Management Manual Part I

August 2017 1

MANAGEMENT
MANUAL

FOR YOUR
HEAVY DUTY
PLAYGROUNDS
 Management Manual Part I

August 2017 2

FOR YOUR
HEAVY DUTY
PLAYGROUNDS

In the development of our axles and gearboxes, we think in terms of terrain and its properties.
That is why we understand the individual requirements of our customers
so much better than our competitors.
FOREWORD
Management Manual Part I

August 2017 3

Since its founding in 1960 NAF’s been able to establish itself as a

­leading supplier of axles and gearboxes. NAF stands for expertise,
innovation, quality and business relations based on mutual trust.
These characteristics have enabled the company to become the ­world’s
largest supplier of drive systems on the forestry machine market.
NAF also supplies an increasing share of the construction, agricultural
and specialized machinery markets.

Our process-oriented organization and our approach of integrated management system are
­documented in this management handbook. They form the basis of long-term success oriented
to the needs of our clients, staff and business associates.

This management handbook describes the management system practiced and implemented
by NAF, based on
DIN EN ISO 9001:2015 and DIN EN ISO 9004
DIN EN ISO 14001:2015
DIN EN ISO 50001:2011
the industry-specific requirements of the Employer‘s Liability Insurance Association
(NLF / ILO-OSH 2001) and the “Safety with system” mark of approval.

Neunkirchen am Brand, 01 August 2017

Erwin Urban & Bernhard Schnabel Helmut Wagner

NAF AG Board of directors Management Representative
MANAGEMENT POLICY
Management Manual Part I

August 2017 4

THE NAF MANAGEMENT POLICY IS Our way

BASED ON THE COMPANY’S VISION

> WE want to be confident, proud of our work and a step
AND PHILOSOPHY. ahead in all we do.

It’s essential that what’s important be laid down.

> WE expect our employees and business associates to show
commitment, responsibility, reliability and self critical
Corporate success is no coincidence but the logical
behavior, to constantly seek improvement and to act at all
consequence of far sighted thinking and targeted action.
times as our company culture requires.
Employee comprehension and a will to make a personal
commitment to success and to participate in it are decisive.
> WE consider the individual to be the most important success
factor in our organization. We hence expect all staff and
Not so much a sense of duty, but more of inner conviction is
associates to respect one another and that this be evident in
what’s needed.
fair, tolerant and honest behavior toward others.

The central point for us as a company is the long-term

> WE will not expect of others what we cannot or will not do
safeguarding of our independence and profitability. Constantly
ourselves.
trying to make what’s already good even better is a great help
too – working with a view to productivity and great respect for
> WE respect the freedom and needs of the individual. That’s
one another coupled are major positive factors.
why we want to create a working environment that is positive
in that all staff enjoy their work and feel free to evolve
personally and that promotes their creativity and that of our
Our vision
associates.

First choice for high quality drive solutions thanks to innovation,

> WE wish to conserve resources by developing energy
perfection and partnership based on trust.
efficient, environment friendly reusable products and
processes, using environment friendly substances, avoiding
waste and disposing of it in a way that doesn’t harm the
Our motivation
environment, supporting measures that promote health,
acquiring energy efficient machinery, goods and services and
> WE consider ourselves as an organization that serves the
safeguarding the safety of our staff whilst adhering to all
society with the individual being central to our success.
applicable laws and binding obligations.

> WE believe our primary task to be assisting our clients, staff,

> WE monitor our goals by applying a constant key
investors and their business associates to be successful.
performance figure monitoring system.
That’s why we want our products to be free of faults and
available at fair prices and our processes, goods and services
subject to constant improvement.

> WE will never rest on our laurels and will give our best
every day.
MANAGEMENT POLICY
Management Manual Part I

August 2017 5

Our success

> WE want to mutually support one another and hence the

company’s continued existence and the financial security of
our staff even in difficult times.

> WE want to make a positive contribution to social

development with our work by creating secure jobs, training
our staff well and aiding charitable institutions.

> WE know that we can only realize our wishes, goals and
visions by staying profitable. Only thus will we have the
means to safeguard our identify and independence and
influence our future positively.

