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Solutions
When an industry has problems
JDA has the solutions…
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Food Safety Industry
Safety Management Systems (SMS)and Safety Risk Management
May 5, 2010
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Agenda
• Introductions
• About JDA
• Food Safety and Aviation
• Comparative Data
• System Complexity Impact
• Heinrich Safety Triangle
• Building Safer Food Supply System
• SMS
• Safety Culture
• Benefits
• Getting Started
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Why Are We Here?
To engage in dialogue and get feedback about the potential
application and benefit of using/adapting
Aviation’s Safety Management System (SMS)
to help address the problems in our current food industry safety programs
and to help make our food supply the safest it can possibly be!
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Similarities• Significant Infallibility Issues
• Personnel Hierarchy
• Interacting Components Working Together
• Rapid Introduction of Complex New Technologies
• Redundancies and Backups
• Several Links in Mishap Chains
• Response to Errors - Usually Punishment
• Safety vs. Production and/or Throughput
• Significant Litigation Potential
• Both are Terrorists Targets
DifferencesAviation Has
• Greater Inherent Reporting Incentive (Pilots)
• More Prescriptive, Less Judgmental Operating Environment
• More Media and Political Attention –Fear of Flying
• More Robust Data Collection Infrastructure
• Independent (Non-Adversarial) Mishap Investigation
Food Safety vs. Aviation
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Part 121 Fatal Accident Rate
(Part 121 Onboard Fatal Accidents; 5 year moving average)
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
Fa
talit
y A
ccid
en
ts p
er
10
Mill
ion
De
pa
rtu
res
83% Fatality Accident
Rate Reduction
Every year there are 76 million cases of foodborne illness in US
Causing 325,000 hospitalizations and 5,000 deaths
Equivalent to 33 commercial airplane accidents
in US every year with no survivors
• Regulations, Policies and Programs
• Aircraft and System Design
• Crew Resource Management
• Human Factors
• Data Collection, Analysis and Corrective Action
• Safety Culture and Risk Management
• Training
• Safety Management System –SMS
Aviation Drove Down Accident Rate
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Human Error
PersonalFactors
600
30
10
1
Incidents
Accidents
Serious Accidents
Fatal Accident
Heinrich Safety Triangle
Mandatory Reporting
Voluntary Reporting
Culture OrganizationalProceduresTrainingEquipment
Design
Causal Factors
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• Public Disclosure
• Job Sanctions and/or Enforcement
• Criminal Sanctions
• Civil Litigation
Areas That Discourage Voluntary Data Collection, Analysis, and Sharing
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• More System Interdependencies Large, complex, interactive system
Tightly coupled Hi-tech components Continuous innovation
• Safety Issues More Likely to Involve Interactions Between System Parts
FACILITIES
PEOPLE
FOOD
TYPES
TOOLS
PROCEDURES
SOFTWARE EQUIPMENT
Increasing Complexity
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Unrivalled Complexity in Government
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Effects of Increasing Complexity
More “Human Error”
• System More Likely to be Error Prone• More Unanticipated Situations• Scenarios Where Non Standard Procedures No
Longer Work• Logistics are multinational and very complex
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“If you keep doing what
you’re doing…you’re going
to keep getting what you
got!”
Yogi Berra
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Building Safer Food Supply System
"The history of government regulation of food safety
is one of government watchdogs chasing the horse
after it's out of the barn.“
David A. Kessler, M.D. (FDA Commissioner)
Current Food Safety System Insures barn
door is locked with horse safely inside…
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Challenges for
Food Control Authorities
as Defined by
FAO & WHO:
• Increasing burden of foodborne illness and new and emerging foodborne
hazards;
• Rapidly changing technologies in food production, processing and
marketing;
• Developing science-based food control systems with focus on consumer
protection;
• International food trade and need for harmonization of food safety and
quality standards;
• Changes in lifestyles, including rapid urbanization; and
• Growing consumer awareness of food safety and quality issues and
increasing demand for better information.
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Globally, the incidence of foodborne diseases is
increasing and international food trade is disrupted by
frequent disputes over food safety and quality
requirements. Many food control systems need to be
revised and strengthened if improvements are to be
realized. It has never been more important for
developing countries to implement and enforce a food
control system based on the modern concept of risk
assessment. These Guidelines provide important
information on the principles and practices of food
control and the trend away from a merely punitive to a
preventive approach to food control.
Guidelines from the FAO and WHO
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Responsibility for food control in most countries is shared
between different agencies or ministries. The roles and
responsibilities of these agencies may be quite different
and duplication of regulatory activity, fragmented
surveillance and a lack of coordination are common.
There may also be wide variations in expertise and
resources between the different agencies, and the
responsibility for protecting public health may conflict with
obligations to facilitate trade or develop an industry or
sector.
