Quality management for product at the lovebread bakery company ,ltd

Sincerely the Board of Directors and colleagues in the company: sales department, quality management department, production department, .... Effect of economic management mechanism: ---

ACKNOWLEDGEMENTS

First of all with sincere feelings and deep gratitude, I would like to thank the teachers at the Open University and Solvay University of class MBQPM6 for their devotion and teaching

in research.Help have deep knowledge to complete the last lesson

Sincerely the Board of Directors and colleagues in the company: sales department, quality management department, production department, have helped, facilitate and provide the data and documents needed To study and complete this dissertation

In particular I am deeply grateful to Professor Martin for taking the time to instruct and facilitate me during the course of the research project and to complete the final project Finally, I would like to express my sincere thanks to my family and my colleagues and friends in MBQPM6 for sharing information and helping with study and research

Student

Đường Phúc Nguyên

ACADEMIC TUTOR AND PRACTICAL TUTOR’S COMMENTS AND

APPROVAL

TABLE OF CONTENTS

INTRODUCTION - 9

PART 1: QUALITY CONTROL ISSUES AT THE LOVEBREAD BAKERY CO., LTD - 11

CHAPTER 1: INTRODUCTION TO THE LOVEBREAD BAKERY.CO.,LTD 11

1 About us: - 11

1.1 Business activities: - 11

1.2 Personnel situation and organization chart of the lovebread bakery: 12

1.2.1 Company's personnel situation: - 12

1.2.2 Organization chart: - 12

1.2.3 Purpose of establishment: - 14

1.2.4 Mission: - 14

1.2.5 Vision: - 14

1.2.6 Core Values: - 14

1.2.7 Direction to customer target: - 14

2 Business results: - 14

2.1 Main product categories: - 14

2.2 Business Overview of Lovebread: - 15

2.3 Marketing and Sales: - 17

CHAPTER 2: PRODUCTION PROCESS AT THE LOVEBREAD BAKERY.CO.,LTD - 19

1 Current of product quality management at the Lovebread Bakery.CO.LTD: 19 1.1 Applying HACCP system and ISO 22000: 2005 system applied at Lovebread: - 19

