company. - Philippine Quality Award

▪ The SUNlight Foods Corporation corporate logo is the most immediate
representation of our company, our people, and our brand to the world.
▪ The logotype consists of capital letters “SUN” from the family name of the
company’s primary main investor, Mr. Nilo Chito C. Sun
▪ Two leaves are added to represent our move towards sustainable farming.
▪ At SUNlight Foods Corporation, we do more than food processing. We innovate
and think for the future. We're experts who invest in the long term, from
production of raw materials to packaging & delivery.
COMPANY PROFILE
▪ Established in December 2000
▪ Initial working capital of P1.3 million
▪ Rented a building in Marikina City in
February 2001 that houses its business
office, processing facility and living
quarters of its key personnel
PRODUCTS
Main line of business: Processing of Fruit Preserves
PRODUCTS in Ice Cream & Bakery Industry
Ube Preserve
Acidified Ube Puree
Ube Powder
Stabilized Buco Strings
Macapuno Preserve
Banana Puree
PRODUCTS in Fast Food Industry
Sweetened Saba
Sweetened Macapuno
Sweetened Langka
Ube Jam
MANAGEMENT TEAM
▪ Nilo Chito C. Sun - President
- Certified Public Accountant & Financial Management Consultant in international
development projects assisted by multi-lateral and bilateral financial institutions.
▪ Crispin R. Muyrong Jr.- Operations Manager
- Licensed Mechanical Engineer
▪ Ma. Luz S. Muyrong- Admin/Technical Manager
- Food Technologist
 Both Mr. & Mrs. Muyrong have more than 20 years of hands on experience in
the management of food manufacturing operation and product development
gained previously from working with the top food companies in the country
WORKFORCE PROFILE
50 people
23 male and 27 female
Age Range: 18 to 49 years old.
40% Married 60% Single
30 High school graduate
9 High School Undergraduate
5 Elementary Graduate
2 College Graduates
2 Vocational Graduate (one each college undergraduate and elementary undergraduate respectively)
All of the work force lives within the community where the company operates.
LEGAL & REGULATORY REQUIREMENTS
 Bureau of Internal Revenue
 Local Gov’t , City of Marikina
 Social Security Services (SSS)
 Pag-ibig and Philhealth
 Food, Drugs, and Devices and Cosmetics Act (BFAD)
 Department of Labor and Employment (DOLE)
 Securities and Exchange Commission (SEC)
 Department of Environment and Natural Resources (DENR)
 Laguna Lake Development Authority (LLDA)
OUR COMPETITORS
▪ Backyard type fruit processors
operating in the provinces south of
Manila
▪ 19 medium to large fruit processors, 15
of them operates in Metro Manila, 2 in
Davao, 1 in Cavite, and 1 in Laguna
▪ Majority caters the export market and
had been in the business ranging from
15 to 40 years
Vision
Ang Sunlight Foods Corp. ay kinikilala sa food industry na
namumuno sa paggawa ng mataas na kalidad na produktong
ube at iba pang processed fruits.
Mission

Kami ay maaasahang gumawa ng mga produktong naaayon sa
pandaigdigan pamantayan, na may kakayahan mag deliver on
time at sa competitive na presyo
 Pagiibayuhin namin ang tuloy tuloy na pagpapaunlad ng kaalaman
at kakayahan ng bawat manggagawa, sa pangunguna ng
mapagpahalaga at mahusay na pangasiwaan
 Kami ay responsable at may malasakit sa kaayusan ng kalikasan
 Ang mga empleyado at pamunuan ay may iisang pananaw at
hangarin, na mapaunlad ang kumpanya sa pamamagitan ng
patuloy na pagbibigay ng kasiyahan sa kanyang mga kustomers
Our Purpose
▪ To partner with our customers to ensure their success by
supplying them quality fruit preserves
Our Vision
▪ Sunlight Foods Corp. will be a market leader in the fruit
preserves industry. We will :

Consistently satisfy our customers’ requirements;

Align with our suppliers and customers
Our Values

Honesty

Respect

Ethical Practices
OUR GUIDING PRINCIPLES
1. Customers
 Our customer is our business. We each have a responsibility of
providing our customer with products and services that meet or
exceed their expectations of quality, delivery and reliability.
 We will be the preferred supplier in the markets we serve,
recognized for understanding our customers’ needs better than
competitors, and meeting those needs with innovative sensing
technology.
 We seek to consistently demonstrate a sense of warmth, humor,
and mutual respect in our relationships with our customers, and
to be a company they enjoy working with
OUR GUIDING PRINCIPLES
2. Quality
 We will consistently provide the
highest quality products and
services to our customers.
OUR GUIDING PRINCIPLES
3. People
 Our employees is our company. We carry on Sunlight Foods Corp.’s
tradition of pride in workmanship, mutual trust, personal integrity,
respect for dignity of the individual, spirit of cooperation and sense of
family, and good humor. We seek to enhance this culture as we grow.
 We cultivate a leadership style that embraces the attitude of personal
autonomy and empowerment, individual initiative and teamwork.
 We shall foster an organizational structure, information system and
development of personal skills that maximize our employee’s flexibility
to respond to our customer’s needs
 We seek to promote and reinforce an entrepreneurial spirit, a
conviction that growth and continuous improvement is everyone’s job
OUR GUIDING PRINCIPLES
4. Profits
 Profits are the ultimate
measure of how efficiently
and effectively we serve our
customers and are the only
true source of long – term job
security. Profitability and
financial resources give us the
freedom to shape our future
and achieve our goals.
Sunlight Foods Quality Journey
WHERE WE WERE
PROCESSING ENTRANCE
PROCESSING EQUIPMENT
PROCESSING AREA
Where are we now?
LABORATORY
PROCESSING ENTRANCE
PROCESSING AREA
CLIENTELE
• Gardenia Phil Inc., the country’s market leader in bread products with
nationwide product distribution network
• Chowking, a subsidiary of Jollibee Foods Corp. and recognized as the
market leader of “halo-halo dessert product with 400 stores nationwide.
• Red Ribbon, also a subsidiary of Jollibee and recognized market leader in
the bakery products (cakes) with 200 stores nationwide.
• Unilever-Selecta ice cream, the recognized market leader in the ice
cream industry controlling 75% share of the ice cream market.
• Fitrite, Inc., a recognized leading consolidator/ exporter of Philippine
made food products worldwide.
AWARDS & RECOGNITION
 Certificate of Appreciation as participant in the 2012 Pilot Run of the
Philippine Quality Challenge championing excellence in organizational
management.
 Recognition as Philippine Quality Challenge level I awardee
AWARDS & RECOGNITION
 Certificate of recognition for its
exemplary performance as a model
small enterprise and realizing significant
improvement under the joint project of
ECOP-EBESE/MPEX program
 Recognition as one of the
outstanding adaptor of DOST-NCR
SETUP program
Our Winning Moves
• Directions and goals setting
Sunlight Foods management team envisioned that the
company will be one of the leading players in the fruit preserve
industry and to achieve this status, Sunlight Foods Corp. must be
the preferred supplier in its target market it will serve – the market
leaders in the food manufacturing industry with products
produced and sold to high end customer segment. Sunlight
Foods management also believes this strategic thrust selected by
the company gives them the competitive advantage over its
competitors on area of cost leadership and sustained business
growth, a very important ingredient needed to help propel the
company to attain the company’s vision fast.
Short- Term Milestone Goal:
- Identification of qualified, willing, trusted
personnel from its workforce that could
occupy higher responsibility (supervisory
and
technical/management
staff
positions) in the organization so that
management could focus more on its
management functions.
MEDIUM-TERM MILESTONE GOALS:
1.) Documentation and installation of Quality Management System that consists of the
quality manual, operational manual, and food safety manual.
Quality Manual defines the company’s quality policy. purpose, vision, values
guiding principles, organizational structure, and responsibility. The Quality Manual
serves as a guide to customers, auditors, and company’s work force on how
Sunlight Foods ensures continued customer satisfaction.
Operational Manual defines the operational process procedures, work
instructions finished product specifications, raw and packaging material
specifications, needed in the manufacture of the company’s products and strict
compliance to this operational manual will ensure compliance and attainment
of product quality uniformity.
Food Safety Manual defines the 5S, GMP’s, SSOP’s and HAACP’s of all our
product produced and strict compliance to the food safety manual will ensure
that the products coming out from the factory until it reaches the customer are
safe for consumption.
MEDIUM-TERM GOAL:
2. Upgrading the company’s processing facility and
equipment capabilities.
3. Development of training programs for the company’s
work force that will address realignment of individual
values of its work force to the company values, skills
development, widening and sharpening of knowledge
on food processing that will make them competent in
their assign duties and responsibilities in the organization.
4. Establishment of standards on productivity, product
quality, plant sanitation and personnel
performance monitoring and measurements.
hygiene,
Long-Term Milestone Goal:
Development of the company’s supply
base of its raw and packaging materials
to cope up with the increasing sales
demand of its customers.
2006-2007
• Worked on the documentation of its quality manual that
defines the company policy on quality and food safety,
the company’s purpose, vision, values, guiding
principles, organizational structures, and responsibility.
This manual serves as guide to customers, auditors, and
our workforce on how Sunlight Foods ensures continued
customer satisfaction.
• March 2007, SFC transferred its operation to its newly
constructed company owned building structure in
Barangay Fortune, Marikina City with a total floor area of
767 sq.m. The building houses its business office,
processing facility, laboratory, and warehouse and living
quarters of its key personnel.
