The risk-based approach is one of the keys used in the implementation of management systems using requirements from the management standards. If the management systems are implemented separately, the risks are evaluated from only one perspective, but when two or more systems are integrated, the approach must take into account the synergetic effects of the risks due to system integration. The paper aims to highlight the specific risks encountered when implementing management systems in organizations, underlining the risks associated with systems management and integrated management systems. In this work, a synthesis was presented including an analysis of the risks that occurred during the implementation of management systems and those that occurred during their integration, the need and opportunity of risk management, the advantages, and barriers in the approach of risk management in the industrial sector. The review of the literature comprises the assessment of 190 papers, 11 books, and 5 standards. The content of the paper highlights a synthesis of risk-based thinking and the risks that can manifest in the implementation of quality, environmental, and occupational safety and health management systems in industrial organizations, as well as those which can manifest in the implementation of integrated management systems. In addition, the benefits and barriers in risk management and risk management strategies, with an emphasis on the presentation of the Deming approach to risk management, were evidenced. Some recommendations and proposals for future research were made.

Background: The present work starts from a literature review of the evolution of Integrated Management Systems (IMSs), considering different points of view and standards: quality, environmental, occupational health and safety, sustainability and social issues. Even if the benefits are possible, there is not a common approach and a clear link between the integration of management systems and business performance, in particular considering safety performance. Methods: The present study analyzes the application of Risk Assessment in order to realize the integration of management systems. The main objective is to provide a tool for an integrated evaluation of all company performances, starting from the definition of some Key Performance Indicators—KPIs—proposed for a particular case study, even if their choice is not the core of the paper. The assessment team members on the basis of their knowledge, experience and useful literature, could choose the right KPIs for the specific application, able to take a picture of the current state and to suggest a possible recommended action of improving. The proposed Risk Assessment approach is an integration of modern management techniques: Integrated Management System and Improving Cycle DMAIC. Results: The new method, called the Global Performance Index for Integrated Management System—GPI-IMS, has been applied to a real case study in the logistic field in order to evaluate its goodness and possible generalization. Conclusions: The proposed method allows to define the requirements that any company must have to perform the best. The role of the assessment team is very important to evaluate the global performance of the company and to suggest the corrective actions to be adopted.

Purpose: – This paper aims to propose a model, to operationalize the idea of enterprise risk management (ERM), relying on the concept of capabilities. The proposed model, labelled “Spring model”, is specifically tailored to the characteristics of project-based organisations, where risk is to be managed transversally to different organizational levels (enterprise, project portfolio, functions, projects).Design/methodology/approach: – A case study methodology is used to exemplify the functioning of the proposed model and display the suitability of the concept of capabilities, as means whereby companies can manage their risk. Data were collected from different sources over a time frame of three years: semi-structured interviews, official documents and presentations, archives, direct observation and internal document usually not available to the public.Findings: – The “Spring model” explains how risk can impact different organizational levels (enterprise, project portfolio, functions, projects), and how risk can be effectively managed, at different organizational levels, through the organization's capabilities.Practical implications: – The paper gives concrete guidance on the operational elements that project-based organisations should consider for managing risks in a comprehensive and integrated way and discusses potential analysis/insights that could be derived embracing the capability perspective. The empirical testing, performed in a leading oil and gas company, provides an example of its functioning.Originality/value: – The paper represents an attempt to apply ERM concepts and tools to operations, making a connection between research in corporate governance and finance, where the ERM concept originated, and research in project management, where attention of researchers tended to concentrate on specific types of risk management practices.

This paper aims to highlight the specific elements regarding emergence and resilience in implementing integrated management systems (IMSs) in organizations with an industrial profile in Romania. The purpose of the research was to carry out an extensive study in the industrial field to identify key elements in the implementation of IMSs, considering the identification and analysis of those elements that can generate risks (emerging elements) as well as the identification and analysis of components that can be used to intervene quickly in the event of the manifestation of risks and that may produce unexpected disturbances (resilient management). A quantitative survey distributed to 147 managers of an industrial organization that has a minimum of two integrated management systems was used for data collection. The present study highlights the opinions of the managers from Romanian industrial enterprises regarding the elements that contribute when implementing an integrated management system. For this purpose, the survey focused on the following main topics: the advantages achieved from the integration, the internal and external barriers encountered, the strategies followed for integration, the risks that occurred, some of the internal and external performance indicators (KPIs) that guide the organization, the elements that are not susceptible to integration, the integration model used, the audit typology, the documents that are needed and the main aspects improved after implementing the integrated management system. The information obtained from the study outlined several themes that management should consider in order to obtain a framework for integration guidance.

This study investigates the influence of different surface treatments (namely, mechanical abrasion and solvent cleaning with isopropyl alcohol and acetone) on the adhesive bonding performance of polylactic acid (PLA) substrates produced by Fused Deposition Modeling (FDM). Pull-off tests revealed that the isopropanol-cleaned specimens achieved the highest bond strength, with an average pull-off value exceeding 8.5 MPa, compared to approximately 5.6 MPa for untreated PLA. Conversely, acetone cleaning resulted in the lowest performance (about 3.5 MPa), while mechanical abrasion yielded intermediate values of about 6 MPa. FTIR analysis confirmed that no chemical reactions occurred, although acetone and abrasion induced significant physical surface changes, unlike isopropanol, which acted as an effective cleaning agent. These findings demonstrate that surface cleanliness plays a dominant role over morphological alterations in enhancing the adhesion of PLA-based 3D-printed joints.

Operations management personnel emphasize the maintenance of workforce empowerment on the shop floor. This is made possible by implementing effective operations and human resource management practices. However, organizations are adept at controlling the workforce empowerment domain within operational scenarios. In the current industry revolution scenario, industry personnel often face failure due to a laggard mindset in the face of industry revolutions. There are higher possibilities of failure because of standardized operations controlling the shop floor. Organizations utilize well-established human resource concepts, including McClelland’s acquired needs theory, Herzberg’s two-factor theory, and Maslow’s hierarchy of needs, in order to enhance the workforce’s performance on the shop floor. Current SME individuals require fast-paced approaches for tracking the performance and idleness of a workforce in order to control them more efficiently in both flexible and transformational stages. The present study focuses on investigating the parameters and factors that contribute to workforce empowerment in an industrial revolution scenario. The present research is used to develop a framework utilizing operations and human resource management approaches in order to identify and address the issues responsible for deteriorating workforce contributions. The framework includes HRM and operations management practices, including Herzberg’s two-factor theory, Maslow’s theory, and lean and smart approaches. The developed framework contains four phases for achieving desired outcomes on the shop floor. The developed framework is validated by implementing it in a real-life electric vehicle manufacturing organization, where the human resources and operations team were exhausted and looking to resolve employee-related issues instantly and establish a sustainable work environment. The current industry is transforming from Industry 3.0 to Industry 4.0, and seeks future-ready innovations in operations, control, and monitoring of shop floor setups. The operations management and human resource management practices teams reviewed the results over the next three months after the implementation of the developed framework. The results revealed an improvement in workforce empowerment within the existing work environment, as evidenced by reductions in the number of absentees, resignations, transfer requests, and medical issues, by 30.35%, 94.44%, 95.65%, and 93.33%, respectively. A few studies have been conducted on workforce empowerment by controlling shop floor scenarios through modifications in operations and human resource management strategies. The results of this study can be used to fulfil manufacturers’ needs within confined constraints and provide guidelines for efficiently controlling workforce performance on the shop floor. Constraints refer to barriers that have been decided, including production time, working time, asset availability, resource availability, and organizational policy. The study proposes a decision-making plan for enhancing shop floor performance by providing suitable guidelines and an action plan, taking into account both workforce and operational performance.