Being a dynamic management tool, the QMS implemented in GEOMEGA is one of the cornerstones of the company’s growth, in line with a Quality policy establishing the following goals:
Client satisfaction, observing the Services sustainability and creation of value;
Employee satisfaction, fostering their development;
Suppliers satisfaction, observing the dialogue and their intrinsic needs to fulfill the
requested requirements;
Satisfaction of Public Agencies whit intervention in the authorization and approval of the
Services provided to our Clients, observing the quality of the Service, their compliance with the legal requirements and proactiveness to reach solutions;
Continuous improvement of the company’s global performance.
QMS is organized into four levels:
| LEVEL 1 | Organization: QMS company employee’s roles and responsibilities regarding the planning and implementation of activities, monitoring, measurement and process improvement. |
| LEVEL 2 | Quality procedures: Quality management procedures, in order to provide services that comply with the standard’s specifications and the contractual, statutory and regulatory requirements. Processes: Processes aimed to develop and manage the set of interconnected activities, in the pursuit of the specific and global performance goals. |
| LEVEL 3 | Methods: Quality Plan – Definition of the goals and strategies to achieve them; Action Plan – Identification of Opportunities for Improvement, Corrective Actions and Preventive Actions; Performance Review Process; Global Analysis of the QMS and the Management Review. |
| LEVEL 4 | Records: Documents expressing the results and highlighting the QMS's efficiency. |
The evaluation of the quality management system involves the systematic analysis of process performance, given the results achieved and resources used.
The results of this analyses are de inputs of the actions and methods to achieved the main purpose of our QMS: according to the Norm, “the ability of the company to deliver consistently conforming products to customers”.
