THEORETICAL BACKGROUND ON IMPROVEMENT OF THE
Concepts of ISO systems and ISO 9001:2015
The International Organization for Standardization (ISO) is an international standard- setting body founded on 23 February 1947 to promote the development of international manufacturing, trade, and communication standards The ISO story began in 1946 when delegates from 25 countries met at the Institute of Civil Engineers in London and decided to create a new international organization ―to facilitate the international coordination and unification of industrial standards‖ Because the 'International Organization for Standardization' would have different acronyms in different languages (IOS in English, OIN in French for Organisation Internationale de Normalisation), its founders decided to give it the short form ISO which is derived from the Greek ―ISOS‖ meaning ―equal‖
The work of preparing International Standards is normally carried out through more than 250 ISO technical committees ISO members can choose whether they want to be part of a particular technical committee, and their (Cascio, 1996) Normally, the development of an international standard is a multi-stage process: Proposal – Preparatory – Committee – Enquiry – Approval – Publication
Until now, ISO has published over 22,208 International Standards covering almost all aspects of technology and manufacturing (ISO, 2018) Therefore, it takes time to find and understand which ones are the most suitable for our business While some are industry-specific, many of the most popular standards are generic and can be implemented into an organization no matter what sector it is in Below are some most popular standards
It is the most popular standard that can be applied in any organization in any sector
There are fourteen members in a family of quality management standards It was first published in 1987, last in 2015, and has been updated about every 7 years Nowadays, ISO 9001:2015 is the only one that can be certified to (ISO 9000) Over 1,100,000 ISO certifications have been given out in over 170 countries (Charlet, 2017)
The standard details how to put a Quality Management System (QMS) in place to better prepare your organization to produce quality products and services It is customer focused, and places an emphasis on continuous improvement, risk management and top management processes that extended throughout the organization
The ISO 9000 is now made up of three main standards It is highly recommended to use ISO 9000 to become familiar with the fundamental concepts, principles and normative vocabulary of a quality management system before adopting ISO 9001 to achieve an effective level of performance The practices described in ISO 9004 may then be implemented to make your quality management system more efficient in achieving your business goals and objectives
It is a family of standards relating to the environment, similar to ISO 9000 ISO 14001:2015 is the most popular in the family, and is the only one in which an organization can be certified (ISO 14000) It establishes requirements for an Environmental Management System (EMS) and is based on the continuous improvement model PDCA (Plan-Do-Check-Act)
Although it is a voluntary standard, put in place by companies who want to improve their processes, it is now very popular, with nearly 350,000 certifications in 171 countries worldwide (Charlet, 2017)
It is focused on the development and implementation of a food safety management system, and is a requirement for any organization that works in the food chain With multiple standards including 22001 for food and drink, 22002 for food manufacturing, and more, this family is used in a variety of organizations directly or indirectly involved with food such as restaurants, food manufacturers, food transportation services (ISO 22000)
It can be applied on its own or integrated with ISO 9001 Over 32,000 ISO 22000 certifications has been given out all over the world (Charlet, 2017)
One of the newest standards which is Released in 2011, the energy standard ISO 50001:2011 is nevertheless becoming increasingly important (ISO 50001) It is meant for companies to put in place an Energy Management System (EnMS) dedicated to improving energy usage and efficiency This includes reducing an organization’s energy footprint by reducing greenhouse gas emissions as well as energy cost
Although it is not required, but with over 20,000 certifications and a 69% certification increase in 2016 compared to 2015, it is clear that companies are finding benefits and think the standard improves their business processes (Charlet, 2017)
It was developed by a committee of occupational health and safety experts It will take into account other International Standards in this area such as OHSAS 18001, the International Labour Organization's ILO-OSH Guidelines, various national standards and the ILO's international labour standards and conventions
ISO 45001, Occupational health and safety management systems - Requirements, that will help organizations reduce this burden by providing a framework to improve employee safety, reduce workplace risks and create better, safer working conditions (ISO 45001)
1.1.2 Principles of 9001:2015 ISO system 1.1.2.1 Seven principles of 9001:2015 ISO system
ISO 9001 standard sets out the principles for a quality management system which is a way of defining how an organization can meet the requirements of its customers and other stakeholders affected by its work It does not specify what the objectives relating to
―quality‖ or ―meeting customer needs‖ should be, but requires organizations to define these objectives themselves and continually improve their processes in order to reach them
Customer focus: It is the top most items in 7 quality management principles that creates a core base for businesses It highlights the potential benefits to an organization of implementing a quality management system (QMS), including: the ability to consistently provide products and services that meet customer and applicable statutory and regulatory requirements and facilitating opportunities to enhance customer satisfaction Below are some points that an organization should do to meet the customer focus in ISO 9001:2015 standard:
Understand the needs of existing and future customers
Align organizational objectives with customer needs and expectations
Aim to exceed customer expectations
Leadership: The leadership importance of top management has always been in any
ISO systems A system is bound to run into problems without ongoing management support There are many ways that top management needs to demonstrate his leadership and commitment with respect to the QMS, such as being accountable for the Efficiency of the QMS, ensuring resources are available, promoting continual improvement, and ensuring the Quality Policy and objectives are in place and consistent with the goals of the organization and the QMS
Efficiency of applying ISO 9001:2015 in enterprises
In reality, there are numerous definitions of efficiency in many kinds of dictionary to create a common understanding among people Below are some definitions:
Longman Dictionary of Contemporary English: ―Efficiency is the quality of doing something well and effectively, without wasting time, money, or energy‖(Longman Dictionary of Contemporary English, 2018)
Cambridge Dictionary: ―Efficiency is the good use of time and energy in a way that does not waste any (Cambridge University Press, 2018)
Business Dictionary: ―Efficiency is the comparison of what is actually produced or performed with what can be achieved with the same consumption of resources (money, time, labor, etc.)‖ (WebFinance Inc., 2018)
Put simply, efficiency in ISO 9000:2015 is ―the relationship between the results achieved and the resources used‖ (ISO 9000, 2015)
1.2.2 Criteria to measure the efficiency of ISO 9001:2015 system
ISO 9001 is a system aiming to ensure that both external and internal customers’ requirements of an organization are fully met at optimum cost through the efficient utilization of available resources Implementation of the system would therefore need to access based on following criteria:
Labour productivity is concerned with the amount (volume) of output that is obtained from each employee (Rogers, 1998) Rising productivity implies either more output is produced with the same amount of employees, or that less imployees are required to produce the same level of output Labour productivity is calculated using this formula:
Labour Productivity = Output per period (units)
Number of employees at work
In order to remain competitive, a business needs to keep its unit down Naveh and Levene (Levene and Toffel, 2010; Naveh and Erez, 2006) deduced from their surveys that ISO 9001 adoption enhances worker productivity It was said that ISO 9001 certification has a positive and significant effect on operational performance which directly related to organisations’internal operations and labour productivity (Feng et al., 2007) Achieving higher labour productivity will become a simpler task when companies apply quality management system ISO 9001 with detailed and complete work processes and guidelines
According to ISO 9000:2015, quality is a degree to which a set of inherent characteristics of an object fulfils needs or expectations that are stated, generally implied or obligatory (ISO 9000, 2015) The ISO 9001 standard provides guidances and tools for organizations who want to make sure their products and services consistently meet customer requirements and that quality and customer satisfaction are consistently improved Therefore, complying with ISO 9001 ensures customers get consistent, good quality products and services (Adanur and Allen, 1995) On the other hands, improving product quality also means reducing the percentage of returned defects from customers, which in turn brings both operational and business benefits to organizations (Feng et al.,
1.2.2.3 Satisfaction of the implementing units
One important aspect of a successful business is the optimum balance among organization objectives such as cost, quality, and productivity Laszlo’s concept emphasized that rather than concentrating on applying cost-cutting measures to increase the benefits of ISO 9000, management needed to review their own operations and evaluated the satisfaction they individually provide to their internal customers (Laszlo,
1997) The full benefits of ISO 9000 could only be gained when the internal environment of the company becomes more transparent It was easier for employees to access to documents that define their functions, tasks, processes and operation manuals (Bradley, 1994; Penson, 1997) The people using the ISO 9001 standard must have the right motivations of applying, must be communicated to fully understand the present and future benefits of the standard (Conway, 1994) Thus, their integrated and positive attitude towards ISO 9000 was also central to the success of an organization
Uniformity of the ISO document system is extremely important and directly affects the efficiency of an ISO system If a system is constructed without a framework that explicitly defines document layers, types of documents in each layer as well as relationship among documents in the same layer and between layers, it will be very difficult to administrate and to ensure that ISO documents are not conflicted, causing confusion when being used In addition, the management of changes in that document system can not be implemented The use of outdated material can occur, leading to risks of creating unwanted quality products
1.2.2.5 Processing time for quality issues
Time consuming for handling of non-conformities is also a factor in assessing the efficiency of an ISO system If processing time is too long, procedures is too complicated, non-conformity related employees feel inconvenient to obey the procedures In order to ensure timely production, instead of obeying preset procedures, the employees will suggest solutions and make it verbally approved by their leaders This approach will solve the problems immedietly but lead to the failures to record the evidences of inappropriate processes and products, causes and corrective measures taken It later results in being unable to make a report on quality situation of raw materials, by-products and final products; as well as on efficiency of management work
1.2.3 Factors influencing the efficiency of ISO 9001: 2015 system
Nowadays, ISO 9001 is widely implemented by the manufacturing as well as service organizations in order to improve their product and service quality But, the ISO 9001 implementation initiatives are always confronted by the presence of numerous barriers
The organizations need to tackle these barriers for successfully implementing the ISO 9001 standard The systematically analyzing factors affecting the successful implementation of ISO 9001 will enable the managers of the organization to know the impact of different factors on ISO 9001 implementation (Gopal and Attri, 2017)
1.2.3.1 Motivation factors (Driving force) towards obtaining the ISO 9001 certification
Many researchers found a strong interdependence between the companies’ certification motivations and the results obtained According to Subba (Subba et al., 1997), the success of ISO 9001 depended on the extent to which it addresses the original purpose for which it was created Based on 28 surveys by the Science and Engineering Policy Studies Unit (SEPSU, 1994) and 272 Australian firm surveys by Jones (Jones et al., 1997), companies that cited ―customer pressure‖ as their main reason for pursuing certification experienced fewer benefits than those that had a ―developmental view‖ When firms simply reacted to external pressures for getting certified (e.g using ISO 9001 certification as a marketing tool to sign a significant number of contracts (Douglas et al., 2003;
Polsinska et al., 2006), they might treat ISO 9000 certification as a prime goal, adopted a minimalist approach to achieve it and thus achieved limited internal performance improvements (Quazi and Jakobs, 2004) On the other hand, organizations that had strong internal motivation or willingness to improve quality, internal processes and systems rather than merely seek to get a certificate on the wall would get broader positive results from
ISO 9000 certification (Fotopoulos and Psomas, 2010; Llopis and Tari, 2003; Ruzevieius et al., 2004) Indeed, although the main reasons to start implementing a quality system are the pursuance of external advantages, the implementation generally results in an increase in internal benefits of intangible nature such as more apparent working procedures, better employees’ communication, lower degree of non-conformities, and higher efficiency
It is the most important criteria affecting the implementation and performance outcomes of ISO 9001 Lee et al (Lee et al., 2009) showed that managers in organizations
―must realize that ISO 9000 is capable of generating a competitive advantage only if top management is fully committed to the program implementation from a strategic perspective‖ This is evidenced through the fact that top management acts as a driver of the implementation of quality management systems through the provision of necessary resources as well as a key to continuous improvement through the creation of values, goals and systems to satisfy customer expectations and improve organization performance (Chin and Choi, 2003) The true value associated with this certification should be made consistent with an organization’s strategic directions by top managers (Magd, 2008) The higher commitment of top management will lead to higher understanding of the ISO 9000 and higher the measurement of performance and communication (Ab Wahid and Corner,
