| Identical quality standards of all products and services throughout the worldwide organization of a supplier is an essential aspect in customer relationships and part of customers expectations all over the globe.
Voith Siemens Hydros management has, therefore, implemented an internal management system that guarantees the control of identical quality standards and their certification worldwide at all locations at the same time.
Representatives of TÜV (Technischer Überwachungsverein, the major auditing enterprise in Germany) of South Germany and Rhineland, Berlin and Brandenburg, had audited the headquarters and all Voith Siemens locations around the world in November and December of 2002.
TÜV came up with the results at the beginning of 2003: the Voith Siemens Hydro headquarters as well as all operating units of the group are certified according to the new ISO 9001:2000 standard since then.
We view all of this as a crucial prerequisite for quality, and as the point of departure for continuously optimizing this quality.
- Process quality management means a change of paradigm in our daily work.
- Quality focuses on the long-term satisfaction of our customers. We work closely with our suppliers and partners to achieve this goal.
- Quality necessitates interdepartmental teamwork. All of our employees view themselves as internal customers and suppliers who have a personal responsibility to make their own daily contribution to our overall performance.
- Defined interfaces between process elements provide a high level of transparency. Process element teams operate across departmental boundaries and make decisions that are consistent with our goals.
- It takes more than production control or an abundance of testing procedures to create quality. Our primary focus is on optimizing business processes and their internal and external interfaces.
- Process quality management does not constitute project-related troubleshooting, but rather cause-oriented process improvement. Process improvement is an ongoing task whose goal is to maintain a consistently high standard of quality.
- There is no contradiction between process quality management and cost consciousness: Early identification of process deficiencies avoids additional cost and delays. A defined level of product quality leads to higher productivity.
- Regular audits are conducted to review the quality status of the entire organization.
- Efficient quality control on the part of the quality manager, as well as a quantifiable comparison of the results, represent a significant contribution to achieving our goals.
|
