Management Review Procedure
The Management review looks at:
a) the status of actions from previous management reviews;
b) changes in external and internal issues relevant to food safety management system, including changes in its organization and its context;
c) information on the performance and effectiveness of the food safety management system, including trends in;
1) results of the activities for the updating of the system;
2) monitoring results and measuring results;
3) analysis of the results of verification activities in connection with general and specific control measures;
4) non conformities and corrective measures;
5) audit results (internal and external);
6) inspections (for example, regulations (including Dutch Food Safety Authority), customer);
7) presentation of external providers (suppliers of services and products, outsourced processes);
8) evaluation of the risks and opportunities and the effectiveness of the measures taken to address them;
9) to what extent the objectives of the food safety management system have been achieved.
d) the adequacy of the resources;
e) every calamity, incident, or recall that has occurred;
f) relevant information obtained through external and internal communication, including requests and complaints from interested parties;
g) possibilities for continuous improvement.
The data is presented in such a way that top management can relate the information to the stated objectives of the food safety management system.
In addition to the verification procedure, the management review should highlight the following aspects:
An overview is given of the past year. What have we achieved, where were our opportunities and pitfalls. And of course what we want to achieve (in outline) as a company in the future. What has been achieved with regard to sustainability and ethics policy.
The objectives of the past year are discussed and assessed.
The agreements made and possible improvements that emerged in the previous management review are assessed. If agreements have not been made or objectives have not been achieved, a reason will be given or a cause analysis will be carried out. This is taken into account when determining points for improvement and drafting new agreements and objectives.
The verification and internal and external audits are discussed. Points from the verification and the audits that need extra attention are included in this report.
The changes in the hazard study are discussed. The prerequisite program is also assessed. Future changes in the hazard study are discussed and recorded. The effectiveness of the HACCP, food defense plan, and product authenticity is discussed.
It is determined whether recalls have been necessary in the past year. This applies to recalls with and without a notification obligation.
What investments have been made?
Which investments will take place in the coming years?
Have there been any problems?
On the basis of the investment list, it is determined whether all necessary validations have taken place. It is also checked whether the investments have achieved their intended goal.
Are all possible product abnormalities or hazards communicated to customers. This refers to products that were delivered to the customers, complaints from customers, and feedback from customers.
It is determined whether the environment has had a negative impact on our activities. Hazards are looked at, but also nuisance from, for example, noise or vibration. In addition, it is determined whether there are possible changes in the future.
Have there been any problems with transportation?
Does the transport take place according to agreements made?
What is being done about environmental improvements?
Did large -cale maintenance have to take place?
Has major maintenance been planned?
Has maintenance led to unsafe situations?
Have there been any accidents in the past year?
Have unsafe situations occurred?
Have “near” accidents occurred?
Has there been a health and safety inspection? If so, what are the findings?
Which external influences have played a role? This includes a financial crisis, delivery problems, supplier bankruptcy, and etc.. Changes in the context of the organization.
Are the customers satisfied with the delivered services and products?
Lost relationships, increased sales at existing customers, complaints and delivery errors, visit reports, or contact moments can be used as input.
How has the quality system communicated? Are all objectives known? How did communication taken place with personnel? How does communication with external parties go?
Have there been any problems with allergens? This can be internal but also from the complaints.
Are all allergens controlled in practice?
Have new allergens been added?
Have there been any problems with labels? Internal data and complaints must be consulted for the assessment.
Do all labels comply with legislation and customer requirements?
Are the ingredients, images, and names correct?
Have there been changes in processes, products, materials, or machines that have had an effect on the food safety?
The verification and management review provide input for setting objectives in the field of food safety and quality. The already planned company * wide objectives are also included in the report. The objectives are linked to departments as much as possible.
From following the management review:
- New objectives can be set up.\
- Policy should be adjusted if necessary.
- Improvements can be implemented that require investment.
- General improvements can be made.
A report is drawn up by the quality department of the management review. This report is signed by the management team for approval.
All relevant aspects of the management review are communicated to the staff members through consultation.
Where relevant, the following points are included in the management review each year:
- Scientific and technical developments;
- Industry related codes;
- New risks arising from information about recalls, authenticity of raw materials, food defense;
- Relevant legislation (both production and country of sale);
- Changes to standards (GFSI).
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