ISO 9001 Quality Management

In this sense, LiDi Reflexionoren GmbH works in accordance with ISO 9001

Typical quality management tasks include a wide range of activities aimed at ensuring and continuously improving the quality of products, services and processes in an organization. The typical quality management tasks are closely linked to the QM goals - both are mutually dependent.

The improvement and standardization of processes - keyword "CIP" - are central goals in ISO 9001 quality management. Identifying inefficient or error-prone processes and implementing measures for continuous improvement are therefore important tasks in quality management. For this it is also necessary to develop quality guidelines and procedures, to set quality goals and to regularly monitor their achievement. But customer satisfaction is also one of the central objectives of quality management. Companies can achieve this goal with a quality management system that not only implements the requirements of ISO 9001, but also the demands of interested parties, as well as conducting customer satisfaction assessments.

LiDi Reflexionoren GmbH works according to the 7 principles of quality management ISO 9001

The quality management standard series 9000ff shows much more clearly than before that the introduction of a quality management system does not only mean meeting the requirements of the standard on paper, but above all that it represents a strategic decision by top management. The standard is based on 7 principles that can be seen as cornerstones and guidelines for management actions:

1. Importance of customer orientation in quality management

Customer orientation is one of our most important principles of quality management. LiDi must identify the wishes and expectations of our customers and relevant interested parties. Then evaluate whether they have fulfilled these requirements.
The goal should be to exceed customer expectations. After the service has been provided, customer perception should also be determined and their satisfaction assessed. Customer orientation is intended to strengthen customer loyalty and enable the company to adapt more quickly to the changing requirements of customers.

2. Management

When a quality management system is introduced in the company, management has a control tool at hand. It is therefore clearly the responsibility of management to maintain and strategically develop a quality management system. Top management must therefore take action themselves and align the system with the company's purpose in general (such as shared values, mission statement, ethics) as well as with the respective goals in detail. Top management should actively assume accountability for everything.
This principle in quality management promotes the culture of trust and shared commitment. Since everyone involved can concentrate their actions on the given direction, the company's goals are achieved more effectively and efficiently. The prerequisite for this is that employees are provided with the necessary resources, competence and the necessary authorities. The associated ability to act also contributes to greater employee motivation. Furthermore, the role model function of managers at all levels is a decisive factor for success. The main advantages of this QM principle are as follows:

3. Commitment of people

At all levels, people and employees make up the essence of a company. Because their complete inclusion makes it possible to use all existing skills to benefit the company. In order to achieve short, medium and long-term goals, each individual employee with their specific skills and abilities is important. Therefore, a corporate culture was created that aims to include all employees according to their abilities and to appreciate the value of each person. This involvement of employees in operational processes increases motivation as well as commitment and trust in the company. Ultimately, satisfied employees are more willing to take responsibility and actively participate in improvement processes. The prerequisite for implementing this principle is the promotion of competence and ability. The benefits that LiDi has from employee engagement are as follows:

• Satisfied staff
• Increased trust and better collaboration
• Greater staff involvement in improvement
• Understanding of quality goals and increased motivation to achieve them

4. the process-oriented approach

The system should reflect the actual operational processes and their current best options. A desired result can be achieved better if related activities and associated resources are managed and directed as a process. In order to do justice to this goal of ensuring a consistent and repeatable quality standard, the company processes were defined. The process orientation also creates greater transparency. This means that the use of resources can be optimized, possible sources of error can be identified and, as a result, quality-related costs are optimized. Recognizing, understanding, managing and directing the entire system with its processes is the prerequisite for the company's efficiency in achieving its goals. Thanks to the process-oriented approach, LiDi benefits from the following advantages:

• Achieving consistent and predictable results through the quality management system
• Reduction of barriers between departments, better control of processes, optimized performance, efficient use of existing resources
• Alignment with key processes

5. Improvement

Continuous improvement is the prerequisite for the sustainable development of the company. Successful companies perceive the changes in internal and external conditions as an opportunity and then improve their processes. This then leads to better products and/or services. In addition, introduced processes should be regularly questioned and aligned with the changing demands of customers. However, the need for improvement can also arise from the experiences and knowledge of the employees, which, for example, point out the risk of errors. If the principle of improvement is consistently implemented, the company's performance potential can be significantly increased.
At LiDi, this is reflected in the improvement of capabilities by optimizing active power, minimizing apparent and reactive power, and eliminating erroneous power. The process of improvement is defined by a step-by-step approach in accordance with the PDCA cycle. Suggestions for improvement from employees or working groups are requested in Kaizen. The suggestions are then checked for usability and evaluated in order to incorporate them into operational processes if the overall assessment is positive. This results in a constant cycle of planning, activity, control and improvement: the PDCA cycle.

This means that all processes in the company are constantly analyzed and improved. The advantages that LiDi derive from this principle are as follows:

• Better ability to manage internal and external risks
• Focus on determining root causes and corrective actions
• Higher process performance and “lessons learned” through better information
• Motivation through improvement success

6. Evidence-based decision making

Effective decisions are based on the analysis and evaluation of data and information (numbers, data, facts = ZDF instead of all the talk = ARD). This is the only way to ensure that all important aspects are included in the company's decision. Actively controlling a management system based on facts helps to understand the connection between cause and effect and the resulting consequences. The statements of numbers, data and facts can be compared with intuitive decisions to obtain a sustainable result. It is also important to record the basis for the decision in order to be able to retrospectively evaluate the effectiveness of certain measures. This results in the following advantages:

• Optimization of the decision-making processg
• Better recognition of the effectiveness of decisions already made
• More accurate assessment of performance
• Better effectiveness and efficiency of operational measures