2007-2009
The company embarked a program to upgrade its
equipment capability through the intervention of
DOST-NCR SETUP program replacing its second hand
acquired cooking equipment
with an efficient/
higher capacity cooking equipment consisting of 2
units stainless steel steam jacketed kettle with a total
combined cooking capacity of 480 kg/hr. of ube
puree and 1 unit 4ft. Diameter by 6 ft. long horizontal
steam retort with a capacity of 600 kg/hr. of raw ube
and 400 kg/loading for processed products.
SFC management commissioned the services of a 3rd party health
service provider “Friendly Care” to conduct a thorough annual
medical check up to all SFC personnel to ensure that their health
problems are properly look into and attended.
SFC management also plans and implement workforce
activities for a balance life…
 Continuing education to widen knowledge and skills
Year
2012
2013
2014 Jan-May
Number of
trainings
Conducted
16
27
11
Total
Personnel
Trained
157
451
265
% Workers
Trained
Total Man-days
spent
20.89%
33.41%
48%
175
471
272
2007-2009
The company also embarked a company wide training program for all its employees.
 In house seminar/workshop on value formation attended by all SFC
employees with the objective of realignment of individual values to the
company values.
 3 Saturday in house training/workshop on food safety system that includes 5S,
GMP, SSOP, and HACCP conducted by no other than Dr. Sonia Y De Leon of
the Foundation for the Advancement of Food Science and Technology
(FAFST). Product of the seminar was the formulation and documentation of
HACCP plans of all its products.
 3 SFC key personnel attended a two-day Enterprise Productivity training of
the EBESE- Ecop Big Enterprise-Small Enterprise productivity improvement
program through the partnership among ECOP-EIPC, DTI-CIC, and DOSTTAPI followed by a one day training of all SFC employees on Productivity,
Good Housekeeping by the group of Ms. Ela Lachica of DTI-CIC..
 SFC management attended and participated actively in the Cleaner
Production Techniques Seminar/workshop conducted by DOST-NCR
EBESE-ECOP-EIPC, DTI-CIC, and DOST- TAPI
Big Enterprise-Small Enterprise productivity improvement training
YEAR 2010
SFC embarked a company wide quality
and productivity improvement programs
to attain its vision as one of the leading
players in the industry.
Application of the learning gained from
the productivity trainings helped SFC
realized a significant improvements on its
productivity after the implementation of
various identified productivity projects by
the SFC employees.
 Modification on the process procedures of cleaning the processing equipment, washing of raw ube,
and recycling of cooling water of finish products that resulted to substantial reduction of the company’s
water consumption from 18 liters/kg output to 5 liters/kg output.
 Hand washing facility at the entrance of the production area were fitted with battery
operated hands free faucets. Actual study conducted reveals that the hands free
operated water faucet will reduced the water usage in hand washing by 70%.
Comparative water usage per activity in the operation before and
after the implementation of the different modified practices in the
use of water in the operation.
Legend <a recycled for use on items 2,3, 5 & 10
<b recycled by treatment for use on item 7a
<c condensates from SJK recovered back as feed water to the steam generator
Combined cumulative reduction in water consumption as a result of the above
modification in water utilization practices express in liters/kg output are as follows:
 Modification on the process procedures of cooking raw ube, peeling of cooked ube, and individual
labor productivity monitoring on the peeling of cooked ube that resulted to substantial improvement on
the material recovery from 55% to 71% that translates to P 10.24/kg reduction on the cost of raw material.
Problem overview / Proposed counter measures:
Low material recovery (ube pulp) due to:
1. Overcooking of raw ube tubers.
2. Utilization of small ube tubers (below .5kg/pc)
3. Thick peel by some peelers.
Proposed counter measures:
1. Strict implementation of narrower size uniformity of raw ube tubers for cooking to eliminate over cooking.
2. Strict implementation of the raw ube size specification during acceptance at the plant.
3. Install individual pulp recovery monitoring at peeling operation per peeler.
ANALYSIS/ IMPROVEMENT PROCESS/RESULTS:
1.) Small and irregular shaped raw ube tubers has
higher peel to pulp ratio than bigger, regularly shaped
ube tubers. At least a minimum size of 0.5 kg/pc of ube
tuber is acceptable as raw material to attain a higher
pulp recovery.
2.) Peelers if not regularly monitored on their
productivity tend to over peel the ube sacrificing the
pulp recovery.
3.) Very wide size uniformity ratio of 2-1.5 on raw ube being loaded into the cooking vat results to
high incidence of overcooked ube tubers. Over cooked ube tubers breaks to small pieces and
exposed pulp are susceptible to contamination with foreign materials thus lowers pulp recovery.
IMPROVEMENT PROCESS NUMBER 1
Before
Study reveals that utilization of smaller, irregularly shaped ube
tubers weighing below 0.5 kg per pc gives a lower pulp recovery
ranging from 44% to 58%.
