From product quality to a quality management system
Motul's product culture, deeply rooted in its history through the constant search for ever more innovative, effective and better-performing lubricants, has naturally led the company to adopt the principles of a quality management system.
The organisation set in place allows client expectations to be met and even anticipated by adopting a structured and pragmatic approach to attain maximum efficacy while meeting the requirements of internationally recognised quality benchmarks. Motul is certified to ISO 9001:2008 and TS16949:2009.
Organisation by macro-processes
Motul has built an organisation geared closely towards the client and focussing on the company's 7 macro-processes.
This organisation adapted to the Group's international development ambitions favours networking and optimises lead times and the quality of developments and products.
Heeding clients and markets
Confidence in and demands on partners
Thanks to relations of confidence built over time, Motul has completed this organisation by favouring partnership ties with suppliers and service providers who share their experiences and know-how within the framework of specific projects or more simply on a daily basis.
The Motul Group selects its suppliers by formally approving them in order to ensure that they comply, at the very least, with the quality benchmarks it sets for itself and, in more critical cases, to see to it that they develop their processes and systems so as to guarantee the expected results.
The relations the Group has with its partners are long-term ones allowing the teams to focus on the main points: solutions and added value provided to product end-users
Certified to the most demanding quality benchmarks
Already in the 1980s Motul was involved in the process of formalising quality requirements via national certifications like that of the British Standards Institution. International models of quality assurance soon became vital not only as a need but also an asset.
A close partner of the car industry, Motul implements the demanding quality benchmarks of major OEMs. It obtained its first EAQF* qualification already in February 1990, then ISO 9001* in June 1996, QS 9000* in October 1999 and ISO TS 16949* in June 2002.
These certifications are kept and checked every six months by a first-ranking international organisation (Lloyds Register Quality Assurance Limited - LRQA) and renewed every three years.
(*) EAQF: Quality benchmark of European OEMs
QS 9000: Quality benchmark of American OEMs
TS 16949: International benchmark harmonising the requirements of all OEMs.
Mastery of formulation
The high quality and exceptional performance of Motul products has been acknowledged for many years. This success is based on mastery of their formulation, development and also production processes.
Not only are high investments made to keep the laboratories and production plant at a high and constantly improving level of performance, but also Motul products undergo strict inspection at each stage of their life cycle, as soon as they are formulated and throughout their various production phases.
The products are therefore checked during their formulation, blending and packaging and are also regularly sampled and analysed at all the stages of their dissemination (storage, distribution, sales points).
Total traceability of products
In order to guarantee product safety, a total and reversible traceability system covers the various stages of their production and distribution.
The results of each inspection are therefore written down and recorded and are consultable any time.
Each packaging features precise coding, so products can be traced and the dates, places and production conditions can be rapidly known.
Reliability above all
Thousands of samples are kept of the references produced in order to follow changes in their quality over time and be able to answer possible future questions.
Such inspection ensures irreproachable quality of the products and helps permanently improve the processes and formulations. It also forms a way of taking into account changes in market constraints such as new behaviours or needs on the part of users.