Nokia Corporation Total Quality Management (TQM) Report

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Total Quality Management of Nokia Corporation

  •  Adnan maqbool
  • Asad Ali Gardezi
  • Umair Malik
  • M. Majid

Contents

  1.   Mobi and the Mobile Web
  2. Ovi

Brief Introduction of Nokia

Nokia Corporation is a Finnish multinational communications corporation that is headquartered in Finland’s capital Helsinki. Nokia is engaged in the manufacturing of mobile devices and in converging Internet and communications industries, with over 123,000 employees in 120 countries, sales in more than 150 countries and global annual revenue of EUR 41 billion and operating profit of €1.2 billion as of 2009. It is the world’s largest manufacturer of mobile telephones: its global device market share was 30% in the third quarter 2010, down from and an estimated 33% in the second quarter 2010. Nokia’s estimated share of the converged mobile device market was 38% in the third quarter, compared with 41% in the second quarter 2010. Nokia produces mobile devices for every major market segment and protocol, including GSM, CDMA, and W-CDMA (UMTS). Nokia offers Internet services such as applications, games, music, maps, media and messaging through its Ovi platform. Nokia’s subsidiary Nokia Siemens Networks produces telecommunications network equipment, solutions and services. Nokia is also engaged in providing free digital map information and navigation services through its wholly-owned subsidiary Navteq.

Nokia has sites for research and development, manufacture and sales in many countries throughout the world. As of December 2011, Nokia had R&D presence in 16 countries and employed 37,020 people in research and development, representing approximately 30% of the group’s total workforce.  It has sites in seven countries: Finland, China, India, Kenya, Switzerland, the United Kingdom and the United States.

Online Services of Nokia

1.Mobi and the Mobile Web

Nokia was the first proponent of a Top Level Domain (TLD) specifically for the Mobile Web and, as a result, was instrumental in the launch of the .Mobi domain name extension in September 2006 as an official backer. Since then, Nokia has launched the largest mobile portal, Nokia.mobi, which receives over 100 million visits a month. It followed that with the launch of a mobile Ad Service to cater to the growing demand for mobile advertisement.

2. Ovi

Ovi, announced on August 29, 2007, is the name for Nokia’s “umbrella concept” Internet services. Centered on Ovi.com, it is marketed as a “personal dashboard” where users can share photos with friends, download music, maps and games directly to their phones and access third-party services like Yahoo’s Flickr photo site. It has some significance in that Nokia is moving deeper into the world of Internet services, where head-on competition with Microsoft, Google and Apple is inevitable. On March 23, 2010, Nokia announced launch of its online magazine called the Nokia Ovi.

