QUẢN TRỊ CHẤT LƯỢNG THỰC PHẨM

BÀI 2
CÁC HOẠT ĐỘNG QUẢN LÝ
CHẤT LƯỢNG THỰC PHẨM
FOOD QUALITY MANAGEMENT

Th.S NGUYỄN ĐẶNG MỸ DUYÊN

Bộ môn: CN Thực phẩm
Khoa: CNHH&TP
 LEARNING OUTCOMES
 Phân tích được các yêu cầu của các
hoạt động quản lý chất lượng tại các
nhà máy
 Phân biệt được các hoạt động: KCS,
QC, QA.
 Hình thành nhận thức về các hoạt
động trong công tác quản lý chất
lượng tại các nhà máy thực phẩm và
sẵn sàng đảm nhận vị trí nhân viên
quản lý chất lượng tại các nhà máy
QUALITY MANEGEMENT
 Quality Management System
Quality Management System: Management system to direct and
control an organisation with regard to quality – ISO 9000:2000

Quality
Management

Quality Quality Quality

Planning Assurance Control

Criteria Prevention Inspection

driven driven driven
 Quality Planning

 It identifies the standards and

determines how to satisfy those
standards.
 It lays out the roles and
responsibilities, resources,
procedures, and processes to be
utilized for quality control and
quality assurance.
SWOT ANALYSIS

Strengths

Oppurtunity
SWOT Weakness
Analysis

Threats
 SWOT ANALYSIS
 Technique is credited to Albert Humphrey who
led a research project at Stanford University in
the 1960s and 1970s.
 Planning tool used to understand Strengths,
Weaknesses, Opportunities, & Threats
involved in a project / business.
 Technique that enables a group / individual to
move from everyday problems / traditional
strategies to a fresh perspective.
 Brainstorming Questions

What opportunities exist in our external

environment?
What threats to the institution exist in our
external environment?
What are the strengths of our institution?
What are the weaknesses of our institution?
 STRENGTHS

 Characteristics of the business or

a team that give it an advantage
over others in the industry.

 Positive tangible and intangible

attributes, internal to an
organization.

 Beneficial aspects of the

organization or the capabilities of an
organization, which includes human
competencies, process capabilities,
financial resources, products and
services, customer goodwill and
brand loyalty.
 Strengths

 What do you do particularly well?

 What do you do that is unique in the
“marketplace?”
 What do your customers/clients/patrons
ask for you to do over and over again?
 What do you have the right
tools/resources to accomplish?
 WEAKNESSES

 Characteristics that place the

firm at a disadvantage relative to
others.

 Detract the organization from its

ability to attain the core goal and
influence its growth.
 Weaknesses are the factors which
do not meet the standards we feel
they should meet..
 Weaknesses

What do you not feel

as comfortable
doing?

What is needed
resources, staff, or
skills do you lack?
 OPPORTUNITIES

 Chances to make greater profits in the

environment - External attractive factors
that represent the reason for an
organization to exist & develop.

 Arise when an organization can take

benefit of conditions in its environment to
plan and execute strategies that enable it
to become more profitable.

 Organization should be careful and

recognize the opportunities and grasp
them whenever they arise. Opportunities
may arise from market, competition,
industry/government and technology.
 Opportunities

Are there new situations coming down the road

that you can take advantage of (new programs
being offered, new faculty joining the department,
new tools available to you)?

Are there gaps in the “market” that you can fill?

Are there partnerships that might be fruitful?

 THREATS

 External elements in the environment that

could cause trouble for the business -
External factors, beyond an organization’s !
control, which could place the organization’s
mission or operation at risk.
 Compound the vulnerability when they relate to
the weaknesses. Threats are uncontrollable.
When a threat comes, the stability and survival
can be at stake.

 Examples - Entry of foreign competitors,

Introduction of new substitute products, Product
life cycle in decline, Changing customer
needs/tastes, new strategies, Increased
government regulation, Economic downturn.
 Threats

Who is your competition and what do they

offer that you can’t do as well or at all?
Are there “environmental” changes or
situations that could cause problems for
you and your programs?
What other roadblocks are being thrown in
your path?
Opportunities-external Threats-external

1. 1.
2. 2.
3. 3.
4. 4.
5. 5.

Strengths-Internal Weaknesses-Internal
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
 Create a Plan of Action

Set goals and objectives, like with any

other plan. Limit 3-5
What steps can you take to:
 Capitalize on your strengths
 Overcome or minimize your weaknesses
 Take advantage of some new opportunities
 Respond to the threat
Opportunities-external Threats-external

1. 1.
2. 2.
3. 3.
4. 4.
5. 5.

Strengths-Internal Weaknesses-Internal
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
Quality Control
 Definition

 Quality Control (QC) is part of quality

management focused on fulfilling quality
requirements (ISO 9000:2000).
 QC activities consist of inspecting,
testing, and monitoring associated with raw
materials control, process control, and
finished products control.

21 Introduction to
 Introduction
Quality control (QC) includes the activities from the
suppliers, through production, and to the
customers.
Incoming materials are examined to make sure
they meet the appropriate specifications.
The quality of partially completed products are
analyzed to determine if production processes are
functioning properly.
Finished goods and services are studied to
determine if they meet customer expectations.
QC Throughout Production Systems
Inputs Conversion Outputs
Raw Materials,
Production Products and
Parts, and
Processes Services
Supplies

Control Control Control

Quality of Quality of Quality of

Inputs Partially Completed Outputs
Products
 RAW MATERIALS CONTROL

 Raw materials are the tools,

equipment, supplies, goods and
services that a company requires
to do business on a daily basis.
 Is it important for you to have
quality raw materials? Why?
 CONTROL OF THE ACCEPTANCE
OF RAW MATERIAL
Quality control procedures as applied to the
acceptance and checking of raw materials are
usually the responsibility of the receiver once the
raw materials have been received from the
supplier.
Therefore, it is essential that the receiver have
quality controls in place to identify any non-
conforming product and which ensure that any
product found unacceptable is returned to the
supplier.
An acceptable product is one which meets all
contractual obligations.
 Types of tests or inspections
Visual- look at the product
Measurement- does it meet
requirements or standards laid out in
plans
Functional tests- does it do what it is
supposed to do?
Special testing- radiography,
ultrasound
 Tools of Quality control
 Flowcharts - schematic representation of all the
activities and interactions that occur in a process or
a meaningful system
 Check sheets
 Pareto Chart - ranked vertical bar chart with most
frequently occurring on the left
 Fishbone Diagram - display of potential cause-and-
effect relationships
 Control Charts - graphical method for evaluating
whether a process is or is not in a “state of statistical
control”
 Scatter charts or scatter diagrams
 QC TOOLS

 Flow chart- What is done?

 checksheet– how often is it done?
 Pareto chart – Which are the big problems?
 Cause and effect chart- what causes the
problems?
 Scatter chart– What are the relationships between
factors?
 Histogram chart- what do overall variation look
like?
 Control chart– Which variations to control and
how?
 Why need Quality tools?

Most decision point and root causes

remain unclear until valid data are studied
and analyzed.
Collecting and analyzing data using total
quality tools make the task easy for
everyone.
 Why need Quality tools?

 No matter where you fit into organization

in future, you may use all or some of
these tool and employers will serve you
well for better prospects.
 This chapter will explain the most widely
used of quality tools.
 Checksheets
Purpose:
Tool for collecting and organizing measured or
counted data
Data collected can be used as input data for
other quality tools
Benefits:
Collect data in a systematic and organized
manner
To determine source of problem
To facilitate classification of data (stratification)
 defective item checksheet
 TYPES OF CHECKSHEET
 Production process checksheet
 Pareto Chart
Vilfredo Pareto (1848-1923) Italian
economist.
 Use of the 80/20 rule
“80% of the problems comes from only
20% of the causes”
 Use of percentages to show importance
Purpose: Pareto Charts
Prioritize problems.
How is it done?
 Create a preliminary list of problem
classifications.
 Tally the occurrences in each problem
classification.
 Arrange each classification in order from
highest to lowest
 Construct the bar chart
 Pareto Charts

Benefits: 120

 Pareto analysis
100
helps graphically
display results so 80

the significant few

Quantity
problems emerge 60

from the general

40
background
 It tells you what to 20

work on first
0
Dent Scratch Hole Others Crack Stain Gap
Defects 104 42 20 14 10 6 4
 Fishbone Diagram

Purpose: Graphical representation of the

trail leading to the root cause of a
problem
How is it done?
• Decide which quality characteristic,
outcome or effect you want to
examine (may use Pareto chart)
• Backbone –draw straight line
• Ribs – categories
• Medium size bones –secondary
causes
• Small bones – root causes
 Cause & Effect Diagrams
Benefits:
 Breaks problems down into bite-size pieces to find

root cause

 Fosters team work

 Common understanding of factors causing the

problem

 Road map to verify picture of the process

 Follows brainstorming relationship

 FIVE WHYs
 The ‘5 Whys’ is a question-asking method used to
explore the cause/effect relationships underlying a
particular problem.
 Objective: To determine a root cause of a defect
or problem.
 The technique was originally developed by Sakichi
Toyoda and was later used within Toyota Motor
Corporation during the evolution of their
manufacturing methodologies.
Cause & Effect Diagrams
 Flow Charts

A flow chart is a schematic representation of all

the activities and interactions that occur in a
process.
It includes decision points, activities,
input/output, start/stop, and a flow line.
Once the process has been mapped by a
procedure or procedures such as the Flow chart,
procedures for identifying bottlenecks and
problem causes can begin.
Flowchart Symbols

Input/Output Symbol: Represents an

input to the process or an output from it

Processing Symbol:
represents an activity

Decision Symbol: points to where

decisions are being made

Flow line Symbol

Start/Stop Symbol
Flowchart of Loan Process At a Bank
 Scatter Plots

 Used to show relationship

between independent(x) and
dependent(y) variables.
 Scatter plots are useful for finding
direct or indirect relationships
which can then be used to
analyze/improve quality.
 Scatter Diagram

Minutes Cooking Defective Pies

10 1
45 8
30 5
75 20
60 14
20 4
25 6
25

20

15

10

0
0 20 40 60 80

Time Cooking
(minutes)
Control charts are a means of regulating a
process.
It tracks the output of a process and its
conformance to the company’s standards.
As long as the process stays within the upper
and lower limits then the process is “safe” and
normal.
Any observations made outside of the limits are
irregular and problematic. They need to be
immediately researched to improve quality.
Control Charts
Control Charts
 Types of Variable Control Charts
Two Types of Control Charts

 Variable Control Charts

 Attribute Control Charts
 Types of Variable Control Charts

X bar , R

X bar, S

Control IX, Moving Range

chart
p (fraction defective) or
np (number def. Per
sample
p

c (defects per
sample or
u defects per unit
u
 Variable Control Charts

Deal with “output” that can be measured .

Examples
 viscosity
 volume
 concentration
…
 Types of Variable Control Charts

 X-Bar, R chart (2<n <10)

 X-Bar, s chart (10<n)
 X-Bar, MR chart (2<n <10)
Control Charts: X-Bar, R chart
 Control Charts: X-Bar, R chart

 X-bar chart is used to show the center

of the process measurements
(accuracy).
 R chart is to show the spread of the
data (precision).
 Without Range, it would not be able
to understand the PROCESS
CAPABILITY of the chart.
Accuracy and precision
 X Control Chart
Monitor process location (center)
1. Decide on the quality to be measured.
2. Determine a sample size.
3. Gather 20 to 30 samples.
4. Compute the sample average for each sample.
5. Compute the sample range for each sample.
6. Determine the average sample mean for all samples.
7. Determine the average sample range (or sample standard
deviation) for all samples.
8. Using the size of the samples, determine the value of A2 or
A3.
9. Compute the UCL and the LCL.
 R Chart
Monitor process variation
1. Decide on the quality to be measured.
2. Determine a sample size.
3. Gather 20 to 30 samples.
4. Compute the sample range, R, for each sample.
5. Determine the average sample range for all samples.
6. Using the size of the samples, determine the values of
D3 and D4 in Table A.15.
7. Construct the centreline, , compute the UCL and LCL.
Control Charts: X-Bar, R chart
Control Charts: X-Bar, R chart
 Control Charts: X-Bar, R chart
 n =1
 Control Charts: X-Bar, S chart

S chart:

1 m
S   Si
m i 1

UCL  B4 S
CL  S
LCL  B3 S
 Control Charts: X-Bar, S chart

X chart

UCL  x  A 3 S
CL  x
LCL  x  A 3 S
 Attribute Control Charts
Control charts that factor in the quality
attributes of a process to determine if
the process is performing in or out of
control.
 Attribute Control Charts

P Chart: a chart of the percent

defective in each sample set.
C chart: a chart of the number of
defects per unit in each sample set.
U chart: a chart of the average number
of defects in each sample set.
 c Charts
Monitor number of non-conformances per item

1. Decide on non-conformances to be evaluated.

2. Determine the number of items to be studied (at least
25).
3. Gather items or units.
4. Determine the value of c for each item by summing the
number of non-conformances in the item.
5. Calculate the value of
6. Determine the centreline, the UCL, and the LCL
c Chart Formulas
 Demonstration Problem 18.4:
Number of Nonconformities in Oil Gauges
Demonstration Problem 18.4:
c Chart Calculations
Demonstration Problem 18.4: c Chart
 Demonstration Problem 18.4:
Minitab c Chart

C Chart of Number of Nonconformances

7

UCL=6.243
6

5
Sample Count

3
_
2 C=2

0 LCL=0

2 4 6 8 10 12 14 16 18 20 22 24
Sample
 NOT Stable process
Interpreting Control Charts: Chart (a)
Points above UCL and/or below LCL
Interpreting Control Charts Chart (b): 8 Consecutive
Points on One Side of the Centreline

LO3
Interpreting Control Charts: Chart (c): 6 or More
Consecutive Increasing Points
Interpreting Control Charts: Chart (d): 2
out of 3 Consecutive Points in Outer 1/3
Interpreting Control Charts Chart (e): 4 Out of Five
Consecutive Values Are in the Outer 2/3
Causes of Abnormalities Revealed by
Control Charts
 Changes in the physical
environment
 Worker fatigue
 Worn tools
 Changes in operators or machines
 Maintenance
 Changes in worker skills
 Changes in materials
 Process modification
QUALITY ASSURANCE
 QUALITY ASSURANCE

“Quality assurance is all

systematic and planned actions which
are necessary to provide adequate
confidence that a product or service
will satisfy the given requirement for
quality.”
 QUALITY ASSURANCE

Quality assurance systems are intended to

provide confidence to a food company’s
management, its customers and to
government regulatory agencies that the
company is capable of meeting the food
quality and food safety requirements.
These quality systems include documents
that describe operations and activities that
directly relate to food quality and safety.
 Quality Assurance

 It is the review to ensure aligning with

the quality standards. An assessment
will be provided here.
 Planned and systematic quality
activities.
 Provide the confidence that the
standards will be met.
QUALITY IMPROVEMENT
 Quality Improvement

Quality Improvement (QI) is an

integrative process that links
knowledge, structures, processes and
outcomes to enhance quality
throughout an organization.
-National Committee for Quality Assurance

100
 Quality Improvement Tools

Brainstorming Cause &

Effect

Nominal Group Flow Diagram

Technique
Brainstorming

 Everyone participates
 Go round robin and only one
person speaks at a time
 No discussion of ideas
 There is no such thing as a dumb
idea
 Pass when necessary
 Use “BIG” yellow sticky notes and
write only 1 idea per sticky note
 One person assigned as scribe
 For a complicated issue, the
session could last 30-45
minutes…or longer!
Nominal Group Technique

Use a
Nominal Group Technique
To focus brainstorming results
An internet search on
“Nominal Group Technique”
Will yield many examples and
methods to apply this technique
 Flow Diagrams

Why is flow diagramming helpful?

 Build a common understanding of
a whole process
 Develop process thinking
 Improve a process
 Standardize a process

Week4_4
Week 4_5
Investigate the Root Causes
Understand the root causes of a
problem BEFORE you put a
“solution” into place
 Cause & Effect Diagrams

Why are cause and

effect diagrams  Identify and display
helpful? many different possible
causes for a problem

 See the relationships

between the many
causes

 Helps determine which

data to collect
QUALITY IMPROVEMENT