For a company like Paperdì, operating in a highly competitive market and characterized by the presence of large entrepreneurial realities characterized by well-known brands and high competitive capacity, the complete satisfaction of the Customer and his requirements is a primary objective, on which they depend . in the first place the survival of the company, then the image, the affirmation on the market and the success of the organization.
Sharing of objectives
For this reason, Paperdì has always operated since its establishment, placing the full and complete satisfaction of the needs and expectations of its customers before any other consideration.
For an effective policy of protecting customer expectations it is necessary, not only that all employees at all levels share this goal, but that each of them can work in full harmony with the others, having the resources to operate at their best, drawing thus the maximum satisfaction and motivation from the collective recognition of the results that each one was able to pursue according to the set objectives.
In this regard, the Management of Paperdì believes that an effective action to create ever greater customer satisfaction should be pursued by constantly monitoring the degree of satisfaction of its employees, considered in this perspective as a real “internal customer”.
The Quality Management System
The company therefore considered it necessary to introduce, as a strategic decision, and formally apply, as a guarantee and proof of the correctness of its way of operating, its own Quality Management System (QMS), compliant with the UNI EN ISO 9001 edition 2000, internationally recognized, resulting from the evolution of the previous Quality System, compliant with UNI EN ISO 9002, 1994 edition. This system is based on the process approach established by the reference standard.
This, in the belief that compliance with these standards, in addition to providing objective evidence of the quality levels already achieved by the production processes, allows for continuous improvement, based on innovative organizational models, thus providing increasingly efficient services.
The Paperdì QMS is applicable to all products supplied, falling within the product category of disposable paper items intended for the domestic sector and the community and industry (tissue) including, by way of example only, but not limited to, rolls, paper towels, single roll rolls, jumbo toilet paper, medical sheets, spiral rolls, towel rolls, etc.
Discover the 6 MANAGEMENT PRINCIPLES FOR QUALITY, which represent the general objectives of the company
Each employee of Paperdì is aware of the fact that the organization to which it belongs owes its survival and, subsequently, its success on the market, to its customers.
This requires understanding their present and future needs, meeting their requirements and aiming to exceed their expectations. Those who, as managers of functions or activities, are able to perceive customer expectations earlier and better than others, have the duty to report and transmit these perceptions to other members of the organization, starting with their collaborators.
It is the responsibility of the Management and the Quality Insurer to create and maintain a quality management system, consistent with the requirements of UNI EN ISO 9001, ed. 2000, which constitutes a primary reference for the customer, guaranteeing the quality of services and related processes, as well as verifying the effectiveness with which this principle is pursued by measuring the degree of customer satisfaction and acting accordingly to the results detected.
Each objective set by the Management of Paperdì is achieved with greater efficiency and effectiveness when the related resources and activities are managed as a process. The Quality Management System is based on structured methods in defining the activities necessary to obtain the desired results.
To this end, the process has been broken down into elementary activities, the responsibilities for each activity have been clearly established, the criteria for analyzing and measuring the results achieved with the exercise of each activity have been objectively defined, the interfaces of the activities have been identified between and within the functions of the organization, the risks associated with each activity were assessed, both in terms of the effect on the creation of customer satisfaction and in terms of worker safety risk.
Once all this has been done, the elementary activities have been aggregated into a single coherent and inseparable process.
The management of Paperdì and the function managers establish unity of purpose and direction of the organization.
It is their task to create and maintain an internal environment that is able to fully involve the staff in the pursuit of the organization’s objectives.
In this way, all staff will understand and be motivated in the pursuit of the organization’s objectives and goals, the activities will be evaluated, made consistent and implemented in a unified way, and communication problems between the different levels of the organization will be reduced.
The Management of Paperdì has made continuous improvement a permanent goal of the organization. In this regard, on the basis of predetermined objectives, defined by the Management during the Review of the Quality System, implementing appropriate preventive and corrective actions, a system for measuring service quality levels has been implemented, based mainly on quality indicators, periodically detected, on internal non-conformities and customer complaints, as a reference for making decisions aimed at improving the service provided and the organization. All company staff are trained on the methods and tools to pursue continuous improvement.
To the extent that it is essential for the Management to ensure the Quality Management System the resources necessary for its functioning, it is equally essential to protect the most important of these resources, represented by the personnel.
Human resources at all levels constitute the essence of an organization and their full involvement allows them to place their skills at the service of Paperdì.
The company’s staff must be motivated and involved at all levels, must be made responsible in pursuing the objectives set by the Management, must contribute to continuous improvement.
It is the responsibility of the Management to try to understand the expectations and aspirations of each employee and intervene to resolve disputes or remove causes of demotivation, promoting communication, the exchange of opinions and sharing knowledge and experiences.
The organization of Paperdì is an “integrated open type system”, which interacts daily with all external parties, including a prominent strategic role reserved for suppliers, as “co-producers” of the quality provided to the Customer. This approach has the purpose of generating advantages for all the parties involved, conferring flexibility and readiness in giving joint responses to changing market conditions and customer expectations and allows to optimize costs and resources used in the process.
In order to pursue this principle, the Management of Paperdì aims to establish medium-long term relationships with its qualified suppliers, aims to share experiences and resources, to jointly carry out essential phases of process control and data analysis. aimed at continuous improvement.It is the task of the Management of Paperdì to periodically review the quality policy and monitor the degree of pursuit of the six general principles to assess their suitability and relevance, making any changes if necessary.
To achieve the objectives set out, Paperdì engages all the resources at its disposal, making use, when necessary, of external resources, in order to acquire the specialized support knowledge. The Staff of the Paperdì shares the objectives and undertakes to achieve them.