1.1.1 HACCP System: - 19

1.1.2 ISO 22000: 2005 System: - 21

1.2 Quality Policy: - 22

1.3 Quality planning: - 22

1.3.1 Quality objective: - 23

1.3.2 Backlog issues: - 24

1.4 Quality control work: - 24

1.4.1 Control of People: - 25

1.4.2 Control method and process: - 25

1.4.3 Control of equipment used in production and testing: - 25

1.4.4 Work environment: - 25

1.4.5 Relationship department: - 25

1.5 Quality assurance work: - 38

1.5.1 Humans: - 38

1.5.2 Process trace: - 38

1.5.3 Tools: - 38

1.5.4 Work environment: - 38

1.5.5 Relationship with the department - 38

1.5.6 Who control Quality control staff? - 38

1.6 The strengths and weaknesses of QMS (Quality Management System) in Lovebread: - 39

1.6.1 Strength: - 39

1.6.2 Weakness: - 39

2 Factors affecting quality management in the company: - 40

2.1 Backlogs: - 40

2.1.1 Subjective factors: - 40

2.1.2 Objective factors: - 41

2.2 The demand of the economy: - 43

2.3 The development of science and technology: - 43

2.4 Effect of economic management mechanism: - 44

PART 2: IMPROVE MANAGEMENT AND QUALITY ASSURANCE AT LOVEBREAD BAKERY CO., LTD. - 45

CHAPTER 1: THE BASICS TO IMPROVE MANAGEMENT, QUALITY ASSURANCE AT LOVEBREAD COMPANY - 45

1 P-D-C-A ( Plan –Do –Check – Action): - 45

1.1 P (Plan): - 45

1.2 D (Do): - 45

1.3 C (check): - 46

1.4 A (Action): - 46

2 Benchmarking: - 46

CHAPTER 2: IMPROVING MANAGEMENT QUALITY, QUALITY PRODUCTS AT LOVEBREAD BAKERY CO., LTD - 47

1 Improved planning solution: - 47

1.1 Quality management system planning solution: - 47

1.2 Solutions to improve management review and improvement: - 47

1.3 Complete solution for effective control when using KPI (key performance indicators): - 48

1.4 Complete solution for quality planning: - 48

1.5 Complete solutions for measuring instruments and instruments: - 48

2 Quality control solutions: - 48

2.1 Quality control measures in the control of input materials (purchase process): - 48

2.2 Quality control measures of the incubation process: - 48

2.3 Quality control measures for baking and other processes: - 49

3 Quality Assurance and Quality Improvement Solutions: - 55

3.1 Quality Control CIRCLE( QCC): - 55

3.2 Continuously raise awareness on quality assurance and quality management among staff through periodic training, communication and instruction - 56

3.3 Solutions to perfect working environment - 56

CONCLUSION - 57

REFERENCES - 58

LIST OF PICTURES IN REPORT

Figure 1: Partners – source from Business Dpt 11

Figure 2: Company organization chart 12

Figure 3: Breadcrumbs – Business Department Source 15

Figure 4: Annual sales of Lovebread 16

Figure 5: Sales of month numbers for all branches in August, September, October 2017 18

Figure 6: Flowchart of the Critical Control Point (CCP) 20

Figure 7: Value mapping 24

Figure 8: Oven temperature thermometer 32

Figure 9:Time setting device 32

Figure 10: Color palette to contrast the baked pastry color 33

Figure 11: Color of Bread after Baking 33

Figure 12: Form track the baking process34Figure 13: Image layout backing process 35

Figure 14: Form of work plan 46

Figure 15: Fishbone Diagram to explain the faulty breads 50

Figure 16: Diagram about statistical data of Defect Types 53

Figure 17: Layout the sample 53

Figure 18: Diagram about statistic data from Checking and recording the capacity of QC 55

LIST OF TABLE IN REPORT

Table1: Table of employee statistics on February 2018 compare to 2017 12

Table 2: Revenue table of the years 2014, 2015, 2016, 2017 16

Table 3: Table of revenue of stores in month 8,9,10 on 2017 17

Table 4: Plan do Quality objective 23

Table 5: Main Production Process 26

Table 6: Baking process 29

Table 7: Process of Baking Quality Control Process 30

Table 8: Flowchart of quality control baking process 32

Table 9: List Defect Types 50

Table 10: Statistic data of Defect Types 51

Table 11: Checking and recording the capacity of QC in 64 weight test times a day 52

Table 12: Statistic data from Checking and recording the capacity of QC 53

INTRODUCTION

Today, in the world of product quality and product quality management is becoming a very important issue, to some degree, we can see a marked change in the market for the product And service Major trade blocs are being developed in the Asia Pacific and North America European countries aim to achieve economic harmony Between the major and the major trading blocs within the blocks, in countries and at every level of the company, the demand for quality has increased steadily Quality has become a vital issue, deciding the existence and development of the business, quality is the most powerful driving force for business operations in the world

Over the last twenty years of socio-economic reform, product quality and product quality management in Vietnam have seen significant improvements Not the consumers value the quality of products or services that businesses have also recognized the importance of quality As a result, managers have considered quality and quality management to be an urgent matter

Now with the opening process Vietnam joining the ASEAN countries, becoming a member of APEC has created opportunities for the development of the country, but at the same time poses great challenges, namely the elimination of tariff barriers Goods of other countries shall be freely circulated in the countries of the association This situation has given Vietnamese enterprises new challenges The competition in the market will be more and more fierce, the drastic pressure of imported goods, the demand of consumers at home and abroad for the quality of goods and services are increasing Therefore, Vietnamese enterprises Nowadays, quality and quality management are at the heart of corporate governance

With a variety of pastry brands in Ho Chi Minh City,

Love bread Co., Ltd is a business that is facing the challenge of quality competition, together with the strong development of the current market economy, free development in the ASEAN economic community; The products of Love bread are not only under pressure

of quality, price, service from products from domestic companies such as Grival, Brodard, Kinh, Duc Phat, ABC, Lam Dong, but also from the foreign brands Break talk, Tours jours, Paris Baguette As a result, managers value product quality as a key to the success of the business

The company wants to survive and develop sustainably, it is nothing more than to continuously improve and improve the quality management of products This is important

to maintain competition

Derived from the importance of quality control of cake products

I decided to do research on the subject: "Quality management for the product at The Love bread Bakery Co., Ltd."

