operates by taking advantage of marketing opportunities in this regard.

The ISO 14000 series of management and audit are:

• ISO 14001:1996. Environmental Management Systems. Specifications and guidelines for their use.
• ISO 14004:1996. Environmental Management Systems. Guidelines and general principles. Systems and support techniques.
• ISO 14010:1997. Guidelines for environmental auditing. General principles.
• ISO 14011:1997. Guidelines for environmental auditing.
• audit procedures. Auditing Environmental Management Systems.
• ISO 14012:1997. Guidelines for environmental auditing. Qualification criteria for environmental auditors.
• ISO 14013:1997. Guidelines for environmental auditing.
Management
• audit programs.
• ISO 14014. Guidelines for environmental auditing. Initial reviews.
• ISO 14015. Guidelines for environmental auditing. Environmental site assessment.
• Using UNE 150007:1997 BS EN ISO 14001 standards for the registration of businesses in the EMAS Regulation.

As EMAS Regulation of the European Union, it allows voluntary participation of organizations in the European Management and Audit Scheme and acknowledges that the organization has its own responsibility in the management of environmental impact of their activities, with emphasis on aspects of compliance with the laws, improving environmental performance and employee involvement.

Thus, the EMAS Regulation, considered to be more demanding than ISO 14001, has some differences that can be seen in the table below:

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Integrated Systems

Total Quality Management, Environmental Management and Prevention Management.

and Quality Management Standard ISO 9000:2000

In particular, the ISO 9000:2000 series of standards (AENOR 2000 2a), identifies eight principles of quality management to lead the organization toward improved performance

• Customer Focus: Organizations depend on their customers and what should include both current needs and future them, meet their requirements and strive exceed your expectations.
• Leadership: Leaders should create and maintain the proper internal environment for the staff fully involved in achieving the objectives of the organization.
• Participation of all staff: The staff is the essence of any organization, their full involvement enables their abilities to be used for the benefit of the organization.
• Process Approach: The desired results are achieved more efficiently when activities and related resources are managed as a process.
• System approach to management: Identifying, understanding and managing interrelated processes as a system contributes to the effectiveness and efficiency of the organization in the achieving its objectives.
• Continuous Improvement: Continuous improvement of overall organizational performance should be a permanent objective of the same. Is the fundamental and defining base and structure of the entire standard.
• Factual approach to decision making: Effective decisions are based on analysis of data and information.
• Mutually beneficial supplier: The organization and its suppliers are interdependent and a mutually beneficial relationship increases the ability of both to create value, never rated inferior-superior relationship. The standard will determine the establishment of policy and objectives, as in the risk prevention system, quality as a reference to lead the organization, applying the necessary resources to and achieve results desired. The policy will, therefore, a reference framework for setting and reviewing goals , and they will have to be consistent with the policy and commitment continuous improvement and therefore should be measurable in possible.

system should be evaluated by determining whether:

• have been properly identified and defined processes.
• have been assigned responsibilities.
• have been implemented and maintained procedures.
• If the process is effective to achieve the required results.

Continuous improvement becomes a permanent objective of the system to increase the likelihood of increased customer satisfaction and other stakeholders .
ISO 9000:2000 series consists of the following rules:

• ISO 9000:2000. Systems of quality management. Fundamentals and vocabulary.
• ISO 9001:2000. Systems of quality management. Requirements.
• ISO 9004:2000. Systems of quality management. Guidelines for performance improvement.

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Quality Management Best Practices in Business Management

What are Best Practices in Business Management?
The "Best Practices in Business Management" include a series of practical, easy to apply, an employer can make to increase productivity, lower costs, reduce environmental impact of production improve the production process and enhance safety at work. Therefore, it is a tool for cost management, environmental management and to initiate organizational change. Just give due consideration to these three elements is achieved triple win (economic, environmental and organizational) and establishes the bases in the company for continued modest and successful process of continuous improvement.

Good Business Management Practices (BGE) comprising a series of measures designed to avoid the loss of raw material, reducing the amount of waste, save energy and improve production processes and organization of production. The measures are relatively simple and fast and, in general, economic. Therefore, this method is particularly suitable for micro, small and medium enterprises (SMEs).

The three potential benefits of Good Corporate Governance Practices

cost reduction
reducing environmental impact organizational improvements

form a triangle produces a synergistic effect that results in a triple gain and a process of continuous improvement your company or business which provides advice.

The "Good Practices of Corporate Governance" are voluntary measures for:

• Optimize consumption of raw materials, auxiliaries, water and energy; avoid wastage of expensive raw materials and, therefore, Reduct operating costs
• Reduct the amount and degree of contamination of solid waste, wastewater and air emissions
• Optimizing reuse and recycling of raw materials and equipment packaging
• Improve working conditions and safety at work;
• improve the organization of the production process.

with good practice a company can make a profit economic . Ultimately, minimizing the consumption of raw materials , water and energy and reducing waste and waste water leads to reduced costs.
addition, the introduction of Practice leads to decreased environmental contamination from the company. That way can improve the image of the company and its products to customers, suppliers , neighbors and authorities. In this respect, micro, small and medium enterprises can achieve a lot and get
considerable savings, with a modest effort in terms of cost, time and administration.
The implementation of Good Practice requires communication motivate employees and a clear delineation of responsibilities for internal monitoring . These aspects must be taken into consideration as part of the implementation process, which will entail benefits organizational type. These improvements will help the company become more productive in the long term.

What is needed to enter Best Practice Business Management?
a) Common sense and a willingness to take action

Many of the measures suggested in the Guide are fairly simple and based on common sense. Not require any specific technical skills , although people motivated and willing to make changes.
b) Simple measures
For the application of Best Practices not requires greater investment in "clean technology" that, especially for micro, small and medium companies could be too expensive. On the contrary , the objective is continuous improvement of the process of production
technical and organizational aspects, through a more effective use of resources and optimizing the production process .
c) Perception of the problems
is important for the firm to target the attention of their staff to problems and potential areas of improvement for each know your chances of real action.
d) Collection and dissemination of information
Developing Good Practice can be enhanced by internal collection of information and good communication natural within the company. Thus, important and effective Good Business Management Practices can be developed, implemented and incorporated into the daily operations of the company.
e) Culture of the organization?
The Best Practices are also related to changes behavior and the creation of a "culture of production." Engaging and motivating staff all hierarchical levels of the company helps enormously to take Good Practices.

Content six checklists
This Handbook comprises Checklists covering six areas different. Each list contains a series of questions for you to serve your company identify potential problems, their causes and appropriate action and the six areas covered by the Guide (auxiliary raw materials, waste, storage and handling of materials: Water and Wastewater, Energy, and Occupational safety and Health
). The checklists suggest measures related to the following topics.

Raw and auxiliary materials

Efficient use of raw materials and environmental impact assessment

• material consumption monitoring
• Periodic evaluation of materials losses in all stages of production and
• processing losses Avoid spills and leaks
• Implementation of a program preventive maintenance
• Replacement and / or reduction of raw materials pollutants (eg products
• cleaning, sanitizing, gasoline lead)

Waste

integrated waste management: reduce, reuse, recycling and environmentally sound waste disposal

• control the amount and type of waste
• Reduction and elimination of waste (including waste from the packaging), separation and collection of waste materials according to different categories
• Reuse of waste and byproducts in the production process itself
• Use / sale of certain wastes (eg paper, glass, plastics, aluminum, steel, etc.)
• proper disposal of waste not reusable or recyclable

Storage and Material Handling storage, handling and transport of materials suitable

• Control quality raw material receiving
• proper storage and handling of raw materials and products
• Application of the "so first in, first out" ("First-in-first-out) storage system
• storage and application of sound management, safe and controlled dangerous substances
• Careful handling of hazardous substances
• Proper cleaning and disposal of packaging materials

Water and Wastewater

Decreased water consumption, the amount of wastewater and water pollution

• consumption monitoring and water quality
• Reduction of water consumption in the production process and in other areas of the company
• Elimination spill and drip loss
• reuse and / or industrial water use reusable
• Reducing water pollution
• wastewater treatment according to ecological requirements

Energy

Reduction of energy consumption, waste heat utilization and sustainable sources of energy

• energy consumption monitoring - Reduction of energy consumption and the respective costs
• Elimination of energy loss and optimization of electrical installations
• Recovery and reuse of heat loss
• Efficient electrical appliances (lighting, heating, cooling, freezing, air conditioning)
• Implementing a preventive maintenance of equipment
• Buying appliances low power consumption
• adequate prevention of possible power cuts

Occupational safety and occupational health protection

protection against accidents, hazardous substances, odor, noise and injuries

• Minimizing the risk of accidents and fires
• Preventions enough of accidents and fires
• Conditioning safe work places
• Acquisition and maintenance of personal protective equipment
• Safe Handling of Hazardous Substances
• Decreased risks worker health and worker
• Control of atmospheric emissions
• Minimize odors
• Decreased noise levels

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Obstacles to success Benchmarking Benchmarking Partners

Like any other activity, it may not give the Benchmarking good results. This section highlights some of the obstacles most frequently Benchmarking the success of a company.

