ENHANCING THE EFFICIENCY OF THE QUALITY MANAGAMENT SYSTEM BY IMPROVING MANAGEMENT RESPONSIBILITY AND HUMAN RESOURCE MANAGEMENT AT VIET A PLASTIC AND COMPOSITE COMPANY

NATIONAL ECONOMICS UNIVERSITY
ENGLISH FOR BUSINESS DEPARTMENT
FACULTY OF FOREIGN LANGUAGES
----------------------------

HOANG MINH HUONG
Title:
ENHANCING THE EFFICIENCY OF THE QUALITY MANAGAMENT
SYSTEM BY IMPROVING MANAGEMENT RESPONSIBILITY AND
HUMAN RESOURCE MANAGEMENT AT VIET A PLASTIC AND
COMPOSITE COMPANY

Hanoi, 05/2010
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NATIONAL ECONOMICS UNIVERSITY
ENGLISH FOR BUSINESS DEPARTMENT
FACULTY OF FOREIGN LANGUAGES
-------------------------

HOANG MINH HUONG
Title:
ENHANCING THE EFFICIENCY OF THE QUALITY MANAGAMENT
SYSTEM BY IMPROVING MANAGEMENT RESPONSIBILITY AND
HUMAN RESOURCE MANAGEMENT AT VIET A PLASTIC AND
COMPOSITE COMPANY

Field: English For Business Studies
Code: 701

Supervisor: Nguyen Phuong Hoai, M.A

Hanoi, 05/2010
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ACKNOWLEDGEMENT
Thank to the time studying and practicing in National Economic University and
the time doing internship in Viet A plastic and composite company, I have learned and
collected much valuable knowledge as well as real experience to finish my study. It is a
pleasure for me to thank the many people who spend their time and shared their
knowledge for helping me to make this study with the best possible result.
Firstly, I would like to express my deep and sincere gratitude to my supervisor,
Mrs Nguyen Phuong Hoai, teacher of Faculty of Foreign Languages, for her
enthusiasm, inspiration, and great effort to explain things clearly and simply. In
addition, she provided encouragement, sound advice, good teaching, good company,
and lots of good ideas throughout my thesis-writing period. I would have been lost
without her.
I also wish to thank Mrs Tran Thi Thu Giang, Dean of the Faculty of Foreign
Languages, and all teachers in this department for impacting me the much needed
knowledge to write this study.
During this work I have collaborated with many colleagues for whom I have
great regard, and I wish to extend my warmest thanks to all those who have helped me
with my work in the Sales Department in Viet A plastic and composite company. Their
kind support and guidance have been great value in this study.
Finally, I would like to wish the teachers in Faculty of Foreign Languages and
the colleagues in Viet A plastic and composite company health, happiness and success
in your work.

There are still deficiencies although I have tried my best in the research process,
I hope to receive your comments to make this report more perfect.
Thank you.!

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TABLE OF CONTENTS
3.1 Business result .............................................................................................................................14

EXECUTIVE SUMMARY
This report presents some restrictions in quality management system of Viet A
plastic and composite company in terms of management responsibility and human
resource management.
Viet A plastic and composite company, a company of designing, manufacturing
and trading plastic and composite products, pays much attention to quality
management. Thus, the company has carried out applying total quality management for
its quality culture. This application helps the company gain much profits and confirms
its position in the market . However, its recent business result is unstable because of
implementing quality management inefficiently. To be more specific, they are
weaknesses in management responsibility and human resource management.
Enhancing efficiency of the quality management system in Viet A plastic and
composite company is being the key feature to achieve better business result.
The report will mention the way to improve management responsibility and
human resource management. In detail, it will focus on showing the problems existing
in management responsibility in order to find recommendations to promote the role of
company leaders. In addition, the research also points out some drawbacks in human
resource management that lead to resistances in implementing total quality

management as well as suggests some solutions to make human resource management
become strong feature for company quality management system.

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INTRODUCTION
In the economic globalization trend, every Vietnamese business now also hopes
to find a stable position in the domestic market as well as expand market to overseas.
Due to the constant change of business environment and the competition of foreign
products, quality control is the most concern of each enterprise. The good quality
management system is the basic foundation to create better products and determine the
success of business.
Throughout doing internship in Viet A plastic and composite company, I
realized that company leaders lacked attention to the application of quality
management system, company employees were not aware of their role in carrying out
and maintaining efficiency of quality management system. Improving management
responsibility and human resource management can bring many benefits for the
company such as: enhancing efficiency of the quality management system, innovating
the working way of top managers and employees, producing better products, raising
annual revenue, etc. Thus, I decided to analyze some restrictions in company quality
management system in terms of management responsibility and human resource
management from which I could suggest some recommendations to solve the problem.

In this report, I am going to find out two big questions. First, why did quality
management system of Viet A company operate less efficiently? Second, how can Viet
A company improve its quality management system?
The researcher employed observational, analytical and synthetic methods to
point out some drawbacks as well as suggest some recommendations to improve the
quality management system of Viet A company.
Data from primary sources was collected from company reports regarding
finance, quality management, etc. Information from secondary sources has emanated
from published and unpublished books, magazines, the Internet ,etc.

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CHAPTER 1: INTRODUCTION OF VIET A PLASTIC AND COMPOSITE
COMPANY AND ITS RELATED PROBLEM
Chapter 1 sets the reasons for which the report is motivated. It looks at
background, structure, development, and problems involve in quality management
system of Viet A plastic and composite company. It also presents research purpose,
research scope and methodology that will be used to analyze and synthesize the
problem .
1.1 Viet A plastic and composite background

Director

Vice-director of
Technique

Quality

management
Department

Vice-director of Business

Accounting
Department

Administrative
Department

Sales Department

Factory

Viet A plastic and composite company with abbreviated transaction nameVAPLASCOM, is a subsidiary of Viet A group holdings co., Establishing in October
20th, 2003 Viet A plastic and composite company is the company specializing in
designing, manufacturing and trading plastic and composite products. The 36000m2
factory of the company in Tan Quang Commune, Van Lam Dist, Hung Yen Province is
the wide and suitable place to manufacture. Head office in No.20/2, 370 Alley, Cau
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Giay Road, Hanoi is convenient place for its business. Nowadays, the company
increasingly develops with the management of the director, Vu Thi Thuy Hang. The
structure of the company is described in the above chart.
Like other subsidiaries, Viet A plastic and composite company also has the
mission, vision and business philosophy of Viet A group holdings co., The company

will supply the high-quality products. It ensures an increase in benefits to its members
and community, enriches moral and physical life for all staff as well as contributes the
development of our country. Viet A plastic and composite company is also known as
its vision: building the company to the top companies in Viet Nam in terms of reliance,
quality and efficiency, which supply high-quality products used world- wide.
Moreover, the company has obtained customer’s belief because of its philosophy of
business: contented customer, satisfied supplier, happy healthy workforce, total quality.
Today, its products are sold in the whole country with its own channel including 54
major distributors and 130 distributed agents.
To make the management system further perfect, improve the quality of
manufacturing processes and products, Viet A plastic and composite company has
carried out applying ISO 9001:2000 for its quality management system. Despite being
received the certified success by the third organization, the company still has
inadequate knowledge in operating system. Two mains aspects make company quality
management system less efficient are management responsibility and human resource
management. They are also two aims I focus on studying to draw recommendations to
solve the situation.
1.2 Problem Discussion
In the past of twenty years, Vietnamese economy has a great developed step
because of new changeable policies. We have gradually integrated with regional and
global economy. Vietnamese businesses have tried their best to have stable position in
this trend. However, it is difficult to achieve which they want without good quality
management system. The good quality management system is the key feature to create
best products and determine the success of each business.
According to the appreciation of economic experts and scientists, the ISO
standards are the key factors to create best quality management system for all
organizations. Its requirement in quality management system, especially in term of
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management responsibility and human resource management helps enterprises enhance
efficiency of the management system, determine clearly the function and responsibility
of top manager as well as employee in organizations, and plan essential strategies to
reach the principle “Do right at the beginning and right at all times”.
Like other companies, Viet A plastic and composite company takes quality
management into high consideration. Thus, the company applied ISO 9001:2000 for its
quality culture. However, the company quality management system operates less
efficiently because its leaders did not fulfill their roles and its employees lack of
knowledge, skill and experience in quality management. Enhancing the efficiency of
the quality management system through improving management responsibility and
human resource management following the ISO standards are key elements for the
company to attain high profits and develop stably.
This report focuses on the improvement of the quality management system at
Viet A plastic and composite company. In term of theory, it explores the theory
involving in the management responsibility and human resource management
following ISO standards to promote the role of leader as well as define the effect of
human resource in applying these standard. In term of practical aspect, it studies real
situation of maintaining the efficiency of the quality management system at Viet A
plastic and composite company, then suggesting some recommendations to improve
the efficiency and effectiveness of management responsibility and human resource
management in the company quality management system.
1.3 Research question
This report is going to answer two big questions. First, why quality management
system of Viet A company operate less efficiently? Second, how can Viet A company
improve its quality management system? The answer for two question will be found
out through four chapters of the report.
1.4 Research Scope
There are many problems existing in the quality management system of Viet A

