Flow Control business unit. Commitment to quality, environment, health and safety

Transcription

1 Flow Control business unit Commitment to quality, environment, health and safety

2 Table of Contents Preface Policies, principles, and guidelines Company policies... 4 The quality policy and objectives of Flow Control business unit... 4 Environmental policy... 4 Environmental objectives... 6 Safety policy... 6 Human resources policy... 7 Management principles... 9 Our mission... 9 Our vision Our values Code of conduct... 8 Management system...10 Strategic planning Continuous improvement Responsibility & authority Business models and processes Marketing process...13 Innovation and lifecycle management model...13 Innovation process Lifecycle management process...13 Supply chain models Sales and operations planning...14 Sales process...14 Inquiry and quotation Contract review Order and supply management...16 Project management Engineering Procurement Manufacturing Logistics Customer support processes...17 Internal support processes

3 Preface This document addresses Flow Control business unit s commitment to its customers, employees and interested parties regarding quality, environment as well as health and safety. This document defines the entire business processes as a flow from customer requirements to the products and services provided. Our business unit is comprised of Neles, Jamesbury and MAPAG product lines supplying valves for energy and hydrocarbon industries and for pulp as well as for paper industry. We are operating in five sales & service areas: Europe, Middle East and Africa, Asia-Pacific, China, North Europe and South America having sales and customer support units in 34 countries worldwide. Flow Control provide complete field system solutions and project services for all phases of the customer s buying cycle. Our core offering comprises of control valves, automated on-off valves and safety valves as well as intelligent positioners and other valve related instrumentation. We have the capability to carry out global project sales and project execution and we can provide the full life time support to our products with associated services and plant asset management solutions. Flow Control organization is composed of three product lines and five customer-focused sales and service areas, key account management, supply operations, services and business unit management. 3

4 Policies, Principles, and Guidelines Policies, principles, and guidelines Company policies The quality policy and objectives of Flow Control business unit Our target is to ensure customer satisfaction and loyalty. We aim at fulfilling the quality requirements agreed with the customer and delivering products on time. We continuously improve our processes and operations. We take quality personally, in other words, everyone is responsible for the quality of his/ her own work and responsible to follow the given instructions. The quality policy is communicated to the whole organization and it is made approachable to everyone in the business unit. Markku Simula President, Flow Control business unit Environmental policy Metso s Automation business line globally engineers, manufactures and markets process systems, field systems & equipment and related solutions & services. Co-operation with other Metso businesses and recognized partners is a vital part of the business. We develop products and solutions to be eco-efficient and safe to use. By eco-efficiency we mean minimized use of raw-materials and energy, eliminated emissions and durability of solutions. We continuously improve our own environmental performance by maintaining management systems according to ISO or similar. We encourage innovations for developing new eco-efficient solutions. We aim to increase the environmental competence and commitment of the personnel through training and dialogue. We set environmental targets to our supplier network for employment of ecologically sustainable methods. We follow Metso s environmental policy having focus on International Chamber of Commerce Business Charter and full legal compliance. 4

5 Policies, Principles, and Guidelines 5

6 Policies, Principles, and Guidelines Environmental objectives Metso s Automation business line develops eco-efficient solutions and services Our aim is to get intra-metso co-operation to create systems and products to control the usage of raw-materials and energy, the quality of process waste and other emissions and to improve safety. We recognize eco-efficient solutions in marketing to increase their share in the business. We continuously improve our own environmental performance Our aim is to develop our processes and activities so that waste and emissions are reduced and their harmfulness to environment is eliminated. Our goal is to certify to ISO or similar all units that have significant environmental impacts. We increase the environmental awareness of our personnel and suppliers Our aim is to increase the environmental commitment and competence of our personnel through training and dialogue. Our goal is to find suppliers that employ best available technique (BAT) and to include environmental targets in agreements. Each business unit s own environmental objectives are based on the environmental objectives of Metso. Safety policy Safety is an essential element of all our activities in Metso. Safety helps to improve our productivity, cost effectiveness and job-satisfaction. Safety is also the basic requirement for creating a good company image and top quality. We maintain and develop safety in our own operation. We also make sure that our products meet the high international safety standards. By anticipating risks we increase safety, the mental and physical well-being of everyone, and minimize losses caused by possible damages. By means of common goals we ensure the safety of our operation which is continually evaluated and developed. We comply with safety regulations and directives, and we actively develop our expertise in order to improve the safety of our personnel and the work environment. 6

