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Manual
Zero Defect
Manual
QUALITY
CAMPAIGN
no debate - zero defect
MATERIAL SUPPLY
RECEIVING AND STORING INCOMING
RAW MATERIALS AND PACKAGING
MATERIALS
PRODUCTION
CONSUMER - MARKET
Yldz Holding
Zero Defect Manual
Publisher
Northstar Innovation
Content Preparing / Editor
Holding Global Quality Assurance & Control Group Directorate
Design
Newpage Advertising
Tomurcuk Sk. zmen Sitesi A2 Blok B1 ili - stanbul
Edition
Elma Basm
Halkal Cd. No.164 B-4 Blok Sefaky - stanbul
1.Edition March 2014
R.00.14
All publication rights reserved.
No text and graphics can not be used even if the source is cited.
The manual can not be copied without permission of the publisher.
Northstar Innovation
Endstriyel Yatrmlar ve Danmanlk A..
Kskl Mah. Ferah Cd. No.1
Byk amlca / skdar / stanbul
INTRODUCTION
Yldz Holding adheres to 6 main values in accordance with its vision,
Being a leading food and beverage company that satisfies and makes
happy its consumers, customers, employees and shareholders at all
times. One of these six values, we are number one in quality plays a
significant role in putting the other five values into practice.
WE ARE COMPETITIVE!
WE SUCCEED TOGETHER!
WE ARE RESULT-ORIENTED!
003
For this purpose, our quality mission has been updated as follows:
We make our consumers happy every day with the same quality in every
products
We make our employees proud by enabling them to produce high quality
products
We protect our products and brands against risks and satisfy our shareholders
Our Quality Manual has been prepared as a significant resource for
putting our updated quality mission into practice.
In terms of quality, we aim to produce our products in accordance with the
specifications, and offer our consumers the same Ulker value and quality in
every package. For our employees, all of whom play a significant role in
achieving this target, we are providing opportunities to perform great work
in line with Ulker principles and values, and to establish systems that
enable their development as well.
As part of our Sustainable Quality understanding, the common concepts we
have adopted are product, human, system and value chain. In
this respect, we have established Central Quality Systems in order to set
common quality procedures and standards in our companies, and enable
each work department to be managed by the same principles.
PRODUCT
SYSTEM
HUMAN
VALUE
CHAIN
SUSTAINABLE QUALITY
004
OFFICE of SPECS
Issuing Specifications
for Product, Process,
Raw Material & Packaging
CONTINUOUS
IMPROVEMENT
with
Improving
Zero Defect
Quality Culture
Multifunctional
responsibilities
to increase engagement
to quality
TRAINING &
FACILITATION
Measuring
Performance by
Scorecards &
Quality Index
Structuring communication
platforms to
Win Together
Building Capability
at every level
Central Database
Common
Improvement
Projects
Quality Awards
005
006
DG
LE
OW
KN
NC
TE
PE
CO
M
When the knowledge and competencies required for all employees are
provided, the employee:
007
CONTENTS
1st SECTION
MATERIAL SUPPLY
Page
023
025
1. 3. RISK ASSESSMENT
a. Assessment of Material Risks
b. Identification of Supplier Risks
033
1. 4. SUPPLIER AUDITS
a. Pre-requirement Audit
b. Regular Audits According to Risk Group
c. Assessment of Audit Results
i. Pre-requirement audits
ii. Regular audits according to risk group
036
043
1. 5. MATERIAL SUPPLY PROCESS
a. Raw Material and Packaging Material Specifications
i. Preparation, publishing and communication of specifications to suppliers
ii. Approval of specifications by suppliers
b. Incoming Material Quality Control Process
i. Quality plans, analysis certificates
ii. Transportation conditions
iii. Incoming material control assessment
c. Non-conformities Related to Materials
i. Rejection Situation: communication with the supplier and action tracking
ii. Presence of a problem during production stage related to approved raw material:
rejection, risk assessment, communication with supplier, action tracking
iii. Receiving consumer complaints related to raw material and packaging material,
communication with supplier, action tracking
iv. Communication
v. The effect of non-conformance on performance of related suppliers
009
CONTENTS
1st SECTION
MATERIAL SUPPLY
nd
Page
051
056
SECTION
063
070
2. 2. CONTROL OF RAW MATERIALS AND PACKAGING MATERIALS
a. Quality Standards of Raw Materials and Packaging Materials
i. Specifications
ii. Quality plans
ii1. Determination of parameters/analysis/frequencies
ii2. Internal and external analysis process
ii3. Verification plans
ii4. Defining in the plans what to do in non-conformance situations
ii5. Preparation, approval, briefing, publishing and review
b. Analysis and Control Process
i. Sampling
i1. Protection of raw materials and packaging materials
i2. Identification
i3. Delivery of samples to laboratory under appropriate conditions
ii. On-site controls
ii1. Import material control
ii2. Early controls performed on agronomic raw materials
ii3. Control of products such as milk/vegetables/wheat
ii4. Taking precautions and early warnings
ii5. Acceptance-rejection
ii6. Supplier assessment and development
010
CONTENTS
2nd SECTION
RECEIVING AND STORING INCOMING RAW MATERIALS AND PACKAGING MATERIALS
Page
081
2. 4. STORAGE
a. Quality and Food Safety Standards
b. Non-Conformance Situations
i. Communication in case of non-conformance
ii. Taking precautions
iii. Improvement and correction of non-conformance
c. Shelf Life Tracking
i. Planning
ii. Product control
iii. Blocking
iv. Re-evaluation of shelf life
088
2. 5. CONTINUOUS IMPROVEMENT
a. Audits (Internal and External Audits)
b. Corrective Actions
c. Scorecard
d. Trainings
094
011
CONTENTS
3rd SECTION
PRODUCTION
Page
101
3. 1. PREPARATIONS PRIOR TO PRODUCTION
a. Publishing of Specifications
b. Preparation of Quality Plans
i. Preparation of quality plans according to specifications:
determination of control parameters, their frequencies and who will perform them
ii. Determination of how and where to record the controls
iii. Approval and publishing of quality plans
iv. Amendment situation (when and how to amend, how to approve and publish)
c. Publishing of HACCP Plan
d. Management of Production Tests
e. New Line - Equipment Start-Up Activities
f. Production Plan
g. Reception and Preparation of Raw Materials and Packaging Materials
i. Receiving materials
ii. Keeping records and traceability
012
107
3. 3. LABORATORY MANAGEMENT
134
142
CONTENTS
3rd SECTION
PRODUCTION
Page
163
175
3. 6. POST-PRODUCTION
a. Delivery of Products to Warehouse
b. Return of Remaining Materials
c. Rework Product Management
d. Suspension of Production - Protection of Products and Materials
e. Release of Convenient Products According to Process and Finished Product Controls
3. 7. NON-CONFORMANCE MANAGEMENT
179
3. 8. INCIDENT SYSTEM
a. Examination of Incidents
b. Incident Resolution
c. Monitoring and Continuous Improvement
183
3. 9. CRISIS MANAGEMENT
a. Withdrawal and / or Recall of Products
b. Functions Required for Recall Management Process
188
194
013
CONTENTS
3rd BLM
PRODUCTION
Page
d. Continuous Feedback
e. Communication of Results and Actions
i. Daily Zero Defect meeting
ii. Weekly quality meeting
iii. Meeting of monthly quality presentation
iv. Consumer complaints meeting
v. Reports
f. Monitoring of CPA (Corrective and Preventive Action) Process
g. Continuous Improvement
3. 11. PROJECT MANAGEMENT
211
217
3. 12. TRAINING, CERTIFICATION & COMMUNICATION
a. Training & Certification
i. Realizing of trainings
ii. Measuring and validation of the effectiveness of trainings
iii. Training role in KPI's
b. Communication
4th SECTION
PRODUCT DISTRIBUTION AND STORAGE
229
4. 2. PRODUCT SHIPMENT
a. Specifications, Cleaning and Control of Shipment Vehicles
b. Proper Loading of Products
c. Warehouse Output Rules for Products to be Shipped (FIFO/FEFO)
d. Rules Against the Shipment of Mixed Products
e. Traceability Records
232
237
4. 3. PRODUCT STORAGE
a. Importance of Storage to Product Quality
b. Receiving
c. Conformance with and Tracking of Storage Conditions Stated in Specifications
d. Storage and Food Safety Standards
e. Management of Products Damaged During Storage
f. Return Products
g. Blockage- Release Process
i. Storage of blocked products
ii. Review and sampling
iii. Return process of blocked products
014
CONTENTS
4th SECTION
PRODUCT DISTRIBUTION AND STORAGE
Page
253
5th SECTION
CONSUMER - MARKET
259
261
5. 3. CONSUMER COMPLAINTS
a. Recording Consumer Complaints
b. Investigation of Consumer Complaints
c . Conducting of Consumer Complaints to BU's
d. Determining Actions and Informing the Consumers
e. Tracking on Quality Index as Criteria of Performance
266
6th SECTION
PRODUCT AND SYSTEM DESIGN
6. 1. PRODUCT / PACKAGING DEVELOPMENT PROCESS
273
6. 2. APPROVAL OF PRODUCT
275
6. 3. ESTABLISHMENT OF SPECIFICATIONS
a. Consumer Specifications
b. Critical Limits
276
6. 4. PUBLISHING OF SPECIFICATIONS
a. Specification Content
b. Definitions of Green/Yellow/Red
c. Preparing Specifications
d. Authorization & Responsibility
e. Approval Process
i. Obligatory approvals
ii. Assessments
iii. Review and OoS approval
iv. OoS- Review and assessment request
v. Specification revision process
f. Publishing
g. Putting Specifications Into Practice
h. Printing Out Specifications
i. Archiving
277
015
CONTENTS
6th SECTION
PRODUCT AND SYSTEM DESIGN
Page
6. 5. QUALITY MANAGEMENT
a. Establishment of Standards and Plans for Consumer Satisfaction
b. Definition of Processes and Procedures
c. Approval, Publishing and Authorization/Responsibility
d. Document Management
i. Responsibilities
ii. Preparation, approval, publishing
iii. Access, archive, review
iv. Putting into practice - compatibility
e. Conformance
f. Continuous Improvement
290
RN VE SSTEM TASARIMI
APPENDICES
INSTRUCTION LIST
299
DEFINITIONS
305
EXPLANATION
016
QUALITY
CAMPAIGN
no debate - zero defect
st
SECTION
MATERIAL
SUPPLY
st
SECTION
MATERIAL SUPPLY
We promise our consumers the lker quality in every bite of our products!
In order to keep this promise we make to our consumers, together we
must keep alive the goal of "zero defect" throughout the value chain, at
every step from farm to the fork.
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023
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MATERIAL SUPPLY
024
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Production conditions
Level of accordance with the quality criteria related to the product
Measuring and analysis systems
Quality and management systems
Technology and information sufficiency
Collaboration
Competence of employees and organizational background
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MATERIAL SUPPLY
026
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MATERIAL SUPPLY
Material purchasing does not start for suppliers that do not pass the
pre-requirement audit; a second test audit is conducted, and if they
receive a suitability approval in this audit, material purchasing from the
supplier begins. If they do not receive a suitability approval as a result of
the second audit, material purchasing from the supplier does not begin
iv. Audits according to risk group
These audits are divided into two groups for low-risk and
medium-high-risk suppliers. Supplier audits are carried out by Yldz
Holding or contracted third party.
Suppliers are evaluated based on the results of the audit, and the actions
that are required from the suppliers are determined.
The audit risk group for suppliers with whom cooperation has not yet been
carried out is determined according to the risk category of the material to
be purchased (See Section 1 Part 4 ).
Candidate suppliers that succeed at the risk audits earn the right to take
part in the approved supplier list.
Supplier candidate --> Test sample approval --> Pre-requirement audit --> Audits according to risk group
027
028
Pre-requipment
Audit
Risk Group
Audit
Supplier
Candidate
Approved
Supplier
Unsuccessful
Audit
Result
Successful
Unsuccessful
Audit
Result
Successful
Audit report
is prepared
and signed
Conditionally
Approved
Supplier
Conditionally
Approved
Supplier List is
update
Audit result is
committed on
Approved Supplier
Performance Score
Materials
do not be
purchased
Conditionally
Approved
Supplier
Control
Audit
in 6 months
is done
Conditionally
Approved
Supplier list
is updated
Unsuccessful
Audit
Result
Successful
Is removed
from Approved
Supplier List
The Supplier
is removed
from
Conditionally
Approved
Supplier List
Approved
Supplier
Approved
Supplier
List is
Update
Approved
Supplier
List is
Update
Unsuccessful
Audit
Result
Is added
in Approved
Supplier
List
The supplier is
audited according
to risk group
in 6 months
Successful
Conditionally
Approved Supplier
List is Update
Approved
Supplier List
is Update
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v. Approval-conditional approval-rejection
Approved Supplier: Suppliers who meet the criteria expected of them and
receive a satisfactory score in the audits. Yldz Holding has a shared
approved supplier list managed centrally. List of approved suppliers is
located under the biz.ulker portal system to be seen by the business
units. In order for any supplier to work with a business unit under the
scope of Yldz Holding, it must be on this list.
If a supplier featured on the approved supplier list is going to work with a
business unit in the group other than the one it currently works with, no
additional approval procedure is needed. However, if a different material
is going to be purchased from the supplier, first a risk assessment is
carried out for the supplier's material, and the necessary audit and
approval process is carried out based on the results of this assessment.
Yldz Holding works with the suppliers which are in approved supplier
list.
Conditionally Approved Supplier: Candidate suppliers that pass the
pre-requirement audit are considered to be Conditionally Approved
Suppliers until the audit based on material risk is carried out. Suppliers
that pass the audit based on material risk become approved suppliers
and are added to the list of approved suppliers. Suppliers that cannot
pass the material risk audit continue to hold conditionally approved
status. This status can be held for 6 months at the most.
For suppliers that cannot pass the pre-requirement audit, materials are
not purchased until they receive approved supplier status. Based on the
result of the tracking audit, the decision is made whether to buy materials
or not.
If suppliers featured on the approved supplier list fail the periodic audits
based on risk categories, they receive conditionally approved supplier
status. This status can be held for 6 months at the most. Suppliers are
asked to take action based on the unsuitable aspects communicated to
them. If the result of the test audit is under 700 points again, the supplier
that holds conditional approval status is taken out of the approved
supplier list and material purchasing is stopped.
029
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MATERIAL SUPPLY
The supplier can only enter the approved supplier list once it receives a
satisfactory score from an audit, and material purchasing can then begin.
Denied Supplier: Candidate suppliers that cannot pass the
pre-requirement audit hold denied supplier status, and materials are not
purchased until they pass the pre-requirement audit. If conditionally
approved suppliers who pass the pre-requirement audit hold this status
for over 6 months, they are given denied status and material purchasing
is stopped.
If approved suppliers that are given conditionally approved status cannot
receive approved supplier status again within 6 months, these suppliers
also become denied suppliers and materials are not purchased until they
receive approved supplier status again.
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031
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MATERIAL SUPPLY
Approved
Supplier
Unapproved
Supplier
Supplier Candidate
Approval (R&D))
Pre-requirement Audit
032
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1. 3. RISK ASSESSMENT
Based on our suppliers' quality systems, their products and production
areas are inspected to carry out risk audits in order for the audits and
assessments to be carried out based on correct criteria. Risk
assessments are performed under the material and supplier headings.
033
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MATERIAL SUPPLY
For example;
Milk: When determine the microbiological risk of milk and results
of analysis, it has high risk --> 3
Crystal Sugar: Because of the foreign materials problems and the
high amount used in the final product, it has medium risk --> 2
Vegetable oil: It has low microbiological and foreign material risk
and also data about nonconformance is negligibly because of that
vegetable oil is low risk --> 1
*GMO and Allergens: These two dangers must adhere to legislations for
materials that are purchased. The suitability status is assessed via
materials' analysis certificates and verification programs. Thus, these
dangers must not take part in the risk assessment.
*Extra calculations are not made for packaging materials. Packages that
come in contact with the final product are defined as medium risk (2),
while other packages are defined as low risk (1).
034
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035
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MATERIAL SUPPLY
1. 4. SUPPLIER AUDITS
The production areas of all of the suppliers that operate under Yldz
Holding are audited to provide data for both the supplier risk category and
performance criteria. Action is taken based on the results of this audit.
Annual audit plan is prepared by the central quality supervisor in
collaboration with the business unit quality supervisors and shared with
purchase.
a. Pre-requirement Audit
A pre-requirement audit is applied to candidate suppliers with whom the
company has not cooperated before in order to carry out a supplier
pre-assessment. This audit is carried out by Yldz Holding authorities or
by contracted third party. Business unit quality supervisors give
information for the planning Pre-requirement Audit to the central quality
supervisor and ensure to be in the audit plan. The list of pre-requirement
questions that will be used for the audit is a shared list of questions
prepared for Yldz Holding.
During this audits;
Finish product specification of Supplier
o Process and finish product controls
o Analysis background and certificates
o Hold and release activities
Food safety standards and practices
Organizations, trainings records etc. items are investigated
036
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MATERIAL SUPPLY
038
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039
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MATERIAL SUPPLY
< 700
700 - 850
851 - 1000
Conditionally Approved
Low-risk supplier:
once in a year
Low-risk supplier:
once in a 2 year
< 700
Medium-risk supplier:
once in a year
Medium-risk supplier:
once in a 2 year
Remove from
the approved
supplier list
High-risk supplier:
twice in a year
High-risk supplier:
once in a year
Control Audit
Case Study:
Supplier Selection and Supplier Approval Process
Collaboration of the R&D, purchasing and quality assurance teams is
critical for selecting the right supplier for a new material. Timely
intervention and feedback allow this process to run more smoothly. The
following case study describes the new supplier selection and approval
processes.
Every year, the R&D department devotes time to new product development
efforts and to launching new products. At one of our plants, it was
determined that in addition to the raw materials already in use; milk
powder with enhanced caramel flavor had to be used as well.
Consequently, the R&D supervisor sent an email to the purchasing
supervisor, detailing the specifications of the milk powder and requesting
a face-to-face meeting.
Based on these specifications, the purchasing supervisor identified two
producers and requested trial samples from both of them. After the
samples arrived, the supervisor entered them in the sample tracking
system on biz.ulker and handed them over to the R&D supervisor .
040
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MATERIAL SUPPLY
The R&D supervisor then handed the samples over to the quality
assurance supervisor in order to have the fatty milk powder analyzed in
the quality assurance lab in line with the specifications. It was found that
the samples differed from the regular milk powder only due to their
caramel flavor content. A trial production was initiated and a taste test
conducted only after receiving positive results from physical, chemical and
microbiological tests.
As the analysis process run by the quality assurance team continued, the
purchasing supervisor obtained the documents on the caramelized milk
powder and production conditions from the two candidate suppliers
(product specifications, legal permits, product analysis reports not older
than six months, ISO 9001 and/or ISO 22000 or FSSC 22000 and BRC or
IFS or AIB audit report).
Both analyses on the candidate suppliers yielded positive results and both
supplied a complete set of documents. The quality assurance supervisor
shared the analyses results with the R&D supervisor and a decision was
made to try both milk powders.
The R&D supervisor filled out the product trial form, which contains
material amount will be used in the trial, trial products will be used as
rework, and trial material contains milk allergens as standard milk powder,
and had them signed by production and quality assurance teams.
Trials are performed through R&D procedures and internal and external
tests, which are thought to be necessary by R&D supervisor, are
completed. For the sample products, necessary approvals taken as
mentioned in R&D procedures. Then the trials are continued with the
caramelized milk powder that is used in the approved products. R&D
supervisor wrote down the specifications of the raw material, uploaded
them to the specifications center, and then had them approved and
published.
The quality supervisor contacted both the purchasing supervisor and
central quality supervisor in order to perform a prerequisite audit of the
supplier.
041
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MATERIAL SUPPLY
042
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043
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MATERIAL SUPPLY
044
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Every raw material and packaging material supplied must adhere to the
conditions and limits set forth in the specifications. Material conformity is
tested by the warehouse official before emptying the vehicle and
afterwards by the quality team. The fundamental conformity controls are
given below:
Analysis certificates,
Analyses held as part of the control plan or by outside laboratories,
Vehicle and material visual tests held during delivery,
Performance tests held prior to production as necessary
are the most basic among these conformity tests.
i. Quality plans, analysis certificates
Raw materials and packaging materials are tested according to the
quality plans prepared by the quality assurance departments based on
the specifications published by the specifications center. Some of the
criteria in the quality plans can also be tracked using supplier analysis
certificates.
Purchasing supervisors must communicate to their suppliers the need for
the procured materials to be produced in accordance with specifications
and the obligation that the necessary analyses be carried out according
to the quality plans stated in the analysis certificates. This
communication must be sent together with the materials. Suppliers are
responsible for sending with each dispatch the analysis certificate that
contains the analysis results for the materials as well as the appropriate
raw material specification asked of the supplier.
Our agricultural raw materials might vary by season due to their nature.
Because these raw materials' quality will directly affect the quality of our
final products and there might be situations in the production stage where
improvements cannot be made, audits and analyses are carried out on
location at points before they reach the plant. If a situation unsuited to
the specifications or audit conditions is observed at this stage, the
supplier is informed and improvement is expected of the supplier as soon
as possible.
045
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MATERIAL SUPPLY
046
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047
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MATERIAL SUPPLY
048
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049
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The incoming quality and production teams track whether the problem is
resolved in following batches of material procured, and they communicate
this information to the purchasing department.
iv. Communication
Those on the supplier side who are responsible for the warning forms
(CPA Form, Supplier Warning Form, etc.), complaints, analysis certificates,
specifications and all pertaining information are defined; the contact
information of this person is included in the supplier folder in order to
access this person in situations where it is necessary. The purchasing
departmant is responsible of collecting supplier informations in every
business units.
v. The effect of non-conformance on the performance of related
suppliers
The purchasing agreements must include information regarding how
non-conformities experienced with the material will be communicated to
the supplier. The supplier must know that its performance will be affected
by each material group that causes a decrease in quality, a rise in cost,
and/or a stalling of production.
After the material non-conformities are communicated to the supplier and
the supplier takes the necessary precautions and actions, if it is detected
that the related problem has still not been eliminated, the material is not
purchased until it is guaranteed that the problem is clearly resolved.
050
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051
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MATERIAL SUPPLY
052
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053
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MATERIAL SUPPLY
054
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055
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056
QUALITY
CAMPAIGN
no debate - zero defect
nd
SECTION
RECEIVING AND
STORING
INCOMING RAW
MATERIALS AND
PACKAGING
MATERIALS
nd
SECTION
R.00.14
2nd SECTION
RECEIVING AND STORING INCOMING RAW
MATERIALS AND PACKAGING MATERIALS
2. 1. VEHICLE CONTROL
Shipment of raw materials and packaging materials under appropriate
quality conditions is vital to product quality. Adverse conditions as well as
contamination of raw materials lead to material decomposition, thus
rendering the material unusable. Contamination is also a threat to the
warehouse and other materials in the warehouse. If vehicle shipment
conditions aren't controlled before the materials are received, delayed
problem identification could pose a risk to production continuity. Raw
materials and packaging materials required for production must undergo
controls related to vehicle and shipment conformity.
063
2nd SECTION
RECEIVING AND STORING INCOMING RAW
MATERIALS AND PACKAGING MATERIALS
If the materials have not been palletized (i.e. are in bulk form), have
the materials been properly insulated from the floor of the trailer?
Have the materials arrived on plastic pallets? If the materials have
arrived on wooden pallets, is there a cardboard separator that
separates the first line of materials from the pallet?
Does the vehicle carry a single type of material? Has the vehicle
been carrying foodstuffs, packaging materials or others side by
side?
Does the materials contain any pests, dirt, moths, etc.?
Has the exterior packaging been deformed in any way? Do they
have any tears or physical dirt? Is there moisture on the external
packaging? Are they properly sealed?
Have the materials been transported under appropriate
temperature control conditions?
If any leakage or roll-over is detected and there is a risk that would impact
the rest of the materials in the vehicle, the materials are not unloaded. If,
on the other hand, only a few palettes are affected and other materials
are not at risk, the affected palettes are separated and the rest are
unloaded. The leaking materials are either sent back with the same
vehicle or moved to a separate one inside the warehouse. In such a case,
a warehouse employee in charge communicates the issue to his
immediate superior, and the warehouse supervisor communicates the
issue to the quality assurance department so that they can look into it.
064
If the materials are transported via a tanker truck and the truck goes
directly to the plant without stopping by the warehouse, plant instructions
must be prepared that establish who performs the first check and how.
Similarly, individuals who will receive the materials into the warehouse
(warehouse supervisor, warehouse supervisor, etc.) must also have
instructions and check lists on hand so that they know how to perform the
physical check. These instructions are to be prepared by Quality
Assurance Manager. The rule of shelf life must be defined in these
instructions as well as the above properties. For example, the shelf life
time of the incoming raw material must not be passed over 25% of total
shelf life. With this rule we will use the fresh raw materials in production.
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RECEIVING AND STORING INCOMING RAW
MATERIALS AND PACKAGING MATERIALS
065
2nd SECTION
RECEIVING AND STORING INCOMING RAW
MATERIALS AND PACKAGING MATERIALS
Supplier information
Name or description of material
Production date
Batch/serial/lot number
066
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RECEIVING AND STORING INCOMING RAW
MATERIALS AND PACKAGING MATERIALS
f.
067
2nd SECTION
RECEIVING AND STORING INCOMING RAW
MATERIALS AND PACKAGING MATERIALS
Vehicle
Control
Control of Vehicle
Conformance
Documents
Transportation
Temprature
Control
Control of Supplier
Analysis Certificate
If
proper
The vehicle
unloads.
Incoming
Material Control
on Vehicle
If not
proper
The vehicle
doesnt unload
material is rejected
068
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2nd SECTION
RECEIVING AND STORING INCOMING RAW
MATERIALS AND PACKAGING MATERIALS
Those materials that have been entered into the system are then labeled
according to the instructions prepared for each material. In general, the
label should include information such as name, short code, system code,
amount, batch no assigned by the system, expiration date, etc.
069
2nd SECTION
RECEIVING AND STORING INCOMING RAW
MATERIALS AND PACKAGING MATERIALS
SPECIFICATIONS
QUALITY PLANS
ANALYSIS AND
CONTROL PROCESS
i. Specifications
Quality controls of raw materials and packaging materials are performed
according to the specifications, which are prepared and approved by the
R&D department and then issued by the specifications center. Materials
that meet the limits set forth in the specifications are accepted and used
in production. While green limits mean that the material is accepted, red
limits mean means that the material is rejected.
Some materials, particularly agricultural products, may be defined as
"yellow" limits, second class or B quality in their specifications. The
results of quality analysis of these materials are evaluated according to
the relevant limits, and predefined excellence and discount criteria are
applied.
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MATERIALS AND PACKAGING MATERIALS
When raw materials and packaging materials are subjected to visual and
sensory controls set forth in the specifications, witness samples are kept
to be used as reference. For example, when packaging materials are to be
subjected to color and visual controls, witness samples signed by a print
specialist are obtained and kept, prior to the arrival of packaging
materials. In addition, the R&D team must hand over witness samples for
raw materials such as spices, aromas, additives, etc. to incoming quality
assurance supervisor as well as provide employees who perform sensory
controls raw materials training.
ii. Quality plans
Quality plans must be prepared for every material to ensure that incoming
materials, including raw materials and packaging materials, are checked
thoroughly. Quality plans also facilitate the implementation of control and
analysis methods by making them more accessible.
Quality plans must be prepared according to specifications issued by the
Office of Specs (OoS). When specifications are revised, the quality plans
must also be reviewed and revised as needed.
When quality plans are created, the criteria defined by the specifications,
critical properties, supplier and material risk levels and analysis
qualifications must be taken into account.
Preparation and revision of quality plans are in the responsibility of quality
assurance manager and in the quality assurance directors responsibility
of control and approval. Before publishing or revising the quality plans,
R&D opinions must be taken and the quality plans are published after the
approval of quality assurance director.
ii1. Determination of parameters/analyses/frequencies
Quality plans are prepared separately for each material or by grouping
materials with identical properties. It is of critical importance that
properties be checked and that the methods of these controls and
analyses be carried out and their frequency be clearly determined and
identified.
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MATERIALS AND PACKAGING MATERIALS
Materials must be checked for, above all, properties such as those critical
to material quality, food safety and those that pose a risk of transmission
to other materials. Analyses must be carried out by taking into account
the risk level of suppliers and the impact of shipment conditions on
relevant properties. For example, analysis certificate information of a raw
material we obtain from a supplier with whom we have a strategic
partnership relationship and whose quality systems performance is high
can be considered satisfactory, and this status can be established
through controls at certain intervals throughout the year. When a similar
raw material is sourced from a supplier whose quality performance is low,
a need may arise to perform analyses each time we source this raw
material.
If a non-standard value is measured as a result of an analysis, the
frequency of incoming raw material controls must be increased. Standard
process is to be applied only after the approval of nonrecurrence of the
problem.
ii2. Internal and external analysis processes
Based on the capabilities of each business unit's laboratory, quality plans
must encompass internal analyses to be carried out in the laboratory and
external analyses to be carried by an external laboratory. Periods of these
analyses must be defined clearly in the quality plans.
Plants may contact external laboratories directly or request their
suppliers have the analyses carried out. The purchasing department is
responsible for sharing the information about the analyses with suppliers
and to ensure that the task is successfully completed.
ii3. Verification plans
Instead of carrying out a full analysis for incoming materials we source
from suppliers whom we have established as high performance as a
result of supplier performance assessments; materials or criteria the
risks of which have been established to be low; materials or criteria the
continuous control of which is not practical in terms of infrastructure,
resource management and analysis periods, a verification is carried out
at regular intervals.
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MATERIALS AND PACKAGING MATERIALS
All critical properties identified for the material must be measured, and
the results must be recorded in the analysis certificate. Incoming
materials must be checked based on values recorded on the certificates.
Verification analyses must be carried out also for the criteria required to
define materials and that and legal requirements.
The goal must be to reduce the frequency of incoming material control
analyses by increasing the quality systems performance of suppliers and
to replace the incoming material analyses with verification programs.
Even when the relevant criterion has been defined as an incoming
material control condition during verification analyses, the entry process
must not be put on hold.
If a problem is detected concerning the materials during the verification
analyses, both a full analysis must be carried out during the specified
period and a penalty must be imposed, in consultation with the
purchasing department and the material supplier.
ii4. Defining in the plans what to do in non-conformance situations
If a non-conformance situation arises concerning the materials monitored
under verification plans, the quality assurance department communicates
the issue to the purchasing department supervisors, and the purchasing
department supervisors inform the supplier about the off-limit result,
request the supplier to remove the non-conformance situation, and
impose a penalty. Afterwards, quality controls are carried out on
consecutive batches of the material to establish whether the
non-conformance situation has been removed or not. If measurements do
not reveal any off-limit result, analyses of the relevant material are re-run
based on verification plans.
ii5. Preparation, approval, briefing, publishing and review
Following the issuing of the specifications on raw materials and packaging
materials, the quality assurance team prepares the quality plans. The
quality plans, are published after being approved.
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MATERIALS AND PACKAGING MATERIALS
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MATERIALS AND PACKAGING MATERIALS
When samples are not covered properly, the material becomes exposed
to external factors, which poses a risk of contamination or exposure to
pests. In such a situation, we also put other materials stored in the
warehouse at risk.
i2. Identification
After samples are taken in an appropriate manner, an identifying label
must be attached to the package of the sampled material and it must be
handed over to the laboratory. This label must bear information such as
name of the sampled material (SAP or AS 400 code, if any), short code,
batch number, amount, arrival date, production/expiration date of the
material.
i3. Delivery of samples to laboratory under appropriate conditions
After samples are taken from vehicles or material warehouses, the
samples are handed over to the laboratory, which is also a critical
procedure. Materials may need to be transported without breaking their
cold chain; or they may be prone to crushing, breakage, etc. In such
situations, the sample is handed over to the laboratory under appropriate
conditions.
ii. On-site controls
Some materials (agricultural products, imported materials, etc.) can be
checked on-site before they arrive in our warehouse. By this means, the
conditions under which the seasonal product is kept can be established,
or an opinion can be formed whether to change the supplier. With this in
mind, unsuitable materials can be rejected on-site without even arriving in
our warehouses.
ii1. Import material control
Some imported materials can be checked on-site, or before they are
cleared and legalized, on board or at a bonded warehouse, and a decision
can be made about the materials.
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MATERIALS AND PACKAGING MATERIALS
Control methods that have been identified in consultation with the supply
chain business unit to protect the interests of the company are
implemented. Although policies may vary by plant, the critical point is to
prevent the use of off-spec materials.
ii2. Early controls performed on agronomic raw materials
Agricultural engineers and supervisors carry out various controls on
agronomic raw materials. It is thus ensured that raw materials grow under
appropriate conditions from seed to harvest. All controls on these raw
materials include the following:
-
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Milk: Field supervisor for milk purchases carry out monthly controls at all
milk collection centers and farms in regards to physical conditions and
policies. Suppliers whose products do not comply with acceptance criteria
are issued warnings and penalties are imposed when necessary. All milk
suppliers are audited once a year and reports are prepared.
iii. Analysis certificate control
When the materials arrive at the warehouse, the warehouse
supervisor/quality supervisor controls if they have supplier analysis
certificates. Then, conformance of the parameters stated on the
certificate with the specifications, whether the analysis results are within
green limits as well as the following are controlled:
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Raw material and packaging material samples are taken and delivered to
the laboratory to start the analysis process. Materials aren't accepted
before the analysis results are obtained.
iv2. External analysis
Some parameter analyses cannot be performed in plant laboratories, yet
quality plans require these analyses to be performed at specified
intervals. Therefore, an accredited external institution is assigned for
such analyses:
- For these analyses, the factories may either take their own samples
and send them to the institution,
- include them in a group of analyses that may be performed by the
suppliers.
- If they choose the latter, the plant can either send the samples on
behalf of the supplier or request that the supplier do so.
Controls within this scope must be defined in the quality plans.
iv3. Analysis methods
Internationally-accepted methods must be used in the analyses of raw
materials and packaging materials, as specified in the quality plans. The
methods used can be controlled mutually with the suppliers and
generalized to achieve harmony among analysis results.
iv4. Confirmation analysis
In the event a laboratory analysis obtains an unacceptable result, the
analysis can be repeated to confirm that the error(s) are not due to
employee or device error.
Additionally, for analyses performed using rapid methods, confirmation
analyses must be carried out via extended methods at specific intervals.
In order to confirm the accuracy of laboratory devices, chemicals and
personnel practices, annual confirmation plans must be prepared.
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MATERIALS AND PACKAGING MATERIALS
Both the plant and an accredited external laboratory work on the same
samples for the specified analysis methods, and their results are
compared.
Incoming Control Process of Raw Material and Packaging Material:
Sampling
Taking the
samples
according to
instructions
Control of
Supplier
Analysis
Certificate
Controlling
the supplier
Analysis
Certificate
Analysis
080
Covering the
material
properly
after taking
sample
Planning and
performing the internal
analyses in plant
laboratories
Labelling
the sample
Evaulating
the conformity
of certificates
parameters with
spesifications limits
Planning and
performing the
external analyses
in contract
laboratories
Delivering the
sample to the
laboratory in
proper conditions
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RECEIVING AND STORING INCOMING RAW
MATERIALS AND PACKAGING MATERIALS
Controls during
receiving materials
in the warehouse
Unconformities during
receiving materials
in the warehouse
Supplier Analysis
Certificate Results
Unconformities in materials
parameters with
spesifications limits
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MATERIALS AND PACKAGING MATERIALS
b. Rejection Decision
If one of the below non-conforming situations is observed during controls,
a rejection decision will be made.
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Case Study:
R.00.14
Control procedures for raw materials transported via tank truck as well
as for the truck itself
We recognize that the arrival of raw materials at our plants under
appropriate conditions and the purchasing of raw materials that fulfill our
specifications are both critical to the quality of our products. This section
focuses on controls to be performed on raw materials that arrive in tank
trucks and on the tank trucks themselves.
Glucose syrup, a raw material used at many of our plants, is transported by
tank truck. When a tank truck enters the plant, both the production
operator, who is responsible for unloading the truck, and the quality
assurance team perform control procedures. Therefore, an unloading
operation can be performed only after it is established that the raw
material meets the specifications. Ahmet, a production operator, was
responsible for unloading the tank truck carrying glucose syrup that
entered the plant during the morning shift. When the truck docked at the
unloading station, Ahmet retrieved the list containing the physical controls
to be performed.
Based on this list, he ensured the exterior of the truck and the valves were
clean, and that the truck was sealed. After finding no problems, he asked
the driver to present the following information about the two-tank vehicle:
the loading plan, information about the previous shipment's load, seal
information, and the supplier analysis certificates for the glucose syrup.
Based on these documents, he established that the truck transported
glucose syrup during the previous shipments. The vehicle hygiene form
stated that the first tank was used to transport invert sugar syrup in the
previous shipment; therefore, the vehicle had been cleaned. Since Ahmet
did not detect any problems with the vehicle, he moved on to the sampling
stage.
The analysis certificate stated that both of the truck's tanks were filled
with glucose syrup with the same batch number in order to fulfill the
tonnage requirement. Ahmet took samples from both tanks by following
the operator plant sampling guidelines, brought them to the quality
assurance lab and handed them over to Emine, the laboratory assistant.
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MATERIALS AND PACKAGING MATERIALS
Emine then checked the quality assurance plan, which was prepared
according to the raw materials specifications, to identify the analysis
required for the glucose syrup and began to perform the related analyses.
After the analyses were completed, she compared the results with the raw
material specifications and determined that the dextrose value was not
within the set range. In order to verify the results, Emine called Ahmet and
requested that he take another set of samples. She then repeated the
analysis on the new samples. The results were the same. Emine
immediately informed the incoming material quality assurance supervisor.
The quality assurance supervisor discussed the issue with his superior and
they decided to reject the raw material. Emine also informed the
warehouse supervisor and purchasing supervisor about the situation via
email. The glucose syrup was entered into the system. The raw material
that failed the specification analyses was recorded as rejected in the
system.
Afterwards, the purchasing supervisor informed the supplier that his
product was rejected and requested that he submit his thoughts on the
cause of the problem. The supplier responded that the problem was
caused by an issue in his own processes and shared the measures he had
taken to prevent a similar situation from occurring again.
As a result, the importance of initial controls on incoming vehicles and
quality control processes was re-emphasized, and product quality was
maintained through the identification of an inappropriate raw material.
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MATERIALS AND PACKAGING MATERIALS
2. 4. STORAGE
a. Quality and Food Safety Standards
Our raw material and packaging material warehouses must be designed
in accordance with quality and food safety standards, and must protect
our materials against any kind of outside contamination. Materials must
be brought into the warehouse in an appropriate manner and transferred
to production without risking quality and food safety until they are used.
The storage conditions of raw materials and packaging materials must
conform with the standards stated in the specifications for materials.
Therefore, when a new material specification is published, if there is a
temperature and moisture value not present in the warehouse, materials
must be purchased only after fulfilling these conditions.
The main quality and food safety standards that must be followed in
material warehouses:
Outside Area Conditions:
Warehouse entrances must be designed to prevent the entry of
pests. Water accumulation must be prevented in areas of the
building that lead to the exterior. All the water/sewage drains
on-site must have manhole covers. There must be adequate
number of manholes at appropriate distances for sewer cleaning.
Garbage must be kept outside the warehouses, and the materials
to be disposed must be removed from the warehouses.
No bird nests should be present under lean-to roofs and around
the building.
All plants in the garden and external area must be checked.
Uncontrolled weed or plant growth is prohibited in the 1 m space
around the building.
Food mustn't be stored in the external area. When food must be
held in an external area for a short period of time, pallets must be
covered so as to prevent contamination, and required precautions
must be taken.
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b. Non-conformance Situations
When conforming storage conditions aren't provided in the material
warehouses for any reason (technical faults, work performed outdoors,
etc.), the warehouse supervisor must start the process of eliminating the
non-conformance.
i.Communication in case of non-conformance
Cases of non-conformance in the warehouse must be primarily reported
to the quality department first. For assessment of non-conformance, the
related quality supervisor and other departments such as maintenance,
purchasing, planning and production are notified, and actions are planned
rapidly to eliminate the non-conformance.
ii.Taking precautions
Required precautions must be taken rapidly in order to not risk the
materials in terms of quality and food safety until the problem is
eliminated. Materials must be removed to a separate area of the
warehouse or transported, if required.
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MATERIALS AND PACKAGING MATERIALS
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The warehouse supervisor attaches the label with the new ED information
on the related material and tracks accordingly.
The warehouse supervisor mustn't allow the use of non-conforming
materials according to the review. Necessary practices are performed for
the disposal of materials kept in the quarantine area of the warehouse.
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MATERIALS AND PACKAGING MATERIALS
2. 5. CONTINUOUS IMPROVEMENT
Ensuring the quality and food safety standards of our raw materials and
packaging materials is achieved through performing regular audits on our
material warehouses, determining the aspects to be developed, and
taking time-sensitive precautions. Therefore, our warehouses must be
tracked constantly and be involved in the improvement process.
b. Corrective Actions
Corrective actions are a system conducted as part of our plants' quality
management systems and covers all processes (receiving raw materials
and packaging materials, production, shipment and the consumer). This
system also includes the authorizations and responsibilities required to
perform the necessary actions for researching, analyzing and preventing
the recurrence of non-conformities.
Corrective actions are requested by auditors related to the
non-conformities found at our material warehouses. These activities are
completed by assigned persons according to a specific schedule.
Corrective actions are controlled on-site and completed if they are found
to be conforming. For inadequate corrective actions, additional corrective
actions are commenced and non-conformities are completely eliminated.
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c. Scorecard
Scores and non-conformities of our raw material and packaging material
warehouses as a result of internal and external audits performed at
specified intervals are tracked. A scorecard is created for each material
warehouse and the progress of our warehouses are monitored on a
monthly basis.
d. Trainings
Warehouse personnel must receive training on quality and food safety
from the quality supervisors before starting to work. These trainings
should include the following subjects: storage of materials in
conformance with the criteria stated in the specifications of materials,
significance of storage temperature control, controls to be performed
before receiving the materials into the warehouse, significance of batch
number and ED tracking, prevention of cross contamination in the
materials, and controlling storage pests.
Employee training must be designed and implemented according to role
descriptions. Training programs must be repeated at least once a year
and all trainings must be recorded.
095
QUALITY
CAMPAIGN
no debate - zero defect
rd
SECTION
PRODUCTION
rd
SECTION
PRODUCTION
In this section, the production process of products that have been
developed and made ready for sale is described under the following titles:
Preparation Prior to Production, Food Safety Program, Controls During
Production,
Non-conformance
Management
and
Continuous
Improvement.
The production of products that are loved by our consumers and
continuous improvement of their quality in line with the zero defect target
are possible when all teams fulfill their roles and responsibilities through
participation and coordinated work.
R.00.14
3rd SECTION
PRODUCTION
a. Publishing of Specifications
Once a product development project is approved and completed, the
specifications define the target product and material properties, and the
products are prepared for production. Ensuring consumer satisfaction in
every package at all times is possible through accurate definitions.
Properties and their limits that are effective to consumer satisfaction are
defined and guaranteed in the specifications of finished products,
processes, recipes, raw materials and packages.
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Before publishing or revising the quality plans, the opinions must be taken
from R&D and the quality plans are published after the approval of quality
assurance director.
These plans include information regarding which parameters should be
controlled and by whom, how and how often they should be controlled,
and where the control records should be kept.
Competencies, risks and opportunities are evaluated with the target of
performing all controls required to achieve the desired quality during
preparation of quality plans. Therefore, the questions given below are
evaluated:
To what extent does the production line conform with the properties
stated in the specifications? Do deviations or oscillations occur
frequently? Are any special precautions or controls required to fulfill the
related conditions? etc. The frequency of controls must be in proportion
to the amount of risk involved in fulfilling the related condition.
The plant's workforce and technical capabilities also play a determining
role in the frequency and method of controls. Therefore, the
determination of accurate priorities, the exchange of ideas with relevant
departments and progressing by common agreement are all important.
Critical properties as identified by the specifications are of top priority
for product quality, and the focus must be on these areas while
determining the measurement frequency.
ii. Determination of how and where to record the controls
How and where to record all controls are specified in the quality plans.
Control records of raw materials and packaging materials, including the
results of analyses and reviews performed by incoming quality control
supervisor, are recorded in the system (SAP, AS 400 or form).
Process and final product control records, including the results of controls
performed by both operators and the quality team, are also recorded in
the system (SAP, form etc.).
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For this purpose, quality plans are identified in the relevant systems
before the supply of raw materials and packaging materials, and before
production commences.
iii. Approval and publishing of quality plans
Once the quality plans are prepared by the quality chief/engineer, they are
approved by the Quality Assurance Manager, published and implemented.
An infrastructure must be created in order to publish quality plans for all
relevant persons and make them easily accessible.
iv. Amendment situation (when and how to amend, how to approve
and publish)
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All assessments must be performed for the quality of both available and
new products. Using the defect definitions provided in the specifications,
each work department must establish methods particular to its products
for the tests of conformance to specifications.
Production is commenced following the final approval of new line and
equipment (after the assessment of food safety and product quality) by
the Quality Assurance Manager.
f. Production Plan
During the planning of production, the plant's allergen matrix must be
taken into account. The production plan must be created by considering
the allergen content of products and allergen cleanings to be performed
during product replacements. In this manner, a time schedule can be
prepared that is appropriate for allergen cleaning, and our products are
protected from allergen contamination risk.
At the same time, the specific trainings received by operators must be
taken into consideration when assigning operators to production lines
according to production plan.
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a. Pre-Requisite Programs
It is essential to protect foods from for food safety to protect foods from
any kind of physical, chemical and / or biological contamination that may
risk their reliability. In order to achieve this, the pre-requisite programs
detailed below are applied in all work departments within Yldz Holding.
-
Metal
Control
Glass/Rigid
Plastic
Control
Foreign
Material
Hunt
Controls
Prior to
Production
Temporary
Maintenance
Foreign materials may cause great harm and damage to the health of our
consumers, the quality image of ULKER brand and to our equipment.
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The incident is the most urgent issue in the production, therefore the
production foreman, production chief, production manager, quality
foreman, quality chief and quality manager have a meeting in the incident
area to determine the precautions.
The team has decided the actions after the risk analysis about foreign
material spreading into products. The chocolate has been taken out from
the enrobing machine. All the glass parts collected from the chocolate
until they reached the weight of the fluorescent lamp.
All the enrobing machine parts have been cleaned against the small parts
of glasses and chemical contamination. The contaminated chocolate has
been destroyed against the glass risk. The incident recorded (Broken
Glass-Hard Plastic Form) and non-conformity management form procedure
started. The incident evaluated and the root analysis of incident, risk
assessment and corrective actions determined by production,
maintenance and quality teams. All the fluorescent lamps have been
exchanged with substantial led lamps in all chocolate enrobbers.
Actions and precautions against the foreign material (metal pieces)
spreading into products
We will issue an incident about the importance of metal detector and the
benefits of using the detectable materials (pencil) by metal detector in the
production.
A line operator has been unconsciously dropped his pencil, which can be
detected by metal detector, into nougat conticream bunker in the nougat
line of chocolate plant. He has not been noticed that incident. The dropped
pencil was broken by the rotating knifes into many parts.
The broken pencil was not noticed until the products arrived the metal
detector of packaging step. Since the metal pieces are in many product,
metal detector gave alarm and rejects series of products. Line operator
realized the abnormal situation and stopped the line. However he could not
notice the real problem and started the line. After a while metal detector
again started to give alarm and reject series of products.
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This time line operator stopped the line and informed the production
foreman about the problem. The incident is an urgent issue in the
production; therefore the production foreman and quality foreman have a
meeting in the incident area to determine the precautions. After the
investigations they understood the metal material is a part of the pencil.
The production chief, production manager, quality chief and quality
manager decided the actions to solve the problem. Products have been
gone through the metal detector until all the part of pencil is collected. The
products 10 min before and 30 min after the alarm are taken out and sold
as non-sanitary waste.
As seen in the case, metal detectable equipment and effectively running
Metal detectors are so important in order to prevent foreign material to
reach the consumers.
ii. Personnel hygiene
Employees who touch surfaces that come into contact with food, raw
materials or products must act so as not to contaminate products, as is
also stated by law. ULKER has always adhered to its duty to raise
awareness among its employees regarding personnel hygiene. All
employees in the plant are responsible for taking care of their personal
hygiene.
Main Practices
Hair
Except for offices where production isn't performed, hair and ears
must be covered by a bonnet inside the plant, production and
storage areas.
The plant instruction on personnel practices must be considered
for beard and mustache. If beard and mustache are permitted
according to plant instructions, beard/mustache bonnets must be
used for beards and mustaches.
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Smoking
Smoking is only allowed at areas specified by the plant.
Eating-Drinking
Eating and drinking (including chewing gum) are only allowed in the
refectory or identified areas. It is not allowed to eat and drink in the cars
parked on the plant site. Hand cleaning is essential after eating and
drinking. Therefore, eating points must be close to hand washing and
disinfection areas.
It is not allowed to eat products at the line. Product tasting can be
performed only in identified areas. There must be signs at product tasting
points. After eating at product tasting points, hands must be disinfected.
Infectious Disease Control
Prior to employment, it must be made sure that candidates do not have any
disease that may risk products.
All cuts and wounds must be covered with watertight plasters which are
sensitive to metal detectors.
Injuries on Body
In cases when bloody injuries and body fluids are present,
infirmary/workplace doctor is consulted and action is taken on the part of
the body that contacts with products or doesn't contact but poses a risk. If
the amount of body fluids can risk products, that employee must stop
working. In case of occupational accidents where body fluids contaminate
the equipment, the equipment is cleaned and disinfected. Products
containing risk are disposed.
iii. Cleaning program
All lker products are manufactured by ensuring sanitary conditions within
the scope of the good manufacturing practices at our facilities.
Each facility must have a cleaning program to reduce the risk of
contamination during effective cleaning of equipment, product preparation,
production and storage processes.
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Cleaning frequency
Personnel responsible for cleaning
Which instructions will be carried out
Personnel responsible for the cleaning approval
Depending on the requirement, subsequent assessment methods
may include the following controls:
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Daily
Cleaning
Periodic
Cleaning
Line
Suspension
Cleanings
New Line/
Equipment
Cleaning
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Closed System Cleanings: Closed system ( ex. Closed pipe line, filling
system, tanks ) cleanings must be done delicately using CIP methods.
Since visual controls are infeasible in closed systems, the effectiveness
of CIP methods are of great importance. To ensure CIP methods are
working properly, the following parameters must be inspected and
recorded;
Temperature
Chemical concentration
Flow rate
Procedure durations
Pressure
Chemical validation of rinse water
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Chemical concentrations
Tools / equipment to be used (color coding shall be observed)
Equipment/sites to be disassembled
Water temperatures
Procedure durations
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Case Study:
Cleaning and control of allergens; control and monitoring of temporary
maintenance
One of the subjects we take care in our all facilities is to prevent allergen
contamination. That is why, the allergen cleaning and the effectiveness of
that cleaning has been so important during transition of different
production.
At one of our facilities, the production has been planned as plain product
would be manufactured afterwards product with hazelnut. The line operator
has closed the line and started to preparation for allergen cleaning after
product with hazelnut. Especially he has brought the allergen cleaning
equipment to the line and he delegated the cleaning activities to his
colleagues at the same line. They all have started to clean. After allergen
cleaning completed, the line operator has called Quality Foreman to get line
cleaning approval in order to run production. Quality Foreman has checked
with his torch all points at first. Then he has started to check the points to
be checked with specific allergen test kits which are described on
production change control form. He has seen positive result with test kit at
the inside of tank 1. Upon, the hazelnut allergen test results have been
positive at each time although cleaned many times again and again. While
research for root cause, it has been realized that temporary maintenance
has been applied by a teflon tape in the tank. It has not been possible to see
during visual check. Quality Foreman has transferred the case to the
Maintenance Foreman and has provided permanent maintenance to be
made. Tank has been cleaned once again, checked with allergen test kits
and there has been no hazelnut allergen at that case. The line cleaning has
been approved by Quality Foreman and production has run for the plain
product.
The importance of allergen control beside allergen cleaning and the
different problems caused by temporary maintenance unless changed to
permanent improvement have been understood.
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These controls are performed at least once a week, and cover all areas of
the plant. Regardless of routine or non-routine, all site controls must be
recorded completely.
All practices in the plant must follow an order of importance; starting from
high risk areas to low risk areas as specified by the risk assessments of
the company. Once every three months, a review is performed in the plant
for the control of pest activities and improvements made against pest
activities. Action plans are prepared for chronic problem sources.
Raw material warehouses are the risky and difficult areas in pest control.
Therefore, employees in raw material warehouses, cleaning and relevant
quality departments receive an extra training on storage pests.
b. HACCP Program
A food safety management system must be established in each entity as
part of the HACCP Program, and implemented by covering all raw
materials, packaging materials, processes and products of the plant.
An HACCP plan must be present for all lines and product groups in all
plants. For this purpose, an HACCP team must be created under the
leadership of food safety engineer / chief. Hazard analyses for every line
and product group must cover all physical, chemical and biological
hazards. Critical control points (CCP) must be determined, brought under
control, and the fact that products are protected from these hazards must
be demonstrated with evidence.
If there are wastes used as animal feed, risk assessments must also
exist about their conformance for consumption by animals.
In each plant, following 12 main steps must be followed as part of the
HACCP program:
1. Making an HACCP team: This team consists of employees from
various departments such as R&D, production, maintenance, quality,
logistics. Plant experience is significant in person selected for the
HACCP team.
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c. Allergen Management
Food allergy is a vital issue for human health which may result in death if
neglected. Consumer awareness and legal liabilities are continuously
increasing in this respect.
In entities which produce products with allergen content, a food allergen
control plan must be established to manage the risks. Food allergens to
be specified on packages must be determined; each of content, process
and packaging stages must be assessed.
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Allergic reactions
The most commonly seen allergic reactions are given as follows. The
actual list is tracked via global and legal references such as Codex, EU
regulations, which are updated via scientific researches.
Coeliac disease: Coeliac disease is a hypersensitive reaction which
affects small bowel; it causes inflammation and deformation in bowel villi
by which important elements are absorbed. Gluten protein found in barley,
wheat, rye and oat are toxic for coeliac diseases.
Sulfide hypersensitivity: Sulfides can be transformed into sulfur dioxide
under suitable conditions. Reactions to sulfides are characterized by
severe bronchospasm which emerges in a few minutes after consuming
the food including sulfide.
Lactose intolerance: Lactose intolerance leads to a reduction in the
lactose digestion capacity due to low lactase enzyme activity in small
intestine.
Egg allergy: Egg allergy is seen at a ratio of 1.6% in kids about 2.5 years
old; a reduction of 11-50% and 82% is observed at about 4-4.5 and 16
years, respectively. Both the yolk or whites of eggs may create reaction.
Fish Allergy: Many fishes include - parvalbumin major allergen protein,
such as Atlantic herring (Clupea Harengus), Pacific sardines (Sardinops
sagax), Yellowfin tuna (Tuhunnus albacares), Swordfish (Xiphas gladius),
Atlantic salmon (Salmo salar), Ocean sea bass (Sebastes marinus).
Some people are allergic to all fish while some are allergic to only a few
types of fish.
Soy Allergy: Six different allergens are found in soy (Gly m1-Gly m6). But
soybean oil and soy lecithin can be used by many people since they are
based on soybean oil fraction. Products labeled with additive vegetable oil
do not contain soy protein.
Crustacean and mollusk allergy: Shrimps, crabs, crayfish, lobsters and
other crustaceans may lead to allergic and non-allergic reactions.
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d. Internal Audits
All areas within the plant are controlled via internal audits on a monthly
basis. Food safety audits are planned and conducted under the
leadership of food safety director on a monthly basis. These audits cover
production areas, external areas, raw material and packaging material
warehouses, and auxiliary plants. All teams performing internal audits
report the audit findings to food safety director. In the regular meetings
arranged with the participation of required departments, necessary
improvement plans are prepared with reference to audit findings. The
person responsible for improvements provide feedback to food safety
director on the improvements performed. Thus, all production areas,
external areas and warehouses are audited monthly, non-conformities are
detected and required improvements are planned and performed.
e. Food Defense
Food Defense Program aims to define and reduce the known risks that
may be caused by people on the food products produced in the plant.
Minimum requirements which must be fulfilled in each plant are as
follows;
Setting up a risk assessment team and assigning a team leader
Establishment of a food defense program
Inspection of plants to determine their defenselessness level,
and performance of risk assessment by the team
Preparation and tracking of action plans for the determined risks
Refreshment of annual food safety trainings
Annual assessment of food safety program
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3. 3. LABORATORY MANAGEMENT
With the aim of establishing common analysis methods and principles to
ensure the accuracy and consistency of laboratory analyses, a common
laboratory method is applied at Yldz Holding companies. Thanks to this
method, minimum operational and management standards are created,
and the accuracy and reliability of the sensory, analytic, instrumental and
microbiological analyses performed at the factories are ensured.
Such planned Laboratory Management is conducted by transferring to
Denet End. Hiz. A., which is a special expert laboratory, for all business
units and locations within Yldz Holding.
Relating to Laboratory Management, way of doing business and mutual
responsibilities belong to; all business units within Yldz Holding
(Principal Employer), Denet End. Hiz. A. . and Northstar Innovation
Danmanlk A. .
Denet works with international and scientific methods and provides
employment accordingly. Also, it performs based on scientific and
technological infrastructure according to quality plans which are
determined by Yldz Holding and Global Quality Assurance.
The quality of services supplied by Denet to Principal Employer is audited
and observed by Quality Assurance. Monthly Activity Report, which
designed by Quality Assurance, is prepared at each month by Denet for
previous month and it is forwarded to Quality Assurance and Principal
Employer.
Monthly Activity Report includes follows;
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Optimization of
Analysis Time for
Production
Continuity
Laboratory
Organization and
Management
Laboratory
Quality
Management
Laboratory
Safety
Assuring the
Reliability of
Test Results
Supply of
Consumable Items
and Services
LABORATORY
MANAGEMENT
Personnel
Laboratory
Facilities
Analysis
Methods
Materials, Reagents
and Reference
Materials
Management
Sample
Preparation
Management
Equipment
Management
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Personnel
o All laboratory staff should have the necessary education, training,
knowledge and experience to fulfil their assigned work, which
should be maintained and updated once a year.
o All laboratory staff should be supervised until shown to be capable
regarding the work to be undertaken. With periodic assessment
process, which analyzes, analysis time, number of analysis and as
a result of validation analysis.
o The laboratory should implement and enforce recognized
personnel hygiene and protective clothing policies.
o Except for formal sensory appraisals, eating, drinking and smoking
should be prohibited in laboratory areas. Food and drink for human
consumption should not be stored in laboratory areas.
o Appropriate facilities for storage of personal belongings should be
provided defined laboratory areas.
o Laboratory coats must be worn at all times when in laboratory
areas. Spare coats should be available for visitors.
Laboratory Facilities
o Laboratory areas should be clean and tidy and convenient to
laboratory standards.
o Access to the laboratory areas and use of those areas should be
controlled and restricted to the authorized personnel. Where
possible, office type accommodation should be provided separate
to the general work bench activity.
o Where feasible, high risk laboratories/pathogen laboratories
should be physically in a separate building or separate laboratory
handling regular non high risk testing. If it is not possible, it should
have its own separate cleaning program and should be cleaned
with alcohol.
o Ventilation and drainage systems should ensure products in
manufacturing, packaging or product storage areas are protected
from sources of contamination in the laboratory air and water
systems.
o Depending on risk identification and risk assessment, environment
check program should be applied for microbiological laboratory.
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Analysis Methods
o All methods in use must be prepared and approved according to
international standard analysis. If commercial methods developed
in house and/or modified versions of standard/industry
recognition methods are used they should be validated in house
before use.
o Sufficient validation data should be available in order to
demonstrate that the performance characteristics of methods
used are capable of achieving the range and accuracy as required
by the intended use of the test results.
o Methods must be documented that ensures correct test
procedures are consistently followed at all times.
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d. Traceability Records
Traceability in production is the major stage of process quality control. In
order to manage our risks in the most accurate way, products must be
tracked from raw material to consumer accurately.
Lot numbers of raw materials to be used in product preparation stage are
recorded in the traceability record system (ERP system, Barcode Scanner
Systems, Forms, etc.). Operator must visually check if traceability
information on the material matches with information on the system.
Then, production order and control lot are created for the relevant line
prior to commencement of production. By this way, traceability is
continued and controls are recorded. Process controls performed during
production stage are recorded until the end of production so that this lot
number isn't lost.
Traceability records are kept also in packaging stage of products. A
finished product lot number is generated to enable easy access to
records kept during process stage. Production/expiration date,
production time, machine/error number are also found on packages.
If there are no successive productions during process stage, traceability
definitions (product description, code, production/expiration date, plant
name, amount and lot no) are also made in semi-finished products. These
information are then transferred to the final product.
e. Controls in Laboratory
During production, there are parameters which are deemed as necessary
to be tracked analytically in semi-finished products or products. These
parameters are tracked via analyses in department laboratories within
production, measurement devices found at the lines or central laboratory.
Program related to analyses is defined in quality plans of the plant.
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Sampling stage is critical for the reliability of analysis. The quality plans
must define who will perform sampling and from which points the
sampling should be made.
In case the analyses are performed in laboratory, samples are taken by
the employees assigned from production or quality department and
transferred to laboratory as soon as possible. Another important issue at
this stage is defining the traceability information about samples
accurately. Samples must be transferred to the laboratory with the
following information on:
Date:
Time:
Sample Name:
Batch no / time / line / machine:
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147
015
Physical
Physical
Physical
COOLING TUNNEL
Control
Type
Workflow Description
No
Publishing No: 1
YES
YES
Air Bubble
YES
Critic
Humidity
of wafer in
cooling
tunnel
Temperature
Parameter
mm
Celsius
C
Unit
----
A maximum of
2 pieces of 2 mm
small air bubbles
can be existed.
Greater than
2 mm or 2 mm
smaller than
that of the
hole 3 is no
more than
one trace
of air bubbles
6,75
LOWER ALARM
LIMIT
----
6,5
LOWER
REJECTION LIMIT
Line: Wafer 4
Plant: Chocolate 2
Process Specification
A maximum of
2 pieces of
2 mm small
air bubbles
can be existed.
0,1
9,5
TARGET
A maximum of
2 pieces of
2 mm small
air bubbles
can be existed.
1,5
12,25
UPPER ALARM
LIMIT
Greater than
2 mm or 2 mm
smaller than
that of the hole
3 is no more
than one trace
of air bubbles
12,5
UPPER
REJECTION LIMIT
Green products
produced in
standard intervals
to ensure that
production is
maintained after.
Temperature settings
are changed until
it reaches green
limits.
Status: Published
R.00.14
TEMPERATURE of
WAFER IN COOLING TUNNEL
WAFER MOISTURE
BUBBLE OF PRODUCT
SURFACE
COOLING
TUNNEL
WAFER OF
H 120 OVEN
COATED
WAFER UNIT
3
YES
YES
YES
CRITIC
CONTROL DEVICE
DRYING OVEN
VISUAL
THERMOMETER IN LINE
CONTROL METHOD
TWICE IN A SHIFT
ONCE IN A HOUR
ONCE IN A WEEK
ONCE IN A SHIFT
OPERATOR
ONCE IN EVERY
4 HOURS
APPROVED BY
PREPARED BY
PAGE: 1/1
REVISION NO: 00
REVISION DATE:__
DOCUMENT CODE: KP.00205-05.01
3 WAFER UNITS /
BEFORE PACKAGING
AFTER COOLING TUNNEL
QUALITY FOREMAN
SAP
SAP
VERIFICATION
RECORDING FORM
SAP
SAP
RECORDING
Y0020505
FORMULATION
CODE
3 WAFER UNITS /
BEFORE PACKAGING
AFTER COOLING TUNNEL
TEMPERATURE GAUGE
PLACE AND
AMOUNT OF
SAMPLE
OPERATOR
LABORATORY
RESPONSIBLE
QUALITY FOREMAN
OPERATOR
RESPONSIBLE
ONCE IN EVERY
4 HOURS
CONTROL
FREQUENCY
CONTROL
PARAMETERS
PROCESS STEP
WAFER 4
000205-05
NO
LINE
PRODUCT CODE
PRODUCT NAME
3rd SECTION
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Yellow Limit;
Yellow Results/
Control Results
Take Action
Notify your
supervisors if the
problem isn't
solved
TestiRepeat
Tekrarla
the/
Kontrol
et
Test
/ Control
Shift limits to
Green or suspend
production
Suspend production,
pack the products which
are produced after the problem is
solved. Inform Quality Departments,
block the problem products.
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vii. Records
Non-conformance (incident) case is opened for red limits. Actions are
tracked, and non-conformance (incident) case is closed so that it includes
taken precautions and improvements performed about separated
products. (Less than one pallet is reported as part of class 3, 1-50
pallets as part of class 2, fifty and more pallets as part of class 1.) (See
Section 3 Part 8).
Each blockage situation must own a unique record number (BLOCKAGE
CODE) and these codes must be tracked by the quality department from
a general list. This Blockage Code must be used in the labels of blocked
products, incidents, all related notifications and records. These codes
may either be automatic sequence numbers received from the SAP or a
similar system, or defined by means of a manual index to be created by
quality department (See Section 3 Part 7).
Records related to product blockages and red limits must be reviewed at
daily, weekly, monthly and annual intervals, and precautions must be
taken to prevent recurrence of the problem.
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Red Limit;
IF
THE RESULT IS
GREEN
IF
THE RESULT IS
YELLOW
IF
THE RESULT IS
RED
Record and
Continue Production
Start production in
a controlled manner,
make adjustments
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Case Study:
Red Product Determination and Actions For Process Limits
Keeping the finish product attributes determined in specification till it is
reached to consumer is very important regarding consumer satisfaction
level. Therefore, being sensitive about process and finish product by
operators prevents to potential consumer complaints.
10 piece Cherry Menthol chewing gum has been started to packed at line1
as scheduled in production plan 3rd week of June. Routine cleanings were
completed and all required raw materials were picked up from warehouse
into production area. Production has been started after cleaning approved
by both production and quality foreman. Operator Sleyman Bayri didnt
determine any problem in taste during his control before production run.
After startup, Sleyman Bayri picked up 5 packs of product samples and
started his hourly controls on the table on which specifications are hanged.
Dates on pack were legible and clear, all pack attributes between
specification limits, no visual problem regarding package. Also he checked
opening strip, there was no problem with it and then he started to check
weights which are in limits.
During the product defect controls he realized a peeling problem which is
out of specification on top corner of coating. He opened another pack
based on the instructions to check that the red situation continues and
saw the problem in also this pack. He has stopped the line and call the
production and quality foreman urgently. Production foreman came to line
and evaluated the problem with quality foreman; they noticed that only
one of 10 products in the pack has the problem. Production and quality
supervisors have been informed about the case.
All packed and unpacked products produced in last one hour were
transferred to quarantine area after nonconformity form filled. At the same
time changeover cleaning was completed and line started to run for next
product scheduled to prevent long time discontinuity. Production and
quality supervisors informed their managers about this nonconformity.
R&D, Quality and Production functions investigated the breakage problem
by root cause analyses. Finally, they fixed the cause as Isomalt coated
product waited more than 2 hours in embrittlement department. Because
of waiting long time, coating was very fragile and it was broken during
sifting and packaging processes which works by vibration.
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YELLOW
Detection
Take
Precautions
Operator
Operator
Operator
YELLOW Notify
Confirm YELLOW
Take
the
the
Precautions
Precaution
Immediate
Again
Taken
Supervisor
Foremen/Shift
Superintendent/Line
Engineer Chief
Notify
the
Quality
Team
GREEN
Resume
Production
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Case Study:
The method followed when yellow process limits cannot turned into green
limits:
Process specification yellow limits are critically important in to take action
on time and to prevent turning into the red limits. As seen in the example
below, the risk of having big amount of products in red limits was
eliminated when the operator, recognized working in the yellow limits, took
the preventive actions.
In 15th Jan 2014, in first shift (between 07:00 and 19:00), when the 2nd
Plant Oven Operator, based on the quality control plan, checked the
humidity of dough at 11 oclock in the dough cooling line exit, he
recognized that the humidity value was at yellow limit in the specifications.
To turn into the green limit, he increased the cooker temperature 4C and
recorded the preventive actions for the yellow limits on SAP system. To see
if the oven temperature adjustment works, he checked the actual
temperature of the oven, and also checked the dough humidity by putting
the dough sample into the humidity control device in each 20 minutes. On
the other hand, to see if there are any negative causes of increasing the set
temperature, he has frequently checked the cooked dough visually at the
oven exit.
During the check, he found out that the actual oven temperature wasnt
increased and after 15 minutes still the humidity value didnt turn into the
green limits. Despite a continuous increase in the oven set temperature,
actual temperature of the oven was not within the green limits, as a
consequence of this, dough humidity value didnt decrease and remained
in the yellow limits. Therefore, he immediately informed the production
foremen. To examine the situation, production foremen called the quality
foremen and asked him to check the dough limits at the exit of the oven
in the second line. The product control results were in the green limits so
that there wasnt any sorting out for the products. But the maintenance
team was informed immediately due to the dough humidity value was still
in the yellow limit. The oven was checked by the maintenance team. During
the maintenance, it was found out that one of the burner didnt work and
thus didnt heat the oven.
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In order to solve this problem maintenance team had to respond to the gas
line related with the corresponding burner. However during the
maintenance the production couldnt be done. Not to work in the yellow
limits, quality assurance supervisor discussed with the production
manager and they agreed on to make improvements on the oven. The
production stopped and the oven burner was fixed. When the production
started, it was observed that the oven temperature was at requested level
and the dough humidity value was on the green limits as defined on the
specifications. Furthermore, as a result of this problem, it was provided to
revise the maintenance plan and not to face this problem again.
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The products
controls continue
after the products were
reached to the
consumers
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b. Production Scoring
Scoring is the process of checking the finished product specifications for
conformance to specifications prior to shipment. These controls are
performed at specified times in each shift by participation of the
respective line operator, the production and process quality foremen and
the production and quality assurance engineer/chief/manager.
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o Weight
o Critical analytical measurements
o The conditions of neither exterior nor interior packaging are
considered for by-products and bulk products.
Evaluating the control results: The control results are evaluated
according to the properties and limitations stated in the Final Product
Specifications and recorded in scoring forms as green (approval), yellow
(alarm) and red (rejection). As a result of the assessment, preventive
measures and practices for yellow or red products are implemented similar
to final product control at the production line. They are executed as stated
in section 3 part 4g Taking Actions as a Result of Controls.
Each product that has been evaluated shall be assessed separately. Ex. If
there are 4 participants in the scoring; checking 4 products; the results
shall not be summarized to one result but shall be recorded and measured
as 4 different results.
Archiving: Production scoring evaluation forms are filled out daily and
then archived for calculation of monthly green / yellow / red ratios.
Procedures to be applied to evaluated products: Controlled products
with unsealed packaging must be kept separate to prevent from mixing with
other products. Opened packaging materials should be discarded in the
packaging waste bag and the bare products that came into contact should
be disposed of at scrap. Boxes and parcels that are short of products
should be delivered to the plant operator to replenish.
Sample Production Scoring Evaluation Form and Calculation of Scoring
Ratios:
Production scoring evaluation form sample and calculation of scoring ratios
are explained using the below example of a plant that produces three kinds
of products daily.
As for the calculation of the monthly scoring ratio, it is computed by
aggregating the number and the evaluation results of the scoring samples
evaluated daily at the month-end.
The monthly production scoring average is calculated by taking the ratio of
the green / yellow / red totals of the evaluation results to the monthly total
of the scoring samples. The resulting ratio is then converted to a percent
value.
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To be
controlled
parameters
2.product
3.product
4.product
5.product
1.product
2.product
3.product
4.product
5.product
1.product
5.product
4.product
Variety No /
Sample No:
Product Name:
3.product
Variety No /
Sample No:
Product Name:
2.product
Variety No /
Sample No:
Product Name:
1.product
Product
Data
Shift
Package
Box
Unit Package
Compliance of
Product Internal
Appearance
Finished
Product Specs
Parameter 1
Finished
Product Specs
Parameter 2
Finished
Product Specs
Parameter 3
Finished
Product Specs
Parameter 4
Finished
Product Specs
Parameter
RESULT
GENERAL
RESULT
2Y
2G
1R
1Y
3G
1R
RATE%
10 G - 3 Y - 2 R = % 66 G - % 20 Y - % 14 R
5G
ATTENDEES
SIGNATURE:
NOTE: Only yellow and red parameters can be filled in the form.
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MONTHLY EVALUATION
168
10
15
12
14
11
15
13
12
10
15
11
15
12
14
13
13
14
15
15
15
16
14
17
14
18
12
19
15
20
15
21
15
22
15
23
14
24
14
25
13
26
13
27
15
28
13
29
15
30
15
31
15
Total
(number)
425
26
14
Rate %
%91.4
%5.6
%3
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c. Warehouse Scoring
Warehouse scoring is the process of performing product controls at
shipment warehouses with the purpose of evaluating the products and
verifying the product quality is preserved following shipment from the
plant. Thus, statistical data is gained on the general condition of our
products prior to reaching consumers and preventive measures are taken
should there be situations that require involvement.
Warehouse controls are performed by the quality assurance team per the
warehouse scoring plan. Where necessary, participants from the
production team may be provided. The fundamental principles to be
applied must be defined in the plant instructions. These principles;
Frequency: Warehouse scoring should be planned so that it is
performed at least once a week.
Product List: The product list is prepared by planning for at least
once a month evaluation of all product types produced weekly. The
attainment or lack thereof controls on the entire product portfolio, as
targeted in the monthly quality reports, must be statistically monitored.
Participants: Warehouse scoring is performed by the quality teams,
and where necessary, participants from the production team may be
provided.
Scoring location: The products from the warehouse should be
received / selected by the quality team. Warehouse scoring assessments
can be conducted in the product storage area within the warehouse and
also at plants.
Scoring sample: Upon determining the product list, product controls
are performed on at least one parcel, one box and one to five units of one
product in accordance with the Final Product Specifications.
Assesment topics: Though particulary defined per product in the
specifications, the final product assessment generally includes the
following headings. They are sensory properties such as;
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170
015
WEEK
YELLOW
YELLOW
RED
GREEN
DURATION
TIME IN
WAREHOUSE
LOT NO
PRODUCTION
WEEK
PD/ED
FINISHED
PRODUCT SPECS
PARAMETER .....
R
E
S
U
L
T
G
G
1. VARIETY PRODUCT
2. VARIETY PRODUCT
G
G
4. VARIETY PRODUCT
5. VARIETY PRODUCT
5. VARIETY PRODUCT
3. VARIETY PRODUCT
4. VARIETY PRODUCT
3. VARIETY PRODUCT
2. VARIETY PRODUCT
5. VARIETY PRODUCT
1. VARIETY PRODUCT
4. VARIETY PRODUCT
3. VARIETY PRODUCT
2. VARIETY PRODUCT
GREEN
1. VARIETY PRODUCT
RED
GREEN
5. VARIETY PRODUCT
YELLOW
RED
YELLOW
4. VARIETY PRODUCT
VARIETY
NO
GREEN
3. VARIETY PRODUCT
2. VARIETY PRODUCT
1. VARIETY PRODUCT
PRODUCT
NAME
RED
FINISHED
PRODUCT SPECS
PARAMETER 2
GREEN
FINISHED
PRODUCT SPECS
PARAMETER 1
YELLOW
UNIT
PACKAGE
RED
BOX
GREEN
PACKAGE
YELLOW
DATE OF
SCORING
RED
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GREEN
GREEN
YELLOW
YELLOW
RED
RED
(number)
(%)
(number)
(%)
(number)
(%)
1. WEEK
%60
%20
%20
2. WEEK
%40
%40
%20
3. WEEK
%80
%20
%0
4. WEEK
%80
%20
%0
MONTHLY
13
%65
%25
%10
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3. 6. POST - PRODUCTION
Post - Production
Proper products
are delivered
to warehouse
Semi raw
materials and
packaging materials
are delivered from
the lines to
warehouse
The reworks
of production
are evaluated
according to
Rewark Management
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176
Instructions for rework product use must be present in each plant, which
describe the general principles, rules for tracking and use, and
responsibilities.
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acceptance criteria
batch number definitions for traceability
storage conditions
allergen definitions
shelf life limit
amount to be used in product
reprocessing stages
their use as packed product
special treatment situations
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3. 7. NON-CONFORMANCE MANAGEMENT
Non-conformance management describes how the process is to be
managed in case activities that contradict pre-determined specifications
or procedures are carried out out of necessity.
Situations, the effects of which put our products, overall quality systems,
consumer satisfaction, productivity, sustainability and quality culture
under risk, must be assessed with accurate data and managed with a
relevant approval process. Thus, the risks that pertain to the products,
consumers and the reputation of Yldz Holding will be managed as
healthily as possible.
Accordingly, the discussion topics are addressed below.
Non-conformance classes:
1. Admission and use of a raw material/packaging material that fall
within RED limits in the specifications, in production.
2. Decision to continue production within the YELLOW - alarm limits set
in specifications for a certain period of time.
3. Partial or full shipment of products that fall under the RED zone in the
specifications.
4. Carrying out of off-specification operations (practices that do not
comply with procedures and principles set forth in the quality manual
and/or carrying out or allowing the continuation of activities that can
be characterized as system non-conformance in food safety
standards, procedures and instructions)
Process:
The non-conformance management process consists of the following
steps: filling out of the non-conformance management approval form,
completion of approvals, recording and reporting. The activity can be
performed only after the completion of approvals. Launching of an activity
the approval process of which has not been completed and that is hence
non-standard, goes against the fundamental principles of Yldz Holding.
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181
3rd SECTION
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Filling out of
non-conformance
management approval form
Risk evaulation
Root-cause analysis
Completion of
Approvals
182
2014
BG
01
YEAR
Place of Production
lker Biscuit
Gebze Plant
Non-conformance Class
(1-Red raw material admission)
Item No
NON-CONFORMANCE
MANAGEMENT FORM
Demanding Department
Plant
Page
Form No
Rev. No
Pub. Date/ Rev.Date
Date
1. NON-CONFORMANCE CATEGORY
1.Admission and use of a raw material/packaging material that fall within RED limits in the specifications, in production.
(Code, name, party no, supplier,amount and date informations of raw and packaging materials)
2.Decision to continue production within the YELLOW - alarm limits set in specifications for a certain period of time.
(Code, name, plant, production line, production amount, production date and time of product)
3.Partial or full shipment of products that fall under the RED zone in the specifications.
(Code, name, plant, production line, production amount, production date and time of product)
4. Practices that do not comply with procedures and principles (Explanation of situation)
4. CAUSE of NON-CONFORMANCE
4.1 Root-cause analysis:
5. RISK ASSESSMENT
5.1. Impact on product quality
Non existent
Existent
(Explanation)
Existent
(Explanation)
Existent
(Explanation)
Non-convenient
(Explanation)
Existent
(Explanation)
7. PREVENTIVE ACTONS
Action
Completed Date
Responsible
1.
2.
8. PREPARATIONS BY
R&D Manager
Production Manager
9. APPROVED BY
Approved
Date
Signature
Opinion
General Manager
Vice President
Group President
Global Innovation and Quality Group President
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3. 8. INCIDENT SYSTEM
Cases contrary to procedures, instructions, standards and specifications
that are effective at Yldz Holding, outsourced notification such as legal
supervisors, consumer complaints within the scope of quality issues are
recorded and reported for measurement, management and improvement
purposes.
Main headings in the incident management process are as follows:
Detection of incidents, informing the responsible department in the
plant and initiation of actions
Recording and identification of the incident
Root cause analysis
Determination of corrective actions
Determination of preventive actions
Completion of activities
Revision
Each plant must have instructions which are compatible with the quality
manual describing the program infrastructure to be used for the operation
of the incidents process, responsible people, timing and review activities.
Quality incidents are evaluated under 4 classes.
Critical
Important
Corrective
Remedial Notice
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Critical
185
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186
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Remedial Notice
a. Examination of Incidents
Incidents shall be reported on a daily basis by the quality assurance
department to include the description of the problem together with
information on cause of the problem, Correction / Corrective Action
implemented or to be implemented, Result of the Problem, Root cause of
the problem and Quarantine, if there is a quarantine process. Relevant
departments should participate in the review and define measures and
actions to be taken to the system.
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b. Incident Resolution
Incidents must be resolved as soon as possible depending on the
situation of non-conformity. The relevant department shall be responsible
for resolving incidents in the first instance, but production, quality,
maintenance, and sometimes R&D departments shall work together in
resolving incidents.
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3. 9. CRISIS MANAGEMENT
Crisis is an unexpected situation interrupting business continuity,
creating a high degree of uncertainty, which is severe enough to include
media and/or supervisors. Crisis may contain elements that will threaten
customers, society, company employees, 3rd parties and/or financial
position, basic operations, reputation of the company, brand, or the
environment. Potential crises related to products within the scope of
quality;
Detection of large scale physical, chemical and biological hazards
that might have occurred/occur in the products.
Consumer notifications
Supplier's notifications
Deliberate contamination, bio-terrorism
Shipment / cold chain failures
Fire, natural disasters (floods, earthquakes, storms, etc.).
Communication on press or social media platforms
The crisis management system should be defined within business units
for effective management and reporting of potential and possible crisis
affecting food defense, product quality, food safety, compliance with laws
and brand image. This system should include plans for future crises in
order to continue business and operations.
In the event of any crisis, the senior management shall be informed
through the chain defined in the business unit and evaluation process
shall be started. Regarding quality and product-related crises and
potential crises, Head of Innovation and Quality Group shall be informed
by the General Manager in the first stage.
In the event of a crisis or potential crisis, Quality Assurance Manager
shall;
Evaluate the crisis quickly by reporting the situation to the General
Manager.
Provide all the support for traceability of products, blocking the
products concerned, work to detect the affected areas.
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CRISIS MANAGEMENT
Withdrawal
Selling of products to
MARKETS is stopped.
The products are collected
from warehouses and
distributors.
Withdrawal is decided
by General Manager
It is reported as serious
class Incident.
Recall
Selling of products to
CONSUMERS is stopped.
The products are collected
from all sales and
distrubition channel to
prevent the consumption
Recall is decided by
Bussines Unit Group
President and Innovation
and Quality Group
President.
It is reported as
Critical Class Incident.
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Receiving
alerts associated
with product quality
Informing
crisis manager
First evaluation
of the crisis
Crisis
management is
not needed.
If it is
not a crisis
Assessment
by taking the issue
to GM and
the crisis
team
If it is
a crisis
Recall
-Consumption of products shall also be stopped.
-Consumers may be at risk
-The products are withdrawn from all distributors,
storages and shelves.
-Public is informed to not to consume
these products.
Disposal of products
Following-up Recall
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a) Quality Scorecards
b) Quality Index
Consumer Complaints
Number of Incoming
Complaints
Blocked
Scrap
Re-work
Rejection of incoming
raw material
Rejection of incoming
packaging materials
AIB audit score
Number of unsatisfactory
finding in AIB
Product audits
Reference test
archivement ratio
Compliance with
spesifications
Closure rate of Class 1
and 2 incidents
AIB action on-time closure
rate for unsat and serious
Compliance with quality
assurance budget
Number of nonconformance
management cases
Compliance with
specifications (green%)
with a zero defect target
AIB external audit score
Consumer complaint
(cpm)
Product audit
(reference)
c) Audits
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a. Quality Scorecards
Plants owned by Yldz Holding monitor and report their quality
performance results by maintaining monthly scorecards.
The quality assurance and continuous improvement managers of Yldz
Holding decides and announces which key performance indicators are to
be presented on scorecards.
Plant quality assurance managers reports the scorecards to quality
assurance team at Yldz Holding Central Quality Assurance and to Plant
General Managers in the second week of every month.
The key performance indicators monitored through scorecards are as
follows:
Number of incoming complaints: The number of complaints
received from consumers. Packages that arrive after the
completion of reporting are included in the next month's report.
Once a report has been completed, it cannot be revised.
Complaints (those about export products included) communicated
directly to the plant or sales organization by a consumer are
forwarded to and recorded by the Consumer Information Center.
Number of complaints is equal to the total number of complaints
(reviewed and not reviewed) retrieved from the Consumer
Information Center.
Number of complaints of foreign materials: The number of
complaints of foreign materials recorded by the Consumer
Information Center.
Blocked: The ratio of the number of semi-finished or finished
products that have been established to be off-specification to the
total number of semi-finished or finished products. It is calculated
as a percentage.
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Consumer complaints:
Complaints per million packages (cpm): The ratio of the number of
consumer complaints received to the number of packages produced.
(number of complaints / number of packages produced)*1,000,000
When cpm is calculated;
o Multi-packs (packaging that combines or holds multiple items)= are
added as a single department (1 package) to the number of packages or
consumer complaints.
o PL-Private Label= Private label products are also included in the
calculation.
o Bulk products= Industrial products produced and sold in bulk (barrels,
tanks, etc.) are included in the cpm calculation.
o High weight products= Also, all products that are heavy in weight are
included in the calculation (e.g. 10 kg oil for bakeries). Number of packages
is equal to the number of products produced during a month.
At plants, numbers of packages are calculated as follows:
o Single-sold items: Each package offered for sale bearing a bar code will
be considered as constituting a single (1) package.
o Multi-pack products: Regardless of the number of products contained in a
package, the package will be considered as constituting a single
(1) package. Private label products will be included in the calculation as it
is explained above.
Concerning EDT products, each department packaged in the transport
package (in secondary packaging material) will be considered as
constituting a single (1) package. Method used to count contents of
parcel depending on type of packaging:
o Products transported in parcels: Contents will be counted based on the
minimum number of products in a parcel.
o Products transported in kraft sacks : Each separate kraft will be
considered as constituting a single (1) package.
oProducts transported in tote parcels: Each separate tote parcel will be
considered as constituting a single (1) package.
Numbers of packages are obtained monthly from the productions planning
department. Under normal circumstances, monthly production figures are used.
On the other hand, companies (e.g. Kerevita) with which we have a special
relationship can contact the quality assurance department at Yldz Holding
headquarters and makes their calculations based on the number of packages
sold.
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199
200
Number of Incompliance
Management
Hold Product
AIB Audit
Spec. Compliance
Consumer Complaints
Quality Index
cpm
Score
Avarage Score
Number of Incompliance
Avarage Score
Green%
Number of cc.
BUSINESS UNITS
Business
Unit 2
Business
Unit 3
Business
Unit 4
Business
Unit 5
Nov. Nov. Nov. Nov. Nov. Nov. Nov. Nov. Nov. Nov.
2013 2014 2013 2014 2013 2014 2013 2014 2013 2014
Business
Unit 1
3rd SECTION
PRODUCTION
R.00.14
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b. Quality Index
The quality index is calculated by taking the weighted means of certain key
performance indicators of production facilities owned by Yldz Holding and
reported monthly. At the year-end, a year-end quality index score is
calculated by calculating the cumulative values of the key performance
indicators.
201
3rd SECTION
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202
g
in
ed
ce
od
Go
Ex
Un
ac
ce
pt
KPI
Im
p
Re rove
qu m
ie en
d t
ab
le
The quality index score varies between 0 200 and is defined as described
in the tables below:
%Green
0 - 16
17 - 24
25 - 32
33 - 40
% Reference Test
0 - 16
17 - 24
25 - 32
33 - 40
AIB
0 - 24
25 - 36
25 - 32
49 - 60
cpm
0 - 24
25 - 36
37 - 48
49 - 60
Description
0 - 80
81 - 120
121 - 160
161 - 200
Unacceptable
Improvement Required
Good
Exceeding
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c. Audits
A centrally-determined audit and monitoring program is implemented in
order to take measurements and make assessments concerning quality
assurance and food safety practices used in plants. At the end of each
year, requirement for the next year's audit program is issued. In order to
ensure the standardization and efficacy of measurement and assessment
practices, Global Quality Assurance Department of Yldz Holding specifies
the following criteria, subject to the approval of the Global Innovation and
Quality Group President:
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3rd SECTION
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Cleaning practices
Integrated pest management
Adequacy of prerequisite and food safety programs
Audit findings are ranked based on the severity of risk they pose as
follows:
Minor
Improvement needed
Serious
Unsatisfactory
At the end of the audit, the food safety performance of the plant is scored
on a 1,000 point scale.
The plants that will undergo a food safety audit for the first time receive
training and create their own audit teams. Afterwards, they begin to
undergo announced and unannounced audits.
ii. Quality Manual compliance audits
Yldz Holding Quality Manual compliance audit, which are performed to
establish whether the principles set for the Yldz Holding Quality Manual
are conformed with, are done by focusing on the efficacy of the practices
adopted in plants. The steps that are given below must be followed while
realizing the audits;
Audits are performed by central quality assurance department team
or by a team authorized by central quality assurance department or
by the contract audit firms.
Audit frequency is planned at least once a year and follow-up audit
can be organized if needed.
Audit question list has been prepared based on Quality Manual. In
case of changes in the common procedures and minimum
principles of the manual, question list should be revised.
The report of the Audit is published by Central Quality Assurance
to the related Business Unit.
Audit results have been tracked on Business Unit Scorecards
monthly.
204
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After the audit, action plans created by the business units are
reviewed in the monthly evaluation meetings.
iii. Audits of OoS ( Office of Specs)
It is an audit performed to establish conformance with the specifications
issued by OoS. Basic topics such as specifications change management;
prescription and product tree management; quarantine; release;
admission-qualified admission are audited.
Conformance audits are performed by relevant teams under the
coordination of Yldz Holding internal audit directorate.
iv. Product audits
Product audits are performed by the consumer technical research
department in order to understand how our products are received by our
consumers. It comprises the following tests:
Comparison of lker products available at supermarkets with
reference products
Comparison of a competitors' products with lker products
Product audits contain the steps are given below:
Sampling: The consumer technical research team collects the products
to be audited at 10 different points of sale (small and large supermarkets
included). The products must differ in terms of productions shifts, dates
and times.
Consumer surveys: Reference and benchmark tests are prepared by
using different test methods and given to consumers in survey format.
Afterwards, the survey results are used to measure the level of
satisfaction with our products.
Analyses: The products that are audited are sampled and the samples
are analyzed in laboratories. The results are assessed in conjunction with
consumer survey results.
205
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d. Continuous Feedback
Every employee of Yldz Holding, from production (raw materials and
packaging materials to field operations), is responsible for ensuring the
production of products that satisfy our consumers. Areas of improvement, if
any, are monitored and employees must fulfill their duties and responsibilities
in order to further improve our practices.
Therefore, scorecards and quality indexes, which include the most important
measurements on quality, must be shared regularly with all employees.
Meetings, trainings, notice boards and information displays can be used for
sharing scorecards.
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208
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Daily
Zero Defect
Meeting
Problems
Comminication
in time
Quick action
Weekly
Quality
Meeting
Meeting of
Monthly
Quality
Presantation
Following and
sharing the key
Performance
Indicators
Consumer
Complaints
Meeting
Evaluation of Consumers
Complaints
Root-Cause Analysis
Actions are planned
and performed to
prevent the repetitions
v. Reports
The following reports are prepared and shared regularly to provide
information, to review, to communicate and to report:
Daily reports: Events, quarantine-release announcements and consumer
complaints
Weekly reports: Weekly quality report and consumer complaint report
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Monthly reports: Scorecard, quality index and monthly plant quality report
(The reports must be published until 10th day of every month).
Quarterly reports: Quarterly review reports to be presented during quality
assurance steering committee meetings.
Annual reports: Annual quality report
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g. Continuous Improvement
Our target has been defined as Zero Defect in accordance with the quality
assurance principles adopted by Yldz Holding. In order to move closer to
this target and improve our results daily, we must collaborate. We will
make progress only when each of us feel full responsibility for what we do
and fulfill these responsibilities fully.
Achieving better results every day depends on:
Sound measurement
Useful feedback information
Sound investigation of problems
Accurate identification of causes
Identification and effective monitoring of corrective and preventive
actions
Establishing whether same problems recur or not and, if they do, taking
necessary measures.
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TARGET &
SCOPE
ANALYZE
DEVELOPMENT
CONTROL
DETERMINATION
% GREEN REPORT
Specification Compliance
PROCESS % 25 +
SEMI PRODUCT&FINISHED PRODUCT % 75 G
AVERAGE OF PLANT
Y
212
23,31
25,51
17,78
14,75
14,77
PROCESS % 25 +
SEMI PRODUCT&FINISHED PRODUCT % 75 Y
PROCESS % 25 +
SEMI PRODUCT&FINISHED PRODUCT % 75 R
31.05.2013
30.05.2013
16,31
29.05.2013
15,76
28.05.2013
16,53
23,05
20,72
27.05.2013
18,91
65,00
74,61
26.05.2013
7,84
6,95
17.05.2013
4,59
16.05.2013
11.05.2013
10.05.2013
09.05.2013
2,02 2,56
10,71
21,17
16,31 17,19
61,17
67,27
70,21
24.05.2013
8,13
6,45
08.05.2013
07.05.2013
06.05.2013
5,07
05.05.2013
9,38
04.05.2013
03.05.2013
02.05.2013
01.05.2013
11,60
15,76
22,25
23.05.2013
15,07
17,19 22,62
19,28
25,00
22.05.2013
20,25
7,30
13,10
32,46
18.05.2013
25,58
24,12
15.05.2013
21,25
16,26
69,92
70,65
66,67
65,96
14.05.2013
14,41
13,95
62,17
60,14
67,36
73,77
68,10
13.05.2013
19,69 22,43
78,75
21.05.2013
64,79
12.05.2013
55,97
74,89
72,11
70,49
25.05.2013
73,20
71,19
20.05.2013
73,20
70,40
19.05.2013
78,70
76,57
cpm
Incoming
Packaging
Material
Incoming
Raw Material
1,35
2,02
0,14
0,96
Reject (%)
Cond.
acceptance (%)
Reject (%)
0,67
Cond.
acceptance (%)
0,04
Scrap
Rework
0,76
Hold product
0,09
14
Biscuit
Gebze
Biscuit
Ankara
CCC
orlu
Ak Gda
Total
Marsa
Adana
0,00
0,11
0,00
0,83
0,21
0,00
0,31
41
0,18
0,70
0,18
2,20
0,24
0,67
0,00
1,01
0,10
0,00
0,17
2,43
0,24
0,80
0,00
0,85
22
0,47
0,00
0,00
1,50
0,75
0,21
0,00
1,38
16
0,20
2,02
0,00
2,18
0,91
0,37
0,00
0,83
18
0,23
0,00
3,72
1,04
0,52
1,52
0,03
3,54
0,43
1,68
2,23
0,00
0,00
1,12
0,00
1,52
10
0,87
0,37
0,67
0,68
48,65
0,14
0,01
0,78
30
0,57
0,28
0,00
2,96
0,00
0,94
0,66
0,50
0,74
0,00
1,56
27,30 3,65
0,14
0,02
0,24
36
0,45
0,94
0,94
1,30
0,00
1,28
0,00
2,47
0,70
July
July
July
July July
July July
July July
July
July
July
2012 2013 2012 2013 2012 2013 2012 2013 2012 2013 2012 2013
Chocolate
Topkap
Number of
con. compl.
Consumer
Complaints
BUSINESS UNITS
QUALITY SCORECARD
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PRODUCTION
Consumer Complaints
350
800
323
700
300
600
250
500
200
400
150
122
100
50
0
300
63
61
JAN
35
FEB
41
31
29
MAR
APR
184
53
30
15
MAY
16
100
11
JUNE
200
YTD
YE
2013
2012
DEFINITION
CATEGORY
OBJECTIVE
TARGET
PROJECT PLAN
214
PROJECT TEAM
4.3
4.2
4.1
3.3
3.2
3.1
2.3
2.2
2.1
1.3
1.2
1.1
NO
CONTROL
DEVELOPMENT
ANALYZE
ACTION
RESPONSIBLE 1. WEEK
2. WEEK
4. WEEK 5. WEEK
PROJECT PLAN
3. WEEK
6. WEEK 7. WEEK
8. WEEK
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3. Step: Analyze
Determination of the root cause of the basic variables that cause
the defects
Generate the substructure fort the works will be done in
improvement stage.
Methods can be used;
1. Brain storming: Used to determine the possible cause of the problem.
All project team determine the sub reasons of the main topics that are
found out during brainstorming.
2. Fishbone diagram: Problem causes are grouped as Material,
Machine, People, Environment and Measurement. Environmental and
internal factors should be examined in detail during creating the
diagram. The possible causes of the problem should be determined
and gathered under the main topics. Everyones opinion, related with
the problem, should be taken.
Environment
People
Employee's
carelessness
Method
Product packaging
in soft form
Temperature of
enviroment
Lack of training
Not controlling of
products before
shipment
FISHBONE
DIAGRAM
Product
Deformation
Measuring unclearly
the contents of products
Measurement
216
Machine
Weak of packaging
material durability
Horizontal gutter
directionsof inside
packages
Material
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3. Cause Analysis: Used to understand the main and the basic reason
of the problem by examining the causes of the problems in
backwards. To find the cause of the problem, question why should
be asked at least 5 times.
4. Pareto: Used to prioritized the causes of the problem. The frequency
of each cause or effect size identified and ranked from the largest to
smallest. The causes of problem in the 80 % are focused.
CONSUMER COMPLAINTS
20
18
16
96%
100%
87%
18
120%
100%
76%
14
80%
63%
12
11
10
60%
8
6
40%
39%
0
Foreign
Material
Packaging
defect
Melting
Missing Weight
Expiry Date
20%
2
0%
Other
4. Step: Development
Determination of the most effective solution
Determination and the development of the changes that ensure
the targeted improvements discussed in the project
(Data collection, brainstorming methods can be used)
5. Step: Control
Evaluation of the applied improvement plan and the obtained results
State the works to be done for the sustainability and increase of the
gained achievements.
(Can be followed by data collection in determined periods.)
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PRODUCTION
218
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PRODUCTION
BASIC
TRAINING FOR
NEW
EMPLOYEES
REALIZING OF
TRAININGS
MEASURING AND
VALIDATION OF
TRAININGSS EFFIENCIES
SPECIFIC
TRAINING
BASEDON AREA
OF WORK
TRAINING
ROLE IN KPIS
COMMUNICATION
i. Realizing of trainings
The main purpose for providing training for our employees is to prevent
situations that risk product quality and food safety. Therefore, prior to
starting work, each employee must bear in mind the requirement to know
Yldz Holdings fundamental quality and food safety practices and
procedures specific to their duties and responsibilities. For this purpose,
training programs must be implemented under two main topics: basic
training for new employees and specific training based on area of work.
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PRODUCTION
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Training and record keeping responsibility lies with the persons identified
in the plant instructions or as per their job descriptions; however it is the
responsibility of the immediate supervisor to dismiss an employee who
has not received training.
The training programs that need to be executed are included in the
relevant sections of the manual.
Refresher training must be provided at least once a year or as needed
depending on the employees performance.
ii. Measuring and validation of the effectiveness of the trainings
After the trainings which are conducted in line such as specs, critical
control points, allergen controls, etc. employees must be monitored in 3
months to validate the employees understand the issues Aim is to see
the training is reached to the targets with the employees activities.
Every business units must form and record how to score the training
monitoring after the validation of trainings according to their own the
methods.
The records of the training validation must be periodically interrogated.
Quality assurance foreman must include the specific training validations
in their daily controls either realizing with the production or monitoring the
activities.
iii. Training role in KPI's
If business unit consider consumer complaints, nonconformities,
incidents, internal and external audits, there will be training needs.
Training could be an action when the changes in KPIs of scorecards and
quality index are subjected to root-cause analysis.
After non-conformities in practices and operation, if the training is an
important action, supervisors must request the trainings for their team
members from the training department to refresh the trainings. While
determining the training requests, the performance results of employees
must be also considered.
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b. Communication
Everyone in the value chain has a responsibility in producing the valuable
products which are keen on by our consumers. Therefore everyone must
follow their roles and responsibilities to resolve the issues that are
needed to be improved.
The employees must be informed about updated quality work results and
plant performance results as well as they are trained according to quality
and food safety standards. The employees must be informed with the
good and bad issues of products to increase the involvement and the
ownership in resolving process of the problems. Therefore,
223
QUALITY
CAMPAIGN
no debate - zero defect
th
SECTION
PRODUCT
DISTRIBUTION
AND STORAGE
th
SECTION
PRODUCT
DISTRIBUTION
AND STORAGE
Each of our products is a promise from Ulker to consumers!
In order to offer the proper quality to our consumers in each bite, we must
meet the specified standards and preserve our products in each step
from the supplier to consumer.
The process of distribution and storage of the products includes the
activities of distributing our products from plants to distributors
warehouses, business units regional warehouses or to temporary
warehouse which is distributed to sales channels and storing in these
warehouses in accordance with the standards of Yldz Holding quality and
food safety.
Standards, procedures, auditing and tracking methods and related
responsibilities which apply to all shipment and storage activities that are
conducted within Yldz Holding or outsourced are defined as below.
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PRODUCT DISTRIBUTION AND STORAGE
Stacking height
Pallet arrangement
Product temperature
Pallet stretch
Parcel / box deformation
b. Traceability Records
Receiving the products to the warehouse with their traceability records
intact is significant in terms of product tracking in case of a problem.
Therefore, the substructure and applications related to traceability must
be applied in each warehouse. In order to maintain accurate and effective
traceability, lot number and expiration date informations of received
products during receiving, must be recorded.
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PRODUCT DISTRIBUTION AND STORAGE
Case Study:
Quality Control of the Products Before Delivery
One of our main issue is providing our products to our consumers with the
same quality even after departure from our plant. Therefore, after
departure from the plant, proper delivery of our products is important. It is
showed with the example below how this stage is done.
Products of Kerevita plant is sold frozen. Therefore, since an increase in
the temperature of products will affect the quality and the food safety
negatively, temperature is one of the most important factors. During
production, temperatures of the products and production site is controlled
by production department and by providing proper temperatures, products
are made ready for delivery.
In the first week of August 2013, Quality and Logistics Departments were
informed by Planning Department with the information of which product
will be loaded to which vehicle. Quality operator and delivery responsible
took a copy of this list and delivery workers carry the products to delivery
platform by sparing the products pallet by pallet according to delivery
points. Afterwards, specific vehicle in the list came near the platform after
security check. A quality operator Hande, who is responsible for this site,
controlled some properties in the delivery control report such as, in-vehicle
cleanliness, if there is any broken pallet, in-vehicle temperature, insulation
efficiency of the vehicle for providing desired temperature. She determined
that the cleaning of in-vehicle is not done properly and she wanted them
to wash the vehicle again.
Central temperature of the frozen products must not be higher than -18
C and products should be waited until reached -18 C. Therefore, Hande
should also control the temperature of the products that will be delivered
in every pallet by a calibrated hand thermometer. She put the
thermometer into the box, waited till the fixed temperature and saw the
temperature at -12 C. The products should be delivered at -18 C but they
were out of green limits according to product specifications. Hande has
informed the delivery responsible and quality supervisor, stopped delivery
and make the products put refrigerated room again. Delivery responsible
has informed planning department and wanted any other products in the
stocks in order to load in the truck.
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231
4th SECTION
PRODUCT DISTRIBUTION AND STORAGE
10
NO
PLATE
OTHER
CLEANED
SWEPT
ODOR
CONVENIENT
NOT CONVENIENT
RESPONSIBLE
TEMPERATURE
OF VEHICLE
CONTROLS
AFTER
PRECAUTIONS
EXPLANATION
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233
234
Not
Convenient
Convenient
Convenient
Controlled by:
Signature:
Temperature of vehicle
Prepared by
Revise No:
Arranged Date:
Not
Convenient
Convenient
Cleanliness of vehicle
Not
Convenient
Document No:
4th SECTION
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4th SECTION
PRODUCT DISTRIBUTION AND STORAGE
e. Traceability Records
A system must be established to track the traceability records of our
products until the last location where they are delivered to consumers.
Traceability of the products loaded on vehicles must be tracked by
warehouses where products are input and output.
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PRODUCT DISTRIBUTION AND STORAGE
4. 3. PRODUCT STORAGE
a. Importance of Storage to Product Quality
Storage conditions are of great importance in delivery of products, which
are produced in accordance with the specifications, to our consumers
without any decrease in quality. Storage conditions must be designed
and maintained by considering the specifications which affect the product
quality directly.
b. Receiving
Properly loaded products in the shipment vehicles must be controlled at
delivery stage to the relevant warehouse, and non-conforming products
mustn't be accepted. Controls to be performed during receiving stage:
Conformance of vehicle shipment and product temperature
Cleanliness control of the shipment vehicle
Whether there is any contamination on the external package of
products
Damage free package control
Product expiration date controls
Product dispatch note and amount controls
237
PROPER
TEMPERATURE
RANGE
Lower Limit
Upper Limit
18C-22 C
15C
25 C
18C-22 C
15C
25 C
5C-28 C
0 C
35 C
CHEESE
0C-8 C
0 C
10 C
MARGARINE
10C-14 C
10 C
15 C
SHORTENING
20 C
PASTEURIZED MILK
(FERMENTED DAIRY PRODUCTS)
(Yogurt, Kefir, Ayran, etc.)
0C-6 C
0 C
8 C
DIARY PRODUCTS
(Butter, Clotted Cream, Milk Puddings, etc.)
0C-4C
0 C
6 C
-18 C
-15 C
-18 C
-15 C
-18 C
-15 C
-18 C
-15 C
ICE-CREAM
-18 C
-15 C
CANDY GROUP
(Jelly, Hard Candy, Soft Candy)
18C-26C
14C
30 C
8C-26 C
4C
30 C
18C-22 C
15C
25 C
CANNED FOODS
18C-22 C
15C
25 C
21 C
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239
4th SECTION
PRODUCT DISTRIBUTION AND STORAGE
240
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242
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4th SECTION
PRODUCT DISTRIBUTION AND STORAGE
Every plant must have instructions regarding the conditions for making use of
and reprocessing damaged and return products; sales, logistics and plant
departments must work in tandem in line with these instructions. Instructions
must include the following information:
- Under which conditions can package replacement be performed?
- What specification (analytical properties, sensory, etc.) should be
fulfilled by the damaged product to be reprocessed or involved in
production?
- How is the food safety risk assessment performed?
244
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f. Return Products
Products which are detected to be non-conforming with our quality standards
for any reason mustn't be offered for sale. These products are defined and
processed as return products. Non-conformities which may categorize a
product as a return product are as below:
1. Expiration of shelf life
2. Damage (for example: broken, crushed products, products with damaged
primary package (torn, perforated, etc.), melted products due to failure in
fulfilling the temperature conditions)
3. Leak, efflux, stinking in package
4. Physical, chemical and microbiological contamination
5. Risk of pest contamination
In addition to the above listed non-conformities, products which are returned
due to closing down or moving a warehouse are also managed through this
process.
Return products are stored in an allocated area in the central return
warehouse or plants so that they aren't mixed with other products.
Return Product Storage Conditions:
Products mustn't be held under non-conforming vehicle conditions.
Products must be stored in accordance with their storage conditions
(See Section 4, part 3c).
Products must be kept in a closed area and protected from dust, rain
and pest risks.
Decisions for return products must be made as quickly as possible. As a
result of review, return products may be offered for sale, reprocessed or
undergo the scrap (disposal) process.
Re-work products: These are the products which are deemed suitable for
reprocessing and using in any product, as a result of a risk assessment
conducted by quality assurance supervisor.
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4th SECTION
PRODUCT DISTRIBUTION AND STORAGE
When deciding that the product can be re-worked, finished product standards
or scrap standards must be used. Prior to letting these products in the plant,
it must be ensured that they are free of risks which may contaminate from the
site. Following the assessments, products must be stored in a separate area
by providing the required descriptions (production date, batch no, amount,
etc.) on the labels, without deviating from traceability standards.
246
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Return Products
1)
Expiration
of shelf
life
2)
Damaged
products
3)
Leak, efflux,
stinking in
package
4)
Physical,
chemical and
microbiological
contamination
Central
Return
Warehouse
5)
Risk
of pest
contamination
Plant
Inspection
DECISION
Re-work
Sale
Scrap
247
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PRODUCT DISTRIBUTION AND STORAGE
248
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249
4th SECTION
PRODUCT DISTRIBUTION AND STORAGE
Plant
Plant Logistics Supervisor
Notification of Central
Logistics Warehouse
250
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251
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PRODUCT DISTRIBUTION AND STORAGE
252
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b. Assessment of Results
Audits are carried out according to the audit question list of Yldz Holding
and assessed by a standard scoring system. Audit results are
communicated to Holding Quality Assurance Department, Sales
Companies, the warehouses that receive audits and the related
production companies.
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4th SECTION
PRODUCT DISTRIBUTION AND STORAGE
Result
Exceeding
800 - 895
Good
700 - 795
Improvement
Required
<700
Unacceptable
254
4th SECTION
PRODUCT DISTRIBUTION AND STORAGE
Audit date :
Location :
Audit score :
Name of auditor :
SUBJECT
TITLE
SCORE
QUESTION
NONCONFORMITY
EXPLANATION
ACTION PLAN
COMPLETED
DATE
1
2
4. B
3
4
d. Improvement
The activities, that are in the improvement action plan about
non-conformities in audits, must be completed in due time. Required
precautions are taken and recurrence of non-conformities is prevented.
Regular controls are performed on the relevant subjects and improvement
is confirmed by the warehouse supervisor and personnel.
e. Trainings
All warehouse employees must be trained on the warehouse standards.
A training program is planned for warehouse supervisors once a year.
Records of training activities must be kept. This training should contain
quality and food safety subjects according to the titles of Yldz Holding
Quality Manual- Section 4.
Warehouse standard training for basic quality and food safety practices
should be given to the new warehouse employees by authorized
personnel.
Training program for warehouse supervisor is planned once in a year and
trainings are recorded.
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CAMPAIGN
no debate - zero defect
th
SECTION
CONSUMER - MARKET
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5. SECTION
CONSUMER - MARKET
259
5. SECTION
CONSUMER - MARKET
For lker, Zero Defect is not a goal for a day or a particular situation.
Zero Defect is a culture, that should be considered a road map that is
improved continuously by all our processes. Zero defect in quality
culture is considered as an improving roadmap through all the processes.
260
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CONSUMER - MARKET
261
5th SECTION
CONSUMER - MARKET
262
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5th SECTION
CONSUMER - MARKET
Location
Product Name
Product lot no
Variety No
ORGANOLEPTIC PROPERTIES
ORGANOLEPTIC
PARAMETER
RESULTS
SPECS VALUES
TASTE
SMELL
COLOUR
APPEARANCE
ANALYTICAL PROPERTIES
ANALYTICAL
PARAMETERS
RESULTS
SPECS VALUES
RESULTS
SPECS VALUES
MICROBIOLOGICAL PROPERTIES
MICROBIOLOGICAL
PARAMETERS
(%) =
(%) =
(%) =
(%) =
NOTES
APPROVAL
R & D DEPARTMENT
263
5th SECTION
CONSUMER - MARKET
Consumer tests and market studies are carried out by the management
of the Consumer Technical Research Directorate. In order to perform
these, the Consumer Technical Research Directorate uses their own
teams or work with contracted companies that provide consumer
research services.
Products, a total of 10 sets, including the same batch number/the same
expiration date are taken from different markets such as 5 small 5 major
markets. For consumer test, all 10 sets of products are used. The target
group in the consumer surveys is carried out by choosing 150
participants according to consumer profiles obtained from marketing and
R&D departments. The potential participants are evaluated with
preliminary assessment questions about consuming the product, being
patient, if having any known food allergies, their age and education. The
appropriate participants are chosen to be taken tests. Test questions
vary from product to product and test questions are approved by quality
department before the test. A product audit report is obtained by
evaluating the test results of all participants.
At the same time, these 10 different sets collected from the market are
benchmarked and scored with the participation of quality, R&D,
production and panelists teams, each plant is also evaluated their
products. In additional, analytical data is obtained by analyzing 5 sets of
products on physical, chemical and microbiological parameters in the
laboratory.
Final assessment are done in the meeting to be attended by R&D,
marketing, production and quality departments according to consumer
test results of product audits and the results of benchmarking, scoring
and laboratory analyses in the plants.
The studies listed below are promptly conducted in order to improve the
quality of products which have failed in the test results:
- The action plan, in which is included the actions, action deadlines
and action responsibles from production, R&D, quality and related
departments, should be prepared within a maximum of 15 days after
publishing the report.
264
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CONSUMER - MARKET
265
5th SECTION
CONSUMER - MARKET
5. 3. CONSUMER COMPLAINTS
The primary objective of the consumer complaint process is to ensure
consumer satisfaction and increase loyalty; contribute positively to the
corporate image, product quality and the productivity of business
processes
The following up and coordination of all consumer and customer
complaints is performed by Consumer Communication Center (MIM) in all
business units.
The process for dealing with product complaints is initiated by recording
the complaint on the CRM (Customer Complaint System- MBS) which is
located in MIM. The process is executed according to predetermined
steps which are inspection of the complaint in the market, forwarding of
the complaint to the business unit, determining the necessary response
and informing the consumer of this response.
Consumer complaints that are forwarded to the business units are
examined in weekly meetings under the leadership of quality assurance
department with the participation of required teams (production,
maintenance, R&D and purchasing).
If there is a complaint about the industrial products, which are sold within
the group or outside the group, each plant keeps its own customer
complaints statistics, enter daily incident notifications, determines the
actions to be taken and follow the solution of the issue.
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CONSUMER - MARKET
267
5th SECTION
CONSUMER - MARKET
268
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CONSUMER - MARKET
269
QUALITY
CAMPAIGN
no debate - zero defect
th
SECTION
PRODUCT AND
SYSTEM DESIGN
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6. SECTION
PRODUCT AND SYSTEM DESIGN
273
6. BLM
RN VE SSTEM TASARIMI
o Process
o Finished product
What are the possible defects?
Is there any requirement to provide for maintaining the product
quality?
Can the product sustain the features during shelf life?
Production trials in the product/packaging development process are
conducted to test product design on a production scale. This process
performed under the leadership of R&D is common and carried out with
the participation of production, maintenance, planning, purchasing and
quality teams. At the end of the trials, each team reviews and evaluates
based on their expertise to contribute to the product/packaging
development process.
Before an R&D trial, the trial information form, which is prepared by R&D
responsible, will be issued with the main topics mentioned below
included:
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6. 2. APPROVAL OF PRODUCT
After the development process, the approval and consensus process is
initiated.
The Consensus process: The consensus process represents the
consensus and alignment of production with the stakeholders involved in
the development of the product. In order to produce a product that
ensures specification sustainability, the reviews and opinions of different
company functions are analyzed.
The Approval Process: The approval process is an R&D procedure that
includes the permission of top management to test the product. A project
is completed after obtaining the necessary approvals. Within the project
approval process, the specifications of the product features as well as
whether these features can be provided on a production scale have to be
tested.
275
6th SECTION
PRODUCT AND SYSTEM DESIGN
6. 3. ESTABLISHMENT OF SPECIFICATIONS
a. Consumer Specifications
Consumer specifications include parameters and limits aimed at
obtaining consumer satisfaction and the desire to re-purchase.
b. Critical Limits
Some of the parameters within the raw material, packaging, processing
and finished product specifications involve controlling, monitoring, and
analyzing the product. Limits of these parameters are related to
consumer-oriented features, therefore they are considered critical.
276
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6. 4. PUBLISHING OF SPECIFICATIONS
IIn an approved product development project, the targeted design should
be defined within specifications. Obtaining consumer satisfaction with
each package every time, is possible with these guidelines.
The features and limits which are effective in consumer appreciation are
described in the finished product specifications. Conditions and
operational ranges are defined in the process specifications and recipes
in order to obtain these described features. All raw material and
packaging material features for the finished product quality are defined in
the relevant specifications.
a. Specification Content
Finished product specification: Finished product specification includes
the parcels, boxes, department package and non-packed product features
as seen through the eyes of the consumer.
Recipe: Recipe defines the amount of use and component of product in
terms of raw material and packaging materials.
Process specifications: The line and production parameters are defined
for finished products.
Raw material and packaging specifications: Approved raw material and
packaging materials characteristics and limits are defined.
277
6th SECTION
PRODUCT AND SYSTEM DESIGN
c. Preparing Specifications
Specifications are prepared by product and packaging R&D teams on the
Office of Specs (OoS) system. Specification preparation consists of 2
stages : Preparation stage on OoS and writing stage.
Preparation stage on OoS:
Business units which are within the scope of Master Data Management
(MDM) must be issued a material/product code from MDM department in
order to prepare new raw material, packaging material and finished
product specifications. After getting an SAP code, preparation of
specifications through the OoS system can be started with identification
of the code on OoS system.
Business units, which are not under Master Data Management, may
prepare specification after directly defining code on OoS System.
The finished product raw material, packaging material
specifications and recipes are prepared based on SAP code.
Code will be given by OoS for process specifications.
In the preparation of specifications and recipe writing stage;
Specifications contains finished product, raw material, process, raw
material and packaging categories.
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Action for
Alarm Limit
Reference
Action for
Rejection
Limit
13
Method
Target
11 11,5 12
HOUR
10
Unit
Minute
Critic
YES
Control
Parameter
Control Type
Physical
No
1
Work Flow
Description
Receipe Spec.No
Consistence of
dough is
controlled.Product
colour&texture
are controlled.
If it is not
convenient
products are
quaratined
Explanations
279
6th SECTION
PRODUCT
AND SYSTEM
DESIGN
RN VE SSTEM
TASARIMI
For Example:
GREEN LIMITS
APPROVAL
YELLOW LIMITS
ALARM
RED LIMITS
REJECT
280
R&D
QC
OPS
Product / Formula
EA&P
P&A
EA&P
P&A
Packaging
EA&P
P&A
Process/in - process
EA&P
P&A
Raw Material
TIN
G
KE
MA
R
SC
RE
GU
LAT
OR
OFFICE OF
SPEC & QA
DIS SAL
TR ES
IBU &
TIO
N
SPECIFICATIONS
PA
PA
PA
P&A
P&A
Lab Standards
P&A
P&A
Spec/Recipe Changes
EA&P
JA
JA
JA
EA&P
Alternative RIM/
Packaging Material
New Line Equipment Start Up
or Existing Process Change
EA&P
JA
JA
JA
P&A
P&A
P&A
JA
PA
PA
PA
PA
PA
PA
PA
JA
JA
CHANGE MANAGEMENT
COMPLIANCE
Release Products
JA
VALUE CHAIN
JA
JA
JA
JA
P&A
JA
P&A
JA
DC Approval Procedures
JA
JA
Supplier Approval
JA
JA
CONTINUOUS IMPROVEMENT
Setting the Measurement Tools,
Scorecard, Audet Calender,
KPI & Targets
Setting Standarts for Quality
Skills and Knowledge
for Each Job
P&A
Joint Approval
JA
Approval
EA&P
Pre Approval
PA
Align
6th SECTION
PRODUCT AND SYSTEM DESIGN
282
Recipe
Finished Product
Process
Specification
Specification
PR,A,P, C
Raw Material
Specification
Packaging
Specification
-
PR,A,P, C
PR,A,P, C
PR,A,P, C
PR,A,P, C
PR,A,P, C
PR,A,P, C
-
PR,A,P, C
A,AR,P
A,AR,P
A,AR,P
A,AR,P
A,AR,P
A,AR,P
A,AR,P
-
PR,A,P, C,I
PR,A,P, C,I
PR,A,P, C,I
PR,A,P, C,I
PR,A,P, C,I
P: Print
C: Cancel
Purchasing
GM
Finance
Production
Quality
Assurance
Planning
R&D
Departmant
Position
Recipe
Raw material
Specification
Finished Product
Specification
Process
Specification
Packacing
Spesification
Access authorization based on specification type is defined on OoS Access Authorization List:
R.00.14
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PRODUCT AND SYSTEM DESIGN
283
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284
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Category/Plant
Department
Position
New position
Additional role
Controlled by
(OoS)
First approval
Only access
Second approval
Please mark the specification type
Raw
material
Recipe
Finished
product
specification
Process
Specification
Packaging
Specification
*HR Confirmation/Date
R&D Director Opinion/Date:
OoS Manager Approval/ Rejection /Date
Reason of rejection
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6th SECTION
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e. Approval Process
i. Obligatory approvals
Specifications are submitted for the approval of the individual in charge of
preparation. In any level of the approval stage, rejection or approval can be
given for specification. Rejection can occur at any stage of the approval.
Process, if a specification is rejected, it is sent back to the preparation
stage along with the reason for rejection. Approval can be single-stage
(Approval 1) or double-stage (Approval 1- Approval 2).
Within the framework of single-stage approval, when first approval is
obtained, the specification is submitted to OoS for review.
Within the framework of double stage approval, after the first approval is
obtained, the document is submitted for second approval. When the
second approval is obtained, the specification is submitted to OoS for
review.
ii. Assessments
During the specification preparation phase, the specification may be sent
to individuals for their assessment. Opinions are displayed on the related
specification.
The person responsible for preparation may revise the specification
according to these assessments.
286
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PRODUCT AND SYSTEM DESIGN
OoS Checklist:
Finished
Product
Specification
Raw
Material
Specification
Package
Specification
Process
Specification
Recipe
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6th SECTION
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f. Publishing
If controls determine that the specification is valid, the specification is
published by the OoS and distributed to the relevant persons. If the
specification is deemed not appropriate, it is sent back to the preparer
with the reason for rejection. When the specification is published, the
specification number is produced automatically by the system according
to the specification identification table. The document publication
number is 1 for the first published document. The maximum duration for
the OoS to check and publish a document is 3 days.
Description Table of Specification No :
Raw Material Specification No:
XXXXX.YY
XXXXX.YY
XXXXX.YY
AAAAA. YY
Recipe No:
RXXXXX.ZZ.YY
YY: Publication No
ZZ: Alternative products tree no
288
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PRODUCT AND SYSTEM DESIGN
i. Archiving
When a new specification is published, the old specification and drafts
are moved to the archive folder.
A document in the archive folder cannot be revised, saved, saved as a
draft or sent to approval. A document in archive status can be copied.
The OoS and other authorized individuals can access the archive folder.
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6th SECTION
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6. 5. QUALITY MANAGEMENT
In terms of quality, we aim to produce our products in accordance with the
specifications, and offer our consumers the same Ulker value and quality
in every package. For our employees, all of whom play a significant role in
achieving this target, we are providing opportunities to perform great work
in line with Ulker principles and values, and to establish systems that
enable their development.
As part of our Sustainable Quality understanding, the common concepts
we have adopted are product, human, system and value chain. In
this respect, we have established Central Quality Systems in order to set
common quality procedures and standards in our companies, and enable
each work department to be managed by the same principles.
290
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d. Document Management
Our documents are checked regularly to ensure that production meets the
specifications and standards and to make sure that everybody is using
the same information to achieve sustainable high quality.
As document management ensures the accessibility of new versions and
the updates are made, also it should prevent to use the old documents.
E-documents should be checked and used in the same standards.
The central and local documents mentioned below should be checked;
Central and Local documents mentioned below should be checked;
Quality Manual Quality and Central Food Safety Procedures
Quality, Food Safety and Process Control Instructions and all other
quality system documents
Analytical Methods and Work Instructions
Process Control Registration Forms
Specifications
Document Management defines how to prepare, approve, publish,
implement, validate, sustain, control and change the documents.
Quality Manual and Common Procedures:
Quality Manual covers the common and minimum quality procedures and
the requirements that should be implemented at lker and Yldz Holding
plants, Sales & Distribution and Supply Chain.
The requirements published in Quality Manual cover the quality
procedures and standards that should be applied in all business units. All
local standards and instructions should be in compliance with Quality
Manual.
Quality Manual and the central procedures are prepared and published by
Office of Specs with the involvement of the related departments.
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6th SECTION
PRODUCT AND SYSTEM DESIGN
Quality Manual defines the general rules and provides the communication
mechanism between related departments.
The Quality Manual should be used as a training tool during the
on-boarding process of new employees, in order for them to review and
learn more about the system.
Local Procedures and Instructions:
Local procedures and the instructions are prepared to define the specific
quality requirements of business units, plants and/or technologies.
Local procedures and the instructions should be harmonized with Quality
Manual and the common procedures.
i. Responsibilities
Quality Manual: Central Procedures
Preparation: Prepared by Office of Spec with the involvement of the
related departments.
Approval and Publishing: The documents are approved and published by
Office of Specs after they are approved in parallel with authority-approval
table.
Control and Change: Located on biz.ulker server. Office of Specs has the
authority of change any document.
Local Documents
Preparation: Prepared by the related department responsible with the
involvement of related department (purchasing, production, supply chain
etc.) in each business unit in compliance with central documents.
Approval and Publishing: Prepared documents are published by quality
quality managemet representative with the approval of the related
department chief and/or department manager.
Control and Change: Each business units controls their own local
documents after the central documents are published.
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Archive:
Central documents are archived on Office of Spec for 5 years. If required,
it is provided to access the old/archived documents.
Review:
Central documents are reviewed and updated at least once in a year by
Central Quality Assurance Team. The review outputs are registered. The
review process should cover the old document cancellation.
iv. Putting into practice - compatibility
The local documents and instructions are reviewed after publishing the
central documents. If required, the revisions are made in the local current
documents in parallel with the central documents.
Therefore, it is ensured that the central documents are implemented and
applied in plants within maximum 2 months.
The owner of the document in business units, inform those directly or
indirectly affected by the implementation of the document in order to
ensure the compliance with the central system and the document
implementation. The on-boarding trainings and/or classroom trainings
are arranged to make the process clear and the trainings are recorded.
Those who complete the trainings are given certificates if necessary.
Through trainings and informing, it is ensured that the local documents
and instructions are implemented in efficiently.
e. Compliance
It is checked whether the documents and local instructions are
implemented in accordance with the rules by Office of Spec in every plant.
These audits are held by Central Quality Team and Yldz Holding Internal
Audit Department. After each audit, the compliance ratio score showing
how the implementations in the plants are in compliance with the central
procedures is calculated. If there is unconformity, it is asked to prepare
required action plans and to make improvements in a defined time period.
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PRODUCT AND SYSTEM DESIGN
f. Continuous Improvement
Our target in the whole business units of Yldz Holding is to level up the
consumer satisfaction with using common principles, quality vision and
quality procedures passing every day.
Each plant improves itself day by day through our continuous
improvement activities and each strives to reach to the highest quality
target at every link of the chain from supply to last sales point in
awareness that our each product is a promise of lker to our consumer.
295
QUALITY
CAMPAIGN
no debate - zero defect
APPENDICES
INSTRUCTION LIST
DEFINITIONS
GLOSSARY
R.00.14
INSTRUCTION LIST
Item
No
SECTION NAME
Vehicle Control
a. Physical
Conformance
of Vehicle
Vehicle Control
c. Transportation
Temperature
Control
2 Section 1 Part
Vehicle Control
h. Receiving
Conforming
Materials into
Warehouse
nd
st
INSTRUCTION
NAME
Page
No
Incoming
Material
Control
Instruction
Coming with
Tanker
64
Warehouse
Acception
Criteria
Instruction
64
DESRIPTION OF INSTRUCTION
Incoming
Material
Temperature
Limits
Instruction
65
Storage
Condition
Instruction
Incoming
Material
Labelling
Instruction
68
Sampling
Instruction
73
68
299
INSTRUCTION LIST
Item
No
SECTION NAME
Control of Raw
Materials and
Packaging
Materials
b. Analysis and
Control Process
DESRIPTION OF INSTRUCTION
Sampling methods based on the materials
to be analyzed and analysis methods to be
used
If a microbiology analysis is going to be
performed, procedures to be followed to
avoid contamination during sampling
If special situations exist for physical and
chemical analyses (i.e. a sample must not
be taken from the bottom of a sack; a
sample must be taken from materials that
have accumulated on top of the delivery
vehicle), the following methods should be
used
Procedures to be followed in situations
where a re-analysis is required; sampling
method to be used and sampling size
INSTRUCTION
NAME
Page
No
Sampling
Instruction
73
Raw Milk
Sampling
Instruction
75
Storage
Condition
Instruction
89
Specification
Review
Instruction
103
Control of Raw
Materials and
Packaging
Materials
b. Analysis and
Control Process
(ii3. Control of
products such as
milk/vegetables
wheat)
Storage
a. Quality
and Food Safety
Standards
300
Preparation Prior to
Production
b. Preparation of
Quality Plans (iv.
Amendment
situation)
R.00.14
INSTRUCTION LIST
Item
No
SECTION NAME
INSTRUCTION
NAME
Page
No
Glass/Rigid
Plastic
Control
Instruction
108
Cleaning
Instruction
115
Maintenance
Instruction
Allergen
Management
Instruction
DESRIPTION OF INSTRUCTION
Glass/Rigid Plastic Control
Glass/rigid plastic instructions to be
followed in factories are communicated
clearly to all employees. This
communication may be performed during
annual food safety refresher trainings.
Provision of Food
Safety in
Production
a. Pre-Requisite
Programs
Provision of Food
Safety in
Production
c. Allergen
Management
Laboratory
Management
Laboratory
Safety
Instruction
123
129
140
301
INSTRUCTION LIST
Item
No
10
11
12
13
14
SECTION NAME
DESRIPTION OF INSTRUCTION
INSTRUCTION
NAME
Laboratory
Safety
Instruction
Process
Control
Instruction
Page
No
141
144
Process
Control
Instruction
155
NonConformace
Management
Instruction
160
Scoring
Instruction
165
302
Finished Product
Quality
c. Warehouse
Scoring
Warehouse
Scoring
Instruction
169
INSTRUCTION LIST
Item
No
INSTRUCTION
NAME
SECTION NAME
DESRIPTION OF INSTRUCTION
16
17
Re-work
Product
Management
Instruction
18
Suspension
of Production
Management
Instruction
19
Quality
Incidents
Management
Instruction
20
21
Contract
Supplier
Products
Controls
Instruction
Training
Instruction
Product
Storage
Condition
Instruction
Page
No
173
176
177
183
183
237
303
INSTRUCTION LIST
Item
No
SECTION NAME
22
23
304
24
25
INSTRUCTION
NAME
Page
No
Product
Storage
Conditions
Instruction
241
Evaluation
of Damaged
and Returns
Product
Instruction
244
Destruction
Process
Management
Instructions
245
BlockageRelease
Process
Instruction
247
DESRIPTION OF INSTRUCTION
R.00.14
DEFINITIONS
DEFINITIONS
AGRONOMIC: Agricultural product.
AIB (American Institute of Bakery ): Food safety standard of American
Institute of Bakery.
AS 400: It is used for institutional source planning. Transferring some
part or process of the firm into computer media.
ATP (Adenozin Trifosfat): Name of cleaning control method that used for
detecting food remainder (because foods include ATP).
BATCH: Size of consignment including some part of production
BRC (British Retail Council): Quality and Food Safety Certification
published by British Retail Council.
CALIBRATION: Regulating a measuring tool for correct results.
CCP: Critical Control Point
CIP (Cleaning in Place): Cleaning method made at closed systems.
CONTRACTED COMPANIES: the firm that serves according to rules by
decided Ulker and made secret deal.
ERP: is business management softwareusually a suite of integrated
applicationsthat a company can use to store and manage data from
every stage of business, including; Product planning, cost and
development, Manufacturing, Marketing and sales, Inventory
management, Shipment and payment. Is an integrated operational
computer program such as SAP, AS 400, Exen400 etc.
FEFO (First Expired First Out): First Expired First Out.
FIFO: First in First Out
GPRS: General Packet Radio Service
HACCP: Hazard analysis and critical control points.
305
DEFINITIONS
306
R.00.14
GLOSSARY
acceptance 43, 51, 74, 77, 78, 82, 85, 137, 148, 149,
177, 212, 237, 238, 273
batch number 46, 49, 66, 69, 75, 83, 86, 95, 175, 176,
177, 192, 252, 264
access 26, 46, 49, 50, 71, 106, 126, 137, 138, 142,
143, 237, 282, 283, 284, 285, 288, 293, 294
blockage 154, 155, 156, 170, 208, 248, 249, 250, 251
case study 40, 86, 110, 123, 158, 161, 230, 305
AIB 5, 6, 26, 41, 194, 197, 198, 199, 200, 201, 305
central quality 40, 36, 37, 38, 39, 41, 42, 52, 53, 54,
55, 195, 203, 254, 290, 294
alarm 111, 112, 146, 148, 149, 150, 160, 166, 170, 179,
238, 279, 280
allergen cleaning 105, 116, 118, 123, 132
allergen management 90, 104, 118, 123, 129, 131
analytical 122, 132, 143, 166, 244, 263, 264, 291
approval 5, 25, 26, 27, 29, 30, 31, 32, 35, 38, 39, 40,
41, 43, 44, 46, 48, 53, 54, 70, 71, 72, 73, 81, 82, 83, 84,
85, 92, 101, 102, 103, 104, 105, 116, 120, 173, 178, 179,
180, 181, 182, 184, 192, 198, 202, 205, 206, 229, 243,
248, 251, 262, 263, 268, 275, 280, 281, 282, 284, 285,
286, 289, 290, 292, 293.
AS 400 69, 75, 102, 305
audit 5, 6, 26, 27, 28, 29, 30, 32, 33, 34, 35, 36, 37, 38,
39, 40, 41, 42, 45, 51, 54, 78, 94, 95, 107, 108, 109, 126,
129, 133, 135, 136, 137, 184, 194, 197, 199, 200, 202,
203, 204, 205, 206, 210, 219, 221, 222, 227, 239, 251,
253, 254, 255, 259, 261, 264, 265, 294, 306
pre-requirement audit 26, 27, 29, 30, 32, 36, 38
audits according to risk group 27, 32, 36, 39
internal audit 94, 133, 136, 205, 220, 239, 294
product audit 5, 6, 195, 198, 201, 205, 223,
259, 261, 264, 265
laboratory audit 134, 135
food safety audit 94, 133, 194, 202, 203
quality manual compliance audits 195, 204
audits of OoS 195, 204
307
GLOSSARY
e-mail 43, 44, 55, 74, 84, 92, 251, 267, 293
endorsement 34, 35
ERP 66, 106, 142, 143, 145, 147, 159, 173, 240, 280,
305
feedback 40, 52, 53, 54, 55, 133, 194, 206, 210, 231,
253
FIFO /FEFO 89, 229, 235, 242
finished product 76, 77, 101, 143, 153, 154, 163,
164, 167, 171, 173, 175, 176, 178, 185, 191, 195, 197,
209, 210, 211, 234, 237, 239, 246, 261, 262, 263, 274,
276, 277, 278, 279, 282, 283, 285, 287, 288
food defense 133, 189
foreign material 33, 34, 47, 107, 108 109, 110, 111,
112, 195, 232
GMO 34
GPRS 241, 305
green 43, 46, 70, 78, 145, 146, 147, 149, 150, 151,
152, 154, 157, 160, 161, 162, 164, 166, 170, 172, 173,
194, 198, 199, 200, 201, 205, 211, 222, 230, 259, 261,
262, 277, 278, 279, 280
Group president 37, 85, 155, 181, 190, 192, 202
Kosher 205
label 69, 74, 80, 82, 84, 89, 90, 92, 93, 105, 121,
12, 130, 131, 139, 140, 156, 176, 178, 196, 242,
243, 246, 251, 306
laboratory 48, 72, 75, 76, 78, 79, 80, 81, 86, 134, 135,
136, 137, 138, 139, 140, 141, 144, 145, 149, 150, 151,
159, 164, 220, 264
local 291, 292, 293, 294
logistics 84, 92, 127, 154, 155, 185, 189, 207,
230, 237, 244, 248, 249, 250, 251, 252
maintenance 30, 89, 90, 107, 108, 110, 111,
116, 118, 121, 122, 123, 124, 125, 127, 151, 154,
155, 161, 162, 180, 187, 202, 207, 219, 240, 242,
243, 274
maintenance cleaning 116, 118
maintenance program 107, 110, 123, 125
temporary maintenance 107, 110, 123, 125
maintenance team 110, 124, 125, 161, 162,
187, 207, 219
Halal 205
meeting 6, 40, 44, 53, 77, 92, 111, 112, 128, 133,
135, 187, 204, 206, 207, 208, 209, 222, 259, 264,
266, 290
MSDS 121
import material 75
incident 92, 109, 110, 111, 112, 151, 154, 155, 156,
183, 184, 185, 186, 187, 189, 190, 194, 198, 206, 208,
216, 221, 266, 281
incoming control 43, 48, 49, 51, 52, 54, 80
incoming material 32, 35, 44, 46, 47, 68, 71, 72,
73, 78, 81, 82, 87, 207, 262
308
311
R.00.14
GLOSSARY
pallet 63, 64, 69, 74, 82, 88, 90, 105, 115, 154, 155,
156, 164, 184, 185, 215, 230, 231, 239, 243, 251, 252
quality plan 45, 46, 61, 70, 71, 72, 73, 74, 76,
78, 79, 81, 92, 101, 102, 103, 142, 143, 144, 145,
146, 149, 150, 164, 172, 178, 288
parameter 46, 52, 70, 71, 78, 79, 80, 81, 83, 85,
101, 102, 103, 119, 122, 137, 142, 143, 1473, 148,
149, 150, 151, 167, 171, 172, 198, 232, 261, 263,
264, 274, 276, 277, 278, 279, 282, 286
performance 5, 7, 24, 25, 28, 30, 31, 36, 37, 42,
45, 47, 50, 51, 52, 53, 54, 55, 72, 73, 74, 78, 133,
140, 141, 151, 163, 195, 200, 201, 203, 207, 208,
217, 221, 222, 253, 269, 281
pest 64, 75, 88, 89, 90, 91, 95, 107, 117, 125, 126,
127, 203, 219, 232, 240, 241, 242, 243, 244, 245, 247
physical control 46, 61, 81, 86
procedure 4, 29, 30, 41, 42, 54, 63, 74, 75, 83, 86,
111, 119, 121, 124, 131, 136, 137, 139, 140, 141, 154,
166, 170, 179, 183, 184, 185, 186, 189, 203, 217, 218,
220, 227, 259, 273, 274, 275, 281, 290, 291, 292, 293,
294, 295
process 5, 6, 7, 24, 25, 26, 29, 30, 31, 32, 33, 34, 38,
40, 41, 43, 44, 45, 46, 47, 48, 51, 52, 53, 54, 55, 56, 61,
65, 70, 72, 73, 74, 78, 79, 80, 82, 83, 84, 85, 87, 90, 92,
94, 99, 101, 102, 103, 104, 108, 114, 121, 124, 127,
128, 129, 138, 142, 143, 144, 145, 146, 147, 148, 149,
150, 176, 178, 179, 180, 181, 183, 184, 185, 186, 188,
189, 190, 197, 198, 200, 205, 206, 209, 211, 215, 217,
222, 227, 229, 231, 232, 239, 241, 242, 244, 245, 246,
248, 249, 252, 254, 259, 260, 261, 262, 263, 266, 268,
273, 274, 275, 277, 278, 280, 281, 282, 283, 285, 286,
287, 288, 290, 291, 292, 294, 305, 306
rejection 29, 30, 37, 43, 46, 47, 48, 51, 54, 67,
74, 77, 81, 82, 83, 84, 85, 151, 166, 185, 194, 197,
273, 279, 285, 286, 288
publishing 31, 43, 71, 73, 101, 102, 103, 248, 250,
259, 264, 282, 288, 290, 292, 293, 294
report 6, 26, 28,30, 37, 39, 41, 51, 52, 54, 78, 90,
91, 92, 109, 133, 134, 135, 136, 137, 139, 141, 155,
156, 169, 179, 182, 183, 184, 185, 186, 187, 188,
189, 190, 195, 200, 202, 203, 206, 207, 208, 209
210, 211, 222, 230, 250, 259,264, 265, 267, 268,
269, 284, 293
purchase 24, 25, 26, 27, 28, 29, 30, 31, 33, 36,
42, 43, 50, 76, 77, 78, 88, 185, 278
QDMS 288
309
GLOSSARY
test 26, 27, 29, 31, 32, 38, 39, 41, 45, 47, 55, 76,
92, 104, 105, 116, 119, 121, 123, 124, 134, 135,
136, 137, 138, 139, 140, 141, 144, 152, 172, 185,
191, 194, 197, 199, 200, 201, 204, 205, 219, 261,
264, 274, 275
root cause 85, 123, 158, 180, 181, 182, 183, 186,
187, 207, 208, 215, 221, 268
sample 26, 27, 31, 32, 40, 41, 42, 49, 71, 74, 75, 77,
79, 80, 86, 87, 92, 135, 137, 139, 145, 151, 155, 158,
161, 163, 165, 166, 167, 169, 170, 172, 173, 191, 204,
206, 238, 239, 251, 252, 261, 267, 268, 269
SAP 69, 75, 77, 91, 102, 156, 159, 161, 278, 287,
288, 305, 306
scrap 69, 10, 154, 155, 194, 197, 212, 222, 244,
245, 246, 247, 306
scorecard 5, 6, 7, 53, 95, 195, 196, 200, 204, 210,
212, 213, 222, 223, 269, 281
scoring 163, 164, 165, 166, 167, 168, 169, 170, 171,
172, 173, 174, 253, 254, 264
shelf life 23, 84, 91, 92, 163, 172, 175, 177, 185,
191, 206, 235, 239, 245, 247, 274, 279
310
shipment 63, 65, 78, 83, 86, 94, 128, 169, 179, 188,
227, 229, 232, 235, 236, 237, 239, 241, 248, 249, 250,
251, 252, 305
R.00.14
GLOSSARY
311
QUALITY
CAMPAIGN
no debate - zero defect
QUALITY
CAMPAIGN
no debate - zero defect