Integrating Business Management Processes

Volume 1: Management and Core Processes

Titus De Silva

• Editorial: Productivity Press
• Año: 2020
• ISBN:
  9781000097481
• Edición: 1
• Categoría: Commerce
• Categoría: Management

Integrating Business Management Processes: Management and Core Processes (978-0-367-48549-8, 365816)

Shelving Guide: Business & Management

The backbone of any organisation is its management system. It must reflect the needs of the organisation and the requirements of its customers. Compliance with legal requirements and ethical environmental practices contributes towards the sustainability of the management system. Whatever the state of maturity of the management, this book, one of three, provides useful guidance to design, implement, maintain and improve its effectiveness.

This volume, with its series of examples and procedures, shows how organizations can benefit from satisfying customer requirements and the requirements of ISO standards to gain entry into lucrative markets. It provides a comprehensive coverage of the key management and core processes. Topics include the impact of management systems on business performance, strategic planning, risk management, good manufacturing practices, purchasing, production and provision of services, new product planning, warehousing and logistics, sales management and several other topics.

This book, along with its two companion volumes, is a practical guide for real managers, designed to help them manage their business more effectively and gain competitive advantage.

Titus De Silva is a consultant in management skills development, pharmacy practice, quality management and food safety and an advisor to the newly established National Medicines Regulatory Authority (NMRA) in Sri Lanka.

Review of Integrating Business Management Processes, Volumes 1, 2 and 3

Dr De Silva has written an excellent series of three books on Integrating Business Management Processes that provides a structure to manage four key elements of a modern business:

• Quality and food safety.
• Respect for the environment.
• Respect for employee wellbeing.
• Good business.

Dr De Silva demonstrates that these principles need not be at odds with each other. Rather, when applied with understanding and care, they work harmoniously for the good of the business, its employees, customers and community.

The process of integration adopts a novel approach, focusing on processes encountered in day-to-day business operations without the need for formalised third-party accreditations.

To write this series, encompassing quality, food safety and environmental activities requires a comprehensive knowledge of these disciplines. Dr De Silva’s wide experience in developing management systems and auditing provides the essential competency to put together complex processes in a simple format.

I worked extensively with Titus to set up formalised quality and business management systems, so this work is no surprise. An added bonus is the historical and philosophical context Titus provides to frame our modern position.

These books, with their series of examples and procedures, show how organisations can benefit from satisfying customer requirements and the requirements of ISO standards to gain entry into lucrative markets.

The series is detailed enough to be comprehensive as a complete guide to systems development, or the reader may be selective in addressing specific issues that they may be encountering. Volumes 1 and 2 provide a broad knowledge base on management, core, support and assurance processes encountered in the business environment. In Volume 3, quality, food safety and environmental procedures are merged to form an integrated management system.

The aim of the series is to enable readers, at very little cost, to set up an effective and efficient integrated quality, food safety and environmental management system for themselves. The three books complement each other, and this series on Integrating Business Management Processes is a complete business management system capable of being adapted to suit a business without the need of a specialist to do it for them.

All three volumes are practical workbooks necessary for any organisation, small, medium or large, to develop, implement, maintain and improve an integrated quality, food safety and an environmental business management system and they are highly recommended.

Nick Rowe

Supply Chain Manager and Logistics Consultant

Marisco Wines, New Zealand

December 2019

Preface

The three books on Integrating Business Management Processes cover quality, food safety and environmental processes encountered in a business environment. This book (Volume 1) includes five chapters on management processes and ten chapters on core business processes. Good Manufacturing Practices (GMPs) and Hazard Analysis and Critical Control Points (HACCPs) are key chapters in this book. Volume 2 describes ten support processes and three assurance processes required to assure quality, food safety and good environmental practices. Volume 3 is about building an integrated management system (IMS) by merging quality, food safety and environmental processes.

Management systems form an integral part of any business. Business organisations have to satisfy not only the customers they serve but also statutory and regulatory requirements, industry standards and their own internal requirements, while keeping the environment clean. To meet these needs, organisations have developed a multitude of stand-alone management systems. Most organisations that design IMSs resort to satisfying the clauses of relevant ISO standards. These standards per se are not management systems but are minimum requirements and tools that can be used to evaluate the effectiveness of management systems. Organisations that design management systems merely to satisfy the clauses of ISO standards lose sight of the ultimate aim of implementing these systems. Books on IMSs that focus on procedures that are only relevant to ISO standards tend to ignore programmes such as marketing and finance, which are integral parts of any business organisation. Employees do not take ownership of such systems, which is an important consideration for the success of the programme. A management system should be designed to cover all business activities to satisfy its stakeholders, and certification should only be used to evaluate its effectiveness and promote continual improvement.

These three volumes on Integrating Business Management Processes include many disciplines encountered in the business environment. Numerous case studies are included in the chapters. The integration approach used in Volume 3 is unique: (a) Most books on integration deal with the integration of quality, environmental and occupational safety and hygiene standards with management systems or ISO standards. A rational approach is to integrate management processes rather than management systems or ISO standards; (b) quality, food safety and environmental processes are integrated, a rare combination not found in books on IMSs. It is a rational approach because food safety is closely linked to quality, GMPs and environmental issues; (c) business processes are described in sufficient detail in Volume 1 and Volume 2 to provide a comprehensive understanding; (d) business processes have been classified into management, core, support and assurance procedures and are described using the process-based approach. Procedures associated with these processes in Volume 3 can easily be tailored to suit the needs of any organisation; (e) the procedures are supplemented with numerous forms, tables and flowcharts; and (f) procedures specific to quality, food safety and the environment are also described.

Food safety is an integral part of quality and good manufacturing practices. Therefore, these three books take the lead in integrating closely related, but different, business processes. The management skills necessary for developing and implementing management systems are well described in my previous book, Essential Management Skills for Pharmacy and Business Managers (CRC Press, 2013).

In my corporate role as the head of quality assurance in the largest winery in New Zealand (Montana Wines Limited), the experience of developing and implementing management systems, auditing them, and exposure to several industry sectors (such as pharmaceutical, cosmetic, food and beverage, and retail pharmacy) provided me with the depth of knowledge and expertise required to write this series.

These books focus on business processes and not on ISO standards, and as such, it is not intended as a substitute for these standards. Those who intend to use this book for developing or integrating management systems should thoroughly understand the processes described in Volume 1 and Volume 2. Then, the necessary management, core, support and assurance processes required to satisfy the needs of the organisation and its customers should be identified. The final phase is to adopt the procedures presented in Volume 3 of the series to suit individual needs. The Way Forward in Volume 3 takes you through this process. The primary aim should be to satisfy the needs of stakeholders rather than the clauses of ISO standards. When the system has been implemented and found to meet expectations, the organisation can work towards certification, consulting the relevant ISO standards.

The journey is arduous. Staff development and team work are essential ingredients for success. It is a dynamic process, and continual improvement takes place when employees take ownership of the system.

Acknowledgements

During the five-year period of developing these three books on Integrating Business Management Processes, many individuals devoted their time and effort to make this project a success. Over the years, I have come to know many colleagues in management who shared their knowledge with me. I wish to thank Dr David Taylor, in the United Kingdom, Former Director of Product Development, Analytical Development and Project Management, AstraZeneca, for writing the foreword in this book in spite of his busy schedule. I am grateful to Mr Nick Rowe, Logistics Consultant in New Zealand, for reviewing the chapters on new product development, and warehouse management and writing a valuable review. I appreciate his comments and recommendations, which were incorporated in the chapters. I acknowledge with thanks the contribution made by Mr Chanaka De Silva, a Chartered Accountant in New Zealand, for reviewing the chapter on financial management and making worthy recommendations. I acknowledge with thanks the unwavering encouragement and enormous support given to me by son, Dr Samitha De Silva, in the United Kingdom, a Partner at C’M’S’, the seventh largest law firm globally. Special thanks go to my son, Pradeepa De Silva, Head of Global Marketing Programs at Facebook based in Singapore, who supported me in numerous ways, including the review of the chapters on marketing and sales management. My wife, Anoma De Silva, a librarian and an archivist, presented me with many recommendations and challenges for which I am very grateful. These enabled me to achieve my objective of completing the manuscript on time. I wish to thank Helen McDonald in New Zealand for excellent proofreading. I also thank the organisations I worked for in senior management roles in New Zealand (Hoechst NZ Limited, Penfolds and Montana Wines Limited), Japan (National Institute of Hygienic Sciences), the United Kingdom (Eli Lilly Research, Boots and Lloyds Pharmacy Limited), Kuwait (Ministry of Health) and Sri Lanka (Ministry of Health). Finally, I acknowledge with thanks the professionalism of the editorial team of Taylor & Francis.

Review

At a personal level, I have found that, with advancing years, I need the support of organised systems to ensure that I complete the tasks that I need to do, rather than those that are unnecessary or unhelpful. Having undertaken research and development as an employee in the pharmaceutical industry, as an academic member of multi-task industrial project teams and a governmental regulatory authority, I am well aware of the benefits of organisational systems to achieve successful outcomes. I was therefore fascinated to see the extensive aspects of such systems as provided by Dr De Silva in the three volumes on “Integrating Business Management Processes”. He has considered the wider, fundamental aspects of the range of systems and their organisation in a manner which supports the delivery of a successful product or project.

While examples are provided for particular industries, the principles provided in the 29 chapters can be applied to many systems. Thus, the content of each chapter may not be relevant to every management system or situation, but Dr De Silva has emphasised that, where relevant, integration of relevant chapters is beneficial. He has evidenced this from the development stage of these systems, through to their implementation and control. The dynamic nature of these systems is clearly demonstrated, as is the likelihood that they will change as new knowledge, materials, and processing and test methods emerge and the operational performance of these management processes is observed.

The lists of references at the end of each chapter provide the source of the information used to present the text and indicate that each chapter could probably be expanded into a book. This work, however, offers succinct and comprehensive information regarding the important issues involved for each system. The figures, flowcharts, forms, procedures and tables provide a valuable contribution to the understanding of this work on organisational systems.

Dr J.M. Newton

Emeritus Professor of the School of Pharmacy of London University,
Honorary Professor in the Department of Mechanical Engineering at
University College, London, Member of CPS (Chemistry, Pharmacy and
Standards), a subcommittee of the CSM (Committee on the Safety of Medicines:
1978–1995), and Member of the Medicines Commission: 1978–2000).

March 2020

Author

Titus De Silva, PhD, is a consultant in management skills development, pharmacy practice, quality management and food safety and has been an advisor to the newly established National Medicines Regulatory Authority in Sri Lanka.

Dr De Silva gained his pharmacy degree (with Honours) from the University of Manchester in the United Kingdom. In addition, he has a BSc degree in Chemistry, a post-graduate Diploma in Computer Science (New Zealand), and a MBA and PhD in Management Science (United States). He is a Chartered Chemist (CChem) and a Fellow of the Royal Society of Chemistry (FRSC), United Kingdom, a member of the Royal Pharmaceutical Society of Great Britain (MRPharmS) and a member of the Pharmaceutical Society of New Zealand (MPS).

For over 30 years, he held senior management positions in New Zealand, the United Kingdom and Sri Lanka. He has worked in the United Kingdom, New Zealand, Japan and Kuwait in many sectors including manufacturing, research, cosmetics, beverage, and hospital and community pharmacy. Before immigrating to New Zealand, he was the head of the National Drugs Quality Control Laboratory in Sri Lanka. During his time in Sri Lanka, he was a visiting lecturer and examiner at the Faculty of Medicine of the University of Colombo, School of Pharmacy. While in Kuwait, he served as a specialist in drug analysis and quality control in the Ministry of Health. In Japan, he was attached to the National Institute of Hygienic Science in Tokyo, where he worked with experts in pharmaceutical science. Other organisations he has worked for include the Southland Hospital Board (New Zealand), Hoechst Pharmaceuticals (New Zealand), Pernod-Ricard (New Zealand), Eli Lilly Research (United Kingdom), Ballinger’s Pharmacy (New Zealand), Boots Chemists (United Kingdom) and Lloyds Pharmacy (United Kingdom).

Pernod-Ricard (previously Montana Wines Limited) owned the largest winery in New Zealand, with wineries in four regions. In his role as Corporate Quality Assurance Manager, he was responsible for developing and implementing management systems to comply with international standards. In this role, he coached and trained staff for management positions. He gained competency as a lead auditor and was a registered auditor in quality management and occupational safety and hygiene. He worked closely with suppliers, auditing their management systems and providing encouragement and support. His auditing experience enabled him to gain broad knowledge of many disciplines encountered in the business environment.

Dr De Silva’s expertise has been sought by many professional organisations. He has presented numerous papers at international seminars and published a number of papers and articles on quality management, food safety, pharmacy practice and topics of general interest in management journals and magazines. He was the co-author of the chapter, “Hazard An...