FOOD7001

Quality Assurance
and Management

Billy Tang
(852) 6678-2814
(86) 138-2921-0814
billy.tang@yahoo.com
tangb@hku.hk
WeChat: 13829210814
Quality Management

Food Laboratory Management

Troubleshooting

Data Analysis

Crisis Management

Risk Management
Module Assessment
Continuous Assessment:
 Case Study (group or individual) – 40%

 Class Exercise (group or individual) - 20%

 Lab Manual (group) – 20%

 Examination (individual!) – 20%

 Participation Bonus (individual) – 10%

Learning Outcome
1. To be able to comprehend the concept of
Quality.

2. To be able to make Quality decisions.

3. To be able to design appropriate and

effective quality systems for a food
operation.

4. To be able to understand the basic quality

improvement tools.
 What is “Quality”?

The quality of a commodity is a measure of

that commodity’s ability to fulfill the
expectations of the consumers and the
promises of the producer.
Expectations of the Consumers

Fine
Dining
Expectations of the Consumers
Expectations of the Consumers
Promises of the Producer

Quality will always be

as high as possible

a
 Vision and Mission

A Vision statement is a picture of a company

in the future. A vision statement is the
inspiration, the framework for all strategic
planning of the company. It answers the
question, “Where do we want to go?”

“Begin with the End in mind” – Steven Covey

 Vision and Mission

A Mission statement tells about the reason for

existence of a company. It answers the
question, “Why do we exist?”
 Pepsi-Cola’s Vision 2021

“Be the global leader in convenient

foods and beverages by winning with
purpose.”

Striving to achieving faster growth, stronger management,

and better strategy as the driving force in the coming days.
 Pepsi-Cola’s Mission 2021

“Create more smiles with every sip and every

bite.”
FOR OUR CONSUMERS:
• By creating joyful moments through our delicious and nourishing
products and unique brand experiences.

FOR OUR CUSTOMERS:

• By being the best possible partner, driving game-changing
innovation, and delivering a level of growth unmatched in our
industry.

FOR OUR ASSOCIATES AND OUR COMMUNITIES:

• By creating meaningful opportunities to work, gain new skills and
build successful careers, and a diverse and inclusive workplace.

FOR OUR PLANET:

• By conserving nature’s precious resources and fostering a more
sustainable planet for our children and grandchildren.

FOR OUR SHAREHOLDERS:

• By delivering sustainable top-tier TSR and embracing best-in-
class corporate governance.”
 Stakeholders in “Quality”

Consumers
Investors
Employees
Business Partners
Community
Regulatory
 Managing Quality
 Consumers
 Food safety
 Certification

 Food quality
 Organoleptic

 Shelf life
 Packaging

 Nutritious / healthy
 Value for money…..
 Investors (Owner / Shareholders)

 Financial rewards – ROI / TSR

 Professional and efficient corporate governance
 Resources vs Risk
 Brand image enhancement
 Continuous improvement
 Mission and Vision
 Employees

 Employment – career path

 Job satisfaction – professionalism /

recognition

 Learning – continuous improvement

$ $$ $ $
 Business Partners

 Business continuity & expansion

 Innovative products

 Profits / Adding value

 Win-win
 Community

 Business ethics

 Brand image

 Caring / Responsible

 Sustainability

 Environment
 Regulatory

 Compliance

 Certification

 Food safety

 Traceability
 What is a Quality Policy

The Quality Policy Statement is the overall

intentions and directions of an organisation
related to Quality as formally expressed by the
top management.

The Quality Policy Statement should be well

communicated to all employees and regularly
reviewed to ensure effective implementation.
 Quality Policy Statment
• Fostering a quality mindset with the objective of developing, manufacturing and
providing products and services with zero defects that are trusted and preferred
by individuals and families and deliver on our promise to enable healthier and
happier lives.

• Complying with relevant laws and regulation as well as internal requirements.

• Continuously challenging ourselves to improve the quality management system

to guarantee product safety, prevent quality incidents and eliminate defects
through the review of quality objectives and results.

