quality management system case study pdf

• Corpus ID: 204797777

Quality Management System in Operations of Companies : A Case Study of North Bengal

• Raju Roy , Debomalya Ghose
• Published 2016
• Business, Engineering

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Factors affecting the adoption of quality management systems in zimbabwean hotels, 10 references, the impact of the quality management system iso 9000 on customer satisfaction of slovenian companies, a review of iso 9001:2000 quality management practices in oman, capitalising on iso 9001 benefits for strategic results, a longitudinal study of the iso 9000 (1994) series' contribution towards tqm in greek industry, iso 9001:2000 implementation in the public sector, a performance realization framework for implementing iso 9000, the roles of firms' motives in affecting the outcomes of iso 9000 adoption, a critical examination of the ability of iso 9000 certification to lead to a competitive advantage, a classification model for prediction of certification motivations from the contents of iso 9001 audit reports, iso 9001 certification forecasting models, related papers.

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Home » Management Case Studies » Case Study: Quality Management System at Coca Cola Company

Case Study: Quality Management System at Coca Cola Company

Coca Cola’s history can be traced back to a man called Asa Candler, who bought a specific formula from a pharmacist named Smith Pemberton. Two years later, Asa founded his business and started production of soft drinks based on the formula he had bought. From then, the company grew to become the biggest producers of soft drinks with more than five hundred brands sold and consumed in more than two hundred nations worldwide.

Although the company is said to be the biggest bottler of soft drinks, they do not bottle much. Instead, Coca Cola Company manufactures a syrup concentrate, which is bought by bottlers all over the world. This distribution system ensures the soft drink is bottled by these smaller firms according to the company’s standards and guidelines. Although this franchised method of distribution is the primary method of distribution, the mother company has a key bottler in America, Coca Cola Refreshments.

In addition to soft drinks, which are Coca Cola’s main products, the company also produces diet soft drinks. These are variations of the original soft drinks with improvements in nutritional value, and reductions in sugar content. Saccharin replaced industrial sugar in 1963 so that the drinks could appeal to health-conscious consumers. A major cause for concern was the inter product competition which saw some sales dwindle in some products in favor of others.

Coca Cola started diversifying its products during the First World War when ‘Fanta’ was introduced. During World War 1, the heads of Coca Cola in Nazi Germany decided to establish a new soft drink into the market. During the ongoing war, America’s promotion in Germany was not acceptable. Therefore, he decided to use a new name and ‘Fanta’ was born. The creation was successful and production continued even after the war. ‘Sprite’ followed soon after.

In the 1990’s, health concerns among consumers of soft drinks forced their manufactures to consider altering the energy content of these products. ‘Minute Maid’ Juices, ‘PowerAde’ sports drinks, and a few flavored teas variants were Coca Cola’s initial reactions to this new interest. Although most of these new products were well received, some did not perform as well. An example of such was Coca Cola classic, dubbed C2.

Coca Cola Company has been a successful company for more than a century. This can be attributed partly to the nature of its products since soft drinks will always appeal to people. In addition to this, Coca Cola has one of the best commercial and public relations programs in the world. The company’s products can be found on adverts in virtually every corner of the globe. This success has led to its support for a wide range of sporting activities. Soccer, baseball, ice hockey, athletics and basketball are some of these sports, where Coca Cola is involved

The Quality Management System at Coca Cola

It is very important that each product that Coca Cola produces is of a high quality standard to ensure that each product is exactly the same. This is important as the company wants to meet with customer requirements and expectations. With the brand having such a global presence, it is vital that these checks are continually consistent. The standardized bottle of Coca Cola has elements that need to be checked whilst on the production line to make sure that a high quality is being met. The most common checks include ingredients, packaging and distribution. Much of the testing being taken place is during the production process, as machines and a small team of employees monitor progress. It is the responsibility of all of Coca Colas staff to check quality from hygiene operators to product and packaging quality. This shows that these constant checks require staff to be on the lookout for problems and take responsibility for this, to ensure maintained quality.

Coca-cola uses inspection throughout its production process, especially in the testing of the Coca-Cola formula to ensure that each product meets specific requirements. Inspection is normally referred to as the sampling of a product after production in order to take corrective action to maintain the quality of products. Coca-Cola has incorporated this method into their organisational structure as it has the ability of eliminating mistakes and maintaining high quality standards, thus reducing the chance of product recall. It is also easy to implement and is cost effective.

Coca-cola uses both Quality Control (QC) and Quality Assurance (QA) throughout its production process. QC mainly focuses on the production line itself, whereas QA focuses on its entire operations process and related functions, addressing potential problems very quickly. In QC and QA, state of the art computers check all aspects of the production process, maintaining consistency and quality by checking the consistency of the formula, the creation of the bottle (blowing), fill levels of each bottle, labeling of each bottle, overall increasing the speed of production and quality checks, which ensures that product demands are met. QC and QA helps reduce the risk of defective products reaching a customer; problems are found and resolved in the production process, for example, bottles that are considered to be defective are placed in a waiting area for inspection. QA also focuses on the quality of supplied goods to Coca-cola, for example sugar, which is supplied by Tate and Lyle. Coca-cola informs that they have never had a problem with their suppliers. QA can also involve the training of staff ensuring that employees understand how to operate machinery. Coca-Cola ensures that all members of staff receive training prior to their employment, so that employees can operate machinery efficiently. Machinery is also under constant maintenance, which requires highly skilled engineers to fix problems, and help Coca-cola maintain high outputs.

Every bottle is also checked that it is at the correct fill level and has the correct label. This is done by a computer which every bottle passes through during the production process. Any faulty products are taken off the main production line. Should the quality control measures find any errors, the production line is frozen up to the last good check that was made. The Coca Cola bottling plant also checks the utilization level of each production line using a scorecard system. This shows the percentage of the line that is being utilized and allows managers to increase the production levels of a line if necessary.

Coca-Cola also uses Total Quality Management (TQM) , which involves the management of quality at every level of the organisation , including; suppliers, production, customers etc. This allows Coca-cola to retain/regain competitiveness to achieve increased customer satisfaction . Coca-cola uses this method to continuously improve the quality of their products. Teamwork is very important and Coca-cola ensures that every member of staff is involved in the production process, meaning that each employee understands their job/roles, thus improving morale and motivation , overall increasing productivity. TQM practices can also increase customer involvement as many organisations, including Coca-Cola relish the opportunity to receive feedback and information from their consumers. Overall, reducing waste and costs, provides Coca-cola with a competitive advantage .

The Production Process

Before production starts on the line cleaning quality tasks are performed to rinse internal pipelines, machines and equipment. This is often performed during a switch over of lines for example, changing Coke to Diet Coke to ensure that the taste is the same. This quality check is performed for both hygiene purposes and product quality. When these checks are performed the production process can begin.

Coca Cola uses a database system called Questar which enables them to perform checks on the line. For example, all materials are coded and each line is issued with a bill of materials before the process starts. This ensures that the correct materials are put on the line. This is a check that is designed to eliminate problems on the production line and is audited regularly. Without this system, product quality wouldn’t be assessed at this high level. Other quality checks on the line include packaging and carbonation which is monitored by an operator who notes down the values to ensure they are meeting standards.

To test product quality further lab technicians carry out over 2000 spot checks a day to ensure quality and consistency. This process can be prior to production or during production which can involve taking a sample of bottles off the production line. Quality tests include, the CO2 and sugar values, micro testing, packaging quality and cap tightness. These tests are designed so that total quality management ideas can be put forward. For example, one way in which Coca Cola has improved their production process is during the wrapping stage at the end of the line. The machine performed revolutions around the products wrapping it in plastic until the contents were secure. One initiative they adopted meant that one less revolution was needed. This idea however, did not impact on the quality of the packaging or the actual product therefore saving large amounts of money on packaging costs. This change has been beneficial to the organisation. Continuous improvement can also be used to adhere to environmental and social principles which the company has the responsibility to abide by. Continuous Improvement methods are sometimes easy to identify but could lead to a big changes within the organisation. The idea of continuous improvement is to reveal opportunities which could change the way something is performed. Any sources of waste, scrap or rework are potential projects which can be improved.

The successfulness of this system can be measured by assessing the consistency of the product quality. Coca Cola say that ‘Our Company’s Global Product Quality Index rating has consistently reached averages near 94 since 2007, with a 94.3 in 2010, while our Company Global Package Quality Index has steadily increased since 2007 to a 92.6 rating in 2010, our highest value to date’. This is an obvious indication this quality system is working well throughout the organisation. This increase of the index shows that the consistency of the products is being recognized by consumers.

Related posts:

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• Case Study of Burger King: Achieving Competitive Advantage through Quality Management
• SWOT Analysis of Coca Cola
• Case Study: Marketing Strategy of Walt Disney Company
• Case Study of Papa John’s: Quality as a Core Business Strategy
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• Total Quality Management And Continuous Quality Improvement

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• Manufacturing Trends
• Supply Chain
• Customer Success

QMS Success Stories: Case Studies of How Companies Effectively Implemented QMS

Customer satisfaction, more often than not, begins with effective management. However, it is not as easy as it sounds. Although there are various tools and methods aimed at quality management and improvement, only a handful of them have proven to be substantially effectual. To understand how, here are two case studies on companies in various industries that have successfully implemented QMS into their systems and optimized it.

HFI  is a Columbus, Ohio-based automotive interior supplier, committed to a value-driven business climate and high-quality products. Before implementing QMS, they relied on separate individually ran quality management systems that significantly hindered connectivity and productivity, especially after they began expanding and assimilating more facilities into their company. Because of this:

• Production slowed due to connectivity problems.
• Human resources were ineffectively distributed across all the departments and production areas.
• Corruption became an imminent system risk.
• Specialized knowledge was required to operate even some of the most basic databases.
• Human participation was required even when processing and completing electronic approvals.
• Documents became hard to locate, process, and share.

After operating their fourth facility began, it was critical to leverage an effective system that would not only boost efficiency, but also facilitate progressive company growth. So they turned to QAD for help, and consequently adopted a more effective system that:

• Was configured according to their respective goals and needs.
• Was structured according to phases that began with small, controlled groups before ultimately breaking out to other production elements.
• Was designed to address the hesitation, confusion, and concerns among employees, especially in regards to big transitions.
• Was integrated into their regular operations to standardize all company departments and levels.

By turning to quality management software from QAD, HFI was able to boost productivity and launch three more facilities in a span of just two years- subsequently doubling their number of new projects on an annual basis. Since then, their new quality management system has provided them with:

• A structured system for launching new facilities more efficiently.
• Effectual systems that collectively operate to boost efficiency and quality.
• Smooth operations that significantly improve customer satisfaction.
• Increased visibility and access to all the processes within the company.
• Improved utilization of human resources.

Vishay Dale Inc.

Vishay Dale  Incorporated is a world renowned manufacturer of electronic, engineering, and tech components, most of which were initially only supplied to military and government industries. Currently, they serve a broad range of industries, including solar power systems, automobiles, tablets, and smartphones.

Even though they are an established company, Vishay still experienced many challenges, which included:

• The risk of misplacing, changing, damaging, or losing critical internal documents.
• Lack of sufficient resources and manpower to seamlessly execute a quality management system that would facilitate a TQM resource for automotive customers.
• Delays in implementation and completion of approvals and changes.
• Difficulties in auditing and storing their paper documents.

To mitigate these issues, the company knew that it had to leverage a solution that would seamlessly facilitate quick, accurate changes within the company without compromising on their leadership position in the automotive industry. They eventually settled on a QMS solution from QAD, which was able to help them:

• Get rid of paper-based systems, consequently granting them additional space for productivity.
• Streamline auditing operations through straightforward click searches that provide relevant document information.
• Create a system that significantly minimized time and efforts required to approve and execute engineering changes.
• Increased process speeds by improving data handling.
• Develop more than 500,000 entries linking all related documents, to ease the search-and-locate process.
• Transfer more than 65,000 documents.

In addition to dramatically improving their audit and change operations, Vishay has grown to become a lead supplier for the automotive industry. Thanks to their growth-tweaked quality management system software , they can now enjoy:

• Approval processes that don’t require restarts in case faults discovered by the lead engineer.
• Changes that can be swiftly and easily executed.
• Revisions that are made quickly and accurately.
• Approvals or rejections made and delivered in real time.
• A system that can autonomously operate.
• A minimal volume of paper documents.

