Bloom’s Taxonomy: LV, LVI
Definition
- LI. Remembering: Exhibit memory of previously learned material by recalling facts, terms, basic concepts and answers.
- LII. Understanding: Demonstrate understanding of facts and ideas by organizing, comparing, translating, interpreting, giving descriptions and stating main ideas.
- LIII. Applying: Solve problems in new situations by applying acquired knowledge, facts, techniques and rules in a different way.
- LIV. Analyzing: Examine and break information into parts by identifying motives or causes. Make inferences and find evidence to support generalizations.
- LV. Evaluating: Present and defend opinions by making judgments about information, validity of ideas, or quality of work based on a set of criteria.
- LVI. Creating: Compile information together in a different way by combining elements in a new pattern or proposing alternative solutions.
Topic Description
Within the food industry, managers must be able to clearly articulate the difference between policies, processes, and procedures. Policies are the rules and expectations of the organization around food safety and operations. Processes are series of actions that create the flow followed to implement and achieve the identified objectives in the policies. Procedures are step-step explanations on how to do a particular activity/action explained in the processes and policies. This topic provides participants with the competencies to create, develop, and establish policies, processes, and procedures in food industries. It covers the structures of policies, processes, and procedures as well as the communication, training, emergency preparedness and management review tasks of top management.
Learning Objectives
LO1. Create policies related to food safety based on the appropriate role of the organization in the food chain.
Policies are high level, goal-oriented plans for the manufacturing operations. Managers should have the competences to define and develop policies based on the appropriate role of the organization in the food chain. They should encourage commitment and motivate staff to work towards the goals defined in the policies.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Define the strategic priorities of the organization.
- P2. Develop policies based on the type of commodity, risk profile in processes and the organization’s goals and objectives.
- P3. Conform with both statutory and regulatory requirements as well as the market and customer needs.
- P4. Comply with the legal and regulatory requirements related to organizational policies, processes, and procedures.
- P5. Encourage commitment and improve motivation of staff to adhere to policies.
- P6. Lead by example and embrace food safety culture.
- P7. Validate the existing policies, processes, and procedures and make necessary changes to improve them.
- P8. Employ the role of technology in managing and automating organizational policies, processes, and procedures.
- P9. Evaluate the impact of organizational culture on the development and implementation of policies, processes, and procedures.
LO2. Create the structure of processes.
Processes are the stepwise combination of procedures to achieve an outcome or goal and may include decision making within the process. Managers should have the competences to define and develop processes, as well as describe the activities performed and decisions made within the manufacturing setting. While many processes may relate to food safety, they also relate to general production and application of quality systems.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Define the process by setting up a flow chart of procedures in a stepwise form for the products manufactured. For example, process steps can be purchasing, receiving, preparing, producing, packaging, storing, shipping, etc.
- P2. Define the decisions that may be required along the procedure sequence, which may include food safety, quality, or operational decisions.
- P3. Define types of decisions and the decision-making flow to be used.
- P4. Apply decision making trees where appropriate within process diagram.
- P5. Conduct the hazard analysis and identify possible problems or risks along the process.
- P6. Develop the HACCP and preventive control plans as needed.
- P7. Overlay quality control activities and essential production decisions.
- P8. Correlate the procedures defined within the process to the facility’s standard operating procedures.
LO3. Create the structure of Standard Operating Procedures (SOPs) and Sanitation Standard Operating Procedures (SSOPs).
Managers should have the competencies needed to create the needed Standard Operating Procedures (SOPs) and Sanitation Standard Operating Procedures (SSOPs).
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Develop procedures based on the defined policies and processes.
- P2. Structure procedures by defining how, what, when, where, who, how often.
- P3. Apply operating procedures from equipment manufacturers or product suppliers as appropriate within standard operating procedures.
- P4. Use technology in procedures such as video demonstrations when appropriate to facilitate effective description of the procedure.
- P5. Create the related records, monitoring records and checklists as needed.
- P6. Validate the SOPs and SSOPs as needed.
- P7. Facilitate the modification and update of the procedures based on audit findings and non-compliance.
LO4. Create external and internal communication plan to implement and maintain policies, processes, and procedures.
Managers should ensure that sufficient information on issues concerning food safety is available internally and externally throughout the food chain.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Establish external and internal communication plans that include outreach lists, policies, processes, and procedures.
- P2. Create procedure to deal with suppliers and contractors.
- P3. Develop processes for manufacturing products, and collaborating across the workplace teams, such as logistics, shipping and receiving, maintenance, sales, and finance.
- P4. Create procedures to deal with customers and consumers complaints.
- P5. Communicate clearly with statutory and regulatory authorities.
- P6. Create record keeping procedures for all communications.
- P7. Train and designate personnel who are responsible for implementing the external and internal communication plan.
- P8. Validate, evaluate, review, and update the communication policies, processes and procedures as needed.
LO5. Design emergency preparedness processes and procedures.
Managers should establish, implement, and maintain procedures to manage potential emergencies and accidents that can impact food safety.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Define the emergency preparedness scope and accidents related to resources and food safety.
- P2. Evaluate the potential risks within and outside of the organization.
- P3. Develop emergency preparedness processes and procedures.
- P4. Develop emergency response procedures.
- P5. Challenge the effectiveness of the emergency preparedness and response processes and procedures.
- P6. Review and update annually or more frequently when required.
LO6. Train and motivate staff to ensure their competency to implement policies, processes, and procedures.
Managers should have the competences to train and motive the staff. They must ensure the staff have the appropriate knowledge, skills, competences, education, training, and experience to carry out food safety related activities, including the implementation of policies, processes, and procedures.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Establish competencies for personnel whose activities are related to the implementation of policies, processes, and procedures.
- P2. Identify reference and training materials needed to create the training program.
- P3. Create a training program or take other action to ensure personnel have the necessary competencies.
- P4. Consider a “train the trainer” program by ensuring the supervisors are also capable of training the rest of the staff.
- P5. Evaluate and validate the implementation and the effectiveness of the training program implemented or other actions taken and make the necessary updates to the training program as needed.
- P6. Maintain records of training and actions taken.
LO7. Design management review of policies, processes, and procedures.
Managers should have the competences needed to design and develop management review policies, processes, and procedures. The review identifies opportunities for improvement and the need for change to the food safety management system.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Create a review plan for the food safety management system and its policies, processes, and procedures.
- P2. Evaluate review input to the management review which include:
- a. Changing circumstances that affect food safety.
- b. Changing in regulatory requirements.
- c. Emergency situations.
- d. Review findings of internal and external audits.
- e. Results of lab analyses or other verification activities.
- P3. Evaluate review output which include:
- a. Decisions and actions related to improvement of the effectiveness of the food safety management system.
- b. Resource needed to revise the organization’s policy, processes, and procedures.
LO8. Continuously improve and update the policies, processes, and procedures.
Based on the management review exercise, the managers will have the information needed to continuously improve and update the policies, processes, and procedures.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Annual review of the policies, processes and procedures and make the necessary improvement and update as needed.
- P2. Communicate the changes internally and externally as needed.
- P3. Maintain records of changes to policies, processes, and procedures within a change log.
Links to existing courses
Approved Accredited Training Programs (Academic, Industries, Private Trainer)
NA
Recognition of worker skills = Certification
NA
Evaluation technics / assessment
- Quizzes
- Written tests
- Multiple choice questions
