A Look Behind the Scenes: Petra Kopp on Her Role as Management Representative of the Kläger Group

1. HOW LONG HAVE YOU BEEN WITH THE KLÄGER GROUP?

I started at Vema in 2013 as Head of Purchasing and Deputy Head of Quality Management. Prior to that, I worked in a consulting firm specializing in quality management for IFS Food – I’ve been passionate about this field for a long time. Since January 2023, I’ve been Management Representative for Vema and Kläger Plastik at the Neusäß location, and since July 2024, my responsibilities have expanded to include Kläger SPC.

2. HOW WOULD YOU DESCRIBE YOUR ROLE AS MANAGEMENT REPRESENTATIVE?

The role of Management Representative is a bridge between various departments and the executive board.
I manage the implementation and maintenance of management systems within the company – including ISO 9001, 13485, 22716, 14001, IFS HPC, and IATF. This involves ensuring compliance with regulations and laws, conducting internal and external audits, and providing relevant training for employees. With the recent inclusion of Kläger SPC under my purview, we completed the separation of QM and QA within the Kläger Group. Quality management now stands as an independent, overarching position within the company and can act objectively.

 

“I’m very much looking forward to the challenge of uniting all systems under one roof, the upcoming changes, and, most of all, the inspiring collaboration with colleagues from three companies.”

Petra Kopp on her expanded responsibilities following her assumption of quality management at Kläger SPC.

 

3. CAN YOU SHARE SPECIFIC EXAMPLES FROM YOUR DAILY WORK?

Certainly – and I should mention, there are no routine tasks here. Currently, I work closely with Regulatory Affairs on new guidelines and laws, evaluating their relevance for each entity and coordinating their implementation, including necessary documentation adjustments, often tied to legal updates.
In QM, we handle both internal and external audits, which I conduct alongside the audit team with Thomas Wolf and Silke Schmiedchen. Together, we continuously improve our system through new insights. I also collaborate with Thomas Wolf on organizational and process development, assessing processes for efficiency, effectiveness, and transferability across the Kläger Group entities and making adjustments as needed.

4. YOU CONDUCT NOT ONLY INTERNAL BUT ALSO EXTERNAL AUDITS WITH CUSTOMERS. WHAT DOES WORKING WITH CUSTOMERS LOOK LIKE FOR YOU?

Initially, there’s a document audit via Teams, where we introduce our ViFlow handbook and documentation. Then, an on-site audit follows. During this audit, the entire processing workflow – from goods receipt through development (if relevant) to production, final product release, and shipping – is examined.
Customer audits are a great way to get to know each other beyond sales interactions, identify additional improvement opportunities, and streamline collaboration.

5. Legal and regulatory requirements are becoming increasingly complex. How is it ensured that all current developments are being followed?

A team monitors laws and binding obligations. Each member participates in information events, training, and so forth, and is committed to sharing insights with the team. An overview is provided by the legal register, which is a collection of all relevant legal requirements and obligations for a company or organization. Additionally, our safety and fire protection specialists contribute to this effort, combining competencies, knowledge, and strengths effectively.

6. WHAT MAKES YOUR JOB EXCITING AND VARIED?

I have worked in quality management for 20 years, and the last five years have been the most exciting. The field held a steady level for decades with minimal change. Recently, however, everything has shifted rapidly – agility and value culture are already outdated concepts in this context. Today, in QM, we discuss:

• Artificial Intelligence and Machine Learning: to enable quality improvements and predict quality issues.
• Blockchain Technology: to enhance traceability and transparency in the supply chain and maintain tamper-proof records.
• Sustainability and ESG Metrics: companies are prioritizing environmental, social, and governance criteria in their business strategies.
• Quality 4.0: the digital transformation we’ve been intensifying for about two years.

7. HOW DO YOU DEAL WITH RESISTANCE TO CHANGE?

We are still experiencing demographic shifts and advancing digital transformation. Change without resistance doesn’t exist. I firmly believe that transparent, straightforward communication should always come first during change; only then can we empathize with resistance. At the right time, employees must be more involved and trained. Time takes care of the rest.

8. WHAT WERE THE MANAGEMENT SYSTEMS LIKE WHEN YOU STARTED HERE?

When I started, everything was on paper. In 2015, with the major ISO 9001 revision at Vema, we introduced ViFlow, a business process modeling software, and began reducing paper use. From that point, collaboration among the quality managers across the different Kläger Group companies increased. Agreements and document exchanges were increasingly made across company borders. The demands of management systems have increased. Cybersecurity, sustainability, supply chains, and ESG – these are the topics we currently address in quality management, from the strategic documents set by management to practical application in departments.

9. LOOKING AHEAD – WHERE DO YOU SEE THE KLÄGER GROUP’S QUALITY MANAGEMENT IN FIVE YEARS?

Quality management will continue to develop, becoming even more strategic and comprehensive, and will gain further importance within the Kläger Group. We will accelerate digitalization and achieve a higher level of automation. This will be accompanied by data-driven QM.
In five years, QM will be far better recognized as an integral part of corporate culture. I also see great potential to obtain additional certifications in at least two companies.

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