Sistema de gestão integrado em uma empresa de prestação de serviço de coleta e destinação de resíduos II-A e II-B: considerações sobre a operação do SGI

Abstract

Waste collection and disposal companies face increasing demand on the level of customer requirements. In order to structure compliance with these requirements, one of the alternatives is to implement the Integrated Management System (IMS) in accordance with the requirements of ISO 9001, ISO 14001 and OHSAS 18001 to address quality, environment and occupational health and safety. The objective of this work is to analyze the benefits, conflicts, synergies and difficulties regarding the implementation of the Integrated Management System in a company of final collection and disposal of waste class II-A and II-B. The involved company’s were the headquarters and one of the company’s landfills. Documents and company records were studied, participant observation data were taken into account and e-mail interviews were conducted with 33 employees from various functional areas and levels. The questions addressed issues such as results and difficulties related to the management system, its contribution to the process management and company goals, as well as the relationships between functional areas. The main potential synergies are related to standardization of processes, are the inclusion of the SGI in the ruoutine work, support related to other areas, and IMS support and support to the areas to achieve the results that are SGI contribution so that established methods and procedures are carried out in practice. Employees mentioned standardization as a subject that still requires improvements, and that one of the areas that is least seen as a partner in the system is the human resources area. Conflicts seem to arise when standardized procedures are pointed out as a source of work delays, in the relationship between areas, and when certified units relate to other business units that are not certified. As a contribution to the managerial practice, the importance of paying attention to the organizational culture in the implementation of the system raises, highlighting the aspect of avoidable uncertainty management, which seems to be a benefit in the case of the company studied. It is also important to look at the relationship between customers and internal suppliers. As a theoretical contribution, the work brings out the importance of a deeper understanding of the functioning of integrated management systems and the interaction between areas, and not only as an institutional response to external pressures.