Securiton passed the audit in October 2001 and was awarded the new SQS certificate in line with ISO 9001:2000. While we are pleased with this, there is no time to rest on our laurels. Weak points will be addressed in a targeted manner and our processes dynamically adapted. The management processes are important here: Leadership, collaboration and deputising as well as conflict resolution and self-direction will become even more important.
The Securiton process management system (PMS) was audited in mid-October 2001 by two auditors from SQS (Swiss Association for Quality and Management Systems) in accordance with the new ISO 9001:2000 standard. The audit was conducted in a constructive atmosphere and was very successful for us, although some documents were not yet available in definitive form. The new ISO 9001:2000 certificate is valid until 1 November 2004, and is both an award and a challenge for our company.
Management process even more important
With the transition to the new ISO standard, there has also been a significant shift in the questions of our auditors towards the management process. In this context, leadership, collaboration and deputising as well as conflict resolution and self-direction will be given even more importance in our process management system (PMS). While this is nothing new, these elements should be addressed more at all levels. Every person in the management team is both a manager (FV) and an employee (function holder = FI). This dual role provides clear tasks that everyone must perform consciously. Similarly, the interpersonal and cultural dimension of leadership should not be neglected. The consistent implementation of the management model strengthens independent action at all levels, supports competitiveness and ultimately secures our success.
How can we make other improvements?
By the end of 2002, we want to deepen the understanding of “leadership and collaboration” among all employees on the basis of the management model. In addition, the continuous improvement process (CIP) is also being further developed across all divisions. Of course, our “cockpit” (balanced score card) also helps us here, with quarterly comparative figures on customers, processes, employees, management and success factors. Only if we continue to develop consistently will we be able to survive in the long term in the face of international competition. To achieve this, we need the active support of all employees as well as our suppliers, both internal (Securitas Group) and external.