Small-Sized Winery’s Quality Systems Implementation

Summary

This article reviews the planning and implementation of a quality management system according to ISO 9000 standards for a small-sized winery in Paros Island. Implementation of the system helped the winery to increase its market strength and maximize profits. Besides, the business recorded an excellent improvement in its internal communication system. However, the winery also faced several setbacks. Its top management endeavored to finance the project from external sources since they had insufficient capital. They invested in training staff, maintaining employee’s welfare, registration, purchasing equipment, and hiring a quality consultant.

Additionally, the organization faced obstacles in the practical implementation of the QMS. The winery’s personnel had no knowledge and experience in ISO 9000. Also, they lacked the commitment to implement the quality management system due to ignorance. The initial evaluation indicated that the organization’s structure was far from meeting the requirements of the ISO 9001: 2000. Moreover, there were discrepancies in the management of documents, internal inspection systems, and calibration of equipment. However, the implementation of QMS solved the company’s quality management problems.

Key Learning Points

Firstly, the overview of the ISO 9000 family offers insight into the role of management in maintaining high production. An organization can build and maintain the trust of its customers by adhering to quality insurance and hygiene standards. Notably, proper management of the area of production is mandatory. According to numerous studies, the ISO 9000 family of quality standards provides businesses with the opportunity to improve their production systems and increase their clientele’s base.

The International Organization introduced the ISO standard in 1987 for Standardization that consisted of five standards. These were ISO 9000,9001,9002,9003, and 9004. Standard that focused on terminology was later published in 1986. They are utilized for five years, and then they are reviewed. The original and new standards form the ISO family

The topic of the food and drink industry provides essential information on QMS. It shows the process of planning and implementation of quality management systems. The study also indicates that different industries use different management standards to meet their varied industrial goals. For example, current food safety management industries prefer to use ISO 22000:2005 instead of the popular ISO 9001. Further, the case study shows that planning and audit of QMS may require a lot of time to implement comprehensively.

It explains that the winery’s personnel worked overtime and implemented their ISO in about one year, yet the winery was a small business. They failed to assign employees to quality service responsibilities because of inadequate finance to increase the population of expert employees. Organizations should hire expert staff before planning and implementing quality management systems.

The positive results of the winery help to tell the use of quality management systems to businesses. Moreover, it shows that the top management of companies has distinctive roles in enabling the proper implementation of QMS programs. They are recognized as leaders of QMS and must create conducive environments for the implementation of the process and training of employees on the benefits of quality management systems.

The exceptional operation methodology of the winery also helps administrators to gather practical knowledge of managing QMS. It also shows the policies, objectives, quality manuals, work instruction manuals, and quality records of the winery. Therefore, the winery’s management identified the required procedures to implement quality management systems effectively.

Relevant Statements to the Session

The ISO family of standards represents an international agreement on best management practices. It provides information on how to use management standards. Several things influence the plan of implementing quality systems. These include the difference in objectives, types of products produced, the process employed in implementation, among others. This calls for use of exclusive skills when handling quality management systems. All businesses have distinctive characteristics making the process of QMS planning and implementation always different. However, the responsibly of top management in all businesses remain similar.

Critical Analysis

The winery’s business case study provides useful information on management for both small and large-sized companies. The information has been sourced from practicing entrepreneurs. This makes the article useful in acquiring a practical knowledge of management. However, it cannot solve differences in individual management styles and business circumstances.

Firstly the ISO 9000 is essential due to its exclusive history. It was first introduced in 1987, and its role was to provide international standards relating to quality standards that could help control external and internal quality purposes. It had been adopted by more than 136 countries by 2004. This demonstrates that the article accurately reports ISO 9000 as an effective quality management system.

Further, the QMS is relevant because it is properly managed; it is reviewed after every five years. Besides, the popularity of this management system, according to studies, is helpful in meeting market demands and improving internal and external business operations. Proper administration of the quality management standard makes it equally relevant. The International Standards Organization consistently carries out research to develop better standards. ISO 9000, therefore, comply with modern business laws and fulfill emerging business needs.

Another reason for the popularity of the QMS is that it enjoys public support. Users of the quality standard view it as a useful business tool in the 21st century. This is the cause of an increase in demand for training in quality management. The winery company boasts of an improved internal communication system, a high-level customer satisfaction rate, an increase in market share, and opportunities for infiltration into new markets. The report adds that QMS helps winery to decrease wastage, late deliveries, return downs, among others. The system is, therefore, essential in business development.

However, despite the enlightening report on the history of the ISO 9000 family of standards, it has an affair share of weaknesses. Firstly, its implementation depends on different business factors. Therefore, the ISO report may not help traders in all sectors. A manufacturer of motorcycles, for example, cannot use similar management techniques that winery uses because of its unique challenges.

Moreover, since the QMS is revised only after every five years, it may cause business losses if managers fail to detect its defaults in time. Finally, small businesses find difficulty in implementing the system due to logistical challenges and lack of funds, since it is expensive. On the other hand, the risks should not prevent entrepreneurs from adopting the system. They should hire QMS professionals to give them guidance.

Practical Implications

ISO is a useful management tool that could save the winery from meeting obstacles. As a manager, I could start by planning to gain the full benefits of this system. My first option could be acquiring knowledge in ISO 9000 to avoid failing due to ignorance. I could also source for funds, in advance. Another key action that I could take is informing my personnel how the QMS would benefit them and the organization in critical areas such as improvement of internal communication systems and reduction of wastages. This could be of assistance to the management and personnel. Conclusively, this article is highly educational. I have discovered that the QMS can help entrepreneurs improve the quality of their products and services and maximize profits.