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.