Qualitätsmanagement. Das Unternehmen Siemens AG Österreich Siemens Qualitätsmanagementsystem. Workshopreihe Unternehmensqualität 2013

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1 Qualitätsmanagement Das Unternehmen Siemens AG Österreich Siemens Qualitätsmanagementsystem Workshopreihe Unternehmensqualität 2013 Quality Austria, Zelinkergasse am Markus Stelzhammer, Qualitätsmanager der Siemens AG Österreich

2 Siemens AG Österreich 7431 Mitarbeiter davon ca in Siemens City Umsatz: 2.41 MioEUR Verantwortung für den Cluster Central Eastern Europe: Armenia, Austria, Azerbaijan, Bosnia and Herzegovina, Bulgaria, Croatia, Czech Republic, Georgia, Hungary, Israel, Kosovo, Montenegro, Republic of Moldova, Romania, Serbia, Slovakia, Slovenia, Turkey and Ukraine Seite 2

3 Unsere Unternehmensstruktur Energy Healthcare Industry Infrastructure & Cities Sektorübergreifende Aktivitäten Fossil Power Generation Oil & Gas Energy Service Power Transmission Wind Power Solar & Hydro Imaging & Therapy Systems Clinical Products Diagnostics Industry Automation Drive Technologies Customer Service Metals Technologies SIMEA Rail Systems Mobility & Logistics Low & Medium Voltage Smart Grid Building Technologies OSRAM* Financial Services Siemens Real Estate Forschung und Entwicklung Corporate Technology Wesentliche Beteiligungen Siemens VAI Metals Technologies ** Operativ vom Stammhaus geführt. Stand: Seite Jänner Stelzhammer, Cluster CEE SAGÖ 2013 QM Seite 3

4 Cluster Central & Eastern Europe Overview Cluster CEE 19 countries 15 regional companies 5 representation offices employees 8.8 bn turnover 91 companies 26 manufacturing sites Area: km² Population: mn GDP: 1,771.3 bn Growth GDP (real): 2.7% Key - Economic indicators for GDP Growth in 2012 Seite Seite 4 4 January 2013

5 Qualitätsmanagement bei Siemens Vision & Strategie, Entwicklung des Qualitätsmanagementsystems Seite 5

6 Our Vision and Our Values Siemens the pioneer in Energy efficiency Industrial productivity Affordable and personalized healthcare Intelligent infrastructure solutions Our values Responsible Committed to ethical and responsible action Excellent Achieving high performance and excellent results Innovative Being innovative to create sustainable value Seite 6

7 Siemens Quality important cornerstone of our brand Siemens Quality passion for excellence! Infrastructure & Cities Siemens Quality value for our customers! Recent customer awards for Siemens Industry Energy Healthcare brand Constantly meet customer expectation to ensure loyalty "Quality is our benchmark for determining the degree to which our products, projects and services meet customer requirements in terms of functionality, performance and price" Avoid quality incidents Excellence inspire with by meet implied, contracted and inspiring requirements Seite 7

8 One Siemens Quality Vision Siemens stands for world-class quality! Quality Vision Quality Principles Quality Strategy Siemens stands for world-class quality Quality is determined by our customers Quality means understanding and exceeding customer expectations Quality starts at the top Quality is a value of all employees Quality needs to be integrated into products and processes at an early stage Quality is a matter of measurement and transparency Quality needs continuous improvement Implement the Mandatory Elements of the Siemens Quality Management and continuously improve Product-, Process- and People Quality Seite 8

9 Implement Mandatory Elements to continuously improve and achieve business impact Quality organization and people Quality management system Processes Products & services Customer impact of QM Business impact of QM Disconnection QM and Business This is not enough! That s what CEOs expect from world-class Quality Managers Source: CQM Seite 9 Implement Mandatory Elements to continuously improve

10 Quality Management history at Siemens Product testing QM system (ISO) TQM Siemens QM Quality Management was continuously improved Note: TQM: Total Quality Management; EFQM: European Foundation for Quality Management Seite 10

11 Structure of 9 Mandatory Elements of Siemens Quality Management Q-methods SIEMENS Quality Strategy I quality culture Excellent Processes Quality standards Customer 1 2 in Processes and 3 Integration Projects Quality-based Supplier Management II Quality Controlling 4 5 Business-driven Quality Planning Focused Quality Reporting III Mindset and Outstanding Capabilities 6 7 Continuous Improvement Comprehensive Qualification for Quality IV Leadership for Quality 8 9 Spirit by management involvement Control and support role of Quality Manager Seite 11

12 Anforderung an ein Unternehmen Treiber der Qualität Eigentümer/Shareholder: SOA KontraG HGB IFRC USGAAP... Vertrieb Strategie Organisation = System PM Beschaffung Governance Entwicklung Produktion Logistik Controlling Service Kunde/Markt: ISO9001 ISO14001 OHSAS18001 ISO13485 SCC IRIS ISO Mitarbeiter: AschG Work law Employment agreement... Human Ressources Gesellschaft: EMAS ISO IT Lieferanten/ Partner: Contract Payment Liquidity... Seite 12

13 Integrated Management System (IMS) Integrated Management System Policy & Goals Education (seminars, certification) Health & Safety BS OHSAS Additional Standards e.g.. SCC; ISO13485 Quality ISO 9001 Siemens spezific standards Environment & Energy ISO 14001, ISO Excellent Integration-foundation Knowhow transfer (publications, congresses, communities) Seite Certifications, Assessment, Validation (systems, projects, products) (vgl. Quality Austria Modell IMS)

14 Our Integrated Management System (IMS) approach ANALYSIS & ASSESSMENT of quality, environmental- and health & safety relevant aspects continuous improvement POLICY, GOALS, PROGRAM Quality Environment / Energy Occupational Health & Safety correction & prevention measures regarding non-conformities IMPLEMENTATION PROCESSES & PROCEDURES CONTROLLING Audits Assessments Internal Control System Management Review responsibilities, documentation, communication, controls, etc. Seite 14

15 Integrated Management System (IMS) Practice Examples Q-&EHS assessment matrix Q-&EHS goals & program MM - Systemdocumentation Management Manual Seite 15

16 How does this work in practice? Two aspects are particular important to me: cooperative interaction and the personal respect to each other. Further important is the consequent implementation of decisions which are made. Last but not least: If we recognize that something going wrong we define corrective measures. Faults can happen - we are humans but we have to learn about it. Letter Industry Sector CEO Prof. Dr. Siegfried Russwurm Seite 16

17 Danke für Ihre Aufmerksamkeit! Markus Stelzhammer Leiter Quality Management Siemens AG Austria Head of CEE Quality Management E.Mail: Seite 17