Transcript Retail HACCP

A Layman’s Guide to HACCP at the Retail
Level – What is Working and What is Not?
Gary R. Acuff
Professor, Food Microbiology
Head, Department of Animal Science
Texas A&M University, College Station, Texas
President, International Association for Food Protection
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Responsibility for Food Safety
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Production
Processing
Distribution
Retail
Consumer
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Hazard Analysis and
Critical Control Point System
 Seven Principles
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Hazard Analysis
Critical Control Points
Critical Limits
Monitoring
Corrective Action
Verification
Recordkeeping
Has worked well for
processing sector.
Application to retail
operations more
difficult.
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http://www.cfsan.fda.gov
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Active Managerial Control
 Incorporation of specific actions or
procedures by management to focus
control over foodborne illness risk
factors identified by CDC.
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Food from Unsafe Sources
Inadequate Cooking
Improper Holding Temperatures
Contaminated Equipment
Poor Personal Hygiene
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Active Managerial Control
 Preventive
 Elements of effective food safety
management may include:
 Certified food protection managers
 Employee training
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Standard operating procedures (SOPs)
Recipe cards (with critical limits)
Purchase specifications
Equipment and facility design and maintenance
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Active Managerial Control
 Preventive
 Elements of effective food safety
management may include:
 On-going quality control and assurance
 Employee health policy
 Specific goal-oriented plans
 Risk Control Plans (RCPs) outlining procedures for
control of specific foodborne illness risk factors
 Voluntary HACCP implementation
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Ideal Progression for Retail
HACCP Implementation (FDA)
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Step 1 (Develop Prerequisite Programs)
Step 2 (Group Menu Items/Products)
Step 3 (Conduct Hazard Analysis)
Step 4 (Implement Control Measures and Establish
Critical Limits)
Step 5 (Establish Monitoring Procedures)
Step 6 (Develop Corrective Actions)
Step 7 (Conduct Ongoing Verification)
Step 8 (Keep Records)
Step 9 (Conduct Periodic Validation)
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Variable Products and
Processes
 “Textbook HACCP” not practical…
 Focus on identified high-risk foods (crosscontamination by raw chicken)
 Risk factors likely to be managed without
the use of formal recordkeeping.
 Monitoring extremely important (but may
be by indirect measurement).
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Process Approach to HACCP
 Establish control of food preparation
processes rather than individual food items.
 Divide into 3 food preparation processes
 Process 1: Food Preparation with No Cook Step
 Process 2: Preparation for Same Day Service
 Process 3: Complex Food Preparation
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Process Approach to HACCP
 Control measures
will generally be
the same, based
on the number of
times the food
passes through the
temperature
“danger zone.”
From FDA Regulator’s Manual
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Process Approach to HACCP
 Baked Chicken vs. Meatloaf (Example from
FDA Regulator Manual)
 Unique hazards, but grouped together in the “Same
Day Service” category (Process 2).
 Salmonella, Campylobacter, Bacillus cereus,
Clostridium perfringens all hazards in chicken.
 Salmonella, Escherichia coli O157:H7, B. cereus, C.
perfringens hazards in meatloaf.
 Different hazards, but same control measure (cook
to proper temperature).
 Proper hot holding or time control for sporeformers.
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Prerequisite Programs
 Good Retail Practices (GRPs)
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Vendor certification programs
Training programs
Allergen management
Buyer specifications
Recipe/process instructions
First-In-First-Out (FIFO) procedures
Other Standard Operating Procedures (SOPs)
 Prevent temperature abuse
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Overall Keys to Success
 Know food source (suppliers)
 Control in-house operations
 Critical limits from FDA Food Code
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Demonstrate support by management
Maximize employee training
Utilize a process approach
Consumer education
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What Is Expected of Consumers?
 First time in the food safety chain that
consumers become involved.
 Display of retail market program
information influences perception of
retailer’s concern for food safety
 May influence consumers to also handle
food safely
 Provide consumer education information
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Example - “Be Food Safe”
 Partnership for Food Safety
Education and USDA
 Consumer education
campaign based on “Clean,
Separate, Cook and Chill”
 Platform developed for
retailers to display
 Consistent, simple food
safety message
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Retail Market Interviews
 HACCP voluntary in most cases
 Implemented to protect consumer
 Implemented to protect company
 Wide range of implementation of HACCP
 Some follow full 7 principles
 Employ a HACCP Coordinator
 Some implement as an “overlaying system”
 Most common weakness in system
 Employee turnover
 Loss of training investment
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Success
 Relies heavily on employees
 A variety of training is provided (some inhouse, most not)
 General HACCP training
 Online training
 “University” for specific area
 Cheese, meat
 Interactive workgroups
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Success
 Relies heavily on employees
 Must work on existing mindset, from
Corporate to bottom level.
 Change way of thinking
 “Food safety takes pictures of us.”
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Monitoring and Recordkeeping
 From simple to complex
 Depends on process, employee
 Some keep logs, others do not
 Very important in case of illness, however
 Experience with foodborne illness – keep logs
 Recordkeeping most difficult part
 Innovative methods
 Seek employee input
 Some not sure of accuracy (seeking automation)
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Corrective Action
 Varies significantly
 Who to call
 What to do
 Specific items and processes
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Verification
 Difficult to communicate need to
employees
 Aversion to redundancy
 May use third-party groups
 Need to maintain anonymity
 Employees may change behavior
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What Does Not Work?
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Employee turnover
Intensive recordkeeping
Complex process
Difficult equipment
Too much guesswork
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What Works?
 Get basics right (gmps), then implement
HACCP-like program
 Employees
 Convince employees of importance
 Partnership – employees, management,
customers, health department
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What Works?
 Employees
 Provide a varied education program
 Frequent updates
 Keep it simple and focused
 Total support from corporate and upper
management (“Top Down”)
 Personalize the customer (incentive)
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What Works?
 Employees
 Make the job easier but make sure the
employee understands why it is important.
 Meet the needs of employees to meet the
needs of customers
 Must feel a part of the company and the
plan
 Customers
 Make sure customers see implementation
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Favorite Quote
 Creative people may try new and
different things to be more exciting.
Sometimes that throws the system off.
So you can’t “cookie cutter” everything.
We hate to harness the creativity, but
we want the system to work.
 Requires a delicate balance of allowing
creativity and controlling risky behavior.
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