Thanks, GMO. I know that management wants to improve our issues, but I don't think they know how. My Ops. Manager is a pretty open guy, so I'll try to take "ticketing" concerns to him. I almost know that people may not like it because they see me as more of "Mr Ops' Assistant" than Ms. Document Control/Food Safety or as a Supervisor. :-(
Do you think a form that Supervisors fill out may work better? Like a shift summary report of people who did things well or employee GMP-/Food Safety-related issues that occurred and how they were addressed during the shift? And then maybe using that to determine something like "Shift MVP of the month" to encourage morale and food safety?
I would start with the ops team and work through a programme with them which will take a long time to address the following:
Food safety and quality on their shift is just as much their responsibility as operational efficiency, health and safety etc.
They need to talk about food safety and quality regularly to their teams but they also need to live it. If they are contradictory in their actions compared with their words, they lose credibility. At least on a weekly basis but ideally daily they should be saying something as a group or individually to each team member which encourages good food safety and quality behaviours. This includes being prepared to discipline people for poor behaviours.
When an issue happens on their shift, if they walk past it, they're condoning it. I sometimes use Health and Safety examples for this where challenging behaviours is now pretty well built in to the management consciousness but I'm not sure what it's like in the US.
Introduce the concept of root cause analysis and how it can help reduce issues and make their time better spent.
Ensure the person who manages an area (or their deputy) accompanies you in all GMP audits.
Make sure you identify and praise good practice to the manager and to staff directly and encourage the manager to do the same.
Whenever you find an issue at audit, explain why it's a problem, what could happen next, e.g. "that person didn't wash their hands entering production. They are then going to handle food eaten by customers like our kids / grandparents" etc.
Then on the first few NCs or CARs whatever you call them, work on the root cause with them, talk to the staff as part of this to find out why things are happening. I like fish bone diagrams for this.
In all of the above, the system i.e. what the form looks like is actually a really, really minor point IMO.