Approach to itself
Benchmarking To produce the desired results, you should know someone on the outside have a much better process. If a company is regarded itself only, it is not uncommon, it may not be aware that its processes are much less efficient than the best of its kind . A restricted focus inward vision. Is there someone better?
Who is it? Such companies do not even question themselves, which often lead to serious health risks .

too broad objective Benchmarking
Un objetivo de Benchmarking excesivamente amplio tal como “mejorar los resultados” puede garantizar el fracaso. Ésta puede ser la razón para hacer el Benchmarking, pero se necesitará algo más específico y orientado no al qué sino al cómo. Hace falta un objetivo más concreto como “Mejorar o sustituir el proceso de facturación para reducir los errores en un 50%”. Esto aporta algo sobre lo que se puede trabajar.
Plazos irreales
El Benchmarking es un proceso complicado que no puede comprimirse en unas cuantas semanas. Consider four to six months shorter program for an experienced team, and six to eight as a general rule.

Trying to do so in less time than that will force the team to go through high certain details that may lead to failure. If you want to take advantage of Benchmarking , be patient. Moreover, any project that exceeds one year to review: there are probably unanticipated difficulties. Poor
team composition
When a process is subject to Benchmarking, the people who knows and uses it every day must be involved in it. These people can be operators or employees. You can incorporate other professionals, but without excluding those most knowledgeable about how the process really works, who will be the fastest detect the often subtle differences between the process and benchmarking partner.
Comply with a level below the best

Too often organizations choose partners that Benchmarking is not the best of its kind. There are three reasons for this:

• Best is not interested in participating.
• wrong partner was identified.
• The company simply chose a partner in a company that was available.

Companies Benchmarking start when they decide that one or more of its processes is much lower than the best of its kind. The intention is to examine this best in class process and adapt to their needs, quickly bringing the company higher levels existing in this field. It makes no sense to have a link with a partner whose process is only good, even better than own. Companies must identify the best and go after him. Only if the best is not involved, is justified choose the latter. Attention
unfocused
A common cause of failure in the Benchmarking is that teams are bogged down endless collecting data and putting too much emphasis on numbers . Both the collection of data as the numbers themselves are important, but the most important aspect is the process itself. They take the enough data to understand the process on paper, and analyze data so we are confident that the results can significantly improve if the process is implemented. It has to keep the focus on the process, taking the data and the numbers support.
Lack of sensitivity towards partners
faster Nothing broken an agreement to carry out the Benchmarking insensitivity. Do not forget that a partner is doing a favor to the company by providing access to their process. It has people's valuable time Benchmarking key partner, and in the best case, is being interrupted daily work routine. If you do not pay sufficient attention to the method agreed with the partner, it is likely that the process stagnates.
Limited support from senior management
This aspect is still under discussion because it is critical to success in all stages Benchmarking activity. It requires constant support address to start the process, develop actions, and ultimately ensure outcomes.

Conclusions

Businesses today are faced with global markets challenges they face getting bigger. One of them is the competitiveness, and that face not only local companies, but the competition is between companies around the world. To be increasingly competitive business use different tools to cut costs, increase quality of its products, etc. Among these tools, or formulas is Benchmarking.
Benchmarking can be defined by the strategy that identifies the
best business practices among companies recognized as leaders who to adapt and implement in our company, can not only match the direct competition, but give us a competitive advantage.
can also be concluded that due to the different approaches or methodologies applied in benchmarking studies, the company interested in doing a study of this type will have to select the process best suited to resources and needs.
In general we can conclude that the benchmarking study, if done as an ongoing process are standardized, will serve as a tool for innovation to improve business results by enabling the identification of best business practices among the leaders, so that more competitive and we can have greater assurance of success in a changing environment as current.

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Within all the benchmarking process, one of the points or steps másimportan TES is the selection or establishment of a relationship with companies with whom we will associate to develop Benchmarking Study. One of the main problems facing a Upon selection of the company with which to compare, is to persuade or gain the cooperation of the company in the study as benchmarking partners.

The type of benchmarking being performed has a lot to do with partner selection, for example, if you make a Benchmarking between internal business operations should not normally present any problems between the partners in the study because they belong to the same enterprise information sharing should not present any problem. In contrast to a study with the competition, are usually difficult or impossible cooperation due to mistrust or protective attitude information on processes, technology, etc. so that competition is generally thought that these studies are to steal information and remove some competitive advantage to the company. Authors such as Camp
not recommend seeking partners to competition, because you can spend a lot of resources and efforts to obtain information and the end all you get is, at best, match the competition and not overcome, no one can ensure that in competition are being carried out the most innovative and best in the sector.
In the study of industry leaders we can find partners who can get more benefits, since by comparing with a company that is a leader in the sector but it is not our competitor, it is easier to establish a relationship with that company, because it does not feel threatened by having a partner Benchmarking a company belonging to another sector. Moreover, by not showing the problem that exists between competing companies, the exchange of information is provided and the opportunity to discover innovative practices is larger.
Here are some considerations for determining the best competitor or functional leader in the industry: Consider

• "competitor" in the broadest terms. Define business, function, or operation has the best industry practices and identify where comparable transactions using best practices, methods or processes.
• ensure comparability. Companies with high customer satisfaction must be measured against companies with high customer satisfaction. Packaged goods must be measured against packaged goods.
• Staying within the same sector. Defining the sector broadly.

