Wenger System Overview (Q/A, HACCP, ISO) FDA Animal Feed Safety System Meeting September 23, 2003

Introduction Wenger’s Feed Mill, Inc. -Manufacturer of bulk poultry and swine diets -Family owned and operated since Headquarters in Rheems, PA -Operating 6 mills (5-PA,1-MD) -Provide Nutritional, Analytical & Research Services -Pullet Growing & Egg Marketing

Overview 1.Description of the WFM Quality Assurance Program 2.HACCP – what it’s good for… why we did it….. 3. The next step – The Wenger System

Q/A

WFM Quality Assurance Program  Product Design and Labeling  Ingredient Selection –  Approved Suppliers List  Production Scheduling –  Flushing & Sequencing

WFM Quality Assurance Program  Manufacturing –  Work Instructions  Preventative Maintenance  Delivery

HACCP

 Comprehensive risk analysis, focus on potential human food-related illness risk factors  Over 150 man hours spent identifying potential risks

HACCP  Formal system for identifying risks and tracking non- conformances  Identifying “weak-spots” in our system and providing the tools to fix them  Transportation

The WENGER SYSTEM

What is Management System? A frame work for managing an organization’s significant environmental, safety and quality aspects, which places reliance on a systems approach, not on individuals Holistic management and total employee involvement Proactive vs. reactive thinking.

WS Components Regulatory (GMP’s) Quality (ISO 9001) Environmental (ISO 14001) Safety (OHSAS 18001) Human Food Safety (HACCP)

Compliance BasedISO 9001 QMS Regulatory driven – programs and processes aimed at maintaining compliance Beyond compliance – programs and procedures aimed at continual improvement Reactive - quality issues not considered in business planning function Proactive - Plan for and anticipate quality issues with new processes, products and services Cost center- quality management is a necessary evil Strategic business unit - QMS will can add to bottom line Compliance Based Systems vs. ISO 9001 QMS

Improved compliance Reduction in liability and risk System for prioritizing resources Decrease costs Market advantage Pressure from interested parties CONTINUAL IMPROVEMENT Why Organizations Implement a Management System

4.3 Planning 4.4 Implementation and operation 4.5 Checking and corrective action 4.6 Management review Continual Improvement Model

Implementation Tasks Completed  Gap analysis  Top management overview  WS Policy development  Aspects and hazards analysis  Policy training  WS Manual development  Registrar request for proposal  Steering Committee overview  Interviewing Registrars

Implementation Tasks Pending  Complete documentation  Training and education  Pre-Audit – Internal and External  Certification Audit Goal to be completed and receive certification by end of 1 st quarter 2004.