BIBLIOGRAPHY PHILIP, ARIEL A....
BIBLIOGRAPHY
PHILIP, ARIEL A. APRIL. 2013. Quality Management Practices of Ube
Wine Producers: an Assessment. Benguet State University, La Trinidad Benguet.
Adviser: Dr. Leopoldo N. Tagarino, MRSM. Agribusiness
ABSTRACT
This study is about the quality management practices of ube wine producers. Survey
questionnaires were administered to six (6) respondents which were followed by a personal
interview. These six respondents included 5 processors/workers and the manager who were
all members of the Kayabang Multipurpose Cooperative located in Bayabas Sablan,
Benguet.
The production practices of the organization composed of twenty (20) stages started
from the procurement of raw materials until the packaging of finished product in crates for
storage and delivery.
The quality management practice of the organization involved four categories and
each category was subdivided into sub-categories according to the specifications of each
of main category. According to the manager, they had set quality standards for their
product. These set standards should be followed and achieved but according to them, they
were not able to meet these set standards and hence, the processors were undergoing re-
training.
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
The organization, according to the manager, had encountered some problems
especially on wine production aspects. These problems included oxidation on the
fermentation and aging stages. On the part of their quality management practices, the
organization experienced one great problem which was the high acidity level of the wine
and thus, some wines turned to vinegar.
It is hence recommended that the organization together with government agencies
that have technical knowledge and skills on wine production and on total quality
management should conduct intensive trainings and seminars for the ube wine processors
and should be coupled with the setting of quality standards for wine processing that should
be strictly monitored.
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
INTRODUCTION
Rationale
Wine has been around for thousands of years. From ancient civilizations to modern
times, wine has been produced and enjoyed by many, from peasants to kings. The word
wine comes from Latin vinum, akin to Greek oinos, which means grape wine, in a larger
sense; it is the fermented juice of other fruits.
Wines are also made from fruits other than grapes. Fermented apple cider is
considered a wine. Perry is produced from pears. There are also cherry wines, plum wines,
and wines made from various berries. Many fruit wines are home-fermented products, but
some are manufactured commercially as well. Fruit wines contain about 12 percent alcohol.
Yam commonly known as ube is a perennial herbaceous vine cultivated for the
consumption of their starchy tubers. In the Philippines, the purple ube species of yam
(Dioscorea alata), is eaten as a sweetened dessert called "ube halaya", and is also used as
an ingredient in another Filipino dessert, halo-halo.
In the province of Benguet, the root crop grows best. Due to the abundance of
supply of ube, enterprising organizations come up with an idea on how to utilize excess
ube into something profitable which leads to the development of ube wine.
One of these enterprising organizations is the Kayabang Multi-Purpose cooperative
in Bayabas, Sablan, Benguet which has found a money-making venture in making ube wine
through the help of DAR-Cordillera Administrative Region. Ube wine was one of the
saleable items at the recently concluded Agrilink/Foodlink/ Aqualink trade fair at the
World Trade Center because it is organic, local, and healthy alternative to red wine. There
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
are also enterprising organizations in the province of Benguet producing ube wine. Due to
changing taste and preferences of ube wine consumers, quality become one of the most
critical factor in producing ube wine because it significantly affects the choice of
consumers.
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
REVIEW OF LITERATURE
Understanding Quality
Quality is defined as meeting or exceeding the needs and expectation of the
customer. Thus, the goal of the business should be to find out what the customer wants and
then fine tune the process to ensure that they get it. The primary dimensions of product
quality include; a. performance, b. features, c. reliability, d. conformance, e. durability, f.
serviceability, g. aesthetics, h. perceived quality (Allen, 2006).
However, Allen (2006) stated that service quality is attracting equal or more
attention. These are; a. responsiveness, b. reliability, c. accuracy, d. knowledge of
employees, e. courtesy, f. consistency, and g. speed. These listed dimensions of product
and service quality are, in a broad sense, generic to most situations. However, every
business is unique, and if customer satisfaction measurements are to be meaningful,
expectations should phrase in the language of customers for each distinct market segment.
Also, are more critical than others and it is wise to determine the relative importance of
each need. After measuring the satisfaction levels, emphasis can then be placed on
improving performance in areas important to the customer but where the organization may
be lacking in comparison to the quality delivered by competitors.
Quality as a Business Goal
Quality connotes a meeting or exceeding the needs and expectations of the
customer. Thus, the goal of a business should be to find out what the customer wants and
then fine tune the process to ensure that they get it (Allen, 2006 as cited by Dagupen and
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
Lubrica (2006). Allen (2006) concluded that the primary dimensions of product quality
include performance, features, reliability, conformance, durability, serviceability and
service quality as responsiveness, reliability, accuracy, courtesy, consistency and speed.
