Meat products processing technology paper

Meat products refer to cooked meat products or semi-finished products made with livestock and poultry meat as the main raw material and seasoned. The following is a paper on the processing technology of meat products that I have compiled for you. Hope you guys like it. Meat Products Processing Technology Paper Part 1

A brief analysis of the problems existing in the internal control of meat product processing enterprises

Abstract According to CCTV reports, some of the chilled meat produced in Shuanghui is made from lean meat. The production of "body-building pigs" containing meat essence caused a sensation across the country. There are many reasons for this incident, the most important of which is problems with the internal control system of Shuanghui Group. This article starts from the five major elements that enterprises should follow when establishing and implementing internal control, and analyzes the problems existing in the internal control of Shuanghui Group, so that meat product processing enterprises can take targeted improvement measures to prevent similar incidents from happening again.

Keywords Shuanghui "Body Pig" Incident Analysis of Internal Control of Clenbuterol Issues in Meat Products Processing Enterprises

According to CCTV's weekly quality 315 special action report, a subsidiary of Henan Shuanghui Group The cold fresh meat produced by Jiyuan Shuanghui Food Co., Ltd. is produced from "body-building pigs" that have been fed with clenbuterol, which immediately caused a sensation across the country. Shuanghui's products have been forced to be removed from shelves, recalled, seized and even destroyed across the country, which is undoubtedly another heavy blow to the already fragile food safety confidence of domestic consumers. Whether it is blaming consumers who are increasingly picky and picky, blaming unscrupulous farmers and pig dealers who are unscrupulous and lacking in ethics, or blaming regulatory agencies that do nothing and seek power for rent, the most important thing is the loopholes in Shuanghui's internal control system. In the process of establishing and implementing internal control, Shuanghui Group had problems in the five major elements of internal environment, risk assessment, control activities, information and communication, and internal supervision.

1. Internal environment: an important basis for enterprises to implement internal control

The internal environment generally includes governance structure, organizational setup and distribution of rights and responsibilities, internal audit, human resources policy, corporate culture, etc. . The failure of Shuanghui’s internal environment control is mainly reflected in the following aspects.

1. The corporate governance structure is unreasonable. The corporate governance structure must clarify the responsibilities and authorities in decision-making, execution, supervision, etc., and form a scientific and effective division of responsibilities and checks and balances. Shuanghui Chairman Wan Long has developed Shuanghui from an insolvent small factory into an industry hegemon and a major taxpayer. Shuanghui has become almost synonymous with cold meat, with a brand value of nearly 15 billion yuan. Wan Long has also become the spiritual leader of the company, creating The exciting "Shuanghui Model" can be said to have played an indispensable role in the development and growth of the company. Wan Long has worked in Shuanghui for more than 40 years and has held the top position in the group company for nearly 30 years. Due to his long-term position as the top leader and his outstanding contributions to Shuanghui, he has formed absolute authority within the company. The shareholders' meeting, board of directors, board of supervisors and management must all obey his personal command and unconsciously They will all do things according to his behavioral pattern, and it is easy to make a single statement and speak out, unable to form an effective check and balance mechanism, unable to maximize the enthusiasm and initiative of various functional departments and cadres and workers, so it is inevitable that people will The phenomenon of managing the system rather than the system managing people.

2. The disadvantages of establishing a single quality inspection department. At present, many companies, including Shuanghui, have established internal quality inspection departments specifically responsible for quality inspection work. Although it is convenient for centralized management and seems to be relatively standardized, there are still some problems. Once the quality inspection agency fails in its duties, who can supervise it? There is no effective external supervision, but only self-supervision. For the sake of local interests, it is easy to become a mere formality. Without the direct participation of the media, non-governmental organizations and the public, there has been no establishment of a three-dimensional, multi-level quality supervision system based on administrative supervision, supplemented by public opinion supervision, and backed by laws and regulations, such as "Clenbuterol" Hazardous items such as these may still reappear.

3. There is no effective regular job rotation system. As the old saying goes: "Flowing water does not rot, and door hinges do not suffer from beetles."

"After a person works in a certain position for a long time, especially in key positions such as procurement and quality inspection, he will accumulate a lot of resources. Not only is he easily bound by favors and relationships, but he also abuses his power, leading to departmentalization of management power and departmental power. The abnormal phenomenon of profit-oriented and improper benefits will ultimately harm the country, the people, and ourselves. Job rotation can avoid the potential danger to corporate interests caused by the monopoly of resources by individuals and help prevent corruption.

