Employees who work closely with our customers know best what we need to do to be successful. Our management concentrate therefore on creating commitment, which means that people are given a chance and enabled to commit. Basically this is a question of abandoning a traditional concept of production in favour of increased market orientation.
The common denominator for our operations is customer care. Stralfors has made itself known as a reliable customer and solution-orientated company. It is important, therefore, that our employees consider it their task to satisfy the needs of both external and internal customers.
The employees’ competence is necessary for Stralfors’ success and its ability to compete. All leaders should ensure that employees are given an opportunity to develop their skills. Competence development keeps pace with the requirements needed for their particular tasks and the stages they have reached. We want to stimulate employees in developing both themselves and their work and to do so on their own initiative.
Long-term process-orientated control
It is becoming increasingly common that customers ask Stralfors to meet specific requirements. The company is evaluated, for example, not only on the basis of the products’ quality, delivery reliability and environmental properties, but also on how the company acts and how it affects society in the long term. Stralfors has therefore introduced a model for process control, the starting point being how the operations benefit the customer and at the same time comply with legislation, standards and the requirements set by the management.
It is profitable to prevent errors and remove any risks in processes, goods and services. At Stralfors each business area is responsible for conducting risk analyses of its operations. The goal is to ensure that operations do not run the risk of stoppages and to eliminate any damage to the company by preventing and minimizing the effect of unwelcome events.