FOOD 26 NOVEMBER 2015 CLEANING HYGIENE TODAY FEATURE Although the typical human reaction is to make a solution stronger to ‘improve’ the cleaning properties, this is counterproductive in food processing. Increasing the concentration will strip stainless steel surfaces and create rust. Therefore it takes a strong process and client relationship to stop over-zealous workers from trying to implement their own ‘improvements’. STAKEHOLDER RELATIONSHIPS A good working relationship with the client is also a major factor in providing an effective cleaning process. Most client business functions will be involved – from staff training and communications to property maintenance. Training, for example, needs to impress upon staff the critical nature of where and how particular areas must be cleaned and how they should remove/don clothing if they move from low to high risk zones. The processes need to become ingrained, especially when change is introduced. Around 30-40 years ago, high pressure water hosing across surfaces (responsible for prolific aerosol movement) was considered an essential part of the cleaning process. Ensuring that longserving workers understand the reason behind changes in cleaning is critical; cleaning and hygiene protocols must also be supported by scrupulous personal hygiene and cleaning practices. Well-trained cleaning staff will understand the importance of changing their clothes in a particular order to reduce crosscontamination; there’s no point in pulling on boots AFTER hand washing, whilst separate gloves should be worn and scrupulously disposed of at particular stages during cleaning. TESTING AND ENTERPRISE-WIDE CLEANING Frequent testing and best practice discussions enable the client and service provider to understand test results, the norms and any factors that may need a new approach. When microtesting, the true readings can take up to seven days, therefore the results reported in the first three days can be presumptive with the true test results available later. Due to the lengthy timescale between test and result, it’s important to establish effective management and follow GMP procedures. Equally, products with a short shelf life may have a different ‘true result’ and subsequently be subject to different criteria. “Although the typical human reaction is to make a solution stronger to ‘improve’ the cleaning properties, this is counterproductive in food processing. ” There are also facilitywide implications. Moving a large piece of equipment can affect listeria presence. In the USA, a large ceiling refrigeration unit was cut into pieces and removed. Food swabs six weeks later revealed a major increase in the number of areas testing positive for listeria. Food manufacturers must also consider the impact of new food trends and requirements. Salt – a key aspect in maintaining microbiological safety – is being reduced in many food items, therefore processes will need to change to accommodate resulting manufacturing changes. As foods change, so must developments in cleaning across the food chain. In addition to a good client partnership, cleaning product stakeholders play their part in listeria control. Innovation can produce widespread benefits which cascade from professional to domestic use which ultimately improve the measures to control and combat the organism. Developments such as microfibre cleaning cloths have made their way from hospital cleaning into our household cupboards. UNDERSTANDING CLEANING POWER Effective listeria control in the food manufacturing environment needs input from all stakeholders, from clients and staff through to cleaning providers and their suppliers. The interlocking nature of the food supply chain makes each provider reliant on the preceding link. Our widespread food manufacturing systems mean that what might be considered a basic cleaning role in a processing plant can ultimately contribute to the wellbeing of schoolchildren across the country. A good cleaning provider will instil this knowledge in every part of the process and its people to ensure a clean establishment across the client business and wider environment. Paul Keogh, business development director
CHT November 2015
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