On the other hand, Bird (2005) stated, "Quality assurance is the totality of all the
management actions and procedures that set out to achieve this high standard, and thus will
incorporate quality control." He said Quality Assurance can be seen as a management system
while Quality Control is the proactive control of the actual processing of the food/product,
which typically requires laboratory testing and monitoring. Both Quality Assurance and
Quality Control require vigilance on the part of all involved with making wine from the
establishment to the storing of the finished product.
Continuous Quality Improvement
Continuous quality improvement begins by identifying customer expectations for
all key “moments of truth” the critical interactions customer have with the organization.
This can include contact with, for example, internal support groups, collection individuals,
sales representatives, management, or direct service provides. The best way to understand
customer expectations is to listen to customers using qualitative research techniques. This
usually requires skilful probing by someone practiced in customer satisfaction
measurements (Allen, 2006).
After identifying expectations, customer satisfaction can readily be measured.
However, this requires the customer to answer specific questions about he or she feels
about the company performance. This is why it is so important to capture their interest and
build the credibility needed to gain their cooperation.
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
METHODOLOGY
Locale and Time of the Study
The research was conducted in Sablan, Benguet specifically at Sitio Colat Bayabas
Sablan, Benguet where the Kayabang Multipurpose Cooperative is located from the month
of December 2012, to January 2013.
Respondents of the Study
The respondent of the study was the manager of the Kayabang Multi-purpose
Cooperative which is located in Bayabas, Sablan, Benguet. The previously mentioned
cooperative is engaged in ube wine processing. Other respondents of the study are 5
individuals who are directly involved in ube wine processing. A total of 6 respondents was
taken as respondents of the study.
Data Gathering Procedure
The data gathering was done by administering of questionnaires to the respondents
and followed by a personal interview to validate the written answers of the respondents on
the questionnaires.
Data Gathered
The data gathered are the profile of the respondent, their knowledge and
understanding about quality. Production practices and quality management practices
and/strategies of the respondents was also taken. Problems encountered by the respondents
with regards to their production and quality management are also asked.
Data Analysis
The data gathered were tabulated and analyzed using frequency and other
appropriate tools to be used.
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
RESULTS AND DISCUSSION
Profile of the Respondents
Table 1 presents the profile of the respondents which includes their age, gender and
educational attainment. Most of the processor-respondents have ages between 45-54
(40%), the other processors have ages between 25-34 (20%), 35-44 (20%), and 55-64
(20%). On the other hand, the manager has an age ranging from 45-64.
For the respondent’s gender, all of the respondents are female and in contrast, the
manager is a male. On the part of the respondent’s educational attainment, most of the
respondents (40%) of them have attended high school and college level. With regards to
their number of years in the industry, all of the processors including the manager have been
engaged in wine processing for 5-6 years.
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary
The study was conducted to determine the quality management practices of ube
wine producers. It aimed to: determine the knowledge and understanding of ube wine
producers with regards to quality; determine the production practices of ube wine
producers; determine their quality management practices; and, determine the problems
faced by the producers with regards to production and on quality management.
The study was conducted using survey questionnaires for the manager and for the
processors/workers which is followed by a personal interview. The gathered data were
statistically analysed and interpreted according to the objectives of the study. Statistical
tools used in describing the data were frequency counts and percentage.
Most of the respondents have ages ranging from 45-54 and some have ages ranging
from 23-34, 35-44, and 55-64. Most of the respondents are female and only the manager is
a male. All of the respondents were engaged in wine processing for 5-6 years. With regards
to their educational attainment, most of the respondents have been in high school and
college and only few has been on the elementary level.
Most of the respondents said that quality has something to do with perfection of the
product, consistency, eliminating waste, compliance with policies and procedures,
providing a good usable product, and delighting or pleasing the customers.
With regards to the trainings and seminars attended by the respondents, most of the
respondents have attended the food processing training conducted by BSU in the year 2005.
Some of the respondents have also attended the following trainings and seminars: food
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
handling and labelling, wine production, wine enhancement training, good manufacturing
practices, entrepreneurial management, financial management, cooperative convention,
basic leadership and values for development, organic agriculture, and meat processing
seminar.