Counter measures:
Utilization of ube tubers weighing from 0.5 – 1.5 kg/pc, regularly
shaped gives higher pulp recovery range from 63% to 75%
resulting to consistently high pulp recovery. Also, a narrower size
uniformity of 1.25 on ube tuber being loaded into the cooking vat
gives very negligible incidence of over cooking.
Improvement process number 2
Before
Absence of a regular productivity monitoring per peeler during peeling operation
Counter measures:
Implemented a regular productivity monitoring on pulp recovery per peeler. Below standards
performing production crews were then reprimanded to perform at a level to established
productivity standard of 65%-75% resulting to consistent higher overall pulp recovery.
Immediately after the implementation of the formulated counter measures
from current average of 55%, record on file shows that there was a
consistent big improvement on the material recovery of ube pulp to 71%.
RESULTS
 Simple installation of lid cover on the two unit
stainless steel jacketed kettle that resulted on
the improvement of cooking yield from 95% to
98%. This simple innovation translates to P 0.80
savings on the product cost/kg.
 Installation of condensate recovery system on the
cooking steam line system for the 100% recovery
of the condensate generated as feed water to the
steam generator. This innovation resulted
substantial reduction on the feed water
consumption of the steam generator by 90% and
reduction in the chemical treatment cost by 50%.
 Installation of racking system for the
packaging materials, practice of 5S,
and simplification of packaging design
of the packaging carton into a common
design that resulted to substantial
reduction on the cost of inventory of
packaging materials.
Peso Value Translation of the PIP’s Achieved
Target Measurements of Productivity
As projected potential savings for year 2010:
1.) Improvement on material recovery for 55% to 71%
Savings on
Raw Mat’l Cost saving
P/kg after PIP
2010
% Mat’l Usage
Mat’l
Product
Sales Order
Kg/kg product
Potential
Savings P
Ube raw price P/kg
25
% pulp yield before PIP
55%
Ube puree, 2 kg/bag
150,000.00
52%
10.24
798,720.00
Ube pulp cost P/kg before PIP
45.45
Ube puree, 4 kg/bag
146,000.00
32%
10.24
478,412.80
% pulp yield after PIP
71%
Ube puree, 20kg/pail
60,000.00
32%
10.24
196,608.00
Ube pulp cost P/kgs after PIP
35.21
Ube jam
24,000.00
36%
10.24
88,473.60
Cost saving P/kg of pulp
10.24
Grand total projected potential savings
Cost/kg
1,562,214.40
2.) Further reduction on water consumption
Water usage liters/kg output
Cost of Water
Cost of savings
Total projected
Projected total
Before PIP
After PIP
Savings
P/cu meter
P/kg output
Prodn. Vol kg.
Savings P
8
5
3
45
0.135
580,000.00
339,300.00
3.) Reduction on the steam generator feed water treatment chemicals from 6 sacks/month to 3 sacks per month
Monthly usage of NaCl (sack)
Cost of NaCl
Total Usage/yr
Total savings/yr
Before PIP
After PIP
savings
P/sack
sack
Peso
6
3
3
450
36
16,200.00
Total projected potential saving for year 2010 is P 1,917714.40.
Year 2010- 2011
SFC management embarked a company wide
continuing education program to all its
employees to sharpen their skills, widen their
knowledge, make them up to date on their job,
and sustain our momentum for our quest for
operational excellence on quality and
productivity.
Year
2010
2011
Number of
trainings
Conducted
6
14
Total
Personnel
Trained
165
354
% Workers
Trained
Total Man-days
spent
59.78%
54.96%
166
399
EARTHQUAKE AND FLOOD
FIRE SAFETY
VALUE-REORIENTATION FOR SERVICE EXCELLENCE
TEAM BUILDING
FOOD SAFETY
Food Defense Plan Preparation Workshop
Sanitation Standard Operating Procedures
(SSOPs) writing Training/Workshop
Year 2011
SFC management invested part of the company savings gained from its productivity
improvement programs implemented year 2010 in acquiring a 1.3 hectare farm lot in
Sampalok , Tanay , Rizal which is only 52 km away from the company processing facility in
Marikina City. The farm serves as experimental farm in growing ube tubers which serves as
our raw material in our flagship product ube preserves, jackfruit, native pig farming and
vermicomposting operation of our solid waste generated in Marikina processing facility.
The vermi cast produced serves as organic soil conditioner in the farm.
SFC Farm in Sampalok Tanay
Nov 16-17, 2011
Sunlight Foods Corp. management team composed of the operations manager ,
Crispin R Muyrong Jr and technical/ administrative manager, luz Sun Muyrong
attended and participated actively on the Pilot Run of Philippine Quality Challenge
Application Developmental Course upon the invitation of DTI-CIC.
