SAFT BORDEAUX MANAGEMENT SYSTEM MANUAL

Transcription

1 SAFT BORDEAUX MANAGEMENT SYSTEM MANUAL OUR ACTIVITIES OUR COMMITMENT OUR OPERATIONS The scope of our management system The scope of the Management System covers the Bordeaux site (Plant, System development unit (SDU) and Li-Ion development), (with the exception of the research department and the Support & Services Unit), and activities which take place at the Bagnolet site (sales and marketing). The range of our management system The management system includes company activities which lead to the manufacturing of products and services that correspond with the set requirements. This is namely, the sales, marketing, design, development, industrialization, production and the aftersales service of Ni-Cd, Ni-MH and Li-ion technology cells and batteries. No exceptions have been identified, although Saft Bordeaux may request either partially or fully outsourced services. These activities however remain managed within the system. Bordeaux site Contact Details , boulevard Alfred Daney, Bordeaux Cedex (0) (0) N de SIRET: NS Revision aj May Page 1 on 12

2 OUR ACTIVITIES The Saft Group Saft is a French company which was established in It is today the leading designer, developer and global producer of high technology batteries for industrial and defense applications. The Saft head office is located in Bagnolet (France). The group has 15 manufacturing sites, presence in 18 countries, a global workforce of approximately 4000 employees and a sales network which is recognised throughout the world. The group is structured around two divisions (SBG and IBG) providing a broad market for variety of applications. Divisions of Saft The World Class Program of Saft Group Saft implements best practices in all fields by applying proven principles of rigour and performance. Saft has brought together its performance and quality improvement methods to create a global program called Saft World Class, which has been implemented in all Saft sites and in all departments including development, production, support and administration. NS Revision aj May Page 2 on 12

3 OUR ACTIVITIES Industrial Battery Group (IBG) Division The Industrial Battery Group (IBG) division is internationally recognized as the leading designer, developer and manufacturer of nickel based battery solutions for industrial and transportation sectors. In addition to this, IBG uses the most advanced technology to develop lithium-ion batteries (Li-ion) for both emerging and traditional business sectors. IBG Site locations 59% of group's turnover M Turn over in 2013 Main Applications IBG Division Airplane starting and security systems, High speed trains, urban transport network, Security systems for gas and petroleum sectors and industrial applications. Power distribution and production, energy storage system, telecommunications network, emergency lighting, electronic. IBG Quality Policy Using the appropriate technology, Saft Industrial Battery Group (Bordeaux and Bagnolet sites) is committed to satisfying our customers with error free solutions, products and services on time, every time. The policy includes a commitment to continuous improvement and meeting regulatory and legal requirements As an industrial Battery Group (IBG) institution, Saft Bordeaux is committed to promoting the IBG quality policy. NS Revision aj May Page 3 on 12

4 OUR ACTIVITIES The Saft Bordeaux Site Set up in 1949, the Bordeaux site today has approximately 550 employees and incorporates the IBG division, extending across almost eight acres of land. The Bordeaux site is home to the design and manufacture of several different electrical cell technologies which are used to make different types of Nickel - Cadmium (Ni-Cd), Nickel metal hydride (Ni-MH) and Lithium-ion (Li-ion) batteries as well as integrated battery systems. The diagram below shows the main workshops and various departments of Saft Bordeaux. Development Activities 1- Ni-Cd batteries and cells 2- Li-ion cells 3- Battery Systems (SDU) 14- Saft Group Research Center (Excluding certification) Production Activities 4- Ni-Cd(FINEC) Active Strips 5- Ni-Cd Cells and batteries 6- Ni-MH Cells and batteries 7- Li-ion Cells 8- Li-ion Batteries Company Support activities 9- Overall Management, IT department, Finance department, Purchasing department 10- Industrialization department, Quality and World Class departments. 11- Sales Administration and Logistic departments 12- Human Resources, Environment and Security departments 13- Maintenance Department. NS Revision aj May Page 4 on 12

5 OUR ACTIVITIES Saft Bordeaux Organizational Chart Saft Bordeaux Operations, Markets and Applications The Bordeaux site includes the design, development and manufacturing departments of several types of cells that are used to make Nickel - Cadmium (Ni-Cd), Nickel metal hydride (Ni-MH) and Lithium-ion (Li-ion) battery systems for transportation and stationary markets. Clients and applications of Bordeaux Site NS Revision aj May Page 5 on 12