THE REAL SITUATION OF ISO 9001:2015 SYSTEMS IN SOME
Introduction of Habeco Corporation
The predecessor of Hanoi Beer - Alcohol - Beverage Joint Stock Corporation (Habeco) is Hommel Brewery which was built in 1980 by the French with an initial size of
30 employees for the purpose of serving the French Expeditionary Force In 1954, the North of Vietnam was completely liberated Before retreating, the French troops destroyed all machines and equipments, and burned important technical documents to cripple Hommel Brewery By 1957, according to the Vietnamese government's economic recovery policy, Hommel Brewery was restored and renamed Hanoi Brewery With the wholehearted help of Czech beer experts, on 1 st May 1958, the first trial beer was successfully carried out by Mr Vu Van Boc, a skilled worker of the old Hommel Brewery
On 15 th August 1958, the 13 th anniversary of the successful August Revolution and the formation of the Provisional Democratic Republic as well as the 4 th celebration of the capital’s complete liberation, the first Vietnamese bottle beer named Truc Bach was born in the great joy of employees of Hanoi Brewery It is a product that asserted the ownership of Vietnamese workers and served the essential needs of the Vietnam society at that time
From this milestone, Hanoi Brewery entered a new era - the period of brand affirmation in Vietnam beverage industry and become the pride of Hanoians From then on, August 15 th is chosen as the traditional day of Habeco
In 1993, Hanoi Brewery changed its operation model, renamed it Hanoi Beer Company The company has stepped up its investment expansion, accelerated the renovation of equipments, and increased capacity to 50 million liters per year In 2001, the capacity was raised to 100 million liters per year
On 6 th May 2003, the Ministry of Industry (now the Ministry of Industry and Trade) issued Decision No 75/2003/QD-BCN to establish Hanoi Beer – Alcohol - Beverage Corporation (abbreviated as Habeco) From 16 th June 2008, the corporation officially changed from a state to a joint stock corporation under the Decision No.1863 / QD-TTg dated 28/12/2007 and Decision No 575/QD-TTg dated 16/5/2008 by the Prime Minister
This is an important turning point for Habeco to affirm its position in the integration period
In 2010, the corporation completed and put into operation the project of building a new brewery in Melinh, Hanoi with the capacity of 200 million liters per year It was the most modern synchronous equipment brewery in the Southeast Asia After many years of continuous expansion, at present, Habeco has 2 main breweries, 17 subsidiaries and 6 associated companies, which scatter from the North to the Central provinces of Vietnam (Appendix 1) With a total capacity of over 800 million liters of beer, Habeco is always in the top three beer producers having largest market share in Vietnam
With more than hundred years of tradition and know-how of technology, modern equipment system, skilled, qualified and enthusiastic staffs, products of Habeco have been receiving the million love of Vietnamese as well as international consumers Nowadays, Hanoi beers, which have been built through many generations, have occupied an important position in the belief of the consumers and become the pride of Vietnamese brands The strength of ―a great tree‖ in Vietnam beverage industry has also helped Habeco products being widely distributed not only in the domestic but also in foreign markets such as Taiwan, Korea, England, Germany, USA, Australia, and many other countries around the world Below are some outstanding achievements that Habeco has gained during recent years:
International Asia Pacific Quality Award (IAPQA), 2006;
Golden Europe Award for Quality and Commercial Prestige 2005, Otherways Management & Consulting Association, Paris, France;
29th International Award for the Best Trade Name in Madrid, Spain in 2004;
Gold Star Award of Vietnam, continuously received since 2003;
Gold Star Cup for ―Brand and Trademark‖
2.1.2 Vision and mission of Habeco Corporation
Vision: Hanoi Beer – Alcohol - Beverage Joint Stock Corporation is aiming to become a strong and leading company in Vietnam beer, alcohol and beverage industry
Provide Vietnamese and regional consumers with quality, food safety and hygiene beverages
Contribute to the creation of Vietnamese drinking culture and support for responsible drinking
Have responsibility to the government and society in social security activities
Research and develop strategic, added-value brands to meet the increasing demand of domestic and foreign consumers
2.1.3 Habeco product introduction 2.1.3.1 Truc Bach can and bottle beer
Truc Bach, the first domestic beer in Vietnam since 1958, is named according to Truc Bach Lake - a place associated with the millennial land of civilization Thang Long - Hanoi
This high-grade beer of Habeco is made from the finest imported ingredients such as Saaz, one of the world's four noble herbs, planted exclusively in the Zatec valley, the Czech Republic; and spring barley harvested from the famous raw materials of France and the Czech Republic
Truc Bach Beer is a piece of art with yellow and transparent beer like honey; white, thick, spongy and ―smooth" foam; slightly bitter which gradually turned to the sweet malt taste
2.1.3.2 Hanoi Premium can and bottle beer
Hanoi Premium bottle beer was introduced in 2005 and is oriented in the premium beer segment With the compact and elegance, this product is the ideal choice for parties, formal dining or simply a refreshing drink for individuals wishing to have an unforgettable experience
In 2017, Habeco launched Hanoi Premium can beer with breakthrough in both quality and modern design This high-class beer promises to be a unique product that brings new experiences to the young, the pioneering and trend-leading generation of Vietnam
First introduced to Vietnamese beer lovers in 1992, the quality and convenience of Hanoi can beer make it become an indispensable gift for Vietnamese Tet holiday and other important occasions
This core product of Habeco is a familiar choice in family and friend gatherings of beer lovers in the country because of not only its stable quality, but also its prestigious brand name associated with Hanoi capital
2.1.3.5 Hanoi can and bottle beer with green label
With the desire to better meet the needs of consumers in all parts of the country, in
2014, Habeco has launched Hanoi Green Label Beer - a product dedicates to beer lovers in the Central of Vietnam
The slogan of Hanoi Green Label Beer - "Traditional Flavors - Central Lifestyle" expresses the essence combination of over 120 years of Hanoi Beer and typical beer taste of the Central people Beer lovers will have an unforgettable experience when enjoying the mild flavor, excellent quality of Hanoi Green Label Beer and sceneries of white sandy seas in the center region
2.1.3.6 Hanoi draught beer (Bia Hoi Ha Noi)
Since 1960, Bia Hoi Ha Noi with a cool flavor has always been rated as a prestigious beer brand by beer lovers It is not only the first choice for intimate gatherings of many domestic customers but also one of the most attractions of international friends when visiting Hanoi capital The reputation of this product along with the image of enjoying Bia Hoi Ha Noi at the pavements or the corners of Hanoi streets has long become a popular culture only characterized by Hanoi capital
With the goal of providing consumers a high quality drinking water, Uniaqua was introduced in early 2015 It is a pure, fresh product produced from natural groundwater throughout the modern production line using advanced technologies such as reverse osmosis, membrane filtration, and UV sterilization.
Evaluation of the ISO 9001:2015 efficiency in Habeco breweries
2.2.1 The context of Habeco head quarter and its breweries
At present, based on its business strategy, Habeco applies Joint Stock company model for its management Through the process of development and improvement, the corporation has the following organizational structure:
The head quarter consists of 11 departments located at 183 Hoang Hoa Tham and a research institute located in Hanoi - Me Linh Brewery with the total employees of about 140 people
In 2009, Hanoi - Me Linh Brewery with a capacity of 200 million liters per year was established in Tien Phong commune, Me Linh district, Hanoi This brewery has 4 departments and 3 plants with the total employees of about 290 people
In 2017, the corporation established the Hanoi - Hoang Hoa Tham brewery The brewery organizational structure includes 3 departments and 1 production plant with approximately 300 employees
From the establishment of Hanoi Beer – Alcohol - Beverage Joint Stock Corporation in 2008, the corporation has 13 production sites which run as both subsidiaries and associated companies
Habeco has been constantly investing in improving production capacity and product quality; creating better conditions for production environment; enhancing the health of employees; saving raw materials and energy; and improving the position of the Corporation Since 2001, Habeco head quarter and its two breweries have applied ISO 9001: 2000 and were certified in June 2002 Recognizing the importance of environmental protection and social responsibility, from 2004, the corporation has developed and applied the environmental management system according to ISO 14001: 2004
In line with the development trend, consumers are particularly concerned about food safety and health Thus, Habeco always pays much attention to produce hygiene and food safety products to gain the long-term trust of customers It was done by the development and application of food safety management system ISO 22000: 2005 in 2006 For the purpose of continuous improvement of quality and launch of new products, Technical Institute of Brewing was established in 2007 In 2015, the institute with many modern new analytical instruments and pilot production system has moved to a new building in Melinh Brewery And in 2018, the Analysis Center in the institute was established and applied General requirements for the competence of testing and calibration laboratories ISO/IEC
For production sites in Habeco group, at present, each company has its own management system All companies have developed and been certified food safety management system ISO 22000 which is mandatory for food producers For quality management system ISO 9001, all companies have built up the system but some have not got the certification The ISO 14001 environmental management system has not been fully implemented Companies which are small and locate in the area that in low demanding for developing an environmental management system are lack of ISO 14001
Table 2.1: ISO standards in Habeco member companies
No Company’s name ISO 9001 ISO 14001 ISO 22000
1 Hanoi - Kimbai Beer Joint Stock x x
No Company’s name ISO 9001 ISO 14001 ISO 22000
2 Hanoi - Thaibinh Beer Joint Stock
Habeco Haiphong Beer Joint Stock Company
Invalid certification because of not conducting surveilances and re- certification audits after 1 st certification audit in 2012
Hanoi Beer - Alcohol - Beverage Investment and Development Joint Stock Company x x x
5 Hanoi - Nghean Beer Joint Stock
6 Hanoi - Quangbinh Beer Joint Stock
7 Trading 89 Beer Joint Stock Company x x
8 Hanoi - Namdinh Beer Joint Stock
9 Thanhhoa Beer Joint Stock Company x x x
10 Hanoi - Haiphong Beer Joint Stock
11 Hanoi - Hongha Beer Joint Stock
12 Hanoi - Haiduong Beer Joint Stock Company
Apply but didnot get certification audit x x
13 Hanoi - Quangtri Beer Joint Stock
* Source: ISO Department of HABECO
2.2.2 The real situation of applying ISO 9001: 2015 in some Habeco breweries
The assessment of ISO application ịn Habeco head quarter and member companies is based on the criteria set out in Chapter 1 Primary data collection was done as follows:
The in-depth well-planned interviews (Appendix 5) were made with senior managers, ISO representatives of companies, heads of departments, staffs in specialized departments and workers in production areas in Habeco group After that, each person received the questionnaire (Appendix 6) to evaluate the implementation of ISO 9001 in their own company based on scale of ten In total,
292 completed questionnaires in 310 distributed questionnaires were received which represented a response rate of 94.2% 18 other questionnaires were eliminated because of lacking information Of all 292 completed questionaires, 78 questionaires were delivered to high and middle managers of Habeco head quarters and its member companies (Appendix 2) Based on the data collected, the mean values were found out and used for drawing bellowing charts to evaluate each criterion to understand how effective ISO systems are
Internal audits were planned and done at each department, production plant in each company in Habeco group Each team comprised of 3 to 4 people from Habeco head quarter (Appendix 4) After each audits, internal auditors were asked to fill in the same questionairs (Appendix 6) used for leaders and workers of member companies to evaluate the ISO implementation and compare with the results previously obtained
The expert interviews with senior ISO 9001 experts (Appendix 3) were conducted to find the desired levels for each criterion The efficiency of ISO 9001 implementation was fully understood by comparing this desired level with the current scores assessed by internal auditors and companies by themselves
Labor productivity plays an important role in determining labor wage policy, especially for state-owned enterprises such as Habeco In order to improve labor wages, companies must demonstrate the increase in their productivity And the effect of ISO 9001 adoption on labour productivity is positive Rigorous adherence to written procedures, clear guidelines implies a fairly routinized workplace, avoids mistakes in the production (Levine and Toffel, 2010) Well-defined processes also make it unnecessary for employees to spend time asking how to solve a problem, thus increasing productivity On the other hand, ―continuous improvement‖ principle in ISO 9001 expects emloyees to perform discretionary tasks such as documenting new procedures and contributing quality improvement ideas, it in turns increases the labor productivity
Figure 2.1: Labor productivity in Habeco groups
* Source: Human Resource Department of HABECO
Labor productivity in Habeco is calculated as the number of liters of beer that a labor could produce in a year The labor productivities of different companies were not the same (Figure 2.1) HQ and ID were highly productive partly because they have applied ISO
9001 system quite a long time and their ISO 9001 practice was rather good with transparent procedures and work guidelines In contrast, relatively high labor productivities in NA and HHP was not meaning of good ISO 9001 application It came from high production volume with overtime work and more seasonal workers Companies which have many manual labors, newly and unsthoroughly applied ISO 9001 like ND, KB, QB had low labor productivity In addition, positively changes in labor productivity in Habeco group from 2015 -2017 were not much due to the number of laborers in recent years was almost stable but the production volume of beer increased only from 3 to 5%
Product quality plays a very important role in any business’s survival and it is considered one of the top objectives of any business Habeco always commit to provide its customers with the best carefully refined products However, evaluation of the product or service quality must be based on customer satisfaction, production output and number of customer complaints In Habeco, during the 3-year period from 2015 to 2017, when the sales of beer has slowly grown from 3 to 5%, the comparison of yearly complaints could be used for product quality evaluation Looking on present Habeco’s context, all bottled and canned beers were sold by Habeco head quarter while draught beer and local beers by
HQ KB TB HHP ID NA QB ND TH T89 HP HH HD QT
L abo r pro du ct iv it y (L it re s/perso n/y ea r)
201520162017 production companies In principle, when having product complaints, person in charge in companies has to make a non-conformity report, stating clearly causes, solutions and preventive actions Due to the inefficient ISO application in member companies, records on such customer complaints were not fully done Therefore, Figure 2.2 only showed the number of bottled and canned beers complained by customers in recent 3 years It was seen that complaints were lower through 2015-2017 period, meaning that the product quality of Habeco has become better
Figure 2.2: Number of customer complaints on canned and bottled beers
* Source: ISO Department of HABECO
Based on the fact that different companies have different number of complaints and production output, in order to compare product quality produced by companies, the term
―returned product ratio‖ was introduced
Returned product ratio =Number of customer complaints in a year
Total output million litres in a year
Co m pla ined pro du ct s
Figure 2.3: Comparison of returned product ratios in Habeco companies
* Source: ISO Department of HABECO
It was shown that this ratio was lower over years partly due to application of ISO
9001 in quality management, especially in the end of 2015 when Habeco issued guidelines on equipment, technology and quality control to all companies in Habeco group However, returned product ratios were still rather high in some companies like HHP, NA where ISO
9001 systems were not be certified or not be properly concerned The product quality in
ID, HD was quite good Especially in QB, HP, TH, the number of defective products has declined year by year even to zero like TH in the year of 2017
Satisfaction on ISO 9001 application was based on interviews with senior and middle managers as well as employees in each company Asessment in the access and use of ISO
9001 documents was divided into 3 levels: completely satisfied, relatively satisfied and unsatisfied
HQ TB HHP ID NA QB TH HP HH HD QT
R etu rn ed p ro du ct ratio ( un it/m illi on litre s)
Figure 2.4: Assessment of satisfaction in ISO 9001 application
* Source: Interview results based on Appendix 5, 6
SOLUTIONS FOR IMPROVING THE EFFICIENCY OF ISO 9001
Habeco’s future directions for development
In recent years, Vietnam's beverage industry, especially the beer industry, has experienced increasingly fierce competition in the market with foreign corporations which have strong financial strength and lots of experience in quality management Under that circumstance, in order to make long-term business, to develop as well as to stand firmly on the market, Habeco management system should be built on the basis of an international quality management system ISO 9001 This is an indispensable work, it not only helps Habeco meet the international standards, legal requirements, but also aims to provide the best products and services to consumers
The future development directions of Habeco have been established and written in Quality Policy Handbook by Habeco General Director Habeco will:
Provide high quality products and services to satisfy and orient the increasing consumption trend of the society
Bring practical benefits to customers, shareholders, partners, employees and society
Comply with Vietnamese laws on environment, food safety and other related requirements
Use economically and efficiently energy resources, prioritize green energy application, minimize wastes, prevent environmental pollution
Provide sufficient resources and continuously improve the operation of ISO management systems
Train human resources to meet development trend of Habeco in a competitive environment, build corporate culture
Build and affirm trust with customers and partners: ―Credibility with customers is the foundation of Habeco prosperity.‖
Solutions for improving the efficiency of ISO 9001:2015 in Habeco group
As the third largest brewery in Vietnam, Habeco production group consists of two breweries and 13 member companies At present, only two breweries are running under the control of ISO 9001 system of Habeco head quarter, others companies have built their own ISO 9001 system discretely These unconnected ISO systems hinder the quality control of products Therefore, in order to increase the efficiency of ISO systems, create uniform quality products among production sites as well as enhance the image of the Corporation, it is necessary to integrate the entire ISO systems of Habeco members into the head quarter
This will be done with specific steps as follows (Table 3.1):
Table 3.1: Steps for improving the efficiency of ISO 9001:2015 in Habeco groups
Organize awareness of ISO 9001:2015 and internal auditor training courses for all Habeco group
- Increase staff understanding on ISO system
- Increase quality of internal auditors
Establish a common ISO 9001:2015 system for Habeco group
- Create a common and unique ISO system
- Have chances to increase customer focus
- Encourage dynamic and continuous improvement
3 Establish a software to control Habeco ISO 9001:2015 system
- Create a favorable environment for apply ISO documents
- Increase ISO interactions among companies
- Increase the efficiency in ISO application
3.2.1 Organization of training courses for Habeco group 3.2.1.1 Awareness of ISO 9001:2015 training course
Currently, due to the fact that each company in Habeco group has built its own ISO system by hiring different consultants with different consultancy levels In the process of building an ISO system, awareness training normally by proficient consultants is extremely important because it helps to raise leadership commitment and staff attachment to ISO system The re-training of the ISO 9001:2015 aims to standardize the knowledge of the new ISO standards, and to reach a common understanding among Habeco members in building an integrated ISO system
In order to get the best result, the course should be organized in 2 days and at each member companies to make it easy for all managers and staffs who are responsible for establishment, evaluation, implementation, maintenance and improvement of the ISO 9001:2015 system to attend The content of the course should be designed to get some below targets:
Understand the general quality management system, the benefits of applying ISO 9001:2015
Understand and be able to interpret the principles, structure and all requirements of ISO 9001:2015
Recognize the differences between ISO 9001:2008 and ISO 9001: 2015 versions
Establish quality objectives at relevant functions, levels and planning to achieve
Know how to establish a system with all related documents that fully meet the requirements of interested parties and ISO 9001:2015
Understand how to apply the ISO 9001:2015 system effectively
Demonstrate how to continuously improve the application of ISO 9001:2015 system
It is stated that internal auditors play a key role in enhancing the efficiency of a quality management system A good team of internal auditors not only helps continuously maintain but also improves system performance after being certified Currently, due to the inequality of internal auditors in Habeco companies, it is extremely important to reorganize the internal auditor training course
In order to have qualified internal auditors, each company must select individuals with the following qualities (ISO 19011:2018):
Personal behaviors: ethical, open-minded, diplomatic, observant, perceptive, versatile, tenacious, decisive, self-reliant, acting with fortitude, open to improvement, culturally sensitive, collaborative, etc
Generic, specific knowledge and skills:
Plan and organize the work effectively, conduct the audit within the agreed time schedule; prioritize and focus on matters of significance;
Collect information through effective interviewing, listening, observing and reviewing documents, records and data;
Understand the appropriateness and consequences of using sampling techniques for auditing;
Verify the relevance and accuracy of collected information, assess those factors that may affect the reliability of the audit findings and conclusions
Understand thoroughly ISO 9001:2015 standards and interactions between the components of the management system
Apply legal and contractual requirements and other requirements
Training methods must be combined between theory and practice As internal auditors must be knowledgeable in ISO 9001 standard and related law requirements, the lecturer must carefully analyze all requirements of the standard and give students appropriate exercises After theoretical study, the students will be divided into small groups, leaded by the lecturer to conduct internal assessment at their own company The course content could be designed as follows (each theory content will be accompanied by a practical exercise):
Theory of internal audit: principles, purpose and significance
Requirements and roles of internal auditors and audit team leaders
Planning and implementing internal audits: make annual audit plan, select internal auditor teams, prepare checklist, evaluate document and field, etc
Auditing to each ISO 9001:2015 requirements – Practical internal audit in the member company
Reporting results, non-conformities and recommendations
3.2.2 Establishment of a common ISO 9001:2015 system for Habeco Corporation 3.2.2.1 Rearrangement and amendment ISO documents in Habeco head quarter
The new ISO system will be structured in a way that changes from the four-layer to the five-layer structure The third layer in the old structure will be divided into two layers: the third and fourth layers Documents in the new third layer will be issued by Habeco head quarter and commonly used by the head quarter and its member companies; while those in the new fourth layer will be issued and internally used by each member in Habeco group
In order to make it easy for all companies in Habeco group in issuing documents, it is extremely important to specify abbreviations for each type of document Table 3.1 shows the supposed abbreviations for documents and method of using document in a common Habeco ISO system
Figure 3.1: Five-layer ISO structure
Table 3.2: Abbreviations of documents and method of usages
Type of documents Abbreviation of document
Analysis methodologies for beer products PP x
3 Work processes, Methodologies, Flow charts, Specifications, Product descriptions
4 Operation instructions, job discriptions, Regulations, Forms
Only by changing the head quarter ISO system structure, the integration of ISO systems could be done This change is usually made to the upper layers of ISO documents such as the quality manual and some related procedures Table 3.2 is some suggestions of changing document to make the head quarter ISO system to be suitable in using as an integrated ISO system
Table 3.3: Amendments of head quarter ISO documents
Restructure the content to suit to ISO 9001:2015 requirements and new integrated ISO system of Habeco
2 Procedure for controlling documented information TT.01
- Integrate of TT.01 & TT.02 (Procedures for controlling documents and records)
Revise the process of purchasing goods and services for production and business activities in Habeco group
4 Procedure for controlling production equipments TT.05 - Expand the scope to member companies
- Improve the efficiency of equipment management methods
- Establish schedules for repair and adjustment
5 Procedure for controlling measuring resources TT.07
6 Procedure for internal auditing TT.08 Assign internal auditing times, auditors in
Habeco head quarter and its members
7 Procedure for controlling non-conformities TT.09
Define non-conformities in procurement, processing and transportation that member companies should report and document to the head quarter
8 Procedure for controlling corrective actions TT.10 Expand the scope to member companies
9 Procedure for management review TT.12 Edit yearly management review meeting method and schedule
10 Procedure for TT.14 Define methods for receiving, processing
Code Amendments communication and delivering documents at departments, member companies and head quarter in Habeco
Procedure for updating and assessing the conformation to needs and expectations of interested parties
Improve the approaching methods to the needs and expectations of interested parties
3.2.2.2 Integration of ISO 9001:2015 system of member companies into Habeco head quarter
After all staffs in Habeco head quarter and its members are standardized with ISO 9001:2015, and the head quarter ISO system is modified to conform to the new integrated ISO system, it is time for member companies to revise their own ISO system In order to do that, companies need to clearly identify between sharing and internal documents as described in Table 3.1 and revise only the internal ones to suit to the new integrated ISO system In this process, revised procedure for controlling documented information, TT.01, is useful as it should contain:
Abbreviated names of breweries, member companies, departments, plants in Habeco group (Table 3.3)
Methods of issuing documents in Habeco head quarter, breweries and member companies (Table 3.4, 3.5, 3.6)
In addition to revising all internal documents issued by the companies themselves, reestablishing the quality policy, quality objectives at relevant functions, levels and planning to achieve those objectives is very important to improve the efficiency of ISO performance So far, most companies consider the setting up of quality objectives is formalistic and never track the results of objective implementation
Table 3.4: Abbreviations of compilation breweries/companies/departments in Habeco group Name of Compilation Brewery/Company Abbreviation Name of Compilation Department Abbreviation
Melinh Brewery ML QA Department QA
Hoanghoatham Brewery HHT Office of Board of Directors VP
Thanhhoa Beer JSC TH Finance & Accounting Department TV
Hanoi - Haiduong Beer JSC HD Planning Department KH
Hanoi - Haiphong Beer JSC HP Investment Department DT
Hanoi - Thaibinh Beer JSC TB Technical Department KT
Hanoi - Nghean Beer JSC NA Marketing Department TT
Hanoi - Quangbinh Beer JSC QB HR Department TC
Hanoi - Quangtri Beer JSC QT Procurement Department VT
Habeco - Haiphong Beer JSC HHP Quality Management Department QM
Hanoi - Namdinh Beer JSC ND Technical Institute of Brewing RD
Hanoi - Kimbai Beer JSC KB Administrative Office HC
Hanoi - Hongha Beer JSC HH General Department TH
Hanoi - Hungyen 89 Beer JSC 89 Planning and Procurement Department DD
Hanoi Beer - Alocohol - Beverage Investment and
Development JSC ID Production Plant SX
Table 3.5: Document issuance in Habeco head quarter
Level Document type Document code Compiler Inspector Approver Promulgator
1 Quality manual ST Head of ISO Department Vice
2 Procedures TT.xx Staff assigned by the Head of Department
Work processes, operation instructions, job descriptions, regulations, flow charts, methodologies, specifications
4 Forms AA.xx/BB - yy
Table 3.6: Document issuance in Hanoi – Melinh and Hoanghoatham Breweries
Level Document type Document code Compiler Department
Staff assigned by the Head of Department
Vice General Director in chart
Internal work processes, operation instructions, regulations, flow charts
4 Forms AA.xx/CC.BB-yy
Table 3.7: Document issuance in member companies
Level Document type Document code Compiler Department
3 Work processes for Hanoi Beers
Staff assigned by the Head of Department
Work processes, specifications for local beers, operation instructions, regulations, flow charts, job descriptions
4 Forms AA.xx/CC.BB-yy
Notes: xx: Sequence number of procedure yy: The sequence number of form derived from the document AA: Abbreviation of document
BB: Abbreviation of compilation department CC: Abbreviation of compilation brewery/company
Once the integrated documentation system is developed, the internal audits will be conducted before formal audits begin by the accreditation body Due to the important role of internal auditors in improving the efficiency of the management system, internal audits will be done not only by auditors of its own company but also by cross-company auditors’ team Each team will consist of 3 - 4 people in which team leader who has passed IRCA certified lead auditor training course is from head quarter ISO department; other internal auditor from head quarter and the others from other company in the group This exchange will increase not only the competence but also the inquiry of internal auditors within Habeco group Table 3.7 is one of suggestions to establish internal auditor groups These groups could be changed yearly to help internal auditors learn from each other and learn good practices from audited company
1 Hanoi - Kimbai Beer Joint Stock Company
2 Hanoi - Hongha Beer Joint Stock Company 1
3 Hanoi - Thaibinh Beer Joint Stock Company
4 Hanoi - Namdinh Beer Joint Stock Company 2
5 Habeco Haiphong Beer Joint Stock Company
6 Hanoi - Haiphong Beer Joint Stock Company 3
7 Hanoi - Nghean Beer Joint Stock Company
8 Thanhhoa Beer Joint Stock Company 4
9 Hanoi - Quangbinh Beer Joint Stock Company
10 Hanoi - Quangtri Beer Joint Stock Company 5
11 Hanoi Beer - Alcohol - Beverage Investment and Development Joint Stock Company
12 Hanoi - Haiduong Beer Joint Stock Company 6
13 Trading 89 Beer Joint Stock Company
3.2.3 Establishment of a software to control Habeco ISO 9001:2015 system
After building an integrated ISO system, with about 600 common documents and more than 100 internal documents for each member company, the total number of documents of the entire Habeco ISO 9001 system estimates nearly 2000 documents In order to follow the 7.5 requirements in ISO 9001:2015 system (i.e ISO documents should be available and suitable for use, adequate protected), the management of document distribution, access, retrieval, use, storage and preservation, control of changes, retention and disposition are problems posed to the ISO Department of head quarter These could be done by building an ISO system management software The software should meet some following objectives:
Create an environment that allows information exchange quickly, easily, anytime, anywhere between staffs and member companies
Improve ISO 9001:2015 efficiency by increasing the quality, reducing cost, managing changes and building centralized and unified reports
Install on server home.habeco.com.vn to reduce hardware and installation costs and use existing user data
Ensure security of the system
3.2.3.1 User decentralization in Habeco to manage ISO 9001:2015 system
Figure 3.2: User decentralization in Habeco group
User decentralization is done as shown in Figure 3.2, in which the specific functions of components are listed in Table 3.8
Table 3.9: Functions of departments in head quarter, breweries and companies
Document issuance Document access User decentralization
ISO department in head quarter
All documents in Habeco group
- All staffs in head quarter departments;
ISO representatives in breweries Private documents
Decentralized - common and private documents
- All staffs in brewery departments
- Plant foremen ISO representatives in member companies
- Plant foremen Departments in head quarter, breweries and companies
When a new document is issued, ISO Department in head quarter will upload the document on website https://home.habeco.com.vn and then assign the access to users mentioned in the scope of application If the document is decentralized to breweries and companies, their ISO representatives are responsible for further decentralizing the document to relevant departments After decentralization, all users will receive a notification email At the end of each month, the software will generate an automatic report mentioning the number of new documents, the percentage of decentralized documents, the percentage of on time decentralized documents, etc
3.2.3.2 Management of changes in ISO documents
Control of change is a very important issue, which is defined in Article 7.5.3.2 of ISO 9001: 2015 For a large system of approximately 2000 documents in Habeco group, in order to control the validity, practical relevance and content consistency among documents, some steps should be done:
Clearly classify the document system as described in Figure 3.1
Relevant documents for each document, e.g document B has relations to document
A, document C has relations to document B, etc
Build change management software: when new version of a document is uploaded:
The software will automatically update the new document and saves the old version
The software will notify and set alarm to the person in charge to see, review and change these related documents if needed For example, when document A changes, documents B1, B2, Bn must be reviewed and changed if needed; when document B1 changes, documents C11, C12, C1m must be reviewed and changed if needed, etc (Figure 3.3)
Figure 3.3: Management of changes in ISO documents
3.2.3.3 Establishment of online ISO reports
1 HABECO TRADING ONE MEMBER LIMITED COMPANY
3 HANOI BEER - ALCOHOL - BEVERAGE INVESTMENT AND DEVELOPMENT JSC
4 BEER - ALCOHOL - BEVERAGE PACKAGING JSC
14 HANOI - HAIPHONG BEER – ALCOHOL - BEVERAGE JSC
4 SAN MIGUEL YAMAMURA HAIPHONG GLASS LTD
OFFICE OF BOARD OF DIRECTORS
No Name Job Title Employer
1 Vuong Toan Vice General Director
Hanoi Beer Alcohol Beverage Joint Stock Corporation
2 Nguyen Thi Kieu Chi Head of Quality Management
3 Nguyen Bich Thuy Technical Institute of Brewing
4 Vu Thi Minh Hue Deputy Head of Human Resource
5 Nguyen Thi Le Hoa Deputy Head of Planning Department
6 Nguyen Duc Nam Deputy Head of Marketing
7 Bui Thi Thuy Lanh ISO staff
8 Ngo Manh Linh ISO staff
9 Nguyen Thi Le Thuy Vice Manager
10 Nguyen Thu Hien Head of General Administration
11 Nguyen Duc Khoi Head of Technical and Quality
12 Nguyen Nang Hai Nam ISO staff
13 Duong Van Khanh Vice Manager
14 Nguyen Thi Le Hang Head of General Administration
15 Hoang Thi Thu Ha Head of Technical and Quality
16 Nguyen Ngoc Quang ISO staff
17 Pham Khanh Ly Staff of Technical and Quality
18 Pham Van Khanh Director Hanoi - Kimbai
19 Le Van Chinh Vice-Director
20 Do Van Linh Head of Technical and Quality
No Name Job Title Employer
21 Nguyen Van Quan Production Manager
22 Do Huong Lan ISO staff
Thaibinh Beer Joint Stock Company
24 Nguyen Huu Cuong Vice-Director
25 Pham Thi Kim Dung Head of Technical and Quality
26 Dao Thi Kim Head of Procurement Department
27 Do Van Truong Production Manager
28 Le Xuan Anh Vice-Director
Habeco Haiphong Beer Joint Stock Company
29 Ngo Hoang Hai Head of Technical and Quality
30 Nguyen Thi Van Anh Head of General Administration
31 Dang Quang Chien Production Manager
33 Nguyen Thu Ha Director Hanoi Beer -
Alcohol - Beverage Investment and Development Joint Stock Company
34 Ngo Van Viet Vice-Director
35 Nguyen Thanh Hoa Head of Technical and Quality
36 Tran Dang Tuan Head of Procurement Department
37 Nguyen Xuan Thong Production Manager
38 Nguyen Manh Tung Vice-Director
Hanoi - Nghean Beer Joint Stock
39 Tran Van Sinh Head of Technical and Quality
40 Phan Cong Luong Deputy Head of Technical and
41 Nguyen Hong Le Head of General Administration
42 Dang Thi Quynh An ISO staff
No Name Job Title Employer
44 Nguyen Thanh Loc Vice-Director Beer Joint
45 Tran Quang Head of Technical and Quality
46 Nguyen Hong Hai Production Manager
Quangtri Beer Joint Stock Company
Head of Technical and Quality Department
49 Phan Thi Thanh Lan Head of Procurement Department
50 Hoang Van Hung ISO staff
Namdinh Beer Joint Stock Company
52 Vu The Tuong Vice-Director
Head of Technical and Quality Department
54 Nguyen Huu Toan Production Manager
Thanhhoa Beer Joint Stock Company
56 Do Truong Giang Vice-Director
Head of Technical and Quality Department
Deputy Head of Human Resource Department
59 Le Minh Trang ISO staff
Haiphong Beer Joint Stock Company
61 Pham Quoc Khanh Vice-Director
Head of Technical and Quality Department
63 Dinh Huu Hung Production Manager
Hongha Beer Joint Stock Company
65 Duong Van Hoan Vice-Director
Head of Technical and Quality Department
67 Nguyen Tien Hoi Head of Planning and Procurement
No Name Job Title Employer
68 Pham Huy Hoang Production Manager
Haiduong Beer Joint Stock Company
70 Tran Van Ha Vice-Director
71 Dao Van Thong Head of Technical and Quality
72 Hoang Thi Bich Ngoc Deputy Head of Technical and
73 Truong Thi Dao Head of General Management
74 Nguyen Ngoc Son Production Manager
76 Pham Viet Ha Head of Technical and Quality
77 Nguyen Quang Nghiep Production Manager
78 Nguyen Thi Yen ISO staff
No Name Job Title Employer
Hanoi Operation Manager ISO 9001 senior advisor, lecturer for IRCA Lead Auditor
2 Le Sy Trung General Director Tuv Nord
3 Pho Duc Tru ISO 9001 senior advisor, lecturer for
IRCA Lead Auditor BSI Vietnam
1 Duong Thi Viet Nga Deputy Head of ISO Department – IRCA Lead Auditor
2 Nguyen Thi Kieu Chi Head of Quality Management Department
3 Vu Thi Minh Hue Deputy Head of Human Resource Department
4 Nguyen Thi Le Hoa Deputy Head of Planning Department
5 Hoang Thi Thu Ha Head of Technical and Quality Department - Hanoi –
6 Nguyen Duc Nam Deputy Head of Marketing Department
7 Nguyen Thu Hien Head of General Management Department, Hanoi –
8 Bui Thi Thuy Lanh ISO staff - IRCA Lead Auditor
9 Ngo Manh Linh ISO staff - IRCA Lead Auditor
áp dụng hệ thống ISO 9001
TT Ban lãnh đạo TCT/
Trưởng/Phó phòng, Quản đốc/Phó quản đốc Người lao động
1 Giới thiệu về tổ chức và bối cảnh của tổ chức?
Giới thiệu về chức năng, nhiệm vụ của bộ phận?
Chính sách chất lượng của công ty?
Giới thiệu về sơ đồ tổ chức, phân công nhiệm vụ của công ty?
Chính sách chất lượng của công ty?
Mục tiêu chất lượng của bộ phận?
Chính sách chất lượng và cách thức phổ biến đến người lao động?
Mục tiêu chất lượng của công ty và bộ phận? Đánh giá thực hiện mục tiêu chất lượng?
Trình độ chuyên môn của người lao động?
Xây dựng, đánh giá việc thực hiện mục tiêu chất lượng của công ty?
Các tiêu chuẩn vị trí công việc tại bộ phận và hoạt động để nâng cao chất lượng nhân sự?
Hoạt động đào tạo, các hoạt động nâng cao nghiệp vụ khác được tham gia?
Những rủi ro và cơ hội mà công ty nhận diện là gì? Biện pháp hạn chế rủi ro như thế nảo?
Kiểm soát, theo dõi sức khỏe người lao động? Môi trường làm việc?
Công ty có những hoạt động gì nhằm thúc đẩy các hoạt động sáng kiến cải tiến?
Những rủi ro và cơ hội mà bộ phận gặp phải? Biện pháp hạn chế rủi ro?
Khám sức khỏe định kỳ, khám và theo dõi bệnh nghề nghiệp?
Những hoạt động để đảm bảo cung cấp các nguồn lực về nhân sự, vật chất, cơ sở hạ tầng cho các quá trình?
Việc trao đổi thông tin giữa các bộ phận với nhau, giữa bộ phận với bên ngoài?
Có được phổ biến về nội dung công việc, quyền và nhiệm vụ của bản thân?
8 Những hoạt động nào thể hiện sự hướng đến
Hoạt động quản lý, kiểm soát thông tin dạng văn bản?
Có nhận được và hiểu được các quy định, quy
TT Ban lãnh đạo TCT/
Trưởng/Phó phòng, Quản đốc/Phó quản đốc Người lao động khách hàng của công ty mà lãnh đạo cho là cần thiết và công ty đang thực hiện? trình liên quan đến công việc của bản thân?
Kiểm soát sự thay đổi và các biện pháp kiểm soát sự thay đổi của hệ thống? Đánh giá nhà cung ứng?
Hiệu quả của việc truyền đạt thông tin về các tiêu chuẩn, tài liệu, hướng dẫn? Người lao động có nắm được những thay đổi khi phát sinh không?
10 Hoạt động xem xét lãnh đạo hàng năm?
Kiểm soát và theo dõi việc xử lý các điểm không phù hợp? Lưu hồ sơ của hoạt động xử lý sản phẩm không phù hợp?
Hoạt động bảo quản, lưu trữ hàng hóa của đơn vị và của các nhà cung ứng?
Hoạch định, kiểm soát và điều hành hoạt động sản xuất?
Cách thức xử lý khiếu nại khách hàng? Đánh giá sự thỏa mãn của khách hàng?
Tìm hiểu nhu cầu mong đợi của khách hàng và các bên liên quan?
Kiểm soát các yêu cầu đối với sản phẩm và dịch vụ?
Hoạt động đo lường, phân tích?
Đố i v ới Lãnh đạo/Cán bộ/Nhân viên các công ty: Anh/Chị vui lòng đánh giá các tiêu chí bằng cách lựa chọn số điểm trong thang điểm 1-10 dựa trên cảm nhận của Anh/Chị về việc áp dụng hệ thống ISO tại đơn vị mình
Đố i v ới các chuyên gia đánh giá nộ i b ộ : Dựa vào kết quả đánh giá nội bộ, Anh/chị vui lòng lựa chọn số điểm trong thang điểm 1-10 để đánh giá hiệu quả việc áp dụng hệ thống ISO tại đơn vị được đánh giá
1 Bảng kết quả đánh giá việc thực hiện ISO 9001:2015
TT Chỉ tiêu đánh giá Điểm
1 Cam kết của Lãnh đạo
2 Xây dựng và thực hiện mục tiêu chất lượng
3 Hoạch định trong sản xuất: công tác lập kế hoạch, xác định rủi ro và cơ hội, quản trị sự thay đổi…
TT Chỉ tiêu đánh giá Điểm
1 - 2 3 - 4 5 - 6 7 - 8 9 - 10 lực cho sản xuất: con người, máy móc, thiết bị, trao đổi thông tin…
5 Kiểm soát chất lượng, quá trình sản xuất, truy xuất nguồn gốc, …
II PHẦN DÀNH CHO CHUYÊN GIA ĐÁNH GIÁ NỘI BỘ
1 Hiểu biết về bối cảnh của tổ chức, điểm mạnh diểm yếu, cơ hội, thách thức, rủi ro
2 Xây dựng và thực hiện theo hệ thống tài liệu liên quan đến khách hàng: xác định nhu cầu khách hàng, đánh giá sự thỏa mãn của khách hàng, quy định giải quyết khiếu nại, quy chế bán hàng…
3 Kiểm soát sản phẩm không phù hợp và khắc phục phòng ngừa
