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Integrated Management System (IMS)

 

The IMS in a service organization takes a more holistic approach, promoting standardization and consistency while allowing room for creativity and flexibility.  The more holistic approach involves a greater level of documentation but fewer work instructions and standard operating procedures, thus allowing the business to track operations without stifling the creativity that is necessary to build and sustain its success.

 

The IMS contributes to company sustainability by driving progress in achieving HSE and quality objectives and targets aligned with the organization's business objectives.  Implementing an IMS is a multi-phased process which involves designing a management system that suits the business model; performing pilot tests within the operation to test the proposed IMS; refining the system based on the testing; and finally, integrating it into the fabric of an organization's operations. 

At the point of system integration, the IMS has achieved just the barest of inroads into the culture of the organization and the real work of integration and sustainability begins.  The IMS, in practice, involves processes for managing how a company operates its HSE and Quality functions.  The processes must be firmly based on a company-wide HSE and Quality policy, must be accompanied by a strong commitment from top management, and reinforced by internal audits, corrective and preventive actions, training, and monitoring.  This must all be performed in the context of continuous improvement.
 

The IMS, contributes to company sustainability by offering a system that not only provides a means to focus business energy, but also monitors its progress in attaining the organization's business objectives and targets. IMS improvement goals are monitored monthly, quarterly, and annually to determine its efficacy in creating cost savings and reducing non-conforming services and delivery.  Key to success is having clear, simple targets that provide measurable outcomes and milestones along the way. Finally, an IMS contributes to sustainability by driving design for environment processes and fulfilling end-of-life requirements that are arising.

 

The single biggest common success factor in Roobian co. was the degree of involvement of top management.  Those plants that had a fully committed and informed top management team were able to quickly implement the IMS and realized the greatest savings in time and money, as well as in process improvements.  The Managing Director ( Mr. Mansour Tavakoli )served as the system's head cheerleader, rallying the other managers to create enthusiasm for the program among the people on the floor.  The IMS implementation is, at its best, a cultural change in the organization; and key to its success is management's ability to garner the support of the people who will be responsible for its daily use.  The selection of a strong Management Representative (MR) as the day-to-day champion was also critical to the success of the IMS.  The Management Representative (MR)  reported directly to the Managing Director in the company, so that the implementation team had a keen driver and stalwart advocate for integrating HSE and Quality functions into the daily flow of production operations.

 

 

 

 

An IMS (Integrated Management System) Certified Company

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