QUALITY MANAGEMENT SYSTEM IN TURKISH CHOCOLATE INDUSTRY

Serpil ACAR, Erasmus Mundus , SEFOTECHNut Course,

KA-HO Sint Lieven, Gent, Belgium 9000

ABSTRACT

Chocolate Industry is one of the fastest growing food industries in the global market. Quality management systems are the main component for the chocolate producer to ensure their products and services meet and exceed customer demand in the competitive market.

This study is not only give information about food safety, management and quality policies and, total quality management, legislation and implementation of EU norms in chocolate industry but also reviews the current situation of the Turkish Chocolate Market, the role of the government, public and  semi-public organizations in Quality Management System for sustainable and profitable growth in domestic and international markets with quality products, and implementation of Total Productivity Management in ETI chocolate factory.

INTRODUCTION

Food safety and quality failures in both developed and developing countries have intensive interest everywhere in systematic prevention at every link in the supply chain. Food safety and quality management systems backed by international consensus among government and industry experts, harmonizes the requirements for good food safety and quality management practice worldwide.

Establishing an effective food safety management and quality management system (QMS) have a benefits to protect brand image and market share, to ensure the highest quality and safety product, to limit ability of food borne-illness events, to reduce material and ingredients cost, to improve supplier product quality, to improve relationship with trading partner, to reduce product waste and downtime, to reduce cost of regulatory compliance in the organization. The cornerstone of a quality organization is the concept of the customer and supplier working together for their mutual benefit.

In order to have sustainable growth in domestic and overseas markets that are characterized by ‘cutthroat competition’, firms must have continuous (incremental) improvement and breakthrough innovation and realize that TQM is necessary just to survive. (Feng et al., 2006; Hung, 2007; Irani et al., 2004). 

Total Quality Management is a corporate culture characterized by increased customer satisfaction, in which all employees in the firm actively participate. TQM has lucrative effect through long-term planning, by drawing up and implementing annual quality plans which gradually lead the firm towards the systematic quality improvement in terms of continuous quality, productivity, customer satisfaction, and profitability.

Figure 1: TQM pyramid (Brun Allesandro, 2011)

The Turkish confectionery producers and exporters are highly equipped to meet international standards and trying to satisfy further demands of their customers to survive in the global confectionery and chocolate market. Their production quality and quality management system are improving by government policy and legislation and contribution of relevant public, semi-public institutions and independent organizations. 

Turkish Chocolate Market 

Turkey is not a cocoa producer but being self sufficient in one of the main chocolate ingredient sugar, being monopoly in world production of dried fruits and edible nuts (hazelnut and pistachios) and using high technology and improved quality system provide good opportunity to increased product variety and increase potential in the overall size of the market, an increasing young population, proximity to import markets.

Code	Product label	Import Value (USD thousand)	Annual growth in value 2006-2010 (%, p.a.)	Annual growth in quantity 2006-2010 (%,p.a.)	Countries
18.00	Cocoa and Cocoa product	406.759	20	33	Ghana, C ôte d'Ivoire, Netherlands, Poland, Germany, Cameron, Italy, Nigeria, Belgium
Code	Product label	Export Value (USD thousand)	Annual growth in value 2006-2010 (%, p.a.)	Annual growth in quantity 2006-2010 (%, p.a.)	Countries
18.00	Cocoa and Cocoa product	431.034	10	16	Iraq, Algerian, Iran ,Israel ,Libya, UAE, Saudi Arabia, Tajikistan, Yemen, Azerbaijan,

Table 1: Import and Export Trend of Turkey in Cocoa and Chocolate Production (TRADEMAP, 2011)

The main products are tablets, bars, wafers pralines and other chocolate related products including chocolate-covered drajees and chocolate spreads. 

The total export value of chocolate confectionery has increased by 19% in 2011 compared to the previous year. Iraq is Turkey’s largest customer. Other leading export markets for Turkish confectionery within the region include Israel, the UAE, and Saudi Arabia (IGEME,2008). 

According to Euromonitor estimations, strong emerging chocolate market value will have increased around 7% in retail chocolate sales in Turkey (ECA, 2011). Chocolate covered products (bars and wafers) constitute 70% of the market while tablets and pralines constitute 30%.

