Wenger System Overview

(Q/A, HACCP, ISO)

FDA Animal Feed Safety System Meeting

September 23, 2003

Introduction

Wenger’s Feed Mill, Inc.-Manufacturer of bulk poultry

and swine diets-Family owned and operated

since 1944-Headquarters in Rheems, PA-Operating 6 mills (5-PA,1-MD)-Provide Nutritional, Analytical

& Research Services-Pullet Growing & Egg Marketing

Overview

1.Description of the WFM Quality Assurance Program

2.HACCP – what it’s good for…why we did it…..

3. The next step – The Wenger System

Q/A

WFM Quality Assurance Program

Product Design and Labeling

Ingredient Selection – Approved Suppliers List

Production Scheduling – Flushing & Sequencing

WFM Quality Assurance Program

Manufacturing – Work Instructions Preventative

Maintenance

Delivery

HACC

P

HACCP

Comprehensive risk analysis, focus on potential human food-related illness risk factors

Over 150 man hours spent identifying potential risks

HACCP

Formal system for identifying risks and tracking non-conformances

Identifying “weak-spots” in our system and providing the tools to fix them Transportation

The

WENGE

R

SYSTE

M

What is Management System?

• A frame work for managing an organization’s significant environmental, safety and quality aspects, which places reliance on a systems approach, not on individuals

• Holistic management and total employee involvement

• Proactive vs. reactive thinking.

WS Components

Regulatory (GMP’s)

Quality (ISO 9001)

Environmental (ISO 14001)

Safety (OHSAS 18001)

Human Food Safety (HACCP)

Compliance Based ISO 9001 QMSRegulatory driven – programs and processes aimed at maintaining compliance

Beyond compliance – programs and procedures aimed at continual improvement

Reactive - quality issues not considered in business planning function

Proactive - Plan for and anticipate quality issues with new processes, products and services

Cost center- quality management is a necessary evil

Strategic business unit - QMS will can add to bottom line

Compliance Based Systems vs. ISO 9001 QMS

• Improved compliance

• Reduction in liability and risk

• System for prioritizing resources

• Decrease costs

• Market advantage

• Pressure from interested parties

• CONTINUAL IMPROVEMENT

Why Organizations Implement a Management System

4.3 Planning

4.4 Implementationand operation

4.5 Checking andcorrective action

4.6 Managementreview

Continual Improvement Model

Implementation Tasks Completed

Gap analysis Top management overview

WS Policy development Aspects and hazards analysis Policy training WS Manual development Registrar request for proposal Steering Committee overview

Interviewing Registrars

Implementation Tasks Pending

Complete documentation Training and education

Pre-Audit – Internal and External Certification Audit

Goal to be completed and receive certification by end of 1st quarter 2004.