FST 656: Food Quality Factors

Dr. H. A. Adeniran
 Quality (Definitions)
• A degree or grade of excellence of worth
• In manufacturing, a measure of excellence or a state
of being free from defects, deficiencies and significant
variations. It is brought about by strict and consistent
commitment to certain standards that achieve
uniformity of a product in order to satisfy specific
customer or user requirements.
• the totality of features and characteristics of a product
or service that bears its ability to satisfy stated or
implied needs (ISO 8402,1986).
 Quality (Continuation of Definitions)
• Quality applies to objects and refers to the degree to
which a set of inherent characteristics fulfills a set of requirements.
An object is any entity that is either conceivable or perceivable and
an inherent characteristic is a feature that exists in an object.
• The quality of an object can be determined by comparing a set
of inherent characteristics against a set of requirements. If those
characteristics meet all requirements, high or excellent quality is
achieved but if those characteristics do not meet all requirements,
a low or poor level of quality is achieved. So the quality of an object
depends on a set of characteristics and a set of requirements and
how well the former complies with the latter (ISO 9000)
 Quality Management/Quality Management
System

• Quality management includes all the activities that organizations

use to direct, control, and coordinate quality. These activities include
formulating a quality policy and setting quality objectives. They also
include quality planning, quality control, quality assurance, and quality
improvement.
• A quality management system (QMS) is a set of interrelated or
interacting elements that organizations use to formulate quality
policies and quality objectives and to establish the processes that
are needed to ensure that policies are followed and objectives are
achieved. These elements include structures, programs, practices,
procedures, plans, rules, roles, responsibilities, relationships,
contracts, agreements, documents, records, methods, tools,
techniques, technologies, and resources.
Quality control (QC)/Quality Assurance
• QC refers to procedure or set of procedures intended to
ensure that a manufactured product or performed service
adheres to a defined set of quality criteria or meets the
requirements of the client or customer.
• QA is defined as a procedure or set of procedures
intended to ensure that a product or service under
development (before work is complete, as opposed to
afterwards) meets specified requirements. QA is
sometimes expressed together with QC as a single
expression, quality assurance and control (QA/QC). QC is
similar to, but not identical with, quality assurance (QA).
• In order to implement an effective QC program, an enterprise must first
decide which specific standards the product or service must meet. Then the
extent of QC actions must be determined (for example, the percentage of
units to be tested from each lot).
• Next, real-world data must be collected (for example, the percentage of
units that fail) and the results reported to management personnel. After
this, corrective action must be decided upon and taken (for example,
defective units must be repaired or rejected and poor service repeated at no
charge until the customer is satisfied). If too many unit failures or instances
of poor service occur, a plan must be devised to improve the production or
service process and then that plan must be put into action.
• Finally, the QC process must be ongoing to ensure that remedial efforts, if
required, have produced satisfactory results and to immediately detect
recurrences or new instances of trouble.
 Functions of Quality Control Department
• Establishment of Specifications: raw-materials, supplies, in-plant processes,
packaging materials, finished products in unambiguous language. Sales,
production departments may provide assistance. Standards of regulatory
agencies may be useful.
• Development of Test Procedures: Quality levels and production variables
must be tested on some scales. Appropriate tests must be developed for
measuring every quality attribute and production variable of importance at
various stages of raw materials, processing and finished product. Standard
analytical procedures, standards established by the regulatory agencies and
trade groups must the aim of the tests. There may be need to update these
tests from time to time
• Development of Sampling Schedules: The number of units and frequency
of sampling that will guarantee evaluation of quality with maximum
reliability at minimum cost. 100% inspection is not feasible
 Functions (Contd’)
• Recording and Reporting: Results obtained from tests on raw materials,
operation units are recorded promptly and transmitted to the proper
personnel for necessary and prompt action. Use of Quality control charts
are preferred to allow out of control situations from being seen easily
• Trouble shooting: Out of control situations that could not be addressed
quickly should be subjected to trouble shooting preferably with other
departments like R &D.
• Training of Personnel: Training of line/production personnel in sampling,
testing, reporting procedures. Quality consciousness should be created in
the mind of other workers
• Special Problems: evaluation of new materials, relationship with variuos
regulatory agencies, investigation of consumer complaints. Conformance
to standards
 TQM
• TQM is a management philosophy that seeks to integrate all
organizational functions (marketing, finance, design, engineering,
and production, customer service, etc.) to focus on meeting
customer needs and organizational objectives.
• TQM views an organization as a collection of processes. It
maintains that organizations must strive to continuously improve
these processes by incorporating the knowledge and experiences
of workers. The simple objective of TQM is “Do the right things,
right the first time, every time.” TQM is infinitely variable and
adaptable. TQM is the foundation for activities, which include:
commitment by senior management and all employees, meeting
customer requirements, reducing development cycle times,
 TQM (Contd’)
just in time/demand flow manufacturing, improvement
teams, reducing product and service costs, systems to
facilitate improvement, line management ownership,
employee involvement and empowerment, recognition
and celebration, challenging quantified goals and
benchmarking, focus on processes / improvement plans,
specific incorporation in strategic planning.
This shows that TQM must be practiced in all activities,
by all personnel, in manufacturing, marketing,
engineering, R&D, sales, purchasing, HR, etc.
 Key Principles of TQM
• Management Commitment
Plan (drive, direct)
Do (deploy, support, participate)
Check (review)
Act (recognize, communicate, revise)
• Employee Empowerment
Training
Suggestion scheme
Measurement and recognition
Excellence teams
• Fact Based Decision Making
SPC (statistical process control)
DOE, FMEA
The 7 statistical tools
TOPS (Ford 8D – team-oriented problem solving)
• Continuous Improvement
Systematic measurement and focus on CONQ
Excellence teams
Cross-functional process management
Attain, maintain, improve standards
 TQM
• Customer Focus
Supplier partnership
Service relationship with internal
customers
Never compromise quality
Customer driven standards
 HACCP
• PRINCIPLE I: CONDUCT A HAZARD ANALYSIS
• Biological Hazards
• Chemical Hazards
• Physical Hazards
• This list is expanding.
 THE OTHER PRINCIPLES

