(Đồ án hcmute) analyze reality quality control of roasted and ground coffee at quang tung coffee manufacture factory

MINISTRY OF EDUCATION AND TRAINING
HO CHI MINH CITY UNIVERSITY OF
TECHNOLOGY AND EDUCATION

FINAL THESIS
INDUSTRIAL MANAGEMENT MAJOR

ANALYZE REALITY QUALITY
CONTROL OF ROASTED AND
GROUND COFFEE AT QUANG TUNG
COFFEE MANUFACTURE FACTORY
INSTRUCTOR: NGUYEN THI ANH VAN
STUDENTS: NGUYEN THI THU HIEU
ID STUDENTS: 16124023
STUDENTS: NGUYEN THI BICH HAU
ID STUDENTS: 16124019

SKL 0 0 7 3 7 6

Ho Chi Minh city, May 2020

Luan van


MINISTRY OF EDUCATION AND TRAINING
HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION
FACULTY FOR HIGH QUALITY TRAINING

FINAL THESIS

TOPIC:

ANALYZE REALITY QUALITY CONTROL OF ROASTED AND
GROUND COFFEE AT QUANG TUNG COFFEE
MANUFACTURE FACTORY

Students

: Nguyen Thi Thu Hieu – 16124023
Nguyen Thi Bich Hau - 16124019

Year

: 2016

Major

: Industrial Management

Instructor

: MBA Nguyen Thi Anh Van

Ho Chi Minh city, May 2020

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THANKS TO

With deep gratitude and grateful, the author would like to thank Ms. Nguyen Thi Anh

Van for wholeheartedly supporting and guiding the author in the entire internship
process. Her helpful tips helped the author to better complete the assigned tasks during
the internship/ internship report and the final thesis also.
In addition, the author would also like to thank the leaders of Quang Tung Coffee for
creating the best conditions for the authors to have the opportunity to study and
experience practical work. Sincerely thanks to the brothers and sisters in the company
for creating favorable conditions during the author's internship at the company. And
especially, the author would like to thank Mr. Le Thanh Tung for wholeheartedly
supporting and guiding the author in the entire internship process. His helpful advice
has helped the author to better complete the assigned task and his suggestions and
guidance have helped the author to complete this report.
Sincerely thanks!
Ho Chi Minh city, 5th May,2020
Students
Nguyen Thi Thu Hieu
Nguyen Thi Bich Hau

i

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LIST OF ACRONYMS
ACRONYMS

EXPLAIN

QM

Quality management

QC

Quality control

QA

Quality Assurance

CCP

Critical Control Points

HACCP

Hazard Analysis and Critical Control Points

PE

Polyethylene

GMP

Good Manufacturing Practices

SSOP

Standard Sanitation Operation Program

CP

Control Point

CL

Critical Limit

TQM

Total quality management

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LIST OF TABLES
Table 1.1: The business results ........................................................................................ 7
Table 3.1: Check the quality of coffee beans after roasting .......................................... 36
Table 4.1: Product description ....................................................................................... 47
Table 4.2: Benchmark for sensory evaluation ............................................................... 54
Table 4.3: List each hazard in the process of controlling roasted coffee (Refer to
appendix 1) .................................................................................................................... 56
Table 4.4: Identify critical control points (Refer to appendix 2)................................... 56
Table 4.5: Setup CCPs (Refer to appendix 3) ............................................................... 56

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LIST OF FIGURES
Figure 1.1: Company’s logo ............................................................................................ 3
Figure 1.2: Company’s Organization .............................................................................. 4
Figure 1.3: Company’s products ..................................................................................... 6
Figure 3.1: Green coffee is shipped from the warehouse .............................................. 32
Figure 3.2: Technological process at Quang Tung coffee............................................. 33
Figure 3.3: Roasting machine ........................................................................................ 35
Figure 3.4: The change of colors ................................................................................... 36
Figure 3.5: Cooling machine ......................................................................................... 37
Figure 3.6: Packing machine ......................................................................................... 39
Figure 3.7: Product after being packed.......................................................................... 40
Figure 4.1: More modern machines at small companies ............................................... 41
Figure 4.2: Coffee brewing tank in according to new technological process ............... 42
Figure 4.3: Technological process ................................................................................. 48