plastic and composite company need to be solve, however, the researcher only
mentions issues that affect directly to annual revenue result. They are restrictions in
management responsibility and human resource management. These aspects are two
main reasons why company quality management system operate less efficiently. Thus,
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they are discussed at length throughout theoretical framework, analysis and
recommendation chapters.
1.5 Methodology and methods of data collection
Observational, analytical and synthetic method is methodology that the researcher
employed to point out some drawbacks as well as suggest some recommendations to
improve the quality management system of Viet A company. In addition, data from
primary and secondary sources are also used to analyze and synthesize problem. Data
from primary sources was collected from company reports related to finance, quality
management, etc. Information from secondary sources has emanated from published
and unpublished books, magazines, the Internet ,etc.
1.6 Report structure
This writing report includes four main chapters :
Chapter 1: Introduction of Viet A plastic and composite company and its related
problem
Chapter 2: Theoretical Framework
Chapter 3: Analysis and Findings
Chapter 4: Recommendations

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CHAPTER 2: THEORETICAL FRAMEWORK
This chapter presents theories involve in quality management system in term of
management responsibility and human resource management. It is not only the basic
framework for my analyses and arguments in next chapter but also the guide to suggest
recommendations for effective quality management system.
2.1 General Theory
To improve management responsibility and human resource management in company
quality management system, we must understand clearly the definition of the terms
related to quality concepts such as: quality management, quality management system,
principle of quality management system, ISO 9001,etc.
2.1.1 Quality Management
Quality Management is basic theory to build a good management system. It is
an aspect of managing function to determine and implement quality policy. Quality
management activity in quality field are known as quality management. Quality
management includes both quality control and quality assurance, as well as the
additional concepts of quality policy, quality planning, and quality improvement.
According to ISO (International Organization for Standard)
“Quality Management is the integrated measures to enable organization supplying
stable products to meet the demand of customer and regulatory requirements. Through
applying Quality Management System efficiently combines with innovating process of the
system, the quality of products and services will be improve to satisfy high demand of
customer, ensure the long-term development of organization.”

2.1.2 Quality Management System
Quality Management System (QMS) is seen as necessary tools to perform
quality management functions. It attaches to the operations of the process and is built
in accordance with the characteristics of the products and services in the organization.
According to ISO (International Organization for Standard)

“Quality management system is defined as all activity of the overall management
function that determine the quality policy, objectives and responsibilities, and implement them
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by means such as quality planning, quality control, quality assurance and quality
improvement within the quality system”.

Most organizations now consider quality more as a process rather than a
product. To be more specific, it is a continuously improving process where lessons
learned are used to enhance efficiency of management in order to produce good
products and serve customer. Therefore, companies have tendency to improve quality
management system following ISO standards in term of management responsibility and
human resource management.
2.1.3 The principle of quality management system
There are eight quality management principles on which the quality
management system standards of the ISO series are based. These principles have been
identified to facilitate the achievement of quality objectives and form the foundation for
effective quality management. They can be used by senior management as a framework
to guide their organizations towards improved performance. The principles are derived
from the collective experience and knowledge of the international experts who
participate in ISO Technical Committee ISO/TC 176, Quality management and quality
assurance, which is responsible for developing and maintaining the ISO standards.
Applying the eight principles of quality management can help Viet A plastic and
composite company take advantages of the experience of the leading top managers as
well as improve efficiency of the quality management system. In this report, I only
presents some principles which affect management responsibility and resource
management:

Principle 1: Customer focus
“Organizations depend on their customers and therefore should understand current and
future customer needs, should meet customer requirements and strive to exceed
customer expectations.”
Key benefits of this principle:
Increased revenue and market share obtained through flexible and fast responses to
market opportunities.

