Sustainability Quality Practices and Models for Food and Beverages Industry (UUM Press)

Book excerpt: Nowadays, a considerable number of organizations are practicing green management from a global perspective. Many companies have now realized that there is a need to adapt to formal environmental practices and comply with international environmental standards due to growing global environmental concerns. This book organizes the concepts, processes, requirements and challenges related to quality management practices in a pragmatic approach to trigger the interests and readership of academicians and researchers. This study critically discusses quality management practices considering quality assurance, continuous process improvement, human resources management, benchmarking, management leadership, information and analysis and service design. If there is an increase in the global demand for sustainable products, then there could be a need for continuity in the capacity of the local and multinational companies to get certified. Therefore, this book considers quality management practices and ISO quality standards. This book reports the current trends of ISO 9001 and ISO 14001 adoption in the Malaysian food and beverage industry. Pushing Malaysia towards the adoption of advanced quality practices has called for the critical analysis of quality management practices in the industries from a perspective of sustainability. Sustainability practices in manufacturing industries will both prevent internal economic and environmental damages and boost the economy by attracting international companies seeking investment related to the three bottom-line sustainability. This book also highlights the link between quality management practices and sustainability. In furtherance, quality management practices as antecedents of excellence are discussed and how excellence models in the manufacturing industry are important. This book highlights models such as European Foundation Excellence Model (EFQM) (1991), the Model of Peters and Waterman (1982), the Japanese Deming Award Model (1951), the Model of Malcolm Baldrige (1987), Leadership Excellence of Kanji, China Performance Excellence Model, and Malaysian Total Performance Excellence Model. This is good news for the future of quality professions and their alignments. Therefore, this book tightens the gap between academics and practitioners by providing solid insights into the relevant subjects and hopefully contributing to the knowledge of organizational excellence and quality managers who are leading 21st-century organizations and require excellence models for sustainability.