One of the most important considerations with regard to Benchmarking Partners is the management of information, so that must establish relationships of trust and cooperation between partners, so that the information shared is well used and no damage to the company that proportion, so that communication between partners takes a major role.

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Critical Success Factors in Benchmarking Benchmarking

From simple question: what can we do benchmarking?, Emerging critical success factors, which are based on aspects which we will make the comparison. It is vital identification and clearly establish a scale to carry out the different comparisons.
is necessary to understand that one of the goals is to define the Critical Success Factors as clear as possible.

Xerox suggests asking the following questions to identify Critical Success Factors:

1. What is the most critical success factor for my job / company?
2. What factors are causing the biggest problem (for example, failing to meet expectations)?
3. What products are provided to customers and what services they provide?
4. What factors account for customer satisfaction?
5. What specific problems (operational) have been identified in the company?
6. Where are located the competitive pressures they feel in the company?
7. What are the increased costs of the company?
8. What functions represent the largest percentage of costs?
9. What roles have the greatest room for improvement?
10. What functions have more influence to differentiate the company from competitors in the market?

Critical Success Factors can be defined with varying degrees of specificity:

• Level 1. defines a broad area or topic for research, which can range from a department to a function of the organization. The issue is often too large to put under any type of measurement. Example: invoicing, purchasing, corrective action procedures, levels of customer satisfaction, marketing, promotions.
• Level 2. defines a more specific area of \u200b\u200binvestigation with respect to level 1, is often determined by some type of aggregate measures, such as the number of customer complaints, the number of promotions per time period, levels average salary, the number of billing errors.
• Level 3. is the most specific and occurs when some action or description of specific processes enable the benchmarking partner to produce comparable information to their own. Examples

Critical Success Factors
Market Share:

• in units.
• in monetary value.

Performance:

• Return on sales.
• Return on assets.
• Return on equity.

competitor growth rates:

• -Market share by segment.

Raw materials:

• percentage cost of sales.
• unit purchase cost.
• annual purchasing volume.
• exchange rates.
• freight costs.
• Quality.

Yield (units produced per unit used).
Direct Workforce:

• Cost Percentage sales.
• labor costs divided by department.
• Hourly Earnings. Average
• work hours per week.
• Overtime.
• overtime rate.
• Productivity per unit (units produced per man-hour).
income
• Productivity (revenue per product and per person / hour).
• Demographics (age, education, etc..).

indirect Workforce:

• overall costs as a percentage sales.
• labor costs by function.
• Administration of direct force.
• wage levels.
• Benefits.
• exchange rates. Productivity
• unit.
• Demographics.

Research and Development:

• basic R & D costs
• time developing new products.
• existing product enhancements.
• reduction Design costs.

administrative costs, sales and general:

• Cost as a percentage of sales. Costs
• distributed organization.
• wage levels.
• bonus plans.
• benefit plans.
• training costs as a percentage of sales.
• Cost of bad debt as a percentage of sales.

capital costs:

• Global Asset Turnover.
• Fixed Asset Turnover.
• annual lease costs.
• maintenance costs.
• inventory turnover.
• Age of accounts payable.
• capital costs.

Product Features

• Design styles. Price
• pricing strategies.
• Accessories, warranties, service support.

Service:

• Type and volume of customer complaints.
• assistance available.
• response time.
• average repair time.
• Timing of delivery.
• professional quality customer contact personnel.
• requisitioning processes.

Product Quality:

• Production Rate.
• repair costs.
• Average product shelf life.
• Methodology quality.

Image:

• public recognition. Penetration
• advertising.
• Using media.
• advertising investment.
• promotional activity.
• customer reaction to the positioning of image advertising.

Production:

• Decisions to buy or manufacture.
• levels of expertise of the plant.
Machinery used
• in production.
• Levels of training of the workforce.
• workspace structure.
• levels of automation.

Distribution:

• Canales.
• territorial configuration.
• exclusive distribution or otherwise.

Sales Force:

• size.
• experience level.
• performance levels

Data Processing:

• Investment systems.
• Technology applications.

Human Resources:

• activity and recruitment.
• remuneration policies.
• Policy benefits.
• training activities.
• recognition system.
• non-discriminatory policies.
• service programs to the community.
• Communication policies.
• Health and safety.

Finance:

• financial policy.
• social perception.
• Strategies and tax policies.
• debt policy.
• dividend policies