In Focus

 
The driving force behind improvements
 
Quality as an important pillar of the company's success
 

Initial situation

For Weidmüller quality is an important pillar of the company's success. This is more than just about the quality of the products: the claim of premium quality applies for all processes and services. The aim of Weidmüller’s quality management is to continuously work to improve its high quality standards and to develop other potential benefits.

 

Solution

Each employee is responsible for quality, be it in his particular work step, or the process as a whole. So, strictly speaking, there are all 3,400 Weidmüller employees world-wide in the department of Torsten Baumann, QM Director. Only then can Weidmüller offer the customer what they expect from the company: premium quality in all fields of activity.

 
 

The "magic triangle": quality, costs and delivery need to be kept in balance by Torsten Baumann, QM Director.

 
 
Quality at Weidmüller
 
A behind the scenes look at material data management, new product development and the laboratory
 

Initial situation

Quality already starts with the smallest part and raw material, the measurement of newly developed products or the tests in the laboratory. Innovative and harmonised methods and processes are necessary to ensure a constantly high quality in all these areas.

 

Solution

With its separate department dedicated to material data management Weidmüller will no longer collect the material data information in a paper based way using forms and lists, but will rather use a web-based platform. The innovation of the automatic test station for newly developed products makes Weidmüller a pioneer in the field of quality assurance. And Weidmüller’s own laboratory not only conducts standard tests, but evaluates the materials, function groups and samples even before the product development stage.

 
 

Weidmüller assures that all materials and substances for the production of its products are sustainable, high-quality and environmentally friendly.

 
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