Disclosure on Management Approach
Quality, understood in its widest sense, is the foundation of our approach to Product Responsibility.
The ST Quality Management System (QMS) includes systems and processes that are used to define, implement, control and improve the quality of products and services provided to our customers. It complies with rules described in this document and, as a minimum, with requirements of ISO 9001:2000 and ISO/TS 16949:2002.
The effectiveness of the ST Quality Management System is monitored through internal audits and assessments. The results are presented at company Management Reviews, where, if necessary, corrective actions or continuous improvement activities are assigned to ensure that the goals are achieved and that the processes are continuously improved.
Identifying, defining, measuring, improving, optimizing and steering the way we conduct our activities within ST has been part of our continuous improvement culture since the creation of STMicroelectronics.
The focus on the process approach has increased over time, in particular since our ISO/TS 16949:2002 certification. This approach introduces horizontal management, always keeping the focus on our customers' requirements, while managing our activities in the most effective and efficient manner.
The ST process approach focuses on 5 main phases towards managing processes:
Identification phase:
15 Key processes are identified within the QMS perspective:
Management processes
Supporting and resource management processes
Main (Product related) processes
The ST key processes are defined according to three main categories:
For each Key Process, an Owner is identified: his/her responsibilities are fully described within a role & responsibility template and within their job description. Mainly, they are responsible to steer their process by:
Management Commitment
ST Top Management closely follows Quality progress and results, which are presented by the Executive Vice President for Total Quality and Corporate Responsibility at quarterly operational reviews with the CEO and Executive Committee.
ST Top Management's commitment is reflected through:
Customer focus
As strongly defined by top management, STMicroelectronics takes great care to listen to its customers and to ensure that their needs and expectations are fulfilled.
Sales functions act as the primary interface to customers, understanding the needs and transferring them to the right counterpart within ST. Each involved function has the skills and the experience to analyze and translate customer expectations into explicit requirements. The answer is executed through ST processes. For Key Customers, ST has developed strategic alliances and has assigned Key account organizations.
Each ST employee is committed to fully satisfy customers by meeting or exceeding their needs and expectations through his or her attention to workmanship and performance. Sales are responsible to communicate with customers: collect customer expectations (documented or not stated but necessary), clarify and negotiate, verify business ethics compliance and finally provide feedback from ST. The involved functions (Sales, Product groups, Manufacturing & Technology, Logistics and QES) are responsible for responding to the expectations.
Quality objectives
The Quality Policy is deployed in Corporate Standards, long terms goals, shared by the whole company. Short terms goals (annual) are set by ST top management focusing on specific improvements.
They are cascaded by the hierarchy and integrated into ST organizations' 'Top Pages'. The results against these objectives are measured and reviewed on a quarterly basis during Management Reviews.
These objectives are broken down into sub-objectives and communicated to the appropriate level of the organization, enabling all ST employees to contribute to their achievement.
Quality Management System and planning
ST's Quality Management System is documented and implemented in order to guarantee that products and processes meet the requirements of our customers.
It is reviewed on a quarterly basis to ensure suitability and effectiveness of quality policy goals and continuous improvement.
An annual calendar is set up to define dates for major changes impacting QMS.
Any decision of change at any level is made official when approved in QMS documentation. The implementation of significant QMS changes that have an impact on the company's Quality Management System is carried out during the year.
The overall ST QMS is under the responsibility of the QMS steering committee composed of the Executive Vice President for TQCR (chairman), the appropriate TQCR representatives, the QMS responsible of each ST organization and the Key Process Owners.
The QMS steering committee is responsible for driving and assisting the company in developing, implementing, checking and reviewing the QMS, as the framework for enhancing the satisfaction of the customers and the other stakeholders.
Responsibility and authority
Responsibilities and authority are defined and communicated through the company notes/charts and job descriptions at all levels of the organization.
Specific responsibilities are defined in the appropriate chapters of ST's Quality Manual.
Responsibilities for Product Quality
The Quality Directors/Managers of each involved ST organization are responsible for product quality and are immediately informed of products or processes non compliant with internal & external customer requirements. The product cannot be transferred either within or outside the company unless is removed or corrected with the relevant formal authorization.
The manufacturing functions have the responsibility to ensure that in all production shifts, including the nights, personnel delegated for ensuring product quality is present.
The Executive Vice-President for TQCR is ultimately responsible for product quality in the company and can overrule any ST organization in this domain.
Responsibilities
The Executive Vice President for TQCR has the authority and responsibility for:
