15 Total quality management D.J. Rose, Campden and chorleywood Food Research Association 15.1 Introduction Organisations looking to develop their business operations through the current volatile economic climates need to establish clear objectives as to how the various elements of the business need to perform to ensure continuing growth and viability. In order to achieve these objectives it is further imperative to have mechanisms in place to monitor performance and also to provide a process by which change can be implemented in those areas of activity which need strengthening. Total Quality Management(TQM) is a management tool which provides that opportunity In its broadest sense TQM provides a business system by which the whole organisation can be harnessed to meet the needs of customer requirements. It is important to emphasise that TQM is not merely a technical standard but encompasses both the technical and business operations. The fundamental requirement for a successful TQM system is to have good management practices, TQM alone cannot provide this and any systems implemented will only ever be as successful as the staff involved The purpose of this chapter is to describe the key elements that need to be considered when setting up a Total Quality Management system. It provides information on the typical range of quality systems that may already be in place within an organisation and looks at how these can be used to bring together all of the requirements necessary to achieve a TQM system. It further explains the ke steps necessary to begin development of the system and the implementation process required. Finally the key monitoring processes needed to confirm successful implementation and for continued improvement and devel the system are explained
15.1 Introduction Organisations looking to develop their business operations through the current volatile economic climates need to establish clear objectives as to how the various elements of the business need to perform to ensure continuing growth and viability. In order to achieve these objectives it is further imperative to have mechanisms in place to monitor performance and also to provide a process by which change can be implemented in those areas of activity which need strengthening. Total Quality Management (TQM) is a management tool which provides that opportunity. In its broadest sense TQM provides a business system by which the whole organisation can be harnessed to meet the needs of customer requirements. It is important to emphasise that TQM is not merely a technical standard but encompasses both the technical and business operations. The fundamental requirement for a successful TQM system is to have good management practices, TQM alone cannot provide this and any systems implemented will only ever be as successful as the staff involved. The purpose of this chapter is to describe the key elements that need to be considered when setting up a Total Quality Management system. It provides information on the typical range of quality systems that may already be in place within an organisation and looks at how these can be used to bring together all of the requirements necessary to achieve a TQM system. It further explains the key steps necessary to begin development of the system and the implementation process required. Finally the key monitoring processes needed to confirm successful implementation and for continued improvement and development of the system are explained. 15 Total quality management D. J. Rose, Campden and Chorleywood Food Research Association
430 Chilled foods 15.1.1 Defining quality Despite the preponderance of quality assurance texts, quality standards, and definitions of quality, many people are still confused by the term quality. In the early incarnations of quality management, quality assurance and quality control were often used synonymously. However the importance of differentiating between reactive quality management (quality control) and pro-active quality management(quality assurance)was quickly realised. More importantly the benefits to be derived from the wide ranging implications of quality assurance were soon realised and capitalised upon by practitioners. The concept of TQM akes the now more familiar quality assurance requirements, as exemplified by BS5750/ISO9000, one step further and seeks to view ALL operations and processes that a company utilises as being inherently important to their overall business performance and quality of service parameters According to BS 7850, Total Quality Management may be defined as follows Management philosophy and company practices that aim to harness the human and material resources of an organisation in the most effective way to achieve the objectives of the organisation. On a slightly different tack, Margaret Thatcher once paraphrased quality very succinctly, The combinations of features in a product which ensures that customers come back for a product which does not However, it is important to realise that the objectives of the organisation can be multifaceted and reflect other primary business needs as well as the more obvious product quality issues. TQM systems should therefore be capable of ncorporating objectives as diverse as customer satisfaction, business growth profit maximisation, market leadership, environmental concerns, health and safety issues and reflect the companys position and role within the local community. One over-riding principle must be for the TQM system to ensure compatibility with the needs of current legislation in all its guises- food safe business practices, environmental and waste, employment rights and health and safety The need to meet the ever-increasing demands of customers for improved reliability and quality of product have fuelled the need to consider TQM systems. Supplying just-in-time manufactured products with short shelf-lives to the retail outlet in a reliable and dependable manner, pressure on margins to provide cheap yet wholesome foods, and the continuing need to provide evidence of safe food production have all added to the requirement to consider the totality of the chilled food business operation Unfortunately for staff tasked with considering TQM systems there has been much confusing literature produced on the subject. Various titles have been used to describe TQM systems, e.g. Continuous Quality Improvement, Total Qual Total Business Management, Company Wide Business Management, Cost Effective Quality Management, Integrated Management Systems. Suffice it to say that the objectives of the various schemes have all been synonymous and I refer the reader back to the definition of TQM given earlier from BS 7850. The hallenge to practitioners of TQM is usually not with the title given to the
15.1.1 Defining quality Despite the preponderance of quality assurance texts, quality standards, and definitions of quality, many people are still confused by the term quality. In the early incarnations of quality management, quality assurance and quality control were often used synonymously. However the importance of differentiating between reactive quality management (quality control) and pro-active quality management (quality assurance) was quickly realised. More importantly the benefits to be derived from the wide ranging implications of quality assurance were soon realised and capitalised upon by practitioners. The concept of TQM takes the now more familiar quality assurance requirements, as exemplified by BS5750/ISO9000, one step further and seeks to view ALL operations and processes that a company utilises as being inherently important to their overall business performance and quality of service parameters. According to BS 7850, Total Quality Management may be defined as follows – ‘Management philosophy and company practices that aim to harness the human and material resources of an organisation in the most effective way to achieve the objectives of the organisation.’ On a slightly different tack, Margaret Thatcher once paraphrased quality very succinctly, ‘The combinations of features in a product which ensures that customers come back for a product which does not.’ However, it is important to realise that the objectives of the organisation can be multifaceted and reflect other primary business needs as well as the more obvious product quality issues. TQM systems should therefore be capable of incorporating objectives as diverse as customer satisfaction, business growth, profit maximisation, market leadership, environmental concerns, health and safety issues and reflect the company’s position and role within the local community. One over-riding principle must be for the TQM system to ensure compatibility with the needs of current legislation in all its guises – food safety, business practices, environmental and waste, employment rights and health and safety. The need to meet the ever-increasing demands of customers for improved reliability and quality of product have fuelled the need to consider TQM systems. Supplying ‘just-in-time’ manufactured products with short shelf-lives to the retail outlet in a reliable and dependable manner, pressure on margins to provide cheap yet wholesome foods, and the continuing need to provide evidence of safe food production have all added to the requirement to consider the totality of the chilled food business operation. Unfortunately for staff tasked with considering TQM systems there has been much confusing literature produced on the subject. Various titles have been used to describe TQM systems, e.g. Continuous Quality Improvement, Total Quality, Total Business Management, Company Wide Business Management, Cost Effective Quality Management, Integrated Management Systems. Suffice it to say that the objectives of the various schemes have all been synonymous and I refer the reader back to the definition of TQM given earlier from BS 7850. The challenge to practitioners of TQM is usually not with the title given to the 430 Chilled foods
Total quality management 431 system, but rather to understanding their business well enough to identify all of TOMey elements required to be set up and managed within the umbrella of This analysis of the key business processes may be achieved by a variety of different means. Most critical to the analysis is the ability to collect suitable and useable data which reflects the process. The use of data collection forms performance data, market research, productivity information or financial data may all be appropriate. Analysis of the data to extract useful and usable outputs may be performed by a variety of different techniques. BS 7850 recommends affinity diagrams, brainstorming sessions, cause and effect diagrams, flow charts and tree diagrams to analyse non-numerical data. Control charts, histograms, Pareto diagrams and scatter diagrams may be useful for numerical data. By understanding all of its business processes companies are able to define the orocess, implement controls, monitor performance and measure improvements This is the fundamental basis of Total Quality Management 15.1.2 Quality assurance systems The foundation for any quality system is to be found in the fundamental principles of Good Manufacturing Practice(GMP). The technical requirements for GMP for chilled food operations are addressed elsewhere in this book. There are also many guidelines available for the manufacture, handling and preparation of chilled foods(Department of Health, 1989, Institute of Food Science and Technology, 1990; Chilled Food Association, 1995, and 1997 National Cold Store Federation, 1989). All focus on the key technical requirements for safe, hygienic, good manufacturing practices, allied to good storage, handling and distribution practices. In this context, these can be considered the fundamental technical objectives or standards to be achieved Currently a large number of targeted quality assurance systems have found favour throughout the Chilled Food Industry The most prevalent of the formal quality systems is still the BS EN ISo 9000 (BS5750) suite of standards incorporating specifically BS EN ISO 9002 for luction facilities and Bs en Iso 9001 for production operations incorporating new product development activities. ISo 9000 systems provide he advantage of laying down formal management controls for production activities, but also can easily be extended to other critical business activities such as purchasing, sales and distribution. Many operations have already extended their iso 9000 systems into a TQM system by encompassing their other critical business processes Manufacturing production sites have now also been forced to consider the requirements necessary to meet the requirements of Hazard Analysis Critical Control Point(HACCP) systems based on Codex Alimentarius definitions. As well as providing the key control measures necessary to understand the mechanics of producing safe food, HACCP systems also provide the basis around which to build production control systems and to ensure product quality
system, but rather to understanding their business well enough to identify all of the key elements required to be set up and managed within the umbrella of TQM. This analysis of the key business processes may be achieved by a variety of different means. Most critical to the analysis is the ability to collect suitable and useable data which reflects the process. The use of data collection forms, performance data, market research, productivity information or financial data may all be appropriate. Analysis of the data to extract useful and usable outputs may be performed by a variety of different techniques. BS 7850 recommends affinity diagrams, brainstorming sessions, cause and effect diagrams, flow charts and tree diagrams to analyse non-numerical data. Control charts, histograms, Pareto diagrams and scatter diagrams may be useful for numerical data. By understanding all of its business processes companies are able to define the process, implement controls, monitor performance and measure improvements. This is the fundamental basis of Total Quality Management. 15.1.2 Quality assurance systems The foundation for any quality system is to be found in the fundamental principles of Good Manufacturing Practice (GMP). The technical requirements for GMP for chilled food operations are addressed elsewhere in this book. There are also many guidelines available for the manufacture, handling and preparation of chilled foods (Department of Health, 1989; Institute of Food Science and Technology, 1990; Chilled Food Association, 1995, and 1997; National Cold Store Federation, 1989). All focus on the key technical requirements for safe, hygienic, good manufacturing practices, allied to good storage, handling and distribution practices. In this context, these can be considered the fundamental technical objectives or standards to be achieved. Currently a large number of targeted quality assurance systems have found favour throughout the Chilled Food Industry. The most prevalent of the formal quality systems is still the BS EN ISO 9000 (BS5750) suite of standards incorporating specifically BS EN ISO 9002 for production facilities and BS EN ISO 9001 for production operations incorporating new product development activities. ISO 9000 systems provide the advantage of laying down formal management controls for production activities, but also can easily be extended to other critical business activities such as purchasing, sales and distribution. Many operations have already extended their ISO 9000 systems into a TQM system by encompassing their other critical business processes. Manufacturing production sites have now also been forced to consider the requirements necessary to meet the requirements of Hazard Analysis Critical Control Point (HACCP) systems based on Codex Alimentarius definitions. As well as providing the key control measures necessary to understand the mechanics of producing safe food, HACCP systems also provide the basis around which to build production control systems and to ensure product quality Total quality management 431
432 Chilled foods in the operation Documentation of HACCP plans to meet the seven fundamental principles of HACCP as laid out by Codex Alimentarius is also required. These documented plans, together with associated operational procedures, records of operation and evidence of maintenance of the critical control points, often form enough of a basis for production activities to be controlled and managed by using the HACCP plans as a quality system-see principle 7: ' Establish documentation concerning all procedures and records appropriate to these principles and their More recently businesses have needed to consider the impact of their operations on the environment. Moves to standardise environmental control and management have been formalised within ISo 14001. This international standard 'Environmental Management Systems- Specification for Guidance and Use has strong links to Iso 9001 and covers issues such as policy statements, process control, system structure, training, awareness and compe tence, system documentation, checking and corrective action, preventive action, record keeping, system auditing and management review. The stated aim of Iso 14001 is to ' provide organisations with the elements of an effective environmental management system which can be integrated with other management requirements. This approach is an obvious lead in to the concept of incorporating environmental objectives within a TQM system Yet more recently, safety systems have been targeted for incorporation within he suite of quality system functions and Bs 8800(Guide to Occupational Health and Safety Management Systems') provides a framework within which to manage safety systems and safety training activities. Given the increasing importance of staff occupational safety and the need to minimise exposure to potential litigation, manufacturers are well advised to treat this area of activity seriously. Companies may also have an interest in other systems related to staff training-i.e the Investors in People standard within the UK, organised through local Training and Enterprise Councils, which requires proper evidence of structured training programs for staff, records of all training activities and clear benefits being derived from both staff and employers from In a critical key development the British Retail Consortium(BRC)has issued its core Technical Standard for Companies Supplying Retailer Branded ood Products. This standard is being used by a large number of UK retailers as the definitive standard for suppliers and terms of business are being agreed which include the requirement for companies to meet this standard. The BRC standard itself focuses on a large number of essential and recommended good manufacturing practices and is underpinned by the need to establish supporting nanagement systems to back up these manufacturing practices. In essence 6 key areas are involved, HACCP systems, quality management systems, factory environmental standards, product control, process control and personnel lementation of the standard is being handled through third-party inspection whose remit is to ensure compliance of the operating site
in the operation. Documentation of HACCP plans to meet the seven fundamental principles of HACCP as laid out by Codex Alimentarius is also required. These documented plans, together with associated operational procedures, records of operation and evidence of maintenance of the critical control points, often form enough of a basis for production activities to be controlled and managed by using the HACCP plans as a quality system – see principle 7: ‘Establish documentation concerning all procedures and records appropriate to these principles and their application.’ More recently businesses have needed to consider the impact of their operations on the environment. Moves to standardise environmental control and management have been formalised within ISO 14001. This international standard ‘Environmental Management Systems – Specification for Guidance and Use’ has strong links to ISO 9001 and covers issues such as policy statements, process control, system structure, training, awareness and competence, system documentation, checking and corrective action, preventive action, record keeping, system auditing and management review. The stated aim of ISO 14001 is to ‘provide organisations with the elements of an effective environmental management system which can be integrated with other management requirements’. This approach is an obvious lead in to the concept of incorporating environmental objectives within a TQM system. Yet more recently, safety systems have been targeted for incorporation within the suite of quality system functions and BS 8800 (‘Guide to Occupational Health and Safety Management Systems’) provides a framework within which to manage safety systems and safety training activities. Given the increasing importance of staff occupational safety and the need to minimise exposure to potential litigation, manufacturers are well advised to treat this area of activity seriously. Companies may also have an interest in other systems related to staff training – i.e. the Investors in People standard within the UK, organised through local Training and Enterprise Councils, which requires proper evidence of structured training programs for staff, records of all training activities and clear benefits being derived from both staff and employers from their training programme. In a critical key development the British Retail Consortium (BRC) has now issued its core Technical Standard for Companies Supplying Retailer Branded Food Products. This standard is being used by a large number of UK retailers as the definitive standard for suppliers and terms of business are being agreed which include the requirement for companies to meet this standard. The BRC standard itself focuses on a large number of essential and recommended good manufacturing practices and is underpinned by the need to establish supporting management systems to back up these manufacturing practices. In essence 6 key areas are involved, HACCP systems, quality management systems, factory environmental standards, product control, process control and personnel. Implementation of the standard is being handled through third-party inspection bodies whose remit is to ensure compliance of the operating site with the 432 Chilled foods
Total quality management 433 standard. In some cases, as for the European Food Safety Inspection Service (EFSIS), the inspection bodies have incorporated the brC standard within their own inspection standard to provide and even more rigorous examination of the All of the quality systems mentioned above have essential core elements and similarities. Most importantly the critical elements of control can easily be related to the core business functions of the site. These. taken hand in hand with the key legal, safety and environmental control measures all sites are obliged to adopt, offer a comprehensive and complete set of frameworks within which to develop a total quality management system 15.2 The scope of a quality system This section summarises the essential business processes to be considered when addressing Total Quality Management systems concerned with the production of chilled foods. The next deals with the necessary administrative detail of developing the quality system 15.2.1 Raw materials, purchasing and control Raw and packaging materials should be purchased to agreed specifications and from suppliers capable of achieving those specifications should be audited for quality and safety Raw materials should be stored under hygienic conditions that prevent contamination by microorganisms, insects and other pests Stock control systems should be used for minimising storage times. Coding systems should be used to ensure traceability Inspection of raw and packaging materials should complement the suppliers quality systems Control and release should be under the responsibility of a competent technical perso Non-conforming raw materials should be recorded and investigated to identify and rectify problems 15.2.2 Process control The HACCP approach should be used to identify critical control points as part of developing process specifications and to determine monitoring The HACCP plan must be suitably verified and the control points demonstrated to be sufficient to control the product The arrangement of plant should minimise the likelihood of cross- contamination Plant should be hygienically designed
