By K.C. Soares, ContributorI ATTENDED the launch of the Quality Jamaica Project, a scheme aimed at introducing ISO management and HACCP systems to small and medium-size enterprises (SMEs), and I am glad I did. Before explaining what are ISO management and HACCP systems, let me first say that the vibes at this launch were all positive. Apart from the late start to the night's proceedings, the atmosphere was fully charged with grand optimism.
To begin with, the ballroom of the Jamaica Pegasus Hotel, where the launch took place, was fully packed. This is unusual, as in recent times many persons, including myself, have become sceptical of launches. Too often have we eloquently spoken of grand plans, which are usually not backed up with action. This launch, however, appeared to be different and for this credit should be given to the project manager, whose presentation was above the ordinary.
HIGHLIGHTS OF THE LAUNCH
In my opinion two things stood out at this launch. These were the simplistic and forceful way in which the project manager made his presentation and the absence of the usual recycling of the old guards. We will get back to this but first let me sensitise readers as to what this project is all about.
The International Organisation of Standardisation (ISO) is the governing body that co-ordinates the development of voluntary international standards. These standards form a critical base for International Trade. The ISO is based in Geneva, Switzerland and its management systems are applied all over the world.
Hazard Analysis and Critical Control Points (HACCP) is a systematic and preventative approach to achieve food safety standards. The activation of the Free Trade Area of the Americas (FTAA) and the termination of the Lomé Convention will mean that in order to survive we will have to be internationally competitive by being able to meet and exceed world standards of productivity, quality and price. The Lomé Convention at present allows some products from Jamaica and other African Caribbean and Pacific (ACP) countries to enjoy preferential access to some international markets. In order to compete, international companies will have to be compliant with these systems and proceedings. Even companies that produce only for domestic markets will have to benchmark international performance standards and pricing. To be competitive, companies will have to adhere to international standards. The Quality Jamaica
Project is designed to pass the tangible benefits of ISO management systems and/or HACCP systems to SMEs. The aim is to have most SMEs compliant by the year 2005, which, incidentally, is the year that the FTAA will be activated and the Lomé Convention terminated.
SUCCESS IS ON THE WAY
It is important that the project succeeds and if the exuberance demonstrated by the project manager is anything to go by then there is little chance of it failing. One of the main features of this project which, in my opinion, should go a long way in ensuring success, is the formation of an alliance with other projects and/or organisations to fully administer to the varied needs of each SME. Where one organisation or project cannot fully supply a particular need another organisation will take up the slack. In this way, the consortium formed by the alliance can deliver to each SME real and holistic benefits that no one project could provide.
Success of this project is crucial as, if compliance to international systems and procedures was left up to SMEs, the vast majority could not adhere. This is because most SMEs are faced with various developmental needs that compete for their scarce human and financial resources. In many instances, decisions for spending is usually guided by what is urgent as opposed to what is fundamentally important.
LESS THAN SATIFACTORY PERFORMANCES
Projects in the past have tried to alert SMEs to the importance of international standards and procedures. These projects have all enjoyed less than limited success. Take for instance the Caribbean Regional Resources Development Programme for Economic Competitiveness (CPEC) which, in its third of five years, has only been able to attract about 10 companies to the HACCP training component of its programme. The Trade Development Project (TDP) has not done any better. These performances are less than satisfactory and one just has to look at the administering of these programmes to realise that there is a marked difference when compared with the Quality Jamaica Project.
All things considered, I expect much from this launch. The execution of this project, in my opinion, should be supported by all sectors and no effort spared in ensuring its success.
K.C. Soares is a former banker and is now a
business consultant with Soledad Financial Services Limited. E-mail: soledad@netcomm-jm.com.
