ISO 9001:2015 Quality Management Our certification, our quality policy and the principles behind it
This page has most of the information any employee, supplier, customer, tender or procurement department needs about our ISO 9001:2015 quality management certification and compliance.
Accreditation Documents
These are the certification and audit documents we are asked for most often (though frankly, we’d rather you just gave us a surprise audit).
| Standard | ISO 9001:2015 |
|---|---|
| Certificate number | ACS QMS 0510/03 |
| Certification body | Alpha Certification Services |
| Originally certified | 21 May 2023 |
| Current issue | 28 May 2026 |
| Valid until | 20 May 2027 |
| Scope | The design and manufacture of specialist spring steel products including but not limited to conical disc springs, Belleville washers, wave springs, wedge lock washers and bearing preload washers. |
Our Quality Management System
The Reliable Pressings Quality Management System is made up of all our policies, processes, operating procedures and records. It reflects how we manage quality, and gives our customers enough transparency to follow, and take part in, the manufacturing process. It conforms to ISO 9001:2015, and we aim to meet and exceed every requirement of the standard, if not always to the letter then certainly in spirit and intent.
We apply a continuous-improvement philosophy to our business processes. Where certification is required, we do what is actually needed, not merely what is prescribed.
Our Quality Policy Statement
Our vision and ambition are to be a recognised world leader in all matters concerning the industrial uses and engineering applications of conical disc springs and their family of similar springs, namely plain and slotted bearing preload disc springs, diaphragm springs and single-turn and multi-turn wave springs, and the related products used to secure static bolted connections: the DIN 6796 Belleville washer and our own product, the wedge locking conical disc spring. We strive to be recognised as a provider of world-class spring, energy-absorbing and secure fastening solutions, reflecting our reputation for reliably adding value.
Our services, from needs analysis, design verification, manufacturing and testing to operational support, aim to exceed both the expressed and the unexpressed needs of our customers. Customer loyalty and satisfaction are the ultimate measure of our quality management, because they reflect our customers’ view of the value we create.
Creating value requires us to understand all our customers’ needs (expressed and unexpressed!), diligently confirm the design and operating requirements, and then manufacture products and components that are fit for purpose, independently tested to confirm their expected performance, made with careful, exacting workmanship, and delivered on time at a reasonable cost.
Across Reliable Pressings, we are all committed to our Quality Management System and stand by our brand and quality commitment. We empower and reward our people to refine, improve and evolve our quality management through continuous improvement, with an emphasis on lean principles. We believe quality management is essential to winning our customers’ trust and remaining relevant to them.
Our Quality Commitment
- Every product we make that carries a Reliable Pressings serial number has a quality warranty.
- Any product delivered that does not meet our quality promise will be replaced at our cost.
Our Quality Principles
These are the foundational beliefs about what it takes for us to deliver quality products that meet our customers’ expectations. Click a principle to open it.
1. Customer Focus
The primary focus of our ISO 9001 processes is quality management that lets us meet customer requirements and strive to exceed their expectations. At a minimum, we must always keep our promises: delivering on time, and building quality products that remain reasonably priced.
- We actively manage relationships with customers to achieve sustained success.
- We identify, and act on, the needs and expectations of interested parties that can affect customer satisfaction.
- We measure and monitor customer satisfaction and take appropriate action.
- We communicate customer needs and expectations throughout the organisation.
- We understand our customers’ current and future needs and expectations.
2. Leadership & Alignment
One key outcome of good leadership is alignment of purpose throughout the business. It establishes a common purpose and direction, and creates the conditions in which people are engaged in achieving our quality objectives.
- Establish a culture of trust and integrity.
- Create and sustain shared values, fairness and ethical models of behaviour at every level of the organisation.
- Communicate the organisation’s mission, vision, strategy, policies and processes throughout the organisation.
- Encourage an organisation-wide commitment to quality.
3. Managing Expectations & Engaging People
To deliver quality we need competent, empowered and engaged people throughout the business. That means constantly managing expectations, and engaging our people on the critical aspects of quality management.
- Encourage open discussion and the sharing of knowledge and experience.
- Recognise and acknowledge people’s contribution, learning and improvement.
- Survey people’s satisfaction, communicate the results, and take appropriate action.
- Help people understand the importance of their individual contribution.
4. Application of Structure through Processes
Consistent and predictable results are only achieved when activities are well defined, understood and managed as interrelated processes that work as a coherent system within our value chain.
- Establish authority, responsibility and accountability for managing processes.
- Determine how processes depend on each other, and analyse the effect of changes to one process on the system as a whole.
- Make sure the information needed to operate and improve the processes, and to monitor, analyse and evaluate the whole system, is available.
- Manage the risks that can affect the outputs of processes and the overall outcomes of the quality management system.
5. Continuous Improvement
We get things wrong sometimes. That calls for the commitment not to repeat mistakes, and the humility to accept that we can always do better.
- Develop and deploy processes to carry out improvement projects throughout the organisation.
- Track, review and audit the planning, implementation, completion and results of improvement projects.
- Build improvement into the development of new or modified products, services and processes.
- Recognise and acknowledge improvement.
6. Decision Making Based on Data
Everyone is entitled to their own opinion, but not their own facts. It takes data and facts to benchmark ourselves and to measure improvement.
- Determine, measure and monitor key indicators that show the organisation’s performance.
- Make sure data and information are sufficiently accurate, reliable and secure.
- Make decisions and take action based on evidence, balanced with experience and intuition.
7. Managing Relationships
To meet our customers’ needs we sometimes have to go the extra mile, and that takes excellent working relationships with our suppliers. Our relationship with our staff is critical too.
- Establish joint development and improvement activities with suppliers, partners and other interested parties.
- Encourage and recognise improvements and achievements by suppliers and partners.
- Measure performance and give performance feedback to interested parties, as appropriate.
- Establish relationships that balance short-term gains with long-term considerations.
- Determine and prioritise the interested-party relationships that need to be managed.
Need our QMS documents for a tender?
Ask us for the full Quality Management Manual or any audit documents.