442 Chilled foods are. ystem audits should be undertaken by trained personnel independent of the being audited. Audits are carried out by a process of observation interview and examination of records. Any non-compliances should be recorded and referred to the responsible manager for timely corrective action A follow-up to ensure that the action has taken place should be carried out, and records of the action kept. The results of audits should be reviewed by senior management. The audit schedule should cover all aspects of the quality system and include compliance with legislative requirements and voluntary Codes of practice 15.3. 10 Training All staff must be trained to fulfil their responsibilities with regard to tasks undertaken which affect quality. Training needs should be reviewed, the needs identified should be fulfilled and records kept. Staff education and training is often a most useful option for control of hazards such as microbial contamination. In addition to hygiene training, there is another special training requirement for the food industry to be considered here: training for sensory analysis. An attempt to ensure that judgement of product quality in this respect is objective must be made 15.4 Implementation Implementation of any quality initiative is difficult. Change, often perceived to be change for changes sake, is not always acceptable to staff. It is therefore imperative that the correct empowerment is given to the implementation and that it is introduced and explained to staff in the right manner. 15.4.1 Chief executive commitment The ramifications of a TQM strategy are too large for them to be considered at anything other than the highest levels within a company. Ideally the idea to implement the system should come from the chief executives themselves Alternatively it may come from other sources. Whatever the source it is not worth starting the exercise until the right level of approval and commitment is achieved. Once the senior management are on board with the idea they must throw their whole weight behind the initiative, any perceived weaknesses will be exploited by opponents of the scheme 15.4.2 Steering group As a first step, set up a steering group to manage the implementation programme. This group should consist of staff drawn from each of the principal areas of operation in the company: this should include sales andSystem audits should be undertaken by trained personnel independent of the area being audited. Audits are carried out by a process of observation, interview and examination of records. Any non-compliances should be recorded and referred to the responsible manager for timely corrective action. A follow-up to ensure that the action has taken place should be carried out, and records of the action kept. The results of audits should be reviewed by senior management. The audit schedule should cover all aspects of the quality system and include compliance with legislative requirements and voluntary Codes of Practice. 15.3.10 Training All staff must be trained to fulfil their responsibilities with regard to tasks undertaken which affect quality. Training needs should be reviewed, the needs identified should be fulfilled and records kept. Staff education and training is often a most useful option for control of hazards such as microbial contamination. In addition to hygiene training, there is another special training requirement for the food industry to be considered here: training for sensory analysis. An attempt to ensure that judgement of product quality in this respect is objective must be made. 15.4 Implementation Implementation of any quality initiative is difficult. Change, often perceived to be change for changes sake, is not always acceptable to staff. It is therefore imperative that the correct empowerment is given to the implementation and that it is introduced and explained to staff in the right manner. 15.4.1 Chief executive commitment The ramifications of a TQM strategy are too large for them to be considered at anything other than the highest levels within a company. Ideally the idea to implement the system should come from the chief executives themselves. Alternatively it may come from other sources. Whatever the source it is not worth starting the exercise until the right level of approval and commitment is achieved. Once the senior management are on board with the idea they must throw their whole weight behind the initiative, any perceived weaknesses will be exploited by opponents of the scheme. 15.4.2 Steering group As a first step, set up a steering group to manage the implementation programme. This group should consist of staff drawn from each of the principal areas of operation in the company: this should include sales and 442 Chilled foods