4. The "floor" of corporate culture is not strong. On April 14, 2011, Wen Jiabao said during a discussion with counselors of the State Council and librarians of the Central Research Institute of Literature and History: "In a certain sense, culture is the mother of the system. The root cause of Shuanghui's "bodybuilding pig" incident lies in the core part of the company - corporate culture. The core of the company is not the "shortcomings" of production scale, processing equipment, and production technology, but the "floor" of corporate culture. Shuanghui's failure is related to It is better to say that it is a failure of corporate management than a failure of corporate culture construction. "Integrity establishes the enterprise and the world is virtuous" is the core concept of Shuanghui's corporate culture. We cannot say that Shuanghui advocates integrity and virtue just because it has a problem with clenbuterol. The concept is wrong and hypocritical. However, this cultural concept has failed to be recognized. Even if the core level of the enterprise recognizes and adheres to it, its grassroots departments and cadres and employees do not recognize and adhere to this culture. Not to mention that a cultural concept that cannot be widely recognized and deeply rooted in the hearts of the people is essentially just a good-looking slogan and a bright signboard. The implementation of an effective management concept and system must not only rely on the top. The orders issued by the company must rely on the consciousness and voluntary spirit under the recognition of cultural concepts. The above advocates "establishing the enterprise with integrity and practicing morality", but the executors below let clenbuterol go all the way. This shows that the "floor" of corporate culture. If it is not strong, no matter how advanced and complete other software and hardware are, the company will be vulnerable.

5. Shuanghui lacks social responsibility. As a company, it must shoulder its due social responsibilities and be a qualified corporate citizen. The social responsibilities of an enterprise are mainly realized through the high-quality products it provides. Providing high-quality products is the prerequisite for fulfilling its social responsibilities. It fails to correctly handle corporate benefits and social benefits, short-term benefits and long-term benefits, and its own development and social development. Of course, it is impossible to achieve healthy and harmonious development between enterprises and society.

In layman’s terms, brand is the combination of quality and brand. The front of the brand is the brand, and the back of it is the quality. To build a long-lasting brand, we must pay attention to the tempering of quality. However, a brand that has changed its quality is just "gold and jade on the outside but bad on the inside", and Shuanghui will no longer be a well-known brand in the minds of consumers. They pursue their own interests in an all-round way, forgetting that integrity is the basis of business operations and the foundation of a business, and forgetting that quality is life. They sell clenbuterol pork under the banner of 18-point inspection, regardless of the health and life safety of consumers. , completely losing the basic sense of social responsibility, is undoubtedly a short-sighted and self-destructive move. Marx once vividly said: If there is a profit of 50%, capital will take risks; for a profit of 100%, capital will dare to trample on all human laws; if there is a profit of 300%, it will take risks. For profit, capital dares to commit any crime, even risking being hanged. This fully demonstrates that the enterprise's greed for profit directly led to the occurrence of this major food quality accident, which is a serious lack of social responsibility. , the ultimate result is the damage to the brand.

2. Risk assessment: an important prerequisite for enterprises to establish and implement effective internal control

Risk assessment refers to the timely identification and systematic analysis of enterprises. Risks related to the achievement of internal control objectives in operating activities and reasonably determine risk response strategies. Shuanghui’s lack of risk assessment is mainly reflected in the following aspects.

1. There are deviations in the testing indicators of meat product processing enterprises. The pricing strategy implemented by Shuanghui Group that “the lean meat rate ultimately determines the price of live pigs” was an important factor leading to the “body-building pig” incident.

It is understood that when many meat product processing companies, including Shuanghui, purchase pigs, the most stringent and demanding indicator is not clenbuterol or pig urine testing, but a test called lean meat rate during the production process. It is the main basis for the final settlement of pig accounts. For the sake of its own petty profits, Shuanghui unilaterally emphasized the lean meat rate without assessing the huge risks involved.

2. There are problems with the business development strategy of “killing pigs but not raising pigs”. Shuanghui "kills pigs but does not raise pigs" because it is worried about the high risks of raising pigs, large asset investment, many disease problems, rapid cost changes, and low output efficiency. This does avoid the risks of raising pigs, but it also puts food safety at greater risk. According to reports, Shuanghui Group's self-built pig farms currently produce about 300,000 pigs a year, and their annual production requires more than 30 million pigs. In other words, the vast majority of pigs required for deep meat processing by the country's largest meat processing company each year come from various farmers outside the base, including free-range farmers. As for the breeding link in the upstream of the entire industry chain, due to the decentralized operation of thousands of households, the phenomenon of small, scattered and chaotic is particularly prominent, which leads to hidden food safety risks at the source.

