UPF’s contribution to quality in plastic fabricating is second-to-none. In addition, United Plastic Fabricating is constantly dedicated to improving processes, policies, products, and services. Most importantly (to us) quality entails setting and adhering to expectations that ensure that our customers receive exactly what they want.
We are committed to provide our customers with high-quality tank solutions and other plastic manufacturing services. Also, we constantly strive to innovate in all aspects of our custom plastic fabrication company and its processes as well.
We established, documented, implemented, maintained, and continuously improved a company-wide Quality Management System to ensure product conformance. As well as to defined specifications and continued compliance with ISO 9001:2015. (QMS).
Leads and initiates actions to prevent any nonconformities relating to the product, process, and QMS through Risk-Based Thinking.
Ensures the QMS is maintained through appropriate audits, tests, inspections, and surveys.
Reviews organizational requirements and provides recommendations for changes.
Reports quality and nonconformance data and trends.
Maintains methods for appropriately identifying and tracking all products.
Identifies resources to maintain the QMS.
Quality Manual
First-level document that provides a general overview of the QMS and defines our quality policy. The Quality Manual is divided into sections corresponding to each of the elements of ISO 9001:2015 QMS Requirement.
Quality Procedures
Second-level documents that provide a more detailed explanation of the QMS elements and details the structure of the QMS.
Work Instructions
Third-level documents that provide step-by-step instructions on how activities are to be carried out at United Plastic Fabricating.
Quality Forms and Records
Fourth-level documentation or data that contain the information, charts, checklists, or other forms of records as evidence to demonstrate conformance to specified requirements and the effective operation of the QMS.
This Quality Management System (QMS) includes quality checks to ensure that from the start, the customer service representative enters orders correctly. As well as that the plastic fabricating products are up to par. As a result, we identify and resolve problems early in the process. Also, the supply chain is responsive and ensures manufacturing meets design and tests thoroughly throughout the process. Consequently, customers in the fire industry, defense, commercial, manufacturing, and science sectors have embraced this process, which involves spark testing, quality control forms, and pre-shipping tests. In conclusion, all the Quality Management System elements help us provide you with the highest quality tank solutions that you deserve.
In 2004, UPF received its first ISO 9001:2000 Certification in all three plastic fabricating facilities for its ability to design, manufacture, and service custom polypropylene tanks. Since then, UPF’s certification is the latest standard. As a result, we now have a certification granted by the International Organization for Standardization, TUV USA, Inc. TUV, an experienced company in certifying management systems and regulatory inspection activities in the USA.
ISO 9001:2015 is based on the quality management principles described in ISO 9000. The descriptions include a statement of each principle, a rationale of why the principle is vital for the organization, some examples of benefits associated with the principle, and examples of typical actions to improve the organization’s performance when applying the principles.
The quality management principles are:
The potential benefits of implementing a quality management system based on ISO 9001:2015 are as follows:
ISO 9001:2015 promotes a process approach when developing, implementing, and improving the effectiveness of a quality management system to enhance customer satisfaction by meeting customer requirements of plastic fabrication. The application of the process approach in a quality management system enables:
How we monitor information on customer satisfaction:
Furthermore, UPF determines and selects opportunities for improvement and implements any necessary actions to meet customer/relevant interested parties’ requirements, enhance customer satisfaction, and reduce risks. This includes:
When a nonconformity occurs, including that from customer complaints and trailing costs, UPF:
United Plastic Fabricating continually improves the suitability, adequacy, and effectiveness of the QMS. Most importantly, promotes continuous improvement throughout the organization through the use of but not limited to:
The concept of risk-based thinking has been implicit in previous editions of this International Standard. These concepts include carrying out preventive action to eliminate potential nonconformities, analyzing any nonconformity that occurs, as well as preventing reoccurrence for the effects of the nonconformity.
For example, addressing both risk and opportunities establishes a basis for increasing the effectiveness of the quality management system, achieving improved results, and preventing negative effects.
ISO 9001:2015 applies the framework developed by ISO to improve alignment among its International Standards for Management Systems. The clause structure and terminology of this edition (ISO 9001:2015), compared with the previous edition (ISO 9001:2008), have been changed to improve alignment with other management systems standards.
For instance, UPF’s internal audit program is planned to focus on conforming to the process and identifying opportunities for improvement.
In addition, UPF’s management ensures the quality objectives are established at relevant functions, levels, and processes needed within the organization.
To sum it up, our plastic fabrication company began its Lean Journey in 2017 and UPF’s President, Andrew Lingel, led the charge. As a result, today, he can proudly announce that the journey has resulted in higher quality tank solutions and improved employee problem-solving. Here’s where you can learn more about our Green and Lean Initiatives.
"Our history has shown us that we have struggled to solve larger cross-functional problems. Also, we haven't felt comfortable making substantial changes to our approach to welding and quality. However, over the past three years, we have increased our capabilities and capacity to problem solve and acquired and developed talented resources. Also, we have closed many gaps in our process over the past three years. The progress is impressive."
Andrew Lingel
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