Tag Archives: training

Emily Newton, Revolutionized Magazine
FST Soapbox

Six Ways Food Manufacturers Can Save Money on Electricity

By Emily Newton
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Emily Newton, Revolutionized Magazine

Energy usage has increased worldwide, especially with everyone isolated due to COVID-19. That translates to higher costs across most sectors. The Energy Information Agency (EIA) expects U.S. electricity consumption to grow by 2.1% this year.

Coupled with the rising adoption of renewable energy and green initiatives, it makes sense to cut down on electricity consumption as much as possible. Commercial operations, food manufacturers included, could stand to benefit from reduced energy usage.

The question isn’t necessarily “why,” but “how.” What can food manufacturers and similar commercial providers do to reduce electricity requirements? What are some ways to minimize consumption and achieve efficient food production processes?

1. Energy Audits

Process and energy audits are a must. How could one hope to improve a system without understanding everything there is to know about it? More specifically, how could a company reduce energy consumption if they don’t know where, when and how it’s being used? That’s why energy and resource audits are crucial to optimization. It doesn’t matter whether they are conducted in-house or by a third party. What’s important is that they are accurate and detailed.

Inspectors will examine heating, refrigeration and cooling systems, facility processes, equipment, infrastructure, and beyond. Everything that uses electricity will be part of the audit, and analysts will be able to discern how much power each component is using. The statistics then inform action, driving a reduction in energy consumption. With this information, company analysts can also create a food manufacturing cost breakdown, which can be used to improve other areas of the business.

It’s easy to draw a line between regular energy audits and improved food safety, too. The ability to continuously monitor facility equipment performance means a lower chance of failure and more consistent quality. Keeping a digital eye on optimal performance means a reduced risk of one machine negatively impacting others if it begins performing suboptimally or erratically.

2. Upgraded Equipment

Energy conservation is as much about improving efficiencies as it is about using less electricity overall. While not always true, as a general rule, newer equipment tends to be much more economical at utilizing electricity.

Over time, technology has improved considerably to use less power, utilize resources more effectively and incorporate new methods for completing various actions, sometimes with significant performance boosts. In other words, new equipment can bring energy consumption down and will also improve productivity and output. Because it’s not cost-effective to replace equipment often, that’s precisely where audit information comes in handy.

The best practice would be to replace equipment before it malfunctions or breaks down, but also after it has declined in performance and efficiency. It would mean constantly analyzing equipment through real-time metrics and statistics.

Better production, more output, and fewer costs lead to greater profit, so it’s worth the investment.

More efficient and modern equipment typically features other upgraded components that impact performance and food safety as well, including updated materials, tighter tolerances, and improved microbial and viral resistance. Next-generation food prep and packaging stations that automate sanitation using ultraviolet (UV) light are examples.

3. Retooled Infrastructure

If the operation is located in an older building, it’s likely that much of the existing infrastructure and equipment is not just dated but also less efficient.

For example, traditional lighting sources use a lot more energy than LED or smart lighting solutions. HVAC systems may be non-existent or extremely outdated. Even facilities that are just a few years old may have obsolete elements.

This stretches far beyond the basics such as lighting to include power and utility components. A well-built and quality transformer setup will save money over time, for example. Replacing aging equipment can save food processing plants cash in the long run.

Investing in a transformer that doesn’t use a liquid cooling agent gives plant owners more options as they can be placed indoors or outdoors. They also have other business benefits, like longer lifecycles, lower fire risks, a more eco-friendly operation, and higher efficiency. A lower risk of fires, smoke intrusion and other destructive events also means greater security and peace of mind for delicate and perishable foods and food components.

Upgrading these components is more cost-effective than moving to a new location or building a whole new facility. It is often these kinds of incremental hardware and operational updates that can offer the best impact.

4. Better Refrigeration and Cooling

In 2019, the EIA reported that the commercial food sector used 154 billion kilowatt-hours of energy on cooling alone. That’s nearly 4% of the entire country’s annual energy usage. It isn’t just because cooling systems are running constantly year-round. It’s also because many companies refuse to upgrade to more efficient solutions.

Refrigeration is a massive energy hog. So how can it be improved? There are several ways:

  • More efficient motors
  • Reduced and more effective use of refrigeration space for walk-ins
  • Smarter fans with variable frequency drives (VFDs)
  • Renewable energy farms
  • Intermittent absorption refrigeration

Food waste at the retail and consumer levels amounts to 30–40% of the United States’ total output and billions of tons per year. Better and more reliable refrigeration technology at every stage of the supply chain, including warehouses and vehicles, means less food wasted worldwide and greater security for products at rest and in transit.

5. Monitor, Automate and Notify

Through real-time monitoring and automated processes, managers and operations teams can take action to reduce consumption. For instance, let’s say an employee walks away from a piece of equipment and leaves it powered on. With traditional equipment, that machine would continue draining power and increasing costs.

With automated and smart equipment, a notification would be sent to the appropriate administrator, who can then send out an order to have the machine shut down. Moreover, this can all happen within an instant, and administrators can be off-site and notified remotely.

Even better, the process could be improved further by installing an IoT sensor that automatically turns off the hardware after an expiration period.

An energy dashboard, accessible via mobile platforms, would allow facility managers to keep an eye on resource consumption, general costs, and operations no matter where they are. Creating a unified and always-on system with automation is definitely possible with the help of modern technologies like the Internet of Things (IoT).

The cost of food supply chain recalls stands at 48 million illnesses and $55.5 billion per year in productivity losses, amelioration efforts and the rest of the fallout. As with the other points made here, an investment in higher-efficiency equipment with lower power requirements translates to dividends elsewhere.

More efficient and widely connected machines in the supply chain mean fewer opportunities for failure and pricey recalls. This also leads to ongoing cost savings, which begin on day one.

6. Educate Employees

A cultural response to energy reductions can also have a huge impact. By training and educating employees on the importance of energy conservation, companies can gain an edge. This could include steps as simple as turning off the lights when departing an unoccupied room, remembering to power down equipment, or discussing more effective techniques.

If and when people are armed with the correct knowledge, they can make more informed decisions. The idea is to build a culture around energy conservation, operational efficiencies, and smarter utilization. Make it a team-based practice so everyone holds themselves accountable and values the initiative.

Cultivating mindfulness in this area of the company’s culture translates elsewhere, too. Safeguarding against unsafe habits, incorrect equipment usage and improper handling techniques, and encouraging workspace sanitization, is everybody’s responsibility.

Whether it’s saving money on electricity for the company’s and planet’s sake or protecting the customer from product defects, ongoing education makes for a stronger culture and a more reliable product.

Make It Happen

The longer a manufacturer continues to operate without efficient solutions in place like the ones discussed in this column, the greater the energy consumption levels and the higher the expenses. It is beneficial to all to adopt some of these practices as soon as possible, and there’s no question that it will result in higher profits. In several ways, some less obvious than others, this efficiency transformation means safer products, employees and customers, too.

As energy prices continue to climb across all sectors and the impact on the environment mounts, it makes sense to reduce consumption, find smarter sources like renewable energy, and upgrade equipment, processes and operations accordingly.

Adam Serfas, R.S. Quality
FST Soapbox

Tips for Creating an Inclusive Color-Coding Plan for Food Manufacturing Facilities

By Adam Serfas
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Adam Serfas, R.S. Quality

Color-coding as a quality assurance and safety measure has been on the rise since the passage of FSMA in 2011. Now, 10 years later, color-coding is being used in a wide range of industries from food manufacturers and processors to pharmaceutical developers and even brewers. As the popularity of the practice of color-coding has increased, so too has the market for color-coded tools. Nowadays, those in the industry can find virtually every high-quality cleaning tool under the sun, and a hygienic tools storage option for that tool in the color needed. The improved quality and availability of these products is wonderful, but nice tools alone cannot ensure a successful color-coding plan. Color-coding compliance is only possible when there is team-wide buy-in. That means meeting the team where they are—making the plan important to every single employee who steps onto a production floor. To do that, it needs to be introduced in an inclusive manner. The following are some tips for creating and implementing an inclusive color-coding plan.

Draw Up the Plan With Folks Beyond Management

Before you ever lock in a color-coding plan—whether you plan to color-code by zone, by allergen or by shifts—you first need to consult a wide range of team members. One common mistake is developing a color-coding plan with only quality assurance experts and those in management. This presents a problem for a couple of reasons.

One, you’re missing out on the perspective of those who will most often be asked to execute the plan. Say you choose the color purple as one of the colors in your color-coding plan, and you purchase all of the tools you think you will need in that color. You roll out the plan only to find out there’s an essential tool you need, and it doesn’t come in that color. You now have a problem on your hands, and a costly one at that, as you’re going to need to start over with a new color and new tools.

Beyond needing that on-the-ground perspective, you miss out on a key opportunity to gain buy-in early on from those who will be directly involved in carrying out the plan. Do yourself a favor and invite shift leaders to the table. Explain to them what you would like to do with a color-coding plan and listen to any advice they might have on executing a plan everyone is going to want to see succeed. Generally speaking, it pays to go with a big-tent approach to planning, so spend some time thinking about which parties should be represented in the planning process to capture all of the varying viewpoints of those at your facility.

Ensure the Plan Is Color-Blind Friendly

As selecting colors is one of the most important things you do in drafting a color-coding plan,pay special attention to the colors themselves. Color-blindness affects 1 in 12 men and 1 in 200 women—certainly not a negligible amount, and something you want to take into consideration.

Once you figure out all of the tools you need, determine which colors can accommodate those needs. From that list, try to avoid the most commonly confused color pairings in your plan. Red and green, green and brown, green and blue, blue and gray, blue and purple, green and grey, and green and black are the most commonly confused. If possible, avoid using those color combinations. Instead, opt for high-contrast options such as orange and purple, purple and yellow, or blue and yellow to name a few.

Some people will also look to shades to help achieve a higher contrast. For example, lime green and a maroon red is much better for a color-blind person than your standard royal red and shamrock green. These days more tools are available in varied shades but, again, you need to ensure that you’re able to get every tool you need now—and in the foreseeable future—in the color you pick.

Should you need to use colors that are not high-contrast, do your best to keep those tools separate. If you are color-coding by zone, use the most commonly confused color combinations on the opposite ends of the facility, where they are less likely to swap places. You can also help by using tool storage boards such as shadow boards or wall racks that are color-coded to match the tools. That way, tools always go back to the same place after each use.

Employ Multilingual Trainings and Signage

Generally speaking, the food industry is particularly diverse, and many facilities employ staff whose first language is not English. Work with your HR team and managers to identify which languages are primarily spoken among your staff and ensure you can offer trainings on the color-coding plan in all of those languages. Frequently, facilities have employees who are multilingual and can therefore translate during a training session. If not, it may be wise to hire a translator. This presents a nominal fee, whereas an employee failing to follow a color-coding plan could have disastrous consequences.

It is also important to ensure that any signage you have explaining the color-coding plan is available in the primary languages of the employees.

Make Use of Different Teaching Methods

Just as in the classroom, employees come to work with different learning styles. It’s up to the employer to meet those different needs with varying teaching styles and materials that speak to the importance of the color-coding plan. For the auditory learners, an all-hands meeting where a leader explains the importance of color-coding is going to be great. For the visual learners, handouts and permanent signage throughout your facility will be appreciated.

Meanwhile, tactile learners might want to run through a practice of grabbing tools, seeing where they will be used and returning them to their designated storage spot to see the plan in action. While asking employees to go through these different teachings might draw some eye-rolls for those who feel they grasped the concept the first time, the exercise might help make the color-coding plan click for someone who struggled to understand what they were being asked to do. Additionally, repetition helps all learners, so revisit these trainings to refresh veteran staff and bring newer folks up to speed.

Invite Feedback

Finally, invite employees to share feedback with you along the way. An inclusive culture is one that allows everyone to have a voice. Make it clear that team members are welcome to share any feedback they have on the color-coding plan, the trainings and tools along the way. Once again, in the interest of accommodating everyone, it’s a good idea to offer multiple avenues for feedback reporting. You might like to invite employees to share feedback directly with managers and also offer an anonymous suggestion box that gets checked regularly. Every facility and every staff has unique needs, so listening to the suggestions that come your way can help shed light on important considerations.

Checklist

2020 FSC Episode 3 Wrap: Does Your Company Have a COVID Czar?

By Maria Fontanazza
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Checklist

Navigating the murky waters that COVID-19 presents has been no easy task for food companies. Being part of America’s critical infrastructure has meant that adapting to the pandemic has been unavoidable, and the industry has directly taken on the challenges to ensure the nation has a reliable food supply. But what about the frontline workers, their safety and how this ties into operational continuity as a whole? During last week’s episode of the 2020 Food Safety Consortium Virtual Conference Series, an expert panel discussed the practices that food companies have put in place during the pandemic and offered advice on managing the entire scope of COVID-19 challenges including screening employees and preventing infection transmission, safeguarding workers and the facility, administrative and engineering controls, education and training, and risk management.

“No doubt that it is a concert of controls and interventions that have allowed our industry to effectively combat this over the past several months,” said Sanjay Gummalla, senior vice president of scientific affairs at the American Frozen Foods Institute. “By and large, the industry has taken charge of this situation in a way that could not have been predicted.” Gummalla was joined by Trish Wester, founder of the Association for Food Safety Auditing Professionals and Melanie Neumann, executive vice president and general counsel for Matrix Sciences International.

First up, the COVID Czar—what is it and does your company have one? According to Neumann, this is a designated person, located both within a production facility as well as at the corporate location, who manages the bulk of the requirements and precautions that companies should be undertaking to address the pandemic. “We’re not trained in people safety—we’re trained in food safety,” said Neumann. “And it’s a lot to ask, especially on top of having to manage food safety.”

Some of the takeaways during the discussion include:

  • Administrative controls that must be managed: Appropriate cleaning, disinfection and sanitation; PPE; employee hygiene; shift management; and surveillance mechanisms
  • PPE: “It’s really clear now that face masks and coverings are critical in managing source control—it prevents the spread and protects other employees,” said Gummalla. “All employees wearing masks present the highest level of protection.” When the attendees were polled about whether face coverings are mandatory where they work, 91% answered ‘yes’.
  • Engineering controls within facility: Physical distancing measures such as plexiglass barriers, six-foot distance markings, traffic movement, limited employees, and hand sanitizer stations. “Engineering controls in a facility involve isolation from the virus,” said Gummalla. “In this case, controlling [and] reducing the exposure to the virus without relying on specific worker behavior. This is where facilities have implemented a great amount of thoughtful intervention, probably at a high capital cost as well.” Companies should also consider airflow management, which can involving bringing in an outside professional with expertise in negative and positive air pressure, advised Wester.
  • Verification activities and enterprise risk management: Neumann emphasized the importance of documentation as well as advising companies to apply a maturity model (similar to a food safety culture maturity model) to a COVID control program. The goal is to ensure that employees are following certain behaviors when no one is watching. “We want to be able to go from ‘told’ to ‘habit’,” she said.
  • Education and training: Using posters, infographics, brochures and videos, all of which are multilingual, to help emphasize that responsibility lies with every employee. “It is important to recognize the transmission is predominately is person to person,” said Gummalla. Do you have a daily huddle? Neumann suggests having a regular dialogue with employees about COVID.
  • The future, 2021 and beyond: Does your company have a contingency, preparedness or recovery plan? “The next six months are going to be critical; in many parts of the world, the worse is not over yet,” said Gummalla. “There will be a lot more innovation in our industry, and communication will be at the heart of all of this.”

As part of a special offering, Episode 3 has been made available for viewing on demand for free. Register to view the on-demand recording.

Shawna Wagner, DNV GL
FST Soapbox

Pandemics and Your Business Continuity Plan

By Shawna Wagner
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Shawna Wagner, DNV GL

Who would have even thought to put the topic of a pandemic in your business continuity plan? I know, I sure never thought of it, even as a senior auditor. I think that most of us are familiar with the typical subjects of tornados, floods, power outages and disgruntled employees, to name a few. We now need to focus on adding a pandemic to the to-do list of your plan, as this global issue has become a reality since early 2020.

It is quite likely that your plant has been affected by COVID-19 in some way, therefore your site has put into place actions to mitigate the risks posed by the pandemic. What may not be likely, is that any of these actions have been documented. I have currently seen plants evolve actions based on the severity of the pandemic in their locations. Travel restrictions, reduced work force, changing employee personal protective equipment, additional employee monitoring, and remote work environments are some of the examples directly affecting sites that I have witnessed during the first half of this year. As plants learn and experience more issues, they tend to adapt to how they are mitigating the risks in their facilities.

