Saturday 27 November 2021

Quality One Australia

EIMS-Enterprise Integrated Management Systems


Quality One EIMS

EIMS Enterprise Integrated Management Systems
Organisational Robustness Development of Organisational Robustness
How Do We Get There How do we get there
EIMS Implementation Implementation
ISO9001 ISO9004 Delivery ISO9001 ISO9004 Delivery
Tools and Applications Tools and Applications

EIMS Home Enterprise Integrated Management Systems

Enterprise Integrated Management Systems are the next step from Business Management Systems (BMS) and Quality Management Systems (QMS) as it recognises that all parts of the business system are integrated and inter connected. It works on the axiom that if one are of the business is failing others will be affected and the flow on effect will potentially create issues for the broder organisation. On the positive side it will also reveal an understanding of activity influences that will result in positive outcomes for the business. For instance increasing SEO values through a development and website updagrade process will potentially increase sales for the business. Sales and order data increases will require analysis into product and process capacity in order to deliver new sales - if capacity is too low then action should be taken and the management system should be capable of transparently extracting the relevant data and even perform the necessary analysis for the action to be taken.

While some integration of Management Systems refer to integating all management systems so identical or similar clauses are covered only once in audit systems (ISO) EIMS goes the step further to be able to analyse all required standard management systems across all processes, personnel and data in the organisation and the affect one process change may have on all the processes and hence all other required management systems.

Each recognised management system:

  • Quality
  • Environmental
  • Safety
  • Energy
  • Food Safety
  • Information Security
  • Compliance
along with their particular industry equivalent systems can be influenced, affected and enhanced by changes in any process within the organisation which can also be influenced by personnel, process and data capability and results potentially at any point or level within the organisation. EIMS is the robust practice and type of management system that can detect, warn, reveal and action all the required elements across all required management systems and across all process, personnel and data. EIMS is the organisational approach that delivers treue response to Industry 4.0 and Quality 4.0 across the entire organisation.

While Industry 4.0 delivers:
  • Digitization and integration of vertical and horizontal value chains
  • Digitization of product and service offerings
  • Digital business models and customer access
and Quality 4.0 responses and integration to Industry 4.0 includes:
  • Data
  • Analytics
  • Connectivity
  • Application Development
  • Scalability
  • Management Systems
  • Compliance
  • Culture
  • Leadershipo
  • Competency
they all lie at the heart of an Enterprise Integrated Management System.

EIMS has the view that at some point all process within the business are part of a value chain and have influence on each other. If a process is not part of any value chain then in short it is redundant and potentially a silo that is operating outside the EIMS and the organisational objectives and strategy. While EIMS as a theory is sound and Industry 4.0 and Quality 4.0 can be considered drivers of EIMS the organisation will require a view of what robustness is and how does it get to the point of an EIMS being implemented.

To seek a consultant in working with EIMS please contact Quality One.

EIMS Home Development of Organisational Robustness

Organisational Robustness Analysis (ORA) is the recognition that all processes within an organisation are connected to each other either directly or through the value chain of processes in the organisation. ORA is a methodology designed to deliver an Enterprise Integrated Management System (EIMS) to an organisation that is scalable in its approach and can be delivered in a modular fashion to allow the organisation to continue business and grow its process maturity over time.

At the core of the organisational robustness analysis system is the connectivity between all business elements within the system. Each element, or tool, is connected to its neighbouring element through a common piece of data or information. This allows for a broader range of reporting and analysis of the organisations management systems including analysis of risk faced in its day to day operations. All elements, tools and data are connected to each other to allow for reporting in a system that would otherwise have disparate elements that would not fully consider the flow on effects of change management and measurement implications.

Organisational Robustness combines both systems thinking and robustness

  • Systems thinking is a management discipline that concerns an understanding of a system by examining the linkages and interactions between the components that comprise the entirety of that defined system.
  • Robustness incorporates the concept of reliability and refers to the ability of the organisation and its system to absorb and withstand positive and negative changes both internal and external including new opportunities, competitor influences, market influences, personnel changes, technology changes, customer profile and requirements changes, regulatory changes, unpredicted events and so on.

Organisational Robustness Analysis combines System Thinking and Robustness to create an Enterprise Integrated Management Systems (EIMS) that allows organisations to be impervious to the effects of change while allowing and embracing internal and external change to occur within an understanding of how that change affects the entire system not simply the area of the change.

Conducted with discipline ORA can:
  • Maintain key organisational elements in real time
  • Deliver organisations to adaptive levels from reactive levels
  • Allow change management to occur with a full picture of its implications
  • Allow analysis of performance across the whole business
  • Indicate where measurements and processes may be in conflict
  • Reduce and remove the appearance of silos in the organisation
  • Identify redundant processes and roles within the business
  • Allow for more efficient and productive restructuring
  • Identify personnel person development programs in line with business strategy
  • And more……..

