Strategic Plan 2015 -2020

strategie has developed its Strategic Plan “Objectives 2015-2020” to contribute, in its industrial area to social challenges and economic issues of our era. In this sense, the plan identifies priorities and reveals the ambitions and objectives of the company.
The Strategic Guidelines
Retain existing customers
Training and Improvement
The capacity
  • stragetie-02
    Retaining existing customers
    • Increase customer satisfaction.
    • Reduce customer complaints.
    Increasing the number of customers
    • Improving the effectiveness of the QMS (Quality Management System).
    Contracting a business development company and participating in marketing programs
    • Develop a certification of SM-QSE (Management System Quality Safety and Environment).
    • Indicators : ISO TS 16949 in 2015; ISO 14001 in 2015 and OHSAS 18001 in 2016. 
    Improving quality
    • Reduce the number of internal defects.
    • Improve process efficiency.
    Improving productivity and reducing costs
    • Optimisation of production resources.
    • Ensure consistency and continuity in materials and products flow.
    Involve staff and improve skills
    Following its strategic axes, fixed operational objectives that it intends to achieve, while constantly improving the performance of its quality system and the effectiveness and efficiency of its processes.
    • Implement a QMS (Quality Management System ) mise-en-plase-02 in 2015 according to ISO TS 16949
    • Implementing an EMS (Environmental Management System) in 2015 according to ISO 14001
    • Implement a SMSST (management systems health and safety) in 2018 according to OHSAS 18001
  • formation2A training plan for managers was developed in the year 2015 according to the needs expressed.
    For operators, a training plan that consists of retraining and advanced training courses in the various cabling operations
  • capacite
    It is expected that in late 2015 early 2016, will move to a larger site to contain the projects of’s customers. Thus the annual production capacity will increase to 500.000 hours, or 200% of the current capacity. To do this, the necessary number of jobs needs to increase from 200 to 300 people.
     The implementation of the new unit is planned for a budget of 1.5M € and will generate a turnover of  6 million €.
  • productiviteThe ICEM productivity incentive system is based on a monthly premium allocated to operators and is based on six key criteria which are :
    Attendance: The absence in the cabling sector represents a major handicap because it is a team effort. An absence can affect the efficiency of a team and also increase the rate of internal defects.
    The discipline: in a team work, discipline and rigor are essential in order to meet customer requirements.
    Quality: This premium encourages operators to make it right the first time and with reduced faults.
    Performance: To satisfy the customer in terms of quantity and deadlines, operators are encouraged to achieve the planned objectives.
    Availability: Given the fluctuations in customer demand, in case of increase, we compensate deviations from overtime.
    Versatility:  The flexibility requested by the customer encourages us to develop our inter-family versatility as well as intra-family to respond quickly to changing demands. | Industrielle de Câblage et de Montage