VP Quality Manual PDF

3325 South Timberline Road
Fort Collins CO, 80525

PH+1-970-267-5200
FAX+1-970-223-0953
www.valueplastics.com
Quality Manual
Document Class: QLTY-100
Document #:QM4.2.2
PRINTED HARDCOPIES OF THIS MANUAL ARE FOR REFERENCE USE ONLY
Introduction
Value Plastics, Inc. developed and implemented a Quality Management System in

order to document the company’s best business practices, better satisfy the
requirements and expectations of its customers and improve the overall management
of the company.
The Quality Management System (QMS) of Value Plastics, Inc. meets the
requirements of the International Standard ISO 9001:2008. This system addresses the
design, development, production, installation, and servicing of the company’s products.
The manual is divided into eight sections that correlate to the Quality Management
System sections of ISO 9001:2008. Each section begins with a policy statement
expressing Value Plastics, Inc. obligation to implement the basic requirements of the
referenced Quality Management System section. Each policy statement is followed by
specific information pertaining to the procedures that describe the methods used to
implement the necessary requirements.
This manual describes the Quality Management System, delineates authorities, inter-
relationships and responsibilities of the personnel responsible for performing within the
system. The manual also provides procedures or references for all activities comprising
the Quality Management System to ensure compliance to the necessary requirements
of the standard.
This manual is used internally to guide the company’s employees through the various
requirements of the ISO standard that must be met and maintained in order to ensure
customer satisfaction, continuous improvement and provide the necessary instructions
that create an empowered work force.
This manual is used externally to introduce our Quality Management System to our
customers and other external organizations or individuals. The manual is used to
familiarize them with the controls that have been implemented, and to assure them that
the integrity of the Quality Management System is maintained and focused on
customer satisfaction and continuous improvement.
Confidential Page 2 8/22/2009
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Date printed 8/22/09 8:40 AM
Quality Manual
Document #:QM4.2.2
Section 1: Purpose
The purpose of this quality manual is to establish and state the general policies governing
Value Plastics’ Quality Management System. These policies define management’s intentional
provision for managing our operations and activities in accordance with the framework
established by ISO 9001:2008. These are the top-level policies representing the company's
plans or protocol for achieving quality assurance and customer satisfaction. All departmental
or functional policies and written procedures must conform and parallel these policies. All
changes to policies and procedures are required to be reviewed to ensure that there are no
conflicts with these policies stated in this Quality Manual.
Section 2: Scope
The policies stated in this manual apply to all operations and activities at Value Plastics, Inc..
The scope of Value Plastics activities under ISO 9001 is:
The Design, Manufacture, and Sale of proprietary and distinct plastic tubing connectors and
components, quick disconnects assembly devices and services.
It is the responsibility of all department managers to help define, implement and maintain the
procedures required by this manual and to ensure all processes conform to these
requirements. It is the responsibility of all employees to follow procedures that implement
these policies and to help strive for continuous improvement in all activities and processes of
Value Plastics Inc.
2.1 Exclusions
None
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Quality Manual
Document #:QM4.2.2
Section 3: General Information

Value Plastics, Inc.
3325 South Timberline Road
Fort Collins, CO. 80525
Phone: (970) 267-5200 Fax: (970) 223-0953
www.valueplastics.com
Value Plastics, Inc., is a corporation registered in Colorado. The organization is not debarred,
suspended, or otherwise ineligible for Federal Programs as may be confirmed in General
Services Administration’s list of Parties Excluded from Federal Procurement or Non-
procurement programs. Value Plastics, Inc. complies with all applicable Colorado State and
Federal laws, regulations regarding equal employment opportunities, non-segregated facilities
as required by The Civil Rights Act of 1964, including its amendments. Value Plastics, Inc.
also complies as applicable with the Rehabilitation Act of 1973, Vietnam Era Veterans’
Readjustment Act of 1974 and the Americans with Disabilities Act of 1990.
Colorado State Sales Tax License Number: 11-78110
Federal Employer Identification Number: 84-0700506
ISO Certificate Identification Number: A0000268-7
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Quality Manual
Document #:QM4.2.2
QUALITY POLICY
Value Plastics, Inc.QUALITY

is committed to providing superior
POLICY
quality products and services by adhering to a quality
management system that benefits our customers,
employees and shareholders.
To meet our commitment, we must;
V alue our Customers through open communication, timely responses and

continual improvement.
A ppreciate and foster an environment of trust, integrity, challenge and

reward that attracts and retains the best employees in all positions throughout
the company.
L everage efficient technology applied to all business processes in order to

maintain a competitive advantage.
U nderstand that our ultimate purpose is customer satisfaction.
E nsure that our Quality Management System serves our customers’ needs.
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Quality Manual
Document #:QM4.2.2
Type of Manufacture
Value Plastics, Inc. designs and manufactures over 3,400 plastic tubing components. Major
product areas include luer fittings and connectors, quick connect fittings (quick disconnect
couplings), sanitary fittings or couplers and alternatives to luer fittings.
Products are listed in current catalog, and on website: www.valueplastics.com
Annual Sales - Major Customers

Annual sales are confidential. Value Plastics’ customer base is worldwide, and covers a broad
spectrum of industries. No single Value Plastics customer currently accounts for more than
5% of its total annual sales.
Facility
State-of-the-art building in excess of 40,000 square feet, constructed in 1995.
Sales/Marketing
New Product Development
Engineering
Tool Shop
Manufacturing
Quality
Warehouse
Offices, common area, kitchen, mechanical, rest rooms
Engineering & New Product Development

The Value Plastics Engineering and New Product Development departments support external
and internal customers with timely sustaining engineering response and innovative
approaches to product line extensions and new product development. Product Line
Extensions and New Product Development activities follow a well defined Phased Gate
Development approach to ensure that all new products meet and/or exceed external or
internal customer requirements. The Phased Gate Development approach is supported by
highly trained engineers, who use state-of-the-art software (e.g. SolidWorks – Solid Modeling,
FEA Analysis, solid surfacing, etc.), and an R&D lab that has mechanical, thermal and fluid
flow analysis capability. Moreover, all projects are tracked via Microsoft Project, and financial
progress of all projects is reported to the Finance Department each month. All phases of
Product Development are tracked within the Company ERP System (i.e. IFS). Supporting
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Document #:QM4.2.2
procedures, work instructions, and data are also maintained within the ERP system. A highly
skilled team of Design Engineers, Project Engineers, Tooling Engineers, Engineering
Technicians, and Mold Makers make up the these two groups.
Equipment and Capacity

Value Plastics is equipped with all electric injection molding machines, supported by a central
material handling and central monitoring system. Moreover, support equipment is utilized
during the manufacturing processes. This automated equipment includes: robotic sprue
pickers, automated bagging systems, and conveyor systems. The manufacturing process has
the capacity to operate 24 hours a day, 7 days a week.
The Tool Room employs the latest technology in CAM software, CNC equipment including
mills, grinders, lathes, and EDM equipment.
The Quality function is equipped with several types of inspection equipment to ensure product
conformance to documented specifications. Equipment utilized during our inspection
processes included the following: calipers, gage pins, thread gages, luer gages, optical
scopes, and force gages.
Environmental and Chemical issues

No Class I ozone-depleting chemicals (ODC) or any polybrominated biphenyl and
polybrominated biphenyl oxide chemicals (PBB, PBBO, PBBE) of any type or class are
intentionally introduced into our processes.
No mold release agents, CFC, or fluorocarbon-based chemicals, additives or agents are used
in our processes unless prior approval is obtained from customers.
The injection molding processes and secondary operations at Value Plastics operate in an
environment designed to meet ISO 14644 Class 8 (e.g. formerly known as Class 100,000)
Clean Room Environment.
None of our stock products are made with a resin, which, in its own manufacture, uses ODC’s,
PBB’s, PBBO’s, and PBBE’s. We audit our suppliers to this effect, and records are kept on
file.
Careful measures are taken so that lubricants, cleaning solvents, water, etc. do not
intentionally contact or otherwise contaminate the finished product. However, the production
environment precludes our warranting that the finished products are totally free of
contamination and thus cannot be certified to be non-pyrogenic.
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Regarding latex content of products manufactured by Value Plastics, Inc. Letters from our
vendors, who produce the resin used for our products, indicate that latex is not used or
intentionally introduced in any formulation of or processing of the final resin material.
Likewise, Value Plastics, Inc. does not intentionally introduce any form of latex into our own
manufacturing processes.
Section 4: Value Plastics, Inc. Quality Management System
4.1 General requirements
Value Plastics, Inc. has established, documented, and implemented a Quality

Management System in accordance with the requirements of ISO 9001:2008. The
system is maintained and continually improved through the use of the quality policy,
quality objectives, internal & external audit results, analysis of data, corrective and
preventive action and periodic management reviews.
To design and implement the QMS Value Plastics, Inc. has:
 Identified the processes needed for the QMS and their application throughout
the organization.
 Determined the sequence and interaction of these processes.
 Determined criteria and methods needed to ensure that the operation and
control of the processes are effective.
 Ensured the continuing availability of resources and information necessary to
achieve planned results and continual improvement of these processes.
 Established systems to monitor, measure and analyze these processes.
 Established processes to identify and implement actions necessary to achieve
planned results and continual improvement of these processes.
 Established control processes to identify and implement actions necessary to
achieve planned results of outsourced processes.
4.2 Documentation Requirements

4.2.1 General
The QMS documentation includes:
 Documented Quality Policy.
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 Quality Manual.
 Documented Procedures.
 Documents identified as needed for the effective planning, operation and
control of our processes.
 Quality Records.
4.2.2 Quality Manual
This Quality Manual has been prepared to describe Value Plastics, Inc. QMS. The
scope and permissible exclusions of the QMS are described in section one of this
manual. Each section of the manual references documented QMS procedures, work
instructions, and process diagrams relating to the requirements outlined in that section.
4.2.3 Control of Documents
All of the QMS documents are controlled according to the Document Control Procedure
(QP4.2.3). This procedure defines the process for:
 Approving documents for adequacy prior to issue.
 Reviewing and revising as necessary and re-approving documents.
 Ensuring that changes and current revision status of documents are identified.
 Ensuring that relevant versions of applicable documents are available at points
of use.
 Ensuring that documents remain legible and readily identifiable.
 Ensuring proper access control.
 Ensuring that documents of external origin are identified and their distribution
controlled.
 Preventing the unintended use of obsolete documents and to apply suitable
identification to them if they are retained for any purpose.
4.2.4 Control of Quality Records
Quality records are maintained to provide evidence of conformity to requirements and
of the effective operation of the QMS. The records are maintained according to the
Control of Quality Records Procedure (QP4.2.4). This procedure requires that quality
records remain legible, readily identifiable and retrievable. The procedure defines the
controls needed for identification, storage, protection, retrieval, retention time and
disposition of quality records.
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Related Documents
Document Control QP4.2.3
Control of Quality Records QP4.2.4
Quality Records Table 1005361
Basic Document Control in IFS 1005865
Section 5: Management Responsibility

5.1 Management Commitment
Top management has been actively involved in implementing the Quality Management
System. It has provided the vision and strategic direction for the growth of the QMS,
and established quality objectives and the quality policy.
To continue to provide leadership and show commitment to the improvement of the
QMS, management has done the following.
 Communicated the importance of meeting customer, statutory, and regulatory
requirements.
 Established quality objectives.
 Ensured that the quality policy is communicated throughout the organization.
 Conducted periodic management reviews.
 Ensured the availability of resources.
5.2 Customer Focus

Value Plastics, Inc. strives to identify current and future customer needs, to meet
customer requirements and exceed customer expectations.
Top management ensures the focus on improving customer satisfaction is maintained
by setting and reviewing objectives related to customer satisfaction at Management
Review Meetings.
Top management ensures that customer requirements are understood and met.
Customer requirements are understood converted into internal requirements, and
communicated to the appropriate personnel in our organization (SP7.2).
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Quality Manual
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5.3 Quality Policy

Top management ensures that the quality policy is communicated to all employees. It
is included in new employee training and training on the QMS. It is posted on the
organization intranet to maintain high standards within our organization.
Management reviews the quality policy during management review meetings to
determine the policy’s continuing suitability for our organization.
5.4 Planning
5.4.1 Quality Objectives
Quality objectives are established to support our organization’s efforts in achieving our
quality policy and reviewed annually for suitability. Quality objectives are measurable,
and reviewed against performance goals during management reviews, and monthly
Management Meetings.
5.4.2 Quality Management System Planning

The quality system has been planned and implemented to meet our quality objectives
and the requirements of 4.1 of the ISO 9001 standard. Quality planning takes place as
changes that affect the quality system are planned and implemented.
5.5 Responsibility, Authority and Communication

5.5.1 Responsibility and Authority
An organizational structure has been established to show the interrelation of personnel in the
organization. Job descriptions define the responsibilities and authorities of each of the
positions. Job descriptions and the organizational structure are reviewed and approved by top
management for adequacy. These documents are available throughout the organization to
help employees understand responsibilities and authorities.
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Quality Manual
Document #:QM4.2.2
Value Plastics, Inc. Organizational Structure
Additional
Structure
Chief Executive
Officer
VP Business Chief Financial

Development Officer VP of Operations
Sales Human Finance

Manufacturing
Resources
Customer Service Engineering Information

Materials
Systems
New Product
Marketing Product
Development Facilities
Distribution
Quality
Top Level Organizational Structure
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Quality Manual
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Sales and Marketing Structure
VP of Business
Development
Marketing
Technical Customer Service Marketing
Account Sales Associate Communication
Design Rep I & II Development
Manager Manager
Manager Manager
Prospective Customer
Customer Order Market External
Custom Projects Customer Satisfaction
Quotations Processing Research Communications
Communication
New Product
Order Development
Customer Sample Parts
Sales Forcasting Confirmations
Communications Request
Marketing
Program
Development
Customer Specialized
Communication Quotations Catalog Request
Sales Trips Sales Trips

Trade Shows
Trade Shows Trade Shows Customer

Service Back-Up
Functional Structure
Process Structure
Printed Hardcopy Is For Reference Use Only
Sales and Marketing structure consist of the following functions:

o Account Manager
o Technical & Design Service Manager
o Customer Service
o Inside & Outside Sales
o Market Development Manager
o Marketing Communications Manager
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Engineering, NPD and HR Function and Structure
Chief Executive
Officer
Engineering New Product

MRB Development MRB Human Resources
Manager
Manager Manager
Engineer I, II, III, R&D Engineer I,

Tool Room
& Tech II, III & IV
Supervisor
Federal, State
Mold Tooling and Local
Engineering
Process & Mold Maker I & II Employment Law
Process &
Validation Compliance
Validation
Tool Design Tool

Manufacturing &
Repair Customer Employee
Quotations Training &
Mold Tooling Development
Document
Control
Employee
Design Center Records
Fault Reports
Employee
Mold Tooling NPD Recruitment &
Cost Estimates Selection
ECO Product
Validation Employee
Relations
Sustaining
Product
Drawings
Benefits
Administration
Tool Drawings
Functional Structure
Compensation
Purchasing of Administration
tool supplies
Workers
Process Structure
Compensation
NPD Support
Administration
3rd Party Tool

Mfg
Engineering, NPD and HR Function Structure:
o Engineering
Engineering Manager
Engineers I, II, & III
Engineering Technicians I, II, & III
Tool Room / Mold Makers I, & II
o New Product Development
NPD Manager
R&D Engineers I, II, III & IV
o HR Manager
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CFO Structure
CHIEF FINANCIAL
OFFICER
Product
IT MANAGER Distribution ACCOUNTING
Supervisor CONTROLLER
ACCOUNTING
Product Admistrative CLERK
Distribution Assistant
Specialist
Web Developer /
Computer Systems
Computer
Administrator
Systems Specialist
Customer Order Company Financial Audits RMA
Fulfillment Receptionist
Accounts Accounts
Event
Payable Receivable
Planning
ERP Software Systems and Inventory Control
Administration Network Security
Financial Petty Cash

Travel Budgeting
Arrangements
Data / Systems
IS Help Desk Backup & Support Issues
Recovery
Accounting
Records
Key Performance
IS Technical Indicator Data
Support Final Labeling
Delivery
and Packaging
Technology
Supplier/Contract Application to
Meet Business Functional Structure
Management
Challenges Purchasing
Process Purchasing
Improvements Process Structure
CFO structure consist of the following functions:

o IT Manager
o Technical Developer Data Analyst
o Computer Systems Administrator
o Inventory & Product Distribution
o Accounting Controller
o Accounting Clerk
o Administrative Assistant
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Operations Structure
VP of Operations
Materials Manufacturing Facilities ISO 14644

QA Manager MRB MRB MRB
Manager Manager Supervisor Monitoring
ISO Facilities Serial Objects

Representative Technician
Quality Inspector Master Manufacturing

Material Handler Setup Techs Process Techs
Scheduling Engineer
Building
Document Machine / Maintenance and
Control Equipment Cleaning
Calibration Repair
Process &
Control Purchasing of Incoming Processing
Tool Set-up Product
Product Materials Inspection (Injection
Validation Product
Verification & Molding) Product Landscape
Preparation & Preventative
Validation Equipment Maintenance
Packaging Techs Assembly Techs Maintenance
Process & Technician
Process &
Motan / Material Product
FAIR Inventory Control Tool Verification Product
Liaison with Control Validation
External Parties Raw Goods & Verification
on Quality Issues WIP products De-gating Auto Bagging Receiving
Assembly
Fault Reports
Process &
Supplier Auto & Manual
Material Mixing Fault Reports Product
1st & 2nd Party Performance & TubeSetter
WIP Inspection Verification Plant Equipment
Auditing Auditing Services
Parts Cleaner De-gating K-Cut Repair and
Purchasing Maintenance
Sub-Scheduling Fault Reports Capital