Table 2: Key Manufacturer in Turkish Chocolate Industry (IGEME, 2011)

According to ISO 500-2009 ranking result, there are four companies, leading cocoa and chocolate market. In addition, as is frequently, there are also many small companies producing chocolate products.

Although many medium and small scale companies still doesn’t have total quality management system, the  implementation the food safety policies and quality management system strengthened during last ten years because of the custom union agreement, EU harmonization and  actively taking part in the FAO/WHO Codex Alimentarius Commission, export to developed market economies. Greater concern over food safety and quality, ensuring to take sustainable place in the market, satisfy further demands of their customers also lead mid-size companies to implement of integrated quality system (ISO 9001, ISO 2001, ISO 14001, OHSAS 18001) to increase market value for continental improvement with supplier, producer, customer and competent authority commitment. The key manufacturer like Eti and Ulker implemented TPM (Total productivity maintenance) and TQM (Total quality management) system.

Besides that exporting to Middle East Region and Israel bring special HALAL and KOSHER certification requirements for all size companies.

Table 3: Quality Management Systems in Turkish Food Companies

Responsible Organizations and Legislations

1. Ministry of Health and the Ministry of Agriculture and Rural Affairs  (MARA, TKB)

The food safety system in the context of the new Turkish food legislation and conducted by the Ministry of Agriculture and Rural Affairs (MARA) in the farms (GAP -Good Agricultural Practise), in production (HACCP-Hazard Analysis Critical Control Points, GMP-Good Manufacturing Practices, GHP-Good Hygiene Practices, RA- Risk Analysis: risk evaluation, management, and communication), and export/import stages in parallel with the “farm-to-fork” food safety approach of EU.

Figure 2: Relation between Food Safety, Food Quality Management System and Total Quality Management 

Food process is governed by a Food Law no. 5179, largely based on outdated EU general Food Regulation (EC) 178/2002. According to Food Law No. 5179, Ministry of Health and the Ministry of Agriculture and Rural Affairs (MARA) regulate;

• Food safety requirements and protection of health,
• The Food Codex (National Food Codex Commission)
• Registration and approval of establishments (“Working Licenses” and “Food Registration Numbers”, as well as “Production License” for foodstuffs)
• Food Business Responsibilities,
• Food Hygiene,
• Official Controls and Food Trade,
• Protection of consumers' interests,
• Reference Laboratories,
• Authorization of public and private laboratory Risk Analysis, Precautionary measures; food legislation based on risk analysis, independent risk assessment, management and communication (Scientific Committees and National Food Council and Union of Food Banks )
• Principles of Transparency,
• Rapid Alert System, Emergencies, Crisis Management
• Traceability and Business Responsibility
• Food Trade (foreign trade, custom center, protection of customer rights)
• Market Surveillance, Inspection, Control, Certification and Objection Right
• Advertisement and Presentation,
• Penalties, fines and objections.

In addition, MARA is the contact point of the Codex Committee in Turkey and related product communiqués. Turkish Food Codex (TFC) regulates control and inspection of the minimum technical and hygienic requirements for food establishments, registration of retailers, wholesale markets and consumption places by controlling the minimum technical and hygienic requirements and quality criteria involving residues, additives, contaminants, labeling, packaging, transport, storage, sampling and analysis.

Cocoa and Chocolate industry  is regulated by the Turkish Food Codex – "Communiqué on Cocoa and Cocoa Products" (2000/10) that covers the product cocoa bean, cocoa nip, cocoa mass, cocoa cake, cocoa butter, cocoa powder and dry mixtures of cocoa and sugar  and the Turkish Food Codex – "Communiqué on Chocolate and Chocolate Products" (2003/23) that covers the product powdered chocolate drinking chocolate, fat reduced drinking chocolate, chocolate (bitter, milk, white, filled chocolate and praline) both are in compliance with Directive 2000/36/EC relating to cocoa and chocolate products. 

Scope of this legal framework is providing definitions, rules for sales name, product specification (composition, fat content, additives, and flavoring), process aids, contaminants, execution, packing and labeling, transportation and storage, basic sampling and analyzing methods, ensuring production of cocoa and cocoa product in concordance with Good Manufacturing Practices (GMP), Good Hygiene Practices (GHP) and Food Safety and Quality Management System. 

Turkish Food Codex Communiqué 2000/10 and 2003/23 are harmonized with; 

• Food Law 5179
• Directive 2000/36
• Codex Standard (141-1983, Rev. 1-2001)
• Codex Standard (105-1981, Rev. 1-2001)
• Communiqué on Materials and Articles that are in Contact with Foodstuffs (2002/32)
• Communiqué on the Definition of the Symbol to be Used in Materials and Articles that are in Contact with Foodstuffs (2002/8) 
• Communiqué 2001/19 on Microbiological Criteria
• Communiqué on Determining the Maximum Levels of Certain Contaminants in Foodstuffs (2002/63) and Ministerial Approval on Dioxin 2005. 
• Specific Communiqués deal with sampling and analysis methods (2002/25),ochratoxin A (2004/47), lead, cadmium, mercury and 3-MCPD (2005/35) 
• Communiqué on Rules for General Labeling and Nutritional Labeling of Foodstuffs (2002/58). 
• Communiqué on Food Additives other than colors and sweeteners (2003/44)
• Communiqué on Sweeteners used in Food stuff (2002/56)5, 
• Communiqué on Colors used in Foodstuffs (2002/55).
• Communiqué (Number: 2005/5) on Standardization for Foreign Trade (DTS)
• Communiqué (Number:31) on Approval of Control Certificate for the Importation Procedure and Inspection 

1. TSE –Turkish Standards Institution

The Turkish Standards Institution (TSE) was established in 1960 for the purpose of preparing, inspecting  and publishing of standards for every kind of item and product together with their procedure and service, performing  the technical inspections and researches about standards to encourage the quality production, conducting research on standards to establish laboratories, conducting conformity assessment tests, issuing Conformity Certificates to food importers and conducting auditing activities for the quality assurance systems (ISO 9000s, 22000 and so on) established by food producing plants. (www.tse.org.tr)

• Product Design Certificates
• Product  Standards
• TS 3076-2 ISO 2451/ T1:2001 Cocoa Bean
• TS 3076-1:2001 Cocoa (Ground)
• TSE 7800/2010 Chocolate
• TS 12718:2001 Drinking chocolate 
• TS12300 Cocoa Products 
• System Certificates
• K-Q TSE-ISO-EN 9001:2000 Quality System Certificate 
• TS 13001-HACCP Food Safety Management System 
• G-F TSE- ISO-EN 22000:2005 Food Safety Management System
• Ç-E TSE ISO-EN 14000 Environnemental Management System
• TS 18001-Occupational Health and Safety
• M-C TSE-ISO 10002 Customer Satisfaction Management system Certificate 

TSE is publically funded, works according to the special rules of law and has a juristic personality. Furthermore, authorities have entrusted TSE with representing Turkey within the regional and international organizations dealing with standardization TSE is very active at national level but also at international level(International Organization for Standardization(ISO) and International  Electro technical Commission (IEC) )

1. The Under-Secretary for Foreign Trade (DTM)

All goods imported and exported must be compatible with TSE standards and this is inspected by Under-Secretary for Foreign Trade (DTM) that has a responsibility the issuance of the 'Inspection Certificate(s)' for agricultural products to be exported/imported. In the importation stage for cocoa product that listed in the Annex VI-B , Control Certificate is not required, ingredients list and health certificate is demanded according to “Communiqué on Standardization for Foreign Trade”. If there is no problem at the end of controls of the same products originating from the same production facility, the entry of products is allowed with only physical and labeling control of products, without any laboratory analysis. (www.dtm.gov.tr)

1. The Under-Secretary of State Planning Organization  (DPT)

The Under-Secretary of State Planning Organization (DPT) perform SWOT analysis to visualize current situation and highlights the importance of quality problems in the sector and  the main decision-making body for Development Plans and Annual Program of the Government including food safety and quality policies and investment decisions for improving the quality assurance infrastructure of MARA. (www.dpt.gov.tr)

1. Turkish Patent Institute (TPI)

The Turkish Patent Institute (TPI) is as an independent legal entity and attached to the Ministry of Industry and Trade with the objective to support technological development in Turkey by implementing services for the registration of industrial property rights provisioned by the Patent and the Trademark Laws and other related activities for the protection of such rights thereof. (www.turkpatent.gov.tr)

1. Turkish Accreditation Agency (TÜRKAK)

Turkish Accreditation Agency (TÜRKAK) is a semi-public accreditation body that supply accessibility of standards and quality audits worldwide and act as the major organization for conformity assessment. TÜRKAK accredits local and international bodies rendering laboratory, certification and inspection services, ensures the operation in accordance with established national and international standards (www.turkak.org.tr).

TÜRKAK is the part of the European co-operation for Accreditation Multilateral Agreement (EA MLA) for testing, calibration, inspection and Quality Management System (QMS) certification and International Laboratory Accreditation Cooperation – Mutual Recognition Arrangement (ILAC MRA) for testing and calibration, also the member of the International Accreditation Forum (IAF).

The Hazard Analysis and Critical Control Point (HACCP) concept introduced with the TGKY (Turkish Food Codex Regulation) to achieve the defined  hygienic conditions  and become compulsory both for the domestic market and all export destinations with the 'Regulation on Market Surveillance and Control of Food and Food Contact Materials and Responsibility of Food Business Operators' but  this regulation abolished because of incompatibility with Municipality Laws and a new legislation, with the same content.(Regulation on Inspection and Control of Food Safety and Quality) Then all food manufacturers must apply the HACCP quality assurance system principles under ISO 22000 food safety management system that replaces all HACCP Systems. However, it is not expected that ISO 22000 replaces private standards like British Retail Consortium (BRC) and International Food Standards (IFS). The certification process of TS EN ISO 22000 and other QMS is conducted by TÜRKAK accredited private certification firms. In addition, the certification process of BRC, IFS and other private is also carried by these certification firms; however, based on accreditation in foreign countries.

1. The Institute of Internal Auditing (TIDE)

Turkey Institute of Internal Audit (TIDE), was founded in 1995 to support and contribute to the developments regarding the profession of internal auditing as an active and non-governmental organization.In coordination both with the IIA of the USA, and with European Confederation of Institutes of Internal Auditing (ECIIA), TIDE plays an effective role in the adoption and implementation in Turkey of global internal auditing standards.(http://www.tide.org.tr)

1. Turkish Society for Quality (KALDER)

KalDer, Turkish Society for Quality was founded in 1991 to coordinate quality efforts and promote Quality Management within Turkey as an independent, non-for-profit organization and established a partnership with TUSIAD, Turkish Businessmen and Industrialist’s Association, in running the Quality Congress and the National Quality Award which enabled a continuing interest from the businessmen and industrialists to the quality arena.

KalDer is national partner of the EFQM (European Foundation of Quality Management), world partner of the ASQ (American Society for Quality), founder member of the MEQA (Middle East Quality Association) and KalDer is the first member of the Global Compact in Turkey.

The main activities of KalDer are the Quality Congress, National Quality Award, National Quality Movement, training programs, working groups, benchmarking activities, conferences, seminars, local quality days, publications and library services.

The deployment of ISO9000 quality system and the popularity of national and international quality awards has increased the attention to the Total Quality philosophy. Together with the increasing demand and understanding of the importance and role of human resources as well as strategic orientation give birth to initiatives like Lean, Six Sigma, policy deployment, HR, balanced scorecard. Increasing popularity of quality concepts led to a confusion and misinterpretation within companies and major Turkish companies took important steps in utilization of TQM efforts based on the Business Excellence Model. This resulted in the implementation of a new initiative called “National Quality Movement”

The EU-Project named Support to the Quality Infrastructure in Turkey is designed to support private and public sectors in the process of technical harmonization and aligning of their quality infrastructure with that of the EU in the areas of direct relevance to the Customs Union Decision, more specifically in the parts concerned with technical barriers to trade with two operational partners.  While the Undersecretariat of Foreign Trade, participating on the government side. the Turkish Society for Quality (KalDer) is participating in private sector.

1. KOSGEB Small and Medium Industry Development Organization of Turkey

KOSGEB was founded under the body of the Ministry of Industry and Trade to supports Society of Manufacturing Engineers (SMEs) in Turkey (www.kosgeb.gov.tr).Most of small and mid-scale chocolate companies are the member of KOSGEB to have consultant and training supports, entrepreneurship development supports, international cooperation development supports, market research and export promotion supports, quality improvement supports and regional development supports.