Neunkirchen am Brand, 01 August 2017

Erwin Urban & Bernhard Schnabel

NAF AG Board of directors
DETAILS
Management Manual Part I

August 2017 6

SCOPE OF VALIDITY

The NAF management handbook applies throughout

the company at the locations below:

NAF technical office

Polkostrasse 25
81245 Munich
Germany
Tel.: +49 89 82 92 08 0
Fax: +49 89 83 40 62 0

NAF Production & Management

Weyhausenstrasse 2
91077 Neunkirchen
Germany
Tel.: +49 91 34 702 0
Fax: +49 91 34 702 640

In formal and reduced form:

NAF Russia GmbH

Karjernaja Str. 2 office 502
620030 Ekaterinburg, Russia
T + F: +7 343 278 65 02
Mobile 1: +7 908 928 12 79
Mobile 2: +7 343 268 17 75

NAF Axles North America Inc.

6245 Seneca Rd.
Morris, IL, 60450, USA
Tel: +1 815 941 2025
Mobile: +1 815 922 7313
PURPOSE
Management Manual Part I

August 2017 7

Purpose Part I of the management handbook describes the overall

organization and portrays that a management system is
defined, implemented, monitored and maintained. The core
PRESENTATION OF THE MANAGEMENT
processes and responsibilities are stated here.
SYSTEM AND THE PROCESSES, AND
SPECIFYING THE PROCESSES FOR
It is demonstrated that all management-relevant activities are
PLANNING, CONTROL, MONITORING
planned, controlled, monitored and improved.
AND IMPROVEMENT IN A PROCEDURE
THAT IS CONSISTENT AND BINDING
Part II of the management handbook describes in terms of
THROUGHOUT THE COMPANY. quality systems procedures the core-, management-, key-,
supporting and individual processes in detail and in accordance
Concepts
to the procedural instructions with stipulations regarding
process sequences, responsibilities and documentation. Special
Interested parties:
work procedures are described in the work instructions.
- Customers and end users
- People in the organization
Organization
- Shareholders, investors, banks, insurance companies
- Suppliers and partners
All the responsibilities can be found in the overall organizational
- Public organizations, society, municipality
chart of NAF.

Top Management

- Management Board, Authorized signatories and

Departmental heads

Management System

- Is to be understood in its entirety and includes the quality,

environment, occupational safety, and energy management.
- IMS (Integrated Management System)

Procedure

The top management of the NAF develops, defines and

communicates the management policy, and uses it to
derive business objectives, which are monitored, reported
and adjusted if necessary as part of the comprehensive
management of performance figures.

The management representative develops, defines and

communicates the management system, checks its
effectiveness and reports to the top management at least once
a year. The top management commit themselves to evaluate
the results and defines corrective actions if required.
STRUCTURE, DOCUMENTATION, ACCESSIBILITY
Management Manual Part I

August 2017 8

THE MAIN PROCESSES ARE The management representative is responsible for the system
being introduced, communicated, monitored, maintained and
IDENTIFIED, DETERMINED AND
constantly improved. He’s also responsible for ensuring that
SPECIFIED AS PROCESS ORIENTATION only the currently valid version is used in the computer system.
DICTATES:
Those responsible for processes are also responsible for their
- Board, Management, Authorized representatives being adhered to as laid down and for their being monitored
- PEP (product development process) and constantly improved. The company’s organizational
- PEng (production engineering) flowcharts and work instructions clearly show who is individually
- PHP (product manufacturing process) responsible.
- DFP (financial services process)
- DQP (quality services process) Documentation
- DLP (logistic services process)
All this is documented in Parts I and II of the management
handbook.
Chapter structure has been waived in favour of process logic Individual documentation and filing is governed by work and
and ISO standard, quality relevant sub-processes being procedural instructions.
­responsibly integrated in the processes.
Accessibility
Specifications of all relevant processes and parts thereof
are shown in three chapters in Part II of the management The management handbook part I is published on the home
handbook: page (www.nafaxles.com) and accessible for interested parties.
Parts I and II of the management handbook are accessible for
Chapter I all employees on the intranet (NAFnet).
Prefix number 01.: Management and services
Colour: Grey

Chapter II
Prefix number 02.: Product development process
Colour: Yellow

Chapter III
Prefix number 03.: Product manufacturing process
Colour: Blue

Presentation is preferably in graphic form and colour labelled for

easier classification.

