Integrated Management Systems

I was an integrated management systems manager (IMS) for a large ASX200 Australian company between 2007 and 2010. In that role and my role overseeing audit preparation, overseeing the review and publishing of ISO55001:2024 I have gained many insights, tested many approaches, failed a few times but also had sustainable wins along the way. These set of videos are the insights I have gained that are straightforward and even though conversion will help you design, build and sustain a useful and effective management system. How would you answer the following questions… ~Do we get value from our Management System or is it seen as a cost? ~Do we have a clear line of sight from strategy through to our operations? ~Do we embrace a plan, do, check, and act approach? ~Are we people and practice-dependent or process-dependent? ~Do we capture and leverage organisational knowledge? ~Do we have too much documentation that confuses people and introduces risk? ~Do we manage the competencies of our workforce? ~Is our Management System accessible by those who need it? ~Does our Management System mitigate risk, increase performance, and lower cost? ~Do we measure the performance of our management system? A MANAGEMENT SYSTEM SHOULD BE MEASURED BY THE VALUE IT PROVIDES AN ORGANISATION, NOT JUST COMPLIANCE TO A STANDARD! Connect with me on LinkedIn https://www.linkedin.com/in/martinkerr1968/ Visit https://applyingassetmanagement.com to request a video or ask a question. NOTE: all opinions offered in videos on the applying asset management channel are from my own experience. I do not take liability for ideas that are applied. (standard liability waiver)

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YouTube Video UExPMlRYODVRTHptS01QT1k4a3ktNS1uVnJCWk1MUlFsZS4xMkVGQjNCMUM1N0RFNEUx

Integrated Management System IMS - Insights Introduction

This topic is similar to my other video that discusses the difference between artefacts and assets https://youtu.be/SwDbP-g9LG0 and core vs supporting capability. https://youtu.be/SizvoV8sHbI Capability never goes away. It is an organisation’s means to an outcome! Centring your management system around capability and accountability is a great approach to building organisational resilience, standardization, knowledge retention and knowledge transfer. I was an integrated management systems manager (IMS) for a large ASX200 Australian company between 2007 and 2010. In that role and my role overseeing audit preparation, overseeing the review and publishing of ISO55001:2024 I have gained many insights, tested many approaches, failed a few times but also had sustainable wins along the way. How would you answer the following questions… ~Do we get value from our Management System or is it seen as a cost? ~Do we have a clear line of sight from strategy through to our operations? ~Do we embrace a plan, do, check, and act approach? ~Are we people and practice-dependent or process-dependent? ~Do we capture and leverage organisational knowledge? ~Do we have too much documentation that confuses people and introduces risk? ~Do we manage the competencies of our workforce? ~Is our Management System accessible by those who need it? ~Does our Management System mitigate risk, increase performance, and lower cost? ~Do we measure the performance of our management system? A MANAGEMENT SYSTEM SHOULD BE MEASURED BY THE VALUE IT PROVIDES AN ORGANISATION, NOT JUST COMPLIANCE TO A STANDARD! Connect with me on LinkedIn https://www.linkedin.com/in/martinkerr1968/ Visit https://applyingassetmanagement.com to request a video or ask a question. NOTE: all opinions offered in videos on the applying asset management channel are from my own experience. I do not take liability for ideas that are applied. (standard liability waiver)

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YouTube Video UExPMlRYODVRTHptS01QT1k4a3ktNS1uVnJCWk1MUlFsZS41NkI0NEY2RDEwNTU3Q0M2

Integrated Management Systems - Align to Capability not Compliance

If your organisation allows a single person to sign off changes to your management system you are at risk and you are also missing an opportunity. Change authority shouldn’t just be looked at through the lens of compliance, it should be looked at through the lens of accountability. Owning the outcomes that a change to a management system brings an organisation will inherently improve assurance, create buy-in and separate accountability and responsibility. I was an integrated management systems manager (IMS) for a large ASX200 Australian company between 2007 and 2010. In that role and my role overseeing audit preparation, overseeing the review and publishing of ISO55001:2024 I have gained many insights, tested many approaches, failed a few times but also had sustainable wins along the way. How would you answer the following questions… ~Do we get value from our Management System or is it seen as a cost? ~Do we have a clear line of sight from strategy through to our operations? ~Do we embrace a plan, do, check, and act approach? ~Are we people and practice-dependent or process-dependent? ~Do we capture and leverage organisational knowledge? ~Do we have too much documentation that confuses people and introduces risk? ~Do we manage the competencies of our workforce? ~Is our Management System accessible by those who need it? ~Does our Management System mitigate risk, increase performance, and lower cost? ~Do we measure the performance of our management system? A MANAGEMENT SYSTEM SHOULD BE MEASURED BY THE VALUE IT PROVIDES AN ORGANISATION, NOT JUST COMPLIANCE TO A STANDARD! Connect with me on LinkedIn https://www.linkedin.com/in/martinkerr1968/ Visit https://applyingassetmanagement.com to request a video or ask a question. NOTE: all opinions offered in videos on the applying asset management channel are from my own experience. I do not take liability for ideas that are applied. (standard liability waiver)

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YouTube Video UExPMlRYODVRTHptS01QT1k4a3ktNS1uVnJCWk1MUlFsZS4yODlGNEE0NkRGMEEzMEQy

Integrated Management Systems - Change Authority

In this video, I share the concept of how to separate core capability and supporting capability. This at first appears theoretical, but in doing so you are building resilience into your management system. External market factors will forever change, your products and services will change, and your organisational chart will change but at the end of the day, organisational capability is the heart and soul of an organisation. I was an integrated management systems manager (IMS) for a large ASX200 Australian company between 2007 and 2010. In that role and my role overseeing audit preparation, overseeing the review and publishing of ISO55001:2024 I have gained many insights, tested many approaches, failed a few times but also had sustainable wins along the way. How would you answer the following questions… ~Do we get value from our Management System or is it seen as a cost? ~Do we have a clear line of sight from strategy through to our operations? ~Do we embrace a plan, do, check, and act approach? ~Are we people and practice-dependent or process-dependent? ~Do we capture and leverage organisational knowledge? ~Do we have too much documentation that confuses people and introduces risk? ~Do we manage the competencies of our workforce? ~Is our Management System accessible by those who need it? ~Does our Management System mitigate risk, increase performance, and lower cost? ~Do we measure the performance of our management system? A MANAGEMENT SYSTEM SHOULD BE MEASURED BY THE VALUE IT PROVIDES AN ORGANISATION, NOT JUST COMPLIANCE TO A STANDARD! Connect with me on LinkedIn https://www.linkedin.com/in/martinkerr1968/ Visit https://applyingassetmanagement.com to request a video or ask a question. NOTE: all opinions offered in videos on the applying asset management channel are from my own experience. I do not take liability for ideas that are applied. (standard liability waiver)

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YouTube Video UExPMlRYODVRTHptS01QT1k4a3ktNS1uVnJCWk1MUlFsZS4wMTcyMDhGQUE4NTIzM0Y5

Integrated Management Systems - Core Capability vs Supporting Capability

I have seen time and time again how management systems fail to deliver value when people cannot find things, content is out of date, the wrong version exists, and worse of all the impact on the business in relation to change isn’t considered. This is about moving away from a document mindset and to an asset mindset. If you centre your management system around change (management of change and change management) not only will the configuration of artefacts, be sustained, but people will believe in the management system as a tool to support them, not a platform for top management to make their life harder! I was an integrated management systems manager (IMS) for a large ASX200 Australian company between 2007 and 2010. In that role and my role overseeing audit preparation, overseeing the review and publishing of ISO55001:2024 I have gained many insights, tested many approaches, failed a few times but also had sustainable wins along the way. How would you answer the following questions… ~Do we get value from our Management System or is it seen as a cost? ~Do we have a clear line of sight from strategy through to our operations? ~Do we embrace a plan, do, check, and act approach? ~Are we people and practice-dependent or process-dependent? ~Do we capture and leverage organisational knowledge? ~Do we have too much documentation that confuses people and introduces risk? ~Do we manage the competencies of our workforce? ~Is our Management System accessible by those who need it? ~Does our Management System mitigate risk, increase performance, and lower cost? ~Do we measure the performance of our management system? A MANAGEMENT SYSTEM SHOULD BE MEASURED BY THE VALUE IT PROVIDES AN ORGANISATION, NOT JUST COMPLIANCE TO A STANDARD! Connect with me on LinkedIn https://www.linkedin.com/in/martinkerr1968/ Visit https://applyingassetmanagement.com to request a video or ask a question. NOTE: all opinions offered in videos on the applying asset management channel are from my own experience. I do not take liability for ideas that are applied. (standard liability waiver)

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YouTube Video UExPMlRYODVRTHptS01QT1k4a3ktNS1uVnJCWk1MUlFsZS41MjE1MkI0OTQ2QzJGNzNG

Integrated Management Systems - Change Management

The first thing I say to people is always start with building your management system to reflect what you do today NOT what you think you are doing! It sounds obvious but to get the most out of your management system apply a Pla, Do, Check and Act cycle, embrace feedback and continual improvement and you cant go wrong! I was an integrated management systems manager (IMS) for a large ASX200 Australian company between 2007 and 2010. In that role and my role overseeing audit preparation, overseeing the review and publishing of ISO55001:2024 I have gained many insights, tested many approaches, failed a few times but also had sustainable wins along the way. How would you answer the following questions… ~Do we get value from our Management System or is it seen as a cost? ~Do we have a clear line of sight from strategy through to our operations? ~Do we embrace a plan, do, check, and act approach? ~Are we people and practice-dependent or process-dependent? ~Do we capture and leverage organisational knowledge? ~Do we have too much documentation that confuses people and introduces risk? ~Do we manage the competencies of our workforce? ~Is our Management System accessible by those who need it? ~Does our Management System mitigate risk, increase performance, and lower cost? ~Do we measure the performance of our management system? A MANAGEMENT SYSTEM SHOULD BE MEASURED BY THE VALUE IT PROVIDES AN ORGANISATION, NOT JUST COMPLIANCE TO A STANDARD! Connect with me on LinkedIn https://www.linkedin.com/in/martinkerr1968/ Visit https://applyingassetmanagement.com to request a video or ask a question. NOTE: all opinions offered in videos on the applying asset management channel are from my own experience. I do not take liability for ideas that are applied. (standard liability waiver)

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YouTube Video UExPMlRYODVRTHptS01QT1k4a3ktNS1uVnJCWk1MUlFsZS4wOTA3OTZBNzVEMTUzOTMy

Integrated Management Systems - The Way We Do Things Around Here

Influencing culture using a management system “no way!” you say 😊 In this video I will share insights on how a positive, engaged culture can be created and sustained. When I first took over as an IMS manager it was all about documents and compliance. A year into the journey it was about what the people within the organisation needed, wanted and even when possible preferred. The first fundamental of asset management is ALIGNMENT. Align your people, process and technology…stand back and witness the magic… I was an integrated management systems manager (IMS) for a large ASX200 Australian company between 2007 and 2010. In that role and my role overseeing audit preparation, overseeing the review and publishing of ISO55001:2024 I have gained many insights, tested many approaches, failed a few times but also had sustainable wins along the way. How would you answer the following questions… ~Do we get value from our Management System or is it seen as a cost? ~Do we have a clear line of sight from strategy through to our operations? ~Do we embrace a plan, do, check, and act approach? ~Are we people and practice-dependent or process-dependent? ~Do we capture and leverage organisational knowledge? ~Do we have too much documentation that confuses people and introduces risk? ~Do we manage the competencies of our workforce? ~Is our Management System accessible by those who need it? ~Does our Management System mitigate risk, increase performance, and lower cost? ~Do we measure the performance of our management system? A MANAGEMENT SYSTEM SHOULD BE MEASURED BY THE VALUE IT PROVIDES AN ORGANISATION, NOT JUST COMPLIANCE TO A STANDARD! Connect with me on LinkedIn https://www.linkedin.com/in/martinkerr1968/ Visit https://applyingassetmanagement.com to request a video or ask a question. NOTE: all opinions offered in videos on the applying asset management channel are from my own experience. I do not take liability for ideas that are applied. (standard liability waiver)