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Increased effectiveness in the use of the organization's resources to enhance customer
satisfaction.
Improved customer loyalty leading to repeat business.
Applying the principle of customer focus typically could lead to:
Researching and understanding customer needs and expectations.
Ensuring that the objectives of the organization are linked to customer needs and
expectations.
Communicating customer needs and expectations throughout the organization.
Measuring customer satisfaction and acting on the results.
Systematically managing customer relationships.
Ensuring a balanced approach between satisfying customers and other interested parties
(such as owners, employees, suppliers, financiers, local communities and society as a
whole).
Principle 2: Leadership
“Leaders establish unity of purpose and direction of the organization. They should
create and maintain the internal environment in which people can become fully
involved in achieving the organization's objectives.”

Key benefits of this principle:
People will understand and be motivated towards the organization's goals and
objectives.
Activities are evaluated, aligned and implemented in a unified way.
Miscommunication between levels of an organization will be minimized.
Applying the principle of leadership typically could lead to:
Considering the needs of all interested parties including customers, owners, employees,
suppliers, financiers, local communities and society as a whole.

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Establishing a clear vision of the organization's future.
Setting challenging goals and targets.
Creating and sustaining shared values, fairness and ethical role models at all levels of
the organization.
Establishing trust and eliminating fear.
Providing people with the required resources, training and freedom to act with
responsibility and accountability.
Inspiring, encouraging and recognizing people's contributions.
Principle 3: Involvement of people
“People at all levels are the essence of an organization and their full involvement
enables their abilities to be used for the organization's benefit.”
Key benefits of this principle:
Motivated, committed and involved people within the organization.
Innovation and creativity in furthering the organization's objectives.
People being accountable for their own performance.
People eager to participate in and contribute to continual improvement.

Applying the principle of involvement of people typically leads to:
People understanding the importance of their contribution and role in the organization.
People identifying constraints to their performance.
People accepting ownership of problems and their responsibility for solving them.
People evaluating their performance against their personal goals and objectives.
People actively seeking opportunities to enhance their competence, knowledge and
experience.
People freely sharing knowledge and experience.
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People openly discussing problems and issues.
2.1.4 ISO 9001
ISO 9001 is one of family of standards for quality management systems. It is
maintained by ISO, the International Organization for Standardization (ISO), based in
Geneva, Switzerland. ISO 9001 was initially published in 1987 and specifies, in broad
terms, the necessary components of a quality management system and, in detail, the
basic requirements of the quality function for all industries. It was considered as an
internationally-accepted quality management certification system to define, identify,
and confirm quality benchmarks within organizations. Today, ISO 9001 is helping
thousands of companies worldwide manage their processes to become more efficient
and cost-effective. Progressive companies are finding the ISO 9001 process can offer
real strategic value, especially if it is aligned with corporate goals and objectives.
2.1.5 ISO 9001:2000 Content
ISO 9001:2000 Quality Management System is tended to apply for any
organizations that design, develop, manufacture, provide any product or service. It will
bring requested requirements for organizations complete if it satisfies customer
expectation through perfect products and service expectation.

ISO 9001:2000 provides 4 requirement standards that organization has to follow:
Management Responsibility
Resource Management
Product Realization
Measurement Analysis and Improvement
4 requirements are described in the following chart:

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Model of a process-based quality management system
In this writing report, I want to focus my analysis on two main aspects:
Management Responsibility and Resource Management because they play the most
important role in continuous improvement of the quality management system in Viet A
company.
2.2 Management Responsibility
The success of a quality management system depends on the top management.
They are required to prove and provide evidences for its commitment for implementing
a quality management system and to continually improve the effectiveness of the
quality management system. They also have to define their roles in maintaining and
developing quality management system in company. Their main responsibilities
include:
•

Overseeing the creation of the quality management system

•

Communicating the importance of meeting requirements, including customer,
legal, and regulatory requirements.

