Tag Archives: Focus Article

Paul Damaren and Francine Shaw

The Return to Hospitality: How To Enhance Employee Onboarding

By Francine L. Shaw, Paul Damaren
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Paul Damaren and Francine Shaw

After restaurants nationwide experienced several years of a stressful, disruptive labor shortage, the leisure and hospitality industry has recently added 128,000 jobs, leading all sectors.

Hiring new employees is exciting, especially after years of being seriously understaffed. As you welcome new employees to your team, do not underestimate the importance of onboarding, as 69% of employees are more likely to stay with a company for three years if they were onboarded properly. Additionally, organizations with an official onboarding process experience 50% greater new-hire productivity.

When new hires are trained properly, they feel more confident in their roles and the companies they work for can maximize safety, quality, and compliance. To accomplish this, restaurants and other food businesses should:

Adopt Integrated Digital Solutions

Tech solutions can improve all aspects of your operations, making everything from budgeting to scheduling, forecasting, purchasing, and inspecting more efficient, accurate, and streamlined. Tech tools offer many significant benefits, helping your brand save time and money, reduce waste, and optimize operations.

What’s more, an integrated tech stack can help you get a holistic view of your entire enterprise, whether you have one location or dozens. Easy-to-understand reports provide critical information, allowing operators to make more informed, data-driven decisions.

Digital tools do require an investment, but they offer a tremendous ROI. These solutions help improve safety, efficiency, transparency, accuracy, and consistency. These positive changes boost key performance indicators, including increased sales, profits, customer loyalty, and employee retention.

Prioritize Safety, Quality, and Compliance

Each year, 48 million (1 in 6) Americans get sick from contaminated food or beverages. Don’t let food safety breaches happen at your business!

Prioritize a food safety culture, where all employees work together to maximize safety and minimize risks. Put food safety protocols in place and be certain that all employees are following them. Provide the proper tools for employees to ensure food safety, such as Bluetooth sensors that can tell when walk-in temperatures rise above safe temperatures, and state-of-the-art food thermometers that ensure foods are cooked to proper temps.

It’s not enough just to follow proper food safety protocols yourself, you must be sure that all your suppliers adhere to the strictest food safety standards, as well. If you are following all the right protocols, but a supplier delivers compromised products, your customers (and your business) are at risk.

Food safety and quality assurance must be followed from each product’s point of origin until it’s prepared and served to the consumer. Audit all suppliers regularly and be sure that they have proper, up-to-date safety certifications. When you have multiple suppliers—as most food businesses do—it can be overwhelming to track and organize these important safety certifications manually. Tech tools make this ongoing process easier and more accurate.

Modernize Training Efforts

Some food brands, particularly smaller companies, think that they don’t need a formal training or onboarding process, or they rely on antiquated training programs that have been in place for many years. Swap out your outdated (and/or informal) training programs in favor of something more modern, relevant, and tech driven.

Add more interactive tech elements to your training program, such as microlearning platforms and gamification, to make the information more engaging and memorable. Supplement online training efforts with a live trainer, who can spotlight best practices, answer questions, and role play with your employees to make the lessons stick.

Don’t just tell employees what to do but explain why the rules are so important. Employees are more likely to comply when they understand why the rules are in place.

Keep in mind that training never officially ends. Provide ongoing training opportunities so employees on all shifts can keep important information top-of-mind. Digital tools not only provide key information during initial onboarding, but are essential for reinforcing lessons, delivering updates, and sending reminders throughout each employee’s tenure.

Work to Retain Employees

Did you know that the average restaurant employee changes jobs every 56 days, and that losing a front-line employee costs a restaurant an average of $5,864?

Digital solutions can help you retain employees, as these technologies make their jobs much easier. Tech tools can streamline tedious administrative tasks, such as inspections and inventory, so your employees can spend more time doing the things they enjoy, such as cooking delicious meals and interacting with guests.

Offer competitive pay, appealing benefits, growth opportunities, mentorship, and a supportive culture. And don’t discount the “seemingly small” gestures that can be a big deal to your team. Thank your employees often and sincerely. Praise them in staff meetings for going above and beyond. Write thank you notes. Give bonuses and small gifts. Promote from within.

Get Inspired by Innovative Brands

It may sound like something out of a science fiction novel, but White Castle has a robot working its fryer. Dominos has delivered its first pizza by drone. KFC is using facial recognition technology that recognizes repeat visitors and tailors their experiences based on their past orders and meal preferences. And Panera Bread uses geofencing to track each customer’s location so employees can promptly bring their order to their vehicle.

Your organization may not yet be able to afford robotics in your kitchen or drone deliveries, and that’s OK. But, as tech solutions become more affordable, accessible, and user-friendly for food businesses of all sizes and budgets, it’s clear that technology is improving many aspects of our industry. Digital solutions are no longer “nice to have” luxury items. They’re necessities for brands that prioritize consistently excellent and safe experiences.

By investigating and integrating new technologies, you can provide better service, safer food, and a more convenient dining experience. All of which will help you better meet (and exceed) customer expectations.

Olivia Pitts

How to Successfully Implement an Integrated Management System

By Olivia Pitts
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Olivia Pitts

Implementing an integrated management system that encompasses food safety and quality standards is a complex process that requires careful planning, team buy-in and good communication. If an organization fails to plan properly, these large-scale projects can fall by the wayside.

The planning process will help to identify risks and potential roadblocks. Keep expectations realistic by considering the stakeholders’ needs and expectations. Reach out to those impacted for feedback before the project launches. The information gathered can be helpful in identifying stakeholders’ concerns, unforeseen issues, and resource constraints that may impact the project.

It’s also important to understand the certification process when working through the planning phase, as processes may vary slightly between certification bodies. Factors such as the need for single site vs. multi-site certification, number of standards included, the organization size, geographic location, and auditor availability can all impact the timeline. Meeting with your certification body to walk through these details will aid in setting a realistic project timeline.

Develop a Communication Plan

Communicating project details is critical to project success. This can be done in a variety of ways; often the development of a communication plan will help to set things into motion. These plans describe the who, what, when, and how of the project. Larger companies may need a more in-depth plan while smaller companies can take a more informal approach.

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Work with your management team to develop messaging for the larger organization around the project that fits into the overall strategic vision of the organization. The message should communicate the plan for fulfilling the goals and objectives of the project as well as the strategic connection to the overall vision or mission of the company. Remember, there is no one size fits all for communication plans. Feel free to get creative and do what works best for your organization.