How It All Began – The Birth Of Nokia

Nokia started by making paper – the original communications technology. The history of Nokia goes back to 1865. That was when Fredrik Idestam built a wood pulp mill on the banks of the Tammerkoski rapids, in southern Finland. Afew years later, he built a second mill by the Nokianvirta River– the place thatgave Nokia its name. A mining engineer by trade, Idestam brought a new, cheaper paper mnufacturing process to Finland from Germany.  1898: Finnish Rubber Works founded  Arvid Wickström founds Finnish Rubber Works, which will later become Nokia’s rubber  business.  1912: Finnish Cable Works founded Eduard Polón starts Finnish Cable Works, the foundation of Nokia’s cable and electronics businesse India, Mexico, Romania, South Korea. 1960: Firstin electronics department Cable Works establishes its first electronics department, selling and operating computers. 1962: First in-house electrical device. The Cable Works electronics department produces its first in-house electrical device – a pulse analyzer for nuclear power plants. 1967: The merger  Nokia Ab, Finnish Rubber Works and Finnish Cable works formally merge to create Nokia Corporation. From paper mill to mobile phones. The Move to mobile 1968-1991. The newly formed Nokia Corporation was ideally positioned for a pioneering role in theearly evolution of mobile communications. As European telecommunications markets were deregulated and mobile networks became global, Nokia led the way with some iconic products. 1981: The mobile era begins  Nordic Mobile Telephone (NMT), the first international mobile phone network, is built. 1982: Nokia makes its first digital telephone switch. The Nokia DX200, the company’s first digital telephone switch, goes into operation. 1984 Mobira Talkman launched  Nokia launches the Mobira Talkman portable phone. 1994: Nokia Tune is launched. Nokia launches the 2100, the first phone to feature the Nokia Tune. 1994: World’s first satellite call. The world’s first satellite call is made, using a Nokia GSM handset. 1997: Snake – a classic mobile game. The Nokia 6110 is the first phone to feature Nokia’s Snake game. 1998: Nokia leads the world.  Nokia becomes the world leader in mobile phones. Nokia’s story continues  With 3G, mobile multiplayer gaming, multimedia devices. 2002: First 3G phone  Nokia launches its first 3G phone, the Nokia 6650. 2003: Nokia launches the N-Gage Mobile gaming goes multiplayer with the N-Gage. 2005: The Nokia Nseries is born  Nokia introduces the next generation of multimedia devices, the Nokia Nseries. 2005: The billionth Nokia phone is sold  Nokia sells its billionth phone – a Nokia 1100 – in Nigeria. Global mobile phonesubscriptions pass 2 billion. 2006: A new  President and CEO – Nokia today Olli-Pekka Kallasvuo becomes Nokia’s President and CEO; Jorma Ollila becomesChairman of Nokia’s board. Nokia and Siemens announce plans for Nokia Siemens Networks. 2007  Nokia recognized as 5th most valued brand in the world. Nokia Siemens Networkscommences operations. Nokia launches Ovi, its new internet services brand. 2008  Nokia’s three mobile device business groups and the supporting horizontal groups arereplaced by an integrated business segment, Devices & Services.

Mission statement:

  • To guide and focus decision making
  • To create a balance between the competing interest of various stakeholders
  • To motivate and inspire organizational members

Vision Statement:

Nokia wants to create a new world; to transform a big planet to a small village. Their vision is to create, build, and encourage people from all countries to communicate with each other in order to create a world where everybody is connected.

Nokia ways and values:

We have set values develop by employees which support our business and changing environment. The values act as a foundation for our business culture and form the basis how we operate.

  • Achieving together: reflects how we reach out to others, encouraging them to work together with us and share risks, responsibilities and success.
  • Vary human: reflects how we do business and work with each other.
  • Engaging you: reflects how we engage our customer, suppliers and our own employees.
  • Passion for innovation: reflects our curiosity about the world around us and our desire to improve people’s lives through innovation.

Leadership in Nokia

“Nokia’s management style is very inclusive and participative. Across the company, employees at all levels are engaged in strategy development and strategy execution planning.”

Nokia is purely a Democratic Organization has a unique global position as well as a great brand the company has deeply talented and dedicated people. The Nokia slogan “Connecting People” clearly states key mission. And they continue to deliver innovative product that meet the needs of consumers.

  • Participation and involvement by all employees.
  • Leadership commitment.
  • Customer Feedback.
  • Interaction with subordinate.
  • Celebrate the success.
  • Merit Reward system.
  • Time spending on quality for improvement.
  • Awareness the importance of TQM.

Implementation

All projects will require implementation; however, the stage at which this occurs may vary depending on your internal process and chosen software development methodology. Implementation may once have been a specific project stage, however developers are increasingly exploring processes such as Agile, which (similarly to many design processes) depends on iteration rather than strict sequential stages. In Agile development, ‘requirements and solutions evolve through collaboration between self-organizing cross-functional teams’, and may therefore coexist with conceptual, interaction design, and prototyping stages.

Regardless of the methodology, here are a few things to keep in mind:

  • When problems arise, discuss them with the appropriate stakeholder immediately. Together with the team, come up with an acceptable alternative solution that does not conflict with the rest of the application design—or the products.
  • To enable proper change management, keep a change log that describes the problem, the solution, and the impact of the problem.
  • Make sure you write clear, well-commented code—someone else may try to continue your work at some point!

Secrets  of Nokia’s  Success

  • Bold strategic Intent
    • Seizing the opportunity
  • Innovation through Value Chain
  • Flat organization
  • Entrepreneurial Spirit
    • Collective Leadership
    • Global R and D Network
    • Competition and Cooperation
  • Customer satisfaction

Nokia Secret: Flat team Organizations – working with Cross-functional Teams

  • New product development projects are run by a Cross-functional teams to ensure that all viewpoints are heard and given proper weight throughout the life of the project.
  • The team is composed of people that represent the various functional areas important to the success of the product.
  • Nokia has strong networks with suppliers and research institutes, very often teams are multinational and operate mainly virtually.

Customer Satisfaction:

Two types of customer:

  1. Internal (employees)
  2. External (end user)

Internal customers satisfaction:

Through reward system, involvement in decision making, different behavior such as respect, creativity, high expectation.

Employee Involvement

As Nokia is a purely Democratic Culture, they give value not only to their customers but provide an environment to their employees that encourage them to improve their decision making. They continuously give their feedback on different decisions taken in the Nokia.

In Nokia employee involvement are implemented in following ways.

  • They Trust on Employees.
  • Treat every employees as a source of information
  • Involvement of Employees in decision making
  • Involvement of senior manager commitment.
  • CEO’s Commitment.
  • Everyone needs to be trained in quality awareness problem solving.
  • Union in Organization.

Training and development:

Nokia provide mandatory and voluntary training to its employees to enhance their skills for working place as well as their personnel roles. Provide internal as well as external training program also in local languages. And for factory worker Nokia arrange onsite classroom training.

Performance and reward:

It uses a global framework to set salary which applied regardless of gender, age or background. Our various incentives program include cash, sales and short term bonus. Employees in our production are rewarded by production incentives. We encourage manager to coach continually and have at least one formal personal appraisal in a year.

A trio reward programmed:

A positive behavior is recognizing on daily basis. Nokia has a global recognition program:

  1. The achievement reward for the major achievement that goes the employee beyond the responsibilities.
  2. Kudos to reward smaller achievement for job well done.
  3. Peer to peer helps demonstrating the new way of working and behavior.

 Employees’ competition to recognize innovation:

Yearly base reward program on the basis of outstanding work and persistent and pioneering attitude.

Encouraging volunteering:

Volunteering is an important part of employees engagement and its helps us to achieve our goals, as a part of our mission to make meaningful contribution to the communities in which we operates. Through volunteering we are able to learn new skills and gain new perspective. Volunteering also helps to create a balance between personal beliefs and professional lives.

Behavior with one another in Nokia:

  • Respect: we all need to respect one another whether equal rank, upper or below. This mean we just respect.
  • High expectations: quality in process, product and management is a fundamental tent of Nokia. We expect all of us the higher standered in everything that we do.
  • Creativity: Nokia depends on innovation in every aspect of our product and their production.
  • Share commitment to common purpose. This is more than team work, it reflects the real belief in what Nokia is trying to do and genuine sharing of our all employees in helping Nokia to succeed.

External customers satisfaction:

Delivering customer satisfaction is not only about meeting needs, but also about creating value for our operator customers and end users by increasing the sustainability of our devices throughout the product life cycle. We continuously research the views of both groups to understand where we are succeeding and how we can do better.

Customer engagement:

Deliver customer satisfaction is not only about meeting needs, but also about creation values for our operator customer to end user by increasing the sustainability of our devices throughout the product life cycle.

Trade customer:

Through LTC (listening trade customer) program we conduct a survey which helps us to understand the views of trade customer.

KANO MODEL (NOKIA CORPORAION)

·         Voice calling

·         Text/voice messaging

·         Gaming

·         Audio/video

·         Internet/GPRS

·         Smart, trendy, cool, efficient, and reliable.

·         Fast moving

·         Ever-ready

·         Effortless

·         Style

·         Easy to use.

·         Navigations.

