Our vision is to be recognized as the preferred supplier of advanced solutions for handling bulk materials within the heavy process industry.
To achieve this we will in close cooperation with our customers, develop high-quality and sustainable solutions. The solutions include mechanical and electrical components, as well as automation, installation and commissioning of complete project deliveries. This way we are able to offer our customer a single point of contact during the project.
PAM A/S is both tradition and innovation. We have our starting point in POUL ANDERSENS MASKINFABRIK, founded in 1935, where the main focus was the manufacture of rotary air-locks and solutions for pneumatic transport of bulk products. These areas are still central to us, but over the years it has been supplemented in several ways.
We still dimension, develop and produce components and solutions within bulk handling, but with a stronger starting point. Our product range has been expanded considerably with multiple products as well as fully automated process plants.
November 1-2020 PAM A/S was sold to Lachenmeier-Monsun and the company’s new MD, Joakim Haulrik. Our capacity to handle projects and system solutions has thus been significantly increased. Specifically, this means that we have been given the opportunity to take on more and larger projects and at the same time have the components manufactured in-house. In addition to the greater production capacity, the collaboration with Lachenmeier-Monsun also provides the opportunity for better purchasing and utilization of a large number of other synergies. All of this ultimately benefits the customer.
OBJECTIVES FOR CO2 EMISSIONS:
PAM prepares an annual CO2 account for the company. Based on the result of 2021, we have set-up some strategic targets for our CO2 emissions in 2030.
We have defined the following goals for reducing our CO2 emissions:
- Scope 1: 18 tCO2e (=50% relative reduction in relation to 2021)
- Efforts in this area will include the change of all company cars to be electrical driven.
- Scope 2: 12 tCO2e (=30% absolute reduction in relation to 2021)
- This will be possible by reductions created by our local energy providers alone.
- Additional efforts could be introduction of additional heat recovery from exhaust devices in the production area.
- Scope 3: Monitored (2021 level: 283 tCO2e, with a consumption of approx. 168 tonnes of iron/steel/castings)
- Our primary efforts in this area will be to move our purchasing of steel from Asia to Europe (primarily).
- Furthermore, we want to show the CO2 footprint along with prices and lead times for the same solutions offered on the basis of Asian steel vs. European steel. With that in hand, our customers are offered to chose between the lower CO2 footprint or the lower price (with higher CO2 footprint) for the product they inquire.
PAM’s quality goals reflect our most important focus area and help targeting PAM’s future development. Therefore, PAM undertakes to comply with the following set of requirements.
- All customer inquiries are answered within 24 hours
- All personal emails are answered continuously throughout the day
- Mail to Salg@pam.dk is read and answered every day
- Costs of complaints should not exceed 1% of our turnover (measured on annual basis)
- Customer satisfaction is continuously assessed through daily customer contact, as well as once a year through physical meetings or on-line interviews with selected customers.
- Goals for customer satisfaction: No negative customer inquiries
- Any negative feed-back is handled constructively with a follow-up interview/meeting.
- Delivery accuracy is measured by realized on-time delivery of hardware and documentation to the customer:
- Target for hardware delivery: Realized accuracy >90%, measured as a 6-week running average of all committed hardware deliveries
- Target for delivery of documentation: Realized accuracy >90%, measured as a 6-week running average of all committed documentation deliveries
- Furthermore, PAM undertakes to continuously improve the quality system. This is done on the basis of weekly management meetings with a focus on key figures and improvements, as well as regular quality meetings.