7 Policies, Principles, and Guidelines Human resources policy The success and growth of Flow Control business unit are based on competent, enthusiastic and thriving personnel. We are continuously defining and classifying the current and future competencies. Each individual will be given the opportunity to learn new skills and competencies. Professional and personal development will be supported within the organization. In view of the future it is important to take an early initiative and to ensure that we will also have necessary know-how and resources in the years to come. Participation, clear decision-making and an open climate guarantee that everyone is able to understand the goals of Flow Control business unit and his or her own role in their achievement. We always aim for top performance and support the achievement of this goal by all possible means, for example by giving and receiving continuous feedback. Our reward and recognition systems reinforce the accomplishment of our objectives. Every Flow Control business unit employee has an equal right to receive all necessary information he or she needs at work without any difficulty, and will also to be able to utilize it. Everyone in our business unit must be treated honestly and his or her individuality respected. We welcome and represent a diverse workforce and we actively recruit and promote employees based on equality. 7

8 Policies, Principles, and Guidelines Code of conduct These principles also form the basis for discussion on the future development of the Metso s operating methods, with reference to the following issues: Integrity Compliance with laws and regulations Quality and excellence Fare competition and compliance with antitrust legislation Transparency and openness Human rights Equal opportunities and non-discrimination Intellectual property and company assets Rejection of corruption and bribery Occupational well-being and safety Community involvement and sponsorship Protection of the environment and abatement of climate change Ethical standards of our suppliers Implementation 8

9 Policies, Principles, and Guidelines Management principles Our vision is to give the best value and services to our key customers and to become the industry benchmark. Our mission To provide valve technology solutions and services which make our customers processes more efficient, reliable, cleaner, and safer. Our vision We shall be recognized as the industry benchmark for providing products and services to our target industries. Be the best-in-class in lead time, product quality, on-time performance, project management and customer satisfaction. Become an established supplier to the power and oil & gas industries. Our values Our values consist in customer s success, professional development, profitable innovation, and personal commitment. Code of conduct We follow the ethical principles described by Metso s corporate culture, its established business practices and procedures, and its commitment to the principles of sustainable development. 9

10 Policies, Principles, and Guidelines We take quality personally Management system Our integrated management system sets out the ways in which the company operates. It has been created to meet the requirements of quality, environment and health and safety management criteria. The management systems effectiveness is evaluated regularly using internal and external audits and reviews as well as tools provided by the system. Strategic planning Our strategic planning is an ongoing process and follows an annual cycle. The strategy is implemented by Management Agenda, which contains strategic targets and actions both for individual units and cross-functional layers. The actions are incorporated into action plans of organizations and furthermore broken down on activity level and set as personal targets. The management agenda is followed up on monthly basis and personal level targets twice during the annual cycle. Continuous improvement The concept of continuous development is related to the management of business processes and actions. Development is done by development projects. In addition to feedback systems explained below, the information about the processes performance or improvement needs is collected from customer and employee satisfaction surveys and process measurements. We analyze this information and take required preventive or corrective actions. Essential part of continuous development is operating through feedback systems and corrective and preventive actions related to them. Customer claim and feedback system aggregates all customer claims and feedback from customers and sales organization transmitting information to the responsible organization, which takes care of the corrective actions. Internal feedback system makes it possible for all activities inside the company to give feedback to each other about needs to improve the activity. Theinternal feedback form is filled in Claim Corrective Actions database and sent to the activity where improvements are needed. Sender has the responsibility to follow that corrective actions are done and are effectively. Auditing system collects information about the performance of business processes and about our capability to meet the requirements of ISO 9001 and ISO 14001standards as well as the requirements of PED and ATEX. All non-conformities and corrective actions are registered and results are reviewed in the following audits. Corrective actions for the non-conformities are on the responsibility of the audited activity or some other activity when specially assigned. 10

