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source: thinkstock / Ryan McVay 14 Cover Theme Quality & Service QUALITY QUALITY We make sure all our corporate divisions get a thorough checkup on a regular basis. AIB GMP audits, the Distributor Quality Management Process (DQMP) and the Distribution Performance Index (DPI) are examples of the quality checks that external experts from independent institutes and McDonald’s management conduct at our Distribution Centers. Frequently the auditors cannot fi nd anything at all that needs to be improved. Almost all the HAVI Logistics companies come through these checks with fl ying colors, i.e. they are ranked either “excellent” (DQMP) or “superior” (AIB GMP). Several HAVI Logistics companies have had their quality management systems audited and are now certifi ed according to globally recognized standards such as EN ISO 9001, ISO 22000 or the environ- Quality Is Not a Goal But a Never-Ending Process For more than 30 years now HAVI Logistics has been the Lead Logistics Provider for the food service industry. We're in the premier league when it comes to quality. We have weathered various crises by consistently pursuing our goals: 100% employee satisfaction, 100% customer satisfaction, zero tolerance on errors right from the outset, and continual improvements to all workfl ows.
mental standard ISO 14001. And it is true that our quality management system covering the HAVI Logistics group extends far beyond EU regulations. Food safety is a major aspect of the highest importance. All along our customers’ supply chains we guarantee the highest quality standards in line with HACCP and QIP. Our traceability system allows uninterrupted tracking of goods between the suppliers, our Distribution Centers and our customers’ delivery points. The indicators we use to measure our performance are equally vital in our efforts to guarantee quality. Our top priority is to ensure punctual and reliable deliveries. On average, 97% of all our deliveries in Europe during the fi rst quarter of this year arrived on schedule. Reliability of supply is something we can be proud of at HAVI Logistics. During the same period an average of 93% of all deliveries were correctly picked and arrived at the customer in perfect condition. Yet, however much effort we put into our extensive quality management process, our guiding principle still remains the same: quality is not a goal but a never ending process geared to ensuring total customer satisfaction. “Not a day should go by without some improvement in the company,” is the thought behind the Japanese “kaizen” life and work philosophy. According to kaizen (kai = change; zen = for the better), one should aim for continuous, unending improvement in all areas – and this refers to all the employees, managers and executives. Better quality and lower costs ultimately result in greater customer satisfaction. Outside Japan the basic ideas of kaizen have been adopted under the name “Continuous Improvement Process” (CIP). This has become a permanent part of HAVI Logistics’ quality management. “Consider each day how you can do something better.” CIP is not a tool but a way of thinking, a way of perceiving workfl ows and processes and making all of this second nature. The process is based on “empowering” the HAVI Logistics workforce and a fundamental openness coupled with the will to change in the company. CIP is implemented in an ongoing process of small improvements – unlike the large quantum leaps when far-reaching changes are made – realized through continuous team work. These basic thoughts are encouraged in our companies by the management and all staff members. We therefore hold regular quality circles in addition to the management and operational meetings. Quality begins in the mind and has become a fundamental way of life for all HAVI Logistics employees. In this respect our management acts as a role model because the ideas will only appear cred- QUALITY PUNCTUALITY ible to the workforce if the management also lives up to our quality standards. But nobody’s perfect! People in general, like employees and executives, are not infallible and learn something new every day. For this reason we regularly monitor our customers' satisfaction and obtain feedback on our quality and our services. The messages from our customers are very constructive and we use them as a springboard for the continuous, targeted exploitation of our potentials. Ultimately the customer determines what quality is, and our approach to customer relations is a major part of our quality strategy. For example, today we can even build on our punctuality, reliability and top quality by adding the forward-looking development of additional services and innovations. This enables us to solve problems before our customers are even aware of them. After all, their expectations are changing all the time, just like our own. In order to survive, HAVI Logistics, too, is forced to continually expand its portfolio of services and to anticipate how to satisfy our customers’ future expectations. IMPROVEMENT SERVICE INNOVATION alphabet I AUGUST 2012 15 source: thinkstock / Thinking men
Page 1 and 2: 04 09 We Generate Our HAVI Has a St
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Page 5 and 6: Logistics experts from HAVI Logisti
Page 7 and 8: You Can’t Buy Compliance In busin
Page 9 and 10: We Generate Our Own Green Energy Ne
Page 11 and 12: The idea was to prevent outof-stock
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Page 17 and 18: applying the relevant quality manag
Page 19 and 20: João Monteiro, Goods Receptionist
Page 21 and 22: HAVI Logistics Turkey Grows With It
Page 23 and 24: Staying Focused … An the end of M

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