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 />
list. This allows top management to better<br />
understand who is doing what, but<br />
will also help an auditor better understand<br />
who manages what. All of these<br />
persons will have a role in the management<br />
review.<br />
When preparing for a management<br />
review, each person will be responsible<br />
for collating and analyzing the information<br />
related to food safety prior to<br />
the meeting. This information should<br />
include information from third-party<br />
audits, internal audit issues, quality issues,<br />
deviations from the HACCP plan,<br />
assessments of the results of verification<br />
activities, assessment of continual<br />
improvement activities that affect food<br />
safety, customer/consumer complaints,<br />
regulatory concerns, new technical data<br />
that affect their areas, emergency issues,<br />
“near misses” or other findings. Each<br />
manager, whether he/she is responsible<br />
for one area or many, will then bring<br />
this analysis to the review. In addition,<br />
the managers should bring ideas for further<br />
improving the FSMS to the meeting.<br />
Ideally, they should also conduct a<br />
preliminary evaluation of the potential<br />
benefits of the proposed change (i.e., a<br />
risk assessment of the proposed change).<br />
GFSI-Benchmarked Audit Schemes<br />
The review will be convened and led<br />
by top management. Records or minutes<br />
of the meeting will be maintained.<br />
The presentations will focus on providing<br />
management with an overview of<br />
how the FSMS is being maintained,<br />
problems that have occurred and how<br />
the FSMS can be improved. The improvement<br />
plans will be evaluated by<br />
the management team. They should<br />
be prioritized based on potential risk<br />
to the business, and those proposals<br />
that have the greatest potential benefits<br />
for the business should be targeted for<br />
implementation. One of the outputs<br />
of the meeting should be not only the<br />
selection of possible improvements, but<br />
establishing timelines for completion,<br />
assignment of resources to do the work<br />
and establishing responsibility for managing<br />
the program. The management<br />
review, therefore, becomes a tool for<br />
continual improvement.<br />
The Global <strong>Food</strong> <strong>Safety</strong> Initiative (GFSI) benchmarks food safety<br />
management system audit schemes. GFSI does not write or approve food<br />
safety standards. The organization determines whether a scheme meets GFSI’s<br />
requirements as defined in its Guidance Document.<br />
Audit schemes have been developed for both production agriculture and<br />
food manufacturing. GFSI recognizes the following audit schemes:<br />
• British Retail Consortium Global Standard for <strong>Food</strong> <strong>Safety</strong> (Fifth Edition)<br />
• CanadaGAP (Canadian Horticultural Council On-Farm <strong>Food</strong> <strong>Safety</strong> Program)<br />
• FSSC 22000 <strong>Food</strong> Products<br />
• Global Aquaculture Alliance Seafood Processing Standard<br />
• GlobalG.A.P.<br />
• Global Red Meat Standard<br />
• International <strong>Food</strong> Standard Version 5<br />
• PrimusGFS<br />
• Safe Quality <strong>Food</strong><br />
An audit scheme consists of two parts:<br />
1. Audit standard(s) such as ISO 22000 and ISO 22002-1<br />
2. The audit protocol<br />
The audit protocol defines the requirements for auditors, certification bodies<br />
and accreditation bodies. These are defined in special ISO standards. These<br />
standards are necessary to make the certification process work.<br />
Systems Verification<br />
Verification and validation are perhaps<br />
the least understood of the basic<br />
HACCP principles. 1, 2 A requirement<br />
for an internal audit program adds another<br />
level of concern. Processors generally<br />
include activities such as review of<br />
measurements taken at CCPs and calibration<br />
records in their HACCP program.<br />
Controls have been established<br />
to ensure the safety of foods, beverages<br />
and ingredients at each CCP.<br />
ISO Clauses<br />
1 Scope<br />
2 Normative references<br />
3 Terms and definitions<br />
4 FSMS<br />
4.1 General requirements<br />
4.2 Documentation<br />
requirements<br />
5 Management responsibility<br />
5.1 Management commitment<br />
5.2 <strong>Food</strong> safety policy<br />
5.3 FSMS planning<br />
5.4 Responsibility and authority<br />
5.5 <strong>Food</strong> safety team leader<br />
5.6 Communication<br />
5.7 Emergency preparedness<br />
and response<br />
5.8 Management review<br />
6 Resource management<br />
6.1 Provision of resources<br />
6.2 Human resources<br />
6.3 Infrastructure<br />
6.4 Work environment<br />
7 Planning and realization of safe<br />
products<br />
7.1 General<br />
7.2 Prerequisite programs<br />
(PRPs)<br />
7.3 Preliminary steps to enable<br />
Hazard Analysis<br />
7.4 Hazard Analysis<br />
7.5 Establishing the operational<br />
PRPs<br />
7.6 Establishing the HACCP plan<br />
7.7 Updating of preliminary<br />
information and documents<br />
specifying the PRPs and the<br />
HACCP plan<br />
7.8 Verification planning<br />
7.9 Traceability system<br />
7.10 Control of nonconformity<br />
8 Validation, verification and<br />
improvement of the FSMS<br />
8.1 General<br />
8.2 Validation of control<br />
measure combinations<br />
8.3 Control of monitoring and<br />
measuring<br />
8.4 FSMS verification<br />
8.5 Improvement<br />
20 F o o d S a f e t y M a g a z i n e