Business Management Systems (BMS

Business Management Systems

Competitive Advantage

Business Process

Synergy Management Consulting Group
Business Management Systems Business Improvement (Lean Six Sigma) Business Risk and Opportunity Management

Business Management Systems - Contents 1. What is a Business Management System (BMS)? 2. Why an BMS? 3. How to develop an BMS? 4. Why choose Synergy Management Consulting Group


Section 1 - What is a BMS? 3 ..

internal or external. A Business Management System is: • A document ed system focused on your business • An Integrated Management System (IMS) • A system which can satisfy ISO 9001. 14001. 17025.Business Management Systems .What is a BMS? 1. TS 16949. into the organiz ation ’s operating procedures • A model for Business Improvement 4 . 18000. AS 4801 and any other standards or regulations • A single document ed & implement ed management system • A system structured to integrate any requirement s.

Management Systems provide the stable platform on which to build improvement s Competitive Advantage Business Management Systems Policies SOPs SWMs Mgmt plans Training Toolbox talks ISO 9001 AS 4801 ISO 14001.Business Management Systems 2. etc 5 Business Process .

What is a BMS? 3. An BMS is the basis for Business Improvement Continual Improvement Management Review Policies Measurement & Evaluation Implement ation Planning 6 .Business Management Systems .

An effective Business Management System is designed to address requi rements of stakeholders • Communit y • Suppliers • Customers 7 .Business Management Systems .What is a BMS? • External authorities • Employees • Shareholders 4.

health. law. 17025 • HACCP.Business Management Systems . A BMS balances the stakeholders ’ needs Community: • Environment ISO14001 • Social Accountability • Local Employment Suppliers • Supply Chain Mgmt • Purchasing systems • e-business Customers: • Quality ISO9001. environment • Safety. Governance • Bus. food safety Employees: • OH&S AS 4801 • Social Accountability • Satisfaction Shareholders: • Business objectives • Revenue & Profit • BSC. model 5. excell.What is a BMS? External authorities: • Government Regulations • Tax. GMP • Satisfaction level • Quality Award Status 8 .

or both • Procedures for all activities. The BMS includes all the organisation’s documents: • A single documented system • Hard copy or computer based. where risk requires control • Operating Instructions • Forms • Records • Computer based data 9 .Business Management Systems .What is a BMS? 6.

The BMS can also include: • Business & Marketing Plans • Policies & Strategies • All operational procedures & records • Management meetings • Board of Directors meetings • Financial Records Beyond the minimum external requirements.Business Management Systems . the BMS scope is up to the Management ’s decision 10 .What is a BMS? 7.

Section 2 - Why a BMS? 11 ..

Six Sigma OHS18001 ISO 9001 SAP Performance Measurement [BSC] • Overwhelmed by data • Conflicting needs for different stakeholders ISO 14001 MBNQA Government Outputs Regulations Outcomes 12 SAP 360 Degree Cost Reduction Budgets Appraisal . Continual Improvement.The complexity of managing change in today ’s environment requires a new approach to Management Systems • Many new programmes • No way to relate them • Loss of focus Lean.

Links business objectives to performance of processes 3. controls greatest risks 4. Controls through risk management .Business Management Systems . Allows consistent document format & control process 9. Less emphasis on structure to suit External requirement s 6. etc 8. Minimum document ation & bureaucracy 7. Easy to add other requirement s with little change needed 13 . forms.Why a BMS? A Business Management System: 1. Focuses on the organisation ’s own business processes 5. No duplication of systems. Helps to manage the organisation to satisfy all stakeholders 2.

Section 3 - How to Develop a BMS? 14 ..

Business Management Systems . often possible to include all the requirements for efficient operations. AS 4801. Communicate the developed documentation – e. quality & environment together in one w ork instruction) 8. not external standards 2. etc 7. Document processes. 14001. Base the system on your own business. Set process performance measures to meet business objectives 5. Map current activities as core. Integrate requirements at lowest practical level of procedures (e. Determine the level of control of processes by Risk Analysis 6.g.How to Develop a BMS? 1. Set Business Objectives link to Stakeholder needs 4. add requirements of 9001. using an Intranet 15 . safety. support and sy stem processes 3.g.

core & support processes Core Processes Sell Products Purchase & Receive Produce Store Products Deliver Products Invoice Satisfied Customers Support Processes Corp.How to Develop a BM S Map your business process diagram .Business Management Systems . OHS & E Control Information Process Review Management Review Manage Risk Improve Processes Manage Finance System Support Processes 16 . Governance Maintain Plant Control Suppliers Manage Human Resources Planning Co-ord Q.

3.6 Invoice 7.5 8.3 Purchase & Receive Produce Store Products 7.4.6 4.3 4.5 8.2 4.4.5 4.3 7.5 ISO 9001 n/a ISO 14001 n/a AS 4801 Satisfied Customers 7.6 4.4.6 Deliver Products 7.4 8.4 4.6 4. Governance Maintain Plant Control Suppliers Manage Human Resources Co-ord Q.4. requirement s to core & support processes Core Processes Sell Products 5.4.Business Management Systems .1 7.4.How to Develop a BM S Add external std.5 Support Processes Corp.2 4.5.6 4. 8.5.6 4.6 4.4.1 4. OHS & E Planning Control Information Process Review Management Review Manage Risk Improve Processes Manage Finance System Support Processes 17 .2 8.1 4.1 7.4.

e. Aim for procedures of 1 page length 3. Give an action title (verb + noun) to each Step. Add details and notes and forms etc to each step 18 . etc 8. Document just the steps with suitable titles 8.Business Management Systems .g. Start at the start of the process – it’s logical 6.How to Develop Simple Document ed Procedures 1. Start with your core business processes 4. Aim for a maximum of 10 steps 7. Focus on t he process involved 5. • • • • • ‘Take order ’ ‘Raise Purchase Order ’ ’Choose Subcontractor ’ ‘Load Coal onto Truck ’ ‘File Records ’. Keep the procedure simple 2.

Managers. MD or BMS Mgmt Rep will assess if long term action is needed. BMS Mgmt Rep 2 Raise IR if needed q BMS Mgmt Rep. quality. Managers 3 Investigate Problem / Opportunity q BMS Mgmt Rep 4 Determine if Long Term Action Needed q 19 . etc 3. ie severity and likelihood of problem recurring 2. Investigate what actually happened and what is the root cause of the problem 3. Managing Director 1 Task Identify Problem or Possible Improvement q Notes 1. safety. customer complaint. depending on risk level. incident. Give all IRs to MD or BMS Management Representative 1. Can include non-conforming product. accident. to contain the problem and enter in Section 2 4. 1. you need only complete Section 1 3. Any staff member or Manager may identify an actual. where relevant. action taken promptly to address the matter. such as: n For a critical problem n For an on-going problem 2. customer feedback. Close off IR if no further action needed Any Staff member. Where an IR is needed. This should be discussed with your Supervisor or a Manager.BMS – part of sample procedure Responsibility Any staff member. Ensure initial action is taken. process deficiency. Enter comments about root cause in Section 3 1. A Improvement Report (IR) can be raised to ensure long term corrective action is taken to prevent recurrence. and where possible. Give a number to the IR 2. potential problem or an opportunity for improvement 2.

The IMSC completes a record of induction training 20 . The GM or Coordinator / Department Manager plans job specific individual induction with the IMSC including the need for subsequent coaching or supervision 2. The GM or Coordinator / Department Manager conducts job specific induction training. etc 2. The GM or Coordinator / Department Manager arranges site induction training together with the IMSC: § Downer EDI site induction and Lovton Coal site inductio § BC & IAR policies § HR employment conditions. rules. Supply a position Description and a copy of relevant SWPs to each new employee GM. 1 Coordinator IMSC Task Conduct Site Induction Training – new employees q Notes 1. 3 Coordinator IMSC Conduct Job Specific Induction Training for new employees q 1.BMS – part of sample procedure Responsibility GM. times. contract. OHS requirements. personnel facilities § job specific SWPs. 2. The IMSC completes a record of site induction training 1. which includes: § rosters. forms. etc. 2 Coordinator IMSC Plan Job Induction for new employees q GM.

to ensure no obvious mistakes or omissions have occurred. Salesperson. On a daily basis (where practical) the GM (or other Salesperson) prints out all requisitions entered into Attache and checks each requisition.BMS – part of sample procedure General Manager 1 Check all requisitions placed q 1. Salesperson 2 Check Back Orders q 1. refer to Accounts Clerk who will record in Returns Register 21 . For incorrect or non-conforming items received. For receipts of purchases refer to P3 Receive. contact supplier. Check regularly the progress of delivery of back orders. 3 Accounts Clerk Receive & Store Purchased Products q 1. Store & Deliver procedure. 2. Where necessary the details are checked against the Internal Order form. 2. 2. If product does not arrive by its due date.

