You see this often on some produce-related employer’s job listings — Education requirements: a bachelor’s degree or equivalent experience. In all the positions for which I applied, few employers I ever dealt with seemed to put much credence in either, collectively, when it came to judging a potential candidate. Each part is weighed separately.
Most companies did rely heavily on experience when screening applicants, and a good word from someone reputable in the industry didn’t hurt either. Sometimes this is enough, however, many organizations will admit that a college degree helps. You might say having one helps the old resume rise a notch or so in the applicant pile.
That’s why I went back to school in my late 40s to finish my bachelor’s degree in business management — and maybe find a produce job where I didn’t have to hoist so many heavy boxes.
It was expensive and a lot of work, especially because it meant juggling family and full-time work, along with late-night classes and little free time. It was the epitome of what’s referred to as a non-traditional student.
One thing that helped this produce scribe get started (besides my feeble junior college credits from the late ’70s) was that my old-man, second-chance university accepted the College Level Examination Program, or CLEP. This program allows students “to gain college credit by demonstrating their knowledge in college level coursework,” meaning passing a sit-down test, which I did with a few courses; the university also accepted written essays on select subject matter for potential additional credit.
One of the reviewed essays submitted was on a business program course that I spent years working on in my day job: quality control.
The parameters of describing principles of quality control are surprisingly universal. For example, a quality control (also known as quality assurance) inspector for an automotive plant or a produce dock share numerous critical control points.
Related: More insight from Armand Lobato
I wrote about what produce inspectors look for on an inbound load: matching shipper and carrier names, purchase order, the cargo (or commodity) ordered, as well as specifics such as brand specification, lot numbers, grade, size and, of course, the quality inspected within in relation to the company specs and USDA guidelines.
Quality control also works together with buying, which I also did for years, following JIT management.
The JIT (just-in-time inventory management) was invented by Taiichi Ohno of Toyota in the 1970’s, but most old-timers in the fresh produce game have followed the JIT guidelines since Day 1. The process has multiple layers, but in a nutshell it’s this: ordering only what you need to keep adequate inventory on-hand, replenishing so that inbound orders arrive just in time. So, whether for a Prius or produce, JIT management minimizes the chances for excess or aged inventory, out-of-control costs, damage, or in the case with fresh produce — shrink.
It’s hard to imagine any company wanting to operate any other way, but it happens: excess inventory, too much of the wrong items, not enough of the essentials, untrained eyes not catching subpar quality, improper rotation, poor product prep or handling. A related quote is attributed to the late senator Everett McKinley Dirksen, who said, “A billion here, a billion there and pretty soon you’re talking real money.”
When things get out of control and there’s no quality assurance, weak oversight when it comes to the product (and value) on the inbound loads, no control on the outbound shipments, it’s a downward spiral. So, this geriatric student wrote about how, when produce is fresh, is of acceptable quality, has maintained the cold chain, is handled correctly from truck to shelf, then — like the good senator said — you are talking about real money. The school of hard knocks instilled this in me, and the university somehow agreed that my produce-quality manifesto was worth at least three credit hours.
Whether it’s a zest for formal education, or the zest of fresh citrus, it helps to grade well on quality control.
Armand Lobato works for the Idaho Potato Commission. His 40 years of experience in the produce business span a range of foodservice and retail positions.