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TABLE OF CONTENTS
THANKS TO ....................................................................................................................i
LIST OF TABLES ........................................................................................................ iii
LIST OF FIGURES ........................................................................................................iv
TABLE OF CONTENTS ................................................................................................ v
INTRODUCTION ........................................................................................................... 1
CHAPTER 1: INTRODUCTION ABOUT COMPANY ............................................ 3
1.1.

General introduction ....................................................................................... 3

1.1.1.

Information about An Khanh Trading Service Company Limited and

Quang Tung coffee manufacture factory ................................................................ 3
1.1.2.

The process of formation and development ............................................ 4

1.1.3.

Vision, mission and core values .............................................................. 5

1.2.

Business fields and operations of the company .............................................. 5

1.2.1.

Business products .................................................................................... 5

1.2.2.

Operation and business results................................................................. 6

1.3.

Advantages and disadvantages of the enterprise ............................................ 7

CHAPTER 2: LITERATURE REVIEW..................................................................... 9
2.1.

Quality and quality management .................................................................... 9

2.1.1.

The concept of quality ............................................................................. 9

2.1.2.

Quality management .............................................................................. 10

2.2.

The quality management methods ................................................................ 15

2.2.1.

Quality verification strategy .................................................................. 16

2.2.2.

Quality control ....................................................................................... 17

2.2.3.

Total quality control (TQC) ................................................................... 18

2.2.4.

Total quality management (TQM) ......................................................... 19

2.3.

The basic content of quality management .................................................... 20

2.3.1.

Quality planning .................................................................................... 20

2.3.2.

Quality control ....................................................................................... 21

2.3.3.

Quality assurance ................................................................................... 22

2.3.4.

Quality improvement ............................................................................. 23

2.4.

The factors impact directly to product’s quality........................................... 23
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2.5.

Hazard Analysis and Critical Control Points (HACCP) .............................. 26

CHAPTER 3: ANALYZE QUALITY CONTROL IN QUANG TUNG CAFE
MANUFACTURE FACTORY ..................................................................................... 31
3.1.

Quality control of input materials – green bean ........................................... 31

3.2.

Quality control during production ................................................................ 33

3.2.1.

Cleaning ................................................................................................. 33

3.2.2.

Roasting and cooling ............................................................................. 34

3.2.3.

Mixing .................................................................................................... 37

3.2.4.

Grinding ................................................................................................. 38

3.3.

Control the process of packaging and finishing products ............................ 39

3.4.

Comment on the advantages and limited in the quality management process

of Quang Tung coffee manufacture factory .............................................................. 40
CHAPTER 4: PROPOSE SOLUTIONS FOR IMPROVING QUALITY CONTROL
AT QUANG TUNG COFFEE AND AN KHANH TRADING CO., LTD .................. 41
4.1.

Changing modern machinery and technology process ................................. 41

4.2.

Recruitment of quality control staff for manufacture factory. ..................... 42

4.3.

HACCP construction for coffee roasters production line ............................ 46

4.3.1.

STEP 1: ESTABLISHING A WORKING GROUP ON HACCP ........ 46

4.3.2.

STEP 2: PRODUCT DESCRIPTION .................................................. 47

4.3.3.

STEP 3: TECHNOLOGICAL PROCESS ............................................. 48

4.3.4.

STEP 4: DIAGNOSTICS AND SURFACE PLAN BY GMP RULES 49

4.3.5.

STEP 5: IMPLEMENTATION SSOP................................................... 50

4.3.6.

STEP 6: HAZARD ANALYSIS ........................................................... 51

4.3.7.

STEP 7: DEFINE CCP .......................................................................... 56

4.3.8.

