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Company Profile And Quality System

This content is divided into the following sections:


If you have additional questions that are not addressed in this profile, you may send
them to me directly.

Michael Whitaker
Regulatory Compliance & Quality, Manager
847-327-5501
mwhitake@coleparmer.com

This information is also available for .pdf download,
COLE-PARMER PROFILE AND QUALITY SYSTEM



Cole-Parmer QUALITY POLICY

Cole-Parmer is committed to providing quality products and services and quality performance to every customer, every time. We pledge to provide our customers with the following:

  • High-quality products and services
  • Accurate and clear advertisements
  • The highest level of customer service before, during & after the sale
  • Timely delivery of all customer orders


Cole-Parmer COMPANY PROFILE

Shipping Address: 625 E. Bunker Ct.
Vernon Hills, IL. 60061-1844

Remittance Address:

Checks should be sent to:
13927 Collections Center Drive
Chicago IL 60693

Electronic payments sent from banks located in the United States and Canada should be sent to:
Bank of America NA
ABA#: 111000012
ACCOUNT #: 3756231683
BENEFICIARY: Cole-Parmer Instrument Company

Electronic payments sent from banks located outside of the United States should be sent to:
Bank of America NA
Swift#: BOFAUS3N ACCOUNT #: 3756231696
BENEFICIARY: Cole-Parmer RECEIPT (INTL/WIRES)

So that electronic payments can be recorded properly, please be sure your bank includes your company name and the Invoice, Reference, Purchase Order or Quote number.

EDI Parameters:

We support up to ANSI X.12 4010
Value Added Network (VAN): GEIS
Software: INOVIS EDI/400
Version 2 Release 11
Transaction sets 810, 850, 855, 860, 997
More info: contact our EDI Coordinator

Products and Services: Cole-Parmer is a distributor of scientific instruments for the worldwide research, industrial, and technical communities. We also provide calibration services traceable to NIST for several groups of instruments.

Phone number:
800-323-4340
1-847-549-7600
   Main FAX number:
847-247-2929

 
e-mail Address: info@coleparmer.com    Web Site Address: www.coleparmer.com

 
Payment Terms: Net 30 days    Freight Terms: FOB Origin

 
Hours: 7 am – 6 pm CST    Emergency Phone: N/A

 
Date Business Began: January 1955    Incorporation Date: N/A

 
FEIN: 36-2360953    CAGE Code: 05668 FSCM

 
SIC: 5049    NAICS: 421990

 
D&B Rating: N/A    DUNS/CEC No: 008852253

 
Gross Annual Sales: N/A    Total floor space: 268,883 Sq. Ft

 
Office area: 92,488 Sq. Ft    Warehouse area: 154,982 Sq. Ft

 
Storage area: 21,413 Sq. Ft    Building Construction: Brick and mortar

 
Chairman and CEO: Bernd Brust   Customer Service Manager: Jaime Robles

 
CFO and COO: Nick Morse/Jon Salkin   Warehouse Operations & Facilities Manager: Mike Sesterhenn

 
Manufacturing Capabilities: none   Regulatory/QA/Safety Manager: Mike Whitaker

 
Business Size: Large    Total # of Associates: ~450

 
Business Type: LLC    Ownership: Not women or minority

 
Union: No    Public or Private: Private

 
Government Inspection: Itinerant    Discounts: Quantity (some items)

 
ISO 9000 certification: No    Cognizant Agency: DCMDC

 
InnoCal™, an internal calibrations services group,
is ISO/IEC 17025 Accredited by A2LA(Cert#1746.01)

Cole-Parmer OPERATIONAL PROCESS AND SYSTEM

I. Management Responsibility / Document & Data Control

  1. The Regulatory Compliance & Safety Manager oversees our Quality programs.
  2. The Regulatory Compliance Manager reports to the Vice-President of Human Resources.
  3. We have a group of key measurements called Key Business Metrics (KBM).
  4. Senior management reviews the KBM’s monthly.
  5. KBM’s are posted internally for all employees to monitor.
  6. Departments control their own procedures, work instructions and records
    and are held accountable to the success of their respective KBM’s.

II. Contract Review

  1. We review all orders to be sure we can meet customer requirements.
  2. We contact the customer to advise if we cannot meet any requirements.
  3. For orders that cannot ship at once, we assign a promise date.
  4. If we cannot ship by this date we contact the customer with a new promise date.
  5. We can change an order, depending on the status of it in our system but only do so upon direct request of the customer.

III. Purchasing

  1. When taking on a new vendor, we verify they will be able to support the product.
  2. We evaluate our vendors monthly regarding nonconforming products and it is reported via the KBM -Supplier Performance Rating.
  3. We issue purchase orders that include product description and specifications.

IV. Product ID & Traceability / Inspection & Test / Inspection & Test Status

  1. We identify items we sell with discrete identification numbers.
  2. We determine which items require traceability & require that of the manufacturer.
  3. We check all new items for identification, quantity and visible damage.
  4. We inspect stock if we believe the problem may be repeated.
  5. We identify and segregate items that are being inspected so they will not mistakenly be shipped.

V. Handling, Storage, Packaging, Preservation & Delivery

  1. We have methods of handling items that prevent damage.
  2. We have methods of storing items that prevent damage and deterioration.
  3. We have methods of packaging items that prevent damage and deterioration.
  4. We control perishable items to assure that they will not deteriorate.
  5. We maintain a “first in, first out” system of stock for those items requiring this management.

VI. Control of Customer Supplied Product / Servicing - InnoCal

  1. We receive customer-supplied products for repair or calibration.
  2. We have procedures to protect as well as service these customer-supplied products.

VII. Control of Inspection, Measuring & Test Equipment - InnoCal

  1. Our calibration service conforms to the requirements in ISO 9002 section 4.11.
  2. Our repair department conforms to the requirements in ISO 9002 section 4.11.
  3. Our quality control conforms to the requirements in ISO 9002 section 4.11.
  4. The American Association For Laboratory Accreditation (A2LA) accredits our calibration service, InnoCal™, a Division of Cole-Parmer®, to ISO/IEC 17025:2005; A2LA Certificate Number 1746.01. See: http://www.a2la.org/ for a current certificate.

VIII. Control of Nonconforming Product / Corrective & Preventive Action

  1. Incoming nonconforming items are segregated within our facility referred to as the Problem Receipts Area.
  2. We determine the disposition of items in the Problem Receipts Area.
  3. A Product CAR (corrective action response) checks items in stock that might be nonconforming.
  4. Anyone at Cole-Parmer may initiate a Product CAR.
  5. Inventory Control and the QA Department checks product CARS.
  6. QA and Purchasing determine the disposition of nonconforming items from stock.
  7. The Regulatory Compliance QA Manager determines whether a CAR should be sent to a Supplier.
  8. QA can flag future incoming items for QA inspection to assure conformance.
  9. QA can flag incoming items for QA inspection to verify supplier corrective action.

IX. Control of Quality Records / Training / Continuous Improvement

  1. We have a company retention period for our records.
  2. We have a standardized process for hiring new associates.
  3. Our hiring process includes determination of training needs for each position.
  4. Each department maintains training records for department associates.
  5. We have a set of core values:
    • Integrity
    • Intensity
    • Innovation
    • Involvement

These values are predominately displayed within our facility, and are clearly communicated by our managers in both discussion and actions.



IX. Control of Quality Records / Training / Continuous Improvement (continued)

  1. Cole-Parmer employs a continuous improvement program called Practical Process Improvement (PPI), developed by Edward Zunich. 

  2. PPI is how we go about our daily business at Cole-Parmer. By transforming our work culture into a PPI environment – one in which we are continuously and proactively improving our processes, with our eye always on the customer and on costs – we ensure that our interaction with our customers is the best it can be.

  3. Working in teams and using the 8-step methodology, employees are empowered to find and implement solutions themselves, thus eliminating organizational red tape and speeding up the improvement process. And, because we are using the common PPI methodology company-wide, we can more easily tap into best practices and the expertise that has been developed around similar processes at other sites.

  4. PPI is both logical and simple. Using this hands-on methodology, teams learn proven tools and then immediately apply them to a real business problems aimed at improving the customer’s experience.

  5. Measurable results are key to process improvement. Our teams learn to collect data, analyze it to find a solution and then test the results using metrics. Once the solution has been proven effective, they implement it to achieve measurable improvements. Thereafter, the teams monitor the solution to ensure that the results are sustained.

  6. The PPI 8-Step Methodology:

PPI methodology



X. Design Control / Process Control / Statistical Techniques

  • We are not a manufacturer.
  • We have a procedure in place to alert customers who have requested notification of raw material or production changes, referred to a Critical Product Program.
  • Each department determines which statistical techniques to employ.
  • Our KBM (see Section I) measures performance in all operational areas.


CUSTOMER FEEDBACK MEASUREMENT

CUSTOMER SATISFACTION MEASUREMENT

We measure customer satisfaction monthly and refer to this measurement as our Customer Allegiance Score (CAS).

This program consists of the following:

  • Allegiance Response Team (ART), made up of members of key departments and they meet quarterly to:
    • Review data and responses
    • React to customer feedback and complaints
    • Recommends action to reduce impact of issues
    • Submits problems without solutions to PPI Steering Committee