Calibration
Equipment
1st Party Control Routers
Final AQL Supplier /
Auditing Fault Reports
Product Bagging Inspections Contract
Managment
Process
Process Training Enhancements
Control Plans
MRB Regulations
Fault Reports
Compliancy
Management Control Plans
Reviews Creations /
Modifications
Final AQL
Inspections
RMA Gage
Instructions
CPAR & SCAR Functional Structure
Control Plans
Process Structure
Operation’s structure consist of the following functions:

o Manufacturing & Material Management
Manufacturing Manager
Materials Manager
Manufacturing Engineer
Mold Setup Technicians
Process Technicians
Product Preparation and Packaging
Product Equipment Technicians
Assembly Technicians & Degating Specialist
Material Handler
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o Quality
Quality Assurance Engineer / Manager
Quality Control Technicians
Quality Control Inspectors
o Facilities
Facilities Supervisor
Facilities Technician
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Daily Departmental Processes:

Verify with Purchase Order
originator whether damage is
acceptable or unacceptable
Receive &
Purchase Visually Visible YES NO Inform P.O.
Accepted By Reject damaged
Order (P.O.) Inspect Damage ? originator
P.O. Originator goods
created in IFS Shipment for of rejection
Supplier Delivery Damage
NO YES
YES Inventory Part NO Purchaser NO

Quarantine
available
Locate Purchase
Order originator
through IFS query YES
Deliver packages
to purchaser
NO
Move material into

Raw Material, YES Take all supplied YES
Hold material for Material appropriate
Purchased Items or documentation to
Components Material Handler Inspected? warehouse
Materials Manager
location
NO
Materials: Receiving Process
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NO Monitor Material
Material Low ?
levels twice daily
YES
Inform Material
NO Manager of
Add Material of
Lot Change? change-over, and
same Lot #
all recorded
information
YES
Materials Manager
to provide Shop
Order w/ Lot
number and
quantities
Clean Load new Lot of

Scrap remaining
appropriate Destroy old labels material and place
Running NO material and
Motan drying and issue new new label in the
material out? record weight and
bin and label for new lot # appropriate
Lot # in IFS
accessories location
YES
Materials: Raw Material Handling Process
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Supply Customer with Order Confermation
NO
Contact Customer and discuss requirement agreements
Part & Quantity

$
$
$ Special Requirements
Customer Email PO
-Custom Bagging
Purchase Order FAX PO Review PO Able to conform
-Custom Labels
Phone Order Requirements to requirements?
-Custom Packaging
Web Order
-Commitment Dates
Customer -Certificate of Conformance
Customer Service & Sales
YES
Initiate
Distribution YES Parts Available
Customer
Process in Inventory
Order In IFS
NO
End of Customer Manufacturing

Order Process Process
Customer Service: Order Entry Process
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Inform Customer Notify C/S of new dates
Customer Service Reviews Material

$
$
$
Availability in IFS
Shop Shop Order
Order IFS Demand Order Assigns Traveler Initiated
Processing for Products Initiated in Appropriate Tool
IFS
Connects Control
Customer
Plan
Materials Manager
Start / Finish
Dates Given
Time Reporting
Mold is Mold is
Shop Order Tags Shop
placed in cleaned and
Created Machine Type Order
appropriate setup for
Assigned Entry In
injection production
IFS
molding press run
Process Techs Setup Techs
MRB Process
Machine Production Shop
WIP Able to meet (May receive
NO prepared and Run starts / Order Conforming
QC Inspections Inspection & commitment YES NO “Run-As-Is”
parameter Inspections Entry In Products?
Restarts dates? from MRB
settings set completed IFS
member
YES
Shop
Products sent Time / Quantity Order
Process Complete
to PPP Reporting Entry In
IFS
Manufacturing: Injection Molding Process
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MRB SORT Disposition - Re-AQL recorded in OP50
IFS entry:
Verify SO and Conduct Final
Manufacturing Gated or Sub Run products Qty to report MRB
Priority in AQL Visual Pass AQL NO
Process gated? thru aspirator AQL Results Process
Intranet Inspection
Picking Time
PPP Tech
Degate
YES
Auto Bagger
program set to Products
Hand Bag or
bag products staged for
Auto Bag
Bags and IFS entry: (self generated packaging
Labels checked Qty to report labels)
prior to delivery Bagging Time
PPP Tech
to inventory
Hand Bag with

Sharp Bagger
Conduct Part (Bag Labels
Weight Verification from IFS)
(via VP TEAM
NET)
Inventory /
End of PPP
Distribution
Process
Process
Manufacturing: Product Preparations & Packaging Process
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NO ---- Manufacturing Manager informed / Appropriate actions taken
Create Count Report

Appropriate
PPP Cycle count part # Accept
transactions in
Process that exist in Transaction?
IFS
inventory.
Distribution Barcode labels verify:

Specialist Part # YES
Shop Order / Lot #
Lot Qty and Number of Bags
Hot
Data records Barcode location is Order?
NO
Inventory Process Product Lot chosen and lot is
Complete information in scanned to that
IFS location
Products placed in inventory
Necessary
Qty scanned
YES
into TS
location
IFS creates
Customer Customer Order is IFS records
pick list for
Order pulled from inventory barcode
customer order
Process via barcode scan. transactions
fulfillment
Products doubled bagged

and placed on distribution
counter
Items are properly

Order of
packaged and
delivery
weighed for delivery
transactions
Records created in
recorded in
shipping software
Items shipped to customers IFS
(UPS, FedEx, etc)
Distribution Specialist reviews
Customers
Customer’s order in IFS
Distribution Process: Product Delivery to Customer
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5.5.2 Management representative

The Quality Assurance Engineer/Manager has been appointed as the ISO
Management Representative. As Management Representative, he has the following
responsibility and authority:
 Ensure that processes needed for the quality management system are
established and implemented.
 Report to top management on the performance of the quality management
system, and note needed improvements.
 Promote awareness of customer requirements throughout the organization.
 Act as a liaison with external parties such as customers or auditors on matters
relating to the QMS.
5.5.3 Internal Communication
In line with Value Plastics’ policy of leadership through employee involvement, Value
Plastics’ personnel policies have established open communication throughout the
organization.
The effectiveness of our quality management system is evident through Internal Audit
results, Corrective and Preventive Actions, Customer satisfaction results, and the
departmental performance measures. Internal Audit results, Customer Satisfaction
Survey results, Corrective Actions and Preventive Actions are shared at departmental
meetings as appropriate.
5.6 Management Review

5.6.1 General
Top management reviews the QMS periodically at management reviews to be
executed three to four times a year. Schedule of Management Reviews will be
published at the beginning of each year. This review assesses the continuing QMS
suitability, adequacy and effectiveness, identifying opportunities for improvement and
needed changes. Records are maintained for each management review meeting.
5.6.2 Review Input
Assessment of the QMS is based on a review of information inputs to management
review. These inputs include the following:
 Results of audits.
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 Customer feedback.
 Process performance and product conformity.
 Company level quality data.
 Status of preventive and corrective actions.
 Follow-up actions from previous management reviews.
 Planned changes that could affect the quality management system.
 Recommendations for improvement.
5.6.3 Review Output
During these review meetings, management will identify appropriate actions to be
taken regarding the following issues:
 Improvement of the effectiveness of the quality management system and its
processes.
 Improvement of product related to customer requirements.
 Resource needs.
Responsibilities for required actions are assigned to members of the management
review team. Any decisions made during the meeting, assigned actions, and their due
dates are recorded on the management review presentation.
Related Documents:
Customer Related Processes SP7.2
Management Responsibility AP5.0
Management Review Process Flow 1009669
Organization Structure & Function 1006106
Section 6: Resource Management
6.1 Provision of Resources

During planning and budgeting processes and as needed throughout the year, Top
Management will determine and ensure that the appropriate resources are available to
implement and maintain the quality management system, and continually improve its
effectiveness and enhance customer satisfaction by meeting customer requirements.
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6.2 Human Resources

6.2.1 General
To ensure competence of our personnel, job descriptions have been prepared
identifying the qualifications required for each position that affects conformity to product
requirements. Conformity to product requirements can be affected directly or indirectly
by personnel performing any task within the QMS. Qualifications include requirements
for education, skills and experience. Appropriate qualifications, along with required
training, provide the competence required for each position.
6.2.2 Competence, Awareness and Training
Qualifications are reviewed upon hire, when an employee changes positions or the
requirements for a position change. Human Resources maintain records of employee
qualifications. If any differences between the employee’s qualifications and the
requirements for the job are found, training or other action is taken to provide the
employee with the necessary competence for the job. The results are then evaluated to
determine if they were effective. Training and evaluation are conducted according to
the Training procedure. (AP6.2.2)
All employees are trained on the relevance and importance of their activities and how
they contribute to the achievement of the quality objectives.
6.3 Infrastructure
Value Plastics provides the infrastructure necessary to achieve conformity to product
requirements. During the budgeting and strategic planning processes; buildings,
equipment, workspace, and associated utilities are evaluated and provided. When new
personnel are added, hiring managers coordinate activities to ensure appropriate
process equipment including hardware and software if required and supporting
services such as telephones etc. are available based on information provided on the
Personnel Requisition.
6.4 Work Environment

A safe work environment suitable for achieving product conformance is maintained.
Requirements are determined during quality planning. The work environment is
managed for continuing suitability. Data from the quality system is evaluated to
determine if the work environment is sufficient for achieving product conformance, or if
preventive or corrective action related to the work environment is required.
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Related Documents
Competence, Awareness and Training AP6.2.2
Infrastructure MP6.3
Section 7: Product Realization

7.1 Planning of Product Realization
Quality planning is required before new products or processes are implemented.
During this planning, management or assigned personnel identify:
 The quality objectives and requirements for the product are developed during the
New Product Development Process.
 Processes, documentation and resources required and stored in IFS.
 Verification, validation, monitoring, inspection and test requirements.
 Criteria for product acceptance.
The output of quality planning includes documented quality plans, resource
requirements, processes, equipment requirements, procedures and design outputs.
7.2 Customer-Related Processes

7.2.1 Determination of Requirements Related to the Product
Value Plastics, Inc. determines customer requirements before acceptance of an order.
Customer requirements include the following:
 Previous customer requirements which pertain to current part numbers being
ordered.
 Required for delivery and post-delivery activities.
 Not stated by the customer but necessary for specified use or known and intended
use.
 Statutory and regulatory requirements related to the product.
 Additional requirements determined by Value Plastics, Inc.
Customer requirements are determined according to the Customer Related Processes
Procedure. (SP7.2)
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7.2.2 Review of Requirements Related to the Product

Prior to committing to the customer, Value Plastics, Inc. has a process in place for the
review of requirements related to the product (SP7.2). The review is conducted before
the order is accepted. The process ensures that:
 Product requirements are defined.
 Contract or order requirements differing from those previously expressed are
resolved.
 Value Plastics, Inc. has the ability to meet the defined requirements.
 Records are maintained showing the results of the review and any actions arising
from the review.
 Where a customer does provide a documented statement of requirement, the
customer requirements are confirmed before acceptance.
 When product requirements are changed, The organization communicates changes
to relevant personnel and amends relevant documents.
7.2.3 Customer Communication
Value Plastics, Inc. has implemented procedure (SP7.2) for communicating with
customers in relation to:
In keeping with our commitment to customer satisfaction, Value Plastics views effective
customer communication as an essential element of customer satisfaction.
Appropriate handling of communications can reduce customer dissatisfaction in
situations and in many cases turn a dissatisfying scenario into a satisfying experience.
The Customer Service and Sales department are responsible for establishing
communication methods to ensure inquiries, contracts or order handling, including
amendments, and customer feedback, including customer complaints which are
handled expeditiously and professionally. All customer complaints are classified as
Support Issues, which are maintained in IFS.
The Sales and Marketing departments’ primary responsibility is directing the business
acquisition, retention and product development efforts of the Company, including
external communications. Marketing, Sales and Customer Service are the primary
customer contacts for product information.
The QA department is committed to addressing all documented customer inquires that
reside within the organization’s ERP system. The QA Engineer/Manager has the
primary responsibility to address all customer related issues in regard to the quality of
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Quality Manual
Document #:QM4.2.2
our products and services. The QA Engineer/Manager is the key contact in regard to
questions pertaining to the company’s QMS. Lastly, the QA Engineer/Manager is
responsible for initiating the appropriate Return Material Authorization (RMA)
documentation for approved product returns.
7.3 Design and Development

The “Research and Development” (R&D) phase is the most important phase in the life
cycle of a product. In Value Plastics’ phased product development process, the
associated phases are the “Discovery,” “Definition,” “Development I – Concept” and
“Development II – Detailed Design”, “Deployment and Dinero” phases. The inherent
quality, effectiveness, safety and customer satisfaction of a product are established
during these phases. To ensure that specified requirements are met, the following
activities as applicable for the design project will be performed:
7.3.1 Design and Development Planning
The design and development process flow (NPD 0-5) outlines the process for
controlling the design and development process. The NPD Department ensure that the
product specification requirements are clear, creates the necessary planning tools,
identifies all necessary resources, oversees designs and testing activities, and
coordinates all internal activities according to this procedure. The design plan includes:
 Overall Project Management.
 Design and development stages.
 Required design reviews.
 Customer reviews.
 Verification and validation methods appropriate to each design and development
stage.
 Responsibilities and authorities for design and development.
 Identification of the technical interfaces required for the project.
 Updating of the design plan as the project progresses
7.3.2 Design and Development Inputs
Inputs relating to product requirements are determined and documented according to
the Design and Development process (NPD Phase 1). All inputs are reviewed for
adequacy and completeness, and to resolve any ambiguous inputs. Inputs include:
 Functional and performance requirements.
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 Applicable statutory and regulatory requirements.

 Where applicable, information derived from previous similar designs.
 Other requirements essential for design and development.
7.3.3 Design and Development Outputs
Outputs of concepts and/or detailed designs and development activities are
documented according to the Design and Development process diagram. They are
documented in a format that enables verification against the inputs, and are approved
prior to release. Outputs:
 Meet the input requirements.
 Provide appropriate information for engineering, materials management,
manufacturing and for service provision.
 Contain or reference product acceptance criteria.
 Specify the characteristics of the product that are essential for its safe and proper
use.
 Review of initial development and manufacturing costs.
7.3.4 Design and Development Review
The design plan specifies suitable stages of the project to conduct design and
development reviews. Reviews take place according to the design and development
process diagrams; results of design reviews are recorded within the necessary design
meeting records which are maintained as a quality record. Design reviews:
 Evaluate the results of design and development activities and determine if they
fulfill requirements.
 Identify any problems and propose necessary actions.
 Include representatives of functions concerned with the design and development
stage being reviewed.
7.3.5 Design and Development Verification
Design verification is planned and performed to ensure that the design and
development outputs have satisfied the design and development input requirements.
Initial tooling and manufacturing costs may also be reviewed at this time as well.
Records of the results of the verification and any necessary actions are maintained
according to the Design and Development process flow diagram.
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7.3.6 Design and Development Validation

Design and development validation is performed according to the design plan to
ensure that the resulting product is capable of fulfilling the requirements for the
specified or known intended use or application. All pertinent tooling and manufacturing
costs are reviewed and approved at this point as well. Validation is completed prior to
delivery whenever practicable. Records of the validation activities are maintained
according to the design and development procedure.
7.3.7 Control of Design and Development Changes
The design and development procedure defines a process for identifying, recording,
verifying, validating and approving design changes. The review of design and
development changes includes an evaluation of the effect of the changes on
constituent parts and delivered product (i.e. schedule cost, etc.). Records are
maintained to show the results of the review and any necessary actions identified
during the review.
7.4 Purchasing
7.4.1 Purchasing Process
The purchasing process is essential to Value Plastics’ ability to provide our customers
with products that meet their requirements. Value Plastics ensures that purchased
product conforms to specified purchase requirements. Value Plastics accomplishes this
by closely working with our supplier base (i.e. annual audits) and inspecting purchased
product as required. The type and extent of control applied to the supplier and the
purchased product shall be dependent upon the effect of the purchased product on
subsequent product realization or the final product.
It is the responsibility of NPD and the Materials Manager to evaluate and select
suppliers based on their ability to supply product in accordance with specified
requirements. Additionally, other internal resources may be called on to assist as
required. Criteria for selection, evaluation and re-evaluation are defined in the Supplier
Evaluation procedure. Records of the results of evaluations and any necessary actions
arising from the evaluation are maintained within the company ERP system.
7.4.2 Purchasing Information

Value Plastics uses purchase orders (PO’s) to describe the product or services to be
purchased. Purchase Orders are created in the company IFS system, by designated
individuals within the company. These purchase orders include where appropriate:
a) Identification of product or service to be delivered, quantity, delivery date, and cost.
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b) Materials used in the manufacture of finished product have identification which is

maintained and controlled in the company IFS system and is included on the
purchase order.
c) Requirements for approval of product, services, or equipment.
d) Quality management system requirements.
The Purchase Order originator is responsible for ensuring the adequacy of specified
purchase requirements prior to their communication to the supplier.
7.4.3 Verification of purchased product

The Receiving Personnel, Material Handler and/or Purchaser verify purchased items
and materials for correctness.
Should Value Plastics or any of our customers decide to perform verification at the
supplier's premises, the verification arrangements and method of product release shall
be stated in the purchasing information.
Related Documents
Customer Related Process SP7.2
NPD/CF Project System Overview 1008395
Purchasing Process 1006139
Customer Order Entry Process 1006112
ENG-100 Work Instructions 1004388
Operations NPD Guidelines 1010365
Injection Molded FAIR Process 1010544
Custom Fitting Process Flow 1010865
7.5 Production and Service Provision

7.5.1 Control of Production and Service Provision
Value Plastics, Inc. plans and carries out production and service provisions under
controlled conditions. Controlled conditions include, as applicable:
 The availability of information that describes the characteristics of the product.
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 The availability of work instructions.

 The use of suitable equipment.
 The availability and use of monitoring and measuring devices.
 The implementation of monitoring and measurement processes.
 The implementation of release, delivery and post-delivery activities.
Manufacturing Procedures, Routers, Inspection Control Plans, and Service Procedures
define Our Company’s plan for manufacturing and service. These quality control plans
provide detailed planning for all phases including the methods and equipment to be
used and workmanship criteria. This detailed planning will be documented for each
product and/or process in the form of work instructions, drawings or specifications.
7.5.2 Validation of Processes for Production and Service Provision

The organization validates any processes for production and service provision where
the resulting output cannot be verified by subsequent monitoring or measurement. This
includes any processes where deficiencies become apparent only after the product is
in use or the service has been delivered. Validation demonstrates the ability of these
processes to achieve planned results.
Value Plastics, Inc. has documented the process for validation including:
 Tooling validation.
 Defined criteria for review and approval of the processes.
 Approval of equipment and qualification of personnel.
 Use of specific methods and procedures.
 Requirements for records.
 Revalidation as necessary.
7.5.3 Identification and Traceability
Select personnel are responsible for identifying the product by suitable means
throughout the process from receipt of material through shipment of the final product.
Product identification will be provided by using the company's part numbering system
to assign unique identification for all components and internally manufactured parts.
Where not otherwise obvious due to part shape, color, etc., tags, labels, and routers
are used as appropriate to clearly identify products and materials throughout the
manufacturing process and in storage.
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Personnel performing monitoring and measuring activities are responsible for clearly
identifying the product status with respect to monitoring and measurement
requirements. To ensure that only items, assemblies or final products that have
passed required tests and/or inspections proceed to the next operation or process, all
products or assemblies will be appropriately labeled, tagged, stamped, or accompanied
by routers or check-out sheets to properly indicate their inspection status. The
inspection status shall clearly indicate pass or fail as appropriate.
In products where component traceability is a requirement, a unique identification will
be used to identify the product. Product traceability will be provided by this unique
identifier for all completed products.
7.5.4 Customer Property
Value Plastics rarely deals with customer-supplied materials or intellectual property;
however should the situation arise, Value Plastics shall exercise care with customer
property while it is under our control or being used. The Receiving Personnel shall
identify customer-supplied product upon receipt and verify it is correct and not
damaged. Warehouse and Manufacturing personnel shall protect and safeguard
customer property provided for use or incorporation into the product while it is in Value
Plastics’ possession. If any customer property is lost, damaged or otherwise found to
be unsuitable for use, this shall be recorded on a Nonconformance Report and
reported to Inside Sales for notification to the customer.
If the customer property is intellectual property, it may be received and delivered to
Quality Assurance, Sales, Marketing, or Engineering. Appropriate safeguards to protect
the confidentiality of intellectual property shall be taken. Department Managers may
contact the customer directly if the intellectual property is lost, damaged, or found to be
unsuitable. Records of these situations may be a letter to the customer or a memo to
the customer file.
7.5.5 Preservation of Product
Value Plastics, Inc. preserves the conformity of product during internal processing and
delivery to the intended destination. This preservation includes identification, handling,
packaging, storage and protection. Preservation also applies to the constituent parts of
a product.
7.6 Control of Monitoring and Measuring Equipments

The organization has determined the monitoring and measurement to be undertaken
and the monitoring and measuring equipments needed to provide evidence of
conformity of product to determined requirements. A documented procedure (QP7.6)
outlines the process used to ensure that monitoring and measurement to be carried out
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are carried out in a manner that is consistent with the monitoring and measurement
requirements.
Where necessary to ensure valid results, measuring equipment is:
 Calibrated or verified at specified intervals, or prior to use, against measurement
standards traceable to international or national measurement standards.
 Adjusted or re-adjusted as necessary.
 Identified to enable the calibration status to be determined.
 Safeguarded from adjustments that would invalidate the measurement result.
 Protected from damage and deterioration during handling, maintenance and
storage.
In addition, Quality Control assesses and records the validity of the previous measuring
results when the equipment is found not to conform to requirements. Quality
Department takes appropriate action on the equipment and any product affected.
Records of the results of calibration and verification are maintained.
Related Documents
Purchasing AP7.4
Control of Monitoring and Measuring Equipment QP7.6
Master Calibration List 1005866
Preservation of Product 1004886
Section 8: Measurement, Analysis and Improvement

8.1 General
As part of our quality system and our commitment to continuous improvement, Value
Plastics Inc. has planned and implemented the monitoring, measurement, analysis and
improvement processes needed to demonstrate conformity of the product, to ensure
conformity of the quality management system, and to continually improve the
effectiveness of the quality management system. This includes determination of
applicable methods, including statistical techniques, and the extent of their use, with
the intention of converting data to information and presenting it in a suitable format for
decision-making.
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8.2 Monitoring and Measurement

8.2.1 Customer Satisfaction
As one of the measurements of the performance of the quality management system,
the Marketing Department monitors information relating to customer perception as to
whether the organization has fulfilled customer requirements. The method for obtaining
and using this information is identified in the Customer Related Processes (SP7.2),
Customer Satisfaction (AP8.2.1), and the Management Responsibility procedures (AP-
5.0).
8.2.2 Internal Audit
Value Plastics conducts internal audits at planned intervals to determine whether the
quality management system conforms to the planned arrangements for product
realization, to the requirements of the ISO 9001:2008 standard, and to the quality
management system requirements; and to determine if the quality management
system is effectively implemented and maintained.
The Internal Audit Procedure (QP8.2.2) details the requirements for the audit program
including requirements that the audit program shall be planned, taking into
consideration the status and importance of the processes and areas to be audited, as
well as the results of previous audits. The audit criteria, scope, frequency and methods
shall be defined. Selection of auditors and conduct of audits shall ensure objectivity
and impartiality of the audit process. Auditors shall not audit their own work.
The Quality Assurance Engineer/Manager is responsible for the Internal Audit
Program. The responsibilities and requirements for planning and conducting audits,
and for reporting results and maintaining records are further detailed in the Internal
Audit Procedure. The VP of Operations is responsible for the internal audit of the QA
Department.
Management is responsible for the area being audited to ensure that actions are taken
without undue delay to eliminate detected nonconformities and their causes. Follow-up
activities shall include the verification of the actions taken, and the reporting of
verification results as indicated in the Corrective Action Procedure.
8.2.3 Monitoring and Measurement of Processes
Value Plastics, Inc. applies suitable methods for monitoring and, where applicable,
measurement of the quality management system processes. These methods
demonstrate the ability of the processes to achieve planned results. When planned
results are not achieved, corrective action is taken, as appropriate, to ensure
conformity of the product.
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8.2.4 Monitoring and Measurement of Product

The organization monitors and measures the characteristics of the product to verify
that product requirements are fulfilled. This is carried out at appropriate stages of the
product realization process.
Evidence of conformity with the acceptance criteria is maintained. Records indicate the
person authorizing release of product. Product release and service delivery does not
proceed until all the planned arrangements have been satisfactorily completed, unless
otherwise approved by a relevant authority, and where applicable by the customer.
8.3 Control of Nonconforming Product

Value Plastics, Inc. ensures that product which does not conform to product
requirements is identified and controlled to prevent its unintended use or delivery. The
controls and related responsibilities and authorities for dealing with nonconforming
product are defined in the Control of Nonconforming Product procedure (QP8.3).
8.4 Analysis of Data

Value Plastics, Inc. identifies, collects and analyzes appropriate data to demonstrate
the suitability and effectiveness of the quality management system and to evaluate
where continual improvement of the quality management system can be made. The
process for determining, collecting and analyzing this data is defined in the
Management Responsibility procedure (AP5.0). Appropriate data includes data
generated as a result of monitoring and measurement and from other relevant sources.
The analysis of data provides information relating to
 Customer satisfaction.
 Conformance to product and/or process requirements.
 Characteristics and trends of processes and products including opportunities for
preventive action.
 Suppliers.
8.5 Improvement
8.5.1 Continual Improvement

Value Plastics, Inc. shall continually improve the effectiveness of the quality
management system through the use of the quality policy, quality objectives, employee
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Quality Manual
Document #:QM4.2.2
training, audit results, analysis of data, corrective and preventive actions and
management review.
8.5.2 Corrective Action
Value Plastics, Inc. takes action to eliminate the cause of nonconformities in order to
prevent recurrence. Corrective actions are appropriate to the effects of the
nonconformities encountered.
A documented procedure (QP8.5.2) defines requirements for:
 Reviewing nonconformities (including customer complaints).
 Determining the causes of nonconformities.
 Evaluating the need for action to ensure that nonconformities do not recur.
 Determining and implementing action needed.
 Records of the results of action taken (see 4.2.4).
 Reviewing corrective action taken.
8.5.3 Preventive Action
Value Plastics, Inc. determines action to eliminate the causes of potential
nonconformities in order to prevent their occurrence. Preventive actions are
appropriate to the effects of the potential problems.
A documented procedure (QP8.5.3) defines requirements for:
 Determining potential nonconformities and their causes.
 Evaluating the need for action to prevent occurrence of nonconformities.
 Determining and implementing action needed.
 Records of results of action taken.
 Reviewing preventive action taken.
Related Documents
Management Responsibility AP5.0
Monitoring, Measuring and Analysis of Customer Satisfaction AP8.2.1
Internal Audits QP8.2.2
Control of Nonconforming Product QP8.3
Class 1,2 & 3 Product Conformance Criteria 1005531
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WIP Inspection Process 1005047

MRB Process 1004887
Customer Inquiry - IFS Support Center 1010690
Corrective Action QP8.5.2
Preventive Action QP8.5.3
Page 39 of 39

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3325 South Timberline Road

Fort Collins CO, 80525

Value Plastics, Inc. developed and implemented a Quality Management System in

Confidential Page 2 8/22/2009

Confidential Page 3 8/22/2009

Section 3: General Information

Colorado State Sales Tax License Number: 11-78110

Federal Employer Identification Number: 84-0700506

ISO Certificate Identification Number: A0000268-7

Confidential Page 4 8/22/2009

Value Plastics, Inc.QUALITY

To meet our commitment, we must;

V alue our Customers through open communication, timely responses and

A ppreciate and foster an environment of trust, integrity, challenge and

L everage efficient technology applied to all business processes in order to

U nderstand that our ultimate purpose is customer satisfaction.

Confidential Page 5 8/22/2009

Annual Sales - Major Customers

Engineering & New Product Development

Confidential Page 6 8/22/2009

Equipment and Capacity

Environmental and Chemical issues

Section 4: Value Plastics, Inc. Quality Management System

4.1 General requirements

Value Plastics, Inc. has established, documented, and implemented a Quality

4.2 Documentation Requirements

Confidential Page 8 8/22/2009

Confidential Page 9 8/22/2009

Section 5: Management Responsibility

5.2 Customer Focus

Confidential Page 10 8/22/2009

5.3 Quality Policy

5.4.2 Quality Management System Planning

5.5 Responsibility, Authority and Communication

Confidential Page 11 8/22/2009

Value Plastics, Inc. Organizational Structure

VP Business Chief Financial

Sales Human Finance

Customer Service Engineering Information

Top Level Organizational Structure

Confidential Page 12 8/22/2009

Sales and Marketing Structure

Sales Trips Sales Trips

Trade Shows Trade Shows Customer

Sales and Marketing structure consist of the following functions:

Confidential Page 13 8/22/2009

Engineering, NPD and HR Function and Structure

Engineering New Product

Engineer I, II, III, R&D Engineer I,

Tool Design Tool

3rd Party Tool

Engineering, NPD and HR Function Structure:

Confidential Page 14 8/22/2009

Financial Petty Cash

Printed Hardcopy Is For Reference Use Only

CFO structure consist of the following functions:

Confidential Page 15 8/22/2009

Materials Manufacturing Facilities ISO 14644