• Encouraging participation and promotion of quality responsibilities amongst all

employees and third parties through standards, education, training and
coaching, supervision and effective communication.
 Quality Policy Statement
Our company aims at providing high quality
products that comply with both local and
international standards. Our quality targets are:

Consumer Complaints rate: <3 ppm

Certification audits pass rate: 100%
Production defect rate: <0.5 ppm
What makes the “Super”
out of “Superstars”?
 Goal of Production Must
Always Be Zero Defect Rate !!!!
Promises of the Producer

Quality will always be

as high as possible
 What is “Quality”?

The quality of a commodity is a measure of that commodity’s

ability to fulfill the expectations of the consumers and the
promises of the producer.

An academic definition…….…should look at

“Quality” from the broad and practical
perspectives of All stakeholders of Quality
 The Reality…..

Quality decisions are made

according to the best interest of
All stakeholders !
 Class Exercise (1) – Group
 One batch of pasteurized milk is
tested to have TPC of 150 cfu/ml.
Company ISO documents stipulates
the standard for releasing product
for sale is <= 100 cfu/ml. The
government milk regulation
stipulates <30000 cfu/ml.
 The shelf-life of the product is 14
days.
 Out-of-stock situation (OOS) if
product is not released to the
market.
 If you were the Quality Manager,
what would you do in this situation?

 Explain the reasoning behind your

decision.

8 groups (5/6 in each

group)
 Consumers expect
“Perfection”
Targeted as a group, and not as individuals
 Basic
Quality Systems
…….the differences and similarities
I. Quality Control (QC)
Principles
1. Achieve quality through selection

2. Achieve quality through control

3. Activities to determine whether a product

and/or a process is within specification
1. Achieve quality through selection

 Incoming QC for raw / packaging

materials testing
 Finished products testing before release
 Focus on product
 Quality is the responsibility of the lab
 QC Manager is responsible for release of
products to the market
 Random sampling is a QC tool
 Takes a short time to implement
2. Achieve quality through control
 Intermediate (semi-finished) Product Control

 Testing of semi-finished products before

passing on for processing

 Testing Incubated products

 Testing retention products

 Consumer complaints
3. To determine whether a product
and/or a process is within specification

 Intermediate product testing

 Finished product testing for release

 Monitoring of CIP effectiveness

Consumer Complaints

 Cheapest (?) marketing information

 Indication of a problem
 Historical data
 Defect rate
II. Quality Assurance (QA)
Principles
 Achieve quality through prevention

 Activities to prevent the manufacture of sub-standard

products

 Activities to improve quality standards

 Vendor assessment / vendor approval list

II. Quality Assurance (QA)

 Quality is everybody’s responsibility

 Aimed sampling is a QA tool

 GM or Factory Manager is responsible for

release of product to the market

 Takes 1-2 years to implement

 Pre-conditions for proper
functioning of a Q.A. system

 Company culture

 A straight forward organization where

responsibilities and rights are clearly defined
 Cooperation between the different
departments involved

 A documentation system which is adequate

and effective
 Sampling
 10 samples tested, with 0 defect
 Defect rate is ?

 100 samples tested, with 0 defect

 Defect rate is ?

 10,000 samples tested, with 0 defect

 Defect rate is ?

 What is the defect rate of the lot?

 Comparisons of Statistical
Analysis

LOT Sample Analysis

?
Conclusion Result
 Sampling
0/10 or 0/10,000
The number of defects in the samples is 0 but does
not mean the defect rate in the lot is 0%.

Why?
 Sample Selection

Random Aimed

 Every package has  Concentrates on areas of

the same chance to increased risk
be included in the
sample  Changing production
condition
 Pre-condition:
production condition  Goal is to quantify the
must be uniform contribution of certain risk
areas to the total defect
rate
Aimed or Random ?

 A shipment of ice  Power failure

cream with during the
different flavors production of fresh
milk

 A container load of
tea leaves with cut  Checking weight of
open bags on one cashews in cans
pallet from a production
line
III. Total Quality Management (TQM)
Principles
 What is TQM?