In order to evaluate the quality of bakery products of the Company and propose some perfect solutions for the quality management of bakery products, contributing to improve the business efficiency and value of products This requires rigorous control procedures to ensure product quality and to meet customer expectations

Objectives of the study

Analysis of the status of product quality management of Love bread Co., Ltd, from which

to propose some practical solutions to improve product quality management, to facilitate the competitiveness of Company and product value

Research subjects

Issues related to the quality management of products include quality management of inputs

of raw materials in the process of purchasing, storage, quality management in the production process and quality management of the output of the product from which to work out feasible measures to improve the efficiency of the current quality control gear

Structure of the thesis

Apart from the introduction, conclusions, appendices, and bibliography of the dissertation, there are two main sections:

Part 1: Quality control issues at love bread

Part 2: Improve management and quality assurance at Love bread Pastry Company

PART 1: QUALITY CONTROL ISSUES AT THE LOVEBREAD BAKERY CO.,

LTD

CHAPTER 1: INTRODUCTION TO THE LOVEBREAD BAKERY.CO.,LTD

1 About us:

- Company Name: Lovebread Bakery Co., Ltd

- Trading name: THE LOVEBREAD BAKERY CO., LTD

- Address: 520/82B National Road.13, Hiep Binh Phuoc Ward, Thu Duc District, HCMC

- Telephone : (+84.28) 39680978 – 36020523 Hotline: 0909 345 422

- E-mail : banhmilovebread@gmail.com

- Website : www.lovebread.vn

- Use the generic logo for all kind of products:

- The Slogan use for Business is: Safe choice ( allways following with logo)

- Business products: Producing and Supplying all kind of cakes, cookies and breads

- Domestic market: The CO.OP Mart system, the chain stores Family Mart convenience store, Shop&Go convenience store , schools and hotels, hospitals, business associations

1.1 Business activities:

Founded in 2004, Lovebread is a brand that originated in Singapore

In 2007, when managers and investors returned to Singapore, they stopped investing in Vietnam The entire brand of Lovebread was acquired and transferred to Vietnamese enterprises to manage and continue to do business in Vietnam

At the present time after more than 10 years of existence and development Lovebread has developed a wide variety

of new and expanded items with a range

of retail stores as well as offering a wide variety of breads on the market for partners, restaurants, hotels, schools, tours, supermarket chain Co.opmart, convenience store Family, Shop & Go Every day, Lovebread produces more than 80 different kinds of cakes, including all kinds of bread, cookies, cream cakes, cakes, sandwiches

Figure 1: Partners – source from Business Dpt

At present, the distribution network of Lovebread is widely available to supply and meet the needs of consumers in the supermarkets Coop mart: Phu My Hung, Binh Tan, Cong Quynh, Nguyen Dinh Chieu , Dinh Tien Hoang, Hoa Hao, Ly Thuong Kiet, Nhieu Loc, Phan Van Tri, Phu Lam, Rach Mieu, MBC, Tuy Ly Vuong You can also choose the line

of Lovebread at Vinmart Nguyen Van Huong, Phan Xich Long, Nguyen Trong Tuyen, Ky Dong, Bach Dang, Bui Vien, Thu Duc, Tay Thanh, Tran Hung Dao, Dong Tran Huy Lieu,

Ba Mon, Au Co, Le Binh, Nguyen Van Thu, Tran Xuan Soan, Quang Trung, Nguyen Thi Thap, Ton Dan, Hoang Dieu, two Ms Trung, Banh Van Tran, Nguyen Hong Dao, Ho Ba Kien, Hau Giang, Ong Ich Khiem, Dien Bien Phu, Thai Binh In addition, you can also visit the stalls of Lovebread at the Aeon mall Tan Phu Celadon, Aeon mall Binh Duong Canary; and at the shop outside at E-town 2 Business associations in Ho Chi Minh City, BNI business association

Not only innovation of cake flavor, innovation of cake design, Lovebread also met the taste just delicious - just beautiful when launching the product with the model, hygienic, convenient and attractive packaging Visually, full of attraction Customers will have many options and comfortable for themselves

1.2 Personnel situation and organization chart of the lovebread bakery:

1.2.1 Company's personnel situation:

Table1: Table of employee statistics on February 2018 compare to 2017

Quatity (personal)

(Source from human resources department)

Staffing and competence standards are a great influence on future work planning

Figure 2: Company organization chart

(Source from quality management department)

- General Director: Being the legal representative of all transactions, the legal representative of the company, is responsible for controlling and operating the company, but Lovebread has a special point; general manager directly to the general management department and the accounting department, not the executive director of management

- Managing Director: Direct management of departments: sales department, production department, human resources department, quality management department Control and monitor departmental operations, interact and solve Related issues

Create and maintain an internal environment where people commit to implementing the 5S, HACCP, and ISO 22000: 2005 systems, to spread the word and motivation for the company's goals and objectives Evaluate, arrange and implement activities in a consistent manner

Minimize the exchange of misleading information between levels within the company Consider the needs of all interested parties including customers, employees, suppliers Establish a clear vision of the future of the company, setting the operating goals for the company

Commit to the decision to make and provide the necessary resources

Creating a company environment is always aiming at continuous improvement of the system to achieve efficiency

- Assistant Managing Director: monitor and deploy the affairs of the Director to ask, manage and report the status of activities and issues related to the management room, sales department, production room , Human resouces department

- Head of the General Administration: responsible for managing and maintaining equipment maintenance, cleaning up the job, managing and monitoring the packaging and delivery department Monitor and perform corporate governance tasks

Department:

- Division of General Management: is the unit that has the function of controlling the parts: packaging, transport, protection, espionage, maintenance

- General administration track and report work to the CEO

- The accounting section: has the function of monitoring and supervising the financial and all assets of the company and has the function of accounting the expenses of economic operations in accordance with the State regulations

- Business Department: responsible for exchanging with customers about the bakery business, performing the responsibility of signing sales contracts, managing retail stores Responsible for managing the purchasing department of the company

- Personnel department: has the function of managing and organizing personnel, labor management, salary, organizing training to improve skills, recruitment

- Production department: has the function of organizing production management

Include parts: research and development and production

1.2.3 Purpose of establishment:

- Produce and distribute cakes, breads for consumers, do not use preservatives

- Return the right taste of European-Japanese pastry cake through each cake

1.2.4 Mission:

- Do not stop development, improve product quality to bring satisfaction to customers

- Employees are encouraged to maximize the capacity and spirit of creativity and continuous improvement to ensure the quality to meet market demand with reasonable price and superior service

1.2.5 Vision:

Looking to 2025, Lovebread will be the leading manufacturer and supplier of bread in Vietnam, heading towards ASEAN

1.2.6 Core Values:

Increase all nutritional value of the product

Build and connect Lovebread brand to community networks

Diversify the lines according to consumers' tastes, taking Japanese culture and cuisine as the standard

Build skill for Employees, professional, and customer-centered human resources with Slogan "Safety-Believe-Delicious"

1.2.7 Direction to customer target:

All customers in Ho Chi Minh City Coop Mart convenience stores, Family Mart, Shop &

Go, international schools

2 Business results:

2.1 Main product categories:

Figure 3: Breadcrumbs – Business Department Source

2.2 Business Overview of Lovebread:

With over 10 years of establishment and development, the line of Lovebread has gradually affirmed its position in the Vietnamese bakery market At present, the distribution network

of Lovebread is widely available to supply and meet the needs of consumers in the supermarkets Coop mart: Phu My Hung, Binh Tan, Cong Quynh, Nguyen Dinh Chieu , Dinh Tien Hoang, Hoa Hao, Ly Thuong Kiet, Nhieu Loc, Phan Van Tri, Phu Lam, Rach Mieu You can also choose the Lovebread line at Family convenience stores and Shop &

