Caterpillar
Quality Manual
Presented by:
Kristen Hammel & Rashmita Tripathy
INTRODUCTION
• Caterpillar is a big multinational corporation
based in the United States. Its products and
components are manufactured in 50 U.S based
facilities and in over 60 other locations which
span 23 countries worldwide. Its headquarters,
core research and development activities are in
Peoria, IL. The products, services and
technologies of Caterpillar fall into
three principal lines of business: Machinery,
Engines and Financial Products
INTRODUCTION(contd.)
• Caterpillar is the world’s largest manufacturer of:
Construction and mining equipment,
Diesel and natural gas engines, and
Industrial gas turbines.
Additionally, it also manufactures a wide range of:
Heavy equipment, mainly engineering
vehicles, including the Caterpillar D9 bulldozer.
• Thus, Caterpillar is recognized as a global leader
and is geared towards customers with an
emphasis on total quality management.
ORGANIZATIONAL CHART
TOTAL QUALITY MANAGEMENT TEAM
Total Quality Management Council
CEO
Senior Manager of Design
Senior Manager of Marketing
Manager of Production and Quality
Human Resources
Employees
Customers
Senior Manager of Finance
Coordinator or Consultant
VISION STATEMENT
• Our vision is to become the undisputed, global community
leader in the development of construction and mining
equipment, diesel and natural gas engines, and industrial gas
turbines equipments. We aim to achieve this by offering the
maximum value to our shareholders and ensuring the highest
customer satisfaction by helping them increase profitability and
by offering more valuable services and support programs. We
will also strive for continuous growth and innovation and will
always be the first choice of employees, customers and all our
stakeholders. We wish to accomplish this vision by improving
our operating performance, having sustained growth, and
maintaining the highest level of technology and quality
throughout our organization.
WHY?
• “We choose this vision statement to let our
customers and shareholders know that we are
committed to offering quality services and
products and quality management is a must
within our business”.
MISSION STATEMENT
• As a global leader, Caterpillar will provide the best products and
services in construction and mining equipment, diesel and
natural gas engines, and industrial gas turbines for helping people
in construction and transportation. Caterpillar will be successful
by continuously improving the quality and performance of its
products according to the expectations of the customer, so that
both customers and shareholders can get maximum value from
their transaction. Additionally, employees will get the
appropriate reward for their responsibilities and thus remain
motivated. Our focus on superior customer service, sustained
growth and our ability to take advantage of strategic
opportunities will enable us to maximize profitability. We will try
to be socially responsible and conduct our business so as to
protect our environment.
WHY?
• When developing the mission statement, we
considered the organization's products, services,
markets, values, and concern for public image,
and made sure to include all of the above in the
mission statement.
• Also to let our customer’s know that we will
provide the best quality.
QUALITY POLICY STATEMENT
• We at Caterpillar are committed to offering products of
the highest quality and the most advanced technology
to our customer’s worldwide. We strongly believe high
quality is achieved by listening to the “voice of the
customer” and by continuously innovating so as to
deliver superior products and services. We aim to have
all of our employees committed to “Total Quality
Management”. For us, quality is of paramount
importance to our corporate strategy because it ensures
the most loyal customers.
WHY?
• We wrote our quality policy statement to allow
the public to understand what our values are,
and to let customers and stakeholders know that
our values guide us as we strive to meet our
mission and achieve our vision.
DEPARTMENTAL GUIDELINES
• We have chosen three departments of
Caterpillar:
(1) Marketing & Sales
(2) Production & Quality
(3) Human Resources Department
STANDARD OPERATION PROCEDURE
Production and Quality Departments
• Objective – Create a production plan.
• Scope - Multiple departments like the forecasting department,
the marketing department, the production department, R&D,
human resources and the plant managers.
• Responsibilities - Forecasting analysts, marketing analysts,
production managers, human resource personnel and plant
managers and the Quality Council.
• Procedures: 6 steps - Forecasting and Marketing Planning,
Inventory Management, Manpower Determination, Production
Planning, Quality Incorporation, and Implementation
STANDARD OPERATION PROCEDURE
Marketing and Sales Department
• Objective - help firm manage its market development process.
• Scope: sales personnel in all the various departments.
• Responsibilities: Management team for a specific market
supported by marketing analysts and researchers, financial and
supply chain/logistics managers.
• Procedures: scout various markets, consult sales personnel in
existing market and product segments, consult marketing
analysts and researchers, investigate and gather sufficient data
about the markets, analysis of this data by analysts, select
markets based on attractiveness and risk.
STANDARD OPERATION PROCEDURE
Human Resource Department
•
Objective: Help the HR department in the hiring and
recruiting of qualified employees.
•
Scope: limited strictly to the HR department.
•
Responsibilities: handling employee benefits questions or
recruiting, interviewing, and hiring new staff.
•
Procedures: Contact applicant’s previous employers and
personal references by telephone, check LEADS and the
records of the Illinois Secretary of State to determine history
of prior arrests/convictions, maintain all written contacts and
retain the results of the background investigation with the
candidate’s application form.
Rashmita & Kristen
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Our meeting place “Panera”
We would usually meet on Sunday afternoons
We worked well as a team
We both listened to each other’s ideas and built
off of each other.
• Learned about different cultures and learned to
work through language and cultural differences.