quality-management-system...4 1 magnet-schultz gmbh & co. kg (production and sales) and 2...

S P E Z I A L F A B R I K F Ü R E L E K T R O M A G N E T I S C H E A P P A R A T E

S P E C I A L I S T S F O R E L E C T R O M A G N E T I C A C T U A T O R S

QUALITÄT SEIT 1912 - QUALITY SINCE 1912

www.magnet-schultz.de

Q U A L I T Y- M A N A G E M E N T- S Y S T E M

F O R E W O R D

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- Quality since 1912

“MSM-Quality” was already highly regarded and hasbeen realized on MSM’s own responsibility beforeexternal QA-Systems became introduced.

The objective of external quality-assurance-systems is a standard which – under integration of proven own procedures – secures conclusive and effectivequality-control-loops and international comparability,simplified:

In 1995 MSM had been audited according to ISO 9001 (certificate registration No. 12 100 5781). Also product related system audits, e.g. for aviation,have been passed. In 1997 Prefag was audited according to ISO 9002 (#70.100 M 2125).

In 2003 all companies of the MSMgroup were audited according to DIN EN ISO 9001:2000. Its special features are process-orientation (holistic optimization of processes and expedient interfaces)and the continuously repetitive steps:

The fulfilment of agreed customer requests, planning, realization and supervision of quality-relevant activities is practised throughout the group.The Quality Manual and documents quoted therein,such as procedure instructions (if so, their nationaladaptions), is binding for all employees and is continuously available and updated in the companiesIntranet. The Magnet-Schultz Memmingen QA-systemacts as a reference for the “MSMgroup”. MSM developsthe Manual and complementary documents. MSM’sQA-manager is authorized by and reporting to the CEOdirectly and ensures structure, efficiency and mainte-nance of the QM-System and its anchoring with allemployees.

National, or respectively local, QA-Managers fulfil these instructions locally.

Groupcompanies in the German-speaking states usethe same Manual and – if applicable – the same complementary documents. If locally proven procedu-res are evaluated as “advantageous”, then those become described, practised, and extended to the“Group”. German-speaking groupcompanies are included in a “Group-Audit”

Non-German-speaking groupmembers use the MSM-System as a reference, however, produce theirown version in their national language and becomeaudited nationally.

Safety through Innovation and Quality, for Users and Employees.

The customer decides. Satisfied customers shall come again gladly!

Memmingen, 1st September 2003

(Wolfgang. E. Schultz)CEO (Dipl. El. Ing. ETH Zurich)

F O R E W O R D a n d P O L I C Y S T A T E M E N Tfor the Quality-Management-System-Handbook of the MSMgroup

Plan ➩ Act ➩ Measure ➩ Benchmark ➩ Improve !

What serves your customer and how does he evaluate your services? Make quality-realization and auto-prevention integral elements

of all processes and continuous improvement! Think and act holistic. Say what you do and do what you say!

Do your best to prevent faults by acting anticipative – should faults occur, correct them immediately and permanently!

Earn trustworthiness and credibility!

L I S T O F C O N T E N T S

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1 Magnet-Schultz 31.1 The Group of Companies 31.2 The Products 41.3 Applications and Markets 4

2 Processes within the Group 5

3 MSM – Quality since 1912 63.1 Quality Policy 63.2 Quality Objectives 73.3 Customers´ Expectations and Satisfaction 73.4 Employees Satisfaction 83.5 Continuous Improvement 9

4 Quality Management System 104.1 General 104.2 Documentation Requirements 10

5 Management Responsibility 115.1 Management Commitment 115.2 Customer Orientation 115.3 Quality Policy 115.4 Planning 115.5 Responsibility, Authority and Communication 115.6 Management Review 125.7 Shareholders Objectives 13

6 Resource Management 146.1 Provision of Resources 146.2 Human Resources 146.3 Infrastructure 156.4 Work Environment 15

7 Product Realization 167.1 Planning of Product Realization 167.2 Customer-related Processes 167.3 Design and Development 177.4 Purchasing 187.5 Production and Services 187.6 Control of Monitoring and Measuring Devices 20

8 Measurement, Analysis and Improvement 218.1 General 218.2 Monitoring and Measurement 218.3 Control of non-conforming Products 228.4 Analysis of Data 228.5 Improvement 23

9 The 10 Laws of MSM - 2000 24

M S M G R O U P

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1 Magnet-Schultz, the MSMgroup

1.1 The Company

Magnet-Schultz had been established on 8 August 1912 in Memmingen as the first “Specialists for Electromagnetic Actuators”.

Today, MSM is the MSMgroup (simplified overview):

D-MEMMINGEN

Schultz Verwaltungs GmbH & Co. KGMagnetwerk GmbHElektromechanik GmbHMagnet-Schultz GmbH & CoFabrikations- und Vetriebs KG

Schultz InterleaseAPA GmbH & Co. KG ZAMM GmbH

D-WALZBACHTAL

Schultz Beteiligungs KGPrefag Carl Rivoir GmbH & Co KGPrefag Carl Rivoir GmbH & CoFabrik für Präzisionskleinteile

USA-CHICAGO

Magnet-Schultz of America, Inc.Advanced Precision Turning Inc.

CH - ST. GALLEN

W.E. SchultzAktorik GmbH

UK - LONDON

Emessem Solenoid Company Ltd.

I - MILANO

Magnet-Schultz Italia SRL

MAGNET SCHULTZ - Memmingen PREFAG - Walzbachtal

W.E. SCHULTZ - CH-Rindal MAGNET-SCHULTZ - USA-Chicago

M S M G R O U P

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1 Magnet-Schultz GmbH & Co. KG(Production and Sales) and

2 Elektromechanik GmbH(Research and Development) in Memmingen,

3 Prefag Carl Rivoir GmbH & Co. KG(Production as per specification of customer and MSM as well as sales)in Walzbachtal near Pforzheim,

4 Mssrs. W. E. Schultz(Production as per specification of MSM as well as sales MSM-Switzerland) in Rindal, Canton St. Gallen, Switzerland,

5 Magnet-Schultz of America Inc.(Design, Production and Sales) and

6 APT Inc.(Advanced Precision Turning, Production)in Westmont near Chicago, USA

Group-owned Marketing Companies are:

7 Emessem Solenoid Company Ltd. in Old Woking near London, UK and

8 Magnet-Schultz Italia SRL, in Agrate-Brianza near Milan

The group counts (2003) 1250 employees in Mem-mingen (8% apprentices), in Walzbachtal 160 (7%apprentices), in Switzerland 65, in the USA 160.This makes a total of 1650 employees.

MSM produce comparatively many parts of theirproducts themselves which ensures the directaccess to quality, delivery on time, flexibility andprice-worthiness.

1.2 The ProductsPer year 10 million devices in 1,100 types or variations for 1,300 customers are produced.

The production program of MSM comprises: • D.C.-Solenoids • Shotbolt Lock Units • Rotary Solenoids • Valve Solenoids for Pneumatics

• Control and Proportional Solenoids forHydraulics SolenoidValves

• A.C.-Solenoids

• A.C.-Vibratory Solenoids

• 3-phase Solenoids

• Miniature Solenoids

• Electromagneticclutches and brakes

• Holding Magnets

• Sensors and Electronics

• Special develop-ments and commodity

• Prefag produces precision rotaryparts and assem-blies for pneuma-tics, hydraulics and medicine engineering

• furthermore measuring devicesand components forelectric analogueinstruments

1.3 Applications and MarketsOur markets are the world’s industrial countries.Often, our customers are the “first addresses”themselves. Our products are components whichare applied in demanding applications – from thedeep sea to the outer space, from medicine toenergy engineering, mobile and stationary, also forextreme ambient and protection conditions, insmall and large quantities.

Companies which produce services and goods are (AD 2003):

P R O C E S S E S W I T H I N T H E G R O U P

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Details to the processes are described in the relevant procedure-instructions. An overview of the instruc-tions which are valid within the MSMgroup is provided by the internal MSM process-matrix.

2 Processes within the Group

M S M – Q U A L I T Y S I N C E 1912

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3.1 Quality Policy

Our printed matters contain the following sentence:

“MSM – Quality since 1912”

Our customers have already confirmed this for a long time and would like to rely on it in future.

Quality is the features’ totality of processes, products and services which ensure the fulfilment of coordinated expectations.

Customers have expectations:

Customers pay for their expectations to be fulfilled for the least.

“Customers” are also the next department, colleagues: everyone is customer and supplier!We like to serve all customers as we wish to be served ourselves.

strives to fulfil expectations actively, mea-surably and especially reliablyregarding technical data, delivery time, priceworthiness, perfection, flexibility, steadiness,environment, innovation, dialogue, consulta-tion, trust and fault-treatment.

Quality Target: Our quality shall provide safety for usersand employees! Expectations are to be fulfilled with 110% in an all-embracing and pleasing way!

MSM realizes quality by means of an extensiveconcept:

+ careful vocational and further training

+ motivation by information, dialogue and profit-sharing

+ exact understanding, recording and realizing of the customers’ requests

+ farsighted failure mode and effect analysis and auto-prevention

+ all-embracing process-realization from the supplier to the customer

+ clear and reliable control and logistics

+ solution of tasks and problems in small control circuits (cell, isle, segment)

+ continuous improvement by applying the latest developments in technology

+ economy and ecology

+ demand-focused, flexible working hours

+ slim computer-organization

+ first-class equipment

+ steady strategy

+ safety by profit!

3 MSM – Quality since 1912!

QUALITY IMPERATIVE:

SHINING EXAMPLE + ANTICIPATION + DIALOGUE + FLEXIBILITY + 110% QUALITY

RECOGNATION+ PROFIT-SHARING + LONGUEVITY !

MSM SAFETY through INNOVATION and QUALITY !


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3.2 Quality Objectives

MSM services and products have to meetthe high standards of the capital goodsindustry.

Quality assurance begins with the carefulunderstanding of the customers’ expectations and application conditions.Anticipative failure mode and effect analysis in application, product, process and instruction (FMEA), simulation andCAD-construction, hard prototype-examination, careful production and examination of standard devices – all result in safety for the users.

The computer-aided quality assurance iscapable of keeping the agreed standards (if nec. ppm-standards). In case of a negative trend it will take direct measures,will submit or respectively get suggestionsand will ensure the realization.

Important experiences are passed on toworking circles which are selectively occupied horizontally and vertically.

Qualified introspective factory-inspectionsand a process-accompanying quality assurance are considered to be very important.

The functional final-inspection of the MSM-devices is made with 100%. The facilities of the production and the quality assuranceare monitored preventively. Examinationplanning and processes are designed self-securing, where possible.

We continuously develop our structures professionally, organizationally and withmotivation.

After coordinating with the management thefollowing quality objectives are defined:

• a highest possible number of customersfor which MSM is an A-supplier is to beachieved

• improvement of MSM’s own responsibility

• logical thinking-ahead regarding alternatives to avoid faults and rejections

• immediate, lasting and – if applicable –multiplied reaction to complaints

• decrease of the internal rejection rate

• decrease of the external rejection rate

3.3 Customers’ Expectations andSatisfaction

Imperatives: “110% fulfilment of expectations so that our customers comeagain gladly.”

But we also see our colleagues and the next departments as “customers” and expect furthermore that suppliers are treated in an analogue way.

Our customers are not – like with manyconsumer goods – a static quantity but personified companies, business relationships and applications, concrete people who have to fulfil their own expectations – for which we like to contribute actively and reliably!

Our high-qualified people in the field service and office work have an intensivecontact with the customers and do not only react to questionnaires and statisticsbut react highly sensitively, immediately and directly to each request, complaint etc..Contents of contacts are distributed in writing, also to the management. So everytime, each responsible person knows thesituation and mood of the single customers.Reports directly release measures which will be carried out immediately.


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3.4 Satisfied Employees

A good quality is mainly based on motivated, qualified and steady employees: 8% of our employees in Memmingen do a 3 1/2 year apprenticeship. 30% of our workers have German skilled worker’s qualifications, the further training is made continuously – especially when new devicesor processes are introduced!

In addition, there is very high motivation by information, dialogue, profit-related wage-components (MSM since 1977) and varied and rich work. The low number of sick leaves and the longstanding company loyalty prove the motivation: in the year 2002 MSM celebrated a 25-year working anniversary of an employee for the 550th time. The average age is 37 years!