STEP 8,9,10,11: SET UP CCP ............................................................ 56

4.3.9.

STEP 12: ESTABLISHING DOCUMENT SYSTEMS AND

RECORDS ............................................................................................................ 56
CONCLUDING ............................................................................................................. 57
REFERENCES .............................................................................................................. 58
APPENDIX ................................................................................................................... 57

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INTRODUCTION
1. Introduction
Vietnam is an agricultural country with a large number of agricultural products with
an important position in supplying agricultural products to the world such as tea, coffee,
rice, pepper, etc. Cultivated in Vietnam for a long time, there are still problems that
inhibit the development and affirm the brand name in the international market. We have
achieved the second largest export volume of coffee in the world, only after Brazil, but
the competitiveness is always lost in terms of quality, price, mostly unofficial raw
coffee. Therefore, Vietnamese coffee has not fully developed its ability to create a
certain brand in the world.
According to the author's research, in addition to a few big companies that are always
mentioned such as Trung Nguyen brand or Vinacafe, small coffee production companies
in Vietnam are quite many, operating by region and region. In Can Tho City, where the
author has time to learn about economic activities here, there are many companies and
establishments producing coffee in the form of small, mainly with equipment,
machinery as well as rules. old production process.
During the internship at the company, the author had the opportunity to approach the
real working environment and gain a deeper understanding of the quality management
knowledge learned in the classroom. With the help of instructors Ms. Nguyen Thi Anh

Van and Mr. Le Quang Tung - direct instructors at the company, the author hopes to
have successfully completed the enterprise environment experience, built up the ability
to create plan and improve knowledge and skills, especially in the quality management
system. Along with the desire to be able to contribute to the development of production
facilities in terms of quality, build a brand of Vietnamese coffee with more brand value,
pay more attention to the quality of products, the author has chosen. topic: "Analyzing
quality control of roasted coffee at Quang Tung coffee."
2. Research objectives
Applying a combination of reasoning with an analysis of the company's actual
conditions, based on an assessment of the company's advantages and disadvantages,
outstanding issues and their causes. deals in quality control activities. From there, the
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author during an internship at the company will give some suggestions and solutions for
the company's quality control activities
3. Research scopes
−

Research location: at Quang Tung coffee manufacture factory belonging to An

Khanh Trading and Service Co., Ltd.
−

Research activities: focus on studying the quality control activities of the

company, at the same time combined with the general economic development of the
Southern market to compare and suggest solutions. The most optimal for the company's

quality management activities.
−

Duration of research: 3 months

4. Research methodology
❖ Methods of data collection
−

Secondary information source:

Reference documents are company reports, information on newspapers, internet, and
essays in the library of University of Technology and Education of Ho Chi Minh City.
This is a desk method, this study is purely based on judgment and reasoning to come up
with solutions to the problem.
−

Primary information source:

Observing the actual situation, directly working at the company's production facilities
to understand the operating model, the way of doing business and assess the actual
situation at the company.
❖ Methods of statistics and data aggregation
From the information collected during the internship and data through observation,
direct participation that conducts synthesis and planning development.
5. Final thesis structure
The structure of the report consists of 3 chapters:
Chapter 1: General introduction about An Khanh Trading and Service Co., Ltd., Quang
Tung Coffee Production Facility
Chapter 2: Analyzing the status of quality control work in the company

Chapter 3: Solutions to perfect the quality control system

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CHAPTER 1:
1.1.

