As the CEO you are not necessarily involved in the detail of setting up a food safety management system – that’s why you employed competent people. But you should have an understanding of what you need to do to ensure your process and product does not harm the consumer. And yes I know…you haven’t killed anyone…YET! But the moral and ethical reasons for the project rests with you.
Mistake #6: Not facing up to YOUR food safety issues
A food safety management system is a risk management tool. The standards require an informed risk management approach to controlling hazards. The team needs credible information to be able to make decisions about the controls required. Sometimes the information is an inconvenient truth, such as you cannot effectively control metal without that expensive metal detector. By downgrading the significance of hazards on paper won’t make the risk any less in reality – it could make it worse. Rather use this process to fully understand where you are exposed and do the right things. You are a big picture kind of person, that’s what you have the birds’ eye view at the top but some of the most significant food safety issues are microscopic. The devil is in the details!
Mistake #7: Not measuring the effectiveness of the plan
If you don’t measure something you cannot see its impact on the business. Make sure you set specific objectives for the food safety management system, delegate these as key performance areas to your staff and then measure them. Make sure the objective is owned by the person who can make a difference. The food safety co-ordinator cannot influence maintenance issues or distribution issues –those managers should be measuring those activities. Decide what are those key measurements you want to see, to help you make more informed decisions about food safety.
Mistake #8: Not leading by example
If any member of management doesn’t wear a hairnet on the production floor, how can you expect your staff to follow the rules? If any member of management doesn’t notice and comment on someone breaking the rules, they will continue to do so. Management must take notice of the small things that take a long time to change, like handwashing. There should be a concerted effort to re-enforce the rules by making a big deal when you catch someone doing something RIGHT.
Mistake #9: Making it all about the audit score
Many senior managers make the mistake of putting too much reliance on external audit results. It’s all about the 80% - this attitude is very dangerous as it means there are 20% of issues that are NOT under control. You should question why these issues are only highlighted on external audits - that means your own internal control systems are flawed. Make a point of making a BIG deal about internal audit results – they represent the true state of your system. Make sure your internal auditing team is well trained, make internal audits a key performance area and insist on detailed management reports.
Mistake #10: Too many systems resulting in duplication
Food safety is important but it is not the only thing you and your staff have to think about on a daily basis. Your customers want a quality product too. You want to ensure your staff are not injured at work. They have to think about all of these issues simultaneously. Quality and occupational safety requirements can mean a duplication of effort if there is no co-ordination with the food safety requirements. It’s not efficient to fill in three forms to check the forklift, just because there are three systems. Unnecessary paperwork will definitely increase resistance. Integrated management systems are the key to efficiency and shop floor acceptance.
Have you got any further tips to share based on your experience? We would love to hear them.