Once the plan has been outlined, engage top management to build a strong foundation for success. Get their buy in on the timeline and agenda. Look to them to provide overall support of the project and act as advocates for implementing the change. Seek out their advice when issues arise or when delays are encountered. They are often the key to helping move the project forward.

Planning an official project kickoff as well as milestone events is a great way to give the project momentum. Encourage top management to attend the kickoff, and keep everyone engaged by providing frequent status updates. Highlight success stories and small wins throughout the life of the project.

Encourage implementation team members to communicate regularly with their internal groups. Utilizing communication boards and site wide meetings to keep everyone apprised of progress is helpful. Implementation projects often take several months, so it’s wise to continuously share information to keep motivation up.

Intentionally Select Team Members

Identifying the right people for the implementation team is a critical step in the project development process. Integrated systems often require collaboration between a variety of groups. When building your implementation team consider current activities and identify processes that are within the scope of the standards being implemented. The individuals who manage these processes are the ideal candidates for the implementation team. Pulling from a pool of subject matter experts will help to streamline the process, as the team will be able to spend their time aligning current business practices rather than mastering the subject. Utilize your team’s expertise and influence to drive change. An understanding of the standards requirements will help identify the specific expertise needed.

Review the standards within the scope of the project and identify differences and commonalities. This should be relatively simple due to fact that ISO standards are all based upon a High-Level Structure (HLS) format, which harmonizes the standard format and requirements. The standard creators adopted this approach with the understanding that many organizations intend to integrate management systems. Similarities often lie within management system activities such as context, leadership, document control, management review, internal audit, and corrective action.

Team meeting
Your team should include subject matter experts related to the standards requirements.

In each of the standards there are sections that will be unique depending on the specific focus. For example, ISO 9001 has extensive requirements around customer focus and operations, while ISO 22000 is tailored towards food safety with specific requirements around HACCP and PRPs. Identify who within the organization has the skillsets needed for the project and create an outline for the roles and responsibilities of each team member.

When establishing roles and responsibilities seek input from the team members and take into consideration their workloads outside of the project. Implementation projects require an extensive amount of time, so you want to ensure you don’t overload them.

Consider allowing team members to establish their own deadlines to provide them with a sense of ownership of their identified areas. Use small, focused teams to help break the project down into segments to make it easier to manage. Team members will be able to focus on their individual tasks and not be overwhelmed with the overall scope. If workload is a concern, consider splitting responsibilities between team members or reaching out to those in your organization who maybe underutilized.

Building the project around current processes and process owners will save time and reduce the need to sell the idea of implementing an integrated system. Many times, organizations are unknowingly meeting partial requirements and only minor modifications will be needed to close the gap. By utilizing internal subject matter experts, gaps can be identified and corrective actions established with minimal effort.

Utilize Auditing Throughout Implementation

Gap assessments and internal audits are an excellent way to ensure the implementation efforts are going as intended. Conducting a gap assessment of the management system provides an overview of the full system and highlights where gaps may lie. This is a great tool to use for project planning and timeline development. The quantity and complexity of the gaps will help guide the team to the areas that need heightened focus.

Develop a team action log to track status of specific actions and identify responsible parties. Keep it simple with clearly identified project milestones. Consider incorporating these milestones into communication plans for awareness across the organization.

Once the team has begun to close the gaps identified, the next step is to verify that the changes are effective. Internal audits can be used to confirm that changes are being rolled out as intended.

Establish an audit program early in the implementation process to help clarify the requirements across the organization. The format of the audit schedule will be unique to each company. Consider aligning with the current processes or departments for a streamlined approach.

As integration activities are rolled out, conduct focused audits a few weeks after launch to verify proper adoption. Work with the team to build a checklist tailored to the process or department being audited. This customized approach will provide a detailed look at current activities.

Take time to accurately document the requirements and any nonconformities. Document the findings in a formal report and set aside time to discuss the results with the auditee. Be sure to include any positive findings that are encountered. Lastly, come to an agreement on the timeline for corrective actions and set a date for any follow-up audits.

When working through corrective actions be sure to work with your stakeholders to help them understand the ISO requirements and how the organization can adapt to meet them. Encourage them to ask for operator input on corrections. Their firsthand knowledge of day-to-day operations provides great insight on current processes.

Utilize team huddles or site wide meetings to spread awareness of the audit results and status of the implementation project. Be sure to allow time for questions and provide follow up as needed. With proper planning, leadership buy-in and consistent communication throughout the process, implementing an integrated management system can become a more manageable and positive process for the entire team.

 

 

 

 

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Food Safety Think Tank

Food Safety Tech Hazards + CFI Think Tank Coming to Ohio April 3-5

By Food Safety Tech Staff
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The Food Safety Tech’s Hazards Conference Series + CFI Think Tank, “Industry & Academia Advancing Food Safety Practices, Technology and Research,” will take place April 3-5, 2023, at Ohio State University in Columbus, Ohio.

The program brings together leading minds in industry, academia, standards and regulation to provide in-depth education and discussion on the most significant pathogenic and chemical risks facing the food industry today.

Building on the popularity of the Food Safety Tech Hazards virtual series, the in-person event will offer practical guidance and cutting-edge research on the detection, mitigation, control and regulation of the most significant foodborne illness risks.

The CFI Food Safety Think Tank on April 5 will bring food safety experts together to take a deeper look at the hazards discussed during the first two days of the conference. Participants will brainstorm in small groups to develop a roadmap on research, innovation, policy, and prevention measures that need to be taken to make our food supply safer in the future.

“Food safety hazards continue to be a challenge for all aspects of the food industry from farm to fork.” said Rick Biros, publisher of Food Safety Tech and director of the Food Safety Consortium conference and Food Safety Tech Hazards series. “The detection, mitigation and control of food safety hazards issues must be discussed among peers and best practices must be shared, something you can’t do virtually. The human connection is so important for conference attendees. Whether it’s a random connection over lunch, a one-on-one question with a speaker after a presentation or a seat next to a new friend in a learning session—connecting with others is what makes events so valuable. We are excited to bring this program, designed to help facilitate this much needed critical thinking and sharing of best practices, to OSU.”

Learn more and register here.

For sponsorship and exhibit inquiries, contact RJ Palermo, Director of Sales.

About Food Safety Tech

Food Safety Tech is a digital media community for food industry professionals interested in food safety and quality. We inform, educate and connect food manufacturers and processors, retail & food service, food laboratories, growers, suppliers and vendors, and regulatory agencies with original, in-depth features and reports, curated industry news and user-contributed content, and live and virtual events that offer knowledge, perspectives, strategies and resources to facilitate an environment that fosters safer food for consumers.