·            Business security/solutions

·            Eco-environment products

·            Window phone

·            Multi tasking/multi touch

·            High speed smart phones

·            3G,4G technology

·            High Built in memory

·            300 millions songs database

TBENOLE MODEL (NOKIA CORPORAION)

·         Smart, trendy, cool, efficient, and reliable.

·         Fast moving

·         Ever-ready

·         Effortless

·         Style

·         Easy to use.

·         Navigations.

·         Calling

·         Massaging

·         Note book

·         Good appearance

·         HD video

·         Mobile Exchange offer

·         Insurance(safety)

 

What really motivates Nokia customers

Nokia unique values of customer lies in the comfort and pleasure of connecting perfectly with people, information and resources, and thereby becoming a part of whole community.

What Nokia customer expects

  • Smart, trendy, cool, efficient, and reliable.
  • The pioneer.(essential quality that would best define our product)
  • Ever-ready, fast moving, all capable.
  • Effortless smooth.

Customer Driven Excellence

Developing affordable mobile devices that can contribute to increased economic growth and quality of life. constant innovation. Focusing on human technology, enhancing communication and exploring new ways to exchange information. That’s why Nokia will never stop finding new ways of connecting people.

Continuous Improvement

This is a process improvement cycle developed and used at Nokia Mobile Phones (1998) and has not been previously described in public. The model was developed by the Quality Office of the Nokia Mobile Phones during 1995-1996 and is meant for improvement of any process, not just software processes. The author of this literature study has contributed to this model, mainly to the process analysis step.

The model is a PDCA cycle and incorporates the Deming / Juran principle (i.e. to improve a process, it must first be described and modelled). Furthermore the model has taken additional influence from Business Process Re-Engineering and Lean Operations -thinking. The model has seven steps, which are:

  1. Defining the Scope of a Process – Important for providing a solid foundation for improvement. At this step the name, purpose, and start and end points (scope) of the process, as well as the inputs and output(s), and their requirements are defined. In addition the owner, customers, and suppliers of the process are identified.
  2. Mapping the Process – Process map provides a common understanding of how process operates, as well as means for discussing of the process, so that the process can be analysed, interfaces clarified, and improvement opportunities identified. The notation that is recommended for the process map in the CPI-7 -model allows hierarchical approach and recognises four main elements and tree supportive elements. The main elements are Activities, Decisions, Connectors, and Object Flows. The supporting elements are Role, System, and Performance Measure. Role is a performer in the process, and can be one of Authority, Responsibility, Collaboration, or Informed (of progress in the process). The (IT) System is technology that supports the process, and the Performance Measure is the metric which is applied to the process.
  3. Defining Process Measures – Measurement is applied on the process to enable control and visibility over the process status. The key objective is to use measurement for improvement, and the measurement responsibilities must be clearly defined. The measures must be effective, i.e. describe the critical issues and describe process performance, not ones that are easy to measure, and should be process-oriented (cross-functional), not line-oriented.
  4. Setting Process Targets – Targets are needed to guide the process (improvement) into the right (desired) direction. There are two target types: Performance standard (the ultimate objective) and Target (what is the next improvement gain).
  5. Analysing the Process – The analysis is a step where the improvements are identified. The process is analysed from three perspectives: People perspective, Technology perspective (supporting technology), and Process perspective (process flow). The people perspective asks about resources, competencies and suitability of the organisation for the task. The Technology perspective asks about adequacy of technical support and the interoperability of the technologies. The Process perspective asks about the bottlenecks, non-value adding steps, and measured problem areas in the process.
  6. Improving the Process – This step incorporates the PDCA-cycle, with a special focus on managing the change (especially human aspects of it) to the process.
  7. Managing the Process – This is a review step, where the results of the entire cycle are reviewed, process status is communicated to interest groups, and the next cycle is then initiated.

TYPES OF WASTES (kiazen)

Nokia recognize following wastes during their activities:

  1. Raw material extraction.
  2. Material production
  3. Component production
  4. Product assembly
  5. Used
  6. Warranty return
  7. Take back

Contract with ABB

ABB is world leading company in a maintenance management.

For continuous improvement nokia contract with ABB in 2005 to main and repair its equipment and tools in the located factory in Hungary.

ABB and nokia research together for life-cycle capability improvement. (life cycle capability improvement is activity to introduce new production technology and increase the life of existing equipment.)

Tools used with ABB

OEE = Overall Equipment Effectiveness.

FTA = Fault Tree Analysis is a specific tool to track and understand possible faults and their mechanism.

RCA = Root Cause Analysis tool that ABB uses to analyze production and maintenance data as well as to continuously seek improvement possibilities.

SMED= Single-Minute Exchange of Die is a tool to reduce wastes and improve performance.. Single minute mean to solve the problem in 1 digit mean less than 10 minute.

After contracting new production records are daily achieve and stabilize its production.

Six-Sigma of Nokia:

At Nokia company working at Six- Sigma for better customer satisfaction and trying to working at lean sigma, because we consider our suppliers as a partner. In Nokia we are implementing six-sigma  in the manufacturing and service process. In Nokia six-sigma was applied by researchers to reduce material consumption, minimize waste and material losses. Nokia reduces the quantity of material it uses to make its products.

Six Sigma in Nokia Siemens Networks Pvt.Ltd

When NSN first successfully implemented Six Sigma from 2005 to 2008, its management program of setting goals, sharing savings, risk-taking and linking personal goals to corporate goals all played important roles. As a result, the company grew, matelotes of money and rewarded its employees with bonuses. The challenge in implementing Six Sigma in HR included questions such as, ³What should I do?,´ ³What should I measure?,´ ³How would I improve the HR process?´ and ³How can HR be at 3.4 parts per million as it does not deal with a million people?´ Typical HR functions include benefits management, compensation, recruitment and skills development. Innovation and change management must also become key functions in the HR department. In addition to managing these functions well, managing idea to innovation, improving HR functions, and accountability of employees and executives must also be implemented. As with any major organizational initiative, many factors contribute to success. Some of these factors will fall within HR’s area of responsibility, such as those discussed below.

Roles played by the Six Sigma Team of NSN

  1. Establishment of project selection criteria
  2. Establishment and use of proper communication process
  3. Timely Approval of projects ± ensuring linkage to strategy and key needs
  4. Reviewing of the entire process every 3-6 months
  5. Selection of Project Champions
  6. Establishment of reward and recognition format
  7. Provision for needed resources and training
  8. Linking rewards to performance
  9. Reviewing Black Belt and Green Belt projects monthly
  10. To be accountable for the success of the effort

Just in Time of Nokia

Nokia use a “push”  strategy selling is mobile phones, via retailers such as Carphone Warehouse. Personal selling and trade promotions are often the most effective promotional tools.

  • The mass production of Nokia cell phone due to high demand all over the world. In its nine factories around the world, mobile-phone giant Nokia will churn out approximately 325 million handsets a year alone. That’s 10 phones per second, every hour of every day, all year long.
  • According to the leak Nokia’s biggest factory in Beijing can only produce 2 million Windows Phones per month, consisting of 20,000 Nokia Lumia 920’s per day, 25,000 Lumia 820s and 20,000, Lumia 620.
  • stock inventory and the management of orders arriving from production (acceptance, processing, delivery inspection, stock reservation). Our supervision system tracks and controls the product delivery processes in an itemized manner and integrated into the local application environment.
  • The Customer and Market Operations group is responsible for the production of Nokia mobile devices, while the Networks group is responsible for the production of network infrastructure.
  • Our principal supply requirements are for electronic components, mechanical components and software.
  • The Customer and Market Operations horizontal group is also responsible for process development in the demand-supply networks

Benchmarking

“When Nokia Siemens Networks introduced its Operational Efficiency Benchmarking exercise to us, we immediately knew that it filled the gap in our benchmarking strategy. It has given us highly customized performance analysis and improvement paths to achieve our business goals.”

Benchmarking process

Nokia Siemens Networks started its first benchmarking exercise for AIS in July 2007, and the program has been running for three consecutive years since. Each project starts with AIS submitting business-critical data like its year-end financial results, which are then be aligned with and entered into Nokia Siemens Networks’

Challenges

  • Lacked key performance indicators (KPIs) and best practices from global operators to benchmark against
  • Reduced profit margins due to aggressive price cuts by competitors
  • Needed to introduce new value added and 3G services to minimize subscriber churn
  • Required tighter cost controls and process innovation to achieve operational excellence and ensure service quality.

Solution

  • Evaluated past performance and business-critical data against global benchmarks using Nokia Siemens

Networks’ operational efficiency benchmarking

  • Identified areas for improvement from the macro to the micro level.

Benefits

  • Improved operational efficiency and refined business strategies through customized performance analysis and improvement paths
  • Enhanced insights to the strengths and weaknesses of AIS by department and function
  • Reduced IT solution development and maintenance costs by reassessing outsourcing strategy and prioritizing in-house IT projects
  • Lower overall IT costs in 2008 when compared to 2006 & 2007
  • Strengthened channel marketing team and increased the number of marketing programs launched.

Quality control and reviews

Quality management Quality – „the heart of Nokia’s brand promise”

In Nokia quality is the highest objective, not only being the characteristic of their products and services. It is strictly linked with the continuous improvement.

Nokia wants to achieve excellence in the following fields:

  • Customer service and gaining customers loyalty (by taking care of the quality and reliability or their products and services)
  • Product leadership (improvement, innovation)
  • operational modes – effective, efficient and ethical management

Quality control tools include, for example, technical reviews and review minutes, checklists, expert evaluations, and user feedback. The tools should be linked to specific phases and outputs of the development process.

Statistical Process Control (SPC)to improve the quality of manufacturing at Nokia.

History and basic concept of SPC are reviewed using SPC PC IV as an example software tool. Combining SPC PC IV with intelligent systems was tested. Special requirements of the production system at Nokia are difficult for standard SPC techniques: small lot size, inspection programs not tuned up, not enough reliable data, etc. The new  Process Control Tool moves the process control towards active handling of the data.

THE NEW PROCESS CONTROL TOOL

Major improvements

Major improvements were done by updating the existing systems: data availability was addressed in handling of databases,  AQUA, & Dipos software used as a Process Control Tool.

Database

All the data necessary for the process control tool is now in a unique table, and only the data that are necessary are in this table. It means that with these data we are able to detect a defect and to make the correction.

Data availability

This problem has been solved and now for each component we have the 20 last values, whenever they have been produced. Of course old data are not very reliable but anyway better than no data at all. And we have also access to the date when the measurement has been made.

 Indatrans

Indatrans is still responsible for compressing the data and sending them to database. It is also keeping it up by checking the size and suppressing the oldest lines when more than 20 values are stored. These 20 values are only an option. If in the future more values are needed, there is only a parameter to change for saving more than 20 values to database.

Data compression

A material code is composed of one or more identical components. In order to have access to component level information, we have also saved the reference numbers of the components responsible for the maximum and the minimum values in each direction. It can be used to detect for example when a big variation in the data for a material code is due only to a few numbers of components. The other stored information is used for the localisation of a component, e.g. serial number, to make corrections easier.

AQUA

AQUA has now two specific functions, a monitoring function and an analysing function.

Monitoring function

The product identification bar is used to select the product that you want to monitor.

monitoring views misalignment.

The scatter diagram gives a different view to the misalignment charts.

Dipos

Previously, only line workers used Dipos for showing a picture of the PCB with missing components. When you wanted to look for a component on a specific board, you had to know the complete information for the board, the side, the component, etc.

Reliability

Testing, usability and evaluation

Testing, evaluation, and quality assurance should be an ongoing process and should include both usability and software testing.

Reality check

  • Iterate the design based on actual feedback.
  • Discover — and resolve — problems while you still have the time and resources to do so.
  • Make changes to the overall product specification in response to critical issues

Well there is a Nokia team in UK which breaks phones for a living ..

they test phones under extreme weather , stress conditions , wear and tear and more spilled water on your keypad ?

still worried that your phone bends in your jeans pocket.

OEE – Overall Equipment Effectiveness

OEE is the industry accepted tool

to measure and monitor production performance. It can be applied at the machine, manufacturing cell, or plant process level.

OEE = Availability × Performance Efficiency × Rate of product quality output.

Quality Assurance Head has the authority and responsibility to:

  1. Initiate action to prevent the occurrence of non-conformances.
  2. Identify and record quality problems.
  3. Initiate, recommend or provide solution to quality problems.
  4. Verify implementation of solution to quality related issues.
  5. Stop the process-creating non-conformance until corrective actions are implemented.
  6. Review and approve final disposition of non-conformances.
  7. Liaise with all other departments on all Quality matters.
  8. Inspect Incoming goods and arrange for material review.
  9. Final offering of equipments to customer for inspection if contractually required.
  10. Release conforming material for shipment to the customers as contractually required.
  11. Maintain equipment calibration records.

Eco environment

At Nokia, we think every device should be made with the environment in mind, so we continuously improve the environmental credentials of all our products.

The goal of the Nokia Environmental Management System is to improve our environmental performance, focusing on:

  • energy consumption
  • water consumption
  • air emissions
  • ozone-depleting substances
  • waste management
  • packaging

which encourage people to adopt more sustainable lifestyles. Effective end-of-life practices close the life cycle loop, putting energy and valuable materials back into circulation. Our environmental services and applications, together with our environmentally friendly and energy efficient devices and accessories, can inspire and enable people to live more sustainably.

Substance management

We are the first mobile phone manufacturer to provide full material declaration for all our mobile devices, working closely with our suppliers.

Energy efficiency

We ensure our devices and chargers use as little energy as possible. We also work to reduce the energy consumption of our operations, and agree on energy efficiency targets with our key suppliers.

Recycling

Our recycling programme includes around 6,000 points across almost 100 countries that collect old mobile phones. It’s an initiative to increase awareness of recycling, as well as to help return materials for reuse.

Continue to study new technologies which will use renewable energy, such as solar panels and kinetic energy.

Develop solutions that enhance the energy efficiency in our products

  • Reduce greenhouse gas emissions in our offices, R&D sites and manufacturing facilities by a minimum of 30% by 2020 (2006 baseline, assuming no major business volume or headcount changes)
  • Reduce energy used in production by 10% per unit produced by the end of 2012 (2010 baseline).**
  • Reduce CO2 emissions per person working in Nokia offices and R&D by a minimum of 15% by the end of 2012 and 28% by the end of 2015 (2006 baseline).***
  • Continue the development of our Green Data Center strategy, which is already implemented in Finland, delivering targeted cooling, environmentally friendly backup power and power-efficient server racks.
  • Maintain annual air travel-related CO2 emissions, both total and per employee, significantly below 2008 levels by limiting unnecessary travel and providing alternatives such as videoconferencing

The Nokia-wide Environmental Management System (EMS) according to the ISO 14001

Iso 9001

A Quality Management System is established, documented & maintained to continually improve the effectiveness in such a manner that all requirements as emphasized in ISO9001: 2000 are met and contractual requirements  of the customers are satisfied. The Quality Manual, Quality Plan, Procedures and work/ test instructions are established and implemented with a view to meet the requirements of internal and external customers.

 The Quality Management System is implemented as follows:

  • Identifying the various processes through out the Organization including those for management activities, provision of resources, product realization and measurement needed for the Quality Management System.
  • Flow Diagram referred along with associated procedure)
  • Determining the sequence and interaction of these processes.
  • Determining the criteria & methods required to ensure the effective operation and control of these processes. (Reference: Quality Plans)
  • Ensuring the availability of resources and information needed to support the operation and monitoring these processes (Reference: Work Instructions).
  • Monitoring, measurement and analysis of the identified processes (Reference: Quality Plan)
  • Implementing the actions required to achieve planned results and continual improvement of these processes. (Reference: Production Records)
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