1. Turkish Industry and Business Association (TÜSİAD)

TÜSİAD is a voluntary based civil society organization established in order to aim for progress and enhancement based upon continuous improvements in Turkey's competitiveness in market economy and environmental sustainability, social welfare, employment and productivity, as well as the country's capacity for renewal and the scope and quality of education and training during the globalization process. (http://www.tusiad.org).

TÜSİAD contributes to the promotion of Turkey in the global context and supports the EU accession process through efforts to develop international political, economic, social and cultural relations as well as communication, representative and cooperative networks. 

1. NPC - National Productivity Center of Turkey

NPC was founded in 1965 as a non-profit organization to contribute the Turkish economy to operate under productivity principles and to provide advisory and training support to all three parts of the economy (labor, employer, government) in public and private sector enterprises.

NPC is currently involved in projects to render consultancy, counseling, productivity measurement and training especially to SMEs to improve their performance and productivity; to conduct research and surveys concerning industrial and economic structure of the provinces and their enterprises; to publicize and conduct promotion activities in relation to the concept of productivity and the centre itself. (http://www.eanpc.org)

1. Lean Institute Turkey

Lean Institute was founded in 2002 to aim at sustainable company growth and to promote lean thinking and practices for worldwide competition, to create outstanding value for its customers with well known Turkish Brands in the world and accredited by the Ministry of the Foreign Trade under TURQUALITY Program.

The Lean Institute has set collaboration with JIPMs (Japanese Institute of Plant Maintenance and Factory Management) to help companies to manage their processes (time to market, order to delivery, customer service, etc.) and effectively and reduce waste in these processes. The Lean Implementation bring benefits in the organization that the dramatic elimination of errors, reduction in change over times, increased in machine utilization times, increased in first time quality, reduction of working capital, shorter delivery times with smaller quantities, reduction in working space on the factory floor, increased in motivation, less fatigue amongst workers and less overtime. (http://www.lean.org.tr)

Eti Chocolate Factory and Ulker Chocolate Factory has been engaged with Lean Institute Turkey.

Implementation of Total Quality Management  in ETI Chocolate Factory

Eti chocolate facility is the one of the most modern facilities in Turkey in this field since 2003 with the Chocolate Line, where different varieties of chocolate are produced, and the Bar Line, which makes a variety of chocolate-covered products. 

Quality policy of ETI consists of 4 key elements; Food safety and full compliance customer trust and preference, everybody’s commitment, zero defects and no waste attitude.

The factory adheres to GMP and HACCP rules and production is automatic with no manual component. Also with Lean organization practices, management was downsized as much as possible and responsibility was given to process personnel and all employees gained responsible for quality.

In 2008, the ETİ Chocolate Factory successfully passed inspections by the JIPM (Japanese Institute of Plant Maintenance) and earned the TPM Excellence Award.

Total Productive Maintenance (TPM) refers to a management system for optimizing the effectiveness of manufacturing equipment through systematic equipment maintenance involving employees at all levels.  

Main objective was achieve Zero Defects, Zero Breakdown and Zero accidents in all functional areas of the organization, involve people in all levels of organization and form different teams to reduce defects and self maintenance with the TPM implementation in the Chocolate Facilities.

TPM target was increasing productivity (OPE) by 80%and OPE ( Overall Plant Efficiency ) by 90%,running the machines even during the lunch, rectifying customer complaints, reducing  the manufacturing cost by 30%,satisfying  the customer’s needs by 100 % ( Delivering the right quantity at the right time, in the required quality. ), reducing accidents and  maintaining accident free environment,  following  pollution control measures and developing multi skilled and flexible workers.

Eti Chocolate Company had 2.9 million EUR profit against 65 thousand EUR investments on TPM system. With improved planning  analysis and problem solving, communication, motivation and collective responsibility by cross functionality and extensive employ teamwork, prevention of errors and fault , rather than detection and correction, productivity  increased by 30%,production cost decreased by 18% industrial accident decreased by 93%, customer complaint decreased by 44%, breakdown of the machines decreased by 68%. 