About Food Safety Tech Hazards

Launched in 2020, the Food Safety Tech Hazards series brings together industry leaders, researchers and regulators to provide in-depth education and discussion on the detection, mitigation, control and regulations of the most significant pathogenic and chemical risks facing the food industry today.

Wendy White

Understanding the True Purpose of Environmental Monitoring Programs

By Wendy Wade White
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Wendy White

 Salmonella and Listeria are among the most prevalent foodborne pathogens, causing untold illnesses and a significant number of recalls each year. Experts have determined that the source of this contamination often comes from the manufacturing facility. Five years ago, the FDA published, Draft Guidance for Industry: Control of Listeria Monocytogenes in Ready-To-Eat Foods (we’ve also been promised a similar guidance document for Salmonella). The Food Safety Modernization Act’s Preventive Controls for Human Foods also contains provisions for evaluation of environmental pathogens in a ready-to-eat hazard analysis.

Employee in cheese plant
A product’s risk level varies based on the amount of pre-packaging exposure to the environment and direct handling by employees.

The challenge with these pathogens is that they are often found in the surrounding environment, and once they enter a facility and become entrenched, these residential pathogens can cause sporadic contamination that is very hard to pinpoint. The best way to prevent this type of contamination is to design and implement a robust Environmental Monitoring Program (EMP), and many manufacturers have added these surveillance programs to their food safety systems.

Unfortunately, many do not understand that the true purpose of EMPs is to seek and destroy residential microorganisms of concern that are living inside facilities before they have a chance to proliferate and contaminate products. This key control involves swabbing surfaces around the facility in the hopes of finding any of these residential pathogens or spoilage organisms. Having a robust, written EMP that includes clear action levels for unsatisfactory results and corresponding corrective actions will help manage pathogen positives and mitigate disaster.

Defining the EMP Scope and Balancing Resources

When designing an EMP, it’s easy to understand how expensive they can become. The question is, “How extensive does your EMP really need to be?” It’s best to start with a risk assessment to understand the program size and then estimate a realistic budget.

These programs are more necessary for ready-to-eat facilities, especially ones in which the post-processed product is exposed to the environment before being safely packaged. Risk is determined by how much pre-packaging exposure the product receives, the amount of direct handling by employees, and the condition of the equipment and surrounding facility. Use this risk analysis to determine how much sampling must be done to properly survey the facility. The scope of the program (and therefore the budget) must be balanced with the risk (severity and likelihood) of contamination.

It is then important to understand the microorganism(s) of concern for your products, facility, and processes. For example, should you stick to true pathogen testing or indicator organisms, such as Aerobic Plate Count (APC or TPC), Enterobacter, or Total Coliform tests? If you do test for pathogens, Listeria is more appropriate for wet processing environments and Salmonella better for dry processing; you might need to test for both. Sometimes its beneficial to evaluate spoilage organisms, such as yeast and mold testing, depending on the risk. For example, a ketchup facility may be less worried about residential pathogens than osmophilic yeast.

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Next, one must determine the frequency and number of swabs that should be taken. Most facilities are large and contain thousands of potential hiding spots for microorganisms. For this reason, understanding your facility’s risk and available resources, and prioritizing the swabbing site selection can help maximize efforts. Will a dozen swabs every quarter be sufficient? What is your level of confidence that the sampling program is sufficient to find any hidden biological hazards? Being logical about the target microorganisms and swab frequency/number can help control the budget and allow for better use of resources to accomplish the true EMP goal, minimizing risk to your product.

Creating an Acceptable Site List

Just as important as defining the microbe of concern and the frequency/number of swabs is creating a good site list. An EMP expert once advised to, “think like Salmonella.” Where is our target pathogen/microbe of concern most likely to be hiding? Factors to consider are potential ingress points (roof leaks, employee shoes), opportunities for travel (water/air flow points like drains, foot or wheeled traffic routes), and likely niches (cracks and crevasses). Also important are areas that are often missed by the sanitation crew due to inaccessibility.

Organizing surfaces into zones is a good means of prioritizing swabbing. Zone 1 (food-contact surfaces) and Zone 2 (surfaces adjacent to food-contact surfaces) are cleaned often and not as likely to harbor hidden caches of microbes. It’s important to conduct routine verification testing of these equipment surfaces to evaluate the performance of sanitation, but this is somewhat different than the true purpose of EMP, which is to seek and destroy residential biological hazards. Zone 3 surfaces (those inside production areas but not immediately near food-contact surfaces) are the best focus for an EMP site list, and most of the surface swabbing should be concentrated in these areas.

Consider areas within the facility that could harbor microorganisms and allow biofilms to develop. Cracks, areas regularly exposed to water, and places that are very hard to reach/clean are all likely candidates. These include underneath equipment frames, inside motor casings and pumps, deep inside drains, underneath ramps and stairs and inside air vents/AC units. Cast a wide net, ensuring that all areas are rotated through the swabbing list, while prioritizing the high-risk locations.

The main stumbling block that managers face when designing EMP is challenging themselves to find problems, because once you find an issue, you must deal with the consequences.

Having a Game Plan for Unsatisfactory Results

The best way to mitigate the fear of success (finding a residential pathogen or microbial issue) is to be prepared with an action plan. This starts by defining what constitutes an unacceptable result. Pathogen results are easy (the presence of a pathogen is always unsatisfactory) but the quantitative results from indicator organisms can be tricky. How high do your Enterobacter or yeast/mold results need to be before they trigger action? What is that action?

Family in grocery store
Environmental monitoring programs are most needed in facilities that process and package ready to eat foods.

It’s all too common for unsatisfactory swabs to reemerge a few weeks after initial corrective actions because the true source of the contamination wasn’t found. Requirements for EMP corrective actions are often limited to 1) Reclean 2) Reswab and 3) Retrain. This is extremely limited and doesn’t really address the root cause. Vector swabbing is a great tool to identify root cause, as well as conduct an evaluation of variables that could spread contamination. For example, Listeria found in a drain might have originated by an unsealed wall/floor junction, a perfect microbial niche. When the crack is flooded, the biofilm periodically releases fresh contamination to spread across the floor and into the original identified drain.

Different results should trigger different responses. Certainly, reclean/retest/retrain is a smart approach, but finding the true source of the contamination and taking steps to eliminate it is vital. This might involve special cleaning, such as fogging or hiring a consultant. It might require a redesign of equipment or replace and repair of damaged or vulnerable areas. Ensure that all unsatisfactory results involve an investigation, graph results to identify trends, and communication of findings to all appropriate stakeholders.

EMP Review and Reevaluation

EMP doesn’t have to be a static program, and there’s no “one-size fits all” approach. It’s recommended to design your program based on risk and the above-mentioned variables, implement, and monitor the results. If you never find unsatisfactory results, you might need to increase your frequency/number of swabs or reevaluate your site list. Are you properly challenging yourself? Are you REALLY trying to find problems or just going through the motions to satisfy some requirement? You know your products, facility, and employees and should be able to make these determinations. Don’t be afraid to revise your EMP as a result of historical data and changing variables inside the facility. This might involve increasing your frequency/number of swabs, but the reverse might also be appropriate. Sometimes EMP can be scaled back, and those resources better used elsewhere.

The best approach to a well-written EMP is to understand the scope by considering the risk and applicable variables, employing thoughtful and risk-based logic to the design, and planning for potential unsatisfactory results with thorough corrective actions. Be mindful the true purpose of Environmental Monitoring Programs, which is to seek and destroy harmful microorganisms of concern inside your facility. A robust EMP, coupled with proper training, implementation, monitoring/trending, and communication, will go a long way towards peace of mind that your facility isn’t harboring a potential, biological hazard threat.

 

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From the Editor’s Desk

FDA Proposes Redesign of Human Foods Program

By Food Safety Tech Staff
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On January 31, Robert M. Califf, M.D., MACC, FDA Commissioner of Food and Drugs shared a proposal for a unified Human Foods Program that would combine the Center for Food Safety and Applied Nutrition (CFSAN), Office of Food Policy and Response (OFPR) and certain functions of the Office of Regulatory Affairs (ORA) under one leader.

The new model was proposed in response to the findings of an external evaluation of the FDA Foods program conducted by an expert panel of the Reagan-Udall Foundation and a separate internal review of the agency’s infant formula supply chain response completed last year.

The Reagan Udall evaluation identified several concerns, including lack of communication, lack of a clear vision and mission, lack of a clear, overarching leader, and siloed workers within the FDA’s Human Foods program. The panel also found that the FDA Human Foods program was ill defined with multiple agencies, including CFSAN, OFPR and OVA, working independently of each other, often with separate leadership and little sharing of information. It recommended creating a new Federal Food Administration under HHS that would operate parallel to, rather than under the auspices of, the FDA.

In his statement announcing the proposal for a more unified Human Foods program, Califf highlighted the issues identified by these independent reviews, including problems with the current culture, structure, resources, and authorities in the FDA Human Foods program.

“Today I am announcing a new, transformative vision for the FDA Human Foods Program. I am also announcing a transformative vision for the Office of Regulatory Affairs (ORA, the FDA’s field-based operations) to support the FDA organization as a whole. The proposed structures for both groups will have clear priorities that are focused on protecting and promoting a safe, nutritious U.S. food supply that more quickly adapts to an ever-changing and evolving environment,” said Califf.

The “Vision for a Reimagined Human Foods Program” includes the recommendation to create a Human Foods Program under a single leader who reports directly to the Commissioner. Under this plan, the functions of the Center for Food Safety and Applied Nutrition (CFSAN), Office of Food Policy and Response (OFPR), as well as certain functions of ORA will be unified into a new organization called the Human Foods Program.

“The FDA will conduct a competitive national search for a Deputy Commissioner for Human Foods, who will oversee the Program. The person in this position will report directly to me and will be charged with leading a unified Human Foods Program that keeps the foods we regulate safe and nutritious, while ensuring the agency remains on the cutting edge of the latest advancements in science, technology, and nutrition,” said Califf. “The Deputy Commissioner will have decision-making authority over policy, strategy, and regulatory program activities within the Human Foods Program, as well as resource allocation and risk-prioritization.”

Other key elements of the proposed new Human Foods Program include:

  • Creation of a Center for Excellence in Nutrition that prioritizes the agency’s ongoing efforts to help American consumers make more informed food choices, including by working with industry to offer healthier, more nutritious food products.
  • Establishment of an Office of Integrated Food Safety System Partnerships that will focus on elevating, coordinating and integrating the FDA’s food safety and response activities with state and local regulatory partners to more effectively meet the vision of an Integrated Food Safety System in the FDA Food Safety Modernization Act of 2011.

The proposed program would also include the establishment of a Human Foods Advisory Committee made up of external experts who will advise the agency on challenging and emerging issues in food safety, nutrition and innovative food technologies.

“Finally, there will be an emphasis on strengthening our enterprise information technology and analytical capabilities to fulfill the promise described in the New Era of Smarter Food Safety and support the improvement in workflow that will accompany these changes,” said Califf. “This area of focus will support the work of the Human Foods Program by enabling more facile communication, more efficient operations and enhanced empirical risk algorithms to guide the priorities of the program and the work in the field.”

To execute this new plan, the FDA has formed an Implementation and Change Management Group that will be charged with developing a detailed plan for implementation of the newly organized agency. “While details of this proposal continue to be developed, CFSAN, ORA, and OFPR will continue to operate under their current structures, with my direct oversight. I look forward to providing additional public updates by the end of February on our progress, organizational design and timeline,” said Califf.

 

Rick Farrell, Plant-Tours
FST Soapbox

Improving Communication on the Food Plant Floor

By Rick Farrell
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Rick Farrell, Plant-Tours

In the food manufacturing industry, a well-trained workforce is essential to maintaining product quality, consumer safety and operational efficiency. In this line of work, everyone must know what they’re doing and be engaged with the task at hand. Yet, ensuring workers are trained, competent, and properly onboarded can be a challenge.

Time is one of the biggest impediments to employee onboarding and training. Most food manufacturers have limited time to offer training before getting new workers onto the floor, and it can be difficult to offer ongoing training in an efficient and effective manner. Part of this is due to the nature of manufacturing work. The production floor is a fast-paced, noisy environment where workers are engaged in time-dependent, manual activities.

Unlike knowledge-based professionals, it’s difficult to train manufacturing workers without interrupting the corporate workflow. Employees can’t be removed from their work for training purposes without disrupting the rest of production or cutting into manufacturing hours.

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This results in high costs and limited opportunities for dedicated training times, leaving many food manufacturers heavily reliant on initial training and onboarding sessions. As a result, employees often complete their onboarding and initial training without fully grasping what they were taught.

