Search results

The purpose of this paper is to explore the key requirements of the Food Safety Modernization Act (FSMA), recently passed by the US Congress to safeguard the nation's food supply, and to ascertain the role of quality professionals in the management of food safety and quality systems for food facilities.

Since genesis of the Act emanates mainly from the recent upsurge in food disease outbreaks in North America, key lessons learnt from the 2008 Listeriosis outbreak in Canada were reviewed. Thereafter, a case study of developing a food safety and quality management system for a “very low risk facility” – i.e. a third party warehouse – was considered. Finally, potential connections between the sections of the FSMA and roles of various quality practitioners were discussed.

Recent study at the third party logistics warehouse revealed developing and implementing pre‐requisite programs (PRPs), i.e. mainly operational and physical controls, had a positive impact on the food safety and quality management system (FSQMS). Hence, quality practitioners may focus on PRPs to enhance compliance to FSMA requirements.

Food production, processing, packaging and/or distribution companies that export their products to the USA, as well as enterprises requiring preventive controls to ensure food safety and quality, can greatly benefit from the services of quality practitioners. Other key inputs the practitioners provide to the FSQMS include costs reduction, value addition, defects prevention, process control, maintenance and improvement.

The paper closely studies quality practitioners’ perspectives towards meeting or even exceeding the new food safety regulatory expectations in food‐related institutions.

The purpose of this paper is to combine systems thinking, lean management, value methodology and Six Sigma concepts into an integrated quality methodology using the TALEVAS model.

TALEVAS is an acronym for Tandem‐Lean‐Value‐Sigma, as each element correlates to a best practice or concept mentioned by intent. The model is based on two theories: “The rising pendulum system” and “The seven rules of quality driving” proposed in this paper.

Four key performance drivers are identified using the model. These are: communication, investigative correction, innovation, and synchronization.

The integrated methodology can be deployed by any type (product‐or‐service based) or level (small, medium or corporate) of an organization in order to gain a competitive advantage in the market. Further, there is a possibility that recent cases of product recalls could be reduced or avoided by companies through implementing a TALEVAS Quality approach.

The paper displays the interdependence between the quality concepts by model analysis. This reflects a more holistic approach to quality required by organizations to raise the bottom line, reduce costs, promote value, and provide consistent products to customers.