11 Policies, Principles, and Guidelines Responsibility & authority Every employee is responsible for the quality of his or her own work, which means that it is necessary to: Be aware of what is required on the job. Have the knowledge and resources to be able to perform their work accurately. Have the opportunity to evaluate the result of one s work and be able to influence it. It is the responsibility of each superior to ensure this. Every employee has the right to regularly receive performance feedback to analyze results. 11

12 business models and processes Business models and processes All activities in this document are described as part of a process from customer requirements to the products and services supplied. A process is defined as a set of inter-related resources and activities, which add value to an input to meet the requirements of internal and external customers. Actions to improve processes are taken to increase the effectiveness and efficiency of these processes in order to provide added benefits to both the company and its customers. Continuous improvement methods facilitate corrective and preventive actions, and the use of statistical techniques. Established procedures for non-conformity handling, corrective and preventive actions as well as customer feedback management are in place. 12

13 business models and processes Marketing process Marketing is a management process that helps the corporation and its business lines to achieve their strategic goals. It aims to identify customer perceptions of the business unit, its products and services, to distribute them internally within Flow Control business unit in order for us to be able to respond to the needs of and challenges set by the customers. Market and customer research and analyses are used continuously and systematically in this process. We emphasize the uniformity and customer-orientation in all general and marketing communication. Press contacts, advertising, trade fairs, technical seminars and all types of customer events are examples of the ways and means we use to promote our business unit and its products in the marketplace. Innovation and lifecycle management model Innovation and lifecycle management develops new products and services and manages product or service through different phases of its lifecycle (e.g. ramp-up, maturity, end of life) and discontinues products and services in a controlled way ensuring the highest possible profitability to the product or service. Innovation process Our global leadership is the result of continuous investment in its technological assets. The company s employees and facilities are dedicated to identifying and delivering superior value to the automation market and industries. It is this approach to research and develop that has created innovations to bring additional value to our customers. Our innovation process creates competitive, high quality products, services and process solutions for the market. It finds environmentally sound solutions in industries making to support the business unit s technology. Effective environmental management is considered essential to our operations. Documented procedures are to be used to define specific project plans, covering background, objectives, life cycle aspects, resources, time schedule and budget. During the entire project, each project plan will be updated. Verifications are required to review the design stage documents before release. Validation is required to prove performance under anticipated running conditions. Such activities are strength calculations of components and laboratory trials for testing new constructions (e.g. valve fire testing, wear tests for materials, field and cavitations tests, corrosion tests, etc.) We aim at to become a knowledge-based technology company. Alongside this change, we create opportunities for future growth. We create added value for our customers by enhancing our role in the development of their business operations, services and core processes. Lifecycle management process Lifecycle management process describes the way to control products, services and spare parts and it is a direct continuation of the innovation process. The process divides the lifecycle of products, services and spare parts into four main steps: active, full support, limited support and obsolete steps. This enables systematically control the activities and lead to improved customer satisfaction. 13