Capturing what actions went smoothly and what has gone astray will aid in strengthening your business continuity plan. Pandemics as well as other extraordinary events are handled by a multi-step approach that needs organization and good communication. That is why it is imperative to build and document actions, then verify how those steps are to be used. Involving key personnel–not just the quality manager–at the site is a best practice in getting a full grasp on what needs to happen during an emergency. In several instances, I have witnessed that key personnel are not informed about where a site’s business continuity plan is located; or the plan was updated right before an audit and after goes back on the shelf for the next 12 months, collecting dust. Employees should be trained on the contents of the plan, their responsibilities (if they are part of the business continuity team), current contacts, updates, and ways to initiate proper channels, if or when a time comes to do so. Hopefully, it never does, but it sure does not hurt to be prepared.

The business continuity plan is not a “one-size-fits-all” approach for plants. An important consideration, when defining what actions to take, if your area has been plagued by a pandemic includes determining what risks are brought by employees, visitors (i.e., contractors), location, and type of product being produced. Plant A making a high-risk open product may implement additional hand washing and sanitation, whereas Plant B making a low-risk closed product may implement additional health screening (i.e., temperature checks) for employees. You should ensure that it makes sense, and it is beneficial for your site and your interested parties, such as customers, consumers and stakeholders.

Your business continuity plan should be built to be a great resource to you in the time of need. And in return, you will have to put some elbow grease into shaping the document in a way that fits the ever-changing food environment. Keeping your plant current will assist your business to quickly respond to a negative event. In consequence, not having a plan that works for your site, or any at all, could lead to closed doors.

Food Safety Consortium

2020 Food Safety Consortium Virtual Conference Series Agenda Announced

By Food Safety Tech Staff
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Food Safety Consortium

The agenda for the 2020 Food Safety Consortium Virtual Conference Series has been released. The announcement about the annual Food Safety Consortium being converted to a virtual series due to the COVID-19 pandemic was made last month. Due to a demand to provide attendees with even more content, the event has been extended a full month and is running into December. Food Safety Tech is the media sponsor.

The event will begin every Thursday at 12 pm ET, beginning on September 3 and continue through December 17. Each week will feature three educational presentations, two Tech Talks, and a panel discussion. Weekly episodes include food defense, food labs, pest management, sanitation, food fraud, listeria detection, mitigation & control, professional development, women in food safety, supply chain management, COVID-19’s impact and food safety culture.

Frank Yiannas, FDA deputy commissioner for food policy and response, will serve as the keynote speaker on Thursday, October 1 at 12 pm ET.

“Human connection is so important for events, and we know we’re not the only game in town. That’s why we’ve invested in a Conference Virtual Platform that can facilitate discussions, discovery, and connection that can continue whether our event is offline or online—and not end with the live streaming,” says Rick Biros, president of Innovative Publishing and director of the Food Safety Consortium. “Simply, the experience other food safety conferences are offering is not conducive to learning, staying engaged or take into consideration that you have a job to do during that week. This is why we have designed the Consortium’s program with short, manageable episodes that are highly educational.”

Registration for the 2020 Food Safety Consortium Virtual Conference Series is open. Keeping in mind that registrants may not be able to attend every week due to scheduling conflicts, there is an option to watch the each session on demand.

Tech Talk Sponsorship

Companies that are interested in sponsoring a 10-minute technical presentation during the series can also submit their abstract through the portal. For pricing information, contact IPC Sales Director RJ Palermo.

Innovative Publishing has also converted the Cannabis Quality Conference to a virtual event. More information is available at Cannabis Industry Journal.

About Food Safety Tech

Food Safety Tech publishes news, technology, trends, regulations, and expert opinions on food safety, food quality, food business and food sustainability. We also offer educational, career advancement and networking opportunities to the global food industry. This information exchange is facilitated through ePublishing, digital and live events.

About the Food Safety Consortium Conference and Expo (The live event)

Food companies are concerned about protecting their customers, their brands and their own company’s financial bottom line. The term “Food Protection” requires a company-wide culture that incorporates food safety, food integrity and food defense into the company’s Food Protection strategy.

The Food Safety Consortium is an educational and networking event for Food Protection that has food safety, food integrity and food defense as the foundation of the educational content of the program. With a unique focus on science, technology and compliance, the “Consortium” enables attendees to engage in conversations that are critical for advancing careers and organizations alike. Delegates visit with exhibitors to learn about cutting-edge solutions, explore three high-level educational tracks for learning valuable industry trends, and network with industry executives to find solutions to improve quality, efficiency and cost effectiveness in the evolving food industry.

Laura Gutierrez Becerra
Women in Food Safety

Understanding Career Motivators Leads to Success

By Laura Gutierrez Becerra
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Laura Gutierrez Becerra

On behalf of the Women In Food Safety Group, it was a pleasure to have the opportunity to interview Garry Hellmich, food safety and quality director at General Mills, and learn about his career path and leadership in food safety. During our discussion, Garry shared his perspective on how to continuously support and pursue women’s development, and offered advice to young female professionals who are interested in pursuing and/or expanding on a food safety career journey. Garry holds a food science degree from Purdue University and has dedicated his career to taking a preventive, risk-based mitigation approach to food through the supply chain and maintaining holistic quality management during the product lifecycle. His vast expertise lies in the food manufacturing sector where he started his career at Kroger and the Quaker Oats Company. From there, Garry built his experience through professional learning and getting promoted at Pillsbury and General Mills. His current responsibilities involve leading a large and high-performing global team of food safety subject matter experts at General Mills. He also shared some of his personal hobbies, which to no surprise includes cooking and baking—one of his signature personal favorites is chocolate truffles.

Garry believes in the power of continuously assessing yourself to identify and understand what your career motivators are in order to support career development. “Build your professional career, own your career and plan ahead,” he advises. Also, actively seeking career sponsors and mentors, and ensuring a dynamic team by building gender equality and diversity is key. “Food safety is not a competitive advantage—only the speed with which proactive risk mitigation is achieved is competitive,” says Hellmich.

Garry Hellmich, General Mills
Garry Hellmich, food safety and quality director at General Mills

Gutierrez Becerra: Tell us about how your career began and led you to where you are today.

Garry Hellmich: I am a food scientist; I received a food science degree from Purdue University. I have more that 35+ years of progressive quality and food safety responsibility in the food industry, including experience in RTE cereals, hot cereals, dry mixes, convenience & food service and dry meals. I started my professional career at Kroger and The Quaker Oats Company, and then in 1991, I joined General Mills (including Pillsbury) where I continued leading in food safety and quality. My first job functions in the food industry were as a laboratory technician responsible for conducting routine micro testing and quality production, as a supervisor responsible for managing the quality of incoming raw material for production release and vendor relationships.

Gutierrez Becerra: What persuaded and motivated you to focus your career on food safety?

Hellmich: I spent three years in college while pursuing a major in pharmacy. After realizing it was not the right thing for me, I decided to take a year off. During the break, while trying to figure out what to do and having lunch with my grandma, she triggered the question: Why don’t you do something involving food—you love food. Then, while conversing with other family members who worked in the food industry, I became inspired and motivated to get a food science degree. I returned to Purdue to continue school with a major in food science. I started my career at different companies, learning about the importance of food safety and implementing [those principles] right away. Pillsbury developed HACCP for NASA, so risk analysis and overall HACCP development have been key throughout my career in both quality and food safety. I enjoy working for the food industry and the fact that I can work to solve many different types of problems. For example, going back to early times in my career, we faced a product recall due to a physical hazard; we assessed the problem and emphasized the importance of hazard analysis and control measures. In addition to working through a recall and leading specific actions to manage it, I gained experience on how to ensure the demand of all impacted retail and foodservice customers is met. And also, I was inspired and motivated by the strong food industry collaboration on a prompted technical and safety solution.

Gutierrez Becerra: What has being a leader in food safety brought you at both a professional and personal level?

Hellmich: There is huge pride when seeing products on the shelf based on a project you have worked on, and this has had a personal impact as well. In working with professionals in food development—they love to see their products on the shelf and so do I; I am proud of the work they have done. [In this business], there is always an interesting problem that needs to be solved, and we gain experience from working on these challenging issues, and it helps us grow. For example, in the 90’s an allergen incident directed me to lead an effort to develop an enhanced allergen protection program at the manufacturing level, which achieved our goal to reduce consumer allergen risk going forward.

Gutierrez Becerra: What have you learned from partnering and working with women throughout your career journey?

Hellmich: I have had the opportunity to work with a lot of talented and qualified women. About 20 years ago, I was interviewing candidates for a job opening. After presenting my candidate selection (a male candidate), my manager (a female leader) challenged me with the question: Why you didn’t choose the other female candidate who was equivalent when it came to experience and would balance the team from a gender standpoint? Later in my career, I kept gender balance in my mind. You can instantly recognize that the dynamic changes when female leaders join a team. Gender diversity is important for success. Forty years ago, General Mills was a male-dominated company. Then, with an idea of making changes, the company decided to hire many female food scientists with PhDs. Today, we have almost a 50-50 gender balance within the company.

Gutierrez Becerra: What would be your number one piece of advice to young women, students and professionals who are planning to become leaders in food safety?

Hellmich: I think it is very important to identify your career motivators, whether it is [tackling] challenges, having work-life balance, job security or advancement. The first step is to assess and know yourself, and what is important for you to pursue in your career. For me, it has been security and to create value. I have stayed in food safety and quality for my entire career, despite having the opportunity to move into other areas. I have always been honest with myself on what motivates my career and what I want to achieve.

I’d like to share a story with you: One of my first female team members was about to turn down an offer for a manager position that involved moving to a different location. The reason was that there was no childcare available at the new location. I advised her to discuss her career motivators with her husband. Ultimately she ended up taking the position with the support of her husband, who stayed home as they settled down in a new city. It is important to think beyond yourself, because your family can help you.
We are owners of our own career timeline, and realizing your own expectations is important—they are different for everyone based on family and personal factors. And lastly, always invest in creating value, which will help you move up within an organization. Look ahead and make your plan. When starting a career, make sure it’s your own.

My advice for a new college graduate is that in the real world, it’s all about application. Learn as much as you can in your current role and make an investment in yourself. Be available to support your team in any capacity that will help you learn and gain experience. Always learn something new and be ready when the next opportunity comes to you.

Gutierrez Becerra: What do you hope to see in the next three to five years in terms of the development and mentoring of women in the industry?

Hellmich: A good mentor of mine once told me that ultimately, one key way to move up is to make your boss look good and to always be prepared to take on any of your manager’s and/or any other employee’s responsibilities when needed. Being always prepared is the highest investment you can make; focus on continuously learning a new leadership and technical skill at any position level. It’s very important to know the difference between choosing career sponsors and mentors. A mentor is assigned, and sponsor is created. A mentor advises you, while sponsors advocate for you and provide opportunities. People tend to become sponsors when they see that you create value to the team and the organization. Hence, the more value you continuously create to the organization, the further you will go.

In closing, I’d like to point out four key areas to keep in mind throughout your career: 1. Assess and know yourself; 2.Understand your career motivators; 3. Build a network of mentors for all areas of growth you are interested in; and 4. Create trust with your line of sponsors so you can truly grow yourself and earn your own career path in the long run.

food safety tech

Food Labs/Cannabis Labs Virtual Conference Includes FDA Comments on Proposed Lab Accreditation Rule

By Food Safety Tech Staff
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food safety tech

Next month join Food Safety Tech and Cannabis Industry Journal for the virtual conference, Food Labs / Cannabis Labs. The event is complimentary for attendees and will be held Tuesday, June 2 through Friday, June 5 (each day the event begins at 11 am ET). The event was originally planned as an in-person event but was converted to a virtual conference as a result of the COVID-19 pandemic.

The event kicks off with FDA’s comments on the proposed FSMA laboratory accreditation rule, which will be presented by FDA’s Timothy McGrath and Donald Burr. Other session highlights include FSMA’s impact on labs; navigating the regulatory pitfalls of cannabis lab testing; the evolution of the lab testing market; documentary standards and reference materials; and vulnerability assessment frameworks and food fraud mitigation strategies. Many of the educational sessions will be followed by Tech Talks, which will be provided by sponsors in the laboratory technology or service provider fields, who will educate attendees about solutions that can assist in the food lab and/or cannabis lab environment.

More than 500 people have already registered to attend! Don’t miss this unique opportunity and register now. Please note that only registrants who attend the live event will have access to the recording.

For companies interested in Tech Talk opportunities, Contact RJ Palermo (203-667-2212). Tuesday and Wednesday are sold out.

Brian Sharp, SafetyChain Software
FST Soapbox

How Are Companies Impacted by Labor Shortages?

By Brian Sharp
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Brian Sharp, SafetyChain Software

Food and beverage manufacturers are seeing the effects of the coronavirus when it spreads through their workforce. Recently, there have been multiple closures of facilities operated by meat processors, including Smithfield Foods and Tyson Foods as COVID-19 has infected hundreds of workers.

The backdrop of stressful operations and work: Employees now face increased questions before entering plants and feelings of isolation as lunches and breaks are now solo activities due to social distancing. All of these stressors are compounded when you think about what we’re asking them to do: Go into work and keep food on the grocery store shelves. This is a completely new way to operate, and it has a very real emotional effect on our workers.

We’ve received reports from customers where management is getting out of the back office and putting on hairnets to work the production line. The shortage of workers is a very real problem, and our customers are rising to the challenge. Plus, managing this overall labor shortage while doing more safety and sanitation checks than ever before to make sure transmission risks are eliminated is putting stress on everyone working in plants. It’s never been harder to work in the food industry.

In response to California Governor Gavin Newsom’s actions related to the pandemic, we stand behind any effort that is taken to accommodate the needs of these vital, valuable workers, including the executive order to provide supplemental paid sick leave. Such actions, both locally here in California and at the federal level, are critical to elevating the safety of our food manufacturing and distribution workers. Some heroes wear hairnets.

Temp Workers and Lack of Training Protocols

COVID-19 has had a significant impact on the availability of skilled workers in food facilities. Through all the layoffs stemming from the economic standstill, food manufacturers and grocery workers are reporting increases in hiring to help keep up with demand—and to mitigate the effects of sick employees going on quarantine for two weeks. For instance, Albertson’s, a large food grocery chain store, reported that it was hiring for 2,000 positions.

But hiring temporary workers is only half the battle. The task of training people who may have never worked in grocery or food manufacturing has become more critical in the face of new demands on sanitation and social distancing. With these measures in place, it’s no longer a case of a new employee showing up for work and shadowing another employee or supervisor. Technology can close the gap, especially in food production where the regulations and safety standards require strict adherence to processes. For example, software can facilitate shorter employee training in the areas of quality policies and good documentation practices.

Same Volume with Fewer Workers

We are working closely with customers and partners to cope with new guidelines for social distancing inside food facilities, providing the capability to do remote audits as visitor restrictions have increased. Our software is also being used to screen food manufacturing workers for symptoms of COVID-19 before shift work starts to help prevent the spread of the coronavirus to other essential workers.

In response to increased needs from customers, we have developed three solutions to address the impact of COVID-19. These solutions, which include a personnel screener, changeover manager and remote supplier auditor, can help food and beverage manufacturers efficiently manage physical distancing measures, symptom screening, and travel restrictions.

It can’t be stressed enough: The people who carry out food safety protocols are doing more checks and using more labor time to conform to regulations and guidelines for COVID-19. And, adhering to the systems, regulations and processes used to promote safe, high-quality products (in the same or even higher volumes) remains as crucial as ever. Simplifying these processes by leveraging software has been shown to cut 8 to12 hours of labor per day for a single facility. This is critical at a time when even one person being sick can cause lower throughput.

Plus, this isn’t like manufacturing a car where a line will be built to produce hundreds of thousands of cars over a two- to three-year period. Food manufacturers must often change a line over to produce a different flavor, package type or food type altogether, in as little time as possible to keep production going. Robots and automation can help, but in a crisis like this where immediate productivity gains are needed, software can make the much-needed difference.

Angelica Grindle, DEKRA

Four Steps for Utilizing Behavioral Science to Control Exposure to COVID-19

By Angelica Grindle, Ph.D.
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Angelica Grindle, DEKRA

Safety is defined as controlling exposure for self and others. Going into 2020, the food industry battled safety concerns such as slips and falls, knife cuts, soft-tissue injuries, etc. As an “essential industry”, food-related organizations now face a unique challenge in controlling exposure to COVID-19. Not only must they keep their facilities clean and employees safe, they must also ensure they do not create additional exposures for their suppliers or customers.

These challenges increase at a time when employees may be distracted by stress, financial uncertainties, job insecurity, and worry for themselves and their families. Additionally, facilities may be understaffed, employees may be doing tasks they do not normally do, and we have swelling populations working from home.

While there is much we cannot control with COVID-19, there are specific behaviors that will reduce the risk of viral exposure for ourselves, our co-workers, and our communities. Decades of research show the power of behavioral science in increasing the consistency of safe behaviors. The spread of COVID-19 serves as an important reminder of what food-related organizations can gain by incorporating a behavioral component into a comprehensive exposure-reduction process.

