SafetyChain Blog

Silos between manufacturing teams cause miscommunications, mistakes, rework, and limit a business’s ability to streamline operations and cut expenses. So, what do we do about them? In this blog, we discuss the importance of leadership in breaking down silos to foster a positive food safety culture.

Competing priorities and deadlines are a part of any business, but it’s crucial to remember what matters most in any organization: its people. Plant management must not overlook the impact creating a strong safety culture has on business and revenue growth.

When the COVID-19 pandemic first reached the U.S. in the spring of 2020, it disrupted businesses, forcing many people out of employment. While some employees could work remotely, many roles didn’t accommodate work-from-home arrangements. To cushion its citizens from the hardships of being out of work, the U.S. government established the Coronavirus Aid, Relief, & Economic Security (CARES) Act. This move played a role in shaping the future of work—for many people, the financial benefits extended well into 2021. Stimulus checks and additional unemployment assistance helped many families and individuals in need during shutdowns, but many employers faced labor shortages even after businesses were back up and running.

For some companies and departments, the ‘a’ word is dreaded and met with suspicion or even resentment. But audits, especially internal audits, are tools managers can and should use to drive improvement and support positive change. There are many reasons that a company should perform an internal audit. In the food and beverage industry, GFSI standards require internal audits. In other industries, companies may have internal requirements, and internal audits are a great way to perform health checks regarding quality and safety systems. 

The benefits of performing internal audits are numerous, from identifying gaps in lines and processes to highlight training issues to uncovering culture gaps within the system. By identifying these issues, manufacturers are better able to prepare for external audits. However, internal audits are only valuable tools if companies can incorporate the 3 C’s of Internal Auditing: Communication, Culture, and Coordination. Let’s dive into ways to make internal audits more successful.

When the COVID-19 pandemic first reached the U.S. in the spring of 2020, it disrupted businesses, forcing many people out of employment. While some employees could work remotely, many roles didn’t accommodate work-from-home arrangements. To cushion its citizens from the hardships of being out of work, the U.S. government established the Coronavirus Aid, Relief, & Economic Security (CARES) Act. This move played a role in shaping the future of work—for many people, the financial benefits extended well into 2021. Stimulus checks and additional unemployment assistance helped many families and individuals in need during shutdowns, but many employers faced labor shortages even after businesses were back up and running.

While many process manufacturers understand the potential benefits of digital transformation, often, their vision is clouded by past failed projects. Just 30% of digital transformation initiatives are successful and because they require both time and financial investment. 

Fortunately, we can learn from past mistakes. With a little extra planning and preparation, you can pursue a foolproof digital transformation that supports positive change throughout your facility and sets you up for continuous improvement. Avoid the frustration of attempting a digital transformation and failing by adopting a data-first approach. 

Most process improvements start with plenty of momentum, but their changes don’t always stick. In fact, just 54% of major change initiatives stick long-term—a concerning statistic, considering the number of dedicated resources to these types of projects.

Whether you are a beginner to making digital process manufacturing improvements or a seasoned veteran, to enact change that lasts, we must identify why operational improvements don’t stick in the first place. Often, it’s not the tools used but the psychology behind the improvements that come up short. Improvement requires change, and to support that; we must accept that we aren’t perfect and recognize a need for change. Here, we’ll take a closer look at some of the barriers to change as well as ways to dismantle them.

Cultivating a food safety culture has always been critical to successful operations in F&B companies. Now, however, the need for a strong culture surrounding food safety is not only key to making your plant run efficiently — it’s also a matter of compliance. Governing bodies like the FDA and food safety organizations like GFSI are rolling out directives in 2020 and 2021 that callout specific requirements for food safety culture, and for the vast majority of companies, some adjustments will need to be made to accommodate these changes.