Abstract
PurposeThe integration of management systems has become a popular subject for research and practice. However, there is a considerable lack of literature on integrated management systems (IMS) in developing countries. This study aims to examine the current status, motivation and perceived benefits of IMS in manufacturing organizations in India.Design/methodology/approachTo examine the status of IMS in the Indian manufacturing sector, a survey was sent to 270 manufacturing organizations in India using a questionnaire as the survey instrument. Only 60 organizations participated in the survey. Subsequently, one case study was undertaken.FindingsThe research reflects the status of IMS in India. The majority of the responding organizations are implementing IMS. The findings suggest that the most important motivating factors are to promote synergies among different management systems (MS), to combine objectives of different MS, and to avoid duplication of procedures. The perceived benefits of IMS are reduction in the duplication of policies, procedures and work instructions, reduced costs, higher transparency, time saving, and synergy between MS.Research limitations/implicationsOne of the major limitations of this study is the small sample size, which precludes generalization of the findings. This study provides a starting point for further research in developing countries.Practical implicationsThis research makes a contribution to the existing body of knowledge on IMS and provides results of value to IMS researchers and practitioners.Originality/valueThis paper offers key insights into IMS implementation in India. This will encourage manufacturing organizations in India and other developing countries to adopt IMS.
Highlights
A história mostra que nas últimas décadas a gestão de operações tem-se ocupada com o desafio de integrar seus processos de modo a atender a um amplo espectro de necessidades dos seus clientes, muitas vezes provenientes de diferentes setores industriais e de nacionalidades, o que as obriga adequar os seus padrões de gestão a necessidades assimétricas
Standards focus on meeting requirements for a quality management system, there are sectorial specificities to be met by the organization
Against the background of these standards, the applied research method consisted of a conceptual-theoretical model of the product field performance management systems and customer satisfaction
Summary
O aumento do consumo a partir da década de 1960 fez com que os consumidores se tornassem mais conscientes e menos tolerantes a produtos de baixa qualidade. Um SGI (Sistema de Gestão Integrada) torna-se o conceito chave para o sucesso dos negócios e pode ser definido como um sistema que integra diversos aspectos dos processos e sistemas de uma organização em uma única estrutura completa, permitindo o atendimento dos requisitos de múltiplos sistemas normativos (PAS 99, 2012). Health) representado pela sexta caixa, é introduzido no modelo como a abordagem da Gestão da Qualidade Total (TQM), uma vez que amplia o foco dos negócios para aspectos ambientais e de sustentabilidade (Vanagas & Zirgutine, 2005). Vale ressaltar que os modelos de SGI pesquisados abordam a integração de normas de gestão distintas (Qualidade, Meio Ambiente, Segurança e Responsabilidade Social) e não a integração de normais setoriais (por exemplo, a ISO/TS 16949 e a NBR 15100)
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