6 OUR COMMITMENTS Saft Bordeaux Management Commitment The Saft Bordeaux plant designs, develops, manufactures and provides an after-sales service for Nickel Cadmium, Nickel metal hydride and Lithium-Ion electrical cells and batteries. These cells and batteries are aimed at the Aviation, space, railway, industry, telecommunications, and mobility. Here at Saft, we produce very high-technology products and so lasting and total customer satisfaction is one of our main objectives. For this reason, we must ensure that our products and services are of high quality and that they are checked in accordance with the legal and regulatory requirements in order to win and maintain the trust of our customers. For this to happen, quality must go beyond the design stage and instead become a state of mind; for everybody. By working together, we can improve company performance also satisfy the ever growing needs of our customers. Safety is at the heart of our commitment to the products we provide. This begins at the design stage through use of correct tools and continues to providing support by ensuring for example correct training is given for the maintenance of products. The management team requires the participation and adherence of everyone in order to meet these stated objectives, and to enable them to implement and maintain an efficient quality management system. We are committed to using all available resources and necessary means in order to implement and distribute our policy and quality objectives. For a system of quality management to be effective it must also constantly evolve and adapt. Therefore, we also ensure the continuous improvement of our quality management system. Daniel Charbonnel Bordeaux Site Director Quality in Everyday Life: Our motto We are all working towards the same objective of providing total satisfaction to both our internal and external stakeholders, whilst at the same time improving our own performance! NS Revision aj May Page 6 on 12

7 OUR OPERATIONS Process Mapping of Saft Bordeaux The Saft Bordeaux Management system consists of three types of processes. A full description of each process is given, which specifies the objectives, the means of monitoring and measuring performance, authority and responsibility and mains activities. Link between process and associated documents are also specified. A correlation table ensures the control of documents and records for each process. Continuous improvement and Control Each process is led by someone whose task it is to facilitate the process and maintain the desired level of performance in agreement with both the general strategy of Saft and the quality policy. The system benefits from a continuous improvement program which is run using information which is collected outside of the company for example by listening carefully to customers and stakeholders as well as taking note of all feedback. NS Revision aj May Page 7 on 12

8 OUR OPERATIONS Processes which make up our system Our management system is made up of linked and coherent processes which add value to our products, helping to satisfy the needs of our stakeholders. The Management Process includes: PM1 Management, implementation and monitoring of strategic plans; Budget decisions and monitoring: Working towards the future by implementing company policies and strategies in order to achieve the objectives and sustainability of the company whilst at the same time respecting the specified budget PM2 Continuous improvement of management: regular evaluations of business operations, particularly those concerning the continuous improvement of the management of major company failures ensuring that we learn from these mistakes in order to avoid them happening again. PM3 Human Resource Management and development of individual and group skills: To make sure that the needs of both Saft employees and the company are met in terms of strategic choices, Saft social policy and current regulations both now and in the future. PM4 Risk Management of the company: Be aware of and minimize the risk of faults, accidents and major incidents in order to ensure the safety and reliability of our products, in accordance with regulatory requirements and the Saft group. The fundamental processes are processes that combine and coordinate innovation, development, execution and sales to customers they allow: PC1 Define solutions and develop benchmark sales bids: Develop markets, determine benchmark sales and ensure their competitiveness; PC2Promotion and sales of solutions and networks: Canvass, sell and provide support to customers. PC3 develop and industrialize new solutions: To structure various tasks which lead to the discovery of complete solutions which meet the needs of the market and the Saft strategy and that allow the industrial implementation (industrialization, infrastructure and resources). PC4 supply chain management: Deliver products to customers which comply with their needs in terms of quality, cost and time whilst ensuring it benefits us. Innovation and development is fulfilled and it allows us to reduce inventory at all levels, improving flexibility and response and allowing us to produce at full capacity. PC5 Support and service management (out of perimeter): to implement all of the tools and activities designed to acquire analyze and process the after-sales requests of customers in an attempt to retain them by offering them the best service. NS Revision aj May Page 8 on 12

9 OUR OPERATIONS Processes which make up our system The Support process Permitting: PS1 optimization of equipment and energy resources: to ensure continuity (maintenance, supply of fluids, Metrology), and maintain the image of the company. PS2 Identify, assess, monitor and develop partnerships with suppliers: Evaluation of the operational and financial results of our products, managing the performance of our suppliers adapting ourselves to cultural differences which exist between different suppliers. PS4 Information management: Allow those involved in the management system access to relevant data processing tools and documents to ensure they can successfully complete projects Control of rules relating to the management and accessibility of data. How processes interact with each other PM1 PM2 PM3 PM4 PC3 PC4 PC5 PS1 PS2 PS3 PC1 PC2 PM1 Give the direction x x x x x x x x x PM2 Continuously improve our control level PM3 manage the Human resource and develop the individual and collective competencies PM4 Manage the risks of the enterprise PC3 Develop and Industrialize new solutions x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x PC4 Ensure the supply chain x x x x x x x x x PC5 Ensure the after-sales service x x x x x x x x x PS1 Optimize the energy and hardware resources PS2 Monitor the suppliers and develop the partners with the suppliers x x x x x x x x x x x x x x x x x x PS3 Control itsinformation x x x x x x x x PC1Define the solutions and design the standard sales offers PC2 Promote and sell solutions and systems x x x x LEGEND X LinkedProcess X Interactive Process NS Revision aj May Page 9 on 12

