QUALITY POLICY

In the past five years Medi Pragma has been actively involved in the Quality Project. This led to gratifying results, such as:

  • ISO 9001 Certification (Jan., 2001)
  • 95% of coherence in respecting planned costs and timing
  • Increase in Clients’ loyalty (Five Companies are Medi Pragma loyal Clients).

Together with these quantitative results, we experienced a better integration among various sectors and a dramatic improvement in the execution of different job phases through the “operative meetings” and the weekly “resource planning”.

These concrete facts originate from the deep care we take to operate in accordance with processes and products.

Four years later ISO 9001 Certification, Medi Pragma wants to emphasize its attention to the Client pursuing a new acknowledgment: VISION 2000.

According to Mission, Vision, Values and Culture, we think that a Company must pay a special attention to each Client, taking care to his activity and decision process.

ISO 9001 process objective was to emphasise project abilities and to offer a product suitable to Client’s needs. On the other hand, with Vision 2000 we aim to supply the Client in a coherent and constant way with:

  • Products respecting not only contractual ties (timing, costs, methodology) but meeting Client’s needs as well;
  • Increase in a cumulative way Client’s satisfaction highlighting an effective system management, including processes which continuously improve the system itself.li>

In particular, we want to realize what we stated above through the following points:

  • Client-oriented organization To identify Client’s needs and expressed, implicit or future expectations, to measure Client’s satisfaction and act consequently at least once a year.
  • Leadership To establish vision and goals and to carry out strategies in order to orientate, help and set off the staff, personal and group training.
  • Staff’s involvement: To identify competence level for each role and to involve the staff in the operative decisions, to realize meetings as scheduled.
  • Process-based approch: To control and to keep documents about Company processes. To explicitly identify internal and external Clients and suppliers, six-monthly analysis of interrelation processes.
  • Sistemic vision To identify the processes system and connections. To address these processes towards Company’s objectives (Business plan).
  • Continuous improvement: To establish realistic goals, also challenging for each member of the Company providing them with tools, opportunities and resources. • Yearly Individual Appraisal
  • Fact based To base decisions and actions on data and available information analysis in order to maximize productivity and to reduce waste:
    • imed at cost reduction
    • Performance improvement
    • Increase of market quota
  • Mutual benefit relationship with suppliers: To establish a partnership relationship with suppliers in a climate of mutual benefit in order to obtain performance improvement, to comunicate to suppliers (interviewers and suppliers) our care for Vision 2000.

We are aware of difficulties we will meet in implementing these points and of the effort required to conform ourselves to changes, but we are sure that in a mature industrial system where the offer goes over the request, a rapid and constant adaption to expectations are basic needs for Medi Pragma development.

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