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Best Behavior: Engaging Employees to
Fuel a Culture of Food Safety
IAFP 2015
Holly Mockus, Alchemy Systems
Moving to the Next Level
2Confidential and Proprietary
Awareness
Enlightenment
Prevention
Prediction
Case Study
• Reactive program
• Sporadic positives
• Repeat positives
• Environmental rates
continuing to rise
• Investiga...
Shut Down Production
• Corporate to the rescue
• Holistic investigation
• Drying out the plant
• Swab-a-thon
• Hours and h...
Findings
• Slow flowing drains
• Wooden / hollow doors
• Seeping curb from freezer
• Foot traffic to new smoking
area
• Ho...
Root Cause
Absolute lack of employee engagement!
Corrective Action
• Many R’s
– Replaced
– Repaired
– Remodeled
– Rerouted
– Re-grouted
– Reviewed
– Etc.
Preventive Measure
• Engaged Employees
– Communication
– Training and education
– Inclusion
– Awareness
– Observation
– Re...
Reinforcement
9Confidential and Proprietary
Behavior Change Study
10Confidential and Proprietary
68%
82%
94%
Pre-Training Post-Training After 3
Observations
26%
Sourc...
Accountability
• Timely delivery of
consequences
• Level playing field
• Exceptions are a slippery
slope
• Build a strong ...
12Confidential and Proprietary
holly.mockus@alchemysystems.com
THANK YOU
13Confidential and Proprietary
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Best Behavior: Engaging Employees to Fuel a Culture of Food Safety

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International Association for Food Protection is focused on protecting the global food supply. When food processors conduct a thorough root cause analysis of environmental hazards they may be surprised to find the true impact of employee behavior. Knowing how to engage food manufacturing workers towards sustained behavior change is the key to creating a successful food safety culture.

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Best Behavior: Engaging Employees to Fuel a Culture of Food Safety

  1. 1. Best Behavior: Engaging Employees to Fuel a Culture of Food Safety IAFP 2015 Holly Mockus, Alchemy Systems
  2. 2. Moving to the Next Level 2Confidential and Proprietary Awareness Enlightenment Prevention Prediction
  3. 3. Case Study • Reactive program • Sporadic positives • Repeat positives • Environmental rates continuing to rise • Investigations were inconclusive • Corrective actions were not addressing the root cause
  4. 4. Shut Down Production • Corporate to the rescue • Holistic investigation • Drying out the plant • Swab-a-thon • Hours and hours of root cause analysis • Mapping positives • Reviewing traffic patterns • Interview employees
  5. 5. Findings • Slow flowing drains • Wooden / hollow doors • Seeping curb from freezer • Foot traffic to new smoking area • Hollow framework • No reporting mechanism • Training with no reinforcement
  6. 6. Root Cause Absolute lack of employee engagement!
  7. 7. Corrective Action • Many R’s – Replaced – Repaired – Remodeled – Rerouted – Re-grouted – Reviewed – Etc.
  8. 8. Preventive Measure • Engaged Employees – Communication – Training and education – Inclusion – Awareness – Observation – Reinforcement
  9. 9. Reinforcement 9Confidential and Proprietary
  10. 10. Behavior Change Study 10Confidential and Proprietary 68% 82% 94% Pre-Training Post-Training After 3 Observations 26% Source: AFAB Journal, March 2014
  11. 11. Accountability • Timely delivery of consequences • Level playing field • Exceptions are a slippery slope • Build a strong ethic • Consequences • Don’t forget: – Celebrate success – Have fun
  12. 12. 12Confidential and Proprietary holly.mockus@alchemysystems.com
  13. 13. THANK YOU 13Confidential and Proprietary

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