10 OUR OPERATIONS Site Governance The site governance is organized by An internal organizational hierarchy which is outlined using organizational charts which show the different management, departments, projects a functional organization described by the quality management system under the form of related and/or interactive processes and procedures described in the table of correspondence. The diagram below shows the meetings which punctuate important information and decision making by ensuring transparency, respect for Saft ethics, acknowledging the interests of different stakeholders. The various meetings are listed in the table of governance. The strict and legal business framework for Saft Bordeaux provides a functional structure which corresponds with departments belonging to the Saft group particularly for the staff and data management and marketing and sales departments. So-called interface procedures are written between Saft Bordeaux and some of its partners to optimize operations between departments working together. Procedures are co-approved and they provide some functional rules whilst harmonizing the respective management systems tools. NS Revision aj May Page 10 on 12

11 DOCUMENTATION STRUCTURE Documentation Structure The guidelines of the Quality Management System are organized in accordance with the structure shown in the diagram below. Access to the Quality Management system documentation is provided to the staff at Saft Bordeaux through the distribution of documents or via the intrasaft quality site. The table of correspondence refers to the enforceable procedures for each process. The Quality Management system documents can be accessed on the site by customers and/or regulatory authorities. 1 :Environment and Quality process 2 : Production and Organization Manual 3 :Agreed economy Operator The Bordeaux site takes responsibility for its procedures, documents and records, following its own rules. The Quality Management system must also meet the requirements of the following quality standards: PART 21 for the production of batteries for Civil Aviation (EASA [European Aviation Safety Agency] requirement). Part 145 for the maintenance of batteries intended for Civil Aviation (EASA requirement) EN 9100 for batteries intended for civil aviation, space, military and defense. IRIS [International Railways Industry Standard] for batteries intended for use in the railway market. These specific requirements are defined and/or taken into account in specific standards NS Revision aj May Page 11 on 12

12 DOCUMENTATION STRUCTURE List of associated primary procedures and process PM1 PM2 PM3 PM4 NS Responsibility of management NS Organization Manual for Production (MOP) NS Maintenance Organization Manual (MOE) NS Management manual PS-002 Control the nonconformitiies PS-004 Corrective preventive and improvement actions PS-001 Internal Audit PS-003 Customer Claim management NS Human resource Procedure NS Follow up approving authority NS Internal Agreement PC0/PC1 PC2/PC3 PC4 PC Interface agreement : Bagnolet Company Sales Manuals NS Design Control SDU Process Mapping NS industrialization NS Testing Lab NS Agreement interface SDU/ Bordeaux Plant NS Inspection of first article NS 10015XX and NS 10016XX Design operation procedure NS Production Monitoring NS Identification and traceability of products NS Delivery, Preservation, Packing, Storage and handling NS Shopping and Storage NS Reception Control NS 10020XX, NS 10030XX, NS 10040XX, NS 10050XX and NS 10060XX, FI, PLAN After-sales Internet site NS Reliability, maintainability, availability, security NS Cost of ownership for railway batteries NS Commercial documentation PS1 PS2 PS3 PO-001 Test equipments PO-007 Maintenance PO-008 Identification et classification of critical equipments PG-007 Purchase NS Business Transfer Suppliers Relationship manual PS-006 Control of documents NS Control of Records NS Product File change NS industrial composition File NS Revision aj May Page 12 on 12

13 Manual management UPPER(S) DOCUMENT(S) Identification Title LOWER(S) DOCUMENT(S) Identification Title LIST OF REVIEW Function Quality Site Manager Quality System Manager Name / SURNAME Patrick SANCHEZ Hélène GRIMAUD LIST OF APPROBATION Function Bordeaux Site Director Name / SURNAME Daniel CHARBONNEL Evolution N# REASON OF EVOLUTION version Justification of the modifications Modified pages aj Support & Services unit - Processes PC5 Out of 1, 8, 9 perimeter Saft & IBG results updated 2, 3 Saft Bordeaux organization chart updated. 5 Processes cartography updated ai - Lithium-ion development unit, Support & Services 1, 2, 3, 5 unit and EV Unit added - Modification of processes cartography and 7, 8, 9 processes operating - Modification of document chart 11 NS Revision aj May Page 1 on 1