Guidelines from the FAO and WHO (cont)
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Guidelines from the FAO and WHO (cont)
These Guidelines provide information for government
agencies to assist in the development of national food
control systems and to promote effective collaboration
between all sectors involved in the management and
control of food safety and quality. They highlight the
importance of developing effective relationships and
mutual support among government agencies and
institutions involved in food control and other
stakeholders, particularly the food industry and
consumer groups.
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Safety Management System (SMS)
1. Systematic and comprehensive process for proactive management of safety risks.
2. Integrates operations, technical services with financial and human resource management.
3. Top management priority.
4. Company wide safety culture and management commitment is key to it’s success!
5. Comprehensive commitment to making all food safe.
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Implementing SMS
1. Provides :
• Deal with events so valuable lessons are applied to improve safety and efficiency.
• Capacity to anticipate and address safety issues before they are incidents or accidents.
2. Instills inter-dependent culture among employees and management.
3. Reduces losses and improves productivity.
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SMS Pillars
1. Safety Policy & Objectives
2. Safety Risk Management
3. Safety Assurance
4. Safety Promotion
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SMS Pillar 1Safety Policy & Objectives
Safety Culture & Gap Analysis
Determine Corporate Culture Surveys and Observations
Organizational Interviews
Review of Policies, Procedures,
Processes & Data
Analysis & Assessment
Compare with SMS Principles
Compare Baseline with
Requirements
Document Results
Survey Example
Good gauge of safety culture is"How we do things around here.”
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• Organization’s DNA • Ingrained in daily business
operating norms• Resources to maintain safe
and efficient operations
• Acknowledge safety concerns and suggestions: Give feedback on decisions
If no action contemplated, decision is explained
Feedback is timely, relevant and clear
Safety Culture
Policy
(Structure)
Safety Assurance
Risk
Management
Safety
Promotion
Corporate Safety Culture
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SMS Pillar 1 Cont’dSafety Policy & Objectives
• Safety Policy Key part of Senior Management’s overall safety commitment and
strategy
Framework for management to put organization and responsibility in place for carrying it out.
• Safety Objectives Leadership
Training
Measurable Safety Targets
Lessons Learned
Non-Punitive Reporting System
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SMS Pillar 2Safety Assurance
• Continual Program Assessment Check Line Personnel Chief Inspector and IEP
• Data, management and utilization “Start with the End in Mind”, Steven Covey
Database design, collection & management Data Mining
» Information retrieval with meaningful results
• Non-Punitive Safety Reporting System• Program audits
Internal External
• Lessons learned • Adequate resources
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SMS Pillar 3Safety Promotion
• Training & education
• Safety competency & continuous improvement
• Safety communication
• Safety culture development
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SMS Pillar 4Safety Risk Management (SRM)
Risk Matrix Model
• Systematic, explicit, & comprehensive approach for managing risk throughout organization
• Five Phases
1. Describe the System
2. Identify Hazards
3. Determine Risk
4. Assess & Analyze Risk
5. Treat Risk
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Identify Hazards
Assess & EvaluateRisk
Mitigate
LifeCycle
Communicate
Implement
Monitor
Evaluate Effectiveness
Safety Risk Management
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sms-demo2.com
Reduce Risks…
Be ProActive…
Lower Costs…
Save Lives…
FOOD
SAFETY
MANAGEMENT
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FOOD SAFETY MANAGEMENT:
Three Stage Process
Implement Safety Enhancements –
System wide
DataAnalysis
Set SafetyPriorities
Achieve consensus on priorities
Integrate into existing work and
distribute
Agree onproblems and interventions
F S M
F S M
F S M
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Success Stories in the Airline Industry when Implementing SMS
• Conair - Occupational Health and Safety costs:
Went from +30% to –30% of industry average
Saved $1,000 per employee year one
Insurance Premiums stayed constant did not rise like their competition
• Air Transat saving over $1 million per month
• Skyservice saved $5 million in 1st year
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SMS Will…
• Establish meaningful safety policies, goals and objectives• Create individual accountability for safety• Demonstrate leadership regarding safety principles• Launch processes for risk measurement, hazard
identification and mitigation• Develop collegial interactive teams & improved
communications process • Implement non-punitive reporting; encourage “lessons
learned”• Lower sickness and deaths from food contamination
incidents• Reduce injury and damage claims costs; better productivity• Lower Operating Costs
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SMS First Steps
• Determine Safety Culture
Top Management Commitment
Communicate purpose/objective
Survey staff/employees
Interview representative set of employees
Collect, analyze and report results
• Conduct Safety Gap Analysis
Already in place vs. SMS
Identify strengths and shortfalls
• Compile and Report Results
• Develop SMS Plan
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WHAT ELSE ARE WE
ADDING TO OUR
SANDWICH?
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4720 Montgomery LaneSuite 950
Bethesda, MD 20814www.jdasolutions.aero
301-941-1460
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