•

Establishing the quality policy and the quality objectives.

•

Communicating with parties responsible for product and service quality.
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•

Providing adequate resources for the operation of the quality management
system

•

Reviewing the operation of the quality management system
2.2.1 Establishing the quality policies focus on customer requirements

Top management must ensure that customer requirements are understood and
met with the goal of serving customer satisfaction. Thus, quality policy that identifies
the main goal of the quality management system must be included a commitment to
meet customer, legal and regulatory requirements; appropriated to the organization’s
purpose; created a background for establishing quality objectives; communicated

throughout the organization and reviewed for ongoing suitability to the needs of the
organization and its customers.
2.2.2 Planning quality management system
Top management must plan the quality management system so that the quality
objectives meet with company requirements and the integrity of the quality
management system is maintained when changes to quality management system are
planned an implemented.
2.2.3 Defining responsibility, authority and communication
Effective work depends on a clear understanding of each person responsibility
and authority. Therefore top managers must define their responsibility and authority as
well as announce them within organization. To control quality management system, top
management must appoint a manager to have operational responsibility for the quality
management system. This person is referred to as the Management Representative. The
Management Representative has two main duties: ensuring that processes needed for
the quality management system are established, implemented, and maintained;
reporting the performance of the quality management system as well as any
improvements needed to top management. Besides, top management needs to set up an
effective system of communication to ensure effective operation of the quality
management system

2.2.4 Reviewing performance of the quality management system
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Top management is required to regularly review certain aspects of the quality
management system to make sure that the goals are being achieved and to look for
ways to improve the quality management system. The review must cover suitability,
adequacy, and effectiveness of the quality management system. The review also

includes assessing opportunities for improvement and needed changes to the quality
management system, quality policy, and quality objectives.
2.3 Human Resource Management
Good human resource management is essential to retain staff and maintain a
high overall level of quality management system performance. Effective human
resource management is one of the key to enhancing efficiency of quality management
activities. A responsive human resource management system can help staff know what
they are supposed to do, get timely feedback, feel valued and respected, and have
opportunities to learn and grow on the job.
People performing work affecting product and service quality must be
competent to carry out that work. This competency is attained through a combination
of education, training, skills, and experience. Strong resource will contribute to
improve the effectiveness of the quality management system.
Human resource of the company need to be trained to meet organization overall
aims. Thus, organization must identify the talents, skills, knowledge, and capabilities
each person needs to carry out their assigned responsibilities, assess the competency of
each person to carry out their responsibilities and make sure each person understand
how their work contributes to the quality of products and services and to meeting
quality objectives.
Human resource management should focus on four main aspects:
2.3.1 Selection
The selection of staff as a key area in human resource management because
effective recruitment may result in good employees with high cognitive ability. It is
easy to train and integrate them in organization performance.

2.3.2 Performance
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Performance control plays a major role in the development, communication, and
measuring of quality standards. However, the variations in performance will mainly
derive from the work process, and not from the individual employee. Therefore, the
performance of quality management system can be improved if the traditional and
individual control of performance changes towards a more process-oriented and
teamwork.
2.3.3 Development
Training and development are recognized by most theorists as being essential in
an implementation of total quality management system. Training and development
should focus intensively on management training in human resource.
2.3.4 Rewards
Rewards is a key element in order to retain and motivate staff, especially in
work areas facing major competition. In the attempt to hold on to employees, rewards
such as cash may play an important role. Applying quality management system may
regularly fail after 3 to 5 years after the implementation without the prizes because staff
will feel that it is not worth due to their contribution to the quality improvement.
To sum up, this chapter presents some issues related to quality management
system, focusing on two aspects: management responsibility and human resource
management. The researcher will base on this theoretic framework to analyze in order
to find out detail reasons make quality management system of Viet A company operate
less efficiently in next chapter.

CHAPTER 3: ANALYSIS AND FINDINGS

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This chapter presents restrictions existing in quality management system in term
of two aspects: management responsibility and human resource management from
observing and analyzing real situation at Viet A plastic and composite company.
3.1 Business result
The information about business result of the company comes from Accounting
Department: (unit: 1 000000 Vietnam dong)
Number

Subjects

2007

2008

2009

32928

37417

40956

1

Revenue

2

Cost of sales

24108.881

29766.280

33240.068

3

Sales expenses

5810.561

6941.472

7205.654

4

Total cost

299919.442

37407.752

40945.722

5

Profit before tax

8.458

9.748

10.078

6

Profit after tax

6.162

6.859

7.400

The business result shows that the revenue and profit of the company increase
through each year, however this increase is not stable. Revenue in 2008 increased
approximately 11.4% compared with 2007 while revenue in 2009 just increased 9.4%
compared with 2008. The profit of the company also increased. Profit in 2008
increased 11.3 % compared with 2007 while profit in 2009 just increased 7.8%
compared with 2008.
Although the annual revenue of Viet A plastic and composite company
increases continuously due to applying quality management system following ISO
9001:2000, this increase is not stable. There are some reasons for this problem. First,
the obsolete machine of the company is not only affect product appearance but also
affect product quality. Therefore, company product cannot satisfy high demands of
customer. Second, the increase of input prices due to galloping inflation leads to the
increase of output prices, which affects sales revenue of the company. Third, Viet A
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plastic and composite company had to compete with plastic products of other
companies, especially foreign companies. Their products attract more customer
because of the various appearance, color and high quality.
However, one company can overcome all the obstacles if it has good quality
management system with excellent leaders and strong human resource who always
devote to the company development. Thus, we can confirm that the outstanding
problem make the annual revenue of Viet A plastic and company unstable is the
inefficient quality management system in term of ineffective performance of
management responsibility and restrictions in human resource management.
3.3 Restrictions in management responsibility
After three-month doing internship in Viet A plastic and composite company, I
realized that the leaders did not fulfill their roles in carrying out and maintaining
efficiency of quality management activities.
3.3.1 Leader did not maintain management commitment
Top management of Viet A ensured to establish quality policy based on
customer satisfaction, however, it is theory. In practice, they considered benefit of the
company as principle for its quality policy. Product was only tested after being
finished. While total quality management requires to test at all stages:
“Make everybody responsible for checking and measuring quality at every
stage. In other words, build quality into the product, do not just test for defects”
Thus, the quality of product was not guaranteed. Because of profit, the company
accepted all types of final product including: perfect product, defective product I and
defective product II then delivered them to customer. That is the reason why the
company often receives complaint from customers. I would like to quote a sentence in
a complaint letter about plastic container:
“Most containers was defective, especially, twenty yellow one also had big hole in the

bottom” (Nguyen Lam Phuong- the owner of a sea-food shop).

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Apparently, top management did not maintain their commitment in building and
implementing its quality management system. They could not create quality policies to
match with customers’ requirements if they did not rely on what quality management
system could bring for company.
3.3.2 Leader did not carry out quality management system planning
Top management did not plan the quality management system, which makes
quality objectives did not meet company requirements. The lack of quality
management system planning leads to an inefficient quality management system.
According to ISO 9001:2000, a quality management needs to be built from external
environment instead of internal environment. It means that the company should create
quality management system based on its business activities. However, top management
of the company used available system that was compose by Viet A Corporate.
Each company has own features and structure so it should built a quality
management system with specific characteristics that is suitable with the quality
objectives. Applying available model of parent company without adjustment makes
subsidiaries have inadequacy in the quality management system as well as meet
difficulties in implementing and maintaining it. This is true for the case of Viet A
plastic and composite company. The negative point appeared when the company
applied this system. One specific feature of plastic manufacture is the problem
regarding environment protection. However, it was not mentioned in the available
model of Viet A Corporate. It took much money for the company to deal with
environment pollution. Of course, the responsibility belongs to company leaders
because they did not plan carefully before applying available model.

