Because they approached a big quality audit the right way, Fluid Handling Systems' three locations in Europe are not only certified but, for the first time, unified.
When Fluid Handling Systems Europe (FHSE) won ISO/TS 16949 certification in April, it was a major coup. ISO/TS 16949 is the new worldwide standard for quality management systems in the automotive industry. It replaces separate national standards, such as ISO 9001 in Germany and QS 9000 in the U.S.
FHSE makes plastic and steel tubing, quick connectors and injection-molded components for automobiles at three plants in Hockenheim and Marsberg, Germany; and Creutzwald, France. Since TS 16949 certification isn't required until the end of 2004, passing the rigorous audit earlier this year gives FHSE the jump on rival suppliers.
The approach FHSE took in pursuit of certification has conferred a second big benefit. "Instead of three plants and a business center working separately, we've created a feeling of unity among ourselves and in the eyes of our customers," says FHSE general manager Siegfried Baier.
Baier and FHSE quality representative Wolfgang Maier didn't just establish goals, set deadlines and give instructions. They made the certification process as inclusive, collaborative and democratic as possible. Examples:
- Quality managers from all three sites met often to reach consensus on progress achieved and next steps required. A seemingly small detail -- the meeting venue -- paid huge dividends. "Instead of always forcing people to come to the business center in Hockenheim, we rotated the meetings among the three locations," Maier explains. "Sharing the travel time made everyone feel equal and raised everyone's morale."
- Separate 200-page quality manuals for each plant were replaced with a single, simplified 80-page manual. Authorship wasn't restricted to the quality managers; chapters were written by plant experts, circulated for review and revised to include input from the shop floor. Available in German and French, the manual avoids the duplication that clogged previous versions. "The new manual has greater acceptance and is actually being used. It's not just a book in a drawer," says Baier.
- Training sessions were conducted by Maier at each location, with a French translator on hand at the Creutzwald plant. Employees were encouraged to freely ask questions and voice concerns about adhering to the uniform guidelines imposed by TS 16949. The participatory nature of the training reinforced worker buy-in.
Baier credits the entire FHSE workforce in reaching this important quality milestone ahead of the pack. He gives special kudos to Maier and his quality cohorts Pascal Ditsch, Thomas Krenzke and Wolfgang Muehlbauer for spearheading the initiative with unstinting support from plant managers Karl-Heinz Link (Hockenheim), Uwe Wuest (Marsberg) and Patrick Claus (Creutzwald).
The combined effort has transformed the business culture at FHSE. "In the past, departments treated each other like captive suppliers and customers rather than part of a single team," says Maier. "People were quick to cast blame when a problem arose and unwilling to see things from the other person's point of view. Now we see problems as everyone's responsibility and work together to solve them."
Adds Baier, "We undertook the certification process as an opportunity instead of a burden, and that outlook has led to many positive developments."
ITT CEO Lou Giuliano (second from right) presents the ISO/TS 16949 certification plaque to the FHSE team that led the initiative, including (l. to r.) Thomas Krenzke, Wolfgang Maier, Wolfgang Muehlbauer, Karl-Heinz Link, Patrick Claus, Uwe Wuest and Siggi Baier.