standard. In some cases, as for the European Food Safety Inspection Service (EFSIS), the inspection bodies have incorporated the BRC standard within their own inspection standard to provide and even more rigorous examination of the operating site. All of the quality systems mentioned above have essential core elements and similarities. Most importantly the critical elements of control can easily be related to the core business functions of the site. These, taken hand in hand with the key legal, safety and environmental control measures all sites are obliged to adopt, offer a comprehensive and complete set of frameworks within which to develop a total quality management system. 15.2 The scope of a quality system This section summarises the essential business processes to be considered when addressing Total Quality Management systems concerned with the production of chilled foods. The next section deals with the necessary administrative detail of developing the quality system. 15.2.1 Raw materials, purchasing and control • Raw and packaging materials should be purchased to agreed specifications, and from suppliers capable of achieving those specifications. Suppliers should be audited for quality and safety. • Raw materials should be stored under hygienic conditions that prevent contamination by microorganisms, insects and other pests. • Stock control systems should be used for minimising storage times. Coding systems should be used to ensure traceability. • Inspection of raw and packaging materials should complement the suppliers’ quality systems. • Control and release should be under the responsibility of a competent technical person. • Non-conforming raw materials should be recorded and investigated to identify and rectify problems. 15.2.2 Process control • The HACCP approach should be used to identify critical control points as part of developing process specifications and to determine monitoring programmes. • The HACCP plan must be suitably verified and the control points demonstrated to be sufficient to control the product. • The arrangement of plant should minimise the likelihood of crosscontamination. • Plant should be hygienically designed. Total quality management 433
434 Chilled foods Plant cleaning schedules should be developed and implemented Critical measures such as time, temperature and quantity must be recorded throughout the production process Sampling regimes must be set up to measure product quality and safety throughout the production process Contingency plans need to be in place to cover any possible major safety issues that may arise 15.2.3 Premises Premises should be constructed to minimise the risk of contamination Premises should be maintained to a hygienic standard commensurate with the degree of risk Where used, high care areas must be suitably constructed and all necessary control measures for their operation implemented Suitable waste disposal facilities need to be in place 15.2. 4 Quality Control Clearly defined product specifications and quality standards should be used to supplement HACCP analysis in identifying non-safety quality issues Product quality (in terms of sensory characteristics) should be defined to meet the specifications given above, and agreed with clients Product quality should be verified to ensure acceptability before release and on-going monitoring checks should be in place to prevent major defects arisin 15.2.5 Personnel Personnel should be trained in hygienic practices and other quality requirements of the job High standards of personal hygiene are essential Clothing appropriate to the task uired 15.2.6 Final product Inspection must take place to determine conformance with the product specification and freedom from any foreign body contamination A system for isolating non-conforming product is required The type and level of inspection should be determined from HACCP. Critical testing and inspection should be done by competent laboratories Where technically important, or for legal reasons, checks on packaging should be done Records of inspection must be kept
• Plant cleaning schedules should be developed and implemented. • Critical measures such as time, temperature and quantity must be recorded throughout the production process. • Sampling regimes must be set up to measure product quality and safety throughout the production process. • Contingency plans need to be in place to cover any possible major safety issues that may arise. 15.2.3 Premises • Premises should be constructed to minimise the risk of contamination. • Premises should be maintained to a hygienic standard commensurate with the degree of risk. • Where used, high care areas must be suitably constructed and all necessary control measures for their operation implemented. • Suitable waste disposal facilities need to be in place. 15.2.4 Quality Control • Clearly defined product specifications and quality standards should be used to supplement HACCP analysis in identifying non-safety quality issues. • Product quality (in terms of sensory characteristics) should be defined to meet the specifications given above, and agreed with clients. • Product quality should be verified to ensure acceptability before release and on-going monitoring checks should be in place to prevent major defects arising. 15.2.5 Personnel • Personnel should be trained in hygienic practices and other quality requirements of the job. • High standards of personal hygiene are essential. • Clothing appropriate to the task is required. • Appropriate sanitary facilities are required. • Medical screening is required. 15.2.6 Final product • Inspection must take place to determine conformance with the product specification and freedom from any foreign body contamination. • A system for isolating non-conforming product is required. • The type and level of inspection should be determined from HACCP. • Critical testing and inspection should be done by competent laboratories. • Where technically important, or for legal reasons, checks on packaging should be done. • Records of inspection must be kept. 434 Chilled foods
Total quality management 435 Shelf-life validation is required A system for monitoring complaint trends is require Product release should be by positive approval 15.2.7 Distribution Arrangements must be made to maintain product integrity in the distribution chain The level of batch traceability must be commensurate with the risk of recall A recall system should be developed and tested The above list is by no means comprehensive, but indicates the breadth of considerations to be addressed in chilled food operations. The task is complex and requires a high degree of skilled management. It should be developed and implemented as part of cohesive quality system 15.3 Developing a quality system oping a quality management system to meet the requirements of your ness is a complex task. Not only do the elements described above need to be considered, but also such factors as management responsibility, documentation and auditing. The standard model for quality systems for some years now has been the So 9000 series of standards, the international standards for quality systems. The general applicability of Iso 9000 to the food industry has been demonstrated by its uccessful application in many production facilities. However Iso 9000 has suffered from criticism over the years due to its unfriendly nature and the perception that it does not lead to quality improvement, only control and standardisation of processes. Consequently quality management, as exemplified by Iso 9000, has often been seen as being on a parallel track to business management and not as an all embracing tQm system Forthcoming changes to the Iso 9000 standard, due to be published in the year 2000 are believed to address this failing by focusing the system back towards quality improvements, process development and customer satisfaction The above comments notwithstanding, the fundamentals of Iso 9000 still provide the basis around which to start the development of the quality system, a QM system being built by encompassing all of the other business process requirements onto this model 15.3.1 Management responsibility The importance of senior management commitment to the quality system cannot be over-emphasised. If quality is established as a board room priority, all other rts of the organisation will follow and become intimately involved in the cess. Similarly, by defining key responsibilities for all levels of activity
• Shelf-life validation is required. • A system for monitoring complaint trends is required. • Product release should be by positive approval. 15.2.7 Distribution • Arrangements must be made to maintain product integrity in the distribution chain. • The level of batch traceability must be commensurate with the risk of recall. • A recall system should be developed and tested. The above list is by no means comprehensive, but indicates the breadth of considerations to be addressed in chilled food operations. The task is complex and requires a high degree of skilled management. It should be developed and implemented as part of cohesive quality system. 15.3 Developing a quality system Developing a quality management system to meet the requirements of your business is a complex task. Not only do the elements described above need to be considered, but also such factors as management responsibility, documentation and auditing. The standard model for quality systems for some years now has been the ISO 9000 series of standards, the international standards for quality systems. The general applicability of ISO 9000 to the food industry has been demonstrated by its successful application in many production facilities. However ISO 9000 has suffered from criticism over the years due to its unfriendly nature and the perception that it does not lead to quality improvement, only control and standardisation of processes. Consequently quality management, as exemplified by ISO 9000, has often been seen as being on a parallel track to business management, and not as an all embracing TQM system. Forthcoming changes to the ISO 9000 standard, due to be published in the year 2000 are believed to address this failing by focusing the system back towards quality improvements, process development and customer satisfaction. The above comments notwithstanding, the fundamentals of ISO 9000 still provide the basis around which to start the development of the quality system, a TQM system being built by encompassing all of the other business process requirements onto this model. 15.3.1 Management responsibility The importance of senior management commitment to the quality system cannot be over-emphasised. If quality is established as a board room priority, all other parts of the organisation will follow and become intimately involved in the process. Similarly, by defining key responsibilities for all levels of activity, Total quality management 435
436 Chilled foods those staff whose actions can influence the quality of the food or the process under which it is manufactured can be identified and made aware of their responsibilities. This is so that errors do not occur through it not being clear whe is responsible for various actions, for example, who monitors a chill room temperature, or who should carry out a particular quality control test. Senior management must review the continuing effectiveness of the quality system at periodic intervals. Key information sources would include data from internal audits, non-conforming product records, quality control records on conformance to specifications, and customer complaints trends The second key role of the management review process is to establish mechanism for improvements and new initiatives. The evaluation of key data such as quality markers, which can be used to measure client satisfaction, and performance measures, which can be used to measure the efficiency of the delivery process, should be encouraged. Based on the analysis of these data, together with the data mentioned above, senior management can identify business processes which would benefit from improvement or re-design. 15.3.2 Documentation of the system Effective documentation of the procedures and actions required to achieve required quality is an essential part of the quality system. Such documentation can be used for reference and for training purposes. It reduces the risk of misunderstandings arising from oral communication. All documents should also be controlled so that personnel do not work from obsolete documents. There must be a means of circulating new procedures and withdrawing superseded ones, and a controlled means of making changes to procedures. Staff discipline ith documentation also needs to be instilled so that only the current versions of docu 15.3.3. Customer requirements A clear understanding of customer requirements is essential for any business operation. Mechanisms to ensure that sufficient information is captured from clients prior to manufacturing, need to be set up. These will include fundamentals such as manufacturing details, supplier arrangements, product specifications, delivery times, quantities and packaging. However consideration must also be given to other matters such as legal requirements, environmental, employee and safety considerations 15.3.4 Raw material control and supplier quality assurance The quality of raw materials and the suitability of packaging materials has a considerable effect on the final quality of chilled foods. However, relationships with suppliers go well beyond these criteria and extend to the quality of service prices and financial stability of the supplier. These factors must be combined
those staff whose actions can influence the quality of the food or the process under which it is manufactured can be identified and made aware of their responsibilities. This is so that errors do not occur through it not being clear who is responsible for various actions, for example, who monitors a chill room temperature, or who should carry out a particular quality control test. Senior management must review the continuing effectiveness of the quality system at periodic intervals. Key information sources would include data from internal audits, non-conforming product records, quality control records on conformance to specifications, and customer complaints trends. The second key role of the management review process is to establish mechanism for improvements and new initiatives. The evaluation of key data such as quality markers, which can be used to measure client satisfaction, and performance measures, which can be used to measure the efficiency of the delivery process, should be encouraged. Based on the analysis of these data, together with the data mentioned above, senior management can identify business processes which would benefit from improvement or re-design. 15.3.2 Documentation of the system Effective documentation of the procedures and actions required to achieve the required quality is an essential part of the quality system. Such documentation can be used for reference and for training purposes. It reduces the risk of misunderstandings arising from oral communication. All documents should also be controlled so that personnel do not work from obsolete documents. There must be a means of circulating new procedures and withdrawing superseded ones, and a controlled means of making changes to procedures. Staff discipline with documentation also needs to be instilled so that only the current versions of documents are used. 15.3.3. Customer requirements A clear understanding of customer requirements is essential for any business operation. Mechanisms to ensure that sufficient information is captured from clients prior to manufacturing, need to be set up. These will include fundamentals such as manufacturing details, supplier arrangements, product specifications, delivery times, quantities and packaging. However consideration must also be given to other matters such as legal requirements, environmental, employee and safety considerations. 15.3.4 Raw material control and supplier quality assurance The quality of raw materials and the suitability of packaging materials has a considerable effect on the final quality of chilled foods. However, relationships with suppliers go well beyond these criteria and extend to the quality of service, prices and financial stability of the supplier. These factors must be combined 436 Chilled foods
Total quality management 437 together to achieve a smooth and profitable relationship between vendor and purchaser. The objective must be to build a confident partnership between the two so that the purchaser can rely on the vendor as much as on"in-house departments There are a number of stages to go through in achieving this objective. It should be noted that all purchased materials which can affect product or service quality should be included in this programme. Often capital and services items (e.g. motors, pumps etc. )are omitted, and faults are only detected after installation. Clearly this does have an impact on the overall efficiency and uality of the operation and should be included Supplier quality policy There should be a stated and preferably written policy. This usually takes the form of a summary of the principles involved mutual co-operation, the partnership prior contractual understanding; agreeing specifications methods of evaluation inspection on receipt( the policy is to accept only material meeting the requirements plans for settling disputes feedback on performance vendor responsible for delivery to standard Contractual understanding There is little point in trying to develop a partnership with suppliers unless there is a clear understanding about the objectives to be achieved. This usually takes the form of a contract covering for example, material specifications, delivery parameters, responsibilities for quality including those for verification, access to supplier, procedures for settling disputes. It is important that all these parameters are agreed and verified prior to signing the contract and entering a supplier onto an approved list List of approved suppliers The purchaser should maintain a list of approved suppliers. Lying behind this should be a set of procedures which describe the stages of approval. There are wo main criteria to be considered here 1. financial capability and stability 2. ability to meet specification The latter can be assessed in a number of ways auditing suppliers quality system
together to achieve a smooth and profitable relationship between vendor and purchaser. The objective must be to build a confident partnership between the two so that the purchaser can rely on the vendor as much as on ‘in-house’ departments. There are a number of stages to go through in achieving this objective. It should be noted that all purchased materials which can affect product or service quality should be included in this programme. Often capital and services items (e.g. motors, pumps etc.) are omitted, and faults are only detected after installation. Clearly this does have an impact on the overall efficiency and quality of the operation and should be included. Supplier quality policy There should be a stated and preferably written policy. This usually takes the form of a summary of the principles involved: • mutual co-operation; the partnership • prior contractual understanding; agreeing specifications • methods of evaluation – audit – inspection at source – inspection on receipt (the policy is to accept only material meeting the requirements) • plans for settling disputes • feedback on performance • vendor responsible for delivery to standard. Contractual understanding There is little point in trying to develop a partnership with suppliers unless there is a clear understanding about the objectives to be achieved. This usually takes the form of a contract covering for example, material specifications, delivery parameters, responsibilities for quality including those for verification, access to supplier, procedures for settling disputes. It is important that all these parameters are agreed and verified prior to signing the contract and entering a supplier onto an approved list. List of approved suppliers The purchaser should maintain a list of approved suppliers. Lying behind this should be a set of procedures which describe the stages of approval. There are two main criteria to be considered here: 1. financial capability and stability 2. ability to meet specification. The latter can be assessed in a number of ways: • auditing supplier’s quality system • vendor’s previous performance Total quality management 437
438 Chilled foods tests on representative samples Auditing suppliers requirements. Auditors should be trained to conduct this activity promptly and fficiently. The auditors observe the manufacturing facilities, buildings environment, plant, quality procedures and implementation of such procedures Other evidence to collect includes management attitudes, workforce attitudes quality control records and so on. Often auditors will also look at financial and technological aspects Feedback on performance It is absolutely essential in building the partnership that the vendor receives prompt and accurate feedback on performance Performance data can be collected from a number of sources Raw material conformance: sources of information here include the vendor's own inspection records, incoming inspection records. Most non-confor- mances in this area are clear and are well'flagged because usually the result in a delay in deliveries or production Process conformance: non-conformances here are less easily detected but at least should be reviewed during audit. It may be written into contractual requirements that process non-conformances are communicated to the purchaser Procedural non-conformance: similar comments appertain here as for process non-conformance Ranw material unfit for use: this is the worst scenario where a non onformance is not detected until it fails either on the production line or distribution or in use(complaints). The impact is usually severe, affecting ability to sell the final product. Despite the severity of the problem, it is often difficult to gather sufficient evidence to inform the vendor of the fault Feedback should be given on a regular basis so that each non-conformance is not seen by the vendor as acomplaint. The main message here is to transmit good as well as bad news. Where possible, evidence should be incontrovertible. The best evidence is records and samples eetings with suppliers will ensure that the positive feedback is given. This helps to support the partnership when exceptional communication of non-conformances is necessary 153.5 Process control All aspects of the production of chilled foods a direct bearing on the uality of the final product must be specified, documented and recorded to ensure that failures due to inadequate control are eliminated. Critical control point monitoring as identified by HACCP forms part of this requirement. Action
• vendor’s reputation • tests on representative samples. Auditing suppliers The objective here is to establish the supplier’s ability to meet agreed requirements. Auditors should be trained to conduct this activity promptly and efficiently. The auditors observe the manufacturing facilities, buildings environment, plant, quality procedures and implementation of such procedures. Other evidence to collect includes management attitudes, workforce attitudes, quality control records and so on. Often auditors will also look at financial and technological aspects. Feedback on performance It is absolutely essential in building the partnership that the vendor receives prompt and accurate feedback on performance. Performance data can be collected from a number of sources. • Raw material conformance: sources of information here include the vendor’s own inspection records, incoming inspection records. Most non-conformances in this area are clear and are well ‘flagged’ because usually they result in a delay in deliveries or production. • Process conformance: non-conformances here are less easily detected but at least should be reviewed during audit. It may be written into contractual requirements that process non-conformances are communicated to the purchaser. • Procedural non-conformance: similar comments appertain here as for process non-conformance. • Raw material unfit for use: this is the worst scenario where a nonconformance is not detected until it fails either on the production line or in distribution or in use (complaints). The impact is usually severe, affecting ability to sell the final product. Despite the severity of the problem, it is often difficult to gather sufficient evidence to inform the vendor of the fault. Feedback should be given on a regular basis so that each non-conformance is not seen by the vendor as a ‘complaint’. The main message here is to transmit good as well as bad news. Where possible, evidence should be incontrovertible. The best evidence is records and samples. Regular meetings with suppliers will ensure that the positive feedback is given. This helps to support the partnership when exceptional communication of non-conformances is necessary. 15.3.5 Process control All aspects of the production of chilled foods having a direct bearing on the quality of the final product must be specified, documented and recorded to ensure that failures due to inadequate control are eliminated. Critical control point monitoring as identified by HACCP forms part of this requirement. Action 438 Chilled foods