INTRODUCTION ABOUT COMPANY

General introduction

1.1.1. Information about An Khanh Trading Service Company Limited and Quang
Tung coffee manufacture factory
Quang Tung Coffee Production Unit is directly under An Khanh Trading and Service
Co., Ltd, An Khanh Ward, Ninh Kieu District, Can Tho city. Up to now, An Khanh
Company includes 3 coffee manufacture factory.
Type of business: manufacture factory
Company's logo:

Figure 1.1: Company’s logo
Core value: Quality makes a brand
Address: 307/2 Hoang Quoc Viet Street, An Khanh Ward, Ninh Kieu District, Can
Tho city
Business Registration Number: 57A8011772
Tax code: 1801165213
Representative: Mr. Lê Thanh Tung
Business line: Production and packaging of roasted coffee

Phone: (+84) 0917.666.999

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1.1.2. The process of formation and development
Quang Tung coffee manufacture factory is the first production base of An Khanh
Trading and Service Co., Ltd. starting from 2013. From the beginning, the facility only
has an area of about 60m2, operating with regulations. Small scale, coffee is only
distributed to small coffee shops in Can Tho city. In 2015, the coffee market began to
develop more and the coffee market in the Southwest region also had many flourishes,
the company expanded production to a larger base, so far Quang coffee products. Tung
is distributed throughout major provinces and cities such as Rach Gia, Chau Doc, An
Giang, Kien Giang, Ca Mau, Bac Lieu, ...

Manager
Mr. LE THANH TUNG

Warehouse Mangement
Department

Production Department

Sales Department

Packing Department

Acounting Department

Figure 1.2: Company’s Organization
Source: Human resource Department
From 2015 until now, Quang Tung coffee products are mainly distributed to cafes in
the traditional business model, rather than focusing on building familiar brands to
consumers. In the period of 2020-2025, Quang Tung coffee brand positioning company
needs to develop more in brand recognition for customers, becoming a favorite product
in Vietnamese families, the market is still building. erected in the Southern region.
According to the tastes of the Southern people, powdered coffee is still preferred over
instant coffee, so regardless of the instant coffee market, it still produces communication

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products. Besides, changing machines in the form of traditional machines to more
modern machines to meet the increasing demands of customers.

1.1.3. Vision, mission and core values
❖ Vision
Become the leading roasting coffee manufacturing company in the South West
region, promoting the development of Vietnam's economy.
❖ Mission
The operating purpose of the enterprise operation is to customer’s benefit, use our
quality products to connect and grow.
❖ Core values:
The company focuses on building and developing people
Hearty - With love of coffee and career, we are a group of energetic young people
who want to introduce the essence of coffee beans and coffee culture to the whole the

world through quality commercial products.
Equipped - Equipped with expertise, skills, attitudes, and tools to best support our
customers, and constantly learning to improve ourselves.
Risk-taking - Accept challenges and difficulties in each stage of the company's
development, do not hesitate to bring the best products and services in a timely.
Originative - Innovative, constantly innovating to meet the needs of the market
Side-by-side: Always companion together for the development of the business and
promoting the culture of enjoying true clean coffee.
1.2.

Business fields and operations of the company

1.2.1. Business products
Quang Tung Coffee – Quality make a brand

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Figure 1.3: Company’s products
Sources: Sythetic’s author
- Diversity of types: Mink coffee, Arabica coffee, Robusta coffee.
- Diverse forms: kernel coffee, ground coffee, roasted ground coffee.
➢ Over 6 years specializing in manufacturing, processing and trading of pure roasted
coffee.
➢ Raw materials imported directly from the farm, without intermediaries.

1.2.2. Operation and business results
From 2015 onwards is a period of recognition of many developments of Quang Tung

coffee manufacture factory when expanding its scale and consumption market
throughout the Southern region. According to the author's research, in the period of
2015, the number of customers in the manufacturing facility was small and odd, so only
consumed 100-150kg of ground coffee per day, including all products. By 2016-2017,
consumption increased to about 500-700kg/day. In 2019, consumption compared to the
previous two years doubled, or about 1200-1400kg / day only for powdered coffee
products.

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140
120
100
80
60
40
20
0
2015

2016

2017

Target Sale

2018

Revenuew

2019

Profit

Table 1.1: The business results
Year

Target Sales

Revenue

Profit

(Unit: Ton coffee)

(Unit: Billions)

(Unit: Billions)

12,1

0,85

2015
50

1.3.

