PAPERS

Experience with getting IS0 9001 right first time

Paul Collins and Susan Hughes

Over-seal Foods Limited is a well established company engaged in the manufacture and marketing of natural food ingredients and is a subsidiary of the Ranks Hovis McDougall group of companies. The company has recently achieved accredita- tion to IS0 9001 (BS5750: 1987 part 1) and is the first company in its field to succeed in this. This paper details the strategy adopted and the importance of accreditation in relation to the company’s overall corporate business plan. It also outlines the requirements of the standard including documentation, and indicates how the system will be effective in demonstrating due diligence as required by the new UK Food Safety Act.

Keywords: IS0 9001; quality; food industry

INTEGRATION OF QUALITY AND THE BUSINESS PLAN

It is of primary importance to have an understanding of quality and how it can affect a business. Quality has been defined by many authors, the most succinct definition being ‘fitness for purpose’. This is an acceptable definition when taken in context of the whole organization and not just the product it sells. This was reflected in the project which was aimed at implementing a company-wide quality management system. Only by addressing all of a company’s functions can true fitness for purpose of the business and the product be achieved. It is only total involvement which can produce the reliability which will bring the custom- ers back for more and provide a true competitive edge.

This understanding, and the recognition of the impact of quality on business success, will ensure that the corporate plan is based around a commitment to total quality, with accreditation to IS0 9000 series (BS5750) an important first stage.

Overseal Foods Ltd, Park Road, Overseal, Burton-on-Trent, Staffordshire, DE12 6JX, UK

BS5750/ISO 9000 AND THE FOOD INDUSTRY

In general terms, IS0 9000 (BS5750) can be applied to any industry but a set of guidelines for its particular application to the food and drink industry is available. With the European market for the food industry becoming more important, accreditation to an inter- nationally recognized standard must be a prerequisite to success in a pan-European context. These guidelines have been drafted by a committee involving the British Standards Institution, Lloyds Register Quality Assur- ance and the Leatherhead Food Research Association. In addition, reference to other codes of practice, especially the Institute of Food Science and Tech- nology’s guide to Food and Drink Manufacture (IFST, 1989), is essential. Certain aspects of the standard take on particular significance for the food industry, such as hygiene, handling, calibration and packaging.

The constituent parts of the standard are: IS0 9001 (BS5750 1987 part l), design, manufacture and supply; IS0 9002 (BS5750 1987 part 2), manufacture and supply; IS0 9003 (BS5750 1987 part 3), supply only. In the food industry the design function is essential in determining the overall quality of a product. Without effective control of this function one would have

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Experience with getting IS0 9007 right first time: P. Collins and S. Hughes

products with inherent faults, thus relying on rejection at the final quality control stage. By opting for part 1 (IS0 9001), the most comprehensive of the three, we ensured that the whole company was geared towards quality and getting it right first time.

Table 1 Basic documentation and procedures

Level Document Procedure

I Quality manual Contains the quality policy and an overview of how each part of the quality system is addressed

ENSURING COMMITMENT AND INVOLVEMENT

2 Procedures manual

These two vital factors are intimately linked. Total commitment by the whole workforce is a prerequisite and must emanate from the most senior level. It is a very difficult programme and without such genuine commitment it is unlikely to succeed.

3 Work instruction

Before commitment can be gained it is necessary to explain the process of compliance and all the benefits that can be expected. These benefits will vary in their appeal across the range of disciplines, so it is important to clearly communicate all of these in the first instance to the management team. The major benefits are: reduction of costs; increased efficiency; improved motivation; reduction in wastage; improved long-term prospects; increased market share; increased effective- ness of training; emphasis on prevention; increased customer confidence. However, it is very important for the whole of the workforce to have an understanding of the project and to be encouraged to participate, thereby gaining a feeling of ownership. Individual employees having a sense of owning their part of the process and taking responsibility for it will show a high level of pride in their workmanship. This concept may be illustrated by the simple example of the care over a property exercised by its owner as opposed to its tenant. Participation and ownership is a very important common thread throughout the project since it is one of the best examples of a company-wide team effort. In itself it can have many internal spin-off benefits including individual motivation and a feeling of cor- porate pride.

ordinate documentation, maintain momentum, act as an internal consultant and in essence make things happen. This individual needs to familiarize himself thoroughly with the British Standard in order to ensure that all systems, as they evolve, are in compliance. It may also be appropriate at this time to seek an external consultant whose experience, guidance and support could be a valuable investment.

In addition, at this stage, it is important to give a detailed explanation of the project to the workforce, so that they can understand the roles of the project co- ordinator and the external consultant (where appropri- ate). It is absolutely vital to prevent the feeling that the systems will be written by an outsider and forced upon them.

DOCUMENTATION AND PROCEDURES

The quantity of documentation that is required pre- sents a daunting task for everyone and the project at this point takes on the image of a paper chase. Sheer perseverance and determination are the only factors that will take the project through this difficult stage.

An important first stage in ensuring involvement is to carry out an examination of the operational procedures by carefully scrutinizing the company. This can be very effectively carried out by having an extended meeting involving managers from all departments who present a detailed analysis of their particular function and how it interacts with others. The value of the exercise is in highlighting unnecessary complexities, bottlenecks, in- adequacies and misconceptions, thereby promoting an improved understanding of the business. This also encourages departments to be self critical and by this means is the first review leading to some corrective action.

In practice the initial tendency can be to overcompli- cate the procedures and the early stages of audit and review are crucial in ensuring that the procedures are workable and that the requirements of the standard are being met.

The basic documentation and procedures required are detailed in Table 1. Although this is a three tier system of documentation, each tier needs to be written in such a manner so as to be fully integrated.

This is the first important step in ensuring that the quality management system is tailor-made to the organization and that it does not act as a straightjacket, thereby stifling performance.

It is vital to encourage participation from the whole organization in drafting procedures. This will help to promote ownership and will encourage people to think about their own contribution, leading to a willingness to co-operate. The guidance of the external consul- tant can be of value in ensuring that all aspects of the standard are addressed. Ideally, departments should write their own procedures accurately reflecting work- ing practice, although this will lead to a variety of styles, necessitating some editing.

KEEPING ON THE RIGHT TRACK AUDITS AND REVIEWS

At an early stage it is necessary to elect a project co- ordinator who is usually the quality manager. It is important to emphasize that this is a co-ordinating role and not one of full responsibility. The project co- ordinator, selected at management level, will co-

Having drafted manuals and issued procedures, it is essential to begin internal auditing. The most efficient technique is to train a small group of individuals in the principles of systems auditing, thereby spreading the burden and increasing involvement.

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Details the mechanism and describes responsibility for documentation and records

Specific detail on tasks to be carried out within individual departments

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Internal auditing carried out by trained people to a predetermined schedule plays an important role in preparing the company for assessment and should commence as soon as procedures are in place. During this auditing process all departments are monitored for progress and efficiency and areas of weakness are highlighted for special attention. Through corrective action, progressive amendments and improvements can be made until every department is satisfied with the system and compliance with the standard is achieved.

In addition to audits, it is necessary from the outset to carry out a formal review to monitor progress. This regular scheduled review needs to involve all directors and managers with the emphasis on co-ordinating all of the satellite activities and generally maintaining momentum. To facilitate this process, the meeting should review levels of customer complaints, audit reports and failure costs, all of which serve as baro- meter readings for the quality system as it performs. Review meetings should be used to allocate tasks and monitor their progress. At all times team spirit and motivation should be considered. Managers need to maintain and foster positive attitudes.

APPLICATION FOR ASSESSMENT

This should occur when all three levels of documenta- tion have been completed and issued, and initial audits and reviews have taken place. The quality manual is submitted to the accrediting body with the application for assessment. In our case, some ten weeks later two officers from the BSI Business Development Unit toured the premises, gauged our state of readiness and estimated the cost of assessment. Our application was then progressed and our manual duly approved.

SURVIVING THE ASSESSMENT

The final assessment is the acid test for the systems that have been established and it is at this time that all of the hard work and preparation will pay off. The assessment involves a close examination of every aspect of the business including (for part 1, IS0 9001) product development, supplier assessment, goods received, processing, pest control, product integrity, packaging, labelling, storage and transportation. It also covers traceability, complaints, product recall, contract review, personnel, premises and training. The records for all of the above-mentioned areas are subject to detailed scrutiny.