On the part of the business, it is involved in processing, repacking, retailing, and
wholesaling. It is registered and operated as a cooperative and engaged in ube wine
processing for 6 years with a province wide scope of market and, the types of customers
are wholesalers, retailers, and walk in buyers. The cooperative started with a total capital
of PHP 100,000 and has a present total asset of PHP 800,000.
The processing area located at Sitio Colat Bayabas Sablan, Benguet just after the
Bayabas Elementary School. The location and processing area was evaluated using 2
categories which are the location and processing area, and the layout which is further
subdivided according to the specifications of each category. The criteria used in evaluation
are: accessibility to raw materials, adequacy of space, ventilation, lighting, adequacy of
facilities, accessibility to customers, layout specification, attractiveness of the processing
area, safeness of the workers and customers on the area, and, the maximization of the space.
The processing location, area, and layout was evaluated by the manager and according to
the result, it has a good location, processing area, and layout.
With regards to the procurement of raw materials, the main ingredient which is the
ube is supplied by the members and some are procured from other suppliers. The other raw
materials like the sugar, yeast, and water are procured from other suppliers. When it comes
to the type of raw materials, the ube that they use is the purple colour. The sugar used is
the brown one. The yeast they use is the red star dry yeast which is suitable for wine and
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
vinegar production. With regards to the water utilized by the organization in processing, it
is laboratory tested. The organization has set some standards in selecting their raw
materials. The ube that they process must be fully matured, damage/blemish free, and must
be grown organically. The organization only processes tuwiran, daking, and tungkol
variety and they also add some sampero ube variety for better aroma. With regards to the
proportion of raw materials, the organization uses a mixture which is 14 kg of ube is to 2
table spoon red star dry yeast, 10 kg brown sugar, and 40 litres of water.
The wine processing of the organization is composed of 20 stages which are as
follows; a) procurement of raw materials, b) inspection and sorting, c) washing/cleaning,
d) boiling, e) juice extraction, f) measuring of the juice, g) cooling of the juice, h) pre
filtration, i) weighing of sugar and yeast, j) adding of sugar and yeast, k) mixing, l)
fermentation, m) pasteurization, n) aging, o) filtration, p) bottle sterilization, q) bottling, r)
closing and sealing of containers, s) labelling, and t) packing to crates for storage and
delivery.
With regards to the quality management practices of the organization, they apply
brainstorming wherein all of the members of the organization gather together and share
their ideas in order for them to be able to create new ideas and for them to find solutions to
problems if there are any that will arise during the business operation. They have also set
some quality standards for their product. These standards include same taste in all ube wine
products, same mixture of raw materials, and the ube variety selection standards. The
organization also do accurate record keeping, strict monitoring while processing to avoid
deviations on the processing, they maintain safeness of the product on the storage area and
on transportation in order for them to assure the good quality of the product. In addition,
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
they are also certified by BFAD and DTI and they are given a good manufacturing practice
certification, and, their wine product is laboratory certified. They also see to it that quality
is the same in all of their wine product by inspecting regularly on the procurement of raw
materials, during processing, on storage and during transporting the product.
The organization experiences problems in wine processing and on quality
management. On the part of wine processing, they experience problem on material
sourcing because they encounter cross breeds between purple and white ube/yam.
Oxidation is the problem faced by the organization during fermentation and aging. With
regards to marketing, they experience problem on heavy competition because there are
many individuals and organizations that are into wine business. On the other hand, they
also experience problem on quality management which is the high acidity level of the wine
thus, some wine turns to vinegar which is not supposed to be because according to them,
this results to low profit, and it gives a negative image on the product.