Other companies have been able to achieve similar results. With such visible results, it can be confirmed that  Quality Management Systems  are not just a tool optimized for quality improvement, but one that also boosts overall efficiency and growth.

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Quality management system in education: application of quality management models in educational organization—case study from the slovak republic.

1. Introduction

• To explain the principles and strengthening internal quality assurance systems in higher-education institutions. The highest possible level of quality and efficiency in guiding higher-education institutions must be ensured by the agency; therefore, steps need to be taken to communicate more effectively with higher-education institutions and the public.
• To increase the level of involvement of stakeholders, especially employers, in quality assurance in higher-education institutions, and their readiness for expected activities in this area. Emphasis will also need to be placed on the involvement of internal stakeholders, such as students.
• To ensure the professionalism and transparency (quality) of the activities of external quality assurance experts—assessors of higher education.
• To ensure the effective functioning of the agency: to ensure trust in the agency, transparency of its processes and efficiency in external quality assurance, it is necessary to strengthen its internal processes, regularly evaluate its strengths and weaknesses and respond to these findings.
• To build confidence in higher-education institutions by setting and implementing standards and through transparency and progress in decision making on the quality of education.

2. Quality Management Models Used in Educational Institutions

• Process model according to ISO 9001:2015—many organisations choose to implement the ISO 9001:2015 quality management standard, aiming to improve their entire operational performance by implementing and promoting the specifications that the standard conveys about continuous improvement and risk-based thinking and adopting a process approach. The process model is used in practice by many organizations; through its implementation, an organization demonstrates to the customer that it meets the minimum requirements defined in the specified standard. In addition, the customer may as a priority require compliance with ISO 9001:2015. The implementation of a quality management system that respects the principles of quality management is also demonstrated. The strengths and weaknesses of the model are summarized in Table 1 [ 10 , 11 , 12 , 13 , 14 ].
• The European Foundation for Quality Management (EFQM) excellence model—through this model, the implementation of the total quality management (TQM) concept is demonstrated. The main goal of the framework is to demonstrate the level of organizational management efficiency, of which quality management is an integral part. It is intended for all types of organizations—business entities and public organizations. The strengths and weaknesses of the model are summarized in Table 2 [ 10 ].

• The common assessment framework (CAF) model—the modification of the EFQM excellence model is intended for public administration organizations. The strengths and weaknesses of the model are summarized in Table 3 [ 10 ].

• TQM—many higher-education institutions recognize total quality management as an effective management philosophy which is used as a strategy for business excellence.

3. Application of Quality Management Models in Educational Organization–Case Study

3.1. methodology and data sources.

• Communication of self-assessment project.
• Organization of training.
• Composition of self-assessment group.
• Collection of resources, data and own materials to assess the relevant criterion; each employee provided a completed questionnaire for assessment.
• Classical scoring and determination of the level that we have reached in each sub-criterion (according to assessment panels).
• Preliminary assessment, supplementation of the list of available resources and discussion of any ambiguities.
• Specific evaluation and processing of each criterion.
• Compilation of the final self-assessment report and identification of the problem areas.
• Draft an improvement plan, based on the accepted self-assessment report.
• Implementation of improvement plan.

3.2. Process Model According to ISO 9001

• Quality assurance processes have been identified and described. Key processes that affect perception and quality assessment have been identified.
• Stakeholders in the educational process and its requirements have been identified. Success and employment of graduates in practice (in the labor market) is an important indicator of quality assessment in the educational process. The priority goal of education is to prepare a graduate who can meet the requirements of the labor market. The employment of graduates is the interest of the school, the state and the graduates themselves.
• Quality policy has been established and implemented; quality objectives have been set.
• Responsible persons and competencies were determined.
• Quality criteria of the educational process have been determined.
• Processes to ensure compliance with stakeholder requirements and expectations have been identified, designed and managed.
• Indicators and methods for monitoring, measurement, analysis and evaluation have been determined.
• The content and time schedule for the quality evaluation processes has been proposed.
• Corrective action procedures have been developed.
• To promote open access to all forms of study, including the application of the principle of equal opportunities for all those interested in studying.
• To ensure students’ satisfaction by understanding their current and future needs.
• To strengthen the pride of students and future school graduates.
• To maintain the motivational environment for employees, and create conditions for personnel and professional growth.
• To strengthen employee loyalty and use their skills for the benefit of the university.
• To internationalize educational, scientific and research activities.
• To strengthen and develop partnerships with other universities, organizations in the region, in the Slovak Republic and abroad.
• To promote the school by improving marketing activities and by constantly planning, evaluating and improving the quality of all processes.

