A longitudinal Case Study to Determine the Viability of HACCP Implementation in a South African Red Meat Processing Plant using Documentary Analysis (2009) , MSc Dissertation, Salford University, Manchester, UK by Reshmee Beedasie, Director, FoodTek Solutions (Pty) Ltd

A steady increase was seen in the total number of findings per year. An increase of 79% was noted from 2006-2007 and an increase of 4% was noted from 2007 to 2008.

The GMP aspect with the most number of findings in 2006 was Personnel Practices which accounted for 23% of the findings followed by  Production and Process Controls which accounted for 20% of the findings, and both Cleaning and Sanitation and Construction and Maintenance issues which accounted for 19% each and Pest Control which accounted for 2% of the total findings. The Documentation aspect accounted for 15% of the findings. This is shown graphically in Figure 3.

In 2007, the Cleaning and Sanitation aspect accounted for the highest number of findings i.e. 49%. This was followed by Construction and Maintenance findings which accounted for 25% of the findings, Production and Process Control which accounted for 17% and Personnel Practices which accounted for f6% of the findings. Pest Control and Documentation accounted for 1% each respectively.

In 2008, the Cleaning and Sanitation issues accounted for 42% of the total findings, Construction and Maintenance accounted for 28% of the findings, Personnel Practices accounted for 16%, Production and Process Control 12% and Documentation accounted for 2% of the findings. There were no findings with regards to Pest Control.

The comparative analysis displayed in the bar graph in Figure 3 shows that the Cleaning and Sanitation issues accounted for the highest number of findings throughout the study followed by Construction and Maintenance issues.

The frequency of internal audits conducted by the Quality Assurance Manager and Quality Control Officer increased from monthly in 2006 and 2007 to bimonthly in July 2007 and then to weekly from 2008 onwards. This audit consisted of a walkthrough the facility to determine adherence of the plant, personnel and processes to the GMP system as well as a documentation review of the previous week’s completed checklists or records.

At the start of the implementation process in July 2006, issues concerning Personnel Practices accounted for the most number of findings. This corresponds to the fact that in 2006, adequate staff facilities were erected, protective clothing was renewed and plans were in progress to source an external service provider for laundry. A reputable and approved service provider was selected in 2007.

The GMP and HACCP implementation process was not without its challenges as seen in the minutes of the HACCP Meetings and findings of internal audit reports. Below are a few key aspects that aided the process.

1. Management Commitment which does not only involve the allocation of funds but also participation in the implementation process. The first task the Quality Assurance Manager undertook was to inform management that any expectation of HACCP certification within a year was unreasonable. Management participation extended to external regulatory audits and customer audits. Throughout the process management was informed of the HACCP Team’s progress by means of the minutes and feedback at management meetings.

2. Teamwork as a result of communication between departments. As the HACCP Team was multidisciplinary, each department was represented and the Meetings became an ideal forum to resolve food safety related issues as well as some production issues. The team was involved in the compilation of procedures relevant to their departments as well as the review in the final documentation prior to implementation.

3. Documentation and Record keeping had to be practical, realistic and accurate. It was necessary to ensure that the GMP and HACCP system did not become a ticking exercise on paper and that the relevant personnel completed the checklists as required. This was overcome by eliminating electronic sources of documents. Each department head received their weekly set of checklists at the beginning of the week and were required to submit all completed checklists to the Quality department at the end of the week.  The completed checklists were then reviewed weekly and feedback given to the relevant departments.

4. Internal Audits. In September 2007, the format of the internal audit report changed from a record of all non conformances to a checklist with a points system. The checklist was divided into two major categories with all areas divided between the inside and outside of the plant. The scores for each area were then added and a total percentage for each category obtained. The findings of the audit report were discussed at HACCP Meetings and the scores obtained for the week were displayed on the notice board for production personnel. It was observed that some personnel paid attention to these scores and would question a member of the quality department on the reason for a low score.

The weekly internal audits proved to be a catalyst in the implementation process as non conformances were identified and rectified on a weekly basis rather than a monthly basis.

5. CONCLUSION AND RECOMMENDATIONS

The primary aim of the research study was to determine the viability of HACCP implementation in a SARMPP using the research method of documentary analysis of the following food safety related documents i.e.

• Pre-Assessment Audit Report
• Minutes of HACCP Team Meetings
• Internal Audit Reports

From the results obtained, the following can be deduced.

• It was found that the pre-assessment audit report provided detailed information on the non conformances of the plant with regards to HACCP implementation. The report highlighted that the highest number of findings related to the GMP aspect of Production and Process Control.
• The non conformances identified were taken into account in the detailed GMP and HACCP Action Plan that was compiled. This plan aided in the tracking of the implementation process. The action plan showed that an initial period of six months was required for the GMP system to be entrenched through training and implementation.
• The HACCP Team Meeting Minutes showed that the highest number of issues discussed dealt with Personnel Practices thus highlighting specific challenges faced by a developing country, followed by Construction and Maintenance.
• The internal audit reports showed that the highest number of findings dealt with the Cleaning and Sanitation of the plant followed by Construction and Maintenance.

The phased approach to HACCP implementation started with the building of a solid foundation i.e. a solid GMP system. The approach used in the case study resulted in the SARMPP obtaining their HACCP certification in October 2008 by a regulatory authority known as the South African Bureau of Standards. The success of the system as shown in the study comprises the following:

• Management Commitment
• Communication between departments
• Frequent internal audits
• Detailed action plan for the implementation process 
• Training of personnel
• Accurate record keeping and documentation
• Creating ownership of the system among the different departments

The goal of the SARMPP in the case study was to obtain HACCP certification which was achieved at the end of the study. This achievement alone indicates that HACCP implementation in a South African Red Meat Processing Plant is viable thus ensuring that the primary aim of the research was achieved.

By conducting a documentary analysis on the various food safety related documentation, the practicalities of HACCP implementation were highlighted.

The findings of the research disproves the perception of the South African Red Meat Industry categorizing HACCP implementation as being ‘difficult’; impractical and use of trails of paperwork that hinders production. Find below the road to HACCP Implementation by a Red Meat Processor: