Articles by Bob Lijana M.Sc.

This article shares best practices for using existing organizational momentum to drive food safety culture improvement and keep SQF scores high. It also suggests ways to cast a wide net to gather ideas for continual improvement that will reduce risk and better protect public health. 

This article looks at how the movement of people and equipment in a food processing plant affects food safety risks and how these risks can be successfully managed.

Which comes first: generating standard operating procedures (SOPs) to drive improvements in quality and food safety behavior, or improving behaviors and then generating the appropriate SOPs? Does the SQF/GFSI process drive the first approach or the second? The answer to both questions is: yes.

This article explores effective methods to assess food safety culture within an organization and communicate key findings for continuous improvement. Knowledge on fostering a culture of food safety and driving positive change within an organization is also shared.

Ignoring psychosocial risks in a food business—including control and support—gives a false sense of security for leaders, who may believe that high external inspection and audit scores mean that the company has a strong food safety system and culture.
 

Do engaged, informed, and empowered sanitation teams act as a predictor of success for an integrated pest management (IPM) program? With excellent food safety risk management behaviors, a frontline sanitation team can help manage existing risks and identify new ones, dramatically reducing the potential of product contamination due to pest activity in a facility. This article describes an action plan to help achieve these goals. 

In defending food safety procedures and practices to an inspector who is challenging them, it is best to have multiple sequential "rings of defense." This means that the easiest changes are suggested first, with more costly and difficult changes suggested later. Doing this strategically has the advantage of minimizing changes to the procedures and practices, and potentially avoiding a costly recall or market withdrawal.

What does it take to have an extremely effective Food Safety and Quality Assurance (FSQA) technician team on the production floor? This article shares practiced perspective on "what it takes." Attributes for success are identified and explained. How they are integrated within a FSQA team on the floor will go a long way to galvanizing the success of that team. For food and beverage companies, "success" means effective risk identification and management, protection of public health, reduced costs of poor quality, and the manufacture and sale of high-quality food and beverage ingredients and products.

This article will lend context to ensuring that the right food safety behaviors and practices are properly transferred from "those who know" to "those who need to know." The suggestions and tenets shared in this article are founded on proven scientific principles and actions, and on instincts honed by long-term experience in the food business. The authors will share best practices to increase an organization's effectiveness at planning for, and executing, the transfer of experience and skills from one generation to the next.

It can be challenging to maintain good working relationships with federal regulators when things are going well, but how do you leverage your best efforts during an inspection/audit especially when there are issues? Let's address how handling the inspection itself can be your most important asset, along with a fundamental understanding of the science and regulations that are in play.