to reach potential spontaneous combustion area. for every 7m lift.BMS . leave a 10m wide access bench. The following schematic diagram is a guide. 7m 10m Coal parting Coal Coal 7m Coal parting Waste 7m 10m Operator 2 Park Excavator End Park Brake n n n n n n n At completion of shift or assigned work. clear of overhangs. Turn off engine start switch and turn disconnect switch to off Complete report book with mining data and any maintenance issues 22 . slide areas.part of sample procedure Add pictures or diagrams OCE. move excavator to a safe parking area within the work area. power lines and underground workings Lower bucket to ground & place controls in neutral Engage swing lock toggle switch to on position Apply safety lock lever prior to leaving seat Push throttle to idle. where practical. Allow engine to idle for 5 minutes. Use this time to clean cabin Stop engine. Operator 1 Manage Spontaneous Combustion q n When completing a block or working face.

This will include the inspection of the working site. sea container. 3. Developing the Inspection and Survey Schedule and allocating personnel to complete the inspection 23 . Ensure that Inspections are conducted regularly and as per schedule 4.BMS – part of sample procedure Responsibility Employees 1 Task Participate q Supervisor 2 Conduct weekly inspection q 1. 2. Ensure that all items identified requiring corrective actions are acted upon. powered mobile plant and associated electrical equipment. Notes 1. Ensure personnel are relieved of their normal duties to participate in a workplace inspection as scheduled. Ensure that all items identified requiring corrective action are acted upon 3. Conduct the weekly site inspection. Participate In workplace Inspections Operations Manager 3 Ensure inspection system is effective q 1. Ensure resources are available to complete the scheduled inspections 2.

Business Management System – Use of Intranet (mining) Coal Company 24 .

Credentials 25 .Section 4 - Why Choose Synergy? ..

Business Management Systems Why Choose Synergy? Synergy Management Consul ting Group Australia & Indonesia 26 .

Consultant BMS & Risk M gmt • Bede Boyle – Director & Senior Consultant Minerals & M ining • Alex Lester – Senior Consultant – Lean Six Sigma & BM S • Maggie Lester – Consultant – BMS & HACCP & Logistics • Michael McLean – Senior Consultant Strategy & Lean Six Sigma • Michael Minns – Senior Consultant Human Resources • Mick Ryan – Senior Consultant – Business Improvement The Synergy Team in Indonesia includes: • Diane Christina (APB Group) – Risk Management • Antonius Alijoyo (APB Group) – Risk Management 27 .Synergy Team The Synergy Team in Australia includes: • Jim Laird – Managing Director.

& Asia Pacific (Australia & Indonesia) Assignments span many of industry sectors: Ø Ø Ø Ø Ø Ø Manufacturing including Automotive & Electronics Finance & Services Mining Chemicals & Pharmaceuti cals Construction Defence Particular focus: Ø Ø Ø The end-to-end business process Involvement of people with ‘Learn-by-Doing’ Keep it simple Implementation & benefit delivery is the primary focus with long term shared risk 28 . E. USA.helping clients transform themselves in over 1000 complex consulting projects Assignments UK. M.Synergy was created to help companies implement complex business transformation Depth of experience .

Defence Rexel Australia Rhine Ruhr Salmat Shell Simply Energy Stork Cooperheat Sucofindo Indonesia Suncorp Metway Sydney Water Toll Logistics Tyco Electronics Indo Westpac Bank Whitehaven Coal WorkCover Qld Xstrata Coal .We work with the World’s & ‘Asia Pacific’ top companies • • • • • • • • • • • • • • • • • 29 Abbott Diagnostics Aerowisata Garuda • NSW Dept of Mineral • Australian Customs • Aust. Defence Industries • Aust. Magnesium Corp. • BHP Steel. Coal & Minerals • BOC Gases • Boggabri Coal • • Boral Bouraq Airlines Indonesia • • BP Indonesia & UK • Brisbane Water • Cable & Wireless • Changi Airport Singapore • Commonw ealth Bank • CSR • Dairy Farmers Resources Ford Flexdrive Industries Fluor Australia General Motors Holden James Hardie Industries Idemitsu Coal Kodak Medicraft M. Collins & Sons Mine Subsidence Board Newcastle University NSW Fire Brigades NSW Police Service Olex Cables Parramatta City Council Pauls (Parmalat) • • • • • • • • • • • • • • • • • QANTAS RAAF & RAN .

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