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Continuous improvement.
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CONTINUOUS IMPROVING == PROCES OF INTERNAL COMPANY EFFICIENCY & EFFECTIVENESS IMPROVEMENT + CUSTOMERS AND OTHER PARTIES SATISFACTION IMPROVEMENT Our Company creates, improves and consequently assures its quality products through the processes network . The Quality Management is performed through the process management which reflects the Company's culture enabling the continuous improving. An essential strategic element stands in day by day improvement of the abilities to create value implying accordingly the continuous process improvement to create value. The continuous improvement of the products & processes quality become a frame of mind - a daily concern for all employees , being reflected by approaching new organizational workplaces & assessment methods .We have identified improving areas and for the time being we are selecting alternative solutions. By developing new EXCELENCY instruments this led us to remarkable performances.

  • The 5S methodology had as result the creating of a clean, healthy & hygienic work environment , employees spirit and motivation improvement, useless type elimination, stressed work reduction and release from the work area.
  • The "Six Sigma" methodology was implemented to keep under control the process variation and also to get a reliability and added value to customers. To reach the "Six Sigma" level a process has to produce less than 3.41 defaults at a million of opportunities. Our Company has four employees helping "The Green Belt". They graduated The American BMG University ( Breakthrough Management Group) ;
  • The benchmarking - as product and process continuous measurement procedure, compared to leaders in the field - is often applied within our Company. The competitors rigorous and systematic study encouraged us towards improvement actions and facilitated the weak points removing;

 

  • Lean production - was and still is focused on clearing away the whole losses out of production. There have beed reduced the loses generated by: stocks, waiting times, processing adding no value, personnel inadequate using. It is still continued the identification of those process areas where are revealed large prelevance non-productive time.
  • TPM was an approaching totally based on prevention and had as purpose to ensure the effective running of production equipments. TPM has involved in this activity all the departments throughout all the levels. TPM was thought as "deterioration prevention" and not as equipment repairment , implicit meaning the losses curtailment
  • 8D (8 disciplines) - procedure applied in all the Company fields , in the relation with the customers, suppliers and interdepartmental - reveals the successful running of any work team, multidisciplinary crated to solve the problems
  • SPC is practiced to appreciate the production process and acting upon it and to improve the qualitative level. Advantages of applying SPC are: losses reduction through non - conformities , reducing the control expenses , measurement of the product quality constancy degree
  • AMDE - interactive method of performances continuous improvement - has as purpose the identification of the defaults whose features can affect the system running , the diminishing of potential defaults into a practical application , cost reducing by diminishing the default probability default.

The improvement methods of system and process performances are established and refers to the planned objectives , indicators or performed activities. Permanently we find improvement opportunities; this might be the reason for which we passed the stage of "ensure the conformity" with that of "being excellent".