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Quality to help our clients

To help our clients optimize quality, to facilitate change in culture and behaviour, to provide the grounds for continuous improvement, and to reduce costs of the organization’s processes;

To make companies aware of the importance of client and employee satisfaction, making a positive contribution to society and being sensitive to the environmental problems.

To use communication as a cohesive force among employees, suppliers, shareholders and clients, establishing programs to increase sales while strengthening the brand name and corporate identity.


Quality Areas:

• Quality Diagnosis

• Quality Assurance

• Quality Awareness

• Total Quality Management

• Advanced Programs and Quality Improvement Tools

• Strategic Planning for Quality

• Management and Evaluation of Suppliers

• Measurement of External Quality

• Environmental Management

• Internal Communication of Quality

• External Communication of Quality


Quality Diagnosis

  • Identification of strong points and areas for improvement.
  • Identification of standards (ISO 9000, etc.).
  • Marketing position and benchmarking.
  • Current situation of the Quality Management System.
  • Quality Audits.
  • Different methodology determined by the type of audit.


Quality Assurance (ISO 9001, 9002, 9003)

  • Definition of improvement goals and establishment of priorities.
  • Personnel trainning regarding ISO 9000 norms.
  • System definition and organization for an improvement.
  • Development of a Quality Manual, General and Specific Proceedures and Registration Formats.
  • Quality Indicators establishment
  • Supervising committee.
  • Quality Systems Implementation
  • Initial plan for implementation.
  • Key processes and provision of resources.
  • Application of PCI trilogy.

Quality Awareness

Programs of Quality awareness training for personnel.

Training programs adapted to each company's needs.


Total Quality Management

The Quality Assurance System, according to the ISO 9000 standards, forms a solid base for the development of a Total Quality Management System.

Selection of the TQM model which best fits to the needs of the company (EFQM, Deming, Malcolm Baldrige, etc.)

Training of management and heads of development of the self-evaluation process.

Evaluation of the company, division or specific department according to the EFQM model.

Identification of strong points and areas of improvement.

Plans for action in areas of improvement. Application for the award.

Evaluation, models and tools for Quality.

Advanced Programs and Quality Improvement Tools

Diagnosis and identification of opportunities for improvement. Cause-effect relations (Ishikawa diagram).

Application of "KAIZEN" systems and value assessment.

• Introduction of the Deming cycle (PDCA).

• Ishikawa Quality Circles (QCC).

• Process reengineering.
• CEDAC system.
• POKA-YOKE systems.
• Quality tools (Shewhart techniques).

• Quantitative tools (numerical data).
• Statistical Process Control(SPC).

• Analysis of variance (ANOVA).

• Experiments design (DDE).


Strategic Planning for Quality

• Prioritization of processes according to critical factors.

• Quality Function Deployment (QFD).

• Client's expectations.

• Product definition.

• Functional specifications.

• Definition of components. Technical specifications.

• Definition of production process.

• Introduction of JUST-IN-TIME system and its tools.

• Labeling (KANBAN).

• Fostering of innovative ideas (SOIFUKU).

• Automation (JIDOKA).


Management and Evaluation of Suppliers

Any Quality System requires selection and evaluation of suppliers; for this reason it is necessary to establish evaluation programs which meet quality requirements in every case.

  • Establishment of the "Client-Supplier Chain" philosophy.
  • Creation of the technical committee for process management.
  • Suppliers evaluation in reference to the Total Quality model EFQM.
  • Establish strong points and improvement areas.
  • Establish charts of the current situation.
  • Incentive programs for Supplier Quality.
  • Relationship with the JUST-IN-TIME system.
  • Evaluation of suppliers by Quality Costs (PQCR).

Measurement of External Quality

  • Establishment of a program to measure Quality Costs
  • Measurement of Prevention Costs.
  • Measurement of Assessment Costs.
  • Measurement of Internal Error Costs.
  • Measurement of External Error Costs.
  • Rating of suppliers by Quality Costs.
  • Establishment of the Purchase Quality Cost Rate (PQCR)
  • Survey of client satisfaction according to TQM models.
  • Detection of needs and expectations.
  • Studies of the competition and Benchmarking.

Environmental Management
  • Environmental Management Systems (EMS).
  • Environmental Management Systems ISO 14001.
  • Integration of the SGMA ISO 14001 in the system of Quality Assurance ISO 9001.
  • Eco-Mangement and Eco-Audit Scheme (EMAS).
  • Launching.
  • Environmental audit.
  • Environmental Statement.
  • Validation of system.
  • Registration to EMAS system.


Internal Communication of Quality

A communication plan focused on educating employees about the advantages of the ISO 9000 quality systems and TQM systems, for daily tasks and for reaching goals. Project for spreading the importance of client satisfaction:


  • Listen and learn from the client.
  • Surveys.
    • Attitude towards competition.
    • Benchmarking
    • Criteria correlation between the company and its clients
    • Opinion polls
    • Clients' complaints
    • Immediate response
    • Compensations
    • Guarantees
    • Analysis of client insatisfaction
    • Corrective actions
    • Differentiating yourself from the competition insures client loyalty
    • Search for new factors to improve positioning
    • Rising tendencies and behavior
    • Plan ahead
    • Media
    • Seminars
    • Quality as a daily work culture
    • Improvement teams
    • Process review
    • Intern-company newsletter
    • A regular way to shape an opinion on quality
    • Posters in the work place
    • Brief messages which inspire action
    • Contests and activities
    • Share a common goal
    • Incentives
    • Opportunity for returns on efforts made
    • Awards and recognitions
    • Cultivate the fostering of individual identity and respect for others

    External Communication of Quality

    Advertising campaigns focused on explaining the aim of the ISO 9000 Quality System as a mean of improvement and guarantee of the certified company. Matching this campaign to symbols and messages of Quality Assurance.

    • The symbol of the ISO 9000 certification and the TQM system as endorsed image.
    • Manual applications.
    • Social activities.
  • Product image and the symbol of certification for brand value
  • Certification as endorsement within a legal framework.
  • Graphic applications for all media.
  • Corporate identity and certification: the company's main asset.
  • Incorporation of certification symbols and logos into corporate identity.
  • Quality as a differential advantage, tied to marketing.
  • Presentation of the advantage over competitors.
  • Spreading continuous improvement.
  • Strategic Plan of Values Transmission and Goals directed towards:
  • Employees.
  • Clients.
  • Consumers.
  • Society as a whole.
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