To enquire further on the development of organisational robustness please contact Quality One

EIMS Home How do we get there

While management systems typically have tools for each element in the system EIMS systems will require each element to be joined in some manner. As a starting point as an example we will look at the Organisational Chart. While most systems have the Organisational Chart as a separate entity an EIMS audits the Organisational Chart by ensuring:

  • All Business Areas are represented in the Organisational Chart
  • All Roles/Job Titles are represented in Business Areas and hence the Organisational Chart
  • All Personnel are represented in the Organisation Chart
And conversely
  • All Business Areas in the Organisational Chart are listed in the Business Area for process, procedure and policy ownership
  • All Business Areas are linked to at least one role
  • All Personnel are represented in the Organisational Chart
Any data point that cannot be matched in both directions at least once is redundant or a gap exists in the data.
organisational robustness analysis consulting module 1

In a well established system dashboard reporting can include:
  • Organisational Chart
  • Roles/Job Titles in the organisation
  • Personnel in Business Entity
  • Reports will gain further detail the higher the level of robustness maturity
Metrics can include:
  • Number of Personnel by Business Area/Department/Entity
  • Number of Personnel in roles
  • Metric integration will grow as each entity is added to the system
In order to achieve full robustness and an Enterprise Integrated Management System all the Organisational Robustness Elements must be connected and Organisational Robustness Analysis of the Enterprise Integrated Management System delivers this.

To get there requires careful planning delivering each module of the system is an integrated fashion using the current available data and gathering and filling any data gaps to allow for organisational gap analysis and on going auditing to occur.

To enquire further on the development of organisational robustness please contact Quality One

EIMS Home Implementation

Implementation of EIMS systems requires gathering data on the current system and integrating the tools and data of that system with its surrounding robustness elements including processes, tools and data. A methodical approach is best by integrating one robust element point at a time with all other robustness elements.

The table below shows the potential integration in the first module the Organisational Chart which has links to Business Areas/Departments, Personnel and Roles/Job Titles.

organisational chart implentation

From a self auditing perspective the elements can be used to check on the validity of data in other elements. As an example:
  • Organisational Chart
    • Checks all Business Areas are in the Organisational Chart. If they are not either a gap exists in the Organisational Chart or there is a redundant Business Area which leads to action.
    • Checks all Personnel are in the Organisational Chart. If they are not either a gap exists in the Organisational Chart or there is a redundant Personnel on the current Personnel list which leads to action.
    • Checks all Roles/Job Titles are in the Organisational Chart. If they are not either a gap exists in the Organisational Chart or there is a redundant Job Title/Role in the organisation which leads to action.
  • Business Area
    • Checks all Business Areas listed in the Organisational Chart are listed. If they are not either a gap exists in the Business Area list or there is a redundant Business Area in the Organisational Chart which leads to action.
    • Checks all Business Areas listed have Personnel. If they are none then either a gap exists in the Business Area list of Personnel or there is a redundant Business Area in the organisation which leads to action.
    • Checks all Business Areas have Roles/Job Titles listed. If there are none then either a gap exists in the Business Area list of Roles/Job Titles or there is a redundant Business Area in the organisation which leads to action.
    • And so on through the elements block-chaining, handshaking and creating data driven connectivity through the elements.
organisational chart implentation business area

A system well set up can have self auditing sections that displays actions to relevant competent and capable personnel to update processes and data. The iProgent™ system is being set up as a modular system to deliver this type of connectivity in the EIMS system.

To enquire further on the implementation of EIMS please contact Quality One

EIMS Home ISO9001 ISO9004 Delivery

As the EIMS system creates its connections through each element the level of coverage in ISO9001:2015 grows eventually where the EIMS goes beyond the requirements of ISO9001:2015. A well constructed and disciplined execution of an EIMS is the catalyst for worry free audits and to a greater extent a management system that has reduced administrative burden for the maximum gain in vital business activities of change management, new product/process introduction, records management analysis, continuous improvement, management reporting, targeted metrics and so on. Below is an example of Module 1 ISO9001:2015 mapping in the implementation of an EIMS system which can achieved through iProgent™ Module 1.

ISO9001 ORA Implementation

Other standards TS16949, ISO9145, SQF, ISO14001, ISO45001/ISO18001, ISO27001 etc. can also be applied to this methodology.

The outcomes and actions from an EIMS require personnel to take action and deliver the requirements targeted to the business (this would include their own personnel development program) which are central to continuous improvement activity in future modules.

For further assistance in the implementation of EIMS in relation to ISO9001 please contact Quality One

EIMS Home Tools and Applications

In an EIMS system a key goal is to integrate tools and applications into the overall system. Once discovered the tools and applications should either be linked to the system, embedded in the system or replaced by a module in the system. The more advanced the technical approach the less the administrative burden will be on the organisation to maintain the system. The reduction of the administrative burden in any EIMS system will be a key contributor to its success in the organisation. The more mature the application the more likely the administrative burden will be reduced allowing for resource to deliver action directed to the business strategy and hence the more likely the sustainable success of the EIMS itself.

At Quality One we believe this is paramount for organisations heading into an age of Big Data, Industry 4.0, Quality 4.0 and intelligent management systems. In response to this challenge Quality One is developing iProgent™ EIMS system based on Organisational Robustness Analysis.


To enquire further on integrating tools and applications in an EIMS or on iProgent™ please contact Quality One

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