In an independent study by the Center for Research and Public Policy (CRPP), workers across the food chain reported not being well-trained. Nearly one third (29.6%) of respondents felt they hadn’t received enough training to perform work safely, 37.2% felt their training was too complicated or difficult to understand, 20.6% said they received too little safety training before doing their job, and only 51.8% reported receiving enough on-the-job coaching.

We can’t onboard new food workers by dumping knowledge onto them during a few preliminary training sessions, then leaving them to work things out on their own. This can result in employees adopting poor work habits from co-workers, becoming disengaged, and leaving the workplace.

How To Bring New Team Members Up to Speed Quickly

Offering only a few information-packed training sessions or learning courses isn’t an effective way to train workers involved in motor skill-based work. Employees trained this way tend to find the information hard to understand, are likely to forget what they’ve learned, and may have difficulty translating theoretical knowledge into practical work tasks.

If you want to get new hires up to speed faster, offer learning that’s action-oriented, continual, and manageable. Employees, especially new hires, also need immediate feedback on whether they’re performing their work correctly. This requires direct, mid-task guidance and corrective observations rather than delayed video training.

After your initial onboarding and training, employees need ongoing training to reinforce initial learning, deepen knowledge, shore up weak spots, and provide updates. This is best done in brief stretches of around five to seven minutes. Longer learning sessions can overload workers, leading them to tune out, lose focus, and forget. Brief, tactical training sessions are far more effective and efficient, and can be used for on-the-spot training and knowledge refreshment.

Supplement these short training programs by placing multimedia training materials, such as videos or recorded reminders, in break rooms, locker rooms, and other areas where workers spend downtime. Offer mobile coaching tools, apps, and handouts for independent learning.

Peer support can be invaluable in onboarding and training new employees. Workers joining a new organization look to their co-workers to understand how things are done and what values are truly upheld.

By incorporating rapid skill acquisition tactics, environmental learning cues, and approved employee partnering or mentoring programs, companies can onboard and train new employees more quickly, while keeping training requirements manageable and efficient for the organization.

How to Keep Workers Safe and Happy

In the CRPP report, 60.5% of food production supervisors and managers felt that lack of training was the primary cause of workplace injuries within their facility. Employees who are well-trained, supported, and socially engaged report higher levels of job satisfaction and happiness. In addition, they are more comfortable letting higher-ups know about potential issues, leading to a safer work environment and end product.

Therefore, companies must consider cultural onboarding that includes constructive communication and social interaction with coworkers and supervisors, in addition to skill-based and protocol training.

Happy and satisfied workers experience high levels of social exchange with their organizations, leaders, and peers. Good communication allows them to share information, integrate into the culture, become more invested in their work, and achieve positive outcomes.

Manufacturers can support a safer, more productive, and happier working environment by facilitating productive communication on the floor.

Tools and Strategies That Support Effective Communication

Quality on-site communication can be achieved through strategically selected channels and technologies. Most organizations already have effective ways to broadcast communications and offer mass learning opportunities. For example, emails with safety reminders, tips, process guidelines, or recommendations can be blasted out to various employee segments. Video displays, posters, and other media forms can be placed around the environment to provide warnings or critical reminders, while apps and online courses can be used to facilitate independent, self-paced learning.

These are all, however, impersonal mechanisms that don’t connect workers with supervisors who can guide, assess, or correct their knowledge. The real challenge for food manufacturing has always been how to train employees while on-the-job.

Common challenges for management include spending enough personal time with new hires, correcting errors spotted from a distance, guiding workers without interrupting workflow and providing ongoing training without removing workers from the production line.

These specific issues can be resolved with technology that allows instant communication at a distance, such as two-way communication headsets. Two-way headsets enable one-to-one or one-to-many conversations, providing clear audio even on noisy plant floors.

Industrial communication devices can be used to facilitate ad hoc, personalized onboarding assistance or coaching from coworkers and team leaders. Trainers can use headsets to remain connected with new hires, provide training as needed, offer instant corrections, and assess entire groups at a time. To further boost onboarding, experienced peers can be offered headsets to guide new workers.

Food manufacturing has always been a tech-forward industry. Safe and efficient operations depend on the effective use of new technologies. By continuing to investigate and adopt new tools and strategies, manufacturers can continue to drive business objectives forward while bolstering on-the-job safety, performance, and employee satisfaction levels.

Melody Ge
Women in Food Safety

Don’t Let the Challenges Distract You

By Food Safety Tech Staff
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Melody Ge

Compassion is at the core of food safety, and it is a trait that shines through for anyone who has had the opportunity to meet Melody Ge. As the Director of Food Safety & Quality Assurance (FSQA) at StarKist, which produces nearly 50% of canned food goods on the market, and founder of Women in Food Safety, Ge has devoted her career to helping others—both by protecting consumers and by nurturing young professionals.

We spoke with Ge to learn more about her background, her career and what drives her success as a food safety leader.

What led you to a career in food safety?

Ge: My mom worked for food safety labs, and I knew that she was doing something good that was helping society. After graduating from University of Maryland with a Food Science, Technology and Nutrition degree, I started my job with Beyond Meat in R&D and food safety & quality. During my time there, I was on a business trip with one of my grad school classmates who accidently had a serious shrimp allergic reaction at a restaurant where we ate together during the trip. Even though he emphasized that he is allergic to shrimp to the waiter. This was over 10 years ago, and it still gives me goose pumps. I am always a person willing to help, and to see him go through that was a traumatic experience.

At that moment, I understood firsthand the critical role that food safety plays in society. That experience combined with my own work experience made me want to focus on food safety, and I found my passion. I started to focus my career path on safety and quality by working for GFSI CPOs, EU retailers, manufacturers, and other stakeholders.

What are some of the biggest challenges you’ve faced working in food safety and quality assurance?

Ge: I always say that FSQA professionals are heroes because they take a lot of what they do to heart. They put a lot of responsibility on their own shoulders to protect consumers. Often, FSQA professionals are seen as the police of operations. So, communication is one of the challenges: how we can translate the technical knowledge and share the sense of urgency to other department stakeholders within the company so we can achieve FSQA together within the business?

The other challenge is on the technical side. We deal with an evolving environment. For example, what we knew about listeria 10 years ago is different than what we know today. The regulations are always changing. Hence, keep ourselves updated and keep learning are crucial.

Do you have any tips or strategies on how to do that in the midst of doing your day-to-day job?

Ge: My advice would be to use the pieces or fragments of time. You don’t have to devote two hours of your day to learn a new policy, for example, the new FDA traceability rules. Sometimes, while I’m sitting down having my coffee, I am scanning the news, and that’s learning. When I’m having lunch, I try to look at some webinar recordings, and that’s learning. When you have small pieces of time throughout the day, you actually can learn quite amount of new information. Subscribe to the industry publications like Food Safety Tech and Food Quality, and learn from everyone around you. I learn from my team and my coworkers. I also send them to webinars and then we learn from each other.

You mentioned that a lot of people view FSQA as the police of the company. How do you overcome that?

Ge: Being an influencer, proactive communicator and trusted member of the team are keys to success. I find a way to communicate all these important aspects to the team at Starkist. I do feel lucky that at Starkist I am working with people who are aware of food safety and quality constantly. And now with social media and the direct face to consumers it offers, people overall are more aware of food safety and quality. There is a fundamental basic knowledge out there.

I try to use the audience’s language, whether its senior management or production employees. I also stay connected with the line people. Every time I’m in the plant, I walk with them and talk with them. I make them aware that I’m not picking on them; it’s about the products that get produced and consumed. And I am still practicing this every day to be better.

You are also the founder of Women in Food Safety. When did that group start, and what led you to put that together?

Ge: The group started in January 2020 with the intention of helping the younger generations. The initial idea was to provide a resource and a platform for students and industry, and this evolved after I met my committee members. Now we have two missions:  First to pipeline the younger generation and second to help bridge the gap between academia and industry.

We have five focuses:

  • Diversity in Culture. We really focus on supporting people who are coming from different cultures to help them adapt within their companies.
  • Adventure Starts. This is for the students and early first and second year professionals in the industry
  • Leadership. Believe it or not, there were a lot of females stuck in at the manager level for over eight years, and then it’s very hard to move up. This focus is to help them climb that ladder to eventually become an executive in the industry.
  • Boots on the Ground. One of the challenges in food safety is how we work with the line people at the plants to communicate food safety and how to adapt our working style in the manufacturer environment.
  • Work and Life Balance. This is not just for women who are having children; it’s also about how to take your breaks in life, enjoy your downtime and your family, and still stay up to date and come back to the industry as a new leader or professional at any time you are ready again.

How can people get involved in Women in Food Safety?

Ge: We have a LinkedIn group. You do need to be approved to get in just to keep the group focused on the mission and the industry needs, and keep it from being diluted into a commercial group. The group now has around 900 members. With our two—almost three—years partnership with Food Safety Tech, we have more and more influence. We now hold in-person events at the Food Safety Consortium and also at IAFP with the students. We also have a website, and it’s free to subscribe.

If you could turn the clock back to when you were just starting in the industry, what would you tell your younger self and would you have made different decisions?

Ge: I would say, “You are on the right path! Don’t let the difficulties and challenges happening in your career distract you or change you. You know who you are and you know what you’re doing.”

I don’t regret any of my decisions because they all made me the Melody I am today. In some cases, I chose to leave a very good boss for a better career, which was very hard for me. Those decisions and challenges still make me sad till today but I don’t regret those moves.

When people ask me, “How did you get such a wide variety of experience?” It is because I stepped out of my comfort zone, even though it was scary. I made decisions for myself that long-term I knew were going to help my career.

What advice would you offer professionals who are just starting their careers in food safety?

Ge: Try different things and say yes. Just say yes! Every time I get the question, “Can you do this?” I say, “Yes!” and then I figure it out. Don’t hesitate when there are new opportunities, and learn from anything you do at the moment. When I first started, I worked for three years in customer service. I answered emails and phone calls from suppliers who had technical questions. Was it a really fun job? Maybe not. But it helped me so much even up to today when I’m implementing any GFSI CPOs, I remember the details of the clauses. So, enjoy what you do—that is the foundation of doing a job well. Be patient, and keep in mind that nothing you do will be wasted. It’s all part of your own puzzle, and those pieces will eventually all come together.

What’s your opinion on mentors and mentorship?

Ge: One thing about mentoring I do want to share is that it is not a matter of saying, “I need a mentor so I’m going to go out and find myself one!” Mentoring is a concept. It’s a chemistry that naturally happens between two people learning from each other. You know this person will help you; or maybe it’s their style that influences you, and you don’t feel awkward to be vulnerable in front of them. There are many professionals in the industry who are my mentors—sometimes they might not know it. I learn from them and translate what I learn in a way that I can maintain based on my personality, so it’s sustainable.

What’s the main driver that keeps you in food safety?

Ge: Every day is a different day. I am not a person who likes doing things according to a preset list, meaning when you walk into the office you know exactly what you’re going to do that day. I enjoy investigating and identifying problems and finding solutions. That’s what keeps me in FSQA.

Another thing is this is a very friendly industry. I really like the people who work in food safety and quality. We are open to each other. We share best practices and knowledge. We ask questions and we share knowledge. We are like friends and family.

What are some of your hobbies or interests outside of work?

Ge: I try to learn something new every year. Each January, I set a personal goal for myself for the year. For example, in the past, I have learned photography, flamenco, surfing and so on. Some I maintained, and some I don’t because I don’t like them after I tried. Last year, I started learning Korean. I am a scuba diver and a yoga instructor. I try to explore new things each year. I am not an expert on those different things, but they expose me to new ideas, which keeps me energized.

 

Cybersecurity

Maintaining Data Security in Plant Operations

By Matthew Taylor, Tony Giles
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Cybersecurity

When it comes to cybersecurity, the food industry is facing more threats and risks than ever before, which is creating increased vulnerability in plant operations and the rest of the supply chain. Cyberattacks are focusing more and more on critical infrastructure, putting the food industry squarely in the crosshairs of cybercriminals.

Studies have shown that cybercriminals can penetrate 93% of company networks. One of the most serious threats is food tampering, with malware turning food itself into a weapon of terror. Cybercriminals can hack into food processing, transportation, and storage systems to spoil food and cause food poisoning and food shortages.

Ramping up protection costs both time and money, but making a preemptive investment in information security can save significant costs, considering that the median cost of a cyberattack increased from $10,000 to $18,000 in 2022, costing 40% of attack victims $25,000 or more.

Employees: Your First Line of Defense

The first and most crucial step in cybersecurity is employee training. When it comes to information breaches, two segments of a company can be impacted: the business and the operations. Impacts on the business could include leaking confidential client information, formulations, and recipes, among other data, while operations could include sensitive employee information.

As a company’s first line of defense, employees need to understand how important and integral their role is in data security. Phishing and malware are among the most popular forms of cyberattacks. By preying on individual employees, successful hackers can shut down production lines, reroute deliveries, and delay shipments.

Person using a computer
Phishing tests can be used to gauge employee skills in “real-life” scenarios and encourage vigilance.

Tools such as phishing tests can help gauge employee skills in “real-life” scenarios and help companies identify weaknesses across the organization. Employees who consistently fail phishing tests can be provided with additional training. Tests can also be coordinated on a recurring, random basis to keep employees alert and vigilant.

Food companies, especially those with plant operations, should also focus on physical security. Hackers will sometimes try their hand at breaching physical locations by “tailgating,” following an employee into a secured building without a badge. This type of attack incurs risks to data stored within the location and the products being manufactured. Just as with phishing simulations, it is important to educate employees about the risks of physical breaches, with reminders on how to prevent tailgating, lock computers, and safely store sensitive information.

Creating a Cybersecurity Toolkit

Building a strong culture of information security starts from the top down. Senior management must prioritize cybersecurity for employees to care about and understand its importance. Security professionals can work with senior leaders to identify the organization’s security starting point. If management makes information security a priority, that mentality trickles down to the entire organization.

This mentality can be communicated in training, team meetings, emails, and office posters. Some companies incentivize employees by providing free lunch or a day off for passing cybersecurity training and simulated tests.

Businesses can ramp up data security by implementing controls across the organization. Passwords should require a combination of upper and lowercase letters, numbers, and special characters, as well as frequent updating. In combination with strong passwords, multi-factor authentication (MFA) can secure data even further. This extra layer of protection can stop a hacker who has breached the system from advancing to further applications.

Companies should also evaluate their software and hardware to determine if upgrades are needed. Legacy infrastructure can hamper an organization’s efforts to increase cybersecurity, as it often cannot be updated to meet current security needs. Patching assets is another area where companies can focus their efforts; unpatched assets are a popular way for hackers to breach systems.

When Incidents Do Occur

It is best practice to have a contingency plan in place for worst-case scenarios, such as a data breach or malware that shuts down operations. An incident response plan can be created with specific details included, such as whom to contact depending on the scenario, what systems must be shut down to reduce the reach of the incident, and what tools should be used to contact employees and stakeholders. By putting an incident response plan in place, operators can minimize the potential damage to systems and data. Employees should be trained on the plan. This help to increase response speed and minimize panic and confusion during real-life situations. Incident response plans should be updated at least annually.

Seek Third-Party Support

From providing security training to setting up off-site servers, there are numerous third parties that can help businesses to improve and strengthen their information security efforts. NSF-ISR’s basic security assessment and ISO 27001 certification provide a security framework to help businesses better manage their data and information. ISO 27001 is a globally recognized certification that defines requirements for creating and maintaining a cybersecurity management system and provides a comprehensive set of controls.

No matter what mode of action businesses take first to strengthen their information security, it is most important to simply get started. Operations are only going to become more digital, so when it comes to areas within the food industry where safety, the supply chain and confidential information can be impacted, cybersecurity is imperative.

Wendy White
Bug Bytes

Maximize Your Pest Control Program

By Wendy Wade White
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Wendy White

Pest Control (PC) companies have become so good at controlling insects, birds, rodents, and other pests that facility oversight of pest management programs often falls by the wayside. This neglect can cause huge issues when pest management plans are dusted off by an auditor or inspector or when there is an unexpected infestation. Here are a few, easy methods to help you improve your Pest Control Program and validate the efforts of your third-party PC provider.

Validating Facility Pest Maps

A common PC program nonconformance involves discrepancies to the Facility Pest Map. The number and placement of internal tin cat traps, fly lights, external bait stations, pheromone traps, etc. can become inaccurate over time. Ask your PC provider to update your map at least annually or when there are major changes. Small changes can be written on the map if they are dated and initialed. When a new version of the map is released, select someone to validate it by physically walking around the facility, checking the placard number and placement of the traps to the map, and making note of any discrepancies.

Dead cockroaches
Review Pest Control Service Reports for observations on conditions that could lead to a pest control issue and suggestions for corrective actions.

It’s also a good idea to periodically walk the map throughout the year to ensure that these devices haven’t been damaged. We all know how much forklifts love to crush tin cats, and these traps always seem to get moved around (used to prop open door or knocked out of the way). Different sections could be added to a monthly GMP internal audit to ensure the entire facility and surrounding grounds are covered.

Analyze Service Reports and Trends

It’s amazing how often Pest Control Service Reports are generated and fall into the black hole that is the Pest Control book. Sometimes they are signed by a facility representative, but how often is that person paying attention to the report’s contents to really understand the facility’s vulnerabilities? Many PC providers include observations on conditions that could lead to a pest control issue, suggestions for corrective actions, and other valuable advice for improvement. How often are these words heeded? Often pest control nonconformances discovered in audits and inspections were previously identified by a PC provider. Someone at the facility should be periodically analyzing these service reports to extract this information and act upon any necessary corrective actions. The designated employee can set themselves a calendar reminder to perform this task on a monthly or quarterly basis, remembering to document any corrective actions.

In addition to service reports, many PC providers also provide trending information, which summarizes pest activity over time. Many facilities don’t understand how valuable this information can be. For example, looking at rodent activity (gnaw marks on the bait) of your external bait stations can help identify the locations in your grounds with the most rodent activity. Some rodent activity is expected, but if it’s excessive, there could be a root cause that can be improved. For example, there may be a harborage point or perhaps the grass in the back field should be mowed more frequently in the summer or you may identify areas where additional bait stations are needed.

Leveraging Pest Control Provider Expertise

Many PC providers have entomologists and other pest experts on staff that can conduct an initial vulnerability assessment, which is normally revised annually, to customize the PC program and better protect the facility. These individuals can also be utilized to troubleshoot infestations. Once the type of pest is identified, specific corrective actions can be implemented to eradicate the infestation and preventive actions carried out to prevent a reoccurrence. For example, if birds are a problem around the shipping docks, nets might be used to reduce access to the rafters for nesting birds, or random sirens might be used to scare away migratory birds. For insect infestations, different chemicals (and the application of those chemicals) might be used to maximize remediation.

Mouse
Post a copy of the Pest Sighting Log in the employee breakroom, and empower employees to report any issues.

At a minimum, PC providers should be providing you with a PC book which contains: a current facility map, regular service reports, current licenses for all PC technicians, and the Safety Data Sheets for all chemicals that might be used inside your facility.

Better Utilize the Pest Sighting Log

All PC programs use a Sighting Log in which any pest observations made between PC technician visits can be identified and acted upon. Too often, this log is hidden in the PC book and only used by a designated facility representative. There might be an understanding that sightings observed by other employees are reported to QA, so they can log the sighting. Sometimes this procedure works, but it’s often disrupted and the PC technician doesn’t receive this valuable information. How many issues could be prevented by identifying the problem early?

A solution is to post a copy of the Pest Sighting Log in the employee breakroom and direct the PC technician to check it during services. Train all employees of the purpose and location of this log, and empower them to report any issues. Employees have a vested interest in preventing pest infestations in their workplace, so you might be surprised how successful this simple change can be.

Pest Control Program Innovations

PC programs haven’t changed much in the last few decades. PC providers use technicians to make regularly scheduled visits to maintain pest control devices and apply chemicals when needed. For large facilities, this can be an arduous practice involving hours or even days of work. In the past few years, there have been significant efforts to automize these efforts, allowing remote monitoring of PC devices. Most of the larger PC providers have been working towards this technology and a few now these devices commercially available.

There are some clear benefits to remote monitoring. It gives PC technicians more time to investigate potential issues instead of checking empty traps. Also, remote activity notifications can lead to earlier action, which can prevent mild issues from turning into full-blown infestations. These devices can also be used in hard-to-reach places, such as a narrow void in the ceiling. There are still some concerns with this technology; it’s much more expensive than traditional devices and an automated system could lead to complacency.

While we wait for the technology to become perfected, there are many small changes that can make immediate improvements to your PC program. Validate your program to better understand vulnerabilities, analyze service reports and trends to identify emerging issues, and leverage the resources (pest experts and internal employees) already available to maximize efforts and strengthen your PC program.

Jeff Chilton

What Food Manufacturers Can Learn from the Baby Formula Recall

By Jeff Chilton
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Jeff Chilton

Months after the most high-profile product recalls in U.S. history, grocery stores are replenishing their supplies of baby formula. While the news remains fresh in everyone’s memory, food manufacturers have an opportunity to reflect on the mistakes that brought about this tragic event.

Abbott Nutrition, which produces about one-fourth of the nation’s infant formula, will be associated with this year’s baby formula shortage for years because it failed on so many levels to keep products safe at its plant in Sturgis, Michigan.

Many of the factors behind this crisis could have been easily avoided or at least quickly corrected. Instead, it took a whistleblower to alert the FDA, citing falsified records, releasing of untested products, sanitation problems, information hidden from auditors, failure to take corrective actions, and traceability issues.

In addition to near irreparable damage to its brand, Abbott Nutrition and members of its executive team are facing regulatory actions, criminal prosecution, and lawsuits.

The formula recall offers an opportunity for food manufacturers to learn from Abbott’s mistakes and to prepare for intensified scrutiny from federal regulators. Let’s dive into some of the most important lessons learned from the Abbott baby formula recall.

Empower Employees
Your frontline employees are your best defense for maintaining food and workplace safety. Make sure they know they won’t face retaliation for reporting incidents. In Abbott’s case, the whistleblower talked about retaliation against employees for reporting food safety concerns. And some employees were afraid they might lose their jobs if they raised concerns.

Take Corrective Actions
A failure to take effective corrective action was a big issue across the board for Abbott and something that all companies find difficult to do. Unfortunately, in the food industry, it’s much more common to put a band-aid on a symptom than conduct a root cause analysis to identify a problem. Fix the root problem as soon as you discover it so you’re not fighting the same fire day after day.

Ensure Record-Keeping Integrity
This seems obvious, but many food manufacturers still don’t have a formalized process to maintain proper record-keeping practices. This process should be documented and shared when necessary with auditors, and there should always be a zero-tolerance policy to prevent falsified records.

Provide Audit Transparency
During the Abbott investigation and audits, there was a lack of transparency and a willingness to withhold information. This can be a fine line to walk. When your workers’ and customers’ health and safety are on the line, it’s critical to be as forthcoming as possible. When preparing for audits, there is the temptation to answer questions only when asked and to avoid volunteering additional information. However, this mentality can mask problems that will eventually come to light.

Establish Proper Sanitation Practices
Many food manufacturers fail to maintain, validate, and consistently implement proper sanitation procedures. Sanitation jobs can be challenging. They involve cold and wet processing environments and are usually worked during third shifts. Most companies struggle with an excessively high employee turnover in these positions. And with few workers on hand, they strive to prepare for the next shift in just a few hours. Maintaining sanitation procedures is a big challenge for many companies, but critical to delivering safe food products.

Validate Environmental Monitoring
Food manufacturers should have environmental monitoring programs in place where they test equipment and the processing environment for various pathogens. From food contact surfaces to areas inside the processing room—including floors, walls, and drains—to outside processing areas like break rooms and common hallways, it is imperative to identify the correct sites to sample, ensure adequate sampling frequency, and act when necessary based on the results.

Establish Traceability

Food manufacturers need to be able to trace all raw materials, packaging materials, processing aids, and anything else that goes into their finished product, as well as their shipping processes and destinations. Most companies have a good idea of where products are shipped, but they’re not as adept at tracing the raw materials and processing aids that come into their manufacturing facilities. That was one of the issues cited with Abbott Nutrition, and it’s a problem in the food industry.

Ensure Redundancy and Sustainability in the Supply Chain

Our country relies too much on just a few manufacturers to supply critical food supplies in too many areas. In the case of Abbott Nutrition, one major factory shutdown sent shockwaves through the industry and panicked consumers. Food manufacturers must have backup plans and processes in place in case of recalls, fires, tornados, floods, sabotage, or any other issue that might bring their operations to a halt.

These are some of the most prominent lessons we can all learn from Abbott’s missteps around their baby formula recall. The food industry must do as much as possible to ensure a safe and sustainable food supply. This means evaluating food safety and quality assurance systems to identify potential risks and reassessing programs to create a stronger food safety quality assurance system.

It’s also critical to develop a robust food safety culture across the entire company from the top down. Every manufacturer needs to be proactive in maintaining food safety. No company should rely on inspectors or auditors to discover their issues. They must anticipate questions and problems that can occur during audits through robust internal review processes. This not only allows them to pass their audits but also gives them the ability to proactively identify and address issues before they become major violations or national recalls that make headlines.