Go, Co.op food Also, know about Lovebread at the Etown Republic store

In the period from 2014 to now, the market Ho Chi Minh City has appeared many brands

of convenience stores: Shop & Go, Family, Cicle K, Mini-stop, Vinmart, B-mart These convenience store brands expand rapidly and their target customers are students and office workers These objects need convenient products to serve their needs, when their time is limited and they have to work a lot Pastry products are one of the products that fit this need Therefore, to grasp this demand and partners on the company has researched and produced many products to meet the needs of customers The measure for all the development of the enterprise is the result of business activities of that enterprise As shown in the table, revenue has increased significantly, indicating a response to these markets

There is also a change in the business strategy of the company is selling and distribution to the convenience store chain market, in addition to the traditional market is CO-OP mart supermarket

To see the development of the market mentioned above see the revenue situation:

- To see how the expansion of the retail chain (convenience store chain) affects the company's sales compared to traditional channels

- As shown in Table 2 and Table 3

Annual sales of Lovebread:

Table 2: Revenue table of the years 2014, 2015, 2016, 2017

(Source from Business Department)

Figure 4: Annual sales of Lovebread

The table 2 and the chart showing sales over the years 2014, 2015, 2016 and 2017 show a fast turnaround in sales from convenience stores, which are the current trend Meet the buying needs of the younger generation and the current office generation

Year 2014 Year 2015 Year 2016 Year 2017

Net revenue for the three years 2014,

2015, 2016, 2017( Billion VND)

REVENUE OF 2014 REVENUE OF 2015 REVENUE OF 2016 REVENUE OF 2017

2.3 Marketing and Sales:

Regardless of the type of business, the efficiency of the business and sales is visually represented by revenue So track sales for 3 months of 8.9,10 in 2017 according to the table below( table 3)

To have a look at the current business situation and customer needs

Table 3: Table of revenue of stores in month 8,9,10 on 2017

Figure 5: Sales of month numbers for all branches in August, September, October 2017

In table 3 and chart number 5, details are shown for sales of 3, 08, 09, 10 of 2017 We see sales at convenience stores leading the company's revenue today

Sales figures are shown through the plan:

- Sales through supermarket channels and convenience stores

- Sales and advertising through business associations: BNI, 2030 young businessmen

- Sales and advertising through online channels, zalo, facebook, viber and hotline The sales of the Family & Shop & Go convenience stores are higher than those of the Coop Mart supermarkets in the first three months of 2017 The company's sales are driven

by sales results for the convenience store

The content of the business will affect the product and the strategies and objectives of quality control, quality assurance products will be interested Board of Directors.To meet

the needs of customers

REVENUE OF ALL STORE

August September October

CHAPTER 2: PRODUCTION PROCESS AT THE LOVEBREAD

BAKERY.CO.,LTD

1 Current of product quality management at the Lovebread Bakery.CO.LTD: 1.1 Applying HACCP system and ISO 22000: 2005 system applied at Lovebread: 1.1.1 HACCP System:

1.1.1.2 Why apply HACCP?

Facing with opportunities and challenges in the bakery business, ensuring food hygiene and safety in line with the requirements of the food hygiene and safety law, to closely control the risks that may occur

Awareness of food-borne illness is increasing and concerns of consumers and food business systems It is required to apply HACCP standards from customers and partners in the consumption of products of the Company

In addition to expressing commitment of the Board of Directors to customers through the product with the message Slogan: the safe choice From the second quarter of June 2016, the Board plans to apply and implement the HACCP system into the production of the company

From June 2016 to December 2016, appropriate infrastructure and HACCP plans, HACCP manuals and related requirements will be implemented

Beginning January 01, 2017, the HACCP system was assessed and formal application for certification from the SIS was completed

1.1.1.3 Food safety policy:

With the food safety policy as follows:

- Improve food safety management system through HACCP and 5S standards in order to survive and develop sustainably

- Each employee is responsible for compliance with HACCP food safety regulations

- All staff will be trained annually on food safety

This is a food safety policy to have full assurance that the customer receives nutrition and will not be contaminated by the bakery that affects the health of the customer

With the above policies, the Board of Directors of Lovebread Co., Ltd set out the objectives of food safety:

- 90% of the company employees are trained in HACCP awareness

- 90% of the food ingredients are purchased from originating sources approved

- 80% of staff complied with personal hygiene regulations and participated in 2 food safety courses per year