A high degree of introspective verifications additionally integrates the employees into the quality commitments.

3.4.1 Imperative

The 10 Laws of MSM: (see last page).

3.4.2 Social Services

Social services such as pension scheme,relief fund and works doctor have beenthere for decades.

3.4.3 Training

• 8% apprentices and 30% skilled workers in Memmingen are a high potential for quality

• training and familiarizing to new products and processes

• continuous further training within frameprograms or for necessary reasons

• workshops, quality circles, …

“Motivation by Information” is also carried outdirectly by the management:

round of talks,

lean total quality management (90’s: 150employees in 10 events),

conversations with works council, economiccommittee, works meeting, …

Shining Example + Anticipation + Dialogue + Flexibility + 110% QualityRecognation+ Profit-Sharing + Longuevity !


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3.4.4 Answers to Conflicts by Dialogue

3.4.5 Since 1977 Wage-Componentsdependent on Sales and Profit

3.4.6 Measurement

Indications for satisfied employees:

• annual social report

• reports of the works doctor (direct personnel department, works council)

• sick leaves (for decades around and below 3%)

• persons celebrating an anniversary (MSM 2002: 550 with 50, 40 and 25 years)

• low fluctuation of personnel

• sufficient applicants for apprenticeships and good response to job offers

• letter of Metall workers Union to MSM of 9 January 1996: “Exemplary employment and apprenticeship policy”

3.5 Continuous Improvement

The structures do exist - here the framework:• principle of “small control loops”

• principle of “freedom of initiative”, i.e. everyone can bring forward

• vertical groups with multipliers (TQM,workshops, …)

• quality circle with dedicated coordinators

• Steady “ratio”-discussions regarding product, process and comprehensively with program and date-prosecution bycoordination of head of production and production planning. Occasions by newinformation, ideas, price pressure. Open-minded atmosphere is supported.Reality: more ideas as capacity!

• internal suggestion-features

• tracing of results

Q U A L I T Y M A N A G E M E N T S Y S T E M

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4.1 General

The quality management system accordingto DIN EN ISO 9001:2000 is generally validfor the group.

To ensure a fulfilment of our customers’requirements it is necessary to specify andcontrol all processes from the first contactwith the customer to the delivery and to theservice and to arrange them in such a waythat all customers are satisfied.

The QM-system and the accompanyingdocumentation are adjusted steadily corresponding to the changes in theorganization of construction and course ofthings within the company.

4.2 Documentation Requirements

The identification of processes, their applications as well as stipulation of the process sequence and interaction is made via the corresponding procedure-instructionwhich are illustrated in the process sceneryand referred to in the process matrix.

The processes considering the following points are described in the procedure-instructions:

• sequence of actions and interactions between the processes (especially input/output on the interfaces)

• criterions and methods for the effective control of the processes (input)

• monitoring, measuring, analysing and comparison of processes and results regarding achievement of targets and for continuous improvements

• process responsibility

Among other things the QM-documenta-tion contains:• Quality Manual

• descriptions / sequences of processes

• procedure-instructions

• working-instructions

• quality records

• testing plans

• process sequences

• drawings

• organization diagrams

Prior to distribution and release the QM-documents are examined whether they are appropriate. The documentation is examined periodically, if necessary updatedand released again. The state of revision of amendments is marked. All relevantdocuments are accessible to the responsibleemployees via the company’s Intranet. Bythat, the unintended use of invalid QM-documents will be avoided. The details ofthe handling of QM-documents is definedin the respective procedure-instructions.

4 Quality Management System

M A N A G E M E N T R E S P O N S I B I L I T Y

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Leadership means: secure what wasachieved and open new ways.

5.1 Management Commitment

Amongst other things, the managementcarry out their commitment regarding thefulfilment of customers’ expectations by:

• communicating the meaning of meetingcustomers’ expectations as well as statutory and official requirements

• establishment of the quality policy andquality objectives

• structure and maintenance of a qualitymanagement system

• guarantee of the availability of the necessary means

• efficiency and improvement evidences for the QM-system

• information and training of the employees

5.2 Customer Orientation

The customers’ needs, requirements and expectations are established by:

• steady customer dialogue by qualified participants

• evaluation of the customer questioning

• market analyses

• analyses of complaints

• records from product validations

• external quality costs

• ppm-figures

5.3 Quality Policy

The establishment of the quality policy ismade by the management in compliancewith the specifications of markets, applica-tions, products and services of the companygroup. The quality policy is specified in theQuality Manual and published within thecompany in the Intranet as well as by notices. The continuous assessment of thesuitability and the fulfilment is made withinthe scope of the management reviews.

5.4 Planning

5.4.1 Quality Objectives

Within the scope of the managementreviews, detailed and measurable qualityobjectives – basing on the general qualityobjectives of the Quality Manual – are established and adjusted with the qualitypolicy. Then in each following managementreview it is checked whether the qualityobjectives have been achieved and – ifnecessary – new quality objectives will beestablished.

5.4.2 QM-System Planning

When planning the QM-system it is to beseen that the requirements of the DIN ENISO 9001:2000 are met. Changes must notlimit the function of the QM-system.

5.5 Responsibility, Authority andCommunication

5.5.1 Responsibility and Authority

Responsibility and authority are defined by establishing in QM procedure and working instructions, job descriptions and announcements.

5 Management Responsibility


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5.5.2 Management Representative

The appointment of the Head of QualityManagement is made in writing by themanagement by means of a letter of appointment. Responsibilities of the Head of Quality Management are, amongst other

• introduction of QM-system

• general anchoring of the high significanceto meet customers’ expectations

• report to the management

• status report / Q-analyses

• reports regarding internal audits

• reports regarding the quality situation

• statistical evaluation

5.5.3 Internal Communication

The following means will be applied for the communication within the organization:

• regular discussions (e.g. technical discussions between themanagement and head of development,sales-, master- and scheduling-discussion,quality and environment circles)

• statistics, internal notifications, minutesand reports of discussions

• trainings and other internal organizations

• Intranet, information boards and internalmagazines

5.6 Management Review

5.6.1 General

The management review is for the regularassessment of the QM-system as well as for the assessment of the improvementopportunities of quality policy and qualityobjectives.

5.6.2 Review Input

The review of the management comprises:

• immediate handling of customer feedback

• status / certificates of efficiency and sustainability of preventive and correctivemeasures

• process performance and product conformity

• analyses of processes

• need for resources and applying-plans /investment plannings

• external & internal audit results (results from the system and processaudits / evaluation of realized productaudits)

• suggestions for improvement

• analyses of customer contentment

• results of market analyses

• changes which might have effects on the QM-system

• consecutive measures of previous management reviews

5.6.3 Review Output

Decisions and measures related to themanagement review are summarized in the management review report and dealtwith in meetings.


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5.7 Shareholders Objectives

The following is a framework which definessense of duty and contributions of the shareholders and the company’smanagement regarding quality.

Comprising the company, targets are established in writing in KODEX (26 July 1993), Executive Rules and specificagreements (e.g. “cflow” 25 January 1989)on the level of the shareholders:

• long-term preservation, strengthening and extension of the company (“global leadership”)

• high-quality product range (service life, specific data, application of resources)

• best possible equipment

• limited dividends of profits (since the 70’s)

• additional securing of competence andintention development by an advisoryboard (appointed 1996)

• securing of management: family regarding competence like third parties,additionally non-family managers (since the 80’s)

• steady investment in training, markets, products, processes, equipment, organization

• compatibility of economy and ecology

• the shareholder value is understood andcarried out to four parts:

• customer satisfaction • motivation of employees • shareholders • social competence

• If required, new targets of the shareholdersand the management are defined and followed.

• As far as measurable it is planned, measured, compared and correctivelyintervened quantitatively, usually continuously (week, month, quarter year,reports and discussions), but at least oncea year. See target reports of the scopes,balance sheets, reports of the auditors and the management and statistics. These reports are available for the advisory board, the shareholders and the management. They will be discussedand will lead – if necessary – to measures.Qualitative criterions are considered appropriately.

• Since 1998 MSM carries out ISO 14001 –voluntarily and with self-responsibility. Itwould be no problem to pass an audit.

