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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
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Michael Whitaker
Regulatory Compliance & Quality, Manager

This information is also available for .pdf download,

Davis Instruments QUALITY POLICY

Davis Instruments 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

Davis Instruments COMPANY PROFILE

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

Remittance Address:

Checks should be sent to:
14957 Collections Center Drive
Chicago IL 60693-0149

Electronic payments sent from banks located in the United States and Canada should be sent to:
Bank of America NA
ABA#: 111000012
ACCOUNT #: 4426460699
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 #: 4426460699
BENEFICIARY: Davis Instruments

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

Davis Instruments is a supplier of test, measurement, calibration, controls and instrumentation products for the worldwide manufacturing, process and utility industries. We also offer calibration and repair services by our onsite-accredited lab, InnoCal (ISO/IEC 17025-2005 Accredited by A2LA) for a variety of equipment.

Phone number:
   Main FAX number:

e-mail Address:    Web Site Address:

Payment Terms: Net 30 days    Freight Terms: FOB Origin

Hours: 7 am – 5 pm CST    Emergency Phone: N/A

Date Business Began: January 1856    Incorporation Date: N/A

FEIN: 36-2360953    CAGE Code: 51KK6

SIC: 5049    NAICS: 423990

D&B Rating: N/A    DUNS/CEC No: 82-494-8942

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: Jamie Robles

CFO and COO: Nick Morse/Jon Salkin   Warehouse Operations Director: Mike Sesterhenn

Director, Sales and Marketing: Andy Hamrick   Regulatory/QA/Safety Manager: Mike Whitaker

Manufacturing Capabilities: none   Metrology Lab Manager: Mike Pietronicco

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)


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: 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 Davis Instruments 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 displaced 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. Davis Instruments 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 Davis Instruments. 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.



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