Integrated Management System Iso 9001 2008 14001 2004 18001 2007 by jpg12539

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									The Benefits of SABS
• Introduction to Akulu Marchon
• Strategic Summary
• Current Sites and Certification Status
• Why an Integrated System ?
• Akulu Marchon Approach
• Benefits and Prerequisites
Introduction & History
 Past 32 years the leading
 supplier of chemical raw
materials to the surfactants,
  toiletries, personal and
   household industries.



20 other business units

    Surfactants               Leochem               Personal Care

• Local production
 Wynberg and            • Manufacturing facility   • Imported specialties
 Chloorkop (MHI)            at Mobeni Dbn
                                                    • Various partners
• License agreement     • Exports around 45%           and agencies,
  with Huntsman          of production to Africa      Europe and USA
                                                    based multinationals
• Mostly Sulphonic      • Petroleum Jelly and
  acid, sulphated              White Oils
  alcohols and esters

Akulu Marchon to become the supplier of choice
  of chemical raw materials to the surfactants,
toiletries, personal and home care industries by
1) Harnessing a combination of technology and
                agency alliances,
2) Excellence in customer services and logistics,
   3) Taking into consideration all applicable
       legislation and other requirements

1977 - Chemserve + Akzo Chemie to form Akulu Chemicals
     - A&W appointed Paragon Chemicals to form
       Marchon Paragon Sulphonation

1980 A & W + Chemserve = AKULU MARCHON


1996 Acquired Hicksons Performance Chemicals
2006 Acquired Leochem
2008 Construction of new Sulphonation Plant
2009 Commissioning of new Sulphonation Plant

Strategic Summary
1. An integrated system for each site.
2. Site system must uphold best practice/standards
   but must be site specific.
  •   Wynberg/Chloorkop : MHI
  •   Mobeni
  •   Different Municipal Bylaws
  •   Include Chemical Services Standards
3. One person responsible for the system (SHEQ
4. Competent and trained personnel
5. Measurable targets – continuous improvement
6. Ultimate Responsibility at Director’s Level

Manufacturing Sites
Certification Status
• 1996 : Wynberg Manufacturing Site

• 2006 : Mobeni Manufacturing Site

• 2009 : Chloorkop Manufacturing Site

       Akulu Sites
•1998      ISO 9002           Quality Control System
•2003      ISO 9001: 2000     Update from ISO 9002
•2009      ISO 9001: 2008     Recertification against New

•2002      ISO 14001:2004     Environmental Management System

Safety & Health
•2004      OHSAS 18001:1999   Occupational Health and Safety
                              Management System

•2008      OHSAS 18001:2007   Recertification against New

•23 June 2008         ISO 9001: 2008

Safety & Health
•15   December 2008   OHSAS 18001:2007

26 August 2009        ISO 14001: 2004

•February 2010     ISO 9001: 2007

Safety & Health
•June   2010       OHSAS 18001:2008

June 2010          ISO 14001: 2004


•6 years to obtain all three certifications


•1   year 6 months to obtain all three certifications

Planned 6 months to obtain all three certifications

An Integrated System
• An Integrated Audit dictates an Integrated System.
• Enables the organization to work as a single unit
  with unified objectives.
• No more silos, but a genuinely coordinated system
  – Includes all aspects of the organization
  – Determines how they effect/compliment each other
  – All associated risks are identified

• Management system that integrates all the systems
  and processes into one complete framework.

          Integrated Systems
       ISO 9001                   ISO 14001                 OHSAS 18001
         Policy                      Policy                      Policy
  Objectives & Targets        Objectives & Targets        Objectives & Targets
            --              Aspects & Impact Register      Risk Assessments
     Specifications              Legal Register              Legal Register
   Works Instructions          Works Instructions          Works Instructions
 Training/Training Matrix    Training/Training Matrix    Training/Training Matrix
            --                  Emergency Plan              Emergency Plan
     Internal Audits             Internal Audits             Internal Audits
Document/Record Control     Document/Record Control     Document/Record Control
 Corrective/Preventative     Corrective/Preventative     Corrective/Preventative
         Actions                     Actions                     Actions
 Incident Investigation       Incident Investigation     Incident Investigation
  Management Review           Management Review           Management Review

                 Integrated Systems
• System that involves full staff participation
  – From shop floor to management
  – System for the people

• Promotes behavior based health and safety
  – People are enabled to recognize and deal with risks
  – People trained to think “SHEQ”

• System for continuous Improvement
  – Improves SHEQ performance
  – Make the system work for you

         Integrated Systems
Akulu Marchon Approach
                                        Schalk Venter
                                       Managing Director

 Bruce du Rand              Dave Kemp             Liezanne v/d Walt      Wynberg,
  Sales director         Financial Director            Director           Mobeni

Sales/Customer Care     Finance/Warehousing        Technical & SHEQ   Production (3 Sites)

  • Represented on Director’s and EXCO level
  • Have separate budget and no financial restraint
  • Totally separate/independent from Production

                      Executive Structure
1. Assessment
 -       The extent to which integration should occur
 -       The operational and environmental requirements and
         impacts for each site e.g. MHI or not
 -       The levels of competency necessary
 -       Legal and other requirements
 -       Clear objectives for the integration project
 -       Management of change e.g. new process
     -      HAZOP
     -      Risk Assessment
     -      New Procedure
     -      Training
     -      Records
     -      Legal Requirement - testing/Inspection

            Getting Started
2. ISO 9001 was the base from where we started
  –   Basic disciplines

3. Introducing new standard
  –   Look carefully at similarities
  –   Ensure no duplication
  –   Prevent re-inventing the wheel
  –   Prevent frustrations and lack of interest
  –   Open communication
  –   To assess and implement information
  –   To ensure that everybody knows what, why and how

4. Ensuring ownership for each stage in each
           Getting Started
• Most important
  – Formulate a strategy to achieve our goal

• Purpose of the strategy
  –   Set direction
  –   Apply available resources optimally
  –   Maintain consistency
  –   Retain flexibility should our direction change
  –   Minimise cost and duplication

                           Business sustainability in
   Be aware of
                           terms of:
   associated SHEQ
   Risks and Impacts.
                               SHEQ Swot
                               Employees exposure
                           Where do we want to be
                           What do we want to accomplish
                           When do we want it to be
 Objectives and Targets.

Consider planning
assumptions and resource   The external environment in
requirements               which we operate.

                           What alternatives are
 Identify alternatives     available to achieve or
                           SHEQ strategy.

  Compare alternatives in
                             What alternative is most viable
  light of objectives and
  targets set

                             Short and long term options e.g.
   Choose an alternative.    training and education (short term)
                             and engineering change (long term)

                             Plans such as SOP’s,
Formulate supporting plans   communication and
                             ownership of SHEQ etc

                             Research and communicate costs
   Finalise plans and        and planning e.g. budget and
   budget                    project planning for each

Benefits & Prerequisites
• Cost reduction
  – Internal : smaller compliment of people
  – External : less audit days
• Time saving
• Less paperwork
  – 3 system incorporated into 1
• More effective and efficient
• Total “thought” system
  – Comprises of individual processes (tasks, actions)
  – Employees see/understand that 3 processes work
    together as 1 system

        Benefits : General
• International certification
• Company image
  – people and environment
• Simplifies internal strategic decision making
  and implementation
• Smaller companies benefit from integrated
  – SHEQ department lean and mean
• Complete buy-in due to ability to demonstrate
  SHEQ value

        Benefits : Internal
• Executive sponsor and commitment at highest level.
• Understanding of the Company’s strategic intent and
  importance of the integrated system at all levels.
• Buy-in and commitment from all involved.
• The right people with the right “stuff” (SHEQ huggers).
• Training …training…. training in mother tongue.
• External verification and support – unbiased
• Well defined and detailed strategy.


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