GUIDELINES FOR IMPLEMTING GMP IN FOOD PROCESSING Management Control 9.1 Interest from board level 9.1.1 The company should have a food safety and hygiene policy statement, which may be positioned at strategic points throughout the factor 9.1.2 The company,s quality philosophy and commitment to the management of it, must be demonstrated at the highest level. The main board of directors whether executive or non executive must contribute to the quality management system through their own job description or responsibility 9.1.3 Involvement in the production environment should take the form of regular factory tours communication with on line operatives, review/discussion meetings with senior managers and motivation of staff by encouragement and reward 9.1.4 The board of directors should be fully conversant with the principles of good manufacturing practice and have a comprehensive awareness of food hygiene 9.2 Communications to production level, daily/weekly meetings 9.2.1 Regular meetings to review and update all levels of management should be held on either a daily or weekly basis dependent on the size and nature of the company. Some areas to be discussed include previous day's production target i. in line problems and equipment faults l. number of complaints received rejected raw materials damaged or returned goods product development programme VIl. pre-production trials By discussing these areas, all levels of management will be fully aware of the companys activities and progress, and will in turn be able to brief their own departments on relevant information 9.2.2 Communication to production level is essential to ensure consistent quality products and to involve on line operatives when corrective action is required 9.2.3 This two-way communication should give evidence that there is sufficient properly trained production staff to ensure that all quality criteria are met 9.3 nterna audits carried out 9.3.1 Whether conducted as an integral part of quality system accreditation, or in response to a pecific requirement by a major retailer, intermal auditing should be carried out to identify strengths and weaknesses in the operating system and to clarify appropriate corrective actionsGUIDELINES FOR IMPLEMTING GMP IN FOOD PROCESSING 9. Management Control 9.1 Interest from Board level 9.1.1 The company should have a food safety and hygiene policy statement, which may be positioned at strategic points throughout the factory. 9.1.2 The company’s quality philosophy and commitment to the management of it, must be demonstrated at the highest level. The main board of directors whether executive or non executive must contribute to the quality management system through their own job description or responsibility. 9.1.3 Involvement in the production environment should take the form of regular factory tours, communication with ‘on line’ operatives, review/discussion meetings with senior managers and motivation of staff by encouragement and reward. 9.1.4 The board of directors should be fully conversant with the principles of good manufacturing practice and have a comprehensive awareness of food hygiene. 9.2 Communications to production level, daily/weekly meetings 9.2.1 Regular meetings to review and update all levels of management should be held on either a daily or weekly basis dependent on the size and nature of the company. Some areas to be discussed include:- i. previous day’s production target. ii. in line problems and equipment faults. iii. number of complaints received. iv. rejected raw materials. v. damaged or returned goods. vi. product development programme. vii. pre-production trials. By discussing these areas, all levels of management will be fully aware of the company’s activities and progress, and will in turn be able to brief their own departments on relevant information. 9.2.2 Communication to production level is essential to ensure consistent quality products and to involve on line operatives when corrective action is required. 9.2.3 This two-way communication should give evidence that there is sufficient properly trained production staff to ensure that all quality criteria are met. 9.3 Internal audits carried out 9.3.1 Whether conducted as an integral part of quality system accreditation, or in response to a specific requirement by a major retailer, internal auditing should be carried out to identify strengths and weaknesses in the operating system and to clarify appropriate corrective actions