Quality policy

The quality policy establishes a framework for the decisions that will be taken in the different

functional areas of the organization and will have to be followed to achieve the objectives.

Systematic and well-organized management is a precondition for the success of the organization. In this regard, the system will be based on the following fundamental principles:

  1. a)  The efforts of our organization must be focused on discovering the present and future needs of our customers and achieving the correct performance of our products, satisfying the requirements of those and relevant standards. The expansion of the offer of KORTA, SAU. in the search for expanding markets and consolidating the existing ones is presumed as one of its bases. In this aspect, it seeks to provide more added value to the usual products with INTEGRAL SOLUTIONS FOR LINEAR MOVEMENT, under the brand name: LINKOR.

  2. b)  These customer-oriented solutions are part of a NON-STANDARD manufacturing strategy, focused on offering the best alternative and a closer approach to the customer.

  3. c)  In order to improve this approach strategy, internationalization is another of the

    organization’s bases, at a commercial and even productive level.

  4. d)  The fulfillment of the Quality objectives will be everyone’s responsibility, being the department heads and the management especially in charge of instilling this objective to the people whose work they are responsible for. The implication of the personnel contributes to the total use of their capacities for the benefit of the whole organization.

  5. e)  At the same time, to the search for greater collaboration with the customer, we will also work with the aim of have greater collaboration with suppliers, as an important component in the result of our final product, again emphasizing service and


  6. f)  In order to achieve these objectives, the modernization of manufacturing and control

    means, as well as the training of personnel will contribute in a fundamental way,

    becoming basic of the quality image that KORTA must offer to its customers.

  7. g)  The management in processes of the activities and resources of the organization, interrelated to each other to achieve the defined objectives. These relationships and the

    requirements will be defined between the different processes.

  8. h)  The improvement and enhancement of quality must be a continuous process, which

    must be established as an objective of the organization. Improvement actions framed in

    a cycle of continuous improvement will be the main factor in achieving this goal.

  9. i)  Achieving the effectiveness of the system will depend to a large extent on the detailed analysis of the information used for decision-making. In this way, the application of new technologies, involving the client as much as possible in the information network and making the management of this information more flexible, is another of the most

    important strategic aspects.

  10. j)  The quality policy and objectives must be disseminated throughout the company until

    they are known and understood by all personnel. Staff training and information, instructions and management conduct must serve this purpose. The management, in its desire to promote internal communication, including information upwards within the organization chart in the quest to improve the effectiveness of the quality management system, has promoted an organizational structure in line with current market needs.

  11. k)  Due to the market evolution, with a notable reduction in prices and an increase in direct costs (both personnel and raw materials), cost Management has become one of the most critical tasks within our organization. The management of costs related to purchases and subcontracting will be effectively integrated into the Financial and Commercial system and their reduction will be a necessary line of action.

    l) In response to growing customer demand and as a differentiating factor from the competitors, KORTA shows its commitment to the environment and occupational safety, promoting the management systems corresponding to both areas. The management of Order and Cleanliness is also reactivated as a basic and essential tool for the effectiveness of either of these two management systems.

    m) All these arguments will be derived from a strategic reflection carried out by the management, aimed at strengthening the positive differentiating aspects of the organization and counteracting, as far as possible, the threats it faces.