Non-Conformances Procedure

It is a mandatory requirement all entrants to the Food Production Unit understand and abide by all of FERA LTD Policies & Procedures.

DOCUMENT NAME	3.2 Non-Conformance Investigation and Corrective Action
Document Reference Number	3.2
Document Sub-Sections	3.2.1a non-conformances management 3.2.1b records of non-conformaces 3.2.2a procedure to deal with non-conformances 3.2.3a procedure for dealing with complaints 3.2.3b procedure for dealing with complaints 3.2.3c internal form for processing complaints 3.2.3d complaints sources, methods, scope and type 3.2.3d complaint management phases and facilitation
Issue Number	1.0
Issue Date:	05/01/2024
Last Reviewed Date	05/01/2024
Reviewed by	Board of Directors
Next Review Date	Annualised 05/01/2025 (Earlier if any significant changes made or required).
Responsible Officer(s)	Board of Directors
Distribution	Accessible and distributed to all staff Accessible via FERA intranet or available upon request.
Storage	Stored on the intranet.
Document Control	Uncontrolled Copy Unless Printed on Yellow Signed Paper or accessed on intranet.
Amendments with date of amendment.	Nil
Document Notes	Nil
Intranet Link	3.2 Map (Non Conformances & Complaints) \| INTRANET I Fera
Authorised by	Adeel Iqbal

3.2.1a NON-CONFORMANCES MANAGEMENT

The business ensures that procedures exist to record, investigate and remedy the cause of any product non‐compliance including complaints, incidents and sub‐standard product.

The procedure includes details of how non‐conforming product will be quarantined

This details the procedures for when a non-compliance is identified.

A non-compliance (NC) is defined as any occurrence where the expected standard has not been met.

This can include:

· Issues with raw ingredients (dates)

· Hygiene procedures not being followed

· PPE not being correctly used

· Equipment issues

3.2.1b RECORDS OF NON-CONFORMACES

Non-conformances are recorded via the non-conformance form accesible through the intranet.

Non-Conformances Logging Form

3.2.1 Non-Conformances Log | INTRANET I Fera

3.2.2a PROCEDURE TO DEAL WITH NON-CONFORMANCES

All non-conformances are to be recorded and investigated and preventative actions taken to prevent recurrence.

Non Conformance Identification	1. Train staff in identifying non-conforming materials 2. Identify the non-conforming material 3. Record the non-conformity 4. Control the non-conformity 5. Audit and review of non-conforming materials
Non Compliance Definition	A ‘non‐compliance’ is where expected standards have not been met, typically this includes: staff not following procedures, hygiene breaches, products not meeting specification, contamination problems, customer complaints etc.
Review of Preventative Actions	After implementation the above actions will be monitored and reviewed. The supervisor can then discuss with the Board to ensure that the procedures worked effectively and ensured safety. At the board level a Root Cause Analysis can then be performed.
Quarantine Sign to be Displayed	Place Quaratined products in a plastic box in the designated space in the storage area and place the above sign around the material.
Food Safety Concerns	Consider food production hiatus or product recall if so immediate activation and respond to customer within 24-48 hours.
Company development & progression from non-conformances	Board to reflect on how to prevent future recurrences and how to improve overall company. All serious non-conformances to undergo a root cause analysis

3.2.3a PROCEDURE FOR DEALING WITH COMPLAINTS

Complaints are welcome as an opportunity to gain valuable feedback which supports our evaluation and development. It also offers us an ability as a company to deal with complaints in a timely, compassionate and meaningful manner.

Complaints can arise through our dedicated website complaint form (Contact Us | FERA London), by letter or direct feedback from clients.

3.2.3b PROCEDURE FOR DEALING WITH COMPLAINTS

Stage	Method
Immediate Steps	Take short‐term action to prevent any unsafe or sub‐standard product being used or despatched
Root cause analysis	Identify the ‘root‐cause’ – what led to the problem arising in the first place.
Corrective Actions	Discuss and agree on action to deal with the root cause – to ensure the issue will not arise again [preventative action].
Designate and delegate responsibility	Agree ‘who’ is going to do ‘what’ by ‘when’.
Re-review post corrective measure implementation	Review the preventative action a month or so after implementation, to ensure it is having the desired effect.
Ensure records are kept.	For each of the above, having a sign‐off by a competent manager to confirm that part of the ‘fix’ has been completed successfully, is good practice.
Ask 'Why' several times	To help get to the ‘root cause’ many people advocate asking ‘why’ five times
Trend Analyses	Categorising non-conformances is key to identifying trends that may point to an underlying cause.