2016

80

14,8

2,1

2017

100

19,2

2,6

2018

120

26,8

3,3

2019

200

44,5

6,8

Advantages and disadvantages of the enterprise

❖ Advantages
Coffee is protected by the state on rights and trademarks, supporting product prices.
Customer bargaining power is low.
❖ Disadvantages
Because the enterprise's business activities are in the field of agricultural products, it
is very seasonal. Therefore, the arrangement of labor to suit the needs is relatively
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difficult, leading to difficulties in improving the quality of personnel and product
quality.
Coffee is one of the products with huge price fluctuations, prices change daily so the
trading business is extremely complex, always potentially great risks in business.
Business in coffee sector is one of the fields that can bring a lot of profits, so in this
field, it also attracts quite a lot of investors. Therefore, the competition is also fierce,
especially in the market of purchasing coffee beans to input for processing. Thereby
requiring the enterprise to have good business policies to be able to stand firm in the
market.
The advantages and disadvantages of enterprises in resources factors as well as the
impact of the business environment have created an essential requirement of quality
management for the sustainable development of the company.

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CHAPTER 2:
2.1.

LITERATURE REVIEW

Quality and quality management

2.1.1. The concept of quality
When it comes to product quality, people often have the following views:
Quality is the level of inherent set of characteristics that satisfies requirements, in
simple terms, that quality is satisfaction and fulfillment of requirements.
Product quality includes properties that characterize the value of the product. That
means that when considering quality, we must pay attention to the product attributes,
not just on a few criteria of the product.
Product quality depends on technological conditions, scientific and technical
conditions, economic and social conditions, so when it comes to needs, the ability to
satisfy needs must consider specific conditions and circumstances. economically,
technically and socially.
Today, people often talk about general quality, including product quality, after-sales
service quality and the cost to achieve that level of quality. This notion places product
quality in a close relationship with the quality of the service, the quality of delivery
conditions, and the efficiency of using resources. It is often assumed that a quality
product is a superior product or service that meets regional or global standards and meets
customer expectations at an affordable cost. If the production process has a cost that
does not match the selling price, the customer will not accept its value, meaning the
price is higher than the price the customer paid in exchange for the properties of the

product. So, we see a way of looking at quality between manufacturers and consumers
are different but not in conflict.
There are many different definitions of product quality from different approaches. To
help the quality management activities in enterprises be unified and easy, International
Organization for Standardization (ISO) in sets of ISO 9000, according to ISO
9000:2000: “Quality is the level degree of a set of inherent characteristics of a product,
system or process that satisfies requests from customers and related parties”.
Requirements are needs or expectations that have been published, implied or otherwise
binding. Stakeholders include internal customers, organizations' employees, people who
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regularly collaborate with the organization, material suppliers, organizations, etc. The
definition of quality in ISO 9000 is demonstrate consistency between the intrinsic
objective attributes of the product and meet the subjective needs of customer. Due to its
practical effects, this definition is widely accepted in new international business.

2.1.2. Quality management
a. The concept of quality management
Quality does not produce itself; Quality is not a random results, it is the result of the
impact of a series of closely related factors. Want to achieve the desired quality needs
to properly manage these factors. Management activities in the field of quality are called
quality management.
If the ultimate goal of quality is to satisfy customers' needs, quality management
(QM) is the overall economic, technical and administrative measures affecting the entire
operation of a team. organizations to achieve that goal with the lowest social costs.
However, depending on the different viewpoints of experts and researchers,
depending on the characteristics of each economy, people have come up with different

concepts of QM. Here are some concepts specific to different stages of development as
well as different economies:
According to the Soviet Union Standard (IOCT 15467-70), "Quality management is
the construction, assurance and maintenance of the indispensable quality of products
when designing, manufacturing, circulating and consuming".
According to Japanese Industrial Standards (JIS): “Quality management is a system
of methods to facilitate the economical production of quality goods, or to provide quality
services that meet the needs. consumers".
According to the different approaches, the researchers also presented different
concepts of quality and QM.
According to W. Edwards Deming (1982): “With the view that things are volatile and
quality management is needed to create quality stability by using statistical measures to
reduce the amplitude of fluctuations of the factors in the process” (p.23). On that basis,
Dr. Deming made 14 views related to statistical process control issues, continuous
improvement through statistics, inter-departmental relationships, etc.

