Since its founding in 1981, ProfilGruppen has consciously worked on implementing an objective-oriented quality and environment system. The company became environmentally certified in accordance with ISO 14001 in 1998 and in 1999 became the first Nordic company in its industry to be accredited in accordance with QS-9000. Since the beginning of 2006, ProfilGruppen upgraded its quality system principally by becoming compliant with TS 16949 – the global quality certification for the vehicle industry. Since 2018 are ProfilGruppen compliant with IATF 16949.

Quality with a holistic perspective
IATF 16949 may be regarded as a business management system covering all company processes. As part of this management system, the Group has intensified improvement activities using PDCA (Plan-Do-Check-Act) methodology.

Working to reduce enviromental impact
ProfilGruppen works in a number of ways to ensure that the company contributes to a society that is sustainable in the long term. Both extrusions and processed components must be produced with minimal enviromental impact. The amount of waste and rubbish in our processes must be continually reduced. Any scrap aluminium generated is recycled.
Internally, we work proactively to encourage, through training and information, all employees to make an active contribution to enviromental work.

Committed improvement work
The Group has adopted the Balanced Scorecard approach to managing its business. This means that all departments in the company plan their activities and set objectives based on four main areas. These main areas are:

  • Customer focus
  • Process focus
  • Financial focus
  • HR focus

In practical terms, the process starts with company management drawing up a scorecard for the company. Using this scorecard as a base, the other departments then draw up their own scorecards. In this way, all objectives in the company become interlinked.

In order to develop the business and to achieve the objectives set in the scorecards, the company works using PDCA methodology, a tool for defining, implementing and managing corrective measures and improvements. The methodology is strongly linked to planning, implementation, verification and improvement.

The objectives for each department in the company are visualised in the business, which means that management and employees can keep a continual track on how improvement work is progressing.