Integrated Management Systems
A one-hour introduction to integrated management systems for senior leaders. Across eight sections you will learn what an IMS is, how it is structured, who owns what, and what it takes to run one well enough to certify.
Welcome!
Introduction to Integrated Management Systems covers, in around an hour, what an IMS is, why organisations adopt one, and what it takes to make it work in practice. An IMS brings quality, safety, environment and risk into a single framework rather than three or four systems running side by side. For senior leaders, that changes who owns what, which decisions can be delegated, and what an external auditor finds when they arrive. The program is written for leaders in any sector, using a construction group pursuing ISO certification as the worked example throughout.
Eight sections build on one another: why an organisation has an IMS; how an IMS is structured across five document levels; roles, responsibilities and authorities; the IMS across the project lifecycle; the seven-step non-conformance and corrective action process; performance evaluation, KPIs and management review; the electronic document management system and IMS app; and a twelve-month rollout plan to certification.
Three real failures, Pike River, Grenfell Tower and Opal Tower, show what happens when systems, ownership and hold points break down. Each section closes with reflection questions aimed at your own organisation.
Learning Outcomes
By the end of this course, participants will be able to:
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Explain what an integrated management system is, and why an organisation would adopt one instead of separate quality, safety and environmental systems.
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Describe how an IMS is structured, from the manual at level zero through policies, registers, procedures and forms.
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Identify the key IMS roles, the authorities that sit with each, and the escalation path when work is unsafe.
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Apply the stage gate requirements that govern each phase of a project or program of work.
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Work through the seven-step non-conformance and corrective action process, including root cause analysis.
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Interpret the KPIs and management review cycle that show whether the system is performing.
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Describe what a twelve-month rollout to ISO certification involves, and their own role in it.