Conclusions
Based on the results of the study, the following conclusions were drawn:
1. Most of the respondents claim that quality has something to do with the
perfection of the product, consistency in all aspects, eliminating waste, compliance with
policies and procedures, providing good usable product, and delighting or pleasing the
customers;
2. The production practice of the of the organization starts with the harvesting and
procurement of the different raw materials and fallowed by inspection and sorting until
such time that the finished product is packed and ready to be delivered to the outlets of the
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
organization such as the barangay food terminal centre. The production practice of the
organization is governed with strict monitoring in all the production levels to ensure that
there are no deviations in the production standards set by the organization and also to
ensure the production of a good quality ube wine;
3. The quality management practice employed by ube wine producer includes four
quality categories. The first one is the quality control tool wherein the organization uses
brainstorming and all of the members of the organization gather together to share their
ideas, discuss matters, and find solutions to problems if there are some. Another category
is the quality standards wherein the organization has set some standards for their product
which includes same taste in all the ube wine product, same mixture of raw materials, and
the ube variety selection. The third category is the quality product assurance that would
assure the safeness and quality of the product and these are; a) record keeping, b) strict
monitoring while processing to avoid deviations, c) they are certified by BFAD and DTI,
d) they maintain safeness of the product on the storage area and on transportation, and e)
the product is laboratory certified. The last category is the establishment of quality product
wherein they see to it that quality is the same in all outputs in terms of consistent taste,
colour, aroma, and same alcohol content. They also do inspection in all the level of
production to assure the production of a quality product;
4. The problems faced by the producers include cross-breeds between white and
purple ube tubers. On the part of fermentation and aging, the common problem is the
oxidation of the wine. They have also encountered problem on wine bottle preparation
because manual cleaning is too laborious and time consuming. On the part of marketing,
the producers experience problem on the high level of competition because there are many
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
individuals and organizations that are in the wine business. On the part of quality
management problem, they experience high level of acidity of the wine thus, some wines
turn to vinegar which is not suppose to be; and,
5. The Kayabang Multipurpose Cooperative have met the production and quality
standards set by the DTI and HACCP on some of their wine production stages only but
then, the KMPC have partially met the standards set especially on the critical control points
as mentioned by the said agencies.
Recommendations
Based on the conclusions, the following are recommended.
1. Officers of the organization together with the local officials must coordinate with
government and non government agencies that have the authority and technical knowledge
and skills on wine production such as the DTI and DOST to conduct trainings and seminars
to all the members of the organization most especially to the processors of the organization
in order for them to upgrade their knowledge and skills in wine preparation and production
especially on the critical control points as mentioned by HACCP so that they may be able
to produce a better quality wine product;
2. The government agencies should also set quality standards for wine production
and also, these government agencies should not only set standards, they should also
accompany it with intensive trainings and seminars regarding the standards set. Strict
monitoring also should be conducted by these agencies to make sure that ube wine
producers are applying and following the set quality standards;
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
3. According to Pandell, it is easy to manipulate the acidity level of wines hence,
the organization should invest on additional equipments such as the pH meter used in
measuring the acidity level of wine in order to know if the wine is acidic or basic.
According to Pandell, wines should have pH ranging from 3.3 to 3.7. With regards to the
high cost equipments such as the wine distilling apparatus, the organization should top up
supports of government agencies for them to be able to acquire these facilities;
4. With the aim to have uniform taste of the wine products, the measuring
equipments should be properly marked and calibrated to have a uniform mixture in the
entire wine production operation. Cleanliness and sanitation of the production
area/processing area should also be monitored and maintained to avoid contaminations as
mentioned by DTI; and,
5. With the aim of having a more competitive product, innovation of the product
packaging and labels should be done.
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
LITERATURE CITED
ALLEN, M. E. 2006. How to Develop and Maintain Quality. 2nd Ed. Lotus Press, New
Delhi. Pp. 1-20.
ARVANITOYANNIS I.S., L.K. KOURTIS. 2001. Implementation of Hazard Analysis
Critical Control Point System to the Alcoholic Beverages Industry, Food reviews
International. Retrieved on November 3, 2012 from http://www.haccp.com.
BIRD, D. 2005. Understanding Wine Technology: A Book For the Non-Scientist That
Explains the Science Of Winemaking 2nd Revised Edition Paperback. DBQA
Publishing. P. 8.
DABADI, H. 2008. Technology Transfer-Capacity Building and the Private Sector of
Nepal. Retrieved on June 30, 2008 from http:// www.unescap.org.
DAGUPEN, M. T. and LUBRICA, M. B. (2006). The Ideal Strawberry Product Attributes
Based on Consumer requirements: A Conjoint Analysis Approach. Unpublished
Study. P.14.
D.T.I. 2010. Standards on Tropical Fruit Wine Processing. Retrieved on December 27,
2012 from http://dtiwinestandards.gov.ph.
FAGYAN, V. K. 2009. Local Wine Industry: An Evaluation of its Quality Assurance
System. Unpublished Masters Thesis. Mountain Province State Polytechnic
College. Bontoc, Mountain Province. P. 10.
GUINABANG, L. 2006. Status of the Fruit Wine Industry in Mountain Province. PhD
Dissertation. Benguet State University. Pp. 20-23.
KOURTIS, L.K, and I.S. ARVANITOYANNIS. Implementation of Hazard Analysis,
Critical Control Point System to the Alcoholic Beverages Industry. Retrieved on
December 28, 2012 from http://winestandards.com.
MACABASKO, D. R. 2006. A Toast of the Wine Industry in the Philippines. Retrieved
on January 2012 from http://www.winepage.com/features/.html.