3.3.3 Leader did not set up effective communication system
The purpose of communication system is to ensure that the management has
defined means to deliver and implement the importance of meeting customers'
requirements and regulatory requirements among employees. Thus, an effective
communication system needs to be set up to ensure effective operation of the quality
management system. Viet A plastic and composite company also created a system
communication, however, this system operates inefficiently because documents about
processes and procedures in quality management system are too lengthy and confusing
to implement and apply. Thus, quality objectives and ideas of manager were not
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communicated to staff and worker. Besides, top management did not appoint a
supervisor or expert in quality field to control processes and procedures in the quality
management system. Therefore, the link in quality management system is limited and
quality problem is not completely solved. One more factor that makes system of
communication of Viet A company inefficient is the barrier among departments.
Information about customer requirements was not communicated between marketing
department, quality management department, and production department. Thus, it is
hard to find out solutions to improve production quality.
3.4 Restrictions in human resource management
The quality management system of Viet A company not only has weaknesses in
management responsibility but also has restrictions in human resource management.
3.4.1 Ineffective recruitment
Company could attain excellent staff if it has effective recruitment because
recruits are young generation who will contribute to the development of company later.
In contract, ineffective recruitment affects the quality of organization performance due
to the level awareness of employee. Viet A company did not require any qualifications

or certificates related to the majority of quality management for candidates when
conducting recruitment. Thus, it has to spend time and money to re-train skills and
knowledge about quality management for its staff. In detail, it often takes three to five
months to train specialist skills for newcomers and at least one year to use them
proficiently.
Besides, the company did not use suitable interview methods to explore
abilities of applicant in term of solving problem and doing in team-work. These are
two main characteristics of human resource that all company require to implement
processes in the quality management system. Thus, it is difficult to promote
employee’s capability as well as divide them into suitable department
3.4.2 Unscientific working-habit
Unscientific working-habit of staff in Viet A plastic and composite company is
expressed through problem in punctuality, productivity and controlling time. First,
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employee is often late for work, meetings, which affects directly to the quality of their
work. When it's time for a promotion or to deal with an important client, how could
they finish their job if they come late. Moreover, how they could manage product
quality if they could not manage their time. Second, unscientific working-habit of
employees make their work less productivity. They often finish work over deadline.
The reason is that it takes much time for them to find out documents about quality
management involve in the process they are applying as well as the way to carry out
each procedure. Besides, employees waste much time on checking email, playing
computer games and chatting during working-time. This results in bringing work to
their home. Through above analysis, we can see that unscientific working-habit
becomes obstacles to promote the efficiency of the quality management system in Viet
A plastic and composite company.

3.4.3 Limited knowledge
Employees in Viet A plastic and composite company had limited knowledge
about quality management because they are only trained through short-time courses.
While quality management system is a great theoretic system that needs time and effort
to study. We wonder that how they could finish their task perfectly with limited
knowledge like this. In addition, when being asked about quality management system,
most employees defined its very commonly. They did not show the nature, benefit as
well as the suitable way to applied quality management system following ISO 9001:
2000 in the company. Thus, they applied ISO 9001: 2000 theoretically and did not take
advantages of its good points to improve the efficiency of work, which also affects the
co-operation among staff in the company.
This chapter has revealed the weaknesses in management responsibility and
human resource management. This weakness makes the quality management system of
Viet A plastic and composite company inefficient. According to the basic framework
theory and my analysis I will suggest some personal recommendations to improve
situation in Chapter 4.
CHAPTER 4 : RECOMMENDATIONS

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The quality management system of each company should be always maintained
to ceaselessly improve its efficiency in accordance with legislation, international
standards and best industry practice. This chapter will suggest some recommendations
to improve weakness in management responsibility and human resource management
to make quality management system of Viet A plastic and composite company.
4.1 Improving management responsibility
To enhance efficiency of the quality management system, Viet A company

should improve management responsibility. To be more specific, the leaders should
promote their roles in maintaining management commitment, planning quality
management system, and setting up effective system of communication.
4.1.1 Maintaining management commitment
Leader of Viet A company needs to maintain management commitment by
defining a quality policy focus on customer requirements. Therefore, the company
should reject defective products and only deliver perfect products to customer. Besides,
leaders have to conduct management review to evaluate and allocate all required
resources in order to ensure an effective quality management system. To be more
specific, they should introduce “ quality circle” where staff at all level work together to
solve problems and make improvements and constantly look for ways to improve
quality, improve production and cut wastes. Moreover, company leaders ought to set
higher aim following total management system:
“ aim for zero defects, not that’s good enough”
It is certain that product quality of Viet A plastic and composite company will
be improve if the leaders maintain their commitment like that.

4.1.2 Planning quality management system

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