 Pros and Cons

 TQM

 Focus on customer (internal and external)

requirement and satisfaction

 Company-wide involvement in quality

 Training to both management and workers

 Quality audits by all

 TQM

 Do the right things

 Do everything right the first time

 Continuous improvement
 TQM

 Requires company culture of quality

 Takes 3-5 years to implement

Quality Costs
Definition of Quality Cost:

 An activity can be said to be quality-related

(and therefore susceptible to quality
costing) if either:
 Spending less on it results in increased
failure costs; or
 Spending more on it results in lower
failure costs
 Standard Cost of Quality
 1. Checking finished products
 2. Checking semi-finished products
 3. Checking incoming raw / packaging materials
 4. Screening defective products
 5. Vendor assessment
 6. OEM monitoring
 7. Training for quality awareness

Class Exercise (2) - Individual

Rank according to cost-effectiveness in
relation to “Quality”
 Extra Quality Cost

 Machine failure
 Production / Manufacturing fault
 Marketing issues
 Logistics issues
 Finished goods OOS
 Raw materials shortage
 Any other costs not regarded as
standard quality costs
 Benefits:
 Ability to cost and compare performance
across all departments, functions and
activities

 Justification for investment in the

prevention and appraisal of failures

 Identification and prioritization of activities,

processes and departments in terms of
corrective action, investment, or quality
improvement initiatives
 Cont’d

 Ability to set cost-reduction targets and

then to measure and report progress

 Enabling decisions about quality to be made

in an objective and systematic manner

 Promoting TQM and a company-wide quality

improvement culture
World Class Manufacturing (WCM)
 Objectives:
 Efficiency improvement
 Quality improvement
 Cost reduction
 Principles:
 Just-in-time and lean management (reduce waste
and cost)
 Total quality management (reduce defects)
 Total preventive maintenance (reduce stoppage)
 Different techniques and tools
 WCM / Lean WCM

 Lean manufacturing – JIT to reduce

wastage
 TQM to reduce manufacturing defects
 TPM to reduce machine stoppage
World Class Manufacturing

 Just-in-time and Lean management

 No bottleneck, balanced work flow
 Theory of Constraints (TOC)
 Eliminate, Combine, Reduce, Simplify
(E.C.R.S.)
 Reduction of work-in-process (WIP)
 Make to order
 Streamlined flow
 Others …….
 Theory of Constraint (TOC)

Weighing Mixing Processing Packing

2 batches/hr 4 batches/hr 5 batches/hr 3 batches/hr

1) Identify constraint
2) Exploit constraint
3) Tying up the process
4) Repeat cycle starting from 1)
E.C.R.S.

 Process Mapping in detail

 Study each step in the process

 Adding value?
 Identify opportunities to Eliminate,
Combine, Reduce, or Simplify a step in the
process
World Class Manufacturing

 Total Quality Management

 Employee Involvement – team building
 Zero Defects
 Doing it right the first time
 Variability reduction
 Statistical process control (SPC)
 Others …….
World Class Manufacturing

 Total Preventive Maintenance

 Scheduled maintenance – no unplanned
stoppage / interruption of production
 Cross functional teams
 Multi-skilled employees
 Quick replacement (machine parts)
 Visual signals
 Overall Equipment Efficiency (OEE)
 Others ……
Six-Sigma - History
 Motorola invented the Six Sigma initiative in
1987.
 In 1988, Motorola won the 1st Malcolm Baldrige
National Quality Award of USA.
 Between 1987 and 1997, sales increases 5 times,
profit increased 20%, saving 14B US$.
 General Electric launched the Six Sigma
initiative in 1995.
 By 1997, GE achieved 320M US$ in productivity
gains and profits.
 Other corporations: Sony, Toshiba, Dow Chemical,
Dupont, Johnson & Johnson …….
Six Sigma Quality Management
Customers
Using
Statistics

Core
Management
Principles
Total Quality
Management
The Mission of Six Sigma
Quality Management
 To achieve customer satisfaction, loyalty and
referral

 To achieve distinctive competitive advantage

over the competitions

 Green belt, Black belt, Master black belt

Six Sigma Advocates
Six Sigma Quality :
Core Management Principles

 Customer focus ….. core of the driving forces

 Process focus ….. pay attention not only to

the ends (results), but also the means (the
process)

 Total participation ….. everyone contributes

 Six Sigma Quality :
Core Management Principles

 Preventive base … anticipate and avoid errors

 Fact base decision … experience is important,

but effectiveness is enhanced by objective data
analysis

 Continuous and breakthrough improvements …

there is no finishing line for the pursuit of
excellence
Quality Levels at +/- 1.5 sigma
long term process drift

 Sigma ppm % Perfect

 6.0 3.4 99.9997
 5.0 200 99.98
 4.0 6000 99.4
 3.83 10000 99
 3.0 60000 94
Is Six Sigma (99.9997%
Perfect) being Overkill?

 If Six Sigma is overkill, should we be

satisfied with 99% perfect for service?

 At 99% quality level, the following would

have happened in Hong Kong in the year
2001:
 484 babies die during birth delivery
 1820 flights have problems in taking off or landing
 1,782,100 metric tons of goods wrongly delivered
 179,000 containers lost
 13,600,000 mails undelivered
 8,030,000 passengers have unpleasant MTR trips

 34,870,000 minutes of long distance calls dropped

in the middle of the conversation

 Is 99% perfect still acceptable to you?

Six Sigma Core Skills

▪ Process Improvement Models

▪ Basic Quality Tools
▪ Basic Descriptive Statistics
▪ Problem Solving
▪ Benchmarking Concepts
Six Sigma Core Skills

 Quality Function Deployment (QFD) Concepts

 Translating customer requirement to product
specification and process
 Comparative Methods
 Statistical analysis of effectiveness of improvement
strategies
 Teamwork
 Leadership (Master Black Belt / Black Belt Only)
Six Sigma Interpersonal Skills

 Change Management
 Teaching
 Coaching
 Consulting
 Influencing
 Professional Presentations
 Project Management
 Change Management

 Success Factors:

 Desire

 Skill

 Knowledge
Creating the Desire for Change

 The Bottom Line:

Be able to answer the question: “What’s in it
for me?” In the ‘language’ of your target
audience.
 Executing the Change Project

 Identify the team players

 Use vigorous project management tools in: Project
planning
Optimizing project schedules and resources
Implement and monitor progress
Report progress and address issues
 Document all the findings and key learning points
 Congratulate the team
 Change Management

The Only Thing On Earth

That Doesn’t Change Is
CHANGE
Project Management

Scope

Quality

Resources
Schedule
 Define project Develop work
Form project team
objective statement breakdown structure

Develop work Optimize work Execute project

schedule schedule plan

Project completion Consolidate

Monitor progress
review learning
Project Objective Statement
(POS)
 What are we going to do?
 Why are we doing it?
 When will it be done?
 What resources are needed to complete
the project?
 How will it be judged?
 Where?
Sample POS

 Design a plant-based sausage to supply

the HK market by December 1, 2021. This
will meet the customers’ need for a
healthy, competitively priced non-meat
sausage with low calorie. 250 man-hours
and $100,000 for material will be
required. The profit goal is 35% on a
selling price of $45/kg.
 SMART targets
 Draft a POS

 10 minutes to complete

 Present
 Case Study
If you were about to take over a food manufacturing
facility, design a workable quality system to enable
you to produce quality products that meet the
expectation of all stakeholders.

Take into account: product, company size, skill

level……and other factors.
1. Bakery 2. Beverage 3. School meal
 Bakery
 No. of employees: 10
 Year in operation : 0.5 yr.

 Beverage
 No. of employees: 600
 Year in operation : 10 yr.

 School meal
 No. of employees: 30
 Year in operation : 3 yr.
 Make use of all the concepts on
Quality that you have learned so far…
 Decide the products to be manufactured
 A brief flow-chart of the process
 A brief organization chart of the Quality Department
 Decide on the control points / critical control points
 Design a QC / QA / TQM system for the plant with
reasoning
 8 groups with 5/6 students in each group with equal
sharing of workload.
 Presentation
 Critique
 Turn in assignment in ppt format to: Moodle
assignment collection box on or before
September 6, 2022.

 Oral Presentation of the assignment using ppt.

during class on September 8, 2022.

 Marks will be given according to ppt

presentation. 15 minutes to present by each
group

 One or more group member(s) to present

discussed result as agreed by all group
members