• The partners and the management standup for customer-orientated process conducting. This means that all activitieswithin the company are to be orientatedregarding the customer’s advantage considering economic aspects.

R E S O U R C E M A N A G E M E N T

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Good deeds weigh more than goodexcuses or good demands

6.1 Provision of ResourcesTo maintain and improve the processeswhich finally ensure the customers’ satisfaction, the necessary resources will be planned and provided:

• personnel and apprenticeship

• markets, products and processes

• equipment and real estates

• organization and communication

6.2 Human Resources

Let’s be careful not to assess achievements increasingly negative the longer we know them

6.2.1 General

Personnel performing work which affectsthe product quality shall be competent onthe basis of appropriate education, training,skills and experience.

6.2.2 Competence, Awareness and Training

The personnel is selected carefully andassigned to the particular tasks. By that it is ensured that personnel whosejob affects the fulfilment of the productrequirements has the necessary competenceon the basis of appropriate education, training, skills and experience.

The need of training is determined regularly and provided. The effectiveness of the training measures is rated by assessment sheets.

To achieve the quality objectives by conscious work the employees are motivated by being informed e.g. by meansof notices regarding the scope of the produced devices or during job interviewsand at the end of apprenticeships. Amongst other things the following pointsare required for the documentation of therealized measures:

• job / position descriptions

• plans / evidences of settling-in

• records of dialogues with the employees

• plans / evidences of training

6 Resource Management

R E S O U R C E M A N A G E M E N T

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6.3 Infrastructure

The facilities which are necessary to achieve services and products conforming to requirements have to be determined,provided and maintained. Facilities are,among others:

• buildings, workspace and associated facilities

• equipment, hardware and software

• supporting services (e.g. transport, communication)

6.4 Work Environment

The human and physical factors are determined which helps to fulfil thedemands of the people, products and processes. These factors have an effect on the motivation, satisfaction and contribution of the employees and thus on the company’s performance and reliability. The work environment is arranged appropriately.

The human factors are creative workingmethods, inclusion of the employees, safety(regulations, instructions and protective facilities), ergonomics, social services, etc..

Temperature, humidity, air flow, noise, vibrations, light, hygiene, cleanliness butalso escape routes, etc. belong to the physical factors.

The corresponding responsible persons forthe field are responsible to create – if possible – an optimum for the generalconditions. The heads of administration and production are the contact persons forgood-sense and necessary investments andimprovement projects. Faults and potentialimprovements are put down in writing inthe management review and are taken upwithin the framework of the program for thecontinuous improvement.

P R O D U C T R E A L I Z AT I O N

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7.1 Planning of Product Realization

The planning and development of the product realization is considering – depending on type and extent of the project – the following:

• quality objectives and product requirements (specifications)

• product-specific demand of processes,documents and resources to be introduced

• product-specific verification, validation,monitoring, inspection and test activities as well as criterions for acceptance

• corresponding proof-documentation tomeet product requirements

• anticipative FMEA

• assessments of risks and evaluations ofprocesses (technically, economically)

• releasing criterions for processes

• quality plans

• project development plans

• milestone projects

• certificates of feasibility

• measuring and testing concepts

• logistics concepts

7.2 Customer-related Processes

Customer-related processes are divided in:

Determination of requirements relatedto the product by:• determination of the product

requirements, including delivery and support after the delivery

• as far as we have experiences, recommendation of further features useful for the application

• clarification of statutory and official requirements

Review of Product Requirements:• examination of feasibility (technical,

commercial, qualitative)

• avoidance of contradictions

• establishment of possible product requirements

• confirmation of documented requirements of the customer

• examination of contract

• guarantee that changes are documented,understood and applied

Steady contact persons in the SalesDepartment ensure the communicationwith the customer:• product information

• enquiries, contracts or order handling,including amendments

• customer feedback, including customercomplaints

7 Product Realization

P R O D U K T R E A L I S I E R U N G

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7.3 Design and Development

During planning and controlling the designand development, the following aspects aredetermined according to the type and extentof the project:

• stages of the development process

• evaluation, verification and validation process

• responsibilities and authorities

• providing and updating of the development plans

• regulation of the communication and interfaces between the involved groupsDevelopment inputs related to the productrequirements are recorded. These inputsare, for example:

• functional and performance requirements

• applicable statutory, official and normativerequirements

• previous development results from similar products

• further requirements (price, service life, recycling possibilities)

• adequacy and no discrepancies regarding the instructions

The process management regarding design and development guarantees thatthe development results:

• meet the development inputs

• provide the information regarding the purchasing and provision of productsand services

• refer to the product acceptance criterions

• are systematically evaluated, verified andvalidated. Controlling design and develop-ment changes, the following aspects areconsidered:

• identification and documentation of the change

• evaluation, verification, validation, releaseof the realization

• evaluation of the design and developmentchanges and the follow-up measuresregarding the effects on the product andprocesses

• documentation of the evaluation results


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7.4 Purchasing

Purchased products (services, software,materials and components) are to correspond to the product requirements.The suppliers are assessed as per the determined criterions. The following aspectsare considered regarding the purchasingprocess:

• external product quality

• ability of suppliers

• criterions to select the suppliers, regularassessment and re-assessment

• documentation of assessment

The purchasing information describes the product to be purchased. This descriptionconsiders demands (where appropriate):

• on the release of the product, the procedure, the processes, the facility andequipments

• on the personnel’s qualification

• on the quality management system

To verify purchased products,inspections/activities will be planned andrealized. They orient themselves by thosewhich we apply by ourselves and which verify the requirements to the product.

As far as required, measures and methodsare determined at the supplier for verification.

7.5 Production and Services

To control the production the following isdone:

• determination of product-, process-, date- and quality-assurance-features

• necessary work instructions are provided / made available

• appropriate equipment is made available

• appropriate testing and measuring devicesare placed at disposal

• activities are monitored and measured

• release and delivery of the products areregulated

• post-delivery activities are implemented, if required


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The validation of processes for productionexplains the capability of the procedures. A validation is especially necessary if it is not possible to verify results by the following monitoring and measurement.This concerns all procedures which onlyshow faults after delivery. The validationcontains (where appropriate):

• criterions for review and approval

• approval of equipment and qualification of personnel

• defined methods and procedures

• requirements for quality records (e.g. evidences for machines and processability)

• revalidation if necessary

As far as appropriate, the product is identified throughout the product realization. The particular product statusduring the production can be seen from the order documentation.

If traceability is required it is implementedas per the customer’s instructions.

Regarding the customers’ property the following is to be noticed:

• careful handling (also with intellectual property)

• identification, verification, protection andmaintenance

• actions with damage or loss, documentation (informing the customer)

Both with internal processing and with delivery, the preservation of the productconformity is guaranteed by correspondingidentification, handling, packaging, storageand protection.


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7.6 Control of Monitoring andMeasuring Devices

To control monitoring and measuring devices:

• required testing devices are defined

• the suitability of testing devices is ensured

• regular calibrations and adjustments are carried out

• measuring devices are clearly identified

• the status of calibration prior to applicationis established

• right handling and protection are ensured

• results of calibration are documented

• corrective measures are defined

• should we identify calibration deviations,previous measuring results will be re-evaluated

MEASUREMENT, ANALYSIS, IMPROVEMENT

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Trouble is the reshaping-energy bet-ween objective and reality.

8.1 General

Fundamentally, measurements and statisticsare to be based on standards which can becalibrated. The measurements to be carriedout can be divided into the following categories:

• measurements on the product (establishment of the conformity with therequirements)

• measurements on the product process(establishment of the process conformitywith the requirements)

• measurements on the QM-system, i.e. onbusiness processes and the organization(establishment of the efficiency of processes / system capacity) includingcustomer satisfaction

Demand identification includes the applica-tion of suitable statistical methods.

8.2 Monitoring and Measurement

8.2.1 Customer Satisfaction

Needs, opinion and mood of the customersare monitored by evaluation of steady con-tacts with the customer as well as an activequestioning of the customers.

8.2.2 Internal Audit

Internal audits are made according to givencriterions within planned periods of time.The audits are carried out by independentand trained auditors. The results are documented and analysed. If necessary, corrective measures are determined and the realization is monitored. During the realization also the results of previous audits are being considered.

