Vinamilk Mbaar free essay sample

Outcomes OutcomeEvidence for the criteriaFeedbackAssessor’s decisionInternal Verification First attemptRe-work Be able to monitor appropriate systems to improve organisational performance LO3Design systems to manage and monitor quality standards specified by the organisation3. 1 Demonstrate a quality culture to ensure continuous monitoring, evaluation and development of the process3. 2 Recommend improvements which align with the organisation’s objectives and goals and which result in improvements3. 3 Report on the wider implications of proposed changes within the organisation3. Be able to manage health and safety in the workplace LO4Carry out risk assessments as required by legislation, regulation and organisational requirements ensuring appropriate action is taken4. 1 Demonstrate that health and safety regulations and legislation applicable in specific work situations are correctly and effectively applied4. 2 Carry out a systematic review of organisational health and s afety policies and procedures in order to ensure they are effective and compliant4. 3 Carry out practical application of health and safety policies and procedures in the workplace4. Merit grades awardedM1M2M3 Distinction grades awardedD1D2D3 Assignment ( ) Well-structured; Reference is done properly / should be done (if any) Overall, you’ve Areas for improvement: ASSESSOR SIGNATURE DATE / / NAME: (Oral feedback was also provided) STUDENT SIGNATURE DATE / / NAME : FOR INTERNAL USE ONLY VERIFIED YES NO DATE : VERIFIED BY : NAME : SCENARIO – VINAMILK You are a consulting member of the ‘quality team’ (The organisation is the same as assignment 1 ‘Managing Business Activities to Achieve Results’). The case below is based on a real life organisation, but details have been changed for assessment purposes and do not reflect the current management practices. Students are however encouraged to search the internet for cross references in answering this assignment. Vinamilks â‚ ¬30 million project in Vietnam Source: Dairy Industries International, Nov2010, Vol. 75 Issue 11, p10-10 Vinamilk, the market leader in Vietnam for production of dairy products, has placed an order with GEA Process Engineering for the delivery of two complete dairy processing lines for production of infant formula. The order of more than â‚ ¬30 million is Vinamilks biggest single investment in dairy processing equipment to date. The delivery includes two GEA Process Engineering wet mix plants, two GEA Niro spray dryers, and two GEA Colby powder handling and retail filling plants. GEA Process Engineering will also provide utility and mechanical installation as well as production start-up services. The two processing lines will each have a capacity to produce four tonnes of infant formula per hour Infant formula production, scheduled to commence in August 2012, will serve both the domestic market in Vietnam, as well as Vinamilks export markets. Reference sources: http://www. vinamilk. com. vn/ENG/? vnm=productid=39 Kim Eng Company Rprts VN [8 pages, 323Kb] SaiGon Sec Co. Report VN [4 pages, 217Kb] As a consulting member of the ‘quality team’ writing a report Tran Bao Minh based on the following tasks: Tasks †¢Design systems to manage and monitor quality standards specified by Vinamilk (3. ) (Design two possible dairy processing lines for production of the new infant formula systems so as to be in line to be managed and monitor quality standards specified by the Vinamilk) †¢Demonstrate a quality culture to ensure continuous monitoring, evaluation and development of the process (3. 2) †¢Recommend improvements which align with the Vinamilk objectives an d goals and which result in improvements of the infant formula systems (3. 3) †¢Report on the wider implications of proposed changes within Vinamlk (3. 4) Carry out risk assessments as required by legislation, regulation and organisational requirements and also to ensure appropriate action is taken on the new production lines for the domestic product (4. 1) †¢Demonstrate that health and safety regulations and legislation applicable in specific work situations (at Vinamilk) are correctly and effectively applied (4. 2) †¢Carry out a systematic review of organisational health and safety policies and procedures in order to ensure they are effective and compliant (4. 3) †¢Carry out practical application of health and safety policies and procedures in the workplace (4. ) GRADING Passis achieved by meeting all the basic requirements defined in the assessment criteria. MeritSelect/design and apply appropriate methods/techniques (M2) Characteristics / Possible Evidence a range of methods and techniques have been applied in quality audit implementation, quality culture embedded, health and safety and organisational performance plan of Vinamilk. Present and communicate appropriate findings (M3) Characteristics / Possible Evidence – An appropriate structure and approach has been used to prepare a report on ‘Managing Health and Safety in the work place’. Presented data should include procedures, policies, reviews in relation to legislation and regulation DistinctionDemonstrate convergent, lateral and creative thinking(D3) Characteristics / Possible Evidence – There is indication, capacity for innovation and creative thought that has been used especially in the area of system monitoring, changes and realistic recommendation aligning with organisation’s goals and objectives. PRESENTATION 1. The assignment should have a cover page that includes the assignment title, assignment number, course title, module title, Lecturer/tutor name and student’s name. Attach all the pages of assignment brief/cover sheet with your report and leave them blank for official use. 2. Ensure that authenticity declaration has been signed. 3. This is an individual assignment. 4. Content sheet with a list of all headings and page numbers. 5. A fully typed up professionally presented report document. Use 12 point Arial or Times New Roman script. 