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According to Joseph M. Juran (1951), a world-renowned quality expert and a major
contributor to the success of Japanese companies, was the first to address the broad
aspects of QM, along with identifying The defining role of great quality responsibility
belongs to the leader. Therefore, he determined that QM requires firstly the
responsibility of the leadership, the participation of each member in the organization, he
aslo emphasizes aspects of control, quality control and continuous improvement factors.
According to Philip B. Crosby (1979) with the concept quality is a free, as a
substance not only is it inexpensive but also is one of the true sources of profit. Crosby
general approach to QM is to emphasize prevention, the same attitude as products

without defects and doing right from the beginning. He is a person who coined the term
Quality vaccine consisting of three components: determination, education and
implementation to prevent non-conforming requirements. He gave quality improvement
as a practical guide to quality improvement for managers.
Armand V. Feigenbaum (1961) studied the experience of comprehensive quality
control and stated 40 principles of comprehensive quality control. These principles
clearly state that the factors affecting quality are all factors throughout the production
and business process, from the ordering stage to the final consumption stage. Therefore,
control is finally emphasized by the application of tools quality statistics everywhere
needed. He emphasized comprehensive quality control to achieve the ultimate goal of
customer satisfaction and gaining customer trust.
Ishikawa (1985), a leading Japanese expert, always pays attention to training and
education when conducting QM. He believes that quality begins with training and ends
with training. He also stated that: to promote quality improvement, it is necessary to
enhance teamwork and adhere to the principles: self-development, volunteering,
teamwork, everyone participating in the work of groups, supportive relationships,
proactive work and continuous work, helping each other make progress, creating an
open atmosphere and creative potential.
Thus, it can be said that, with different approaches but quality experts, researchers
have relatively agreed on the view of QM, that is, process management, emphasizing
factors. process control and continual improvement with education, training, and
engaging people in the organization. At the same time uphold the responsible role of
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leaders and managers, emphasize the human factor in quality activities and pay attention
to the use of statistical tools in QM.
Acquiring creatively the flow of ideas, modern practical experience, based on