• PRINCIPLE II: IDENTIFY THE CRITICAL CONTROL POINTS

• PRINCIPLE III: ESTABLISH CRITICAL LIMITS FOR EACH CRITICAL
CONTROL POINT
• PRINCIPLE IV: ESTABLISH MONITORING PROCEDURES
• PRINCIPLE V: ESTABLISH CORRECTIVE ACTIONS
• PRINCIPLE VI: ESTABLISH RECORDKEEPING PROCEDURES
• PRINCIPLE VII: ESTABLISH VERIFICATION PROCEDURES
Validation
Ongoing verification
Reassessment
 Implementation
HACCP also can generally be implemented with a 12-
step process
Step 1 Assemble a HACCP Team
• A commitment from management.
• Multidisciplinary membership.
• Understand the manufacturing process and
the products
• Know how to take corrective action.
• Understand the HACCP principles.
 Processing and Distribution
Step 2 Processing and Distribution of Foods
• A separate HACCP is needed for each product.
• What method will be used for distributing the
product?
• Is the product refrigerated, frozen or shelf-
stable?
• What safety hazard or quality issues are
associated with this food product?
 Uses of Products and Consumers
Step 3 Intended Use and Consumers
• What impact will the product have on the general
public?
• Are you targeting a specific segment of the market?
Particular consumers? Are you targeting a wholesale or
retail market?
• What are the ingredients? Do any ingredient pose a
food safety risk?
• Does the food offer specific characteristics, such as, a
low fat product
 Develop a Flow Diagram
Step 4 Develop a Flow Diagram
• The diagram or flow chart must cover all steps
of the manufacturing process.
• It is not an engineering drawing.
• Verify the accuracy and completeness of the
flow diagram.
• Take the diagram to the production floor to
assure/verify its accuracy.
 Conduct a Hazard Analysis
Step 5 Conduct a Hazard Analysis
• Are you concerned about microbiological, chemical or
physical hazards (again, this list is expanding)?
• Identify steps in the manufacturing process where a
hazard can happen.
• Consider risk (probability) of the hazard and severity if
the hazard occurs.
• Remember -- hazard is limited to safety; it does not focus
on quality issues (even though they may be related).
• Identify preventative measures that can be applied.
Identification of Critical Control Points (CCP)

Step 6 Critical Control Points (CCP)

• CCP -- any place in the manufacturing and
distribution process where control can be
applied to prevent a hazard.
• GMPs (Good Manufacturing Practice) can and
should control many hazards.
• A CCP for one product many not be a CCP for
another product.
 Establish the Critical Limits (CL)
Step 7 Critical Limits (CL)
• Limit that must be met to insure safety of the product.
• Exceeding the CL means a health hazard exists.
• CLs can be derived from regulatory standards (e.g.,
dairy), guidelines, studies, experts, etc.
• Examples of CLs: temperatures (for some products it
may be what is too high and for other products it may
be what is too low), time, pH, residues, kind and count
of bacteria.
 Monitoring/Inspection

Step 8 Monitoring/Inspection
• Planned sequence of observations or
measurements.
• Must control CCP’s
• Must be effective.
• Monitoring intervals must be reliable.
• Must be rapid, no lengthy analysis.
• Adequate plan to see that the monitoring is carried
out.
 Corrective Actions
Step 9 Corrective Actions
• Specify procedures to be taken when
deviations occur.
• Corrective actions must be documented.
• Eliminate actual or potential hazards.
• Be prepared to put products on hold if a
problem is identified.
• Make changes to prevent future occurrence.
 Records
• Step #10 Records
• Must include every part of the HACCP
program, from team membership through all
actions -- steps #1 - 12
Step 11 Verification
• Consists of methods, procedures or tests used
in monitoring compliance.
• CCP’s are under control
• Necessary changes have been made.
• All records are complete.
• Sample analysis to verify.
• Training and knowledge.
 Evaluation and Revision
Step 12 Evaluation and Revision
• At least an annual review.
• Anytime manufacturing process is changed or products are
changed.
• Anytime new raw materials or sources are used.
• Anytime formulation is changed.
• Anytime new equipment is installed; in some cases, even
adjusting the performance of the equipment may necessitate
are review of the HACCP..
• Anytime there is a change in personnel or shifts.
• Anytime there is a changes in storage or distribution.