Responsibilities

Top management is responsible for a management system

and policy being laid down. This is intended to ensure that
the organization fulfils its purpose for the benefit of all parties
involved and is oriented to the company’s strategic goals.
ORGANIZATION CHART
Management Manual Part I

August 2017 – Director 9

SUPERVISORY BOARD DIRECTOR DIRECTOR WORKER’S COUNCIL

Ralf Sauer (Chairman), Rigk Sauer, R&D and SQP Sales, Human Resources, Finance, Peter Wartenfelser
Dr. Nicolas von Mende, Bernhard Schnabel Production, Services & Environment Thomas Winkler
Wilhelm Cordes (honorary member) Erwin Urban

HEAD OF
HEAD OF SALES & HEAD OF LOGISTICS /  HEAD OF IMS
HEAD OF PDP HEAD OF SQP BUSINESS DEVELOPMENT HEAD OF PEng HEAD OF PPP HUMAN RESOURCES &
MARKETING SHIPPING (QM / OSH / EM / EMS) HEAD OF SFP
Bernhard Schnabel Rainer Kern NORTH AMERICA / CHN CHANGE MANAGEMENT Jürgen Braun A.R. LEGAL SERVICES
Peter Illig A.R. Harald Kraus PRESS OFFICER Erwin Urban
Markus Maurer Bernhard Schnabel Till Kieser Niko Sklarzik Lothar Köhler Yvonne Vittinghoff
Till Kieser Reiner Disselberger Helmut Wagner A.R.
Erwin Urban

MANAGER SALARY FINANCIAL

DEVELOPMENT QM-SUPPLIER NAF RUSSIA NAF NORTH AMERICA PEng PRODUCTION PRODUCTION CONTROL HEAD OF LOGISTICS OSH / EMS
ACCOUNTING ACCOUNTING
Bernhard Schnabel Herbert Heilmann Peter Illig A.R. Till Kieser Klaus Bungeroth Jürgen Braun A.R. Reiner Disselberger Andreas Ach
Karin Bayerlein Alexandra Weiß
Markus Maurer Sebastian Schmitt Sebastian Reck Peter Illig A.R. Benjamin Bayerlein Lothar Köhler Harald Kraus Helmut Wagner A.R.
Gudrun Schmidtlein Lydia Heinlein

STRATEGIC GOODS RECEIPT / 

QM-PRODUCTION PROJECT ORDER HANDLING EDUCATION & TRAINING CONTROLLING
PURCHASING TOOL DESIGN and SHOP SHIPPING
Rainer Kern MANAGEMENT Anja Nägel Helmut Wagner A.R. Lydia Heinlein
Jürgen Heinlein A.R. Michael Winklbauer Christian Franke
Sebastian Becker Steffen Kügel Regina Pickelmann Stefan Singer Alexandra Weiß
Akar Nusret Wolfgang Walz

SUPPLY LOGISTICS
TEST DEPARTMENT SERVICE / QM-CUSTOMER VA / CALCULATION PROCUREMENT IT
SPARE PARTS SHIPPING
Martin Zitzmann Thomas Brüggemann Thomas Rauh Helene Drewicke Werner Brendel
Karl-Heinz Eger
Martin Schmidtlein Siegfried Effenberger Peter Munker Sandra Schreier Frank Röser
Reiner Disselberger

DISTRIBUTION ASSEMBLY / 
FABRICATION / PLANNING BUILDING
MANUFACTURING
Lothar Köhler MANAGEMENT
A.R. =  AUTHORIZED REPRESENTATIVE Michael Prochaska
Christian Wartenfelser Reinhard Pfister
CEO =  CHIEF EXECUTIVE OPERATOR Christopher Emmert
EM =  ENVIRONMENTAL MANAGEMENT
EMS =  ENERGY MANAGEMENT SYSTEM
H.R. =  HUMAN RESOURCES
IMS =  INTEGRATED MANAGEMENT SYSTEM ASSEMBLY / PAINTING
CUSTOMS OFFICER
IT =  INFORMATION TECHNOLOGY Michael Brockmeyer
Andreas Kwapil
PDP =  PRODUCT DEVELOPMENT PROCESS Jörg Paar
PEng =  PRODUCTION ENGINEERING
PPP =  PRODUCT PRODUCTION PROCESS
QM =  QUALITY MANAGEMENT
OSH =  OCCUPATIONAL SAFETY AND HEALTH MAINTENANCE
R&D =  RESEARCH & DEVELOPMENT
MANAGEMENT AND SERVICE
Nikolaj Engelhardt
SFP =  SERVICE FINANCE PROCESS
Roland Wartenfelser
SQP =  SERVICE QUALITY PROCESS PRODUCT DEVELOPMENT PROCESS
VA =  VALUE ANALYSIS PRODUCT PRODUCTION PROCESS