scientific approach, the International Organization for Standardization (ISO) system has
introduced the concept of QM as follows:
Quality management is a set of activities with common management functions,
aiming to set policies, goals, responsibilities and implement them by measures
such as quality planning, quality control, and quality assurance and quality
improvement within the quality system framework.
b. Nature and characteristics of quality management
Quality control is essentially a set of activities of management functions, such as:
planning, organizing, controlling and adjusting. In other words, QM is the quality of
management. Only when all economic, social, technological and organizational factors
are fully considered in the unified, interrelated relationship in the quality system will
there be a basis to say that quality Products are guaranteed. Modern QM thinks that
quality problems are posed and solved within the entire system, including all stages of
research, manufacturing, distribution and consumption of products and services. QM is
a systematic continuous process that demonstrates the close connection between
enterprises and the external environment. Quality control has the following basic
characteristics:
Quality management relates to human quality. When it comes to quality, people tend
to think of product quality first. But it is human quality that is the top concern of QM.
Making quality with people is the basis of QM. Making people quality means helping
them gain a true sense of the job. They must then be trained to be able to solve the
problems they have realize. Having enough awareness and qualifications, each person
can accomplish his or her task without prompting, ordering, and checking too much.
Humanity-based governance allows the most comprehensive detection of human
abilities, developing the spirit of creativity and innovation. Only when people are trained
and responsible to themselves and the community, they will reach their full potential.
Quality is first, not profit first. This feature most clearly reflects the nature of quality
management, because it reflects the belief in quality and the benefits of quality. Quality
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is the safest way to enhance the comprehensive competitiveness of businesses.
Increasing quality requires a temporary increase in costs. But businesses will be able to
satisfy customer requirements and cope with competition in the market. Besides, the
quality increases, the hidden cost will greatly reduce. Therefore, when aiming to ensure
and improve the quality, the sale of products will be better, the profit will be higher and
the cost will be reduced.
Administration upstream. Because QA focuses more on facts and processes than
results, QM encourages to go back in the process to find the cause of the problem.
The next process is the customer. Japanese expert Ishikawa (1950) made the famous
saying "The next production phase is the customer". This view has made engineers and
workers in the workshops aware that customers are not only buyers of products in the
market, but also engineers and workers working in the next stage of production, continue
their. Since then there is a commitment to never transfer poor quality information to
people working at a later stage. The demand for treating workers at the next stage of
production as customers has forced workers to be open to accepting their factory
problems and do their best to solve them.
Quality management is customer oriented, not quality-driven towards producers.
Quality management concept is applied throughout all stages of production and finally
to customers and buyers of products. Therefore, QM is considered to be customer
oriented. That is also the reason why QM activities are shifting from emphasizing to
maintaining the quality throughout the production process to building the quality of the
product by designing and making new products that are worthwhile. demanding,
customer needs.
Administration by function and function board. Functional management (or crossfunctional management) was formed in Japan in 1962 and Toyota was the first company
to apply it. This quality management method stems from two needs: helping managers
to clearly define quality criteria and implement them so that all employees at all levels
understand and need the cooperation between different departments.

c. Principles of quality management
In order to have a uniform impact on the factors affecting quality, quality control must
adhere to the following principles:
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Principle 1: Customer-oriented. Quality is the satisfaction of the needs of customers,
so the quality management to meet that goal. Because customers are the object of service
of products, the driving force of production and services, QM is constantly learning
about customer needs, capturing and orienting its products according to current needs
and customers' future at the same time build resources to best meet those needs.
Principle 2: Leadership. Business leadership aims to establish a consistent unity
between goals, directions and internal environment of the business. Leaders must
participate in directing, developing strategies, systems and finding ways to mobilize
people to participate and promote creativity, a sense of product quality to achieve
common goals.
Principle 3: Participation of all members. A thorough understanding of every quality
goal combined with the enthusiasm, skills, and experience of each member of the
business will help the business achieve its quality goal.
Principle 4: Process-based approach. It is the process of gathering related or
interacting activities or interactions to transform inputs into outputs and increase product
value. A production activity consists of many processes, one process input is the other
process output. Quality management understood by these approaches is essentially the
management of continuous processes and relationships between them.
Principle 5: Calculating the system. The quality problem cannot be solved by
considering the single factors in the whole process of product creation, otherwise it is
necessary to know how to combine these elements in a synchronized and interactive
manner to see the main cause of problems and give improvement directions accordingly

and timely.
Principle 6: Continuous improvement. Continuous improvement is the goal and
method of every business to grow and compete. Researching and creating a product that
distinguishes itself from the same kind of product also requires performing
synchronously throughout the process, through an individual's understanding of the
methods and tools of improvement. up.
Principle 7: Decision making based on facts. Quality decisions must be based on
adequate, accurate, selective market information and scientific analysis methods.

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Principle 8: Developing cooperative relations. Internal and external relationships and
cooperation play an important role in product formation and consumption. Internal
relationships create a healthy and efficient working atmosphere; enhance flexibility
from decision to implementation. Diplomatic relations help businesses penetrate the
market and orient products.
d. The role of quality management
From a modern perspective, QM is the quality management activities. Quality control
therefore plays an important role in the life of the people and the development of an
organization.
For the economy: ensuring to improve the quality of products and services will save
labor for society, rational use of resources and labor tools, and create great added value.
than.
For consumers of products and services: when using quality products, they are more
assured of product quality and price, thereby creating credibility for businesses
(organizations), on the other hand also bring back to consumers the increase in the value
of products and services.