8.2.3 Monitoring and Measurement of Processes

For monitoring and measuring processes,appropriate methods are determined, applied, examined and if necessary corrective and preventive measures areimplemented. According to the process, different measured variables / means can be applied, such as:

• company characteristics

• process characteristics

• controlling and financial data

• statistical evaluations

• quality records

• work instructions

• minutes of risk analyses (FMEA)

• maintenance and servicing plans and realization measures

• test plans and test minutes

8 Measurement, Analysis and Improvement


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8.2.4 Monitoring and Measurement of Products

The features of the product are monitored,measured, verified and documented inappropriate phases of the product realization. The release follows only after the conformity was determined. Dependingon the feature different methods are applied, such as:

• test plans

• test instructions

• examining / test minutes

• sampling plans (attributive and variable)

• check lists

• comparison samples

• quality records

• special releases by the customer or anauthority (if appropriate)

8.3 Control of non-conforming Products

Non-conforming products are held separately in identified containers, controlled, repaired as far as possible and re-verified, if necessary with specialrelease of the customer. Parts and products which cannot be repaired or used anymore will be disposed of safely.

8.4 Analysis of Data

To measure the suitability, effectiveness andcontinual improvement of the QM-system,appropriate data are collected and analysed.These enable a statement regarding the:

• customers’ satisfaction / dissatisfaction

• meeting of product requirements

• process and product features

• suitability of suppliers

Comparison

As far as available comparative values arefor the assessment of the position and further occasion.


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8.5.1 Continuous Improvement

Continuous improvement is achieved by:

• automatic or event-caused revision of products and processes regarding sustainable avoidance of faults, cost saving, better performance etc.

• coordinated, quick realization of knowledge in the “small control loop”

• application of the quality policy

• realization of the quality objectives

• following-up the results of the audits

• analysis of data

• realization of corrective and preventivemeasures

• realization of the management review

8.5.2 Corrective Measures

To prevent repeated faults, correspondingmeasures will be taken, documented andmonitored:

• faults will be evaluated (incl. complaints ofcustomers)

• causes will be established

• call for action will be stipulated (to prevent repeated faults lastingly)

8.5.3 Preventive Measures

To eliminate the causes of possible faults,the following points will be considered:

• exemplary announcement of knowledgeregarding cause and removal of occurredfaults in representative and relevant circles

• establishment of potential faults (e.g. by FMEA)

• planning of preventive measures

• realization of preventive measures

• evaluation of the taken preventive measures

8.5 Improvement

10 L AW S

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10 LAWS - 2000

1. Customer shall be exceedingly satisfied, so that (s)he likes to come again

2. Treat Customers, Vendors and Employees like welcome GUEST’sGenerous human esteem, Up to dateness, Effective performance, Safety, Timesaving

3. Motivation by information, dialogue, recognition and profitsharing (VIPS)Employees shall like to work with us

4. Promote and challenge abilities and diligence of all employees

5. Confidence and trust through shining example and credibility

6. Do the job on time and better than expected (110%)Rather 3 minutes anticipative thinking than 3 minutes rework

7. Improve persistently in many small steps

8. Do good - so good, that others talk about

9. Care the holistic view: We, for You !

10. Do not search for guilt, FIND SOLUTIONS !

and five more for the expert:

11. Anticipative Thinking in alternatives makes creativeLean TQM and Anticipative FMEA as a key to the competitiveness of our customers

12. Many small closed loop circles in the open system of a learning enterprise➭ information ➭ alternatives ➭ objective ➭ actions ➭ success / learn ➭ next cycle

ISO: ➭ plan ➭ do ➭ meter ➭ benchmark ➭ improve !13. Flat organisation, decentralization, networking

14. Increase efficiency (output / input as per people, time, hard- and software, capital, ppm)

15. Advance projects on different channels simultaneouslyas much team as necessary, as much single action as possible.

REFLECT, PRACTICE, DEMAND EXAMPLES !

“FOCUS ON CUSTOMER’S SUCCESS AND SAFETY”

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Imprint:

Text: Magnet-Schultz

Photos: Foto Ehme - Wertach, Archiv Magnet Schultz Bavaria Luftbild

Printed by: Schöler druck&medien GmbH, D-87509 Immenstadt i. Allgäu

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