In just over 20 years, Shuanghui Group’s annual sales revenue has grown from less than 10 million yuan to more than 50 billion yuan. It can be said that it is closely related to the low-cost docking with a large number of small and medium-sized pig farmers. After the "Body Pig" incident, Shuanghui Group's chilled meat sales basically stopped, and a large number of other products were also unsalable. Compared with the same period before, daily sales decreased by about 100 million yuan. The cumulative losses due to the clenbuterol incident will exceed 1.21 billion yuan. billion. According to estimates, building a 10,000-head pig farm requires an investment of 12 million yuan. If Shuanghui Group had used its huge losses to build a pig farm earlier, a 10 million-head pig farm could have been built.

3. Not paying attention to quality supervision. The dangers of clenbuterol and the severity of the consequences of its risks have been underestimated. The report of the 17th National Congress of the Communist Party of China pointed out: "Health is the foundation for all-round development and is related to the happiness of thousands of families." Therefore, for the majority of Chinese people, the biggest threat is not the earthquake in Japan thousands of miles away, but the issue of food safety. In order to achieve the goal of sales revenue exceeding 100 billion in the "Twelfth Five-Year Plan", in order to pursue the so-called indicators and performance such as speed, scale and efficiency, and to achieve the high growth agreed with foreign parties to bring high rewards to itself, Shuanghui Management The top management puts economic interests above the health of consumers and ignores the testing of clenbuterol and the emphasis on product quality. As a result, on the one hand, it harms the health of consumers, and on the other hand, the company will also face the product being removed from supermarket shelves. , sales stagnation, seizure and destruction, customer rebranding, factory shutdown, stock price limit, restructuring blocked, and severe damage to reputation. The Shuanghui "bodybuilding pig" incident has once again sounded the alarm for Chinese food companies.

4. There is no early warning mechanism for major risks. The news of the discovery of clenbuterol was not considered "new" news. Every time it was exposed, there were lively arguments. After the incident, everything went as usual. Soon similar or even the same incident recurred. Before the Shuanghui "bodybuilding pig" incident, there had been many cases of clenbuterol poisoning in my country. For example, in 2002, a feed company in Guangzhou illegally added clenbuterol, causing poisoning of more than 480 people; in 2006, more than 300 people in nine districts of Shanghai were poisoned by clenbuterol; in 2009, Guangdong traders bought problematic pork from Hunan, causing more than 70 people to become ill. Symptoms of poisoning; in 2010, 13 people in Guangdong Province were poisoned after eating snake meat containing clenbuterol. Its peer Yurun Food also had a "clenbuterol scandal" in 2009. As early as 2002, relevant national departments listed clenbuterol as a banned drug and banned its addition in feed and animal drinking water. In fact, it is the "heroin" among additives. Clenbuterol should be the most obvious and important risk for a meat processing company. However, an issue that should have received "extraordinary attention" knocked down Shuanghui, which claims to have "18 inspections."

As a very large enterprise with annual sales of more than 50 billion yuan, it did not learn from it, did not arouse high vigilance, and did not truly realize that the meat product processing industry is both a sunrise industry and a high-risk industry, so as to establish a major risk early warning mechanism and strengthen quality. Supervision to prevent the slightest change.

3. Control activities: an important means to establish and implement effective internal control

Control activities refer to the enterprise adopting corresponding control measures based on the risk assessment results to control risks to an acceptable level. within the degree. Shuanghui's inadequate control activities are mainly reflected in the following aspects.

1. Failure to implement effective monitoring can easily lead to monitoring blind spots. Many meat product processing companies, including Shuanghui, believe that the company's internal control system manages employees within the company, while pig farmers and pig dealers are "outsiders" and it is neither necessary nor possible to include them within the jurisdiction of internal control. This misunderstanding makes pig farmers and pig dealers outside the controllable scope of their own units, making it impossible to effectively monitor their daily breeding and trafficking, resulting in a blank and blind spot in monitoring, allowing illegal pig farmers and pig dealers to take advantage of them. . In fact, the “company farmer” model of agricultural industrialization is the most likely to cause problems for farmers. In addition, modern meat product processing enterprises are large-scale and fast-paced, while farmers are scattered. The integration between them must grasp the middle transaction link-the pig dealer. If pig dealers collude with farmers, company purchasers, and quality inspectors to conduct secret operations, quality risks may easily arise.

2. Lack of internal control system of the enterprise. After Shuanghui Group developed and expanded, it considered how to return investors and how to go public as a whole. It did not adhere to the spirit of advancing with the times and used a dynamic development perspective to adjust, supplement and improve the internal control system commensurate with its scale. In particular, it lacked Effective monitoring of subsidiaries.

In recent years, you can find a very strange phenomenon. When Chinese companies develop and expand, they have more dazzling capital operations, listing and restructuring, allotment of shares to make money, overall listing, going international, etc. , and few companies will continue to work hard on corporate management, especially quality management. As the strength of Shuanghui Group continues to increase, its scale continues to expand and its subsidiaries continue to increase. However, it has not established an internal control system commensurate with its scale. Even if it does exist, it is just a decoration and has not been effectively implemented. In particular, there is a lack of internal control system. The effective monitoring of subsidiaries eventually led to the occurrence of the "bodybuilding pig" incident.

Regarding the food safety issue that most touches the sensitive nerves of the Chinese people, any slight disturbance will be a devastating blow to the brand. As long as there is a problem with 1 ton of 100 tons of pork, people will think that all the remaining 99 tons have problems. This is an inferential thinking that the majority of Chinese consumers are accustomed to. After the "Body Pig" incident, although Shuanghui ordered Jiyuan Shuanghui, the place where the incident occurred, to stop work for inspection, although Shuanghui continued to encourage its dealers across the country, and even though Shuanghui products in many places provided inspection certificates, due to the brand's connection , consumers have equated clenbuterol with the entire Shuanghui brand.

4. Information and communication: important conditions for establishing and implementing effective internal control

Information and communication refers to the timely and accurate collection and transmission of information related to internal control by enterprises to ensure Information is effectively communicated within the enterprise and between the enterprise and the outside world. Shuanghui's poor information and communication mainly manifests itself in the following aspects.

1. Information collection and transmission are slow, and normal information processing procedures are replaced by past experience and luck. Shuanghui Group has discovered three cases of adding clenbuterol to live pigs between 2010 and February 2011, but none of them attracted enough attention from the group company until CCTV 315 special report on quality inspection exposed the incident, causing serious concern among consumers. Dissatisfaction and verbal abuse. Without the exposure of the media, Shuanghui’s “body-building pig” does not know how long it will continue to be poisoned.

The handling of the above incident shows that when Shuanghui Group discovered that there was a problem with clenbuterol, it did not proactively collect, process and transmit relevant information. In particular, it did not report the situation to relevant government departments as soon as possible, and did not proactively report the situation to the society. He disclosed information to take responsibility, but in the end missed the best opportunity to make corrections, causing pain to countless consumers and at the same time paying a heavy price for himself.

2. Adopt a negative attitude of shirking responsibility and avoiding problems, and have inappropriate emergency response methods. In the face of the "bodybuilding pig" coming to its own production line, Shuanghui Group only issued a statement, briefly admitting that it caused trouble rather than harm to consumers. The reflection was not profound, the apology was not sincere, and the measures were not in place. In the subsequent national supplier video conference, Shuanghui Group regarded the farmers as its scapegoats. Just as Sanlu senior executives passed the responsibility to "cows", Shuanghui Group senior executives wanted to pass the responsibility to "thin pigs" who cannot speak. ". They also shift the responsibility to the national sampling standards for loopholes and claim that their products can withstand inspection. What's more, at the subsequent meeting of tens of thousands of people, they were not busy giving an explanation to their consumers, but were busy calculating their own losses. It can be seen that Shuanghui Group did not take the initiative to self-examine, blame itself, and improve itself when there was a quality problem. Instead of communicating effectively with the victims, it shirked responsibility. As a well-known company, it lacked responsibility after the incident, no matter how famous the brand was or how high the assets were, it would eventually bring down itself.

Brand building depends not only on quality control, but also on the attitude of admitting mistakes after an accident. Companies that have the courage to admit their mistakes and actively seek solutions can often get through difficulties safely; only by sincerely apologizing, making timely amends, actively investigating and proactively improving, can the company's image be restored in a timely manner; and only companies that actively assume social responsibilities can Only companies can win the sympathy and understanding of consumers and regain the trust and respect of the public. If Shuanghui Group cannot seriously reflect on and learn lessons from the "Body Pig" incident, cannot face up to the problems of its own internal control, cannot strengthen quality supervision, and is still only superficial, then the road to future development will be full of thorns.

5. Internal supervision: an important guarantee for the establishment and implementation of effective internal control

Internal supervision refers to the enterprise's supervision and inspection of the establishment and implementation of internal control, and the evaluation of the effectiveness of internal control. , when internal control deficiencies are discovered, they should be improved in a timely manner. The failure of Shuanghui’s internal supervision is mainly reflected in the following aspects.

1. There is no effective monitoring of the pig procurement process. Consumers' preference for being selective about fat and lean meat products makes meat processing companies willing to offer high prices for lean pigs, but the prerequisite is to purchase healthy pigs rather than "toned pigs". Shuanghui's purchasing personnel knew clearly that they were purchasing pigs that had been fed with clenbuterol, but they still had a fluke mentality, lost the minimum moral bottom line, and colluded with lawless elements. Driven by profit, they not only did not stop the illegal behavior of adding clenbuterol , On the contrary, the purchase of "body-building pigs" at a high price has caused great hidden dangers to the health and life safety of the people, and violated the promise of "adhering to honest management and adhering to corporate ethics."

In the case of loopholes in administrative supervision, the temptation of interests has led to the birth of a black pig chain strung by clenbuterol: meat product processing companies in order to meet the needs of consumers, pig dealers in order to meet the needs of meat products In order to meet the needs of processing enterprises and pig farmers, adding clenbuterol has become a natural choice. All aspects of the pork market can profit from "clenbuterol" pork. In contrast, consumers ultimately paid more money, but bought back the safety hazards.

2. The management of Shuanghui Group was seriously out of control and violated its promise of "controlling the raw materials and ensuring product safety." As a follow-up step of procurement, the acceptance of live pigs is an important risk control point for the company, but Shuanghui's quality inspectors did not check this step properly before entering the factory. The quality inspectors have poor awareness of quality and safety. The pig inspection only checks the three major inspection and quarantine certificate procedures known as passports. Not to mention checking for clenbuterol, even ordinary pig urine tests are not done. The pig inspection is like going through the motions, and the internal inspection becomes a decoration. .

"Product quality is no small matter, food safety is as big as the sky" is just a slogan. It is just printed on paper, posted on the wall, and spoken. It is not remembered in the heart, let alone put into action. Even if it is checked, in actual operations, only the most common type of clenbuterol, clenbuterol hydrochloride, is tested. Ractopamine is only tested occasionally because of the high cost of testing, and the other five are not tested at all. After the incident, the multiple test reports released by Shuanghui Group for the first time on its official website also showed that only clenbuterol hydrochloride tested qualified, and there was no mention of another clenbuterol-ractopamine. Among illegal pig farmers, the proportion of these two types of clenbuterol used is almost the same. It is not known at all whether the other five types are used. As a result, all 18 tests failed, and all 18 of them were doubtful. Clenbuterol, which is not difficult to detect, appeared openly in its products.

3. After passing quality management system certifications such as ISO9001, ISO14001 and HACCP, there was no implementation of the system. It is not surprising that a well-known company such as "Shuanghui" has passed various management system certifications, and the company must have complete documentation on product quality standards. However, the lack of execution makes all quality certifications become a piece of paper. As we all know, certification is one thing, effective enforcement is another. Take the HACCP quality management system as an example. It is a systematic method for identifying, analyzing, and controlling biological, chemical, and physical hazards that may occur during the production process. It is a very strict detection system. If Shuanghui Group could strictly and conscientiously conduct hazard analysis and key point control in accordance with HACCP procedures and steps, it would never have led to the final heinous crime. In fact, they regard passing similar certifications as an image project. As for the relevant procedural documents after certification, they are often shelved and seldom play a role in the daily production and operation management process, so that the "18-step inspection" has become a decoration and a slogan.

Indeed, this is a life-or-death test. As the saying goes, "Throw it to death and live later." Now that the scars have been uncovered, Shuanghui's top priority is to learn from the pain and learn from this "unforgettable lesson" to correct its mentality, face the reality, find out the reasons, actively respond, and truly pay attention to food safety. , pay close attention to the construction of internal control, improve risk prevention capabilities, reshape Shuanghui's brand image, and truly control quality, only then can the impact be restored and trust and recognition regained. Food colleagues must also ask themselves, conduct self-examination and self-correction, eliminate hidden dangers, and provide consumers with a safe "vegetable basket." Only in this way can the mistakes of Shuanghui Group and food safety incidents not be repeated.

References

[1] Ministry of Finance of the People’s Republic of China: Basic Standards for Enterprise Internal Control [Z].2009-07-01.

[2] He Huijuan, Yang Guochen: Looking at corporate internal control from the Sanlu milk powder incident [J]. Times Economics and Trade, 2008(12).

[3] Shuanghui uses pork containing clenbuterol [EB/ OL].

[4] Huang Huiying, Wang Jindong: A brief analysis of the problems existing in the internal control of my country's listed companies from the Sanlu incident [J]. Enterprise Technology Development, 2010(7).

[5] Wang Fang: Research on the internal control environment of enterprises based on the Sanlu Incident [J]. Friends of Accounting, 2009(6).

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