Tag Archives: operations

Keep It Simple: New Software Tool Cuts through Data Clutter

By Maria Fontanazza
No Comments

As companies are hit with a massive amount of information as a result of new technology, proper management of data intelligence can be difficult. The key is to be able to translate the data into useable information to drive improvements in processes, products and business operations. A new tool aims to do just that—help companies boost operational margins using real-time data intelligence, from supplier performance to trends to safety and quality processes, across an organization.

Launched earlier this week, SafetyChain Analytics can also help companies spot problems before they balloon into larger issues that affect product quality. Barry Maxon, CEO of SafetyChain, explains why the company developed the tool and how it can help food companies save money by being more efficient.

Food Safety Tech: What was the impetus behind developing this tool?

Barry Maxon, SafetyChain
Barry Maxon, CEO of SafetyChain

Barry Maxon: The food and beverage industry historically is a business that has tight operating margins. At the same time, companies spend a tremendous amount of money every year collecting compliance data. If you walk through any food and beverage facility, you’ll see people writing down data on paper and putting it in filing cabinets or a spreadsheet. There’s already a tremendous amount of data being collected. We wanted to help companies go beyond collecting compliance data to satisfy their records for their auditors; we wanted to harness that data so they can begin to use it to drive operational excellence. That’s what’s going to make the difference in moving the needle on a company’s bottom line and their operating margins—the ability to leverage all the data they’re collecting to gain insights into how their business is operating and use it to improve their processes, products and operations.

FST: How does it address challenges that food businesses experience? How does it streamline their workflow?

Maxon: Companies are being squeezed from all directions—they need to do more with less, perform at the speed of business today, and remain up to date with all the different compliance standards—be it regulatory, industry standards from GFSI, and even down to customer specific compliance level. There’s a tremendous amount of demand being put on food companies. Yet at the same time, all of these demands typically require greater cost, and they’re being challenged to do more with less and achieve greater economy with their businesses to actually improve their bottom line. It’s a double whammy—improve your bottom while also having greater demand placed on your business—competitively, and from a regulatory and compliance perspective.

There are a lot of processes that have been fundamentally manual in the past, on paper and spreadsheets and in filing cabinets. We’ve talked to companies that say they have people spending hours a day just billing out paperwork and putting numbers into spreadsheets. And we have multi-billion-dollar industries still running on spreadsheets. As nice as a spreadsheet is, it’s a 40-year old software technology that came out in 70s. We’re trying to use new and innovative tools so companies can perform in this new era of technology and use it to benefit their business in multiple ways.

Food Safety Tech: Who are the main product users?

Maxon: Your user base is anyone in the organization who touches safety, quality or compliance from an operational standpoint.

Often the front-end users are collecting and reviewing the sets of data. One of the key elements of the tool is to deliver the right data to the right user in real time. In the past, one of biggest challenges for food companies is that they may run for many hours before realizing they are out of compliance. The idea is to give front-line users have an immediate access to data that prompts them when they’re trending into a direction where they need to take preventive action.

At the same time, managers and executives have access to the tool so they can mine the data, run the reports, and see process control charts.

Screenshot of SafetyChain Analytics tool. “One of the key elements of the tool is to deliver the right data to the right user in real time.” – Barry Maxon

FST: Are there different security controls for this software?

Maxon: Absolutely. You can organize it so users only see what matters to them. That’s really the key to keeping it simple. Data can very quickly become overwhelming. We’re trying to deliver prebuilt dashboards and reports, and organize the data to make it intuitive. We’re also trying to leverage data on an exception-based management principle. It used to be, in more manual paper-based processes, that a supervisor had to review every single record and sign off on it. Here, with automation in software, everything that passes compliance goes through the system; you don’t need to look at it—it will immediately highlight where you have exceptions in your process so you can quickly take corrective action and make sure everything is resolved before it gets further downstream.

Continue to page 2 below.

Pages: 1 2
Sprouts

FDA’s Draft Guidance Aims to Help Keep Sprouts Contamination Free

By Food Safety Tech Staff
No Comments
Sprouts

Between 1996 and 2016, sprouts have been responsible to 46 outbreaks in the United States, which has led to nearly 2500 illnesses and three deaths, according to FDA. They have presented a consistent challenge to operators, because sprouts are most often produced in conditions that are ideal for bacteria growth.

Today FDA issued a draft guidance to assist sprout operators in complying with the FSMA Produce Rule, which requires “covered sprout operations take measures to prevent the introduction of dangerous microbes into seeds or beans used for sprouting, test spent sprout irrigation water (or, in some cases, in-process sprouts) for the presence of certain pathogens, test the growing, harvesting, packing and holding environment for the presence of the Listeria species or Listeria monocytogenes, and take corrective actions when needed.”

Large sprout operators must comply with the Produce Rule (applicable provisions) by January 26. Small business must comply by January 26, 2018 and very small businesses by January 28, 2019.

The draft guidance, Compliance with and Recommendations for Implementation of the Standards for the Growing, Harvesting, Packing, and Holding of Produce for Human Consumption for Sprout Operations, is open for comment for the next 180 days.

Continuous improvement and training

Continuous Improvement: Avoid Standing Still

By Holly Mockus
1 Comment
Continuous improvement and training

Change and continuous improvement go hand in hand. Any continuous improvement journey is just that—a journey, not an endpoint; it’s a process to get to a better place. Successful operations constantly change to meet the evolving needs of the business and its stakeholders. But change can provide lots of speed bumps, roadblocks and yield signs if not managed from a positive perspective. Consider that faster is not always better—simplicity is usually the best way to get from point A to point B. Here are a few helpful hints to help you manage the change that accompanies continuous improvement.

  • Realize that all things can be improved upon. Whether the improvement is a minor tweak or a major overhaul, objective vision is a must to maintain momentum.
  • Collection of baseline data is important. Data-driven decisions will provide a road map for improvement with the right direction, use of good data and careful interpretation.
  • Measuring the result of any change will either validate your assumptions or provide a pivot point for moving in a new direction.
  • Failure to continually improve is the same as standing still. Don’t let road blocks stop your progress.
  • Sometimes the smallest improvements yield the best results. Fine tuning doesn’t have to be a massive undertaking. Don’t be afraid to keep it simple.
  • Change is inevitable, so embrace it. Become an advocate for change through leadership and a positive attitude. Others will follow.
  • Programs that are improved over time will not be taken for granted. Antiquated processes provide diminishing returns, grow stale, and become extinct quickly.
  • Involve all stakeholders in continuous improvement efforts. Getting upfront buy-in instills pride of ownership and helps to ensure success.
  • Train for all changes—whether on the plant floor or an office business process. Up-to-date training is imperative, because adults are creatures of habit. Set your continuous improvement efforts up for success by ensuring that changes have been communicated and reinforced.

Just as in life, effective programs, procedures, and policies are journeys, not destinations. Keeping the journey from becoming an uphill struggle requires a culture of continuous improvement—and a company-wide willingness to embrace change.