Food Safety Magazine - June/July 2013
Food Safety Magazine - June/July 2013
Food Safety Magazine - June/July 2013
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Process control<br />
It should be noted that the processor<br />
needs to verify that all documented<br />
communication methods are effective.<br />
Processors may also develop a<br />
register that lists all persons and/or<br />
departments within the company that<br />
are part of “internal communication”<br />
that would list contact information,<br />
highlight the means of communication,<br />
specifically citing documented procedures,<br />
and describe situations that must<br />
be communicated.<br />
External communication is a little<br />
easier to understand. The rules are the<br />
same when it comes to food safety:<br />
clear and concise communication. A<br />
register is also an extremely useful tool<br />
and great first step when highlighting<br />
external communication. Listing all the<br />
organizations a company deals with<br />
can be a challenge: regulators, customers,<br />
suppliers, distributors, contractors,<br />
personnel agencies, service providers,<br />
trade associations and others. The same<br />
guidelines for establishing a register and<br />
procedures apply. It is also imperative<br />
that the company clearly define which<br />
group or persons should be responsible<br />
for different external communications<br />
and how they should be done.<br />
With both external and internal<br />
communication, a regular program for<br />
verification and updating these programs<br />
must be implemented. Some may<br />
review and update their registers monthly<br />
and others quarterly. Make sure that<br />
all registers are dated and that the dates<br />
are changed whenever there is a review<br />
and update. Auditors will downgrade a<br />
company if lists have not been updated.<br />
In addition, auditors will ask employees<br />
if they understand and utilize the food<br />
safety information that was presented in<br />
communication programs.<br />
Management Review. The management<br />
review is another problem area.<br />
All companies have management meetings,<br />
but the management review is<br />
more than that. The function of management<br />
review is a high-level review to<br />
determine whether the FSMS is effective<br />
and efficient.<br />
How a management review is conducted<br />
varies with the size of the company.<br />
Small companies are now being<br />
required to implement management<br />
review in response to the requirements<br />
of GFSI-recognized audit schemes. In<br />
small companies, one person typically<br />
wears many hats. In a large company,<br />
the workload will be divided. One hint<br />
to better understand the management<br />
system and to create the foundation for<br />
the management review is to define who<br />
is responsible for managing each of the<br />
areas that comprise the FSMS. The job<br />
descriptions for each of these individuals<br />
must define their responsibilities<br />
within the FSMS. In addition, it is a<br />
good idea to create a single document<br />
that lists all the food safety areas and<br />
have each responsible person sign that<br />
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