1.1.1.4 The status of applying HACCP in the company

- Identification of hazards associated with production was quickly identified by the HACCP team

- The HACCP team is formed by decision of the CEO, including the team leader, deputy head related to the production process

- The production flow is established and hazards are established and collated at the stages

of the main production line Critical control points (CCPs) are built to control hazards, ensuring that targets are being achieved

- The flow clearly shows every step of the activity, from the purchase of food ingredients

to transportation delivered to customers Each step of this activity can be considered as a control point to prevent food safety problems

- We have 3 Critical Control Poins( CCP): CCP1, CCP2, CCP3 As we reasonably believe in the current production process; in 3 stages such as:

- Everyday activities to ensure the hygiene and control of insects are in production are carried out and monitored by the SSOP(Sanitation Standard Operating Procedures)

- Sanitary Standard Operating Procedures These are the primary sanitation control procedures

- Based on Hazard Identification Description table and HACCP Implementation Plan

- If there are inappropriate points, these non-conformities will be recorded and a corrective and preventive approach will be proposed

- According to Figure 6, the production flow has identified three Critical Control Points (CCPs) to control identified hazards and to analyze hazards that affect the production process Quality control content was expanded in subsequent studies

o CCP1 (criticle control poin 1): Built to control all input materials Satisfying material purchase, import standards and be checked and quality control supplier Control measures are set up to control the hazards, chemical and biological contamination of the material: the form of input testing, the inspection of the sensory, the process of checking and controlling the input materials, purchase and supplier evaluation procedures, inappropriate product control procedures, return policy…

The placement of CCP1 ensures that the material is controlled and graded at the outset to ensure the quality of the product is produced

o CCP 2( Criticle control poin 2): Built to control microbial hazard, with the effect of baking temperature above 180 oC to 250 oC will eliminate the microbial hazards of finished products

Control methods: temperature table and baking time for each type of cake, forms for monitoring the operation of the oven, oven temperature A list of baking system errors and corrective actions

Control forms, temperature control, oven maintenance monitoring, baking process will control the microbiological hazards that affect the quality of the finished product

o CCP3( criticle control point 3): Built to control physical, chemical and microbiological hazards for the product during packaging

100% of products are checked before and after packing

Sanitary Standard Operating Procedures (SSOPs) are carried out each day, the process and instructions for packaging are described and training is provided to the packaging staff

1.1.2 ISO 22000: 2005 System:

International standard ISO 22000 issued by the International Organization for Standardization to develop a system of hygiene control safety in the process of production and processing of food with the scope of application internationally, in line with the coin Global economic integration

The difference between ISO 22000:2005 and HACCP is that ISO 22000:2005 adds requirements for management systems with a similar structure to ISO 9001, which will facilitate the integration of ISO 22000 and ISO 9001

ISO 22000:2005 is a food safety management system, issued in 2005

1.1.2.1 Why apply ISO 22000:2005?

In the process of developing and applying HACCP, the Board of Directors of Lovebread recognizes that ISO 22000: 2005 covers the requirements of a management system, so

choosing ISO 22000 can help businesses control a Comprehensive aspects and processes related to food safety and hygiene Because food safety hazards can enter the food chain at any stage, full control and communication throughout the process is essential Only one stage in the weak supply chain can cause food insecurity, which can pose a risk to consumers and costly in terms of supplier costs State regulations on food safety and hygiene tended to mandate the application of ISO 22000 standards, so enterprises with HACCP had to convert to ISO 22000

- January 01, 2017 plan for the implementation of ISO 22000: 2005

- From January 2017 to May 2017, the quality manual and procedures were developed

- May 05, 2017 submitted the request for assessment certification

- Late May 05/2017 assessed and certified ISO 22000: 2005 from SIS (USA)

1.1.2.2 Some benefits when applying ISO 22000: 2005 at Lovebread:

- Reduce cost of products by reducing the cost of processing products defect, control raw materials Due to the development of process sets and related documents and records for monitoring, inspection, evaluation and improvement of quality objectives

- Build a better working environment inside factory where information is interconnected

in the parts and is thoroughly and quickly processed

- Reduce costs and be considered to extend the period of testing periodically from 6 months to 1 year and product release time from 3 years to 5 years When using certification results

