 |
||
|
|
||
|
|
||
|
|
|
|
|---|
Continual improvements of the business management system, products and processes are implemented by the principles of Deming circles from the development of new products, production and sales of products and services in the field of electric energy metering, registration and billing: TOTAL IMPROVEMENT MANAGEMENT
Plan Issues of quality, our attitude to the environment, as well as safety and health at work defined in national, regional and international regulations, acts and standards, are not only the final aim but also the minimum level reached by our company’s products, services and activities. The needs of our customers, interested parties, and competitive position are most important when planning various improvements. Do All our employees make quality products and services that meet the requirements and expectations of our customers and, consequently, ensure business efficiency. The way we perform activities and the products we create contribute to preserving the environment and providing the most favourable conditions for life as possible for future generations, at the same time trying to ensure the right conditions for safe and healthy work. Check Effectiveness and efficiency of the integrated business management system, product quality and options offered by processes are verified by periodic internal and external audits made by authorized institutions and customers, and by audits carried out by the management and supervisory bodies. Audits of the quality system of our key suppliers are also planned and carried out, depending on product requirements and supplier capability. Act All the employees participate, within the scope of relevant knowledge and experience, in this continual process of improving the integrated management system, processes, products and services. The changes that are the basis for improvement are carried out in a regulated way, by risk management, and they reflect the real needs of the Company and our business partners. Dieter Brunner Kranj, 24 November 2009 |
 |
|||||||
 |
||||||||
 |
||||||||
 |
 |
 |
 |
|||||
 |
 |
 |
 |
|||||
 |
 |
 |
||||||
