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The objective of this article is to prepare for the initial certification according to IFS Global Markets Food V3 at the Landshuter Brauhaus AG private brewery at the Ellermühle site, which is expected in August 2025, and to create the basis for a potential follow-up certification according to IFS Food. The IFS Global Markets Food Program V3 is a standardized, voluntary and non-accredited assessment program for food companies, both for retail and manufacturer brand products (IFS 2023, p. 10 f.). It is based on the specifications of the Global Markets Program developed in 2008 (GFSI 2023a; VDOE 2020, p. 620).
The methodology of the target/actual analysis was used to work on the topic in order to be able to carry out a conformity check with regard to the requirements of IFS Global Markets Food V3 (see Appendix 3; IFS 2023). Observations, document analyses and employee surveys were carried out to obtain the most meaningful information possible. These have been recorded and evaluated within the target-performance analysis. A total of 65 deviations (equivalent to 53.7%) were identified at the basic level, and 60 deviations (equivalent to 82.2%) at the intermediate level. These were either processed as directly implemented corrective actions or formulated as recommendations for continuous improvement in the form of an action plan (see Appendix 15). The presentation of the action plan shows the deviations, the resulting measures, the associated responsibilities, the time period with the starting point and end point of the measures, and the current status. In addition a subdivision into "Basic" and "+Intermediate" was made for a better overview in the subsequent processing by the brewery.
A review as well as assessment of relevant requirements with regard to processes and significant violations after completion of the new building and commissioning at the Ellermühle site with regard to correlation with a potential "major" rating is recommended on the part of the operations manager or brewmaster (IFS 2023, p. 30).
Die vorliegende Bachelorarbeit behandelt das Thema das betriebliche Ideenmanagement. Das Ziel ist den Prozess zur Einreichung, Evaluierung und Umsetzung von Ideen weiterzuentwickeln und zu digitalisieren.
Um das Ziel zu erreichen, werden Primärdaten mit Hilfe von fünf qualitativen Interviews und einer quantitativen Umfrage mit 50 Mitarbeitern erhoben. Abgesehen davon wurden auch Daten aus der Sekundärforschung erfasst, deren Bestandteile die internen Unterlagen zum bestehenden Ideenmanagement dem Status quo, und wissenschaftliche Quellen sind.
Die Anforderungen an Unternehmen in Bezug auf Qualitätsmanagement, Nachhaltigkeitsmanagement sowie Arbeitssicherheit und Gesundheitsschutz sind hoch und immer weiter ansteigend. Gesetzliche Anforderungen, Anforderungen durch Managementsysteme, Anforderungen von Kunden und Anforderungen an Lieferanten stellen Unternehmen dabei vor sehr große Herausforderungen. Die integrierte Durchführung dieser unterschiedlichen Anforderungen sollte Ziel in Unternehmen sein um einen effizienten und erfolgreichen Weg zu gehen (Krieger-Güss & Hannus, 2023). Der enge Zusammenhang der Themen Qualitätsmanagement, Umwelt/ Nachhaltigkeitsmanagement und Arbeitssicherheit ist von immer entscheidender Bedeutung um in einem Unternehmen effizient arbeiten zu können (Krieger. 2008). Qualitätsmanagement bildet die Grundlage für den Aufbau von Strukturen in Unternehmen. An Nachhaltigkeit kommt kein Unternehmen vorbei und es dient der gesellschaftlichen Verantwortung mit den drei Dimensionen ökologisch, sozial und ökonomisch sowie der vierten Dimension Ernährung. Empfohlen wird die Integration der Anforderungen, die für das Thema Nachhaltigkeit von entscheidender Bedeutung sind in die Prozesse in Unternehmen. Gerade die ethische Dimension der Nachhaltigkeit hat einen engen Bezug zum Thema Arbeits- und Gesundheitsschutz. Die Einhaltung der Menschenrechte wird in der ISO 26000 gefordert und ist ebenfalls Bestandteil des Arbeitsschutzes. Des Weiteren wurde die Einhaltung der Menschenrechte und entsprechende Arbeitsbedingungen auch durch das neue Lieferkettengesetz gesetzlich festgelegt. Die vierte Dimension der Nachhaltigkeit “Ernährung” wird in Standards wie den DGE-Qualitätsstandards betrachtet und Vorgaben bezüglich der Ernährung in Gemeinschaftsverpflegungen dargelegt. Eine Kombination der unterschiedlichen Managementsysteme und die Einhaltung der gesetzlichen Anforderungen haben eine zentrale Funktion in erfolgreich agierenden Unternehmen und Gemeinschaftsverpflegungen.
Aktuell liegen noch viele Defizite in diesen Bereichen vor wie folgende Auswertungen zeigen. Im Zeitraum von 01/2023 – 09/2023 wurden in Deutschland 454 Rückrufe durchgeführt, die die Lebensmittelsicherheit gefährdet haben, wobei die meisten Rückrufe bei Obst und Gemüse erfolgt sind (siehe Abbildung 1).
The demands placed on companies in terms of up-to-date quality and sustainability management as well as health and safety measures are high and are becoming increasingly complex. Increased legal requirements, additional industry standards and derived customer requirements constantly present companies and value chains with new challenges. The integrated approach to the implementation of these different requirements has already taken place in companies in recent years. However, small businesses still find it difficult to face the complexity of requirements on their own without an accompanying consultation. Qualint is a support tool, which is currently available in the 3rd version. The tool supports companies in setting up and continuously developing their integrated management system with coordinated hybrid service bundles. The focus is on combining the fields of action of quality, environmental and sustainability management as well as occupational safety and health.The article illustrates how quality management can be used as a basis for building up digital and organizational structures in companies and value chains. The focus is on sustainability aspects and ethical requirements that are closely related to people, such as occupational health and safety. Compliance with human rights is required in ISO 26000 and is also part of occupational safety and health. Furthermore, compliance with human rights and corresponding working conditions is also regulated by the new Supply Chain Duty Act (LkSG). It shows how demands on companies have grown and how the consulting tool Qualint has developed accordingly.
In recent years, ISO, IFS, BRC and FSSC 22000 standards in the areas of quality, environment and occupational health and safety have been increas-ingly implemented in companies in various industries. The main focus of these developed standards are the processes. But the past shows that the factor human is another very important factor, which should be much more in the middle in organization. The new developed guideline has the human factor in the foreground. In particular, the attitude and awareness of occupational safe-ty and health protection in the behaviour of employees at all levels of the or-ganisation are at the centre of consideration.
Inspired by this approach, a group of experts from the fields of quality scienc-es, standardisation and certification as well as consulting for system-relevant companies in the agricultural and food industry came together to form a committee during the Corona crisis in spring 2020. The common goal is to develop a new standard. The first step is to establish criteria for a guideline.
and establish an evaluation system for several pillars of a House of Total Safety Culture (HSC) tailored to the entire value chains of the agri-food sec-tor. In addition, the essential building blocks of the guideline must be defined. The attitude of managers and employees, their behaviour and their compe-tence form the roof of the standard. The integrated management system with a continuous improvement process forms the foundation of the House of To-tal Safety Culture across the company in value chains. Qualification and communication are the main pillars and thus further elements of the HSC. Particular attention is paid to the fields of action of occupational safety and health protection, food safety, animal and environmental protection as well as sustainability and digitisation. They form the four inner pillars of the House of Total Safety Culture. The design of the respective certification levels is con-sidered as a “construction phase”. As part of the standardisation process, the coordination of the respective requirements for safety culture has not yet been completed. This article first provides an overview of the state of knowledge in relation to the established standards and norms of the agri-food industry with special consideration of the Safety Culture Ladder model. The procedure for developing and establishing the new guideline is then ex-plained. For this purpose, the composition of the expert forum is presented before the concrete steps to establish the guideline are presented. The model of the House of Total Culture is presented below. Building on this, the proce-dure for assessing the degree of maturity and possible concepts of continuing training are explained before the conclusion of this article.
Dieses Fachbuch ist das Standardwerk für ein professionelles Qualitätsmanagement. Es beschreibt in kompakter und praxisnaher Form, wie Sie ein umfassendes QM in Ihrem Unternehmen aufbauen und optimieren. Sie werden damit mehr Produktsicherheit erreichen und Ihre Mitarbeiter dazu motivieren die Lebensmittelsicherheitskultur zu leben.
Neben der Beschreibung klassischer Managementsystemen gibt es auch Anregungen zu alternativen Systemen und Einblicke in die Arbeit ausgewählter anderer Länder.
Die Analyse des Geschäftsberichts (Risikoberichts) zeigt, dass das Risikomanagementsystem der Wirecard AG gravierende Defizite aufwies. Man muss basierend auf den öffentlich verfügbaren Daten davon ausgehen, dass sich aus den gesetzlichen Bestimmungen nach §§ 91 und 93 AktG ergebende Anforderungen nicht erfüllt waren. Wie bei vielen anderen Unternehmen ist z. B. nicht erkennbar, dass eine Risikoaggregation durch eine geeignete Methode stattgefunden hat. Ohne eine solche Risikoaggregation ist die Frühidentifikation von „bestandsgefährdenden Entwicklungen“ aus Kombinationseffekten von Einzelrisiken nicht möglich. Trotz dieser Defizite ist allerdings nicht erkennbar, dass eine kausale Verbindung mit der späteren Insolvenz besteht. Viele der Schwächen sind auch bei anderen börsennotierten Gesellschaften „üblich“ und daher kein Indiz dafür, dass das Unternehmen einem besonderen Insolvenzrisiko, speziell durch Betrug von Vorstandsmitgliedern, ausgesetzt war. Die nach dem „alten“ IDW Prüfungsstandard 340 durchgeführte Prüfung des Risikomanagements durch EY hat bestehende „schwerwiegende Mängel“ offenbar akzeptiert. Solche Schwächen der Abschlussprüfung findet man jedoch auch bei vielen anderen Unternehmen, was empirische Studien belegen. Im vorliegenden Fall bedeutet dies, dass die gravierenden Defizite der Abschlussprüfung durch EY auch im Bereich der Prüfung des Risikofrüherkennungssystems eindeutig erkennbar waren.
Purpose
This paper aims to investigate the strategic consequences of manufacturing location decisions, with a focus on understanding the link between collocating manufacturing with other value chain activities, via reshoring or retaining and organizational agility.
Design/methodology/approach
The paper uses qualitative data from 115 interviews with executives from UK high value manufacturing companies to explore the recent phenomenon of reshoring and the strategic effects of manufacturing location.
Findings
The location of manufacturing is operationally and strategically important for multinational companies. The spatial dispersion of manufacturing is determined by firm-specific and external factors, both of which are subject to constant change. The analysis shows that concentrating on manufacturing in their home countries enables firms to increase organizational agility and stimulate innovation. Better integration with and more extensive collaboration between related value chain activities, such as research and development, sales and marketing, leads to higher flexibility, speed and responsiveness to customer requirements. However, under certain conditions, firms also continue to benefit from the known advantages of offshoring.
Originality/value
This research sheds light on possible strategic downsides of global value chains, characterized by dispersed activities and intermitted processes. The results provide evidence that retaining manufacturing or bringing back manufacturing operations to a company’s home country can increase organizational flexibility, speed, adaptability, innovativeness and responsiveness to customer requirements. As these capabilities are critical for long-term survival, especially in dynamic environments, firms need to review their global factory configurations and determine whether the short-term advantages of foreign locations continue to justify offshoring practices.