3.2.3c INTERNAL FORM FOR PROCESSING COMPLAINTS

Complaints are dealt with in a systematic and uniform way using our internal form which results in the documentation of a proposed remedy and outcome.

Complaints Management Form

3.2.3 Complaints Management | INTRANET I Fera

3.2.3d COMPLAINTS SOURCES, METHODS, SCOPE AND TYPE

We aim to minimise customer complaints by complying with the highest industry standards. We appreciate that with a natural product there is potential for the product to occasionally not meet the standard expected by a consumer. We value and encourage all such complaints and feedback so that we can analyse our entire production systems and policies to improve future outputs.

All complaints are recorded, investigated thoroughly by a suitably trained person, the results and outcomes are shared. Actions appropriate to the seriousness and frequency of the problems are rectified promptly and effectively. Our target levels are <2% of total production.

Complaint data is analysed for trends, root cause analyses are undertaken and are used to implement changes. We ensure staff recognise the importance of whistle-blowing or informing us of any mistakes in manner that will not jeopardise them, to promote an overall good and safe environment.

Potential Sources of Complaints	Consumer General Public Wholesaler Retailer Website User Food Donation Bank Staff
Complaint Methods	Complaints Form (Click here to view) Email Website In Person Letter
Assigned Members to deal with Complaints	Duty Manager Directors
Food Safety Concerns	Consider food production hiatus or product recall if so immediate activation and respond to customer within 24-48 hours.
Remedial Actions may include	Reply within 5-7 working days Offer apology & outline rectification steps Offer alternative product Offer refund Explore other ways to satisfy complainant
Company development & progression from complaints	Board to reflect on how to prevent future such complaints and how to improve overall company# All serious complaints to undergo a root cause analysis

3.2.3d COMPLAINT MANAGEMENT PHASES AND FACILITATION

Stage	Method
Recieiving Complaints	Make the process as easy as possible. Ensure website has a direct link to contact FERA. Ensure address listed on all products.
Recording Information	Ensure sufficient information has been provided by the person making the complaint. Ensure product details including batch number and expiry date are present. Fill in the complaints log on the intranet.
Identification of the Issue	Determine if this is a 'Safety' issue (could cause harm) or a quality issue where harm is unlikley to be caused.
Food Quality Issue	Identify the issue & check remaining stock from the same batch. If the problem is likely to affect the whole batch, contact all clients who have received product from that batch, notify them of the problem & arrange to up‐lift & replace with good stock.
Food Safety Issue	Contact all clients who have received stock from that batch; tell them what the problem is and instruct them not to use the affected products. Follow up quickly with a written ‘Recall’ or ‘Withdrawal’ notice.
UKAS Laboratory Referral	In some cases, the product may have to be sent off for laboratory analysis to identify the issue.
Identification of the Cause	There are normally at least two ‘levels’ of cause, one superficial and one underlying. For example, a product is sent out with one ingredient missing: the superficial cause is ‘someone forgot’. The underlying (root) cause may be lack of training/shortage of staff.
Corrective Actions	This usually involves uplifting faulty items and replacing with good stock. Give a refund where relevant. Keep faulty items segregated and examine them to identify the ‘cause’ or perhaps the source of a foreign body. Is the cause a raw material fault that has potentially affected other batches?
Root Cause Analysis	This is crucial because it is only by identifying the root cause that you can put in place ‘preventative action’ – something to stop X ever happening again.
Complaints Trend Analyses	Complaints will happen; many will be ‘minor’. Categorising them is key to identifying trends that may point to an underlying cause.
Complaint Closure	Where relevant write to the customer to explain what you have done to prevent this happening again. Consider refunding the purchase.