Food production professionals are always on the lookout for ways to improve. They look to fellow food producers, OEM’s, maybe even the retail link. But here's a twist: some of our most valuable lessons might come from an unexpected source—the pharmaceutical industry.
The pharmaceutical industry and food production have much in common. And much to learn from each other. In this article, we look at one of the most important things the food sector could learn from their colleagues in the drug department: Change management.
Now, before you roll your eyes thinking about bureaucratic red tape, hear us out. This isn't about slowing down innovation. It's about implementing changes smartly and safely. And in the food production industry, where a small tweak can have massive implications, that's something you can't afford to ignore.
Change Management – The Historical Context
Pharmaceutical change management protocols aren't just bureaucracy for bureaucracy's sake. They're rooted in hard-learned, often tragic lessons.
As Dr. Roland Cocker explains in an interview with BLÜCHER (See full interview below): "The pharmaceutical good manufacturing practice is regulated, both in the United States and in Europe. That regulation sprung up because of incidents where people changed things that they thought were insignificant, which turned out to be lethal. People died because of these small changes."
Let that sink in for a moment. While the food industry may not deal with the same level of life-or-death scenarios daily, the principle remains: seemingly minor changes can have major consequences.
This history has given pharma a deep-seated respect for the potential impact of even the smallest modifications. It's a mindset food professionals would do well to adopt.
The Danger of Small Changes
In food production, we're used to thinking big. New product lines, major equipment refurbishments—these are the changes that get our attention. But what about the little things? A slight adjustment to a pump, a quick fix during maintenance?
"People may change something in their food plant, perhaps with the aim of emergency maintenance, not realizing that they're introducing a pump or something like that, which has some features which are hazardous," Cocker warns.
These small changes, often made with the best intentions, can introduce critical hazards to our processes. A pump that seems identical in flow and pressure might have subtle differences in cleanability or material composition that could compromise product safety.
According to Cocker, the food companies ought to begin giving these "minor" changes the attention they deserve.
Involving HACCP Teams in All Changes:
Here's where we can really learn from pharma's playbook: involving our risk assessment teams, particularly our Hazard Analysis and Critical Control Point (HACCP) teams, in all changes—no matter how small they might seem.
Cocker suggests a practical approach: "If you change the design of something, be it the part number, the model number, the type of pump or whatever. If you change something like that, so it's not the same as it was before, then you must go to the HACCP team, because it could be introducing a critical hazard."
This doesn't mean bogging down every decision in endless committee meetings. It's about creating a culture where consulting with HACCP teams becomes second nature.
Imagine catching a potential contamination risk before it ever hits the production floor. A quick check could prevent major issues down the line.
That's the power of this approach.
Adapting Pharma Practices Without Over-Complicating
Now, we know you may be thinking, "We can't turn into pharma. We need to stay agile." And you're right. The key here is balance.
We're not talking about implementing change management for every squeaky wheel. That's overkill.
Instead, we need to adapt pharma's principles to fit the food industry's needs. It's about creating a system that captures significant changes without ruining innovation or slowing you down unnecessarily.
This could mean developing a quick checklist for maintenance teams, ensuring HACCP teams are easily accessible for consultations, or implementing a streamlined digital system for logging and reviewing changes. The processes could be quite simple yet generate the same increased production (and product) safety.
Change is Here to Stay
Change is inevitable in the food production industry. New technologies, evolving consumer preferences, and ever-tightening regulations ensure that we’re always adapting. But how we manage that change can make the difference between success and failure—or safety and hazard.
By learning from pharma's rigorous approach to change management, you can enhance your own processes. We can create systems that catch potential issues before they become problems, that respect the complexity of operations, and that ultimately lead to safer, more efficient production.
As Cocker wisely notes: "Recognizing change, that's important. The importance of even small changes, that's one of the difficult factors."
Let's take this lesson to heart. Let's build change management systems that work for food production, that keep us agile while also keeping us safe. Because in the end, that's what it's all about—producing food that's not just delicious, but unquestionably safe for consumers.
