The heart beats for quality

"Quality management runs through all areas - starting from the management, through work preparation to production and marketing," explains Managing Director Thomas Meister. However, at Servomold, as a manufacturer of high-precision system components for injection molds, the quality promise is explicitly in the details. For our customers, we commit to particularly high quality standards: every tool and measuring instrument is regularly calibrated, whether internally or by external testing laboratories, all documents are kept up to date, down to the ordering and logistics processes that are recorded and documented in the ERP system. "Especially customers from the pharmaceutical and automotive industries adhere to very high standards themselves, so it is only logical that we as suppliers also guarantee them this quality."

To ensure that quality not only exists on paper but is also lived, the responsible individuals in the departments are committed every day to implementing the quality policy. Challenges and problem areas are discussed in regular quality circles and internal audits, action steps for improvement are derived, and constantly reviewed: Does our way of working lead to consistently high-quality results?

"We do not see quality management as a rigid system - it continues to evolve and serves continuous improvement. Therefore, we also operate according to the Plan-Do-Check-Act principle - we assess the situation, implement work instructions, check if everything is in order, and initiate measures if necessary. In this way, we drive the continuous improvement process (CIP) forward."

Changes and innovations are an integral part of this continuous improvement process. However, process optimizations are not always smoothly implemented in companies - after all, there are many work steps that have been done "the same way" for a long time and seem to work well. The fact that it works so well at Servomold is also due to good preparation. "We initially let the established process continue running and in the background set up an optimized workflow - when we switch to the new process on day X, everything is already so well prepared that it usually runs smoothly." For the teams and departments, the optimizations often mean an easier workload, which is why they are well received. The continuous improvement process will continue to occupy us in the future - in the quality circles, we always find a detail that can be scrutinized.