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tages withertificationof quality, environmental and occupational health managementresulted in an outline with chapters organized in fivesections, offering a process based approach to the system.The creation was initiated in 2001. For all chapters,Tue Brix authored procedures meeting external and internalrequirements. Aspects were evaluated with Project ManagerKlaus Bodilsen and Managing Director Søren Tscherning,leading to changes in current methods, establishing of newones and or to adaption of the outline.During the system development, visibility of the processand promotion towards employees was a major part oftheir work. The system development was, at relevant points,discussed with staff and employees and incoming reactionsand suggestions were carefully examined. As a light and slimsystem was crucial to Tscherning, the creation of system enclosureswas kept very strict and all enclosures were developedto fulfil more than one purpose.ImplementationImplementation of the Tscherning management systembegan immediately after the development of the first systemelements.A Foreman’s Forum was established and was, togetherwith the statutory company Safety Organization, a good placefor internal discussions of the system development stage andof daily experiences with its use.“Very soon we saw major improvements. In particularregarding occupational health and safety issues. The importantand obvious improvements were a great encouragementto carry through the more administrative system elements,”says Klaus Bodilsen at Tscherning..On staff and management level the system mainlyrequired creation of fixed procedures and an improved documentationeffort. Implementation was therefore joined by thefirst internal audits, initially targeted towards user facilitationand education, rather than reporting of non-conformities. Westrengthened the efforts for planning and execution of sitejobs and began formalized education of staff and employees.Towards the employees, targets primarily were to achieveregular use of all prescribed protective equipment, understandingof the company policy and creation of awarenesstowards the system use. Company goals were communicated,and site performance was audited with an internally developedmethod. Employee qualifications were registered, anda training programme was decided to meet the discovered orthe newly fixed requirements.CertificationCertification of the Tscherning Management System wascarried out by BVQI (now Bureau Veritas Certification,BVC). An initial system review lead to a pre-audit visit, indicatingpoints to be strengthened. After a few adjustmentsto the system, four BVC auditors reviewed performance andconformity with system and requirements during a two-daycertification audit.“In May 2003, we received four certificates (one ofthem national), hence becoming the first Danish companyto achieve a triple, international certification with a newlycreated, integrated management system. Each certificate isvalid for three years, and system conformity, use of proceduresand a due amount of documentation is audited by BVC everysix months. Every three years, certificates are renewed after acertification audit,” says a satisfied Tue Brix.ResultsG. Tscherning A/S have obtained several advantages with thesystem implementation and in the creation process. An effortto improve the company overall was initiated and especially thesafety gain is crucial. Improved, general quality awareness anda desire to meet customer demands have emerged, and internalcommunication has been improved. As a spin-off, a companydesign line was decided and employee’s clothing was changed.Tscherning have also experienced commercial benefits,both in regard of publicity, improved effectiveness and infacilitating prequalification processes and tendering. Theirfixed procedures result in a more predictable performance,improving planning and decreasing the number of mishaps.The creation of the Tscherning management system andthe certification has proven to be a great advantage and thesystem is an effective platform for the on-going process ofcompany and site management.Author profilesKlaus BodilsenJoined G. Tscherning A/S in 1993. ProjectManager andpart owner. KlausBodilsen initiatedthe specializationof the company’sdemolition activitiesand openedthe expansiontowards newmarket areas.Played an importantpart inthe overall modernizationof thecompany andin the companyhand-over fromthe company founder to his son.Tue BrixAssociated with G. Tscherning A/S since 2001.Advisor on quality,environmentaland occupationalhealthand safety issues,author ofthe TscherningManagementSystem. Hasdeveloped procedures,managementsystemsand systemelementsfor production,service andconstructioncompanies, andhas performedboth 1. and 2. party audits.Company profile, G. Tscherning A/SEstablished in 1975 by Georg Tscherning, locatedin Hedehusene, Denmark, about 25 km outsideCopenhagen. Approximately 100 employees,yearly turnover approximately EUR 17,000,000.G. Tscherning A/S undertakes demolition tasks,environmental cleaning, handling of asbestos,pcb and polluted soil, concrete jobs, sewerageand paving work.The company has a large fleet of machinery,including excavators, diggers, dumpers, concretecrushers, cars and lorries, and a range of specializeddemolition tools. G. Tscherning A/S areorganized in the Dansk Byggeri (Danish BuildingContractors Association), the Dansk Asbestforening(Association of Danish Asbestos Removers) andthe European Demolition Association, EDA.www.nedrivning.dkIssue 2 • May - June 2011 • PDi 79