Whether you have an existing behavior based safety process or not, follow these four steps.

Step 1: Pinpoint Critical COVID-19 Exposure Reduction Behaviors

It is critical to clearly pinpoint the behaviors you want to see occurring at a high rate. In the food industry, an organization must control exposure both within their facilities as well as during interactions with suppliers and customers. Controlling exposure within facilities will typically include those behaviors recommended by the CDC such as:

  1. Maintain six feet of separation at all times possible.
  2. Avoid touching your eyes, nose and mouth with unwashed hands.
  3. Minimize personal interactions to reduce exposure to transmit or receive pathogens.
  4. Frequent 20-second hand washing with soap and warm water.
  5. Make hand disinfectant available.
  6. Use alternatives to shaking hands.
  7. Frequently clean and disinfect common areas, such as meeting rooms, bathrooms, doorknobs, countertops, railings, and light switches.
  8. Sneeze and/or cough into elbow or use a tissue and immediately discard.
  9. Conduct meetings via conferencing rather than in person.
  10.  If you are sick, stay home.
  11. If exposed to COVID-19, self-quarantine for precaution and protection of others.

Supplier/Customer exposure-reduction behaviors will vary depending upon your specific industry and may include pinpointing the critical behaviors for food preparation, loading dock delivery, customer home delivery, and customer pick up. When creating checklists to meet your unique exposures, be sure the behaviors you pinpoint are:

  • Measurable: The behavior can be counted or quantified.
  • Observable: The behavior can be seen or heard by an observer.
  • Reliable: Two or more people agree that they observed the same thing.
  • Active: If a dead man can do it, it is not behavior.
  • Influenceable: Under the control of the performer.

Once you have drafted your checklists, ask yourself, “If everyone in my facility did all of these behaviors all the time, would we be certain that we were controlling exposure for each other, our suppliers, and our customers?” If yes, test your checklists for ease of use and clarity.

Step 2: Develop Your Observation Process

To do this, you will want to ask yourself:

  • Who? Who will do observations? Can we leverage observer expertise from an existing process and have them focus on COVID-19 exposure reduction behaviors or should we create a new observer team?
  • Where? Which specific locations, job types, and/or tasks should be monitored?
  • When? When will observers conduct observations?
  • Data: How will you manage the data obtained during the observations so that it can be used to identify obstacles to safe performance? Can the checklist items be entered into an existing database or will we need to create something new?
  • Communication: What information needs to be communicated before we begin our COVID-19 Exposure Reduction process and over time? How will we communicate it?

Step 3: Conduct Your Observations and Provide Feedback

Starting the Observation
Your observers should explain that they are there to help reduce exposure to COVID-19 by providing feedback on performance.

Recording the Observation
Observers should note on the checklist which behaviors are occurring in a safe manner (protected) and which are increasing exposure to COVID-19 (exposed).

Provide Feedback
Feedback is given in the spirit of reducing exposure. It should be given as soon as possible after the observation to reinforce protected behaviors and give the person to opportunity to modify exposed behaviors.

Success Feedback
Success feedback helps reinforce the behaviors you want occurring consistently. Effective success feedback includes:

  • Context: The situation in which the behavior occurred.
  • Action: The specific behaviors observed which reduce exposure to COVID-19.
  • Result: The impact of those behaviors on themselves or others—in this case, reduced COVID-19 exposure for themselves, their families and community.

“I care about your safety and do not want to see you exposed to COVID-19. I saw you use hand sanitizer prior to putting on eye protection. By doing that, you reduced the likelihood of transferring anything that might have been on your hands to your face which keeps you safe from contracting COVID-19.”

Guidance Feedback

Guidance feedback is given for exposed behaviors to transform that behavior into a protected one. Effective guidance feedback includes Context, Action, Result, but also:

  • Alternative Action: The behavior that would have reduced their exposure to COVID-19.
  • Alternative Result: The impact of that alternative behavior, such as reduced COVID-19 exposure for themselves, their families, and community.

“I care about your safety and do not want to see you exposed to COVID-19. I saw that you touched your face while putting on eye protection. By doing that, you increased the likelihood of transferring anything on your hand to your face which increases your risk of exposure to COVID-19. What could you have done to reduce that exposure?”

When giving guidance feedback, it is important to have a meaningful conversation about what prevented them from doing the safe alternative. Note these obstacles on the checklist.

Step 4: Use Your Data to Remove Obstacles to Safe Practices.

Create a COVID-19 exposure reduction team to analyze observation data. This team will identify systemic or organizational obstacles to safe behavior and develop plans to remove those obstacles. This is critical! When an organization knows that many people are doing the same exposed behavior, it is imperative that they not blame the employees but instead analyze what is going on in the organization that may inadvertently be encouraging these at-risk behaviors.

For example, we know handwashing and/or sanitizing is an important COVID-19 exposure reduction behavior. However, if your employees do not have access to sinks or hand sanitizer, it is not possible for them to reduce their exposure.
Similarly, the CDC recommends that people who are sick not come to work. However, if your organization does not have an adequate sick leave policy, people will come to work sick and expose their co-workers, customers and suppliers to their illness.

Your COVID-19 exposure reduction team should develop plans to remove obstacles to safe behavior using the hierarchy of controls.

Conclusion

Consistently executing critical behaviors is key to reducing exposure to COVID-19 as flattening the curve is imperative in the worldwide fight against this pandemic. Regardless of the type of behavior or the outcome that the behavior impacts, Behavior based safety systems work by providing feedback during the observations and then using the information obtained during the feedback conversation to remove obstacles to safe practices.