14 SUPPLY chain models Exceeding customer expectations Supply chain models Our supply chain is composed of three business models: day-to-day business model, project business model, and service business model. These models are implemented using the following processes. Sales and operations planning Sales and operations planning effectively fulfills customer needs by forecasting and planning customer demand and planning supply resources based on demand plan and supply constraints. Sales process Customer requirements and needs are defined before specifying the scope of delivery. Inquiry and quotation Flow Control business unit maintains procedures to ensure that inquiries are dealt with in a correct manner, i.e. resulting in a quotation or a decision to decline to offer. In the case we decline to offer, the customer shall be duly informed in writing. Quotations are properly dealt with to ensure technical and commercial accuracy. All quotations shall be based on a thorough analysis of customer requirements. Contract review Promises, verbal or written, shall always be fair and realistic in order to achieve the quality objectives set forth in the quotations. Orders shall be reviewed by the responsible person(s) before delivering order acknowledgement to ensure the requirements and specifications are adequately defined, unambiguous, correctly documented and can be realized by the organization. 14

15 SUPPLY chain models 15

16 SUPPLY chain models Order and supply management The input to the delivery process is an order from the customer. An order/contract review is carried out to check that the customer requirements are properly documented and eventual deviations from and additions to the quotation are clarified before delivering the order acknowledgement. Project management If the customer order is handled as a project, it will be carried out according to the project business model. In practice this means that the project has a nominated project organization to follow up the project and report continuously on the progress of the project to the customer. The project manager is, as a part of project business model, also responsible for creating a project quality plan for the project to make sure the customer requirements are fulfilled. The feedback of the projects are received and analyzed by carrying out the customer feedback studies and lessons learned practices at the end of the projects. Engineering Engineering executes those design activities necessary to fulfill customer requirements as stated within a specific contract. Applicable safety and environmental requirements are integrated into the product. Procurement We seek to create and maintain business relationships with suppliers that strengthen our own competitiveness while simultaneously benefiting both parties. We have created documented procedures for procurement activities. We evaluate suppliers from a quality, environmental, technical and commercial point of view. We store and maintain the quality records of accepted suppliers. Purchasing data shall clearly specify technical and commercial terms along with product safety requirements. We verify purchased products to ensure the compliance with customer needs. We shall follow the performance of our suppliers and take necessary actions in co-operation with our suppliers. Manufacturing The various stages of production will be carried out with professional skills, using machines that are appropriate for the work, and taking into account our instructions and standards as well as the ones of our customers. In special processes, case-specific instructions for the work and inspection will be followed. We pay attention to the identification and traceability of materials and products, process verifications (by operators) and to the handling of non-conformity. We have the quality reports 16

17 SUPPLY chain models available to confirm that the proper procedures have been followed during the manufacturing process. During the assembly procedures, applicable tests are made, e.g. pressure and leakage tests and performance tests in accordance with separate test instructions. We package the products with consideration given to the mode of transport, storage time and customer-specific requirements in environmental-friendly wooden or cardboard cases. Instructions for recycling the packages are also available. Logistics The internal and external logistics is carried out considering the possibility of damage. Especially, when transferring and transporting heavy metal items the protection of finished surfaces is well taken care of. Customer support processes Flow Control services help end-users to maximize the performance of their processes and optimize the total cost of ownership with Metso s world class know-how and end-to-end service capabilities. Flow Control services generate repeating value through lifecycle service concepts enabling long term customer relationships and higher customer loyalty. The service concept consists of performance, availability and engineering services. Performance services consist of performance optimization, monitoring and environmental services. They help to increase the production efficiency and optimize quality, and at the same time improve the environmental performance. Maintenance, upgrade, and spare services form our availability services. Availability services offer a path to maximize the assets availability, and help to optimize their total life cycle cost. Engineering services are divided into project and engineering as well as training services. These services lead the customer through projects in time, within budget and ensure fast and smooth start-ups with minimized risk. Internal support processes Support processes create solutions and processes that enable the function and improvement of the management system, business processes and single employees as well. Our internal support fields cover human resource management, information technology management and finance. By unique procedures and support process solutions, we strengthen external actions towards interested parties and internal co-operation, communication and knowledge management. 17

18 Metso Automation Inc., Tulppatie 1, P.O.Box 310, FI Helsinki, Finland, tel , fax , Quality Commitment 11/2009 vrs 1 Metso Automation Inc.