Quality
13 years ago, Meccanica CGA began the certification procedure for its Quality System, achieving ISO 9001 in July 1996, QS 9000 in September 2002 and ISO/TS 16949 certification in March 2005. Its current objective is ISO 14001 certification.
This chain of events demonstrates the strategic importance that Meccanica CGA places on the quality of product and process and improvement of the quality management system as a means of achieving this goal.
In addition to the above-mentioned and Certification UNI EN ISO 9001:2000 and ISO/TS 16949:2002 can also boast being a part of the Approved Supplier and Partner List of Fiat · Ferrari · Maserati (Alfa Romeo) · VM Motori (Daimler-Crysler) · Rotax (Bombardier) · Cesab (Toyota) · Lamborghini (Audi) · Brembo · CNH · Lombardini · Magneti Marelli
The Meccanica CGA Quality Mission is based on the following guidelines:
1. Prevention. Program Review, FMEA, Poka Yoke, APQP and Control Plan techniques, whose worth is recognised by the entire automotive industry, represent the main tools that guide the development of a new product.
2. Visibility. Using flow charts, identifying the sequence of events, decisions made and down times of a production process, not only makes the job visible to all operators and internal and external customers alike, but also helps analysis aimed at reducing cycle times, avoiding rework, simplifying inspections and preventing errors.
3. Qualification. Since 1997, for example, accredited bodies arrange for the approval of welding processes, issue special welder's licences and qualify non-destructive magnetic particle and liquid penetrant testers.
4. Guided growth of acquired suppliers by the quality and outsourcing departments in order to ensure that they are capable of meeting the quality levels requested by our customers.
5. Monitoring. Thanks to the invaluable assistance of leading players such as Zeiss, Mitutoyo, Taylor Hobson, etc., the state-of-the-art equipment is an effective aid to product measurement and control at every stage of the production process.
6. Intellectual capital building , ensuring that know-how is shared, disseminated, and internalised, becoming an intrinsic part of innovation and improvement throughout the company.
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