Experience and Perceptions of ISO 9000 and HACCP by Hong Kong Food and Beverage Organizations

Abstract

The purpose of this research is to explore the views of individuals responsible for quality assurance in Hong Kong (HK) food and beverage companies with regards to their acceptance or rejection of the ISO 9000 quality management system or HACCP food safety system standards, along with the reasoning underlying such views. Thirty Hong Kong food or beverage manufacturing companies were approached and in‐depth interviews in the form of surveys were conducted with 11 companies. Participating companies included companies that had implemented both the ISO 9000 and HACCP standards, companies that had implemented only ISO 9000 or HACCP, and a company that had implemented neither. Half of the companies that participated in this study were large companies with 500 or more employees. The use of ISO 9000 was reported to improve the maturity of other quality systems. The use of HACCP was reported to improve the maturity of other food safety systems. While more companies used HACCP than the ISO 9000 standard to comply with customers’ requirements, the difficulties in the training of staff and added costs for documentation/data storage were reported as common to both standards.

Mediation Impact of Supplier Quality on Association between Top Management Commitment and Resource Utilization in Indian Automotive Sector

“…One of the prominent ways through which top management of a manufacturing organization can improve interfirm activities include focusing on continual improvement of supplier's quality based on frequent upgrades in customer quality requirements [27,[41][42][43][44]. Fulfillment of the customer's expectations ensures that quality standards of the higher order in the supply chain are continuously met [1,20,[45][46][47]. Commitment from organization's top management is required to assure that these high customer expectations are repeatedly satisfied by incorporating these expectations into supply chain processes from the very beginning enabling the firm to manufacture the desired quality product [5,[48][49][50].…”

Benefits on productivity indicators after quality management implementation: evidence in the dairy industry

“…Nevertheless, HACCP is not a continuous improvement program whose aim is to meet the satisfaction of requirements and customer's needs (Scott et al, 2009;Kafetzopoulos and Gotzamani, 2014). It is only a program to ensure food safety through the identification, analysis, control and prevention of sources of health risks and hazards (Krysinski et al, 1992;Pun et al, 2007;Scott et al, 2009;Kafetzopoulos and Gotzamani, 2014;Osei Tutu and Anfu, 2019); therefore, it does not address all QMp, as ISO 9001 does. In conclusion, HACCP is not an approach to QM, as considered by some of the informants, hence, as mentioned before, lacking a real approach to QM in Cases A and B means that they cannot acquire empirical knowledge through the experience of QM implementation.…”

Kajian Kes Cabaran Pasca Pensijilan Iso 9000 Dalam Kerajaan Tempatan Di Malaysia

“…Zeng et al (2007) menyatakan antara cabaran dalam pelaksanaan ISO 9000 ialah tujuan pelaksanaan sistem pengurusan kualiti tersebut hanya untuk kepentingan jangka pendek, meletakkan jangkaan atau harapan yang terlalu tinggi pada ISO 9000, komitmen yang tidak sepenuh hati dan mendapatkan pensijilan hanya kerana mengikut kecenderungan semasa. Sementara itu, Pun et al (2007) telah mengkaji pandangan individu yang bertanggungjawab dalam pelaksanaan ISO 9000 di syarikat makanan dan minuman di Hong Kong. Kajian tersebut mendapati kesukaran bagi mengadakan latihan untuk kakitangan dan kos tambahan untuk menyimpan dokumen atau data merupakan cabaran yang dihadapi dalam melaksanakan sistem pengurusan kualiti tersebut.…”