- Certificate of quality management system ISO 22000 and HACCP is evidence of reliability, acceptable in exchanging and signing business cooperation agreement

- Increased competition in the market with acceptable evidence of conformity with an accepted standard at the national, regional or international level - Satisfying national regulatory requirements and have the opportunity to overcome the technical barriers of many markets in the world with bilateral and multilateral recognition agreements; Support for export

- Get the confidence of customers, the consumer community

- Satisfying the increasing demand of consumers for quality and safety of products

1.2 Quality Policy:

Lovebread bakery co., LTD is committed to implementing integrated quality management system in accordance with ISO 22000: 2005 & HACCP meet all requirements of customers with the motto:

CONTINUOUS IMPROVEMENT, CUSTOMER SATISFACTION

- Location: Head of department and QA, QC positions

- Build quality goals

- Build quality manual

- Develop process procedures

- Develop document control

- Build on the control of records

The company has set up quality food hygiene and safety policies so that users receive high quality health safety on the basis of meeting the requirements of customers, employees / workers; Legislative requirements set out to achieve vision, mission and values are accepted and supported by all parties It should be reviewed regularly to ensure that it is always appropriate and the basis for public We set the goal of quality food hygiene and safety for everyone The Company continually monitors and analyzes the organization's environment to identify and evaluate the resource capabilities of the current process, identify future needs for resources and technology, update the strategy and The policy and perception needed to meet the needs and expectations of customers and interested parties

In pursuit of strategy and policies for sustainable success, Lovebread always establishes and maintains processes and activities to translate strategies and policies into measurable goals at all levels in the organization Establish timelines for each goal and assign responsibilities and authority to achieve goals, assess strategic risks, and identify appropriate containment measures, provide resources for bridge requirements to carry out the necessary activities and administer those activities to achieve these goals

1.3.1 Quality objective:

- Establishment of integrated management system up to ISO 22000 in May 2017

- 80% of employees are checked every day for compliance with food hygiene and safety regulations in accordance with ISO 22000 & HACCP

- 90% of the purchased food ingredients originated from approved sources

Table 4: Plan do Quality objective

responsible

Time to start and finish Established

- Establishing the ISO Board

- Analysis of the way the process

- Compose system documentation

- Training for internal awareness and assessment

- Operating system guidelines

- Organizing internal assessment

- Invite the third party to evaluate the certification

ISO Board of the company

Start 15/3/2017 and finish 15/4/2017

- Take care of your hands

- Check uniforms regulations

- Check personal hygiene practices during processing

department and Quality control

2017 to December

- Planning to buy raw materials

- Request suppliers, provide all documents related to food safety

- Eliminate suppliers that do not have a clear origin

- Deliverables must be on time and place

Purchasing and Quality control

From March

2017 to December

2018

(Source QMS Dpt)

1.3.2 Backlog issues:

Problems in production and maintenance of machinery systems:

- Made to order and have to make more shifts while the price quotes do not add up to a lot of shifts

- Staffs are not trained to improve their skills so low productivity, as well as product quality is limited Frequent passive orders in large quantities

- The machinery system is too old or malfunctioning

- No maintenance team, always have to call outside with high cost and long downtime

- Errors in the production process are not controlled and rooted

- The delayed production of each order is always occurring and is not controlled appropriately

- The stages of the main production process are always at risk for inappropriate products

- Analyzing the fish bone chart shows the risks of machinery, personnel, materials

- Waste control: There are 8 types of waste in production:

 Over production Inventory

 Waste Conveyone

 Waste Defect

 Waste Processing

 Waste Operation

 Waste Idle Time

 Waste of human resources

 Value flow Of Lovebread

1.4 Quality control work:

Quality control of the company is implemented through the following issues

- Control of People

- Control method and process

- Control of equipment used in production and testing

- Work environment; Supplier control

- Information control: Relationships with departments

Who controls Quality control staff?