MORRIS, J. R. 2008. Considerations for Starting a Winery. Arkansas Agricultural
Experiment Station. University of Arkansas. Retrieved on Aug.31, 2008 from
http://arkansasagnesw.uark.edu.
NEPAL C., B. KARKI, and K. NIRAULA. 2003. “Technology transfer in SMEs: Problems
and Issues. In the Context of Nepal. Retrieved on June 30, 2008 from http: //www.
unescap .org.
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
OBI. 2001. Planning Modern Manufacturing Systems. Retrieved on October 20,2012 from
http://www.engr.sjsu.edu/sobi/NAIT 2001 ARTICLE.htm.
PANDELL, A. J., 1999. The Acidity of Wine. Retrieved on October 29, 2012 from
http://www.wineperspective.com/storage% 20 temperature% 20 &%20 aging.html.
RANESES, N. O. 2001. Crossing the Rubicur: Improving Small Medium Enterprise
Productivity. In Alfonso, O.M.(ed) 2001. Bridging the Gap: Philippine SMEs and
Globalization. O.C. Small Enterprise Research and Development Foundation, Inc.
Pp. 5-7.
STARR,J. 2000. Total Quality Management.Retreived on August 29, 2012 from
http://www.wiley.com/college/reid.
STILL, J. 1981. Food Selection and Preeparation.JMC Press Inc., Philippines. P. 363.
SULIVAN, D. and J. LANE. 1983. Small Business Management. Wm. Brown Co. Pp. 270-
272.
TAGAY, A. and L. BALLESTEROS. 2008. Strengthening Strategies for Agribased
Tourism, Micro, Small and medium Enterprises (Chicharon, Wine and Vinegar )
in Region 1. Unpublished. Mariano Marcos State University. Pp.39-41.
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
PHILIP, ARIEL A. APRIL. 2013. Quality Management Practices of Ube
Wine Producers: an Assessment. Benguet State University, La Trinidad Benguet.
Adviser: Dr. Leopoldo N. Tagarino, MRSM. Agribusiness
ABSTRACT
This study is about the quality management practices of ube wine producers. Survey
questionnaires were administered to six (6) respondents which were followed by a personal
interview. These six respondents included 5 processors/workers and the manager who were
all members of the Kayabang Multipurpose Cooperative located in Bayabas Sablan,
Benguet.
The production practices of the organization composed of twenty (20) stages started
from the procurement of raw materials until the packaging of finished product in crates for
storage and delivery.
The quality management practice of the organization involved four categories and
each category was subdivided into sub-categories according to the specifications of each
of main category. According to the manager, they had set quality standards for their
product. These set standards should be followed and achieved but according to them, they
were not able to meet these set standards and hence, the processors were undergoing re-
training.
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
The organization, according to the manager, had encountered some problems
especially on wine production aspects. These problems included oxidation on the
fermentation and aging stages. On the part of their quality management practices, the
organization experienced one great problem which was the high acidity level of the wine
and thus, some wines turned to vinegar.
It is hence recommended that the organization together with government agencies
that have technical knowledge and skills on wine production and on total quality
management should conduct intensive trainings and seminars for the ube wine processors
and should be coupled with the setting of quality standards for wine processing that should
be strictly monitored.
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
INTRODUCTION
Rationale
Wine has been around for thousands of years. From ancient civilizations to modern
times, wine has been produced and enjoyed by many, from peasants to kings. The word
wine comes from Latin vinum, akin to Greek oinos, which means grape wine, in a larger
sense; it is the fermented juice of other fruits.
Wines are also made from fruits other than grapes. Fermented apple cider is
considered a wine. Perry is produced from pears. There are also cherry wines, plum wines,
and wines made from various berries. Many fruit wines are home-fermented products, but
some are manufactured commercially as well. Fruit wines contain about 12 percent alcohol.
Yam commonly known as ube is a perennial herbaceous vine cultivated for the
consumption of their starchy tubers. In the Philippines, the purple ube species of yam
(Dioscorea alata), is eaten as a sweetened dessert called "ube halaya", and is also used as
an ingredient in another Filipino dessert, halo-halo.
In the province of Benguet, the root crop grows best. Due to the abundance of
supply of ube, enterprising organizations come up with an idea on how to utilize excess
ube into something profitable which leads to the development of ube wine.
One of these enterprising organizations is the Kayabang Multi-Purpose cooperative
in Bayabas, Sablan, Benguet which has found a money-making venture in making ube wine
through the help of DAR-Cordillera Administrative Region. Ube wine was one of the
saleable items at the recently concluded Agrilink/Foodlink/ Aqualink trade fair at the
World Trade Center because it is organic, local, and healthy alternative to red wine. There
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
are also enterprising organizations in the province of Benguet producing ube wine. Due to
changing taste and preferences of ube wine consumers, quality become one of the most
critical factor in producing ube wine because it significantly affects the choice of
consumers.
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
REVIEW OF LITERATURE
Understanding Quality
Quality is defined as meeting or exceeding the needs and expectation of the
customer. Thus, the goal of the business should be to find out what the customer wants and
then fine tune the process to ensure that they get it. The primary dimensions of product
quality include; a. performance, b. features, c. reliability, d. conformance, e. durability, f.
serviceability, g. aesthetics, h. perceived quality (Allen, 2006).
However, Allen (2006) stated that service quality is attracting equal or more
attention. These are; a. responsiveness, b. reliability, c. accuracy, d. knowledge of
employees, e. courtesy, f. consistency, and g. speed. These listed dimensions of product
and service quality are, in a broad sense, generic to most situations. However, every
business is unique, and if customer satisfaction measurements are to be meaningful,
expectations should phrase in the language of customers for each distinct market segment.
Also, are more critical than others and it is wise to determine the relative importance of
each need. After measuring the satisfaction levels, emphasis can then be placed on
improving performance in areas important to the customer but where the organization may
be lacking in comparison to the quality delivered by competitors.
Quality as a Business Goal
Quality connotes a meeting or exceeding the needs and expectations of the
customer. Thus, the goal of a business should be to find out what the customer wants and
then fine tune the process to ensure that they get it (Allen, 2006 as cited by Dagupen and
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
Lubrica (2006). Allen (2006) concluded that the primary dimensions of product quality
include performance, features, reliability, conformance, durability, serviceability and
service quality as responsiveness, reliability, accuracy, courtesy, consistency and speed.
On the other hand, Bird (2005) stated, "Quality assurance is the totality of all the
management actions and procedures that set out to achieve this high standard, and thus will
incorporate quality control." He said Quality Assurance can be seen as a management system
while Quality Control is the proactive control of the actual processing of the food/product,
which typically requires laboratory testing and monitoring. Both Quality Assurance and
Quality Control require vigilance on the part of all involved with making wine from the
establishment to the storing of the finished product.
Continuous Quality Improvement
Continuous quality improvement begins by identifying customer expectations for
all key “moments of truth” the critical interactions customer have with the organization.
This can include contact with, for example, internal support groups, collection individuals,
sales representatives, management, or direct service provides. The best way to understand
customer expectations is to listen to customers using qualitative research techniques. This
usually requires skilful probing by someone practiced in customer satisfaction
measurements (Allen, 2006).
After identifying expectations, customer satisfaction can readily be measured.
However, this requires the customer to answer specific questions about he or she feels
about the company performance. This is why it is so important to capture their interest and
build the credibility needed to gain their cooperation.
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
METHODOLOGY
Locale and Time of the Study
The research was conducted in Sablan, Benguet specifically at Sitio Colat Bayabas
Sablan, Benguet where the Kayabang Multipurpose Cooperative is located from the month
of December 2012, to January 2013.
Respondents of the Study
The respondent of the study was the manager of the Kayabang Multi-purpose
Cooperative which is located in Bayabas, Sablan, Benguet. The previously mentioned
cooperative is engaged in ube wine processing. Other respondents of the study are 5
individuals who are directly involved in ube wine processing. A total of 6 respondents was
taken as respondents of the study.
Data Gathering Procedure
The data gathering was done by administering of questionnaires to the respondents
and followed by a personal interview to validate the written answers of the respondents on
the questionnaires.
Data Gathered
The data gathered are the profile of the respondent, their knowledge and
understanding about quality. Production practices and quality management practices
and/strategies of the respondents was also taken. Problems encountered by the respondents
with regards to their production and quality management are also asked.
Data Analysis
The data gathered were tabulated and analyzed using frequency and other
appropriate tools to be used.
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
RESULTS AND DISCUSSION
Profile of the Respondents
Table 1 presents the profile of the respondents which includes their age, gender and
educational attainment. Most of the processor-respondents have ages between 45-54
(40%), the other processors have ages between 25-34 (20%), 35-44 (20%), and 55-64
(20%). On the other hand, the manager has an age ranging from 45-64.
