Sher Consulting and Training, Israel
Posters-Accepted Abstracts: J Food Process Technol
Management systems are based on the cycle of continual improvement, PDCA (plan do check act). In a food safety management system much expertise goes into the �??Plan�?� phase: Planning our buildings and equipment establishing pre-requisite programs (PRPs) and utilizing HACCP methodology to define the food safety plan. We then move on to the �??Do�?� phase and we expect every detail of our plan to be executed. However, when we �??Check�?� if everyone is doing what was planned we are confronted with a mysterious gap. We call it �??The Implementation Gap�?�. According to PDCA we must now �??Act�?� to improve the �??Plan�?� so that in the future everybody will �??Do�?� as planned! Often, the organizational reaction to �??The Gap�?� is to update procedures to realign them with what is actually being done and/or to retrain the employees. Neither of the actions can truly generate improvement because they do not address the root cause: Why are people not performing as planned? Our team has developed a behavioral model identifying four root causes of deviation between written instructions and actual behavior. By carefully observing thousands of non-conforming incidents we have cracked the mystery and can provide the tools to close the �??Implementation Gap�?�. We call this model MACK: Motivation, Awareness, Capability and Knowledge. We can prove that every incident involving people behaving in violation of a written decision is the result of a lack in one or more of these basic requirements. In this presentation we will present the model provide gap closing tools and present case study success stories.