QUALITY MANAGEMENT

MANUAL
QUALITY. THIS IS HOW WE DO IT.
4
CONTENTS.
Company 6
Management responsibility 8
Quality policy 9
Quality guidelines 10
Quality management system 14
Responsibility and powers of authority 15
Process orientation 16
Resource management 18
Monitoring, analysis and measurement 19
Continuous improvement 20
Account management 22
Product development 24
Supplier and procurement management 26
Product realisation 28
Supporting processes 34
Legal notice 36

5
MILLIONS OF KILOMETRES
BEAR OUR SIGNATURE.
We build the finest roads so we can all move forward in the market. We offer solutions for a wide range
faster. And to ensure that you can progress faster, we of applications. Our global network of experts and
build the best machines. As a member of the leading partners in over 120 countries is there to support you,
international FAYAT group, we supply machines for from the configuration of the machines to providing
all areas of road construction – from soil compactors solutions for the most challenging of tasks.
to cold planers and recyclers, from asphalt rollers
to road pavers. For over 60 years, the history of our We owe our innovative strength to our more than
company has been synonymous with the history of 2,500 employees worldwide, their commitment
road construction. and their unique wealth of experience. A source of
know-how which has propelled us to worldwide
With our accumulated know-how, we are an innovation market leadership in this sector. The reason for this
driver that sets the pace for an entire industry. BOMAG is our unconditional commitment to quality: in product
has developed a huge number of technologies, from development and production, in the qualification of our
systems for measuring and controlling compaction employees, and in a service that guarantees optimal
through to technologies for reducing operating on-site support.
costs, such as the most effective screed heating

BOMAG (CANADA), INC.

Mississauga, Ontario, Canada

BOMAG Americas, Inc.

Ridgeway SC, U.S.A.

Production site
BOMAG MARINI Latin
Sales company
America
Cachoeirinha, Brazil

6
BOMAG (Great Britain) LTD.
Aylesford, Kent, Great Britain

BOMAG France S.A.S.

Viry-Châtillon, France

BOMAG Headquarter
Boppard, Germany

FAYAT BOMAG RUS OOO

Khimki, Russia

FAYAT BOMAG Polska Sp. z o.o.

Warszawa, Poland

BOMAG (China)
BOMAG Maschinenhandelsgesellschaft m.b.H. Shanghai, China
Vienna, Austria

BOMAG Equipment
BOMAG Italia Srl. Hong Kong LTD
Alfonsine, Italy Kowloon, Hong Kong

BOMAG GmbH
Singapore, Singapore

HIGH QUALITY WORLDWIDE.

BOMAG represents quality. No matter whether our products are subsidiaries. The local quality management systems (QM systems) are
manufactured in China, the USA, Italy, Germany, or Brazil, the high continually extended, and regularly monitored and improved. BOMAG
quality standards demanded of our products are the same everywhere in Boppard also serves as the central port of call for all quality-related
in the world. In order to achieve this quality the main plant in Boppard is issues, offering support where needed. Our aim has always been
responsible for permanently fulfilling customer requirements globally. the same: namely, to ensure our high quality requirements for our
Tried and tested procedures and standards are adapted in consideration customers worldwide.
of local and site-related factors and conveyed by Boppard to the other

7
MANAGEMENT RESPONSIBILITY

SUCCESS THROUGH QUALITY.

The company management and managerial staff bear specific

responsibility for reaching quality targets. They are committed to
ensuring that the commonly developed procedures are applied
universally at all levels throughout the company, and that each and
every employee is aware of the needs and requirements of our
customers. This responsibility cannot be delegated.

In order to fulfil and exceed customer expectations all of our

employees are required to do their bit and gear the quality of their
work to achieving customer satisfaction. This means actively working
BOMAG sets itself high quality standards. The ultimate company on achieving the demanded quality within the scope of their own line
objective is to exceed customer expectations with our high quality of special responsibility. This also applies to internal work procedures
products and services and work sustainably and profitably as a and means that each employee and department is both customer and
company. supplier. Tight, organised communication of all involved is absolutely
crucial for the objectives mentioned.
The high quality of our products and services has been closely
associated with the name BOMAG for years and is part and parcel of Jörg Unger
our corporate culture. It is the key to our market success and is directly President
linked to our pursuit of complete fulfilment of customer requirements.

APPROVAL.
BOMAG GmbH Management has approved the Quality Management Manual (QMM) compiled according to the company’s quality policy, and hereby
declares it valid.

This QMM, based on the EN ISO 9001, describes the QM system implemented and practised at BOMAG GmbH, Boppard site. The documents quoted
within the context of the QM system, as well as procedural, test and work instructions, are binding for all employees and departments.

The Management instructs all employees at all levels of the company to follow this QM system.

Jörg Unger, President Boppard, September 2015

8
QUALITY POLICY

EVERYONE IS RIGHT BEHIND QUALITY.

As the global market leader in the field of compaction, road construction and road repair, we aim to constantly meet and exceed our customers’
expectations when it comes to our products and services.

Top quality, technically sophisticated applications, short delivery times, and all this at reasonably priced conditions, ensure that this market position
is reinforced and continuously improved to the satisfaction of all interested parties.

Ralf Junker Dirk Woll Marco Faulhaber

Managing Director Vice President Finance & IT Vice President After Sales

Michael Grünewald Robert Laux Thomas Merfeld

Vice President Sales Vice President Engineering Vice President
Human Resources & Social System

Dr. Karl-Heinz Mölich Jonathan Stringham Ludger Schaus

Vice President Business Vice President Marketing Head of Quality Management
Development & Legal Worldwide

Jörg Unger
President

9
QUALITY GUIDELINES

QUALITY IS OUR CORE

OBJECTIVE.
QUALITY REQUIRES PLANNING.
More than ever before, top quality is a vital factor in keeping the
competitive edge and permanently safeguarding the future of the
company. It starts with good planning in that customer requirements
are identified upfront and handled in internal processes.

QUALITY MEANS CONSTANT IMPROVEMENT.

Long-lasting quality can only be achieved if it is constantly going through
a process of optimisation. The results and progress of our joint work
require constant scrutinising, recording, measuring, documenting, and
analysing in a regular cycle, and introducing and monitoring relevant
measures to adapt them.

QUALITY REQUIRES COMMUNICATION.

Only the full and open exchange of information can prevent
misunderstandings and mistakes. This is achieved by regular events,
meetings and reports, and not just in individual teams, departments
and hierarchy levels, but also across the board.

QUALITY MEANS DEPENDABLE DELIVERY AND

RELIABILITY.
It is crucial that all assured services and deadlines both in and outside
the company are upheld. Our customers judge us on this.

QUALITY MEANS REDUCING COSTS.

The goal for all of us is to prevent errors occurring; in other words,
achieve the right result the first time round. Although this means
employees should always bear the zero defects theory in mind, this
is to be interpreted and understood as “consistently making fewer
errors”. This not only improves quality, but also reduces costs. Quality
increases cost-effectiveness and ability to retain the competitive edge.

QUALITY CREATES A GOOD IMAGE.

Realising flawless product and work quality first is the crucial factor
in ensuring that our customers, suppliers and the public associate
BOMAG with the term “quality” without thinking twice. BOMAG has
a good image that we need to take care of, maintain, and develop!

10
QUALITY REQUIRES TRANSPARENCY.
You can only improve what you can measure. Key figures collected from
transparent processes serve as the objective basis for management
decisions and are the prerequisite for rectifying faults and improving
processes.

QUALITY NEEDS MANAGING.

There is no doubt that
a cooperative management style
the credibility of our own actions
clearly defined targets, tasks and responsibilities, and
clear orientation towards the expectations and requirements of
both internal and external customers
make a considerable contribution to improving quality.

QUALITY REQUIRES CULTURE.

Quality can only be created long-term if it is part and parcel of
corporate culture. Managers have to give the right answers: not only
“if” something needs improvement, but also “what” and “how”.
Quality has to be demonstrated.

QUALITY REQUIRES STRONG TEAMS.

A strong team is distinguished by the sense of partnership amongst
its members. This requires openness both between departments and
within the team, the courage to give and take constructive criticism, as
well as the willingness to make a commitment to others.

QUALITY REQUIRES COMPETENT EMPLOYEES.

All company employees, whatever their jobs, contribute to the
realisation of our quality objectives. They are required to employ all
of their skills and expertise in the process. This makes it the task of
each and every one of them to produce perfect quality in their work. If
someone identifies a quality risk, this is remedied, or reported to the
direct manager immediately.

11
QUALITY REQUIRES MOTIVATION.
Motivated employees are more efficient and aware of quality. A majorly
important factor to success is motivation, which comes from taking
pride in both their own work and the company. Once again managers
need to provide the right environment for their employees.

QUALITY REQUIRES TRAINING.

Experience, training and education, and the level of knowledge of our
employees make up the capital of our company. One of the managers’
most important jobs is to constantly monitor and promote staff training,
be it in a professional respect, in terms of processes, or in quality-
related procedures.

QUALITY MUST RULE OUT FAULTS.

Our objective is always “zero defects”. However, it is not just the
defects themselves, but also the reasons behind them that have to
remedied. Defect prevention has priority over defect rectification –
quality controls represent financial losses (or a ‘waste of resources’).
Process reliability comes with increasing command of the process,
which means inspections can gradually be left out.

12
QUALITY NEEDS SUPPLIERS TO BE PARTNERS.
The quality of our products essentially depends on the quality of
purchased parts, which is why we demand the highest quality from
our suppliers. Support in implementing common quality objectives
and agreement of a mutual quality management system result in
quality assurance agreements. Long-term partnership is only made
possible by quality, and both sides working on continuously improving
procurement and the products.

QUALITY IS FUTURE-PROOF.
Quality means being better than the competition. Quality allows us
to gain acceptance on the market and safeguard the efficiency and
growth of our company. Systematic and continuous elimination of
potential faults in our processes, and work and business operations,
is the prerequisite for maintaining our competitive edge long-term and
therefore safeguarding our jobs.

QUALITY NEEDS FEEDBACK.

Satisfied customers are the key to a company’s success. Therefore,
we need to know the customer requirements and expectations of
our company’s products and services, analyse the competition in our
sector, and continuously work on improved solutions.

QUALITY MEANS SATISFIED CUSTOMERS!

13
QUALITY MANAGEMENT SYSTEM

QUALITY CREATES TRUST.

A QM system is the regular interaction of all departments for the benefit of the customer. Processes and
responsibilities need to be defined and represented in an appropriate and comprehensible manner to achieve
this. EN ISO 9001 provides us with a good instrument and can be used as a guideline for the implementation of
our quality policy and quality objectives. A company with a QM system complying with a generally recognised
standard profits from a certain confidence being placed in its ability to provide products and services which
meet the requirements and expectations of customers. Moreover, a basis is created for process control,
improvement of process capability and, ultimately, for improving the performance of the entire company.
[VA-Q-010]

QM MANUAL (QMM). WORK AND TEST INSTRUCTIONS (AA, PA).

The BOMAG QM system is presented in a general manner in this Written work and test instructions (AA and PA) have been drawn up
Quality Management Manual (QMM). It enables the communication of as required to supplement and consolidate the contents of the VA; the
intentions and how measures interact. The basic structure is geared to employees concerned have been informed of these. They only apply in
business processes and subdivided into: connection with a VA. [VA-Q-001b]

Management processes APPLICABLE DOCUMENTS (MGU).

Core processes Forms, lists, and records, etc., are called “applicable documents”
Supporting processes (MGU).

The QMM is available as a hard copy, but also as a file on the BOMAG
intranet, like all other QM documentation. Only these documents
published are valid. Further information, such as updating services,
release, administration, etc., and the relevant standard chapters are
also available on the intranet.

PROCEDURAL INSTRUCTIONS (VA).

The main requirements are set out in procedural instructions (VA). In
the QMM, reference is made to the associated procedural instructions
[VA-X-YYY] at the end of each section, if applicable. [VA-Q-001a]

In addition to the procedural instructions of the QM system, Controlling

and Finance guidelines are currently still valid.

14
RESPONSIBILITY AND POWERS OF AUTHORITY

QUALITY CREATES RELIABILITY.

Responsibility and powers of authority are clearly documented in the The QM system is assessed in regular management meetings, which
respective job descriptions. Furthermore, other or additional definitions include the Service Manager and QMR. The pursuit and evaluation
are provided within the QM system in the individual procedural of objectives arising from the quality policy and initiatives, and the
instructions, sub-section “responsibilities”. analyses of the current quality situation both internally and externally,
are set out in a report which is distributed to Management and the
The Quality Management Representative (QMR) is an independent managers concerned. Customer satisfaction, quality costs and the
person with clearly defined powers of authority and responsibilities results of the internal audits are also standard subjects of the meetings.
employed by executive management. This person primarily has to
make sure that the requirements of EN ISO 9001 are implemented The assessment criterion is the difference in each case between the
and observed throughout all business divisions and that Management current achievement of objectives and the target value.
receives regular reports regarding the efficiency of the QM system.
[VA-Q-010]

Check Number IG
rate (WE)/month
14% 14,000 3.0%
13,000
13% 2.5%
12,000
12% 2.0%
11,000
11% 10,000 1.5%
9,000
10% 1.0%
8,000
9% 0.5%
7,000
8% 6,000 0.0%
2010 2011 2012 2013 2014 Target 2009 2010 2011 2012 2013 2014 Target
value value
Check rate Incoming goods/month 2015 2015
Check rate of all incoming goods. Quality costs in terms of net sales.

15
PROCESS ORIENTATION

QUALITY THROUGH CONTROLLED PROCEDURES.

Any activity that turns inputs into results can be called a process. A required result can be achieved in a more
efficient way if associated resources and activities are defined and controlled as one process. Often, the result
of one process is the direct input for the next one. Linking of the processes and knowledge of their interaction
are of utmost importance; this is called process orientation.

MANAGEMENT PROCESSES (MANAGE CORE PROCESSES).

Management of resources
Monitoring, analysing and measuring
Continuous improvement

CORE PROCESSES (YIELD PERFORMANCE).

Account management
Product development
Procurement and supplier management
Product realisation

SUPPORTING PROCESSES (SUPPORT CORE PROCESSES).

Control of documents
Control of records
Preventive maintenance

Do

Plan Management processes

Customer Core processes Customer

Supporting processes Check

Act

Process orientation at BOMAG.

16
17
RESOURCE MANAGEMENT

EFFECTIVE PLANNING
GUARANTEES TOP QUALITY.

The resources necessary to implement, maintain and continuously improve our QM system are determined by
means of market observance, customer requirements, and constant adjustment to the progress of technologi-
cal development, as well as monitoring of internal processes and products.

PROVISION OF MEANS. KNOWLEDGE AND INFORMATION.

Once a year, heads of departments plan their budgets, including At BOMAG, consistent knowledge management is practised in order
investments. The planned and appropriate means for all activities are to organise, control and develop the organisational knowledge base;
provided and monitored in all process stages. in particular, this includes the creation of an infrastructural and
organisational prerequisite, e.g. in the form of a BOMAG Wiki.
HUMAN RESOURCES.
Steps are taken to ensure that all employees who influence the quality WORKING ENVIRONMENT AND ENVIRONMENTAL
of the products are suitably qualified and have the required skills and PROTECTION.
experience. Every manager is obliged to find out if the existing skills The working environment necessary to achieve compliant product
are lacking in any way in terms of those required and to announce requirements, occupational safety and employee motivation is
training and further education programmes. The entire organisation determined, provided and maintained. [VA-HR-004, VA-HR-005]
of all training programmes is the responsibility of the Head of HR.
[VA-HR-001, VA-HR-002, VA-HR-003] ORDER AND CLEANLINESS.
High-quality products can only be manufactured in a tidy and clean
INFRASTRUCTURE. environment. All workplaces and stations are therefore kept tidy to
To ensure processes run smoothly the necessity of infrastructure achieve compliance with the relevant product requirements. Workers,
measures is determined for the product in question and measures managers, and the person in charge of building matters are responsible
are then taken. This includes buildings, workplaces, facilities, roads, for this.
warehouses and parking areas.

18
MONITORING, ANALYSIS AND MEASUREMENT

YOU CAN ONLY IMPROVE

WHAT YOU CAN MEASURE.

CUSTOMER SATISFACTION.
At BOMAG, it is all about our customers. In fact, our top priority is their
constant satisfaction. Sales and Management ascertain facts, moods
and trends which are then compared to our competition and reputable
mechanical engineering companies. The most varied of methods are
applied, ranging from statistical analyses and phone surveys to regular
visits. The results are recorded in reports and action plans, which are
implemented immediately; these form the basis for assessing our
competitive edge.

INTERNAL AUDITS.
Audits involve surveys of departments and individual employees by
staff trained for this purpose in order to determine if our QM system
fulfils, effectively implements, and maintains the defined standard
requirements. The key points are as follows:
Planning the audit
Performing the audit on site
Analysing and discussing the audit
If necessary, taking corrective action and monitoring
Reporting
In process audits, we check whether the processes defined in the
procedural instructions are capable of achieving the planned results.
Under the supervision of Quality Management, we regularly take
a finished machine directly before it is shipped and perform a product
audit. In cooperation with all relevant departments, it is tested and
assessed and the results are logged and distributed.
All new suppliers are subjected to a supplier audit before being allowed
to make a sample delivery. [VA-Q-008a, VA-Q-008b, VA-Q-008c]

DATA ANALYSIS.
The entire QM system is based on figures, data, facts, analyses,
statistics and trends. They form the basis for effective decisions and
continuous improvement in the form of corrective and preventive
measures. Management acquires significant findings about the
efficiency of the QM system from the results of the internal audits and
uses it in their regular assessments.

19
CONTINUOUS IMPROVEMENT

STANDING STILL MEANS FALLING BEHIND.

The “continuous improvement” required not only by set standards, but also by us, refers to the efficiency and
performance of the QM system and its processes to ensure products that meet customer requirements. The
results of the relevant processes are regularly presented in the “Quality Review” and are subjected to a continuous
improvement process (KVP). In addition to constant examination of team reports and action plans, there are
many different procedures to actually implement the improvement process. By way of example, the following
cites Blean and the company suggestions scheme, which also includes preventive and corrective measures.
[VA-Q-027]

COMPANY SUGGESTIONS SCHEME. PREVENTIVE MEASURES AND RISK MANAGEMENT.

The company suggestions scheme aims to provide the impetus to The basis of preventive product and process improvement are customer
constantly improve efficiency in terms of the interaction of people, dialogues, product and process audits, and evaluations and analyses of
technology and the organisation. This allows us to achieve a higher internal and external complaint data. Our goal is to learn from errors by
level of job satisfaction and a significant contribution to the continuous systematically revealing weak spots, evaluating them, taking counter
improvement of our processes, whilst strengthening BOMAG’s measures and monitoring their efficiency, e.g. in the changing number
competitive position. [VA-Q-011] of complaints. [VA-Q-022, VA-Q-026]

CORRECTIVE ACTION.
Corrective actions are specific measures taken immediately after
deviations occur. They are discussed, assessed and documented in
meetings and within the teams, and responsibilities are defined. Their
implementation is monitored. [VA-Q-020, VA-Q-021]

20
 Customer focus

Market
leadership

Sustained long-term
profitability

Processes cep
Con ts
Methods People
Costs
Quality
P ri n i ple

s
c
To o l s

BLEAN.
Blean is the term for BOMAG’s own production and added value system success. The different methods (e.g. Muda, value stream, 5S, materials
based on the principles of lean management. The Toyota production management, equipping, planning and control) and the instruments
system, which aims to combine the productivity of series production applied are used to analyse processes and to develop method-specific
with the quality of workshop production, serves as a guide for this. standards, which are implemented step-by-step in the departments.
In this respect, Blean projects are carried out in different business
areas (e.g. assembly lines, manufacturing areas, or administration
processes) and optimised with the aid of specific methods. The focus
is on increased customer orientation in order to safeguard its market
leader status and set the company apart from the competition. The Bezeichnung
BW 80/90/100-5
Motorleistung Montage LTW | Assembly LTR
Description
BW 80/90/100-5
Engine power
15,0 kW 15.0 kW
Gewicht Weight
Montageband 01 – BW 80/90/100-5 | Assembly line 01 – BW 80/90/100-5
company should operate sustainably and profitably by implementing
1,6 - 2,0 t 1,6 - 2,0 t

Pre assembly
Vormontage

customer-oriented and efficient processes. The emphasis here is 1 2 3 4 5 6 7 Test 8 9

Main assembly
Hauptmontage

on employees and processes as well as on quality and costs. All of

the factors are closely linked and form the basis of the company's Montageband 01 LTW.indd 1 29.08.14 12:40

21
ACCOUNT MANAGEMENT

CUSTOMER – BOMAG – CUSTOMER:

A CONSTANT DIALOGUE.

COMMUNICATION WITH THE CUSTOMER. PARTS & SERVICE.

Communication with the customer is the responsibility of Sales prior to “Out of sight, out of mind” does not apply to BOMAG; straight after
and during a business transaction. The customer is informed about the a purchase, BOMAG After Sales takes over responsibility.
advantages of our products by brochures, press reports and adverts in
the different media. Additional steps in the form of contacts, quotations, Always with its focus on being the service champion, BOMAG has
financing issues, etc., are taken in accordance with defined internal made it one of its top priorities never to leave customers to fend for
customer order processing. New products are developed in cooperation themselves should any problems arise.
with customers in order to take into account the requirements of
the final users right at the outset. Product observations are made in High quality original parts and excellently trained service staff ensure
particular by our Product Management, but also by other departments that BOMAG is able to realise this. Thanks to the state-of-the-art
in contact with the customer; these observations are then passed onto logistics centre, Ehrhardt + BOMAG Logistics GmbH, spare parts
the relevant specialist departments and QM. Weak spots are presented orders are always guaranteed to be processed quickly and reliably.
in detail and eliminated in cooperation with the specialist departments. This makes for optimum after sales customer service. [VA-AS-001,
VA-AS-002, VA-AS-003]
Additional direct communication channels, including personal contacts,
are established with our domestic branches, foreign subsidiaries, major
dealers and key accounts. This speeds up the flow of information and
increases efficiency. [VA-S-001, VA-S-002, VA-S-004, VA-S-010]

On site service

22
23
PRODUCT DEVELOPMENT

MARKET LEADERSHIP THROUGH INNOVATION.

PRODUCT DEVELOPMENT PROCESS.
Product development at BOMAG is a company task which involves Moreover, the roles and jobs of those involved in the project become
close cooperation and interaction of all departments in a process. clear when the product development process is accurately defined,
This product development process (in short: PDP) follows a Stage- making the process more transparent as well as easier to plan. In terms
Gate model, divided into different phases; each phase is completed of the increasingly global development activities within the BOMAG
with a review, i.e. examination by those actually involved in the project, Group, these are core prerequisites for enabling leverage of synergies.
and the person commissioning the project (Gate). The main feature of
the PDP is the involvement of all departments throughout the entire PDP is controlled by a project manager who is responsible for
process, in other words, those departments that usually implement coordinating and managing the project. From an organisational point
or process work packages later on in the process. This means that of view, this person is not assigned to any of the departments involved
all requirements and outline conditions can be incorporated into the in the project, which means the project result and quality can be
specification and concept, largely allowing time-consuming, costly guaranteed independently of the individual departments. [VA-E-010]
loops to be avoided. Furthermore, by taking aspects from all business
divisions into account early on, the product can be more specifically
tailored to customers and markets.

To increase planning reliability in series development, innovations are

made ready for the market in parallel to the development process
so that they can be integrated into series projects. This prevents
components with a lower degree of readiness from negatively affecting
the deadline or quality of the start of series production.

Pilot study Specification Concept Implementation Pre-series

Gate Gate Gate Gate Gate

Pilot study Specification Concept Implementation Pre-series SOP

Intensity of communication

Product development process at BOMAG.

24
 Product development

A modular structure and the use of standards simplify the work Validation, i.e. the verification of design stages by means of tests and
process, create a clearer overview, and save costs. Standards are suitability tests, is performed by our test department and documented
set out in the relevant instructions and the BOMAG factory standard. in reports.
[VA-E-002, VA-E-004]
If modifications to existing machines are required, this procedure is
handled by Marketing and Engineering. [VA-E-003]

FEM calculation of the cold planer BM 1000

25
 BOMAG Supplier Day

SUPPLIER AND PROCUREMENT MANAGEMENT

EVERYTHING NEEDS TO BE RIGHT: THE QUALITY,

LOGISTICS, PRICE AND TECHNOLOGY.
SUPPLIER MANAGEMENT. Defined procedures such as
Our machines include a high percentage of purchased parts, which supplier selection, qualification and approval
means the quality of our machines is directly influenced by the quality supplier development and care
of the supplied parts. The high expectations of our customers and the optimisation of supplier numbers
high standards we demand of ourselves are transferred directly to the supplier evaluation
supplier. ensure that the procured products meet the specified requirements.

Regular supplier audits and concluded Quality Assurance Agreements
are also essential elements of our supplier management. [VA-Q-002a,
VA-Q-002b, VA-Q-002c, VA-Q-003]

87%
86%
85%
Achievement of objectives

84%
83%
82%
81%
80%
79%
78%
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Target
value
2015
Supplier evaluation.

26
 BOMAG Supplier Awards

SUPPLY CHAIN MANAGEMENT. The focus is also on the efficiency of the supply chain and its continuous
The market conditions for BOMAG are subject to global changes: improvement:
Competition increases – prices fall. This changeable environment Warehouse concept: demand-led supply of production with the
necessitates the guarantee of profitability and competitive edge required materials and rendering upstream services
by continuously reducing costs and improving processes. Supply Direct Kanban: Direct provision of containers by the service
chain management at BOMAG tackles this global challenge along providers and suppliers for exchange at the assembly line
with the allocated departments and Global Sourcing to ensure a Blean: internal activities for a lean supply chain which is geared
strategically oriented, professional supply of the required materials. to internal and external customer requirements and which
The following tools are applied in the process [VA-SC-001, VA-SC-002, safeguards the competitive edge
VA-SC-003,VA-SC-004,VA-SC-007,VA-SC-008,VA-SC-009,VA-SC-011, Packaging: Reduction of packaging materials with own reusable
VA-SC-012]: packaging
Worldwide supply chain requirements: Standard requirements of
suppliers and prerequisite for working with BOMAG VERIFICATION OF PROCURED PRODUCTS.
Commodity structure: Development of global commodity Passing initial sample testing is absolutely crucial for releasing procured
strategies products for series use. Other supplies are tested for compliance
Cost breakdown: Creation of transparency in the costing with set criteria; the objective here is to aim for direct delivery to our
structure production facility. [VA-Q-013a, VA-Q-013b, VA-Q-013c, VA-Q-013d]
Sourcing table: Universal sourcing decisions by involving all
specialist departments concerned
KPI reporting: Monitoring relevant key figures
Total cost of ownership (TCO): Cost considerations from the
point of view of TCO

27
PRODUCT REALISATION

HIGH-TECH PRODUCTION FOR

HIGH-TECH PRODUCTS.

CONTROL OF PRODUCTION. PLANNING PRODUCT REALISATION.

Our production division essentially encompasses the following Machines, materials, methods and workers are precisely matched
manufacturing and assembly areas: to the respective production plan and adjustments are made for the
Mechanical production constant changes.
Steel fabrication
Cabin construction A high level of reproducibility and observance of the tightest tolerances
Drum manufacture are achieved by planning and the use of installations.
Powder coating and paint shop
Electrical, light, heavy and customised machinery assembly Purchasing, Engineering, Production and Quality Assurance work in
close cooperation on production planning in the form of simultaneous
Our philosophy is to use the most cost-effective production techniques engineering. Series production will only start after the various
in each case to manufacture our machines so that we are able to running‑in procedures, initial samples and other release processes
ensure production independent of suppliers. This is also to ensure that have been successfully completed. [VA-Q-009, VA-Q-012a, VA-Q-012b,
we stay up to date with developments in machine tool technology. The VA-P-001 bis VA-P-012]
definitions for production are to guarantee that our products can be
manufactured to the defined requirements and to the satisfaction of our
customers reliably, on schedule, and cost-effectively.

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PRODUCT REALISATION

TRUST IS GREAT, BUT CONTROL IS ...?

MONITORING AND MEASUREMENT.
BOMAG aims to achieve utmost reliability when it
comes to internal and external processes. However,
to err is human and mistakes will always be made
at work. Testing at the appropriate stages of the
product realisation process is a way of limiting
the residual risk. It should take place where it Worker self-
is makes sense in terms of the process flow and assessment in
being economically viable. Our goal is to minimise mechanical production
the number and extent of tests by continuously
optimising the processes. Reliable processes
automatically mean high product quality.

VERIFICATION OF THE PRODUCTION

PROCESSES.
Reliability of production processes is planned and
ensured by the following measures:
Regular inspections of machine tools and
process capability
Up-to-date and correct drawings, machine
programs, work schedules and assembly
catalogues
Quality capability of test and measuring
equipment Electronics development test facility
Responsible and trained staff
Preventive maintenance

Test bench for

central electronics
and dashboards

29
PRODUCT REALISATION

EVERYTHING IS FINE.

VERIFICATION OF PRODUCTS.
Product testing begins at the supplier’s and ends
when the finished machine is handed over to the
customer. Additional coordinated inspections are
made
in incoming goods
in the form of worker self-assessment in
Oil purity measurement production
in the form of interim inspections in produc-
tion and assembly
in the form of a final inspection of the fin-
ished machine and directly before shipping.

The complete history of the machine is continuously

documented and kept for ten years. [VA-Q-005]

Spectral analysis

Check with coordinate measuring device

30
 Final inspection in tamper production

PRODUCT REALISATION

THOROUGH TESTING, INSIDE AND OUT.

FINAL INSPECTIONS.
After a set running-in period, all machines are thoroughly tested in The target values are specified by Engineering in coordination with
the testing facility. Keeping up to one hundred measured values per Marketing and are called up from an electronic database for each
machine within very tight tolerances guarantees that the customer gets machine type prior to testing. All test stages prior to, during, and
exactly what was requested in the order. after the final inspection, as well as documentation of deviations,
are specified in detail in test instructions. [VA-Q-006a, VA-Q-006b,
VA-Q-007, VA-Q-018]

Final inspection of single drum rollers

31
PRODUCT REALISATION

COMPLETE TRANSPARENCY.
MARKING AND TRACEABILITY. PRODUCT MAINTENANCE.
Parts are marked to enable their clear assignment to technical As soon as an order is placed, the supplier is notified about packaging,
documents, such as drawings and parts lists. Identification is also cleanliness, preservation and method of transport. These regulations
possible by marking the containers in which the parts are transported, also apply internally, from the storage of the individual parts procured
e.g. by means of work schedules, storage documents, transport to interim storage and shipping of the finished machines. This ensures
documents and the associated storage locations. Work performed on the high BOMAG quality requirement at every step of the production
the part can be assigned to a worker by means of a personal stamp. chain. [VA-P-010, VA-Q-018]
This guarantees traceability in the case of a subsequent special
inspection, selection, or product recall. [VA-Q-015, VA-Q-019]

Component identification

Quality IN Quality OUT

32
PRODUCT REALISATION

QUALITY DOESN’T JUST HAPPEN.

TEST AND MEASURING EQUIPMENT. CONTROL OF FAULTY PRODUCTS.
Quality Assurance is responsible for managing the test and Products which deviate from specifications are recorded, marked and
measuring equipment. It is in charge of procurement, registration, separated out to exclude them from further use. Every employee is
calibration, verification, storage and provision of around 3,500 responsible for identifying and reporting faults; Quality Assurance then
test and measuring instruments. The task requires a high degree takes any further action required. [VA-Q-023, VA-Q-020]
of attentiveness, as the measurement results obtained by the
test and measuring equipment are the trusted basis for all other
decisions and measurements. Defined permanent and periodical
calibration and inspection ensure they can be used reliably.
[VA-Q-004]

3D coordinate measuring machine used for incoming goods inspection

33
SUPPORTING PROCESSES

QUALITY DOCUMENTED RELIABLY.

CONTROL OF DOCUMENTS.
The QM system ensures that there are enough up-to-date documents available in terms
of tracking and verifying the quality requirements of our products. All of these documents
are easy to identify and can be retrieved along with the review status and validity period
from our computer system at any time. The periods for retaining data and removing and
destroying old documents are specified. [VA-Q-024, VA-Q-001a, VA-Q-001b]

CONTROL OF RECORDS.
Records are made of all specified quality-related activities. These are to be kept to verify
fulfilment of the quality requirements and efficacy of the QM system. Archiving and
registration are mainly in electronic form and therefore accessible at any time to internal
and external users. Depending on requirements, records may relate to a system, process,
product, or production equipment. [VA-Q-025]

MAINTENANCE.
Preventive maintenance ensures a continuous production process and the consistently
high level of quality of the processes and thus the products. [VA-Q-022]

34
35
“There’s never been an ultimate
goal. The goal is simply to be that
little bit better every day.”

Ludger Schaus
Head of Quality Management

Legal notice

BOMAG GmbH
Hellerwald
D-56154 Boppard

Phone +49 6742 100 273

Fax +49 6742 100 520 273
Mobile +49 170 6373 690
E-mail: [email protected]