The team of assessors address their questions to members of the workforce, as well as managers, testing the extent of involvement and ownership. A final report is completed by the assessors detailing all non- compliances which have to be accepted by the project co-ordinator. Where these are serious, the application will undoubtedly fail. Where they are not considered serious or too numerous, it is necessary to submit a plan of corrective action. Only when the non-compliances have been resolved can registration be granted.

Actual receipt of the certificate is the culmination of a magnificent team effort. It is the visible recognition of the commitment and hard work contributed by the whole workforce.

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MAINTAINING THE STANDARD

The system is dynamic and should be under constant review and assessment. The accrediting body will make unannounced surveillance visits at determined inter- vals. On these occasions internal audits, complaints and management review come under close scrutiny, in addition to correction of previous non-compliance and reassessment of selected areas.

For a company to lose accreditation would perhaps be seen in a worse light by its customers than never having achieved it. The standard must, therefore, be maintained, and this is one of the most difficult aspects. The temptation to relax, when the pressure of the impending assessment is removed, is inevitable.

One way to tackle this reaction is to use British Standard registration as a foundation stone for progress towards total quality. Implementation of the IS0 9000 (BS5750) system will have provided benefits in terms of improved discipline and efficiency, reduced wastage and complaints. The argument for progression along this line towards zero defects and minimum quality costs become more forceful. The greatest incentive is in the enhanced image of the company in the market place.

CONCLUSION

The international compatibility of the standard is particularly relevant in the current economic climate, with 1992 getting ever closer, and with exploitation of a European market becoming a very important factor in achieving business growth. It is our belief that the process of achieving the standard should be a continual effort to achieve excellence and not a means to an end.

In this paper, particular emphasis has been given to the importance of individuals throughout the whole organization and methods of encouraging commitment and motivation. The whole process is in itself system- atic and to be implemented effectively it is necessary to adopt a stepwise approach. The stages in the process have been clearly identified and chronicled in the logical order in which they should be addressed. In general the levels of complaint, wastage and rework will be reduced and the established documentation will assist in the integration of new personnel. Reliance on memory and therefore individuals will diminish, ensur- ing that duplication of effort is avoided.

The system will assist the company in demonstrating due diligence as required by the new UK Food Safety Act. Customers will undoubtedly welcome accredita- tion as a true reflection of ability to fulfil their needs. In our case we have made a successful transition from quality control to company-wide quality assurance. The success achieved so far has inspired us to move forward towards total quality and the achievement of excel- lence.

REFERENCES

British Standards Institution (1987) BS5750: part I IS09001 Quality Systems part 1 Specification for design/development production, installation and servicing

British Standards Institution (1987) BS5750: pm 2 ISO9002,

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EN29002 Quality systems part 2 Specification for production and installation

BIBLIOGRAPHY

British Standards Institution (1987) BS5750: part 3 IS09003 Quality Systems part 3 Specification for final inspections and test

British Standards Institution (1990) BS5750: part 4 Guide to the use of BS5750parts I,2 & 3

IFST (1989) Good Manufacturing Practice: A Guide to its Respon- sible Management 2nd Edn, Institute of Food Science and Technology, London

Leatherhead Food Research Association (1989) Quality Systems for the Food and Drink Industries Guidelines for the use of BS57.50 Part 2 1987 in the manufacture of food and drink (IS0 9002: 1987:

Crosby, P.B. (1979) Quality is Free McGraw Hill, London Juran, J.M. (1988) Jurans Quality Control Handbook McGraw Hill, London Oakland, J.S. (1989) Total Quality Management Heinemann

Professional Publications, London Popplewill, B and Wildsmith, A. (1988) Becoming the Best Gower,

Aldershot Price, F. (1986) Right First time - Using Quality Control for Profit

Wildwood House, London EN29002: 1987), Leatherhead Food Research Association, Robson, M. (1988) The Journey to Excellence J. Wiley & Sons Ltd. Leatherhead, UK Chichester

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