Serasa Quality Process

"National Quality Award 2000/1995"
National Quality Award 2000/1995
Serasa was the first fully Brazilian company to be given, the National Quality Award. In 2000, after the five-year interim required by the Award’s regulations, Serasa became the first company to win it twice.

PNQ, like the Baldrige Award in the United States and the Deming Award in Japan, is the highest form of recognition of excellence in business management in Brazil.

Given by Fundação para o Prêmio Nacional da Qualidade – an entity maintained by the leading companies operating in Brazil elevates winners to the status of “World Class Companies" because of the completeness of its criteria.

Total Quality management encompasses the leadership system, strategic planning, processes and products, as well as human resources development and a concern with meeting customers’ needs and legal requirements, with playing an active role in the community, and with constantly surpassing previous results.

ISO 9002 Certification
After having received, in 1997, the ISO 9002 certificate for the Concentre Process Quality Assurance System, in 1999 Serasa added two new certificates, this time for the ACHEI-Recheque Processes. In 2000, the Concentre Process was recertified.
In 2002, Serasa obtained five ISO 9002 Certificates, which now extend to the Processes PEFIN-Financial Pending Matters and REFIN-Pendências Bancárias.

The Serasa Quality Process
In the early 1990s, the Serasa Quality Process began based on the company’s own parameters, and in line with meeting needs to increase productivity and improve quality. In 1993, the process started incorporating the comprehensive criteria of the National Quality Award, which became Brazil’s benchmark in terms of Total Quality Management.

Serasa Quality Award
Oriented towards constantly improving the Serasa Quality Process, from 1997 onwards the company instituted the internal Serasa Quality Award. Based on the CNPQ criteria, this internal prize was created to identify, acknowledge, reward and disseminate the best Total Quality management practices across each of the company’s several areas.

The 5S Process
The 5 S practice, which arose from the development of Japanese quality programs, was translated in Brazil as the principles: Being Organized, Being Neat, Being Clean, Being Standardized, and Being Disciplined.

After its consolidation in earlier years by means of broad campaigns to communicate the importance of its adoption for continuous improvement of the work environment, in 2001 the 5 S process continued to be intensively promoted, accompanied by internal audits to check for its results at all of the company’s areas.