1.4.2 Control method and process:

- Process of quality inspection

- Semi-finished inspection process

- Incorrect product control procedures

- Corrective and preventive procedures

- Guide to check input materials

1.4.3 Control of equipment used in production and testing:

- Quality control personnel make two shifts

- Shift 1 from 7:00 am to 16:00 pm and shift 2 from 15h00 pm to 22h00 pm

- The location is in the factory

1.4.5 Relationship department:

- Reporting to the direct manager: the manager of quality management

- In collaboration with: Departments in the company

- External Relations: According to the assignment of the Managing Director, the head of the QC department when participating in QMS-related work (training courses, forums, competitor product analysis, products of the market)

- Under the management and assignment of work plans

- From CEO and Head of Quality Management

- Quality control reports are made and reported to the Chief Operating Officer and Quality Manager

- Overview:

Figure 7: Value mapping

(Source from quality management department) (Because the day-to-day production of many orders and for many customers, the number of different products and types of products I just illustrated the overview, not the value of production leadtime and value added time)

1.1.2.1 Main Production Process:

Table 5: Main Production Process

Card production Request form

Card production

Card production Request form

any)

Baking process

Décor after baking( if any)

Finished ( Package and Handover)

End of Process

Explanation:

The above process map demonstrates the main process of the production process

The main process production consists of 10 steps performed in succession as follows: (seeing Process Map)

Step 1: Sales department staff take orders from customers Synthesize statistics of quantity

needed to produce, make an order specifying bread name, quantity, specification, required weight, type and customer name Sort orders according to the factory area (bread workshop area, cake factory) Salespeople transfer the order to the head, deputy head or paste the designated area on the bulletin board

Step 2: The head / vice team checks that the order is appropriate, if not relevant to the sales

department to make the information inappropriate

Step 3: When the order is fulfilled, the head / deputy head divides the work, assigns staff to

the concerned area to inspect the material, to ensure the production process

Step 4: Prior to commencement of the order, the Team Leader disseminated to the staff all

the points of note in the order, issues related to customer requirements regarding the gear type, quantity and time required for completion

Step 5: The mixing room employees receive orders from the start of the calculation of

norms of materials, auxiliary materials suitable for mixing the flour, flour mixing and inspection of materials used to produce bread: wheat flour, eggs , sugar, butter, yeast, salt, fresh milk

Step 6: While the mixing room is working, the molding staff prepares tools, tools, molds

for use on orders

Upon receipt of the powder from the mixing area, the shaping staff is divided according to the amount of cake and the rolling and shaping of the cake Rear shaped cake is arranged according to each tray

Step 7: After fixing correctly, enough of the order, the staff moved the wheels( with trays)

to the baking area and handed it to the baking staff

Step 8: Semi-finished products are placed in the flour control room, which is monitored by

the baking agent in accordance with the required level of baking )

Step 9: Baking steward check the oven, adjust the oven temperature according to each type

of cake Transfer from baking room to baking area and bake Make and check the baking process

Step 10: Cake after baking is done decorating, shaping cake (if any) Next moved to the

cake stabilization room in the cake packing finished room

Step 11: Save document

1.1.2.2 Check materials input:

- Input materials for bakery production are controlled by the purchasing process and vendor assessment, with the supplier's list of approved quality criteria, delivery times, prices, records of documents

- Raw materials are purchased and imported into the production facility by quality control staff and warehouse managers, staff control by the senses and recorded in the form of inspection in accordance with the guidelines for testing raw materials

Criteria are tested for sensibility:

- Unbroken packaging, unbroken, unused shade and date of production clearly, full stamps and labels for imported goods and distribution in Vietnam

- File CO, CQ attached order

- The quantity on the delivery note indicates the number and the full unit

- Samples on the order check quality parameters and preservation

- Orders that do not meet the above requirements will not be stored and returned

1.1.2.3 Check the powder mixing process:

- Control the quality of the dough mix through the mixing process sheet, for each type of dough produced for each type of dough

- On the powder mix sheet there are ingredients and order of these materials; It is therefore important to ensure that the mixing process does not neglect one of the ingredients required for the mix

- Mixing process is controlled in order to prepare the balance of dry material and liquid material separately

- The batching process is also controlled for the elimination time of each material and the mixing step is monitored

- Follow the principle of dry material in advance and the liquid material slowly to ensure the uniformity of tan and components are optimized

1.1.2.4 Check the baking process - semi-finished products: