The data for this phase were collected by semi-structured interviews with each of two QMRs from two different ISO Certificated food factories (code: PH2F1 and PH2F2). In conducting the interviews, I was concerned with obtaining details of the following:
staff training programs that were undertaken in each factory prior to meeting ISO standards;
the steps involved in each of these programs;
changes made as a result of gaining certification;
Background to the interviews
PH2F1 (Phase 2, Factory 1) is a vegetable oil processing factory that has operated for more than 30 years. There are more than 500 staff in the company and it has a production capacity of 3 000 tonnes per day. The company was registered with the Stock Exchange of Thailand in 1991, received ISO 9000 certification (Production Quality) in 1998. This was followed by many Certificates, including the following: ISO 14000 (Environment), GMP (Good Manufacturing Practice – Food Industry), and HACCP (Hazard Analysis Critical Control Point – Food Industry). The markets of PH2F1 are both domestic and export. The export customers are located mainly in Europe, Asia, and the USA. The QMR of PH2F1 graduated with a Bachelor Degree of Engineering from a famous university in Thailand. He has worked in this factory for more than twenty years and is currently Production Manager and QMR.
PH2F2 (Phase 2, Factory 2) is a noodle manufacturing, rice and bean processing packing factory that has operated for more than ten years. There are more than 300 staff in the company. The company was registered with the Stock Exchange of Thailand in 2005 and received the ISO 9000 Certificate (Production Quality) in 2003. This was followed by two other certificates: GMP (Good Manufacturing Practice - Food Industry), and HACCP (Hazard Analysis Critical Control Point - Food Industry). The markets of PH2F2 are both domestic and export. The export customers are mainly in Europe, Asia, and the USA. The QMR of PH2F2 graduated with a Bachelor Degree of Business Management from a famous university in Thailand and she has worked in this factory more than ten years. As well as being the QMR, she is also the Finance Manager.
Findings from the Interviews
A summary of the responses from the interviews, identified using standard inductive data reduction techniques outlined by Denzin & Lincoln (2000),
Chapter 5 Phase 2: Expert Review
are presented as comments, generalised issues and organising concepts in Tables 5.1-5.6. Each table will be discussed separately.
In order to shift the emphasis from the comment to the more significant organising concept, I chose to reverse the order of presentation of data from that used in the previous chapter. Thus, in this chapter, the organising concept will be presented in the left-hand column, the generalised issue in the centre column, and the supporting comment in the right-hand column.
Developing staff training programs prior to ISO registration
A summary of the responses of the two QMRs to this interview issue is provided in Table 5.1.
TABLE 5.1 DEVELOPING STAFF TRAINING PROGRAMS
1. How did you go about developing staff training programs before your factory gained ISO Certification?
Organising
Concept Generalised Issue Comment
Leading
ISO emphasises quality in order to satisfy customer needs. (e.g. humidity levels)
The main differences are ISO 9000 emphasises production quality, GMP emphasis on awareness of cleanliness and personal hygiene and HACCP emphasis on controlling of CCPs (Critical Control Points). PH2F2.
Managing
Act promptly: No procrastination, i.e., DO IT NOW!
We should deal with both day-to-day and extra works almost every day during that time. PH2F1.
Implement training
programs We went on staff training programs to meet ISO 9000 and received ISO 9000:2000 in 2003. PH2F2.
Planning Planning in-house training programs After we received GMP, HACCP Certificates in 2002, we planned staff training program to meet ISO Certificate. PH2F2.
Monitoring Engage maximum secretarial support. All secretaries of managers also help us for typing and documentations. PH2F1.
Leading
Shift in emphasis: quality, to satisfy customer needs
PH2F2 raised one generalised issue, namely, that ISO emphasises quality in order to satisfy customer needs:
The main differences are ISO 9000 emphasises production quality, GMP emphasis on awareness of cleanliness and personal hygiene and HACCP emphasis on controlling of CCPs (Critical Control Points).
While lesser certificates place an emphasis on cleanliness and personal hygiene, and controlling of critical control points, ISO 9000 emphasises production quality in order to satisfy customer needs. Such a shift in emphasis requires strong leadership from the management group.
Managing
Act promptly
Both interviewees referred to a generalised managing issue: act promptly, without any procrastination – in other words, they took a ‘do it now’ approach. PH2F1 commented on managing the extra workload:
We had to deal with both day-to-day and extra work almost every day during that time.
Implementing training programs
PH2F2 commented on implementing additional training programs:
We went on staff training programs to meet ISO 9000 and received ISO 9000:2000 in 2003.
One of the ISO requirements is recording: ‘Write what you do and do what you write’. Managers need to note and record every activity from the beginning (input), through finished goods (output), to delivery (logistics). The main objective is to be able to validate the production process at any stage of the cycle. This requires good management in order to change old practices: instead of procrastinating, i.e., ‘Do it now!’.
Chapter 5 Phase 2: Expert Review
Planning
Planning in-house training programs
PH2F2 suggested one related specific issue, namely, the planning of training programs:
After we received GMP, HACCP Certificates in 2002, we planned staff training program to meet ISO Certificate.
This company planned to engage in KAIZEN (continuous training) and development in order to ensure that they obtained the three certificates necessary ultimately to ensure customer satisfaction.
Monitoring
Maximise secretarial support
PH2F1 suggested one related specific issue, namely, ensure a maximum of secretarial support:
All secretaries of managers also help us for typing and documentations.
In noting that all secretaries of managers also assisted in specific secretarial task, this response emphasised the importance of everyone in the company being part of the ISO team, working together harmoniously and continuously.
The staff training undertaken in these factories prior to ISO registration emphasised quality, acting promptly, planning and implementing effective in-house training programs, and engaging the maximum support of all employees.
The key steps in the developing staff training programs
A summary of the responses of the two QMRs to this interview issue is provided in Table 5.2.
Leading
Top management need a wide vision
PH2F1 referred to one related specific issue, namely, top management need a wide vision of the ISO standards:
TABLE 5.2 KEY STEPS IN DEVELOPING STAFF TRAINING
2. What were the key steps in these programs? Organising
Concept
Generalised
Issue Comment
Leading
Top management need a wide vision of ISO standards
... top management had a wide vision of ISO standards for improvement and promotion quality of our products. They provided resources for the QMR and Quality Working Group. PH2F1. Quality policy set by
top management.
Top management had set Quality Policy as the prior policy and intention to succeed in ISO Certificate. PH2F2.
ISO certification guarantees international acceptance
The companies which had ISO Certificates to guarantee their products meant they reached the needs of the international acceptance. PH2F2 We are also the biggest exporter of vegetable oil of Thailand because we have already reached the needs of the international acceptance. PH2F1. The quality and cleanliness of products are the main selling points of our company products. We can export our products to the world because we can show ISO 9000, GMP and HACCP Certificates that meets the needs of the international acceptance. PH2F2.
Managing Inter-connection of all parts of the company is essential
The cooperation of Quality Working Groups and all staff in the companies is similar to a jigsaw puzzle. PH2F1.
Monitoring Quality leads to
success.
The good quality of our products to our customers has meant the successes of our company. PH2F1 The satisfied quality of products to our customers is the pioneer policy of the top management. PH2F2
Chapter 5 Phase 2: Expert Review
Top management had a wide vision of ISO standards for improvement and promotion quality of our products. They provided resources for the QMR and Quality Working Group.
In particular, this company provided consultants to help prepare ISO requirements associated with training, documentation and implementation. Specifically, ISO standards incorporate eight quality management principles (Goetsch & Davis, 2002, 5), as follows:
1. Customer focus – understanding their needs, striving to exceed their expectations.
2. Leadership – establishing direction, unity of purpose, and a supporting work environment.
3. Involvement of people– ensuring that all employees at all levels are able to fully use their abilities for the organisation’s benefit. 4. Process approach – recognising that all works is done through
processes, and managed accordingly.
5. System approach to management – expands on the previous principle in that achieving any objective requires a system of interrelated processes.
6. Continual improvement – as a permanent organisational objective, recognising and acting on the fact that no process is so good that further improvement is possible.
7. Factual approach to decision making – acknowledging that sound decisions must be based on analysis of factual data and information.
8. Mutually beneficial supplier relationship – synergy can be found in such relationships.
Quality policy set by top management
PH2F2 identified one related specific issue, namely, that a quality policy needs to be set by top management:
Top management had set Quality Policy as the prior policy and intention to succeed in ISO Certificate.
A key step required top management to establish policy on quality. This policy needed to be consistent with the leading objectives of ISO standards: to ensure customer satisfaction and to receive international acceptance of their products.
ISO certification guarantees international acceptance
PH2F2 emphasised one related specific issue, namely, ISO certification guarantees international acceptance:
The companies which had ISO Certificates to guarantee their products meant they reached the needs of the international acceptance.
Because of the international benefits to be gained from ISO certification, obtaining the cooperation of top management, management and staff justifies the effort, time and money that must be expended. PH2F1 expanded on this issue:
We are also the biggest exporter of vegetable oil of Thailand because we have already reached the needs of the international acceptance.
PH2F2 expanded this to include the issue of cleanliness:
The quality and cleanliness of products are the main selling points of our company products. We can export our products to the world because we can show ISO 9000, GMP and HACCP Certificates that meets the needs of the international acceptance.
Chapter 5 Phase 2: Expert Review
Thus, ensuring levels of quality and cleanliness which meet international standards are seen as the main advantages of ISO certification.
Managing
Inter-connection of all parts of the company
PH2F1 emphasised one related specific issue, namely, that the inter- connection of all parts of the company is essential:
The cooperation of Quality Working Groups and all staff in the companies is similar to a jigsaw puzzle.
The meeting of ISO standards should ensure the interconnection of every part of the complex jigsaw that comprises a SME food factory. Training needs to emphasise the importance of this interconnection.
Quality leads to success
PH2F1 emphasised one related specific issue, namely, that quality leads to success:
The good quality of our products to our customers has meant the successes of our company.
The observed increases in sales and profits indicate that quality leads to success, a point made by PH2F2:
The satisfied quality of products to our customers is the pioneer policy of the top management.
The quality policy set by top management was the ‘pioneering step’ that led to continuous training and development.
Changes made in staff training programs due to ISO registration
A summary of the responses of the two QMRs to this interview issue is provided in Table 5.3.
Leading
Benefits of ISO
PH2F1 referred to one specific issue, namely, relating the benefits of ISO to staff:
TABLE 5.3 CHANGES IN STAFF TRAINING PROGRAMS
3. What changes have been made in staff training programs as a result
of your factory gaining ISO Certificate?
Organising
Concept Generalised Issue Comment
Leading
Staff told of benefits of ISO.
I must tell all staff that staff training programs will help us receive ISO Certificates. If we met ISO requirements, we would get a lot of benefits from them. We could increase more revenues and profit and upgrade our quality standards. PH2F1. Top management must
see ISO certification an essential policy.
The top management set ISO Certificates policy as a ‘must’ policy of the company. PH2F1. ISO certification
excited staff, and led to success.
Top management set quality policy as ‘must succeed in ISO Certificates, this made the staff eager and intent to succeed. PH2F2.
Recognition was given to all staff involved.
After our company received ISO 9000
certification, all of us were very proud and the top management gave special bonuses to the QMR, Quality Working Group and staff. PH2F2. Staff training programs
need to acknowledge a systems approach.
Staff training programs included establishing awareness of Quality Management Systems. PH2F2.
Positive attitudes were developed
Staff training programs led to better work attitudes. PH2F2.
Managing
Staff training programs need to acknowledge international standards.
Staff training programs were about
acknowledging International Standards, Quality Management Systems – Requirements, Application, Terms and definitions and Quality management systems. PH2F2.
Chapter 5 Phase 2: Expert Review
I must tell all staff that staff training programs will help us receive ISO Certificates. If we met ISO requirements, we would get a lot of benefits from them. We could increase more revenues and profit and upgrade our quality standards.
PH2F1 had been able to persuade staff of the benefits of staff training programs to both them and the company.
Top management policy
PH2F1 related the benefits of one specific issue, namely, the insistence by top management that ISO certification was an essential policy:
The top management set ISO Certificates policy as a ‘must’ policy of the company.
Top management, in setting ISO certification as a priority, had demonstrated strong leadership, the benefits of which were appreciated by all staff.
Lead to success
PH2F2 saw that the strong leadership of top management in focusing on quality, had excited the staff and that this, in turn, had led to success:
Top management set the quality policy as ‘must succeed in ISO Certificates, this made the staff eager and intent to succeed.
Recognition
PH2F2 saw that the recognition by top management of the efforts of all staff in the company, following ISO registration, was a further demonstration of strong leadership. She pointed out that:
… after our company received ISO 9000 certification, all of us were very proud and the top management gave special bonuses to the QMR, Quality Working Group and staff.
Special bonuses, as tangible rewards, compounded the recognition offered to staff by top management.
Acknowledging a systems approach
PH2F2 suggested one related specific issue that emerged following the initial training, namely, the acknowledgement of the importance of a systems approach:
Staff training programs included establishing awareness of Quality Management Systems.
Positive attitudes
Finally, PH2F2 emphasised the importance of developing positive attitudes. She observed:
Staff training programs led to better work attitudes.
A tangible benefit of the staff training programs was an improvement in the staff’s attitude to work. This, in turn, was a flow-on benefit of strong leadership.
Managing
To acknowledge international standards
PH2F2, in linking leadership to management, identified one specific issue, namely, the importance of staff acknowledging the need to meet international standards:
Staff training programs were about acknowledging International Standards, Quality Management Systems – Requirements, Application, Terms and definitions and Quality management systems.
Chapter 5 Phase 2: Expert Review
Acknowledging international standards and the importance of quality management systems was an important flow-on within the training programs following ISO registration.
Problems currently encountered in staff training programs
A summary of the responses of the two QMRs to this interview issue is provided in Table 5.4. PH2F1 suggested one related specific issue, namely, the problem of interpreting, both English language and technical terms, in training programs.
TABLE 5.4 PROBLEMS CURRENTLY ENCOUNTERED
4. What problems do you currently encounter in your staff training
programs?
Organising
Concept Generalised Issue Comment
Monitoring
Interpreting, both English language and technical terms.
The problems which are currently encountered in staff training programs are English language, some technical terms and interpreting. PH2F1.
Remaining up-to-date with ISO standards.
There are always new releases of ISO and other standards... If there are new versions of any ISO standards, we should contact consultants to interpret them for us and we should up-date our Work Instructions and Procedures continuously. PH2F1.
Managing
Remaining up-to-date with ISO standards.
We have some problems, for examples, we should review and up-date our Work Instructions and Procedures continuously because of new releases of ISO and other standards. PH2F2.
Communicating standards down the line.
There was a lack of knowledge and understanding of ISO standards to lower staff and labourers. PH2F2.
Remaining up-to-date with ISO standards.
There was a lack of continuous review of documents and following-up which caused ignorance of implementation. PH2F2.
Monitoring
Interpreting English language and technical terms
The problems which are currently encountered in staff training programs are English language, some technical terms and interpreting.
Monitoring revealed that a language problem existed in the mounting of training programs existed. This involved the translation, from English into Thai, of all ISO documentation. There was also a problem with a range of new technical terms.
Maintaining ISO standards
PH2F1 pointed out one related specific issue, namely, remaining up-to-date with ISO standards:
There are always new releases of ISO and other standards... If there are new versions of any ISO standards, we should contact consultants to interpret them for us and we should up-date our Work Instructions and Procedures continuously.
The problems associated with language continue as new standards are announced. Continuous improvement, including updating of documents and standards, are a consequence of ISO registration.
Managing
Remaining up-to-date with ISO standards
PH2F2 highlighted a problem associated with managing training problems, namely, remaining up-to-date with current ISO standards: