This document contains excerpts from various sources on the topic of Hazard Analysis and Critical Control Points (HACCP) in the retail food industry. It discusses some of the complexities in implementing HACCP for foodservice and retail operations, and whether a "one size fits all" approach can be too simple and negate flexibility. It also examines elements of an effective food safety management program and different levels of food safety culture from standard to best in class to world class.

1. RETAIL
HACCP

2. Do not speak – unless it
improves the silence.
Brian A Nummer, Ph.D.
Extension Food Safety Specialist
Retail Food Safety Philosopher (today)

3. "What a waste it is to lose one's mind. Or… not to have
a mind is being very wasteful…. Uhhh…how true that
is." Former - Vice President Dan Quayle

4. The more you know
the less you understand.

6. Gun control
If there is a gun around,
I want control of it.
Food Safety Risks
& Consequences

7. Somewhere in the puzzle of complexity
lies the art of simplicity.
Is HACCP too complex
for foodservice and
retail?

8. Regulatory Code
The intention of setting policy and eliminating ambiguity but in doing so creating
a pedantic, pejorative, Latin embedded, verbosity mystifying the topic resulting in
a verbal mathematical equation rather than prose.
Except as defined in section 3, but not including parts 1 and 2; notwithstanding
annex 4 as defined in Chapter 1.
If a jury of ones peers
really meant that.

9. One size fits all.
It works for air travel.
Can it be too simple?
Does simplicity negate flexibility?

10. When shaping clay, what is more important
the pot or the emptiness.
1
2
3
4
Is CFSAN’s HACCP (Food Code HACCP) fully compatible with today’s
complex foodservice and retail environment?

11. Elements of a Food Safety
Management Program
• Prerequisites
• Hazard Analyses
“In the beginner’s mind there are many possibilities,
but in the expert’s there are few”
I think I have all of the CCPs.

12. Active Managerial Control
When you’re up to you’re @$$ in alligators, it’s hard to remember
that your original goal was to drain the swamp.

13. INTEGRAL
What operators see when we say
integrate
What we’d like them to see!
INTEGRATE

14. Do you drown by falling in water or staying there?
IMPLEMENTATION

15. The successful man lays
a foundation from bricks
others have thrown at him.

16. The goal is to get money out of your head
…and into your pocket.

17. SAFE
Behavior
Person
Process,
Environment

18. I think we didn’t communicate,
I didn’t say I was a cop….
I said I was on “COPS”.

19. Thinking
Reflective
Creative
COMMUNICATION
COMMUNICATION
•view new information subjectively
•relate new information to past experiences
•often ask "why?"
•examine their feelings about what they are learning
•like to play with new information
•always ask "why?"
•make excellent troubleshooters
•create their own solutions and shortcuts
Practical
•want factual information without any "nice-to-know" additions
•seek the simplest, most efficient way to do their work
•not satisfied until they know how to apply their new skills to
their job or other interest
Conceptual
•accept new information only after seeing the big picture
•want to know how things work, not just the final outcome
•learn the concepts that are presented but also want to know
the related concepts that may not have been included

20. Two all beef patties (produced at a
USDA inspected facility and cooked
to 155 F), special sauce (acidified to a
pH below 4.1), lettuce (picked –
carefully- in Mexico), cheese (vacuum
packaged under ROP HACCP),
pickles, onions on a sesame seed
bun (caution allergen in Canada, but
not USA)
TASTE OUR we SELL food safety?
SAFENESS
How do

21. Standard Class
Best in Class
World Class
Corporate value
Not clearly stated as one of the
top priorities. Pockets of
commitment throughout the
organization.
Imbedded into another value.
Some senior management
support, visibility and
leadership.
Clear articulation as a stand
alone value. Food safety starts
at the top and permeates
through every level of the
organization.
Expectations
Employees do not know what is
expected of them or that they
must produce safe foods.
Clearly defined food safety
expectations exist and are
described as specific required
behaviors.
Employees at all levels have
clear, simple, and risk-based
performance expectations.
Training
There may be some basic food
safety education. However, no
formal training exists.
Both food safety education and
training exist.
Food safety education and
training conducted in a manner
that changes behaviors.
Communication
Food safety not commonly
communicated, unless in
response to crisis.
Food safety communication
plan exists using multiple
mediums and strategies.
A comprehensive
communication program exists
and food safety is a topic at
every meeting.
Goals
Goals do not exist. Traditional
reliance on regulatory
inspection.
Goals and accountability exist.
Use of regulatory results and
internal measurements.
Key lagging and leading
indicators monitored., Focus
on continuous improvement.
Consequences
No positive consequences or
reinforcement. Negative
consequences for serious food
safety issues.
Positive and negative
consequences exist and are
used to reinforce desired
behaviors and performance.
Positive and negative
consequences exist. Food
safety integrated into
performance review process.