INTEGRASI SISTIM MANAJEMEN

(INTEGRATING OSH-MS, QUALITY

& EMS)

Integrated SHEQ Management

System Description
Integrated SHEQ Management provides important
opportunities and advantages for the company in the
consistent and proper attention to SHEQ protection
essential in the conduct of the companys missions.
The document describes a forward-looking and
comprehensive institutional approach and set of
requirements for operations and activities, and for the
implementation of the Integrated SHEQ Management
System.
A high level of attention to environmental protection,
safety, health, quality and performance is of prime
importance to the success of the company.
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Knowledge Portfolios: S-E-Q-R

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Basic IMS Work Cycle

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Paradigma Umum: Tata Kelola K3

dan Lingkungan Hidup (separated)
K3

Lingkungan

Manusia pekerja dan

orang lain di tempat kerja
Perlindungan dan
efektifitas proses produksi
Komponen lingkungan di
dalam tempat kerja
Tujuan mencegah
terjadinya luka,
kecelakaan, atau sakit
akibat pekerjaan

Manusia dil uar

lingkungan kerja
Komponen lingkungan di
luar tempat kerja.
Tujuan mencegah
terjadinya pencemaran
yang merugikan manusia
Merusak kondisi
lingkungan dan daya
dukung lingkungan

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Paradigma : Tata Kelola K3 dan

Lingkungan Hidup (Interconnected)
K3

Lingkungan

Manusia pekerja dan

Manusia dil uar
orang lain ditempatlingkungan
kerja
kerja
Perlindungan dan Komponen lingkungan
efektifitas proses
di luar tempat kerja.
produksi
Tujuan mencegah
Komponen lingkungan
terjadinya
didalam tempat kerja
Tujuan mencegah pencemaran yang
merugikan manusia
terjadinya luka,
kecelakaan, atau sakit
Merusak kondisi
akibat pekerjaan lingkungan dan daya
07/11/16

dukung lingkungan

What Degree of Integration?

Safety & Environment

Quality & Environment
Quality & Safety
Safety, Environment and Quality

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What combinations make sense for

organization?

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Hazard
Anything with the potential to
cause harm.

When there is no one, no one

can be attacked by a lion.
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Risk
Likelihood that a hazard will
cause injury/diseases to
someone.

When there is someone,

someone can be attacked by a
lion.
9

Processes
ProcessesLeading
Leadingto
toAccidents/Health
Accidents/Healthimpairments
impairments
Worker (person)

Hazard

Dangerous situation
Insufficiency, inadequacy, deficiency of OSH measures
Dangerous event

Injury/Disease
s
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10

Risk
Risk Assessment
Assessment
Risk Severity of harm Possibility of accident
Definition based on the guidelines for Risk Assessment.
Severity of injury/diseases andpossibility of accidents
Frequency of occurrence of
dangerous situations

Possibility of accidents at dangerous

situations.

Frequency Possibility Severity

does not mean multiplying.
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11

Problem: Tanpa Sistim

Manajemen
Fire drill
P3K

Pelatiha
n K3

Pelapor
an
Perunda
ngan K3
Dokum
entasi
K3

Promosi
K3

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Penguji
an
Ergono
mi

Komuni
kasi K3

Bahaya
Mekani
k
Pmrksaan
Lingkunga
n

Pengelo
laan B3
Manual
K3

Pemerik
saan
Kesehat
n
Work
permit
Risk
Assess
ment
Audit
K3

Bahan
Kimia

Pembelian

Komunikas
i

P2K3

12

One Problem Solved !

Promosi
K3

Pelatiha
n K3

Fire drill

Penguji
an

P3K

Ergono
mi

Bahaya
Mekani
k

Pelapor
an

Komuni
kasi K3

Komuni
kasi

Dokum
entasi
K3

Pengelo
laan B3

Audit
K3

Pemerik
saan
Kesehat
n
Work
permit
Pmrksa
an
Lingkun
gan
Pembeli
an

Perunda
ngan K3
K3
Bahan
Kimia
Risk
Assess
ment

P2K3

Manual
K3

Sistim
Manajemen
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13

Another Problem Emerge !

Pro
mo
si
K3

Pel
ati
ha
n
P3
K3
Pel
K
Do
ap
ku
ora
me
n
nta
si
K3

Fir
e
Erg
dril
on
l
Ko
om
mu
Pe
i
nik
ng
asi
elo
K3
laa
n
B3

Pe
Ba
ng
ha
uji
ya
an
Ko
Me
mu
ka
nik
nik
Au
asi
dit
K3

Pe
me
rik
sa
Pm
an
Wo
rks
Ke
rk
aa
se
per
n
hat
mit
Lin
Pe
n
gk
mb
un
eli
ga
an
n

Per
un
K3
da
Ba
ng
ha
Ris
an
n
k
K3
Ki
As
mi
Ma
ses
a
nu
sm
al
ent
K3

Pro
mo
si
K3

P2
K3

Sistim Manajemen
Pro
mo
si
K3

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Pel
ati
ha
n
P3
K3
Pel
K
Do
ap
ku
ora
me
n
nta
si
K3

Fir
e
Erg
dril
on
l
Ko
om
mu
Pe
i
nik
ng
asi
elo
K3
laa
n
B3

Pe
Ba
ng
ha
uji
ya
an
Ko
Me
mu
ka
nik
nik
Au
asi
dit
K3

Pe
me
rik
sa
Pm
an
Wo
rks
Ke
rk
aa
se
per
n
hat
mit
Lin
Pe
n
gk
mb
un
eli
ga
an
n

Pel
ati
ha
n
P3
K3
Pel
K
Do
ap
ku
ora
me
n
nta
si
K3

Fir
e
Erg
dril
on
l
Ko
om
mu
Pe
i
nik
ng
asi
elo
K3
laa
n
B3

Pe
Ba
ng
ha
uji
ya
an
Ko
Me
mu
ka
nik
nik
Au
asi
dit
K3

Pe
me
rik
sa
Pm
an
Wo
rks
Ke
rk
aa
se
per
n
hat
mit
Lin
Pe
n
gk
mb
un
eli
ga
an
n

Per
un
K3
da
Ba
ng
ha
Ris
an
n
k
K3
Ki
As
mi
Ma
ses
a
nu
sm
al
ent
K3

P2
K3

Sistim Manajemen

Per
un
K3
da
Ba
ng
ha
Ris
an
n
k
K3
Ki
As
mi
Ma
ses
a
nu
sm
al
ent
K3

P2
K3

Sistim Manajemen

14

PENDEKATAN TATA KELOLA

MELALUI
MANAJEMEN SISTIM

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15

Pengertian
Bagian sistem manajemen perusahaan
secara keseluruhan yang meliputi:

Struktur organisasi, perencanaan,

tanggung jawab, pelaksanaan, prosedur,
proses dan sumber daya

yang dibutuhkan bagi:

Pengembangan, penerapan, pencapaian,

pengkajian dan pemeliharaan kebijakan

Dalam rangka pengendalian risiko yang

berkaitan dengan kegiatan kerja, guna
terciptanya tempat kerja yang aman,
efisien dan produktif.
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16

Management
System Model

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17

Quality Management System

Model

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18

Environmental Management
System Model

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19

OSH MANAGEMENT
SYSTEM MODEL

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20

Integrated SHEQ
management system Model

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21

Management Control Process

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22

Management
Review

Ac
t

Check
SHEQ
Policy

Checking &
Corrective Action

Do
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Planning

Implementation
& Operation

Pla

23

Memastikan: Continuous
Improvement
Policy
Planning
Implementation
Evaluation
Review

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(committed, identified, assessed, evaluated, monitored

& continually improved)

24

Pedoman Penerapan

Peningkatan
Berkelanjutan
Kebijakan K3

Peninjauan
Ulang Dan
Peningkatan
Kinerja K3

Pengukuran
dan Evaluasi
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Rencana K3

Penerap
Rencana K3
25

Hierarki Dokumen Dalam Sistim

Manajemen

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26

(1a)

(1a)
(1a)

1a)

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27

Tingkat Manajemen K3
(1a)

(1a)
(1a)

1a)

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28

KONSEP
SISTIM MANAJEMEN
YANG TERINTEGRASI

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29

Pengertian
An integrated management system is a
management system that integrates all of
an organization's systems and processes
in to one complete framework, enabling an
organization to work as a single unit with
unified objectives (BSI, 2011)

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30

Guidelines of SHEQ
Management System
SHEQ management system has six
main elements that make up a cycle
of continual improvement using
PDCA concept:

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31

CONTROL ACTIVITIES
1 -General Policy

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32

CONTROL ACTIVITIES: 2Planning

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33

CONTROL ACTIVITIES:
3-Implementation and
Operation

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34

CONTROL ACTIVITIES:
4 - Monitoring and
Measurement

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35

CONTROL ACTIVITIES:
5 - Management Review

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36

6. Continual Improvement
All of the above elements are
subjected to continuous
improvement which is a process of
enhancing the SHEQ management
system, to achieve improvements in
overall SHEQ performances, in line
with the organizations SHEQ policy.

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37

Integration of these management

standards would allow common
areas of the standards to be
managed, thereby making more
effective use of management
time and addressing the above
challenges.

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38

DAMPAK K3, MUTU DAN

LH YANG MUNGKIN
DIINTEGRASIKAN

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39

Integration
Where to start - common activities
Policy
Management Review and Communication
Contract Review
Document and Records Control
Planning
Supplier Management
Training
Internal Auditing
Corrective/Preventive Action
Is there a strong system to serve as an
Anchor?
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40

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41

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42

07/11/16

43

Some Commonalities
ISO 14001 identifies environmental risks to
the business through clause 4.3.1
(environmental aspects)
ISO 9001 identifies commercial risks to the
business through clause 5.2 (customer focus)
OHSAS 18001 identifies safety risks to the
business through clause 4.3.1 (planning for
hazard identification)

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44

Commonalities
(persamaan)

ISO 14001 seeks objectives to reduce pollution at

source (rather than treat or recycle pollution, which
are in many respects corrective actions or so-called
end of pipe solutions).
ISO 9001 seeks objectives to reduce out of
specification products or service at source, rather
than through inspection or corrective actions to
prevent such non-conformances reaching the
customer.
OHSAS 18001 seeks objectives to design out
hazards in the workplace rather than using
personnel protective equipment for example, which
again can be considered to be corrective actions.
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45

Differences (Perbedaan)
At first glance, it may be concluded that there
are some conceptual differences between
some clauses. Emergency response within ISO
14001 can easily be related to a major spillage
of chemicals into a river.
Within OHSAS 18001 the emergency response
can again be thought of in terms of dealing
with a major chemical spillage, but this time
threatening the safety of the workforce.

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46

MODEL-MODEL TINGKAT
PENERAPAN INTEGRASI
MANAJEMEN SISTIM

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47

Bentuk-Bentuk Integrasi
Model :1 0% integrasi, there could be
all three systems, such as documented
policies and procedures very clearly
defined, for example, held in one hardcopy folder, or within an electronic
system, in a named directory.
Three management systems may well exist, under the
control of three separate management
representatives with little or no overlap in terms of
meetings, reviews etc. Some documents at level 4
may be common such as training request forms or
calibration record forms (see Figure 4.2).

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48

Model : 0% Integrasi

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Lev
el 1

Lev
el 1

Lev
el 1

Level 2

Level 2

Level 2

Level 3

Level 3

Level 3

Level 4

Level 4

Level 4

Beberapa
overlap

49

 Model 2: At 50% integration, the

appropriate policies and
procedures are now held in one folder or
electronic directory, but now each process or
procedure has three recognizable elements to it,
ISO 9001 considerations, ISO 14001 considerations
and OHSAS 18001 considerations.
There will probably still be three sets of objectives and targets.
The level 4 forms and records will probably be the same and
the level 3 documents, such as work instructions, may have all
three elements of the Standards within one instruction. Some
objectives and targets will overlap. One manager may well coordinate all three systems but it is still fairly transparent where
one system stops and another one begins (see Figure 4.3).

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50

Model : 50% Integrasi

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Lev
el 1

Lev
el 1

Lev
el 1

Level 2

Level 2

Level 2

Level 3

Level 3

Level 3

Level 4

Level 4

Level 4

Bagian yg diintegrasi

51

 Model 3: At 100% integration, the

boundary between the Standards are
seamless and procedures describe
processes in terms of risk management
and, for example, the management
system could only be dissected into its
three components with difficulty. There is
now one overall policy for the site and all
the objectives and targets are contained
within one set of common objectives (see
Figure 4.4).

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52

Model: 100% Integrasi

L
e
Lev
Level
v
el11
el
1
Level
Level 22
Level
Level 33

Level
Level 4
Level
44

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53

In reality, such integration is not easy to achieve

and the important issues in implementing
integrated management system are summarized
afollows s :

1. Commitment
The Department adopted a top-down
process to develop staff sense of
commitment to quality, healthy & safety
and environmental protection
2. Responsibilities
Line management responsibilities were
clearly defined and documented such that
quality, occupational health & safety and
environmental protection were managed
within their areas of operations.
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54

3. Consultation and Communication

Key staff who affected by procedures or work
instructions were invited to participate and make
contributions to the development of that
particular documents.
4. Incentive Scheme
Management had fully support its staff in their
efforts to achieve continual improvements.
Through the staff suggestion scheme, awards are
presented at the end of each month to individuals
or groups who have made contributions to
improvements related to quality, occupational
health & safety and environmental protection.

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55

5. Documentation
Basically, management procedures and work
instructions were prepared by the subject
engineers who were directly responsible for, and
therefore were most clear about, the work
processes and activities.
6. Translation
As the majority of staff were Indon and unable to
read English, it was necessary to adopt a bilingual
approach and translate the procedures and work
instructions into Indon version to enable staff to
fully understand what was required of them.

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56

7. Internal Audit
The aim of audit should be answer the
question "Are we doing thing right?". It
is a management tool to verify whether
activities comply with the planned
arrangements and to determine the
effectiveness of management system.

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57

CONTOH INTEGRASI
STANDAR PROSEDUR
PELAKSANAAN PEKERJAAN

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58

SOP
Detailed, written instruction to
achieve uniformity of the
performance of a specifik function
(zimmerman et al, 2009)

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59

Steps for Integrating

(BSI, 2011)

Step 1 - Combined
Separate system being used at the same
time

Step 2 - Integrateble
Identify common elements

Step 3 - Integrating
Integrating common elements identified

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Step 4 - Integrated
One system incorporating all common
elements

60

Kasus: Bahan X adalah larutan kimia yang digunakan di bagian

Shampoo departemen. Bila terjadi tumpahan dan masuk dalam
selokan (air permukaan) menyebabkan nilai COD tinggi dan dapat
merusak kehidupan dalam air. Juga akan membuat cemaran yang
tinggi. Berikut adalah prosedur pembersihannya bila terjadi
tumpahan.

Prosedur Penanganan Versi

Lingkungan (ISO 14001)

Prosedur Penanganan Versi

OSH (OHSAS 18001)

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Cari Kit pembersih tumpahan

bahan kimia
Ada kit pembersih tumpahan?
Ada -Bersihkan dengan Kit
pembersih kontak security (PIC)
Tidak - Gunakan Kit pembersih
(covers) kontak security (PIC)
Isi form laporan kejadian (SR123)
dan lapor ke Manajer Lingkungan
Bersihkan sisa tumpahan dan
kembalikan spill kit pada
tempatnya

Cari Kit pembersih tumpahan

bahan kimia. Gunakan APD yang
sesuai dgn MSDS
Pagari lokasi tumpahan. Kasih
tanda dan lapor supervisor (PIC)
Bersihkan dengan Kit pembersih
kontak security (PIC)
Isi form laporan kejadian
(SR123) dan lapor ke Manajer
Lingkungan
Bersihkan sisa tumpahan dan
kembalikan spill kit pada
tempatnya

61

Prosedur clean up spill ISO 14001 & OHSAS

18001

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62

Integrated Procedures

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63

Daftar Bacaan

07/11/16

National Examination Board of Occ. Safety and Health,

NEBOSH, 2008, London
LEES, F. P. 1995. Loss Prevention in the Process Industries
(2nd ed.) (3 vols.)
Petersen, D., 2001, Safety Management : a human
approach, American Society of Safety Engineers, Illinois.
Suardi, R., 2005, Sistem Manajemen Keselamatan dan
Kesehatan Kerja :OHSAS 18001 & Permenake 05/1996,
PPM, Jakarta
ISO 14001 Handbook, 2004, Whitelaw K
Step-by step to ISO 14001 Certification Process, 2006,
Edward, AJ
Framework for Integrated Management System, PAS 99,
2006, BSI

64

TERIMA KASIH

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65