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Wenger System Overview
(Q/A, HACCP, ISO)
FDA Animal Feed Safety System Meeting
September 23, 2003
Introduction
Wenger’s Feed Mill, Inc.-Manufacturer of bulk poultry
and swine diets-Family owned and operated
since 1944-Headquarters in Rheems, PA-Operating 6 mills (5-PA,1-MD)-Provide Nutritional, Analytical
& Research Services-Pullet Growing & Egg Marketing
Overview
1.Description of the WFM Quality Assurance Program
2.HACCP – what it’s good for…why we did it…..
3. The next step – The Wenger System
Q/A
WFM Quality Assurance Program
Product Design and Labeling
Ingredient Selection – Approved Suppliers List
Production Scheduling – Flushing & Sequencing
WFM Quality Assurance Program
Manufacturing – Work Instructions Preventative
Maintenance
Delivery
HACC
P
HACCP
Comprehensive risk analysis, focus on potential human food-related illness risk factors
Over 150 man hours spent identifying potential risks
HACCP
Formal system for identifying risks and tracking non-conformances
Identifying “weak-spots” in our system and providing the tools to fix them Transportation
The
WENGE
R
SYSTE
M
What is Management System?
• A frame work for managing an organization’s significant environmental, safety and quality aspects, which places reliance on a systems approach, not on individuals
• Holistic management and total employee involvement
• Proactive vs. reactive thinking.
WS Components
Regulatory (GMP’s)
Quality (ISO 9001)
Environmental (ISO 14001)
Safety (OHSAS 18001)
Human Food Safety (HACCP)
Compliance Based ISO 9001 QMSRegulatory driven – programs and processes aimed at maintaining compliance
Beyond compliance – programs and procedures aimed at continual improvement
Reactive - quality issues not considered in business planning function
Proactive - Plan for and anticipate quality issues with new processes, products and services
Cost center- quality management is a necessary evil
Strategic business unit - QMS will can add to bottom line
Compliance Based Systems vs. ISO 9001 QMS
• Improved compliance
• Reduction in liability and risk
• System for prioritizing resources
• Decrease costs
• Market advantage
• Pressure from interested parties
• CONTINUAL IMPROVEMENT
Why Organizations Implement a Management System
4.3 Planning
4.4 Implementationand operation
4.5 Checking andcorrective action
4.6 Managementreview
Continual Improvement Model
Implementation Tasks Completed
Gap analysis Top management overview
WS Policy development Aspects and hazards analysis Policy training WS Manual development Registrar request for proposal Steering Committee overview
Interviewing Registrars
Implementation Tasks Pending
Complete documentation Training and education
Pre-Audit – Internal and External Certification Audit
Goal to be completed and receive certification by end of 1st quarter 2004.