Food Quality Systems

  • Merton R. Hubbard


As a company grows, the need for formal departmental operating procedures and reports generally produces a large volume of standard manuals. The quality department in a food manufacturing company may be the last department to assemble such a written system, and there are perhaps more excuses than reasons for this:

This chapter briefly describes:
  • Products change from year to year, and someone would have to be retained on the quality department payroll just to keep up with the paperwork. (Unrealistic.)

  • The food industry is regulated by federal agencies (Food and Drug, Commerce, Agriculture, and others) and by state and local agencies (Weights and Measures, Public Health, and others). Therefore, there is no need to further formalize quality procedures. (Untrue.)

  • A food processing company could not remain in business unless its quality systems were adequate. It might be risky to change the existing system. (Head in the sand.)

  • It is necessary to remain flexible in the food business so that the company can take advantage of new developments quickly. A formalized system tends to slow things down. (Absence of a system may bring things to a standstill.)


Control Chart Corrective Action Packaging Material Quality System Quality Control System 


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Copyright information

© Springer Science+Business Media New York 1990

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  • Merton R. Hubbard

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