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Full text 01 thesis bout Bufab Group

Quality management Outline1. Overview of Quality management 1.1 Quality management 1.2 Quality standard1.3 Quality improvement: Total quality management; PDCA; 6-sigma; zero defect 1.4 Inspection and product test1.5 Know-how technics and knowledge2. Quality management practice at Bufab Taiwan3. Bufabs Taiwan Quality management Strengths highlights4. Bufabs Taiwan Quality management Weaknesses and suggestions4. Bonus bout Bufab Taiwan and industry 11.1 Quality managementQuality definitionQuality management definition and principlesTotal Quality management practices

Quality definitionThere are many assumptions about quality, from the simple definitions till the complicated ones. Some definitions are listed below. Quality is fitness for use (Juran, 1989). Quality is conformance to requirements (Crosby, 1996). Quality should be aimed at the needs of the consumer, present and future (Deming, 1986). Quality is the total composite product and service characteristics of marketing, engineering and maintenance through which the product and service in use will meet the expectations of the customer (Feigenbaum, 1991). Quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs (ISO 9000). The American National Standards Institute (ANSI) and the American Society for Quality Control (ASQC) 1978, define quality as the totality of features and characteristics of a product or service that bears on its ability to satisfy given needs. The European Foundation for Quality Management (EFQM) defines quality as to meet the needs and expectations of the customers, personnel, financial stakeholders and society (Geraedts, et al., 2001). Based on the definitions above, it can be concluded that quality is focused on customer. Customer focused quality is driven by customer satisfaction and has become the principle definition of quality from a managerial perspective. Quality is meeting and exceeding customer needs and expectations. Quality management definition and principles

Quality managementensures that an organization, product or service is consistent. It hasfourmain components: quality planning, quality control,quality assuranceand quality improvement. Quality management is focused not only on product andservice quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality.Quality management principles

7 Examining relationships between quality management and organisational performance in transitional economies

Milan Delic , Vladan Radlovac ki, Bato Kamberovic , Rado Maksimovic and Mladen Pec ujlija

Total Quality Management, 2014 Vol. 25, No. 4, 367382

5Quality management principles

7 Examining relationships between quality management and organisational performance in transitional economies

Milan Delic , Vladan Radlovac ki, Bato Kamberovic , Rado Maksimovic and Mladen Pec ujlija

Total Quality Management, 2014 Vol. 25, No. 4, 367382

6Conca et al. (2004) extracted eight key factors: leadership, quality planning, employee management, supplier management, customer focus, process management, con- tinuous improvement and learning. Leadership: The role of managers in practising leadership is one of the keys of quality management (Ahire et al., 1996; Tari et al., 2007; Pec ujlija, Azemovic , Azemovic ,& Cosic , 2011). Management should ensure a favourable climate for the development and implementation of quality management, involving all employees. Quality planning: According to customer requirements and organisation capabilities, the management should plan, develop and implement quality management improvements. Besides, organisation management, along with employees, should dene quality objec- tives on all levels of an organisation and evaluate them (Conca et al., 2004). Employee management: It turned out that involving teams positively affects the employees commitment to quality (Ahire et al., 1996). Thus, organisations should establish a system for monitoring, measuring, evaluating and rewarding employees for high performance (Ahire et al., 1996). Rewarding contributors is important because it includes measuring employees performance, provides feedback from employees and demonstrates to employees that the organisation recognises and respects their efforts (Zhang, 2001). Quality management principles7 Examining relationships between quality management and organisational performance in transitional economies

Milan Delic , Vladan Radlovac ki, Bato Kamberovic , Rado Maksimovic and Mladen Pec ujlija