For the respondent’s gender, all of the respondents are female and in contrast, the
manager is a male. On the part of the respondent’s educational attainment, most of the
respondents (40%) of them have attended high school and college level. With regards to
their number of years in the industry, all of the processors including the manager have been
engaged in wine processing for 5-6 years.
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary
The study was conducted to determine the quality management practices of ube
wine producers. It aimed to: determine the knowledge and understanding of ube wine
producers with regards to quality; determine the production practices of ube wine
producers; determine their quality management practices; and, determine the problems
faced by the producers with regards to production and on quality management.
The study was conducted using survey questionnaires for the manager and for the
processors/workers which is followed by a personal interview. The gathered data were
statistically analysed and interpreted according to the objectives of the study. Statistical
tools used in describing the data were frequency counts and percentage.
Most of the respondents have ages ranging from 45-54 and some have ages ranging
from 23-34, 35-44, and 55-64. Most of the respondents are female and only the manager is
a male. All of the respondents were engaged in wine processing for 5-6 years. With regards
to their educational attainment, most of the respondents have been in high school and
college and only few has been on the elementary level.
Most of the respondents said that quality has something to do with perfection of the
product, consistency, eliminating waste, compliance with policies and procedures,
providing a good usable product, and delighting or pleasing the customers.
With regards to the trainings and seminars attended by the respondents, most of the
respondents have attended the food processing training conducted by BSU in the year 2005.
Some of the respondents have also attended the following trainings and seminars: food
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
handling and labelling, wine production, wine enhancement training, good manufacturing
practices, entrepreneurial management, financial management, cooperative convention,
basic leadership and values for development, organic agriculture, and meat processing
seminar.
On the part of the business, it is involved in processing, repacking, retailing, and
wholesaling. It is registered and operated as a cooperative and engaged in ube wine
processing for 6 years with a province wide scope of market and, the types of customers
are wholesalers, retailers, and walk in buyers. The cooperative started with a total capital
of PHP 100,000 and has a present total asset of PHP 800,000.
The processing area located at Sitio Colat Bayabas Sablan, Benguet just after the
Bayabas Elementary School. The location and processing area was evaluated using 2
categories which are the location and processing area, and the layout which is further
subdivided according to the specifications of each category. The criteria used in evaluation
are: accessibility to raw materials, adequacy of space, ventilation, lighting, adequacy of
facilities, accessibility to customers, layout specification, attractiveness of the processing
area, safeness of the workers and customers on the area, and, the maximization of the space.
The processing location, area, and layout was evaluated by the manager and according to
the result, it has a good location, processing area, and layout.
With regards to the procurement of raw materials, the main ingredient which is the
ube is supplied by the members and some are procured from other suppliers. The other raw
materials like the sugar, yeast, and water are procured from other suppliers. When it comes
to the type of raw materials, the ube that they use is the purple colour. The sugar used is
the brown one. The yeast they use is the red star dry yeast which is suitable for wine and
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
vinegar production. With regards to the water utilized by the organization in processing, it
is laboratory tested. The organization has set some standards in selecting their raw
materials. The ube that they process must be fully matured, damage/blemish free, and must
be grown organically. The organization only processes tuwiran, daking, and tungkol
variety and they also add some sampero ube variety for better aroma. With regards to the
proportion of raw materials, the organization uses a mixture which is 14 kg of ube is to 2
table spoon red star dry yeast, 10 kg brown sugar, and 40 litres of water.
The wine processing of the organization is composed of 20 stages which are as
follows; a) procurement of raw materials, b) inspection and sorting, c) washing/cleaning,
d) boiling, e) juice extraction, f) measuring of the juice, g) cooling of the juice, h) pre
filtration, i) weighing of sugar and yeast, j) adding of sugar and yeast, k) mixing, l)
fermentation, m) pasteurization, n) aging, o) filtration, p) bottle sterilization, q) bottling, r)
closing and sealing of containers, s) labelling, and t) packing to crates for storage and
delivery.
With regards to the quality management practices of the organization, they apply
brainstorming wherein all of the members of the organization gather together and share
their ideas in order for them to be able to create new ideas and for them to find solutions to
problems if there are any that will arise during the business operation. They have also set
some quality standards for their product. These standards include same taste in all ube wine
products, same mixture of raw materials, and the ube variety selection standards. The
organization also do accurate record keeping, strict monitoring while processing to avoid
deviations on the processing, they maintain safeness of the product on the storage area and
on transportation in order for them to assure the good quality of the product. In addition,
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
they are also certified by BFAD and DTI and they are given a good manufacturing practice
certification, and, their wine product is laboratory certified. They also see to it that quality
is the same in all of their wine product by inspecting regularly on the procurement of raw
materials, during processing, on storage and during transporting the product.
The organization experiences problems in wine processing and on quality
management. On the part of wine processing, they experience problem on material
sourcing because they encounter cross breeds between purple and white ube/yam.
Oxidation is the problem faced by the organization during fermentation and aging. With
regards to marketing, they experience problem on heavy competition because there are
many individuals and organizations that are into wine business. On the other hand, they
also experience problem on quality management which is the high acidity level of the wine
thus, some wine turns to vinegar which is not supposed to be because according to them,
this results to low profit, and it gives a negative image on the product.
Conclusions
Based on the results of the study, the following conclusions were drawn:
1. Most of the respondents claim that quality has something to do with the
perfection of the product, consistency in all aspects, eliminating waste, compliance with
policies and procedures, providing good usable product, and delighting or pleasing the
customers;
2. The production practice of the of the organization starts with the harvesting and
procurement of the different raw materials and fallowed by inspection and sorting until
such time that the finished product is packed and ready to be delivered to the outlets of the
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
organization such as the barangay food terminal centre. The production practice of the
organization is governed with strict monitoring in all the production levels to ensure that
there are no deviations in the production standards set by the organization and also to
ensure the production of a good quality ube wine;
3. The quality management practice employed by ube wine producer includes four
quality categories. The first one is the quality control tool wherein the organization uses
brainstorming and all of the members of the organization gather together to share their
ideas, discuss matters, and find solutions to problems if there are some. Another category
is the quality standards wherein the organization has set some standards for their product
which includes same taste in all the ube wine product, same mixture of raw materials, and
the ube variety selection. The third category is the quality product assurance that would
assure the safeness and quality of the product and these are; a) record keeping, b) strict
monitoring while processing to avoid deviations, c) they are certified by BFAD and DTI,
d) they maintain safeness of the product on the storage area and on transportation, and e)
the product is laboratory certified. The last category is the establishment of quality product
wherein they see to it that quality is the same in all outputs in terms of consistent taste,
colour, aroma, and same alcohol content. They also do inspection in all the level of
production to assure the production of a quality product;
4. The problems faced by the producers include cross-breeds between white and
purple ube tubers. On the part of fermentation and aging, the common problem is the
oxidation of the wine. They have also encountered problem on wine bottle preparation
because manual cleaning is too laborious and time consuming. On the part of marketing,
the producers experience problem on the high level of competition because there are many
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
individuals and organizations that are in the wine business. On the part of quality
management problem, they experience high level of acidity of the wine thus, some wines
turn to vinegar which is not suppose to be; and,
5. The Kayabang Multipurpose Cooperative have met the production and quality
standards set by the DTI and HACCP on some of their wine production stages only but
then, the KMPC have partially met the standards set especially on the critical control points
as mentioned by the said agencies.
Recommendations
Based on the conclusions, the following are recommended.
1. Officers of the organization together with the local officials must coordinate with
government and non government agencies that have the authority and technical knowledge
and skills on wine production such as the DTI and DOST to conduct trainings and seminars
to all the members of the organization most especially to the processors of the organization
in order for them to upgrade their knowledge and skills in wine preparation and production
especially on the critical control points as mentioned by HACCP so that they may be able
to produce a better quality wine product;
2. The government agencies should also set quality standards for wine production
and also, these government agencies should not only set standards, they should also
accompany it with intensive trainings and seminars regarding the standards set. Strict
monitoring also should be conducted by these agencies to make sure that ube wine
producers are applying and following the set quality standards;
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
3. According to Pandell, it is easy to manipulate the acidity level of wines hence,
the organization should invest on additional equipments such as the pH meter used in
measuring the acidity level of wine in order to know if the wine is acidic or basic.
According to Pandell, wines should have pH ranging from 3.3 to 3.7. With regards to the
high cost equipments such as the wine distilling apparatus, the organization should top up
supports of government agencies for them to be able to acquire these facilities;
4. With the aim to have uniform taste of the wine products, the measuring
equipments should be properly marked and calibrated to have a uniform mixture in the
entire wine production operation. Cleanliness and sanitation of the production
area/processing area should also be monitored and maintained to avoid contaminations as
mentioned by DTI; and,
5. With the aim of having a more competitive product, innovation of the product
packaging and labels should be done.
Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013
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Quality Management Practices of Ube Wine Producers: an Assessment
PHILIP, ARIEL A. APRIL. 2013