Implementation of TPM systems in the organization was consisting of 4 main steps:

1. Preparatory stage:

Announcement by management to all about TPM introduction in the organization

Initial education and propaganda for TPM

Setting up TPM and departmental committees

Establishing the TPM working system and target 

A master plan for institutionalizing

1. Introduction stage

Introduction to suppliers, related companies and affiliated companies who can be our customers, sisters concerns etc. 

1. Implementation

In this stage eight activities are carried which are called eight pillars in the development of TPM activity.
Of these four activities are for establishing the system for production efficiency, one for initial control system of new products and equipment, one for improving the efficiency of administration and are for control of safety, sanitation as working environment.

Figure 3:  The 8 Pillars of TPM (Source: http://tpm.jipms.jp/tpm/index.html)

PILLAR 1: 5S

TPM starts with 5S. In this step, workplace clean and organize to make visible the problem. 

1. SEIRI - Sort out : Sorting and organizing the items as critical, important, frequently used items, useless, or items that are not need as of now. To decide the worth of the item based on utility and not cost. As a result of this step, the search time is reduced.
2. SEITON - Organise : Placing items back after usage at the same place and  identify items easily by using name plates and colored tags.
3. SEISO - Shine the workplace : Cleaning the work place free of burrs, grease, oil, waste, scrap etc. No loosely hanging wires or oil leakage from machines.
4. SEIKETSU - Standardization : Standarization of the work place (neat and clean), machines
5. SHITSUKE - Self discipline : Considering 5S as a way of life and bring about self-discipline among the employees of the organization. 

PILLAR 2: JISHU HOZEN- Autonomous Management

Autonomous Management involves daily maintenance activities carried out by the operators themselves to prevent the deterioration of the equipment, eliminating the defects at source through active employee participation and developing operators to be able to take care of small maintenance tasks thus freeing up the skilled maintenance people to spend time on more value added activity and technical repairs.

PILLAR 3: KOBETSU KAIZEN-Continuous Improvement

The principle behind kaizen is that "a very large number of small improvements are more effective in an organizational environment than a few improvements of large value” to achieve and sustain zero looses in every activity with respect to minor stops measurement and adjustments, defects and unavoidable downtimes and achieve 30% manufacturing cost reduction with maximization plant equipment effectiveness. 

This pillar is aimed at reducing losses in the workplace that affect our efficiencies by various Kaizen tools (PM analysis, Why - Why analysis, Summary of losses, Kaizen register, Kaizen summary sheet)  that  are not limited to production areas and can be implemented in administrative areas as well.

Kaizen activities try to thoroughly eliminate 16 major losses.

1. Failure losses - Breakdown loss
2. Setup / adjustment losses
3. Cutting blade loss
4. Start up loss
5. Minor stoppage / Idling loss.
6. Speed loss - operating at low speeds.
7. Defect / rework loss
8. Scheduled downtime loss

1. Management loss
2. Operating motion loss
3. Line organization loss
4. Logistic loss
5. Measurement and adjustment loss

1. Energy loss
2. Die, jig and tool breakage loss
3. Yield loss.

PILLAR 4 – KEIKAKU HOZEN-Planned Maintenance 

This pillars include breaks maintenance into four groups, Preventive, Breakdown , Corrective Maintenance and Maintenance Prevention, to achieve and sustain availability of machines with zero equipment failure and breakdown, to reduce maintenance cost by 20%, to produce defect free products for total customer satisfaction. 

Six steps in Planned Maintenance:

1. Equipment evaluation and recoding present status.
2. Restore deterioration and improve weakness.
3. Building up information management system.
4. Prepare time based information system, select equipment, parts and members and map out plan.
5. Prepare predictive maintenance system by introducing equipment diagnostic techniques and
6. Evaluation of planned maintenance.

PILLAR 5 – HINHITSU HOZEN- Quality Maintenance:

QM activities is to set defect free equipment conditions and control of equipment and effective implementation of operator to support quality assurance, achieve and sustain  customer complaints at zero, decrease process quality defects by 50 % and reduce cost of quality by 50 % by focusing on eliminating non-conformances at source in a systematic manner.

It includes the most effective quality tool of TPM: “poka-yoke”, which aims to achieve zero loss by taking necessary measures to prevent loss.

PILLAR 6 - TRAINING:

Education is given to operators to have multi-skilled revitalized employees whose morale is high and who has eager to come to work and perform all required functions effectively and independently. Employee train on knowing "Know-How" and “Know-why" for having them to take action with knowing the root cause of the problem and why they are doing so. The employees should be trained to achieve the four phases of skill. 

Phase 1 : Do not know.
Phase 2 : Know the theory but cannot do.
Phase 3 : Can do but cannot teach
Phase 4 : Can do and also teach.

PILLAR 7 - OFFICE TPM :

Office TPM includes analyzing processes and procedures towards increased office automation to improve productivity, efficiency in the administrative functions and identify and eliminate losses:

1. Processing loss
2. Cost loss including in areas such as procurement, accounts, marketing, sales leading to high inventories
3. Communication loss
4. Idle loss
5. Set-up loss
6. Accuracy loss
7. Office equipment breakdown
8. Communication channel breakdown, telephone and fax lines
9. Time spent on retrieval of information
10. Non availability of correct on line stock status
11. Customer complaints due to logistics
12. Expenses on emergency dispatches/purchases

PILLAR 8 - SAFETY, HEALTH AND ENVIRONMENT:

In this area focus is on to create a safe workplace and a surrounding area that is not damaged by process or procedures. and targets  zero accident, zero health damage and zero fires by creating awareness among employees various competitions like safety slogans, Quiz, Drama, Posters, etc. related to safety can be organized at regular intervals.

1. Institutionalizing Stage

This step is for applying for PM award after all activities has reached maturity stage.

CONCLUSION

Current situation, weakness and possible opportunities of Food Quality Management System applications in Turkish Chocolate Industry drawn by SWOT analyze.

High cost of quality systems because of additional manpower and technical requirements (bar-coding system for traceability etc) has a negative impact on improving Quality Management Systems especially in small and medium scale companies. 

Although exist export barriers due to quality requirements reduce the Turkish share in world food

Markets, However whether easy reachable situation to the international market by being trade bridge between west and east because of geographical condition of Turkey or implementation process of EU are main driver for improving integrated management system (ISO 9001, ISO 22000, OHSAS 18001, ISO 14001).

Effect lack of coordination between governmental institutes, complexity of delegated power and bureaucracy is aimed to decrease by restructuring of related governmental institutions during the accession process of EU norms. Moreover EU-Projects for Support to the Quality Infrastructure in Turkey accelerate improvement of QMS in the companies.

However, still, lack of quality awareness of consumer and producers is determined as the main problem by the SWOT analysis. Producers’ knowledge about food quality aspects is limited and their perception about quality mainly focuses on food safety. Furthermore unorganized small scale producers are not in a position to solve quality issues by themselves. The coordination and collaboration among stakeholders in the food chain are too weak to develop/ensure quality systems, with continuous product supply of a defined quality level. Different organizations/institutions share the responsibility for parts of the final quality and quality control. Moreover, there are a lot of institutional conflicts, not only for the relationship between organizations/institutions but also within organizations.

Table 4: Food Quality Assurance Schemes in Turkey (JRC scientific and Technical report, Ahmet Ali Koç et. al., 2011) 

Quality awareness of consumers and producers needs to be improved by training and communication to overcome food safety and quality problems in Turkey. For this purpose, institutions like TKB, DPT, TPE, TSE, TZOB (Union of Turkish Chamber of Agricultural) etc. should corporate and arrange meetings with media representatives and journalists on food quality; public TV channels (TRT) and other national and also local channels should keep the topic on their agenda. 

REFERANCES: 

1. TRADEMAP (2011) Trade statistics for international business development-Evaluation of Import and Export Value of Cocoa and Chocolate Product 

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1. KOÇ ,Ahmet Ali et. al., (2011) Food Quality Assurance Schemes in Turkey ; JRC scientific and Technical Report

1. KILITCIOGLU Hakan, (2010); Quality Movement in Turkey and Turkish National Quality, Middle East Quality Association Volume 1, Issue 3

1. BRUN, Alessandro (2011;  Total Quality Management; Quality Culture, Leadership Management and Motivation ;Master thesis of Politecnico di Milano

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1. AKCASOY, Basri (2008), Benefits of  Implementation of TPM in ETI Chocolate Factory

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