Bam Engineering Development Group is committed to following 100 quality principles:
1- Permanent listening and learning process directly from the voice of the client.
2- Quantitative information in order to determine customer satisfaction levels.
3- Information about and analysis of clients’ negative response indicators such as complaints.
4- Quantitative information and analysis to determine the relative satisfaction of the competition’s clientele.
5- Identification of the clients’ whole ambience and recognition of segments and groups as well as the competition’s clientele.
6- Benchmarking of results and current tendencies: the client’s opinion and current behavior tendencies.
7- Response strategy: recovery and improvement of those services and products according to the clients’ indications.
8- Analysis and anticipation of tendencies, future directions and emerging demands from the market.
9- Studies and strategic decision-making to increase customer loyalty.
10- Strategic plans to secure and increase market share.
11- Maintaining and improving corporate identity as your company’s primary asset.
12- Developing and updating of product image and brand value.
13- Research into marketing tendencies to guarantee a planned future.
14- Search for creativity of effective advertising with impact in all possible media segments.
15- Use of TV and radio as a means of short lead-time communication.
16- Use of promotions as a stimulation for sales.
17- Merchandising, making maximum use of product image and graphics as “silent salesmen” at point of sale.
18- Careful selection of trade fairs as points of encounter for sales and buying forces in each sector.
19- Stimulating public relations as part of corporate philosophy.
20- Installation of networks such as internet as a balancing media in global information.
21- Continuous, periodic benchmarking programs.
22- Systematic process of internal and external benchmarking data.
23- Periodic analysis and evaluation of benchmarking results.
24- Choosing model companies, leaders in the field or aspect to be benchmarked, to undergo a comparison process.
25- Creation of your own permanent benchmarking network.
26- Functional benchmarking of specific activities.
27- Generic performance benchmarking and overall company performance.
28- Competitive benchmarking of product or service.
29- Competitive benchmarking of administrative techniques and production processes.
30- Decision for improvement and plans for action on the basis of the benchmarking analysis.
31- Selection and use of information and data to achieve business goals.
32- Appropriate systems and methods for collecting data and for data storing and processing.
33- Data and information management: speed, accessibility and reliability.
34- Evaluation, analysis, outcome and diagnosis of data to give strong backing to strategic planning and management systems.
35- Transmission and dissemination of information relevant to each sector or company unit to improve competitiveness and performance.
36- Data analysis, interpretation and conclusions about information regarding the comparative position of the company and its products in relation to its competitors (benchmarking).
37- Integration, assimilation and ranking of different sources of information to contribute to a global view of the company.
38- Linking market and consumer response to improvements in quality of products and services to resulting economic benefits.
39- Collecting and processing of internal company data such as productivity, performance, absenteeism, time cycles, costs and left-over stock.
40- Understanding the cause-effect connections in data interpretation which provide a strict analytical basis for decision-making.
41- Setting guidelines, creating company values and goals.
42- Establishing and maintaining an effective system of leadership and internal communication.
43- Efficient distribution of roles, functions, responsibilities and establishment of mechanisms for shared management at every level.
44- Evaluation and improvement of the effectiveness of the system of leadership and internal communication.
45- Analysis of real performance and development of latent potential and organization methods in the company to achieve goals and develop plans.
46- Detection and elimination of obstacles, in production and management, which cause loss of perspective, inefficiency and slowness.
47- Coherence in management decisions and goal-seeking related to company values and plans. Effective, exemplary transmission of this coherence to every level.
48- Integrated information system with rapid access for management to review work units’ results and achievements.
49- Fast decision and consultation mechanisms to improve flexibility and speed in response of all company departments.
50- Integration in the community and environment. Sensitivity toward ethical and legal aspects in procedure and in goals.
51- Awareness of company positioning.
52- Short and medium-term pricing schedules.
53- Daily workforce objectives within a common company culture.
54- Consideration of client preference for product and service according to sales cycles.
55- Short and long-term human resource planning, taking into account the benefits of training.
56- Definition of the control mechanisms for measuring achievements within the different levels of the company; from departments to the individual employee responsibility.
57- Improvement alternatives, rationalizing the use of recourses focused toward profit growth.
58- Information gathering concerning the tendencies, challenges and demands which may affect the future opportunities of the company.
59- Diversification within the market and constant look at the future to better understand how to compete.
60- Analysis and flexibility within the planning process and strategic decision-making during the implementation process.
61- Human resource planning, creation of job positions and listing of required qualifications, all in keeping with the guidelines for company strategy.
62- Recruitment, selection and taking on of new staff.
63- Information, evaluation and improvement concerning company performance including; individual, team, section and whole company.
64- Labor force development by means of education and training for all categories and levels of employees.
65- Identification of the clients’ whole ambience and recognition of segments and groups as well as the competitions’ clientele.
66- Means which help promote a healthy work atmosphere of motivation, well-being and personal development of all company employees.
67- Systems for evaluation, recognition, rewards and incentives for individual and teamwork actions.
68- Employee participation including all levels and degrees of responsibility during decision-making for the promotion of flexibility, fast response and global performance.
69- Problem identification and factors of inhibition which obstruct high level labor performance.
70- Non-company activities which build employee motivation and satisfaction.
71- Technical employee training through specialized courses.
72- Upper management training; business management and administration.
73- On-going in-house training in each specific job position.
74- Training for learning new technology.
75- Masters programs and professional seminars for mid and long-term future plans.
76- Management and total quality courses as a profit concept.
77- Seminars and conversations for distributors, representatives, clients and suppliers.
78- Training sessions for new employees, based on exact job description from the company operating manual.
79- Specific courses on ecological issues and waste reduction.
80- Incentives to generate activities outside the work schedule for employees to pursue education or studies related to company activity.
81- Definition and concept of management and production areas broken down by objectives.
82- Design and creation of products and services.
83- Production system and facilities development.
84- Integration and coordination among different work units in the company.
85- Delivery management based on key production processes.
86- Identification of critical production process areas in order to minimize problems.
87- Implementation of disciplinary actions necessary to restore the efficiency and general operations in terms of human.
88- Client participation in process changes, especially in those companies working in the service industry.
89- Performance improvement from the consumers’ perspective (better quality) and from the company perspective (higher profits).
90- Quality management concerning suppliers. Especially those who are vital to the company.
91- Concentration on the most profitable activities.
92- Financial results as tied into the production process.
93- Results of human resource performance and effectiveness.
94- Effectiveness and contributions from suppliers.
95- Choosing more profitable alternatives.
96- Measuring the quality/cost ratio as reflected in complaints.
97- Investment in new technology oriented towards market opportunities.
98- Industry benchmarking relating investments to profits margins.
99- Average investment logistics for short and long-term amortization.
100- Reinvestment strategies as a guarantee of company continuance.