The Group’s constant commitment to quality is attested to by the many certifications it has obtained over the past years.

Actually, the Brovedani Group views quality as more than just certificates and technical procedures. It is meant in a broader way: as method and a style, as the ability to create a system and maintain its excellence, and as a modus operandi that is based on a solid internal organization.



Brovedani considers the concept of “organization” to be the heart of its corporate culture. In this context, organization is intended to mean the combination of people and their interactions. The best way to make the most of this combination is to recognize the importance of human resources. And the best way to implement the underlying idea is to use the innovative approach of organization by process; that is, identifying, specifying and defining the organizational processes of the company using internal procedures which are vital not only to its efficiency, but also to its effectiveness in meeting the needs and requirements of the customer. With this approach involving processes, each individual at Brovedani has his own internal “customers” (and is, in turn, the client of internal “suppliers”), thus creating a value chain that can be recognized by the external customer.

IMG_2561[1]The practice of Process Ownership (or process responsibility) has also allowed a number of managers (including those lying below top and mid-level) to go beyond their own tasks and duties. This gives concrete expression to the proactive spirit which is the key to beating the competition. The final result of organization into processes is better performance: the goal that processes must try to reach before the product is produced, and the result that must be achieved afterward. It’s a strategy that is in perfect agreement with the plan specified in Vision 2000, involving a “virtuous cycle” of estimation / analysis / ongoing improvement. Also, to maximize organizational efficiency, the Group has adopted an administrative method called Lean Management. First conceived and applied by Toyota, it embraces every subdivision of the company – from production areas to secretarial offices – with the goal of optimizing productivity by using resources in the best way possible, which improves the level of products and services, and maintains competitiveness as a result.



The Brovedani organization employs a computer system based on a server farm with clusters for the management system and servers for sharing data and for providing work group services (e-mail, Intranet, Internet, etc.). These services are distributed over a wide area network and to individual local networks connecting more than 300 workstations. Since 2002, the heart of the computer complex has consisted of an SAP R/3 (Systems, Applications and Products in Data Processing) management system that includes all operational areas: Controlling, Finance, Material Management, Production Planning and Management, Product Management, Quality Management, Logistics, Sales & Distribution, Project System.

 Logo_SAPAn ICT infrastructure and open communication standards provide an innovative method of exchanging data between computer systems. With this method, an interorganizational work scheme is created which reduces the time and money required for managing documents, with consequent increases in overall logistical efficiency. Thanks to computer integration achieved with client-server architecture, information can be received and transmitted to and from peripheral units in real time. In this way, all aspects of business operations can be managed in an “organic” way by integrating applications and data regardless of their virtual or geographic locations.



One of the cardinal points of Brovedani’s business commitment is the engineering of quality; that is, meeting absolute standards to ensure that the Group plays a specialized role on the international scene.
Two basic techniques are used to evaluate quality:
– a system based on the number of workpieces discarded, as measured in parts per million (ppm);
– an approach based on an analysis of the problems reported by customers, which are weighted according to their seriousness.
At present, out of the 170,000,000 components produced per year, the Group boasts a discard rate of around 4 ppm (parts per million).
Aiding in the achievement of these results are the high standards it sets in its checks and preventive analyses, particularly for the automotive industry. This involves almost weekly inspection visits by both direct customers and end customers (OEM) to verify and/or plan procedures which will lead to continuous improvements in the quality and productivity of processes.
In this regard, innovations have also been made in measurement methods and their automation, in order to ensure that the end customer enjoys Zero Defects.
Of the many results obtained, worth special mention are the following:
– millions of components are supplied in size classes of 2 or 3 microns, as sorted by instruments developed by the company;
– controls are made with automatic visual instruments that detect appearance defects on the components.