By using these tips, you can add a proven and powerful tool to your arsenal in the fight against COVID-19 and help keep your employees, their families, and your community safe.

Jorge Hernandez, The Wendy's Company
Women in Food Safety

Be Proud, Be Patient: Thoughts from Jorge Hernandez

By Melody Ge
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Jorge Hernandez, The Wendy's Company

It was a great pleasure for me to speak with Jorge Hernandez, VP of quality assurance at The Wendy’s Company, on behalf of the “Women in Food Safety” group and hear his perspective and tips for young female professionals in the industry. Jorge came to the United States for his college degree (majoring in microbiology), and he stayed ever since. He started his career in the food service industry and found himself passionate about food safety. It was this passion that allowed him to go so far in his career. I totally agree with him: You can do things well when you have passion. “That’s absolutely right. I don’t look at the time I put into it. Food safety is not an easy career, but it has been worth it, and I am very proud of that,” he said. Jorge emphasized how important it is to work hard in every position throughout the career path, as nothing will be wasted. “Every success encourages me, and every non-success taught me a lesson,” he added. One piece of advice Jorge offers to our young female generation: “If you want to build a career, learn from lessons at every stage and in every opportunity. You will use them later to build something very exciting and meaningful to you that you might not realize at the moment. Be patient. [The younger generation] seems to fall in and out of love with their careers very fast. I don’t think long-term careers are built that way. With my own experience, it has built one brick at a time. There’s a win and a lesson from every step throughout the path.”

Jorge encourages all young female professionals to walk through the doors that have been opened for them, work/study hard and push themselves. Study your trade: Maybe the ceiling is not shattered just yet, but you (young female professionals) are the generation that is going to shatter it, so go for it and be proud of yourselves!

Having food safety as a career has not only brought achievements to Jorge’s professional life, but it has also impacted his personal life. He has learned so much from working in the field. One thing has kept him going is that he is never satisfied, and he is always focused on finding better solutions and seeking continuous improvement. Jorge also uses this mindset to guide his kids—and although they sometimes may find it annoying, Jorge laughed and added that it’s true that it’s hard to maintain, but it’s so important.

I asked Jorge if he would choose another path or do anything differently if he could turn the clock back to 10 years ago (e.g., being a doctor was one of his initial plans). The answer is a confident and solid “no”. Jorge found the journey, and truly believed in it. If he could go back to 10 years ago, he would still tell himself: Trust yourself, trust your path, and don’t fret over the challenges. What Jorge would say about himself now is that he is in a wonderful stage where he is able to seperate work and life emotions and brings the joy from work home. “That is something I have learned, and it has enhanced my personal life,” he said.

Jorge Hernandez, The Wendy's Company
Jorge Hernandez of The Wendy’s Company during panel discussion at the 2019 Food Safety Consortium.

Melody Ge: Tell us how you started your career and the journey to where you are today.

Jorge Hernandez: My school education and training was in microbiology and in the medical field. My goal was to become a doctor at some point. Finances fell through and I found myself in a situation where I needed to find a job. I found myself in the area of environmental health. We did all kinds of environmental health work: Water, air safety, noise pollution and food safety. The more I worked in food safety, the more I liked it, and it became more interesting to me. Eventually this turned into my career. In a way, it was one of those things that ended up being the best thing that happened to me. I discovered the passion of my life. You always have to keep your mind open to the possibilities.

Ge: Besides the passion, what makes you persevere through the obstacles in food safety industry?

Hernandez: One of the reasons that I fell in love with food safety was the fact that I could connect with people and make changes possible—whether it was in a person, process, or somewhere in the business. I’ve always been able to see the results of my effort. To me, that has been the biggest satisfaction—you can’t put a price on it, and that is what drives me.

Ge: What have you learned from working with women and bringing them through their career journey?

Hernandez: Diversity of thoughts—[whether it’s] women, men, different nationalities—they all bring a different perspective. I know I am generalizing here, but when they become leaders, they tend to be very caring for their projects and their people, and women are very good at problem solving. It makes the team stronger.

Food Safety Professionals: Earn Respect and Be True to Yourself | A panel discussion featuring Jorge Hernandez at the 2019 Food Safety ConsortiumGe: Could you please share an unforgettable story from your professional experience that had a big impact?

Hernandez: I was in a situation where I hired a young woman right out of college. She was smart, and she knew her role was going to be like. In the interview she told me that she wanted to have my job in X number of years. I brought her on board, was able to mentor her and saw her grow within her career. Like many do throughout their careers, she eventually moved on to an elevated position at a different organization. Fast forward to years later… I ran into her at a conference and she said, ‘thank you for what you did’. She is currently at a major organization as a vice president. The sparkle in her eyes and just saying ‘thank you’—it filled and rewarded me. That’s why I love what I am doing. This is a story of success. The point is: Go through the tough times—she worked through it. My job was to keep her motivated, provide guidance, and she got very far based on her skills and passion to always take her career to the next level. Being able to help people and see that growth is amazing, and it will carry with me forever.

Ge: If you could look into a crystal ball, what does the future hold for women in the food safety profession?

Hernandez: I think it’s a great time to be in food safety and quality assurance. I’d like to see more mentors stepping up—those women who have been in the industry and are being looked up to by women who are just entering the workforce. Each level takes their responsibility seriously—take that and show the way for the new folks, because we need them. We need those women and all young food safety and quality assurance professionals to be successful. They are the ones who are going to make foods safer for our families. That’s what I am excited to see. The barriers are not down, but I am very hopeful. And even with the challenges of the new generation, there are a lot of great people who will make a positive different in this industry. Those challenges will only be overcome if all of us, including the women, already in the industry, continue to mentor and grow the careers of young food safety professionals.