Jan-Feb 2012
Sunlight Foods Corp. management team and staff worked in the preparation and
writing the PQC application report- a self assessment of the company’s operations
performance and practices based from PQC Criteria Framework.
PQC Criteria Framework
A Systems Perspective
Company Profile:
Environment, Relationships and Challenges
2
Planning
5
Workforce
Focus
1
Management
7
Business Results
3
Customer
Focus
6
Operations
Focus
4
Measurement and Data Management
Feb 28, 2012 Sunlight Foods Corp.
management team completed writing
the PQC application report and finally
submitted to DTI- CIC for assessment
process of PQC team of Assessors
What are the results?
Cat 7- Business Results
7.1 a What are your results for customer satisfaction? (Ref. Cat 3.1d)
Measure of customer satisfaction is
expressed in the repeated sales
order and sustained business
transaction with Sunlight Foods
customers, namely: Fitrite, Gardenia,
Selecta, Red Ribbon, and Chowking
contributed to the company market
performance growth rate average of
26% per year.
Source: Sunlight Foods Corp. Sales
Summary Records on file
7.1b what are your product performance results that are important
to your customers? (Ref. Cat 3.1b)
Product incidence of rejection against total delivered products
registered a low percentage rejection from 0% to 0.5%
Source: Sunlight Foods Corp. Product Rejection Notice on file
7.1c What are your results for customer relationship bldg.?
(Ref. Cat 3.2)
Annual Integrated Supplier (QMS) Quality Management System Audit conducted by Jollibee Foods Corp.
from year 2007 to 2011 registered a rating ranging from 91.94% to 94.51% consistently exceeding the
customer’s target level of compliance of 80%
Source: Annual Customer Quality Records on file
7.2 a. What are your results for key operations (e.g. key operations
results, acceptance of externally provided products, results for
emergency drills and exercises)? Ref. Cat 6.1b, 6.2c
Raw material utilization performance
The ube pulp recovery performance from 2007 to 2011 registered an upward trend 71.91% or
19.85% improvement over the standard pulp recovery of 60%
MATERIAL UTILIZATION PERFORMANCE
The pulp recovery performance from 2007-2011 registered a slightly
above the target level of performance of 45% by an average of 1.29%
MATERIAL UTILIZATION PERFORMANCE
The banana Cavendish recovery performance from 2008-2011 registered slightly
above the target level of performance of 55% by an average of 1.9%
MATERIAL UTILIZATION PERFORMANCE
The saba pulp recovery performance from 2008-2011 registered slightly above the
target level of performance of 45% by an average of 1%
COOKING YIELD PERFORMANCE
The cooking yield performance from 2008 to 2011 registered slightly above the
target level of performance of 95% by an average of 2.14%
Source: Sunlight Foods Raw Mat’s and Cooking yield records on file
7.2 b. What are your results for the accomplishment of
your plans? ( Ref. Cat 2.2 Plan Implementation)
Productivity improvement project on
water consumption reduction that
was planned and implemented
dated January 2009. The water
consumption express in liters of
water per kg of product produced
for a period of 12 months ( January
2009 to Dec 2009) registered a
downward trend from 17.9 liters/kg
output to 4.63 liters/kg output
translates to 74% reduction in the
water consumption
Source: Sunlight Foods Daily water consumption monitoring logbook
7.3 a. What are your results for fulfilling your manpower
requirements? ( Ref. Cat 5.1a)
The hired manpower
requirements of the operation
has consistently produced and
delivered the customer sales
order requirements as per
schedule.
Source: customers purchase orders and actual delivered products records on file.
7.3.b. What are your results for workforce health &
safety, and security? (Ref. Cat 5.1c, 5.1d)
Note: Nature of accident
2008 & 2011- no recorded accident
2009 & 2011-proper equipment use related accident
Source: Sunlight Foods Accident Record Book
7.3.c. What are your results for workforce training
and development? ( Ref.: Cat 5.2c)
Workers productivity performance
express in kg output/hr from 20072011 registered an upward trend at
the rate of 20.96% a year. This is
attributed mainly to the regular
training given to the workforce to
improve their competency and skills
and the long years of workforce
engagement with the company
Source: Sunlight foods records on file -Production Report
7.3.d What are your results for workforce engagement
and satisfaction? ( Ref.: Cat 5.2a, 5.2b)
Personnel turnover (voluntary
resignation) from 2008-2011
registered low incidence ranging
from 3 to 7 employees. Records on
file shows that 100% who
voluntarily resigned were female
employees and main reason of
leaving the company is to take
care of their growing family
Source: Sunlight Foods records on file ( HR 201 file)
7.4.a. What are your results that pertain to management’s
communication and engagement with the workforce?
( Ref.: Cat 1.1)
Annual Integrated Supplier (QMS)
Quality Management System
Audit conducted by Jollibee
Foods Corp. QMS team on SFC
Management Responsibility from
2010-2011 registered a rating of
93.48% and 91.07% respectively
even exceeding the customer’s
level of compliance of 80%
Source: Annual Customer Audit (Jollibee Foods Corp.) on Management Responsibility
7.4.c. What are your results for promoting and
ensuring ethical behavior? ( Ref.: Cat 1.2b)
Reported/documented violation of Sunlight
Foods Code of conduct registered high of
76 incidences of violations on the year 2010
then decrease to 47 incidence for 2011. The
trend was a result of the implementation of
the documented company’s Code of
Conduct on the yr 2010. this is a clear
manifestation that Sunlight Foods is
determined to instill discipline among the
ranks of its workforce
Source: Sunlight Foods records on file ( code of conduct violation record book)
7.4.d. what are your results for the company’s support of
involvement with key communities? ( Ref.: Cat 1.2c)
The company has generated an
employment within the community where it
operates from 105 persons for the year 2008
then down to 74 persons for the year 2011.
the downward trend is attributed mainly to
the improvement on workforce productivity
as a result of regular trainings conducted to
improve the workforce skills and
competency coupled with long years of
workforce engagement with the company.
Source: Sunlight Foods records on file ( HR 201 file)
7.5.a. what are your results for financial performance?
The company has grown from
a backyard type of operation
with an initial total asset of P1.3
million classified as a micro
scale enterprise to medium
business enterprise in a period
of 10 years with a total asset
of P21.103 million or a growth
rate ranging from 78.47%,
37.12%,27.41%, 0.7%, 65.45%,
69.82%, 38.42%, 9.67%, 7.48%,
and 12.75% for years from
2002-2010 respectively or
average of 34.73% a year.
Source: Sunlight Foods Corp. Financial Statement records on file
7.5.b. what are your results for market performance?
The company market
performance express in terms of
volume of products sold ( kg )
registered an upward trend from
an initial of 77,000 kg to 473,000
kg in a period of 11 years or
growth rate ranging from 68.83%,
82.07%,(4.82%), 7.83%, 7.24%,
12.14%, 40.75%, 13.4%, 23.16%
and (17.55%) from years 20022011 respectively or an
average of 26% per year.
Source: Sunlight Foods Corp. sales summary records on file
LESSONS LEARNED
 SFC management team has a very clear directions on what the company wants to
achieve-to be the preferred supplier to its target market, the industry market leaders.
 Sets of milestone goals formulated were aligned to each other , properly communicated
across the organization, with define time frame , properly supported with the necessary
resources, implemented and closely monitored and achievement has a cumulative
effect in ensuring the attainment of the company’s business objectives.
 Documentation and Record Keeping- SFC documentation of its Quality Management
System that includes the Quality Manual, Operational Manual, Food Safety Manual,
Performance Standards and Measurements, Company Policies and Procedures and
record keeping of its performance vs. standard performance greatly help SFC
management team in attaining its business objectives –the preferred supplier.
 Workforce empowerment and continuing training and education mainly contributed to
the sustained gains of SFC company-wide productivity improvement programs that put
the company to a competitive advantage over its competitors.
Outlook on the Future
 To work on items for improvement from the PQC feedback report
 Continuous improvement through challenges & innovations
 Continue the journey ….the ultimate Philippine Quality Award
Highlights of Sunlight Foods Corp. continuing journey for
operational excellence after PQC experience? (2012-present)
 Worked on the items for improvement identified from the PQC feedback report and
received a Certificate of Recognition with Seal of Improvement during the 2013 Philippines
Quality Challenge Awarding Ceremonies on Sept 19 2013 at The Ballroom Hyatt Regency
Hotel, Manila. PQC team of assessors find that SFC has demonstrated quality improvements
and substantial performance results wherein the 2012 PQC Final Feedback Report prepared
and forward to SFC serve as the baseline information for the assessment team.
 Received the 2012 Proactive Award from DTI-CIC on Quality and Productivity Category for
having successfully implemented Quality and Productivity programs in its operations thereby
contributing to the national effort in the promotion of industrial peace and harmony, and
improved productivity and competitiveness.
 National finalist in the Department of Labor and Employment (DOLE) 2013 Productivity
Olympics and eventually awarded as a National Winner – Industry Sector Small Enterprise
 Received a recognition from DOST-NCR
as 2013 Outstanding Implementor of
Cleaner Production Technology.
 Sunlight Foods Corp. management hired the services of 3 rd party service provider in
conducting Work Environment Measurements (WEM) on the company processing
facility to ensure compliance to Occupational Health and Safety Standards on the
aspect Illumination, Heat and Noise.
 Compliant to the requirements of Sedex Members Ethical Trade Audit (SMETA) conducted dated
November 21, 2013 by a third party Intertek audit firm commissioned by Selecta - Unilever Phil.
The audit was based on SMETA 4-Pillar which includes all Labour Standards, Health & Safety,
Environment and Business Practices. Compliance to the requirements of SMETA 4-Pillar Audit
(Responsible Sourcing) will qualify Sunlight Foods Corp. as certified approved supplier not only to
Selecta-Unilever Philippines but to all Unilever operations worldwide.
 Received the prestigious FSSC 22000
certification- Food Safety Management
System including the ISO 22000:2005, ISO/TS
22000-1:2009, and additional FSSC 22000
requirements dated April 2, 2014 and will
expire April 1 2017. The certification system
consist of an annual audit of the food safety
management system and an annual
verification of the PRP elements and
additional requirements as included in the
scheme and ISO/TS 22002-1. The FSSC 22000
certification qualify Sunlight Foods Corp. as
certified approved supplier not only to
Selecta- Unilever Philippines but to all
Unilever operations world wide.
 Received the Halal Certification from 3rd party certifying body – ICPD- Halal that Sunlight Foods
Corp. is qualified to produce Halal Quality products which are in conformity with the quality
standards being implemented by the IDCP- Halal at all times.
 Sunlight Foods Corp. was recommended for JFC QS Certification or Class AAA the highest supplier
performance classification level in JFC based from the quality audit results( no major NC) conducted
last April 15, 2014 by JFC team of quality auditors on Sunlight Foods Food Safety Management System ,
practices and facilities. Rewards for being classified as AAA supplier as per 2014 JFC Supply Chain QMS
are reduced inspection at Commy/Pinnacle, rationalized supplier Audit program ( every 3 years for
class AAA), and recommended as Preferred Supplier.
Partnered with ABS-CBN Foundation in providing regular employment and additional livelihood to
informal settlers from Makati and Manila that were relocated in Calauan Laguna NHA housing project
BayaniJuan Village. A total of 14 residents in the area were given a regular employment as food
handlers in the processing facility provided by ABS-CBN Foundation handling the preparation of the raw
materials of SFC sourced from the Laguna/Batangas /Quezon area. A total of 21 additional residents
were given additional livelihood thru contract growing of ube tubers. Sunlight foods will serve as the sure
market of the ube tubers produce by the farmers.
 Feb 2013 provided additional livelihood to members of Alabat island, Quezon province farmers
cooperative thru ube farming. Sunlight foods will serve as sure market for the farmers’ ube produce.
The initial growing cycle which were harvested last Jan-Feb 2014 from 26 farmers gave the
cooperative a total income of P81,630.00 . A total of 3.836 tons of the harvest were allocated as
seedling material the growing cycle this year, 2014 and will be distributed to 40 farmer members
 Sponsored a training on proper ube farming in BayaniJuan Village in Calauan, Laguna with
expert from UPLB Institute of Plant Breeding as speaker/trainer to 28 ube farmers coming from
Laguna, Batangas, Zambales, and Rizal and distributed a total of 24,700 pc. of ube setts and
1,122 kg. ube tubers to 28 farmers as planting material for this year 2014 growing cycle.
Sunlight Foods Corp.
management is currently
working for certification on
Sustainable Agricultural
Practices of its raw materials
with ube tubers as the initial
target using the Unilever
Sustainable Agriculture Code as
reference. The international
Control Union certifying body
will handle the certification
process. Target completion is
Nov 2014
SFC Health & safety task force group conducting seminar
/workshop on occupational health and safety and safety hazards
identification at SFC workplace to all SFC employees.
SFC Quality and Productivity taskforce groups conducting strategic plans to all SFC
employee on how to sustain the gains of SFC on Quality and Productivity and the
corresponding performance measurements and incentive plans . The productivity task force
group even conducted a workshop for better understanding the principles of productivity.
 Attend social gatherings like monthly birthday celebration,
company annual thanks giving and anniversary celebration and
annual company Christmas party
 Annual company sponsored summer outing with family members
 Annual Lenten Recollection for spiritual growth and enlightenment
 Sharing SFC best practices to:
 Business management students from UST, UP and La Salle University.
 Business and Production management students from Visayas region
 Members of Philexport and Philfoodex thru quality forums
 Participants of UP-Institute of Small-Scale Industries 104th Manager’s
Course
 Participants of the 2nd National Symposium Workshop on Workplace
Cooperation for Quality and Productivity with theme “Empowering
People and Organization in the Workplace for Excellent Results ( EPOWER) held March 21-22, 2013 at UP-ISSI Plaza, Quezon City
Business performance :
 Financial performance in terms of assets
Financial Perfomance
25500000
24000000
22500000
21000000
19500000
18000000
Assets ( P )
16500000
15000000
13500000
12000000
10500000
9000000
7500000
6000000
4500000
3000000
1500000
0
2000
Assets 1,301,347
2001
2,322,344
2002
3,184,241
2003
4,057,953
2004
4,082,002
2005
6,754,727
2006
11,470,73
2007
15,877,57
2008
17,413,41
2009
18,716,92
2010
21,103,73
2011
18,664,44
2012
20,565,69
2013
24,001,69
 Market performance in terms volume of product sold
Kilograms
Market perfomance
650000
600000
550000
500000
450000
400000
350000
300000
250000
200000
150000
100000
50000
0
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
Sales in Volume 77,000.0 130,000. 236,696. 225,272. 242,920. 281,206. 301,580. 415,145. 466,567. 584,592. 473,534. 526,268. 609,680.
 Labor Productivity in terms of output Kg/man-hr
Kilograms
Output / man-hour 2007 - 2013
270
255
240
225
210
195
180
165
150
135
120
105
90
75
60
45
30
15
0
Year
2007
2008
2009
2010
2011
2012
2013
93.58576438
115.8686057
151.8578662
203.9676946
198.5959118
209.5086294
257.4428563
Number of People
Personnel Turn Over
100
90
80
70
60
50
40
30
20
10
0
No of Personnel
Voluntarily
resigned
No. of Key
personnel
2008 2009 2010 2011 2012 2013
7
4
3
5
1
1
50
50
50
50
50
50
 Customer relationship building in terms of compliance to
customers quality requirement
Quality audit
100
90
80
70
Percentage
60
50
40
30
20
10
0
2008
2009
2010
2011
2012
2013
Sunlight
94.51
94.00
92.07
94.11
98.00
98.59
Target level of compliance
80.00
80.00
80.00
80.00
80.00
80.00
Critical
70.00
70.00
70.00
70.00
70.00
70.00
Product Kilograms
Incidence of product rejection
650000
600000
550000
500000
450000
400000
350000
300000
250000
200000
150000
100000
50000
0
2008
2009
2010
2011
2012
2013
Total Del'd. 415,145.24 466,567.16 584,592.36 473,534.20 526,268.55 609,680.00
Rejection
0.00
1,174.50 3,142.50
66.50
3,529.30 5,417.50
%
0.00
0.25
0.54
0.01
0.67
0.89
 Water consumption express in liters/kg output
Water Consumption 2008 - 2013
20
18
16
14
cu.m
12
10
8
6
4
2
0
Year
2008
2009
2010
2011
2012
2013
12.38
7.97
5.53
6.41
4.27
3.24
 Good Manufacturing Practices Compliance
 RAW MATERIAL UTILIZATION
Percentage
Banana Cavendish
100
90
80
70
60
50
40
30
20
10
0
2007
2008
2009
2010
2011
2012
2013
Actual Yield 62.42
60.26
62.61
71.60
71.91
71.30
69.19
Actual
2008
55.92
2009
55.92
2010
58.10
2011
57.69
2012
57.58
2013
56.18
Standard
60.00
60.00
60.00
60.00
60.00
60.00
Standard
55.00
55.00
55.00
55.00
55.00
55.00
100.00
90.00
80.00
70.00
60.00
50.00
40.00
30.00
20.00
10.00
0.00
60.00
Saba Pulp Recovery
% Yield
Percentage
Percentage
Raw ube pulp recovery
100.00
90.00
80.00
70.00
60.00
50.00
40.00
30.00
20.00
10.00
0.00
2008
2009
2010
2011
2012
2013
Actual
45.97
44.77
46.80
46.42
47.11
46.03
Standard
45.00
45.00
45.00
45.00
45.00
45.00
100
90
80
70
60
50
40
30
20
10
0
Cooking Yield
2007
2008
2009
2010
2011
2012
2013
Actual Yield
96.01
97.16
97.60
97.82
98.56
98.22
98.46
Standard Yield
95.00
95.00
95.00
95.00
95.00
95.00
95.00
No. of Accident
INCIDENCE OF ACCIDENT
10
9
8
7
6
5
4
3
2
1
0
Year
Note :
Incidence of Accident
2008
0
2009
2
Nature of Accident
2008 No record of accident
2009 Proper equipment use related accident
2010 Proper equipment use related accident
2011 No record of accident
2012 Proper equipment use related accident
2013 Proper equipment use related accident
2010
1
2011
0
2012
4
2013
7
INCIDENCE OF VIOLATION ON CODE OF CONDUCT
No. of Violation
Incidence of Violation
120
110
100
90
80
70
60
50
40
30
20
10
0
Year
2008
38.00
2009
26.00
2010
76.00
2011
47.00
2012
97.00
2013
102.00
MILESTONES & HIGHLIGHTS
•
•
•
•
•
•
•
•
Food Safety Compliant
ULSAC Compliance (diploma)
SMETA Compliant
Vision & Mission - goals & abstract for Unilever
Environmental Management
Productivity Effect & Efficiency
Supply Chain Management
Environmental Practices & Initiatives
Thank You & Good Day!