PAS 99 2012 PDF
INTEGRATED MANAGEMENT REGISTRATION - PAS This is to certify that: Power System Operation Corporation. Limited (POSOCO). (A wholly owned . This Publicly Available Specification, PAS , has been published by the PAS is primarily meant to be used by those organizations who are. INTEGRATED MANAGEMENT REGISTRATION - PAS This is to certify that: thyssenkrupp Electrical Steel India. Private Limited.
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PAS 99 Integrated Management Systems: PAS 99 is the world's first specification for integrated management systems. Read the full Stralfors case study (PDF). PAS 99 is a Publicly Available Specifi cation of common requirements for management systems, which can be used as a framework for an Integrated. PAS has been produced to help your organization achieve benefits from integrating the common requirements of all your management system.
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PAS 99 Integrated Management Systems Making the most from multiple management systems Making the most from multiple management systems. Are you ready to integrate your management systems? Get started with PAS Implement PAS Certification for PAS Maintaining PAS Above all there will need to be a commitment by management at all levels to the development of the system. Training will be needed for people to be able to operate the system and also to enable key employees to take part in its development in identifying hazards and opportunities and assessing the risks.
The programme of implementation can in itself be a valuable aid to making all employees aware of the principles of risk and risk management as well as the specifics of safety, quality, etc.
Having defined the policy stating what is intended, the next logical step is to plan how it is to be put into practice. The framework lists the following subjects which should be covered: Contingency planning see 4. In any sizeable organization the process of implementing a management system will be a large one, involving many people and considerable time; benefits might be gained from using a formal project management approach to implementation.
Many organizations will already have some formal control of their processes and the management system might already be process based. Those who are embarking on the route to integration might well find the approach suggested in PAS 99 a convenient way to work although it is not the only way.
If the process approach is to be adopted, the initial step should be to identify the processes and sub-processes involved in the organization. If the organization has adopted ISO this will have been done already, at least for those processes which affect the quality of the output. If the processes are mapped and the map is 8 PAS For each process the following tasks should be carried out: Even organizations that operate in high risk sectors have found an approach based on that proposed can be useful as a first step.
They then use more sophisticated methods such as Hazard Analysis and Operability Studies HAZOPS with those risks that are identified as posing the greatest risk to the organization and its interested parties.
What is PAS 99?
All of the significant aspects should be subject to some form of control from the management system. In addition, the most significant aspects should also be the subject of improvement programmes to help the organization to reduce its risks. For each process the questions are: For each process the aspects need to be identified which could have an impact on each of the management areas that are to be brought within the overall management system.
For example: The answers in combination give a measure of risk, as illustrated by the following matrix. If an event is quite likely and the effect would be serious, then the risk is high and something needs to be done about it straight away — possibly stop the process or even evacuate the factory. If the risk is moderate, something still needs to be done but not with the same degree of urgency.
If the event is improbable and the impact insignificant, then the risk is one that the organization will probably feel that it can live with. This approach demonstrates one of the advantages of an integrated system. In a traditional system these questions would be considered separately, at different times and quite possibly by different groups of people. In an integrated system, all these aspects and others, such as customer satisfaction or information security can be considered at the same time by the people who are actually involved in the process.
There is, however, no requirement to have an integrated approach to identifying and prioritising aspects. The simple approach described above is offered only as an example of what might be adopted. However, by approaching it in the above manner, the chance of conflict from addressing one issue without considering the impact on the other issues can be reduced.
There are many ways of assessing risk, but a simple system is often the best. It is the most significant impacts that should be addressed in the first instance. Those risks that are thought to be tolerable will have little impact on the organization and in the hierarchy of managing aspects may not need to be dealt with at all unless the organization recognizes some benefit.
This should include disaster management. For instance, ISO clause 8. Similarly, any fire or emergency that would cause business interruption should have been addressed. Accordingly, there is a whole spectrum of possible events which might arise which would affect the ability of the organization to continue.
This will range from the failure of a major customer or supplier to a fire or flood or even an earthquake. Every day such an event happens somewhere in the world, and if the event has not even been considered by the management of the organization concerned its prospects for survival will be poor.
The objectives chosen should be relevant and realistically achievable taking into account the resources available. The objectives should be positive and meaningful. Often, identifying a key objective will reveal a number of subsidiary objectives which have to be attained first, and conflicts might arise over the use of limited resources.
Accordingly, the selection of objectives needs to be done with care. A target is seen as being lower level objective it might be for instance the timescale in which it hopes to achieve an objective.
A target is a statement of what an organization hopes may be achieved but is not critical to its future. If the organization fails to meet its targets it may need to review its objectives. The MS needs a top manager as its focus who shows commitment and enthusiasm and who can convey this enthusiasm to all the employees involved. There also needs to be someone appointed who will be responsible for the implementation and operation of the MS.
The increasing awareness of the importance of risk management will help as the management system should be the cornerstone of the risk control measures of the organization. It is vital that every manager and every employee understand their roles in the implementation of the system.
The competencies required for each task need to be identified, and training provided where necessary. There needs to be a progress reporting system, and each manager should have a specific programme of phases in achievement.
In particular, requirements to ensure that the product is controlled are apparent in ISO clauses 6. There needs to be a corresponding and efficient system of communication in the opposite direction from the employee to management at all levels. Remember that the workforce is always an interested party that may act through external bodies such as trade unions, and furthermore is the best source of information on aspects and risks in the workplace.
It should be recognized that the method of communication and language used should be appropriate to the needs of the workforce and be in such a form that they can easily understand the information being provided to them. The arrangements with suppliers and contractors may need to be more formalized than previously to meet this requirement. This will include: The system should be implemented so that performance can be readily evaluated. Monitoring must be both proactive in achieving the plans and objectives and reactive, such as responding to and reporting on reportable accidents or major incidents.
What is PAS 99? - Integrated Standards
They are a requirement of every management system standard. Deficiencies might be identified in staff or in the system itself.
Audits are often regarded as a necessary chore but more properly they should be recognized as providing opportunities for improving the system. In the case of PAS 99, it should be recognized there can be many benefits of an integrated audit.
Those areas which are common need only be assessed once instead of two or three times depending on how many standard system requirements have been adopted. The specific requirements will obviously need to be addressed and then specialist skills might be needed. It may be beneficial for instance, depending on the complexity of the organizations and its risks, that a multi-disciplined audit team is used.
There will need to be personnel with expertise in auditing the core management system and specialists for evaluating the control of those aspects that should be controlled within the requirements of the specifications to which the organization subscribes.
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