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YouTube Video UExPMlRYODVRTHptS01QT1k4a3ktNS1uVnJCWk1MUlFsZS41MzJCQjBCNDIyRkJDN0VD

Integrated Management Systems - Influencing Culture

In this video, I explain how a simple mindset shifts from seeing a management system as a document management system as opposed to being an asset management system (i.e. each artefact being treated as an asset) When we treat a management system artefact as an asset, we look through the lens of value (i.e. cost, risk and performance). When we consider a management system as a group of documents, an organisation tends to only focus on risk and compliance. I was an integrated management systems manager (IMS) for a large ASX200 Australian company between 2007 and 2010. In that role and my role overseeing audit preparation, overseeing the review and publishing of ISO55001:2024 I have gained many insights, tested many approaches, failed a few times but also had sustainable wins along the way. How would you answer the following questions… ~Do we get value from our Management System or is it seen as a cost? ~Do we have a clear line of sight from strategy through to our operations? ~Do we embrace a plan, do, check, and act approach? ~Are we people and practice-dependent or process-dependent? ~Do we capture and leverage organisational knowledge? ~Do we have too much documentation that confuses people and introduces risk? ~Do we manage the competencies of our workforce? ~Is our Management System accessible by those who need it? ~Does our Management System mitigate risk, increase performance, and lower cost? ~Do we measure the performance of our management system? A MANAGEMENT SYSTEM SHOULD BE MEASURED BY THE VALUE IT PROVIDES AN ORGANISATION, NOT JUST COMPLIANCE TO A STANDARD! Connect with me on LinkedIn https://www.linkedin.com/in/martinkerr1968/ Visit https://applyingassetmanagement.com to request a video or ask a question. NOTE: all opinions offered in videos on the applying asset management channel are from my own experience. I do not take liability for ideas that are applied. (standard liability waiver)

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YouTube Video UExPMlRYODVRTHptS01QT1k4a3ktNS1uVnJCWk1MUlFsZS5DQUNERDQ2NkIzRUQxNTY1

Integrated Management System - Artefact or Asset?

In this video, I explore moving away from a traditional documented procedural view of an organisation and consider a modular approach. At first, it can feel like a lot of work, but by taking a modular approach a management system becomes easier to support, things are easier to find, and the cost is a lot lower! I was an integrated management systems manager (IMS) for a large ASX200 Australian company between 2007 and 2010. In that role and my role overseeing audit preparation, overseeing the review and publishing of ISO55001:2024 I have gained many insights, tested many approaches, failed a few times but also had sustainable wins along the way. How would you answer the following questions… ~Do we get value from our Management System or is it seen as a cost? ~Do we have a clear line of sight from strategy through to our operations? ~Do we embrace a plan, do, check, and act approach? ~Are we people and practice-dependent or process-dependent? ~Do we capture and leverage organisational knowledge? ~Do we have too much documentation that confuses people and introduces risk? ~Do we manage the competencies of our workforce? ~Is our Management System accessible by those who need it? ~Does our Management System mitigate risk, increase performance, and lower cost? ~Do we measure the performance of our management system? A MANAGEMENT SYSTEM SHOULD BE MEASURED BY THE VALUE IT PROVIDES AN ORGANISATION, NOT JUST COMPLIANCE TO A STANDARD! Connect with me on LinkedIn https://www.linkedin.com/in/martinkerr1968/ Visit https://applyingassetmanagement.com to request a video or ask a question. NOTE: all opinions offered in videos on the applying asset management channel are from my own experience. I do not take liability for ideas that are applied. (standard liability waiver)

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YouTube Video UExPMlRYODVRTHptS01QT1k4a3ktNS1uVnJCWk1MUlFsZS45NDk1REZENzhEMzU5MDQz

Integrated Management Systems - A Modular Approach

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