3.3. Application of the CAF Model in the University Environment

• Evidence-based assessment;
• The use of the CAF model can lead to a consensus on what needs to be done to improve the organization;
• Structure of nine criteria and other subcriteria allows identifying the strengths and weaknesses of the organization and subsequently to formulate recommendations for improvement;
• Provides a tool for measuring progress;
• The relationship between short-term goals, strategies and processes;
• The optimal concept to improve the weakest aspects;
• An opportunity to promote and share practice in different areas and with other organizations;
• A tool that engages employees in the organization’s evaluation process;
• A means of incorporating the different views of employees into the improvement process;
• Describes the current state of the organization;
• Direct questioning and subsequent search for answers—confrontation.

4. Results and Discussion

• To ensure that key processes support strategic objectives;
• Clearly define levels of management, responsibilities and autonomy at all levels;
• To implement an active information policy towards employees;
• Encourage employee participation in improvement activities;
• Include monitoring and evaluation of results and partnerships in regular monitoring and evaluation of processes.
• Fewer internal staff compared to public universities;
• Limited resources;
• Continuous creation of the working environment;
• Demands on work performance: quantitative (diversity of work tasks), qualitative (demands on work competencies).
• Employee recruitment;
• Adaptation to the working environment;
• Job description for the job position;
• Competencies: professional, managerial (organizational), communication;
• Education and personal development;
• Levels: knowledge-skills-experience-attitudes-qualities;
• Motivation, stabilization, loyalty;
• Performance evaluation;
• Communication.
• To fulfill the mission, vision and to achieve the objectives of the university;
• Strong positive reputation of the university;
• Clear definition of the task by direct superiors;
• Clearly defined competencies;
• Clearly defined job description;
• A transparent performance appraisal system.
• To stabilize the structure of creative workers with the definition of the rights, work duties and competencies of pedagogical and non-pedagogical workers;
• Focus on maintaining the good “reputation” of the university;
• Complete the system of competencies and selection of job descriptions;
• To support the cooperation of organizational units;
• Create a transparent remuneration system based on the evaluation of work results;
• Qualification and professional growth of employees;
• Managerial knowledge (certified courses) and “soft” skills (trainings…).

5. Conclusions

• Competitiveness of universities (e.g., retaining regular customers…).
• Effectiveness of higher-education institutions activities (e.g., clear definition of work duties, competencies, responsibilities, maximum simplification of the organization’s documentation, introduction of process management, assurance of compliance with legislative requirements).
• Employee and customer satisfaction (e.g., introduction of feedback between the higher-education institution and the customer, building beneficial relationships with customers, building correct employment relationships).

Author Contributions

Institutional review board statement, informed consent statement, data availability statement, acknowledgments, conflicts of interest.

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Girmanová, L.; Šolc, M.; Blaško, P.; Petrík, J. Quality Management System in Education: Application of Quality Management Models in Educational Organization—Case Study from the Slovak Republic. Standards 2022 , 2 , 460-473. https://doi.org/10.3390/standards2040031

Girmanová L, Šolc M, Blaško P, Petrík J. Quality Management System in Education: Application of Quality Management Models in Educational Organization—Case Study from the Slovak Republic. Standards . 2022; 2(4):460-473. https://doi.org/10.3390/standards2040031

Girmanová, Lenka, Marek Šolc, Peter Blaško, and Jozef Petrík. 2022. "Quality Management System in Education: Application of Quality Management Models in Educational Organization—Case Study from the Slovak Republic" Standards 2, no. 4: 460-473. https://doi.org/10.3390/standards2040031

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Quality Management System in Education: Application of Quality Management Models in Educational Organization-Case Study from the Slovak Republic

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