Total Quality Management, 2014 Vol. 25, No. 4, 3673827Learning: Involving employees makes their knowledge and skills necessary (Tari et al., 2007). The organisation should provide and support training and exchange of knowl- edge between employees. By participating in such trainings, managers improve the exchange of knowledge and reduce gaps, if any, between employees and their superiors (Ahire et al., 1996). Supplier management: The quality of purchased products/services signicantly impacts production process effectiveness (Tari et al., 2007) and the nal product quality (Flynn et al., 1994). Therefore, organisations should have clear specications for purchase and should evaluate the suppliers quality. Improving relationships with suppliers posi- tively affects organisational performance and performance of suppliers (Tari et al., 2007). Promptness and exibility of suppliers response to organisations requirements can be critical to an organisation (Ahire et al., 1996). Therefore, organisations should provide technical support to suppliers and, if possible, help improve their performance. Customer focus: An organisation incorporates customer requirements into the quality of product and/or service (Conca et al., 2004), because ignoring these requirements could unfavourably affect business (Ahire et al., 1996). Thus, an organisation should analyse customer opinions and expectations regarding product/service quality in order to improve processes, relations with customers and customer satisfaction (Flynn et al., 1994; Tari et al., 2007).Quality management principles Process management: It is crucially important that an organisation achieves continu- ous performance. For this reason, organisations should regularly conduct internal audits. In order to gain effective process management, an organisation should dene performance indicators and regularly evaluate their values. Continuous improvement: Process stability is related to continuous improvements (Tari et al., 2007). Implementing continuous improvements may prevent the occurrence of nonconformances. Huang and Lin (2002) showed that continuous improvements can shorten the production cycle. This positively affects productivity and organisational per- formance. Management may implement continuous improvements through the use of specic organisational structures (e.g. quality committee) (Conca et al., 2004). In this case, an organisation should identify areas where improvements can be implemented.

Quality management principlesQUALITY CONTROL DEPARTMENT FUNCTION

4 ref10FUNCTION OF QUALITY CONTROL DEPThe quality control function from an organizational standpoint was considered a staff organization. The quality control manager reported to some form of general business manager. The traditional roles of the manager of quality control can be summarized as follows: department administrator; technical problem-solver; chief inspector; resource to a general business manager; monitor product and customer requirements; maintain a system of processing standards; manage customer problems. The new TQM roles of the manager of quality control are: quality leadership for the entire organization; explaining the corporate quality mission; teaching, facilitating and developing employee improvement teams; quality training and skill development; quality planning; providing total employee focus on the quality mission and goals; employee communication. Clearly, the new role of the quality control manager can be summarized as quality leadership.

1.2 Quality standardISO 9001:2008 & ISO 16949TheISO 9000family ofquality management systemsstandards is designed to help organizations ensure that they meet the needs of customers and other stakeholders while meeting statutory and regulatory requirements related to a product. ISO 9001 deals with the requirements that organizations wishing to meet the standard must fulfill.ISO/TS 16949:2009is an interpretation agreed upon by major automotive manufacturers (American and European manufacturers); the latest version is based on ISO 9001:2008. The emphasis on a process approach is stronger than in ISO 9001:2008. ISO/TS 16949:2009 contains the full text of ISO 9001:2008 and automotive industry-specific requirements.Two major conclusions emerged from this study. First, ISO and non-ISO organizations do differ in their quality management practices. ISO 9000 registered manufacturing organizations in this study appear to have formal commitment to quality management. These organizations have a singular unifying goal of quality. Second, this study does find differences between ISO and non-ISO organizations in regards to training. Mean scores indicate that ISO organizations emphasize more on training. Effective training with employee involvement is the most efficient means of initiating quality improvement programs (Geisler and Justus, 1998). Training of employees allows them to understand: . the gap between what is being done and what needs to be done; . opportunity to learn the benchmarks and make the necessary changes to meet those quality benchmarks.

Quality management practices of ISO vs non-ISO companies: a case of Indian industryAtul Gupta Lynchburg College, Lynchburg, Virginia, USAAtul Gupta, (2000),"Quality management practices of ISO vs non-ISO companies: a case of Indian industry", Industrial Management & Data Systems, Vol. 100 Iss 9 pp. 451 - 455 121.2 Quality standardISO 9001:2008 & ISO 16949The ISO 9001-certied service SMEs participating in the present study have followed the worldwide trend with regard to implementing an international quality management stan- dard and being certied. They did so, not recently, but some years ago. So, their ample experience in implementing and maintaining the ISO 9001 QMS is reected in the degree of achievement of the standards objectives, in other words in the effectiveness of ISO 9001. This means that the ISO 9001 certied service companies participating in the present study improve quality, prevent nonconformities and focus on satisfying custo- mers to a high extent. They do so, in spite of the unprecedented circumstances of the econ- omic downturn under which they operate.The effectiveness of the ISO 9001 quality management system in service companies Evangelos L. PsomasTotal Quality Management, 2013 Vol. 24, No. 7, 769781,

13REFERENCE : QUALITY IMPROVEMENT METHODSISO 9004:2008 guidelines for performance improvement.ISO 15504-4: 2005 information technology process assessment Part 4: Guidance on use for process improvement and process capability determination.QFD quality function deployment, also known as the house of quality approach.Kaizen , Japanese for change for the better; the common English term iscontinuous improvement.Zero Defect Program created by NEC Corporation of Japan, based uponstatistical process controland one of the inputs for the inventors of Six Sigma.Six Sigma 6, Six Sigma combines established methods such as statistical process control,design of experimentsandfailure mode and effects analysis (FMEA)in an overall framework.PDCA plan, do, check, act cycle for quality control purposes. (Six Sigma'sDMAICmethod (define, measure, analyze, improve, control) may be viewed as a particular implementation of this.)Quality circle a group (people oriented) approach to improvement.Taguchi methods statistical oriented methods including quality robustness, quality loss function, and target specifications.The Toyota Production System reworked in the west intolean manufacturing.Kansei Engineering an approach that focuses on capturing customer emotional feedback about products to drive improvement.TQMtotal quality managementis a management strategy aimed at embedding awareness of quality in all organizational processes. First promoted in Japan with the Deming prize which was adopted and adapted in USA as theMalcolm Baldrige National Quality Awardand in Europe as theEuropean Foundation for Quality Managementaward (each with their own variations).TRIZ meaning "theory of inventive problem solving"BPRbusiness process reengineering, a management approach aiming at optimizing the workflows and processes within an organisation.OQRM Object-oriented Quality and Risk Management, a model for quality and risk management.and risk management.1.3 Quality improvement: Total quality management - TQM

TQM has been considered as an important mechanism for promoting the smooth running of companies and attaining a competitive advantage. (Ehigie & McAndrew, 2005). According to Flynn, Schroeder, and Sakakibara (1994), TQM can be dened as an integrated effort to achieve and maintain high-quality products based on the maintenance of continuous process improvement and error prevention at all levels and in all functions of the organisation with the aim of reaching and even exceeding customer expectations

4 Ehigie, B.O., & McAndrew, E.B. (2005). Innovation, diffusion and adoption of total quality manage- ment (TQM). Management Decision, 43, 925940.

15Figure 2 is a schematic of an integrated TQM process known as optimum product attribute management. It represents the steps of designing, implementing and maintaining a TQM system.Figure 3 is a cross-functional team approach to the actual management of a TQM system. It also shows that quality management in TQM systems is not a departmental but total employee team effort. Inputs into the management of the process or system has no departmental lines, but rather drives ownership to all employees.

TQM

4 Integrating quality control and inspection into your total quality management systemQUENTIN R. SKRABEC LTV/LSE Company, Manager Quality Control, 3100 E. 45th St., Cleveland, OH 44127, USA

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17Zero-defect quality controlZero-defect quality control (ZDQC) is a result of the interaction of source inspection, poka-yoke devices applied as 100% inspection and immediate corrective action after detecting abnormalities in processing. The aim (ZDQC) is to ensure that a manufacturing system is able to produce defect-free products consistently through identi cation and control of the causes (errors) of defects. ZDQC has source inspection as its most important component. The identi cation and control of causes which generate defects are the main points of this inspection method. The e ective utilization of source inspection depends on the acknowledgement of the existence of a cause-and-e ect relationship between errors and defects, indenti cation of incidental errors and implementation of suitable techniques to counteract them. The improvement of the inspection process is often mistaken for the improvement of quality control and assurance. the ZDQC performed by some Japanese companies has three common components:(1) source inspection; (2) poka-yoke (100% inspection); (3) feedback and immediate action;Quality control methods: Towards modern approaches through well established principlesPAULO GHINATO Division of Systems Science, Graduate School of Science and Technology, Kobe University, 1 1 Rokkodai-cho, Nada-ku, Kobe 657, Hyogo, Japan

183.2 Wide job scope of Quality control department3.2.2 Source Inspection

- Source inspection reduce the cost of defects(incorporate with defect claims chart/graphs)

Zero-defect quality controlCOST OF DEFECTSFigure 1 indicates the importance of defect detection at source for cost reduction. At Toyota, the detection is focused on errors instead of defects. Therefore, the costs derived from producing defective parts are eliminated.

PDCA

PDCA(plandocheckactorplandocheckadjust) is an iterative four-step management method used in business for the control and continuous improvement of processes and products.

Note: Wurth using it

6 Sigma zero defect perfect service/product to customersSix Sigma According to Mast (2003), Six Sigma is a fundamental method of establishing customer- oriented decision-making, stressing a quantitative approach, with the priority of reducing costs. Pande et al. (2000) proposed the ve-step process of implementing Six Sigma programmes, described as follows: (1) identify the core process and the key customer; (2) determine customer requirements; (3) measure current performance; (4) schedule the priority order of improvement projects and analyse the data to implement; and (5) extend and integrate Six Sigma systems. Smith et al. (2002) developed the key four steps to implement the strategic Six Sigma improvement projects, described as follows: (1) dene the evaluation model of the key performance levels and the strategies and issues for the business cores; (2) dene strategic improvement goals (SIGs); (3) dene and prior select the concrete improvement alternative; and (4) assign master black belts or project champions to lead a Six Sigma improvement team to implement the project. Linderman et al. (2003) developed scientic knowledge of the Six Sigma improvement projects to understand the Six Sigma phenomena from a goal-theoretic perspective. Stevenson (2007) discussed the meanings of the term Six Sigma and the key roles in the Six Sigma improvement projects such as project champions, master black belts, black belts and green belts.

Note: FLOS one member of Bufab Taiwan using it.Bonus 1221.2 Inspection & product testInspection is a process of measuring, examining, testing . . . or any other comparison between unit [of product] and proper requirements (ASQC, 1983).Inspection may be conducted in accord with the following purposes: discovering defects; reducing defects; eliminating defects.judgement inspection is used to discover defects; informative inspection is used to reduce defects; source inspection is used to eliminate defects.the importance of source inspection in the implementation of ZDQC is established by the following weights (Shingo, 1988): source inspection, 60%; 100% inspection (poka-yoke), 30%; immediate action, 10%. It should be noted that the purpose of ZDQC and source inspection is the same: to prevent and eliminate any defects.

Product test in fastener industryTensile and proof load testingDrive and torsional strength testingHardness measurementMeasurement of coating thicknessEnvironment simulation test (corrosion test)Chemical analysisPull-out tests on assembled fastening elementsVibration test to assess securing elementsDynamic measurements of thread forming torque, stripping torque and breaking torqueDetermination of the optimum tightening torqueMeasurement of the resulting preloadRelaxation measurements on fastened joints

Friction coefficient testsA2LA compliant quality lab within our networkNon-contact measurement utilizing LaserLab, the world's first three dimensional bench-top laser inspection systemExtensive in-house testing capabilitiesPlating thickness utilizing X-Ray fluorescenceMicro hardnessHydrogen EmbrittlementJoint analysisCase depthSurface finishPrevailing torqueTorsional strengthCoordinate-measuring machine

Source : http://www.bossard.com/en/application-engineering/quality-and-test-laboratories.aspx251.4 Knowledge created through QMIt is widely believed that the underlying practices in QM are essential for effective management and help to generate a sustainable competitive advantage. While QM can improve the performance of existing organisational processes, dynamic market conditions also require an organisation to explore and innovate (Owlia, 2010; Yang & Wei, 2010). Organisations need to simultaneously exploit existing resources and explore new skills, capabilities, and resources to meet emerging challengesOrganisations use quality management (QM) to improve process performance. However, further improvements and business excellence require acquisition and integration of new knowledge organisation-wide. It is a challenge for managers to design and execute QM practices so that they create new knowledge as well. This article shows how six QM practices (continuous improvement, statistical quality control, customer satisfaction management, process-improvement techniques, individual learning, and new product development methods) can contribute to the four types of knowledge-creating processes (socialisation, externalisation, combination, and internalisation). Such knowledge can be created through multiple channels and at various organisational levels.

Total Quality Management, 2013 Vol. 24, No. 6, 664677Knowledge creation through quality management Muhammad Asifa, Henk J. de Vriesb and Niaz Ahmadc

26SECI Knowledge creationQM practices such as CI (continuous improvement), SQC (Stastical quality control), customer satisfaction management, process management practices, individual learning, and product/service design methods can create hetero- geneous knowledge. Knowledge generation takes place through interactions between tacit and explicit knowledge.Socialization: Tacit to tacit. Knowledge is passed on through practice, guidance, imitation, and observation.Externalization: Tacit to explicit. This is deemed as a particularly difficult and often particularly important conversion mechanism. Tacit knowledge is codified into documents, manuals, etc. so that it can spread more easily through the organization. Since tacit knowledge can be virtually impossible to codify, the extent of this knowledge conversion mechanism is debatable. The use of metaphor is cited as an important externalization mechanism.Combination: Explicit to explicit. This is the simplest form. Codified knowledge sources (e.g. documents) are combined to create new knowledge.Internalization: Explicit to tacit. As explicit sources are used and learned, the knowledge is internalized, modifying the user's existing tacit knowledge.

2. What Bufab Taiwan have?Quality management Quality standard: ISO 9001:2008 ; ISO 14001; ISO 16949 ?Quality improvement: Total quality management; PDCA; 6sigma, zero defect?Inspection (supplier audit) and product test (hardness tests and dimensional test)Know-how technics and knowledge : written documents (ERP system and EDICOM system) and knowledge (know-how)

Quality standardBufab companies cary out different quality procedures and are in the possession of different qualtiy assurence certificates. The most common certificat for trading companies that Bufab owns is ISO 9001 - ISO 9001:2008 and for manufacturing facilitiees they carry out ISO-TS 16949. Quality control is an important part that takes place in the manufacturing process and is fully integrated in the ERP system (www.bufab.com). Whenever a new item is produced or a new supplier is found, there is usually a sample sent to Sweden to check the item on quality before the manufacturer can go ahead to producing them. Question for Bufab Taiwan

1. In term of each function of Quality control department, which part Bufab Taiwan cover?2. Which part is your strengths that others dont have?Quality management Quality standard: ISO 9001:2008 / ISO 16949??? (anixtex,wurth, hexga, bosca)Quality improvement: Total quality management; PDCA which u use?Inspection (supplier audit) and product test (hardness tests and dimensional test)Know-how technics and knowledge : written documents and knowledge (know-how)

4. REFERENCE FOR OWN KNOWLEDGE

Compare fastener China and TaiwanFirstly, the alignment between industrial environment and performance in China suggests that not only Chinese rms but also foreign investors in China should be aggressive in pursuit of emerging market opportunities. Secondly, organizational capability has a strong impact on performance in both China and Taiwan, regardless of the perceived difculties or ease of environmental factors. Thirdly, from the environment-strategy- performance relationship, the ndings of this study imply that both Chinese and Taiwanese fastener rms are not strategy oriented. Therefore, it is easy for the industry to become embroiled in price competition. Instead of being involved in daily operations or administrative detail, managers should concern themselves with broader issues of strategy. Fourthly, the performance of the Chinese rms is related to network capability. This nding might suggest that the cultural preference for personal rather than contractual relations, the much discussed guanxi, remains an important factor in doing business in China (Leung & Yeung, 1995). Further research may be worthwhile to incorporate this issueA Comparison Study of Manufacturing Industry in Taiwan and China: Manager's Perceptions of Environment, Capability, Strategy and Performance WEN-SHINN LOW a & SOO MAY CHENG b a Ching Yun University, Department of Business Administration , Taiwan b University of Macau, Faculty of Business Administration , Macau, China Published online: 10 Jan 2007.Asia Pacic Business Review, Vol. 12, No. 1, 1938, January 2006

32Compare fastener China and TaiwanThe fastener industry of Taiwan is characterized by: (1) the domination of small and medium-sized enterprises; (2) complete industrial systems from up, middle to down stream; (3) high export-orientation and; (4) export market concentration (Metal Industry Research and Development Center, 1998)The development of the Chinese fastener industry has taken more than 30 years since the establishment of the rst fastener manufacturer in 1953. The industry features (1) small factories with average 35 workers; (2) standardized and low value-added products; (3) incomplete up stream and poor quality materials; and (4) sales divided equally between national and international markets (Metal Industry Research and Development Center, 1998). Full text 01 thesis bout Bufab GroupThe six innovative solutions that were identified are the implementation of an automated warehouse, realizing a universal ERP system, employing EDICOM software, the concept of a HUB-system, introducing an Educational Manager and the introduction of a Global Account Team. The automated warehouse affects the logistics of the company by replacing human interaction with automated system to receive and store products. The ERP system is in internal software system which gives up-to-date insight in the storage of every single sister company, whereas the EDICOM enhances the communication flow and eases the ordering opportunities with the customers. The HUB is also a logistical improvement through the implementation of HUBs or central temporary storage in Shanghai, Taiwan and India. The Educational Manager is appointed to make everybody in the Bufab Group work according to the same strategy and towards the same goals and the Global Account Team contracts and manages the global customers who have companies in more than three countries. ERP system (i.e., an enterprise system) is an information technology (IT) infrastructure that facil- itates the ow of information between the processes of an organization34Wurth Quality managment QUALITY AND PROCESS MANAGEMENTCPSEQS - Enterprise Quality SystemAt Wrth Industry of North America, quality is at the forefront of everything we do.Our CPSEQS (Enterprise Quality System) has been developed based on the stringent and varying quality requirements of our diverse customer base.All part requirements, print specifications and inspection records are kept on file in our proprietary quality management software. All of Wrth Industrys worldwide and regional quality labs are FQA compliant and ISO certified.From simple dimensional layouts and certificates of conformance to the complex and in-depth requirements of the Military, Wrth is capable of tailoring a quality program to meet the quality needs of any business.

Wurth Quality managment Testing Some highlights of our extensive testing capabilities:A2LA compliant quality lab within our networkNon-contact measurement utilizing LaserLab, the world's first three dimensional bench-top laser inspection systemExtensive in-house testing capabilitiesPlating thickness utilizing X-Ray fluorescenceMicro hardnessHydrogen EmbrittlementJoint analysisCase depthSurface finishPrevailing torqueTorsional strengthCoordinate-measuring machineOur vendor quality program including regular supplier evaluation and on-site audits complements our inspection program. Wrth offers lot traceability throughout all of our facilities around the world.

Anixter Labs Accreditations: BS EN ISO 9001:2000 BS EN ISO 14001:2004 OHSAS 18001:1999 UKAS (Birmingham, UK, facility) TS 16949 (Wood Dale, IL, facility)ISO 14001:2004 specifies requirements for an environmental management system to enable an organization to develop and implement a policy and objectives which take into account legal requirements and other requirements to which the organization subscribes, and information about significant environmental aspects. It applies to those environmental aspects that the organization identifies as those which it can control and those which it can influence. It does not itself state specific environmental performance criteria.Software: Proquis modules, including Audit Management, Document Control, Customer Care, Supplier Control, Issues & Actions which links across all the modules and, to some extent, Personnel ManagementKamaxIn terms of technology, KAMAX is the world's leading manufacturer of high-strength fasteners for the automotive industry. With locations in the three leading automobile regions of Europe, America and Asia, KAMAX is a key supplier for all major manufacturers and suppliers of the passenger car and commercial vehicles industry Market leaderAnixter International, Glenview, IL, $450 million (North America, OEM Supply, incl. fasteners) Barnes Distribution, Bristol, PA, $492.9 million BE Aerospace, Wellington, FL, $944 million (fasteners) Bisco Industries, Anaheim, CA, N/A Bossard America, $134.7 million Copper State Nut & Bolt, Phoenix, AZ, N/A EFC International, St. Louis, MO, N/A Endries International (Wolseley Industrial Group Company), $200 million Fastenal, Winona, MN, $1.3 billion (fasteners) Grainger, Chicago, IL, $8.1 billion Kimball Midwest, Columbus, OH, N/A Lawson Products, Chicago, IL, $315 million McMaster Carr, Chicago, IL, N/A MSC Industrial Supply, Melville, NY, $2 billion The Hillman Group, Chicago, IL, $279.6 million (fasteners) Wesco Distribution, Pittsburgh, PA, $2.1 billion (general & industrial supplies including fasteners) Wurth - North America, Ramsey, NJ, $1.1 billionSchotte CAQ-SYSTEMThe CAQ-system is an integral part of our quality management system. Computer Aided Quality ManagementWe analyse,document and file all relevant data for quality management. The results of our measuring,attributive and visual inspections are statistically analysed.SAMPLING PROCESSOur sampling process complies with the requirements of the automotive industry.Documentation is done according toVDA or PPAP standards. Of course we also sampleand document according to your individual requirements.

General Fastener CompanyGFCs Quality System is certified to theISO 9001:2008standard. As a distribution company this certification meets the requirements set out in the automotive TS 16949 standard.A hallmark of General Fasteners is our Quality Control. We maintain one of the most extensive QC departments in the fastener distribution business. The General Fasteners Company laboratory in Livonia, MI is accredited by the American Association for Laboratory Accreditation (A2LA) to the ISO/IEC 17025-2005 standard for mechanical testing.Our experienced and trained personnel support a broad range of testing that includes: dimensional, tensile/proof load, hardness testing, metallographic evaluation and chemical analysis.

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