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> Corporate Social Responsibility > Delta and Stakeholders |
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| Delta and Stakeholders |
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| This section describes Delta's efforts to pursue "Customer Satisfaction" and "Quality First." It includes our quality management, our responses to requests on the Restriction of the Use of Hazardous Substances (RoHS) and social / environmental responsibility, as well as customer recognition. |
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| Delta and Customers |
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Customer Satisfaction and Quality First |
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"Customer Satisfaction" and "Quality First" are key elements of Delta's corporate culture. At Delta our priority is on understanding and meeting customer requirements and doing things right the first time. |
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In recent years, Delta has focused on achieving zero defects in quality. Apart from receiving ISO 9001 certificates at our main factories in Taiwan, China, and Thailand, Delta Electronics' Chief Operations Officer began promoting a quality diagnosis initiative in 2005. By reinforcing the execution of a function-based organization, this will integrate the value chains of Delta's business groups and ultimately complete the strategic link between Delta Group and each business group. To date, four quality diagnosis meetings have been held with the heads of each business group/unit and level-one regional managers' participation. Through the sharing of information and best practices, the meetings identified opportunities for improvement and created synergies from each business division's quality system and activities.
Apart from the above, our business groups have launched initiatives aimed at improving quality and meeting customer requirements. For example, the Power System Business Group I (PSBG I) and the Component Business Group (CPBG) have run a Six Sigma Program since 2005. This trains our employees to use systematic Six Sigma methods (such as DMAIC and DMADC) and statistical tools to carry out quality improvement activities. As of the end of 2006, a total of 32 employees in PSBG I had received black belt certification; CPBG has also completed a Six Sigma training program and certification counseling is underway. Business groups have set up a Six Sigma committee and program office in Dongguan. Ten sessions are scheduled between 2007 and 2011 as part of a company drive on Six Sigma black/green  belt training and certification.
Thanks to the efforts of all Delta employees, we have achieved significant gains in quality management. Quality costs decreased from 2.7% in 2005 to 1.9% in 2006. We continue to invest in quality diagnosis and quality improvement activities to realize our ideal of "do things right the first time" and thus enhance the capabilities of the organization as a whole.
Delta's business divisions are also reaching out to understand customer needs through a variety of methods, such as customer satisfaction surveys. At the same time, Delta has health & safety emergency response plans at our factory sites to prevent disasters such as the SARS epidemic from affecting Delta's production lines and customer interests, as well as mutual production support plans to minimize any delivery problems. |
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The Restriction of Hazardous Substances (RoHS): |
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Even before hazardous substances in products became an international issue, Delta was at the forefront of the trend to reduce the impact of manufacturing on the environment. In 2000, Delta introduced the first lead-free  soldering production line and established our own management standards for environment-related substances (10000-0162).
With the EU RoHS directive taking effect in July 2006, Delta revised management standards and gathered our customers' requirements. The information was distributed to RoHS management teams at our business groups, units, and factories to ensure that all Delta products conform to the EU directive and meet our customers' requirements. Legislation on restriction of the use of hazardous substances is a worldwide trend and countries outside of the European Union, including China, are beginning to announce their own regulations. Tracking all relevant legislation has become an important task at Delta. |
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Social and Environmental Responsibility |
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Beyond RoHS-like regulations, customers are paying more attention to a company's social and environmental responsibilitiy. The Electronic Industry Code of Conduct (EICC), promoted by major electronics brands such as Dell, IBM and HP, covers labor rights, health and safety, environmental protection and business ethics. The major companies use the EICC to judge supplier performance in these areas and they consider the results when choosing a supplier. Delta has set up task forces drawn from our Sales, Human Resources, Purchasing and Site Affairs departments to carry out self-assessments and gap analyses, and to cooperate with customers' audits. This ensures that Delta continues to improve and to meet our customers' requirements.
Whether it is RoHS or the social and environmental expectations of our customers, the compliance of Delta's organization and operations as a whole depends on the compliance of Delta's suppliers. A description of our supplier management efforts is provided in the following section. |
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Customer Recognition: |
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In recognition of our efforts, Delta has received best supplier awards from customers that include Nortel, Intel, and Siemens. This is an honor shared among all Delta employees and we continue to refine the quality of our products and services to ensure our customers' satisfaction. |
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