

With DESMA-owned production, sales and service locations in Brazil, China, Germany, France, India, Japan, Mexico, Slovakia and the USA we have a powerful network in every important economic and growth region. With more than 500 employees we globally work round the clock for the success of our customers. The margins in today's business community are globally under extremely strong pressure.The costs of acquisition of our solutions are often overrated as against the benefit of reducing the total cost of ownership. We consider the order of our customers to be an active contribution towards lowering their production costsFor this we have implemented some successful innovative concepts over the past few years that have promoted the reduction of personnel and material expenses, the increase of productivity and the reduction in energy costs in a groundbreaking manner:
| 1945–1965: | The beginnings of DESMA during the economic boom in Germany | ||
| 1965: | Foundation of the company MAF Fridingen | ||
| 1968-1975: | Extension of the business units and constant growth | ||
| 1978: | Development of the first 1000-ton large machine | ||
| 1982: | Foundation of a customer care center in Hebron, Kentucky/USA | ||
| 1994: | Certification according to DIN ISO 9001 | ||
| 1996: | Factory foundation in Ahmedabad/India | ||
| 2001: | Construction of a process engineering center with 500 square meters at the Fridingen headquarters | ||
| 2003: | Factory foundation in Považská Bystrica/Slovakia | ||
| 2006: | DKG Product Award 2006 of the German Rubber Society for the innovative cold runner system FlowControl | ||
| 2007: | Factory foundation in Wuxi/China | ||
| 2008: | Expansion of the Slovakia location through a welding and burning center as well as a large-part machining center | ||
| 2009: | New factory building in India | ||
| 2009: | In-house mould shop in the USA |
In order to achieve the corporate goals for 2012, DESMA strives for growth in quality by applying the following measures to optimize the process
Growth in quantity is also supposed to contribute to achieving the goal of DESMA. In this context the enterprise focuses on various market and product offensives: