Quality
A watchdog with a terrier mentality
Some companies want to be the cheapest, others the fastest, others still want to offer the biggest choice. Proviron too has qualities which differentiate it from other corporations. Apart from its characteristic renewables nature, these are service and quality.
Service and quality are in line with each other: you cannot offer quality without paying attention to service. And service doesn’t mean much if it isn’t qualitative. Proviron is quite persuaded of this axiom, which can only be upheld if everybody supports it actively.
ISO 9001:2008 certificate extended
Quality care is formalised in the concept Quality Assurance (QA). And whoever speaks about QA says audits and ISO. Every self-respecting sizable company has itself audited every three years in order to get or keep an ISO 9001:2008 certificate. Proviron too managed to extend its ISO certificate in 2008. This task requires a lot of dedication and coordination, along with a strictly managed system, regular internal audits by our own people, as well as ‘official’ audits by accredited certification organisations.
Strictest customer
Apart from certification organisations, customers too perform regular audits at Proviron. After all, the company produces raw materials for animal feed as well as intermediates for the pharmaceutical industry. This involves maintaining GMP and cGMP standards (Good Manufacturing Practice and Current GMP). Proviron lives up to or exceeds the standards of the strictest customer and applies these permanently and in every area of the production. This is not always an easy approach but it pays off: quality complaints are rare – there were ten in 2008. Every complaint is dealt with seriously. Treating the customer correctly and preventing recurrence is the main consideration.
Terrier mentality
It is the quality manager’s responsibility to steer things in the right direction. This means keeping an overview, performing or supporting (internal) audits, and ‘monitoring everything that leaves the site with the attitude of a watchdog with a terrier mentality.’ These are the words of Freddy Vanwalleghem who is to retire as the quality manager in 2009 and who will be succeeded by Pascale Vincke. ‘You can only do a good job if you are accepted by the work floor and supported by management’, is Freddy’s advice to his successor.