Monday, January 18, 2021

Train properly, document thoroughly to capitalize on prime opportunities

Flexibility: It’s the primary aspect of small businesses that keeps them relevant through difficult periods, such as the one we are attempting to emerge from now (COVID-19). The ability of small meat processors to move quickly to meet specific consumer demands makes them indispensable. The ability to quickly adjust pro
ducts or processes to accommodate the consumer is truly a premium-value asset that opens opportunities and can benefit the bottom line.

Large, multi-state supply chains often have issues getting solutions quickly to the final consumer. As most small slaughter facilities have already seen, production demand for halves and quarters of beef and hogs has skyrocketed as consumers have come directly to their shops and storefronts. While the increase in production demand has been an excellent opportunity for the bottom line, it’s important to note that it can, and often does, lead to other stresses.  

When adding production, we need to examine closely the changes we make to the process to be sure we are following the proper procedures and food safety protocol.  This ensures safety of the product and that we don’t create additional problems further down the line.

Stresses on employees, processes and facilities add up. The stress of employees who are now working overtime and the true ability of production to adjust to these changes can affect the long-term health of the organization. Some processors might need to consider hiring a contractor for cleaning and sanitation or limiting offerings for a period of time in order to handle the changes. Other processors may have a good core team to fight through the transitional period — a team that will then become essential for company growth after the stresses are relieved.

In tough times like these, you may need the help to get things done, and the crucial thing to remember is that time needs to be taken to train properly.  No matter how quickly you feel you need to move to take advantage of the new opportunity, you must keep that training process slow and steady, in order to be sure new team members understand the consequences of not following your processes and procedures, particularly when it comes to  food safety and hygiene, along with traceability. 

The last thing a processor wants is a recall or required additional handling. All these things cost money, which new hires may say they understand, but you must be sure they do. Ask them to repeat the consequences in their own words, giving you insight into any loss in translation between what you are saying and what they are hearing.

Poor training costs you money and business, and your employees their jobs, if you lose your business. Good training does not have to threaten or frighten them, but instead must help them understand the real-world consequences of not following protocols and endangering consumers’ lives. The costs of taking your time and training properly and thoroughly are easily absorbed into the efficiency of the process over time. 

Changes to your process or products also must be reflected in your HACCP plan, where applicable. Get input from your operators and employees to make sure the changes don’t lead to unintended consequences on other parts of the process or business. Traceability, sanitation and food safety issues could arise. 

Finally, make sure to document any changes so you do not have issues with food safety or regulatory compliance. 

With the proper approach to training and documentation — two items small processors can be particularly nimble on, given the size of their workforce — there’s no reason small processors shouldn’t be able to capitalize on any opportunity consumers throw their way.

— Matthew Bayer, sales representative, mattb@efspol.com

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