For organizations (enterprises): to increase in output, customers, revenue, market
share, profits, increase investment in development, expand production and business
services. Quality control gives organizations the conditions to develop and compete
healthily. Create and develop a quality culture of the organization. Quality assurance
becomes a sense of self-awareness in every activity for development goals organization.
A good QM organization is promoting the role of leadership and mobilizing the
participation of all members in the organization. Each member receives the attention of
the leader, ensuring improvement of material and spiritual life. They will be proud to be
members of the organization. Through good QM activities, products, goods and services
will satisfy customers and interested parties. That is the organization is always
responsible to society and the community. It is also the basic and core basis for the
longevity of the organization.
2.2.

The quality management methods

Along with the development of science and technology, quality management methods
have also developed and increasingly better meet the actual requirements. So far, there
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are many quality control methods in the world, but generally can be referred to the four
main methods as follows:
-

Quality Verification Strategy

-

Quality Control

-

Total Quality Control

-

Total Quality Management

2.2.1. Quality verification strategy
A most common method to ensure consistent product quality with the rule that by
examining the product the parts details for screening and exclude any part that does not
meet specifications or specifications.
Quality verification strategy is: “Activities such as measuring, reviewing, testing and
defining size one or more properties of the object and compare the results with the
requirements to determine Determining the appropriateness of each characteristic”. This
is the earliest QM method.
Due to quality verification is the classification of products that have been manufactured
and usually arranged at the final stage of the production process. When errors are
discovered, Inspectors may devise remedies but remedies this often does not solve the
root of the error. People often find cause of errors arises from actual production, but
sometimes causes deep further away from the management, design or other stages of the
manufacturing process.
In fact, this is not an effective measure. People get out for even with 100% product
testing, it is not the best way to ensure quality amount. Because by definition of quality
it is clear that product quality is not generated from testing it. Although this method has
certain effects in product quality management but also revealed some disadvantages
such as: The inspection only focuses on the production stage by the quality assurance

department is responsible for; Only discarded products but not detected causes of errors
to take measures to prevent repetition errors; process inspection requires high costs but
still cannot master the quality situation; Failing to exploit the creative potential and not
attaching the responsibility of the members of the enterprise to improve and improve
quality.

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At the beginning of the 20th century, the production of large quantities became
widespread extensively, customers start increasingly demanding high quality and
competition between. The production facilities for quality are increasingly intense. The
industrialist gradually recognize that testing is not the best way to guarantee quality. In
1920, people began to focus on previous processes, rather than waiting until the last
stage of product screening. Methods of substance control amount of life.

2.2.2. Quality control
Quality control is defined as activities and techniques are calculated the business is used
to meet quality requirements. An enterprise wants its products to have quality that needs
to be controlled 5 main factors:
a.

Control of people

All members of the business from the leadership to the employees must be regularly
trained to perform the assigned task. Human Resources must have enough experience to
use technology methods, equipment at the same time, enterprises must have a clear
understanding of their duties and responsibilities for product quality. Enterprises must

have adequate work documentation and the facilities necessary to carry out the work.
Manpower of the business must have all other necessary means to work to achieve the
expected quality want.
b.

Control of methods and processes

Enterprises must control to ensure that the method and process being applied is
appropriate and certainly the product or service created will meet required application.
c.

Supplier control

To control the source of raw materials, businesses must control suppliers application.
Selecting suppliers capable of meeting all necessary conditions. Content, orders must be
clear, accurate and complete, clearly stating all technical requirements techniques such
as: product characteristics, quantity, volume; inspection provisions, testing, quality
certification, ...; terms of packaging, transportation, security management, delivery, ...;
The purchased raw materials must be handed over in writing and guaranteed store under
appropriate conditions until ready for use.

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