Part 1 - 4 Flashcards
Introduction
Overview
This program is designed to help leaders in the food business and food retail meet the challenges of the complex and demanding business.
Vision: providing customers with wholesome and quality food in an inviting environment
The success relies of your operation relies on the support of skilled and dedicated employees
Each part
Part 1: The challenge to food safety (ch 1 - 5)
gov regulations at a federal, provincial, and municipal level
tips for working with regulatory agencies
food safety
hazards the threaten food
guidelines for training employees
Part 2: The flow of food (ch 6 - 8)
methods for purchasing, receiving, storing, preparing, cooking, holding, displaying, serving, cooling, and reheating food safely
Part 3: Developing a food safety system (ch 9 - 11)
basics of a hazard analysis critical control point
methods for training employees to run the system
challenges of different food operations exp
best practices to keep food safe
Part 4: Maintaining sanitary facilities and equipment (ch 12 - 15)
designing facilities
choosing equipment
thermometers
cleaning and sanitizing
controlling pests
In 2013, the public health agency and health canada revised the way they calculate how many canadians suffer from food borne illness each year
BIGGEST DIFFERENCE/CHANGE: Limits the food borne illness count to only eps of domestically aquired food borne illness, excluding illnesses aquired outside of Canada
Therefore, the annual ests have changed from 11 to 13 million to to 4 million or 1 in 8 Canadians
Of these = 11,600 hospitalizations and 238 deaths annually
Benefits of serving safe food:
Reduced cost: less law suits claiming injury, decreased insurance
Food quality: handling food safelty = better appearance, qaulity, texture, consistancy nutritional value and chem properties
Profitability: success in food service and retail is based on the consumers’ experience and work of mouth. Every disatified customer is tell 10-20 others about that bad exp
Liability: having a food safety program in place can help in law suits. Resonable care is based on proving or your operation have done everything you can that is reasonable accepted to prevent illness = need written standards and procedures and inspections for defence
Marketing: make it clear to everyone that you take food safety seriously by following food safety rules. All upper lvl mgmt must follow food safety rules , set a good ex. employees must know and follow food safty rules and can answer any food saftey questions. Host or display food safety inspections
Food training courses must be offered, updated, and evaluated regularly. Consider awarding certificates for training and using positive reinforcement for employees
What a Food Safety Leader Needs to Know
Hazards: Health departments hold the person in charge responsible for knowing and applying food safety information in their operation:
the diseased that are carried or transmitted by food, including their signs and symptoms
points in the flow of food where hazards can be prevented, eliminated or reduced
Personal hygiene: cross-contamination, sand washing, keeping sick employees away
Time and temp
Cleaning and Sanitizing
HACCP
Develop a Strong Food Safety Culture
What is culture?
beliefs
collective attitudes
policies
values
goals
procedures
Community
Understanding
Leadership (life-long learner)
Training
Uncompromising
Reassurance and respect
Example
The culture of an organization refers to the collective attitudes of its employees towards work, supervision, and company goals
What is culture CONT
The is a direct link bwt employee behaviour and attaining organizational goals. Includes the ability to adapt to changing times
The culture of an organization is the foundation from which everything occurs, from the owner, operator, and manager through to the employee
A strong culture’s mantra is “This is the way we do things around here”
By creating a healthy corporate culture = employees and management have a shared purpose and alignment to company goals, tasks, and responsibilities
Food safety culture = behaviour
This saves the companys’ employees, brand, and bottom line
How Does Food Culture Relate to Food Safety?
“You’re only as good as the last meal you served”
Highly effective organizations understand the value in creating a strong food safetly culture
Food safety culture is NOT a mission statment, marketing slogan, or a chapter in the employee handbook, topic for weekly meetings, or a course you attend every 5 years
Culture is a collection of chocies made DAILY by all the team.
It is ongoing, relentless and often a moving target
Devloping a strong food safety culture is NOT an easy task.
It is created and nutured by changing how to entire team performs. Consistently and without compromise
Changing Culture
When we say “we need to improve our food safety culture”
the most important question should be, “what does improving our food safety cultures really mean?”
Culture development is a TOP DOWN process
Owners, and operators create a vision for their food safety culture. which filters down through the mgmt team, then to employee lvl
Employees need to trust you as a leader are fully committed to protecting food safety culture without compromise
Food safety must take precedent over revenue
Primary goal: protecting the customers’ health!
Risk Assessment
Owner/operators have to assess the risks associated with menus, products and educate staff
Ask yourself:
What are the risks?
Why is it important to manage risks?
How did we manage these risks?
Building Trust
Trust is the highest form of human motivation.
It brings out the very best in people.
But it takes time and patience, and it doesn’t preclude the necessity to train and develop people so that their competency can rise to the level of that trust.
Strong food safety leaders understand that by developing food safety strategies to protect the public they build a loyal clientele while developing employee trust, loyalty and “buy-in”.
Ultimately the profits will follow. It just makes good business sense. So why doesn’t it happen?
Breaking Trust
While building trust takes time, breaking it is easy to do.
Say one thing but do the opposite.
Talk a great deal but don’t take the time to listen to employees.
Lie, cover up, falsify records.
The media is quick to relay food safety infractions.
In the recent past, Salmonella was found in a major U.S. peanut butter company’s diverse product line which sickened over 700 people and caused at least 9 deaths.
The owner covered up the truth, but it still came forth.
Some put the economic loss for this one food poisoning event at more than $500 million.
The result? A record-breaking prison sentence of 28 years was served to the owner.
His two right hand managers who aided in the cover up were given 20 years and 5 years.
Breaking Trust (Cont.)
The worst Listeriosis outbreak in Canadian history occurred in 2008.
Listeria monocytogenes in ready-to-eat meat was the source, resulting in the deaths of 23 Canadians.
The company had created a new low sodium deli meat product for institutions, including hospitals and Long Term Care facilities.
The plant was aware it had occurrences of Listeria in 2007 and 2008.
They tried to correct the problem with sanitation measures.
Believing the Listeria was under control the plant did not conduct a Trend Analysis which was required by their Listeria Control Policy.
Staff notified their superiors at Head Office of the repeated presence of Listeria.
Thinking the problem was under control they did not inform the CEO.
The CFIA inspectors also missed the problem.
Employees were not required legally to tell the CFIA inspectors of the problem and did not volunteer the information.
In 1992 a major fast food burger chain ignored the U.S. Department of Health’s recommendation to increase the minimum internal cooking temperature for hamburger.
The result of this executive decision?
Over 600 documented incidents of E. coli food poisoning, including dozens with acute kidney failure and the deaths of four children.
In the court case that followed, it was uncovered that corporate officials knew about the recommendations but ignored them.
The resulting litigation cost was over $ 50 million.
Only 57 percent of workers surveyed agree that their organizations consistently do what they say they will do.
Develop a Strong Food Safety Culture
A good food safety culture is really about having all the staff in an organization know what hazards are associated with the food they make/handle from the owner, to management, to the front line staff and when someone is sick, or gets fired, whoever steps in the role as replacement.
Managers have to know what’s needed to keep food safe – and ensure their staff are actually doing it.
Canadian Case Studies
In 1978, four people were taken to hospital and a total of 17 became sick with food poisoning after eating at a Vancouver B.C. seafood restaurant. The source of the outbreak was Hollandaise Sauce, which had been made with fresh eggs and melted butter.
At the end of the evening service, the kitchen staff cleaned up, shut off the lights and went home.
By mistake, the leftover Hollandaise Sauce was left out overnight without any refrigeration. The next morning the kitchen staff started work and, without thinking, served the leftover sauce.
The B.C. media widely reported the details of the outbreak and while the restaurant openly admitted it made a mistake and put forth an aggressive marketing campaign, they were unable to regain the publics’ trust.
Within months the restaurant had to permanently shut down its operations due to lack of business.
In contrast, a different restaurant in a major Vancouver hotel fully recovered after a 1987 food poisoning outbreak.
Five patrons and one employee became sick with botulism, a potentially deadly illness, after eating Clostridium botulinum-contaminated chanterelle mushrooms.
Fully cooperating with the Public Health Department, the high-end restaurant closed for a week.
Assess your organization’s food safety culture
Think about how food safety culture relates to your organization by asking yourself the following questions:
- What challenges impact your ability to develop a strong food safety culture in your organization?
- How would you rate your organization’s food safety culture?
- How could you improve your organization’s food safety culture? Be specific.
Do Your Part
We must all do our part to develop and protect our organization’s food safety culture.
All food handlers need to be trained to know about hazards and how to handle them.
When your team works together and monitors all points of contact throughout the flow of food you can protect your customers and make sure your food establishment maintains its good reputation.
Teach your employees to think beyond temperatures and procedures.
Encourage them to consider how their food safety knowledge can help to position your organization as a food safety culture leader.
Module 1 test
1.) Risk Assessment of menus and products includes:
How the risks will be effectively managed
2.) An organization’s most valuable assets are:
Their employees.
3.) Managers face many challenges including:
Emerging pathogens
High employee turnover
Cash flow
4.) Food safety culture is:
The collection of choices that are made by all the organization’s team.
5.) Effective food safety strategies will help:
Protect the public from foodborne illnesses.
Develop employee trust, loyalty and “buy-in”.
Build a loyal clientele
6.) Building a strong food safety culture is a shared responsibility of:
The entire team.
7.) Most jurisdictions require by law that operators develop a strong food safety culture.
False
8.) Building trust is easy to do; breaking trust takes time.
False
PART 1
Part 1.0 The Challenge to Food Safety
Part 1: The Challenge to Food Safety covers how regulatory agencies have adopted standards to ensure consumers receive safe food. It also covers the need for food safety, the hazards that threaten food and guidelines for training employees in personal hygiene.
This will be covered in the following chapters:
Chapter 1: Regulatory Agencies and Inspections
Chapter 2: Food Safety Essentials
Chapter 3: Microbiology
Chapter 4: Food Allergies
Chapter 5: Personal Hygiene
Chapter 1: Regulatory Agencies and Inspections
Chapter 1: Regulatory Agencies and Inspections will focus on the roles of federal, provincial/territorial and municipal as well as how the inspection process works for food premises.
Test Your Food Safety
Almost every aspect of a food operation is regulated by federal, provincial/terrirorial and mincipal agencies.
These agencies have adopted standards that ensure consumers recieve safe wholesome and quality food
Food handling is one of the areas covered in food safety regulations.
Some other areas include: food storages, food source, potentially hazardous foods, maintenance, personnel, cleaning and sanitizing, and pest control
Provinical/territorial and local agencies have the MOST influence on the daily operation of food service and food retail operations.
These organizations provide interpretation and engorcement of health regulations
A public Health Inspector’s main goal is to work with you and make sure that the health of your customers is not jeopardized which could cause serious injury and cost you your business.