6. Your assignment should be word-processed and should not exceed from 2,500 to 3,000 words in length. A CD should be included with references and accompanying notes. 7. Use the Harvard referencing system. 8. Exhibits/appendices are outside this limit. . The assignment should be not contain a bibliography – but should contain a list of any references used in the assignment. NOTES TO STUDENTS FOR SUMMISSION †¢Check carefully the submission date and the instructions given with the assignment. Late assignments will not be accepted. †¢Ensure that you give yourself enough time to complete the assignment b y the due date. †¢Do not leave things such as printing to the last minute – excuses of this nature will not be accepted for failure to hand-in the work on time. †¢You must take responsibility for managing your own time effectively. If you are unable to hand in your assignment on time and have valid reasons such as illness, you may apply (in writing) for an extension. †¢Failure to achieve a PASS grade will results in a REFERRAL grade being given. †¢Take great care that if you use other people’s work or ideas in your assignment, you properly reference them in your text and any bibliography. †¢NOTE: If you are caught plagiarizing, the University policies and procedures will apply. Da Nang University of Economics Sunderland University Program Managing Business Activities to Achieve Results Assignment #2 VINAMILK By: Nguyen Thao Nguyen (Suri) Assessor: Padmanaban Badri Narayanan Danang, 24th May 2013 3. 1. Design systems to manage and monitor quality standards specified by Vinamilk. An organization will benefit from establishing an effective quality management system, QMS. The cornerstone of a quality organization is the concept of the customer and supplier working together for their mutual benefit. For this to become effective, the customer-supplier interfaces must extend into, and outside of, the organization, beyond the immediate customers and suppliers. Design and build includes the structure of the quality management system, the process and its implementation. Its design must be led by senior managers to suit the needs of the organization, and this is ideally done using a framework to lead the thinking. Design of the QMS should come from determining the organizations core processes and well-defined goals and strategies, and be linked to the needs of one or more stakeholders. The process for designing and building the QMS must also be clear, with the quality function playing a key role, but involvement and buy-in to the system must also come from all other functions. Management systems are needed in all areas of activity, whether large or small businesses, manufacturing, service or public sector. A good QMS will: †¢Set direction and meet customers’ expectations †¢Improve process control †¢Reduce wastage †¢Lower costs †¢Increase market share †¢Facilitate training †¢Involve staff †¢Raise morale ?International Organization for Standardization (ISO) ISO is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is carried out through ISO technical committees, in liaison with international organizations, governmental and non governmental bodies. ISO’s most recent family of standards for quality management systems are currently in their ? al draft (FDIS) form, and comprises: †¢ISO/FDIS 9000:2000 Quality management systems – Fundamentals and vocabulary †¢ISO/FDIS 9001:2000 Quality management systems – Requirements †¢ISO/FDIS 9004:2000 – Guidelines for performance improvement It is expected that they will be issued as an ISO in Dec ember 2000 or January 2001. They are built around business processes, with a strong emphasis on improvement and a focus on meeting the needs of customers. The new standards originated from a regular six year review and are intended to be generic and adaptable to all kinds of organizations. The ISO 9002 and ISO 9003 are to be discontinued (but can still be used by those organizations certificated against them during the three year transition period), and ISO 9001and ISO 9004 are designed to be used together, but can be used independently. The ISO Series can form the means by which a holistic management system can be implemented, into which quality, health and safety and environmental responsibility can be integrated, with the audits carried out either separately or in combination. The ISO Standard is also now more closely aligned with the requirements of the EFQM Excellence Model. Total Quality Management (TQM) TQM is a management approach of an organization, quality-oriented, based on the participation of all members and to bring about long-term success through customer satisfaction and benefit of all members the company and society. TQM (Total Quality Management) a quality management system based on: 1. The participation of everyone in the organization. 2. Always impr oving customer satisfaction (customer is God). 3. Always make quality improvements to customer satisfaction. 4. Focus on finding the cause of a mismatch to prevent repetition. 5. Implementing PDCA (Plan Do Check Action). TQM focused control people, control method, control input materials, and equipment control (control 4M Men, Method, Material, Machine). This approach reduces test cost, stable product quality, achieve higher profits reduce errors. TQM meet customer needs, improve productivity and continuous improvement. TQM also is a management approach of an organization, quality-oriented, based on the participation of all members and to bring about long-term success through customer satisfaction and benefit of all members the company and society. The goal of TQM is to improve product quality and customer satisfaction at the best allowed. Special Features of TQM compared to quality management methods previously it provides a comprehensive systems for the management and improvement of all aspects related to quality, participation and mobilization of every department, every individual to achieve quality targets were set. Vinamilk can apply the Plan-Do-Check-Act cycle (PDCA) which is invented by Deming. This continuous cycle is used: as a model for continuous improvement, when starting a new improvement project, when developing a new or improved design of a process, product or service, when defining a repetitive work process and implementing any changes. †¢Plan: create a plan, identify a chance and plan for a change †¢Do: implement the plan on small scale, carry out the planed process and produce the products †¢Check: searching for any errors or possible improvement, measuring how effective the test solution was and analyzing †¢Act: take action based on what have been studied in previous step. If the change is good, apply it to the system and continuously improve it. If the change is not good, refine it or starting at step Plan again until have a better plan For example: †¢Plan: Vinamilk should identify exactly its problem. The problem here is ensuring Vinamilk products are made from 100% fresh milk. So, Vinamilk collects information and lists all reliable suppliers to find out the raw milk that is fresh. Each department analyzes this problem and plans what to do. For example: production department plans where they can find out the raw milk. Supply chain plans what they have to do to keep 100% fresh milk in each product while producing. Marketing department plans what they make customers to believe that Vinamilk products are 100% fresh. Sales department plans what they do to sell all products quickly and effectively etc. Notice that, company just uses a small amount of raw material for trial in one factory. †¢Do: Each department carries out the plan. Getting raw material, transportation, producing products, packaging and handing to customers are all the things that Vinamilk has to do. Besides doing it, they make a list of problems as they encounter them. †¢Check: They have to collecting information and result to make charts and analyzing them in order to make it better for the next time. By doing this, Vinamilk can easily meet customers’ expectation †¢Act: It the change of products is not effective, back to the PDCA circle to create the new plan. If successful, company can use these plans to apply for all factories. System: to ensure the product’s quality is always high, Vinamilk have to set up the quality management system ISO or TQM that meets the Technical and management standards are needed for Company. It helps them to better control the quality system and maintain effectively and efficiency. A good QMS will not function or improve without adequate audits and reviews. Audits are carried out to ensure that actual methods are adhering to the documented procedures, whilst system reviews should be carried out periodically and systematically, to ensure the system achieves the required effect. There should be a schedule for carrying out audits, with different activities possibly requiring different frequencies. An audit should not be conducted just with the aim of revealing defects or irregularities – they are for establishing the facts rather than ? nding faults. Audits do indicate necessary improvement and corrective actions, but must also determine if processes are effective and that responsibilities have been correctly assigned. The emphasis on process improvement and enhancing customer satisfaction in the revised standard will require a more thoughtful approach to auditing. Internal audit : According to the national computing centre limited (1994), independent checks of an organization within an organization are internal audit. The internal audit function is the mechanism through which the operation of the quality management system is formally monitored and conformance with the documented quality system is assured. The purpose of the audit function is to verify, or otherwise, conformance of practice with the documented quality system and with the requirements of the standard. Most activities covered by the scope of the quality management system should be the subject of an internal audit with a frequency of once per year. Auditors are selected by quality manager who is responsible for choosing, training and managing the quality auditors, scheduling internal audits, monitoring the implementation of the audit schedule and reporting to the Management Review body. The plan of conducting internal audit of Vinamilk can be as follow: †¢Agree on the date of conducting internal audit. †¢Auditors list on the objectives of audit Processes/area(s) to be audited †¢Allocating responsible for auditor at each process/area †¢Agree timing for questionnaires and interviews †¢Requirements and references External audit : auditing by an external certification body or organisation to make sure that the company ensure the quality standards. This is depended on Company quality strategy in the near future (assume that Company does not have the Quality Manag ement System like ISO 9001 – 2008). External audit is more reliable than internal one because it is conducted independently and neutrally. The more reputable the auditing company, the more valuable the external audit is. The findings in the external audit can go public so that the stakeholder can know the real situation of the company and the investors can make decision whether to invest money or not. The plan for conducting an external audit of Vinamilk can be summarized as follow: †¢Vinamilk hire a reputable auditing company such as SAVO or A Chau to do the audit †¢A team from auditing company will come and look at quality management system, management responsibility, resource management, product realization. After that they will analyze and measure the effectiveness compared with criteria in ISO †¢A report of improvement will be given to Vinamilk so that it can standardize those systems Delay a quality management: Vinamilk can also use Corrective action report (CAR). It is Procedure used in reply to a fault. This means that an auditor reports on a noticed Non Conformance (NCR or NCMR) and has identified root cause to fix this from reoccurring. The example of CAR is in appendices part. Controlling documentation and records: to describe how to control the document and records, reviewing to ensure they are safe and are protected to be not loss. It includes: ? Quality policy ?Quality objective ?Quality manual ?Procedures required by the Standard ISO or company procedures Control of document Control of records Internal audit Control of nonconforming products Corrective action Preventing action The process of powder milk product 3. 2. Demonstrate a quality culture to ensure continuous monitoring, evaluation and development of the process Quality culture of a company is employee’s believe and value that driving them to continuous increase the quality in the product and service. It is very important that everyone is aware of his role in the company and the responsibility with the customer, supplier, and other partners. However, this cannot happen if Vinamilk does not have the right policies and courses to train and educate its staff in order to increase their expertise, attitude and morale. This help employee express themselves so that they can develop. Also, Vinamilk also have to create a reward system so that they can feel better and thrive to achieve more. Methods to embed a quality culture are shown below which give high motivation in organization for quality focus and continuous contribution and improvement: †¢Build up the trust employees: managers can empower employees to some acceptable extent related to his current job and let him decide how to achieve the goals and be responsible for it. They also allow a suitable talented employee to accomplish a whole process instead of completing partially. Communicate and train all employees: it is crucial for Vinamilk to continuously develop. The information updates everyday is massive and if it is not learned frequently, the company employee’s knowledge will be obsolete which will lead to the decreases in productivity and effectiveness. Therefore, Vinamilk has conducted many training course in order to provide the latest information, skills for its employee. There are many types of training methods: the lecture method, discussion methods, case study method, role playing business games, t-group exercises. Besides that, communicating often will help managers understand their employees and make the relationship between employees and managers be better. †¢Motivation and empowerment: these leverage the team’ strength. Leader must aware of his strengths and believe in those of others. Through accurate empowerment, he can utilize the capabilities of his employees. This inspires them to work more efficiently and effectively because they feel that they are an important part in the organization so that they can try their best to enhance the quality of product and service. Job enlargement is expanding the task set into many work areas. It releases the employee from boredom and repetition of the daily activities. It also gives employee higher status and power to control. For example: Sale employee can be allowed to design products within marketing department. †¢Job rotation is sending an employee to many departments which give people the opportunity to use a variety of skills, a nd perform different kinds of work. For example, an employee can work as salesman for six month and then change his job as marketing after that. This is motivating if the employee wants to learn more experience and discover the new. However, since this method do not let employee expertise in any particular field as well as promote them to higher position, abusing this method can cause adverse effects in long-term. †¢Encourage all employees to propose the suggestion: Offering the employees some benefits for their contribution, such as: pay raises, bonuses, career promotion. In addition, public announcement the good mirror in internal and external communication about the excellent performance of employees will motivate the continuous and sustainable improvement of quality. . 3. Recommend improvements which align with the organization’s objectives and goals and which result in improvements The recommendation would be ISO 9001:2000, which requires that an organization use its quality policy, objectives, audit results, data analysis, corrective and preventive actions, and management reviews to continually improve its Q MSs effectiveness. Some managers will wonder, no doubt, how much improvement is necessary for minimum compliance. These people are likely to comply by taking simple actions that, while improving their QMS, may have little positive impact on their businesses as a whole. Those who want measurable business results will go beyond the minimum by integrating their improvement activities and focusing on meeting quality and overall business objectives. Fully embracing continual improvement means integrating activities to achieve improvement. These include: †¢Integrating the data on product, process efficiency and effectiveness so that key measures can be reviewed at once †¢Using internal audit results Using simple analytical techniques to determine priorities †¢Benchmarking the performance of important in-house processes against best-in-class organizations †¢Focusing improvement activities on processes that will most benefit the organization and its stakeholders Real improvement is not accidental. It requires effort and generally takes place on a project-by-project basis. Recognize t hat there are two types of improvement: incremental and breakthrough. They have different characteristics, and some of which are described in the table below. At this point, it is helpful to clarify the difference between corrective and preventive actions which are used in the continual improvement process. Corrective action addresses an undesirable situations cause in order to prevent its recurrence. By contrast, preventive action addresses the probable cause of a potentially undesirable situation. http://hoadn. com/pmp-project-management/pdca-plan-do-check-act-ton-chi-cua-moi-thay-doi/463 http://www. businessballs. com/dtiresources/quality_management_systems_QMS. pdf