Processing technology of meat products —— Analysis on the problems existing in internal control of meat products processing enterprises
According to CCTV reports, part of the cold meat produced by Shuanghui was produced by "bodybuilding pigs" who ate lean meat, which caused a sensation throughout the country. There are many reasons for this incident, the most important of which is the internal control system of Shuanghui Group. Starting with the five elements that enterprises should follow in establishing and implementing internal control, this paper analyzes the problems existing in internal control of Shuanghui Group, so as to help meat processing enterprises take targeted improvement measures and prevent similar incidents from happening again.
Keywords Shuanghui "Bodybuilding Pig" Event Analysis on Internal Control of Clenbuterol in Meat Processing Enterprises
According to CCTV's weekly quality 3 15 special action report, the cold meat produced by Jiyuan Shuanghui Food Co., Ltd., a subsidiary of Henan Shuanghui Group, was produced by "bodybuilding pigs" eating lean meat, which caused a sensation throughout the country. Shuanghui's products have been forcibly removed from the shelves, recalled, sealed and even destroyed all over the country, which is undoubtedly another heavy blow to the already fragile food safety confidence of domestic consumers. Whether it is blaming increasingly picky consumers, illegal farmers and pig dealers for forgetting profits and morality, or blaming regulators for inaction and rent-seeking, the most important thing is that there are loopholes in Shuanghui's internal control system. In the process of establishing and implementing internal control, Shuanghui Group has problems in five elements: internal environment, risk assessment, control activities, information and communication, and internal supervision.
First, the internal environment: an important basis for enterprises to implement internal control
The internal environment generally includes governance structure, institutional setup, power and responsibility distribution, internal audit, human resources policy, corporate culture, etc. The failure of Shuanghui's internal environmental control is mainly manifested in the following aspects.
1. The corporate governance structure is unreasonable. The corporate governance structure should define the rights and responsibilities of decision-making, implementation and supervision, and form a scientific and effective division of responsibilities and a mechanism of checks and balances. Wanlong, the chairman of Shuanghui, developed Shuanghui from an insolvent small factory into an industry overlord and a big taxpayer. Shuanghui has almost become synonymous with cold meat, with a brand value of nearly 654.38+0.5 billion yuan. Bandung has also become the spiritual leader of the enterprise and created an exciting "Shuanghui Model", which can be said to have contributed to the development and growth of the enterprise. Bandung has worked in Shuanghui for more than 40 years and served as the head of the group company for nearly 30 years. Because he has been the top leader for a long time, his outstanding contribution to Shuanghui has formed absolute authority in the company. The shareholders' meeting, the board of directors, the board of supervisors and the manager have to listen to his personal command and act unconsciously according to his behavior pattern. It is easy to get a pen, and it is impossible to form an effective check and balance mechanism, and it is impossible to give full play to the enthusiasm and initiative of various functional departments and cadres and workers. So it is inevitable to have a personal management system, not a system management.
2. The disadvantages of setting up a single quality inspection department. At present, many enterprises including Shuanghui have set up quality inspection departments to be responsible for quality inspection. Although it is convenient for centralized management and looks standardized, there are still some problems. Once the quality inspection agency fails to perform its duties, who will supervise? Without effective external re-supervision, it is easy to become a mere formality for local interests. Without the direct participation of mass media, non-governmental organizations and the public, and without the establishment of a three-dimensional and multi-level quality supervision system based on administrative supervision, supplemented by public opinion supervision and backed by laws and regulations, harmful substances such as clenbuterol may still resurface.
3. There is no effective regular job rotation system. As the old saying goes, "running water does not rot, and a family does not gnaw." A person who has worked in a certain post for a long time, especially in key positions such as purchasing and quality inspection, will accumulate a lot of resources, which is not only easily bound by human feelings and relationships, such as abusing his power, resulting in the abnormal phenomenon of departmental management power, departmental power interests and legalization of improper interests, and ultimately harming the country, the people and himself. Rotation can avoid the potential danger of individual monopolizing resources to the interests of enterprises and help prevent corruption.
4. The "floor" of corporate culture is not firm. 2011On April 4th, Wen Jiabao said: "In a sense, culture is the mother of the system." The root of Shuanghui's "Bodybuilding Pig" incident lies in the core part of the enterprise-corporate culture. The core of an enterprise is not the "short board" of production scale, processing equipment and production technology, but the "bottom board" of corporate culture. The failure of Shuanghui is not so much the failure of enterprise management as the failure of enterprise culture construction. "Building an honest enterprise and a benign world" is the core concept of Shuanghui's corporate culture. Just because of the problem of clenbuterol, we can't say that the idea of honesty and virtue advocated by Shuanghui is wrong and hypocritical. However, this cultural concept has not been recognized. Even if the core layer of the enterprise is recognized and adhered to, its grass-roots departments and cadres and workers have not recognized and adhered to this culture, let alone deeply rooted in the hearts of the people. The cultural concept that cannot be widely recognized and deeply rooted in people's hearts is essentially a good-looking slogan and a bright signboard. An enterprise with effective management, the implementation of business philosophy and system not only depends on top-down orders, but also depends on the voluntary spirit under the recognition of cultural concepts. The above advocates "building an honest and virtuous enterprise in the world", but the following executives let Clenbuterol run amok all the way. This shows that the "bottom plate" of corporate culture is not firm, and other software and hardware are advanced and complete, and enterprises will be vulnerable.
5. Shuanghui lacks social responsibility. As an enterprise, we must shoulder our due social responsibilities and be a qualified corporate citizen. The social responsibility undertaken by enterprises is mainly realized through the high-quality products they provide, and providing high-quality products is the premise of fulfilling their social responsibilities. Without properly handling the relationship between enterprise benefits and social benefits, short-term benefits and long-term benefits, and self-development and social development, it is certainly impossible to realize the healthy and harmonious development of enterprises and society.
Brand, in popular terms, is the combination of quality and brand. The front of the brand is the brand and the back is the quality. In order to build a long-term brand, enterprises must pay attention to the tempering of quality. And a brand that has changed its quality is just a "golden jade outside, which is ruined", so it will no longer become a brand in the minds of consumers. As a well-known national brand, Shuanghui blindly pursues its own interests, forgetting that honesty is the foundation of business operation and career establishment, forgetting that quality is life, selling lean pork under the banner of 18 inspection, ignoring the health and life safety of consumers, and completely losing the minimum sense of social responsibility. This is undoubtedly a short-sighted self-destruction move. Marx once vividly said: with 50% profit, capital will take risks; For the profit of 100%, capital dares to trample on all human laws; With a profit of 300%, capital dares to commit any crime, even in danger of being hanged. This fully shows that the greed of enterprises directly led to this major food quality accident. The price of mercenary is a serious lack of social responsibility. The lack of social responsibility will eventually lead to brand damage.
Second, 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 risks related to the realization of internal control objectives in business activities, and the reasonable determination of risk response strategies. The lack of risk assessment of Shuanghui is mainly manifested in the following aspects.
1. There are deviations in the detection indicators of meat processing enterprises. The pricing management strategy of "lean meat rate ultimately determines the price of live pigs" implemented by Shuanghui Group is an important incentive for the "bodybuilding pig" incident. It is understood that when many meat processing enterprises, including Shuanghui, buy pigs, the most stringent and demanding indicator is not lean meat or pig urine test, but a test called lean meat rate in the production process, which is the main basis for the final settlement of pig accounts. Shuanghui, for its own petty profit, unilaterally emphasized the lean meat rate without evaluating the huge risks involved.
2. There are problems in the business development strategy of "killing pigs instead of raising pigs". Shuanghui "kills pigs instead of raising pigs" because it is worried about high risk of raising pigs, large investment in assets, many diseases, rapid cost changes and low output efficiency. This does avoid the risk of raising pigs, but it is caught in a greater food safety risk. According to reports, at present, Shuanghui Group's self-built pig farms produce about 300,000 pigs a year, and the annual production needs to digest more than 30 million pigs. That is to say, the largest meat processing enterprise in China needs to buy most of the live pigs from various farmers outside the base, including free-range farmers, for deep processing of meat every year. Because the farming links in the upstream of the whole industrial chain are scattered to thousands of households, the phenomenon of small, scattered and chaotic is particularly prominent, which leads to food safety hazards at the source.
In just over 20 years, the annual sales revenue of Shuanghui Group has grown from less than 65.438+million yuan to more than 50 billion yuan, which can be said to be closely related to the low-cost docking of a large number of small and medium-sized pig farmers. After the "Bodybuilding Pig" incident, Shuanghui Group's cold meat sales basically stopped, and even other products were unsalable. Compared with the previous period, the daily sales decreased by about 654.38+billion yuan, and the cumulative loss due to the lean meat incident will exceed 654.38+026.5438+billion yuan. According to estimates, to build a pig farm with 654.38+100000 heads, it needs to invest 654.38+02000 yuan. If Shuanghui Group had taken out huge losses to build pig farms earlier, 654.38+100000 pig farms could have been built.
3. Do not pay attention to quality supervision. The harmfulness of clenbuterol and the seriousness of the consequences caused by its risks have been underestimated. The report of the 17th National Congress of the Communist Party of China pointed out: "Health is the foundation of all-round development and concerns the happiness of thousands of families." So for the general public, the biggest threat is not the earthquake in Japan thousands of miles away, but food safety. In order to achieve the goal of sales revenue exceeding 654.38+000 billion in the Twelfth Five-Year Plan, to pursue the so-called speed, scale, benefit and other indicators and achievements, to achieve the high growth agreed with foreign parties, and to bring high returns to themselves, Shuanghui executives put economic interests above consumers' health, ignoring the detection of clenbuterol and attaching importance to product quality. In this way, on the one hand, it harms the health of consumers, on the other hand, enterprises will also face product supermarket shelves, sales stagnation and seizure. Shuanghui's "Bodybuilding Pig" incident once again sounded the alarm for China food enterprises.
4. No early warning mechanism for major risks has been established. The news that Clenbuterol was discovered is not "new" news. Every time it is exposed, there is a lively quarrel. After the incident, everything was still step by step, and soon similar or even the same incident resurfaced. Before the event of "bodybuilding pig" in Shuanghui, there had been many cases of clenbuterol poisoning in China. For example, in 2002, a feed company in Guangzhou illegally added clenbuterol, causing more than 480 people to be poisoned; In 2006, more than 300 people in 9 districts of Shanghai were poisoned by clenbuterol. In 2009, the problem pork purchased by Guangdong traders from Hunan caused more than 70 people to have poisoning symptoms; 20 10 Guangdong province 13 people were poisoned by eating snake meat containing clenbuterol. Its peer Yurun Food also had "Clenbuterol Gate" in 2009. As early as 2002, the relevant state departments took clenbuterol as a banned drug and prohibited it from being added to feed and animal drinking water. In fact, it is the "heroin" in the additive. Clenbuterol is the most obvious and important risk for meat processing enterprises. However, it is such a problem that should have received "extraordinary attention", but it knocked down Shuanghui, which is known as "18 test". As a super-large enterprise with annual sales of more than 50 billion, it did not learn from it, did not arouse high vigilance, and did not really realize that meat processing industry is both a sunrise industry and a high-risk industry, so as to establish a major risk early warning mechanism, strengthen quality supervision, and nip in the bud.
Third, control activities: an important means to establish and implement effective internal control
Control activities refer to enterprises taking corresponding control measures according to the results of risk assessment to control risks within a tolerable range. Shuanghui control activities are not in place mainly in the following aspects.
1. Without effective monitoring, it is easy to cause monitoring blind spots. Many meat processing enterprises, including Shuanghui, believe that the internal control system of enterprises manages employees within the unit, while pig farmers and pig dealers are "outsiders", so it is unnecessary and impossible to bring them into the scope of internal control. This misunderstanding makes pig farmers and pig dealers out of the control of the unit, unable to effectively monitor their daily breeding and trafficking, resulting in a blank corner of monitoring, allowing illegal pig farmers and pig dealers to take advantage of it. In fact, in the "company+farmer" model of agricultural industrialization, farmers are the most prone to problems. In addition, modern meat processing enterprises are large-scale and fast-paced, and farmers are scattered. The combination between them must seize the middle transaction link-pig dealers. If pig dealers collude with farmers, company buyers and quality inspectors and operate behind the scenes, it is easy to have quality hidden dangers.
2. Lack of internal control system. After the development of Shuanghui Group, what is considered is how to return investors and how to go public as a whole. Instead of adhering to the spirit of keeping pace with the times, Shuanghui Group has adjusted, supplemented and improved its internal control system with a dynamic development perspective, especially the lack of effective monitoring of its subsidiaries.
In recent years, we can find a very strange phenomenon. When the enterprises in China develop and grow, they are more dazzling in capital operation, listing and reorganization, allotment and allocation, overall listing, internationalization and so on. And few enterprises will continue to make efforts in enterprise management, especially quality management. With the increasing strength, scale and subsidiaries of Shuanghui Group, the internal control system commensurate with its scale has not been established. Even if it exists, it is just a decoration, and it has not been effectively implemented, especially the lack of effective monitoring of subsidiaries, which eventually led to the "bodybuilding pig" incident.
At present, the food safety problem that can touch the most sensitive nerves of Chinese people, as long as there is a little trouble, will be a devastating blow to the brand. 100 tons of pork, as long as there is a problem with 1 ton, people will think that there is a problem with the remaining 99 tons, which is the habitual reasoning thinking of Chinese consumers. After the "Bodybuilding Pig" incident, although Shuanghui ordered Jiyuan Shuanghui, where the incident occurred, to stop the inspection, although Shuanghui continued to refuel its distributors all over the country, and although Shuanghui products in many places had inspection certificates, consumers had equated clenbuterol with the entire Shuanghui brand due to the linkage of brands.
Information and communication: an important condition 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 in order to ensure effective communication between enterprises and the outside world. Shuanghui's poor information communication is mainly manifested 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 discovered three cases of adding clenbuterol to pigs from 20 10 to 201February, but none of them attracted enough attention of the group company until the CCTV 3 15 special quality inspection report exposed the incident, which caused serious dissatisfaction and criticism from consumers. If there is no media exposure, Shuanghui "bodybuilding pig" does not know when it will be poisoned. The handling of the above incidents shows that Shuanghui Group did not actively collect, process and transmit relevant information when it found the problem of clenbuterol, especially did not report the situation to the relevant government departments at the first time, and did not take the initiative to disclose information to the public to take responsibility, and finally missed the best opportunity to correct it, which brought pain to countless consumers and paid a painful price for itself.
2. Take a negative attitude of shirking responsibility and avoiding problems, and deal with emergencies improperly. In the face of "bodybuilding pig" stepping onto its own production line, Shuanghui Group only issued a statement, acknowledging that it has caused trouble rather than harm to consumers, and its reflection is not profound, its apology is not sincere, and its measures are not in place. At the subsequent national supplier video conference, Shuanghui Group took farmers as scapegoats. Just as Sanlu executives put the blame on the "cow", Shuanghui Group executives want to put the blame on the "thin pig" who can't talk. He also accused the national sampling standards of loopholes and claimed that his products could stand the test. What's more, at the later meeting of ten thousand people, they were not busy giving their consumers a statement, but were busy calculating their losses. It can be seen that Shuanghui Group does not take the initiative to introspect, blame itself and strive for self-improvement, and does not communicate effectively with the victims, but shirks its responsibilities. As a well-known enterprise, it lacks a sense of responsibility after the incident. No matter how loud the previous brand is and how high the assets are, it will eventually bring itself down.
Brand building lies not only in the quality assurance, but also in the attitude of admitting mistakes after the accident. Enterprises that have the courage to admit their mistakes and actively seek solutions can often tide over the difficulties safely; Only by sincerely apologizing, making up in time and actively investigating and improving can the corporate image be saved in time; Only enterprises that actively undertake social responsibilities can win the sympathy and understanding of consumers and regain the trust and respect of the public. If Shuanghui Group can't seriously reflect on the "bodybuilding pig" incident, learn from it, face up to the problems existing in its internal control, strengthen quality supervision and stay on the surface, then the future development road will be full of thorns.
Verb (abbreviation of verb) is an important guarantee for establishing and implementing effective internal control.
Internal supervision refers to the supervision and inspection of the establishment and implementation of internal control, evaluation of the effectiveness of internal control, discovery of internal control defects, and timely improvement. The failure of Shuanghui's internal supervision is mainly manifested in the following aspects.
1. There is no effective supervision on pig procurement. Consumers' picky preference for fat makes meat processing enterprises willing to pay high prices for lean pigs, but only if they buy healthy pigs instead of "bodybuilding pigs". Knowing that they bought pigs that ate lean meat, Shuanghui's purchasing staff were lucky enough to lose the minimum moral bottom line and collude with criminals. Driven by interests, they not only failed to stop the illegal activities of adding lean meat, but bought "bodybuilding pigs" at high prices, which caused great hidden dangers to people's health and life safety and violated the promise of "persisting in honest management and abiding by corporate ethics".
In the case of loopholes in administrative supervision, the temptation of interests led to the birth of a black pig chain strung by clenbuterol: meat processing enterprises meet the needs of consumers, pig dealers meet the needs of meat processing enterprises, and pig farmers meet the requirements of pig dealers, which is a natural choice. Every link in the pork market can benefit from lean meat essence. In contrast, consumers finally paid more money, but bought back hidden dangers.
2. The management of Shuanghui Group is seriously out of control, which violates the promise of "controlling raw materials and ensuring product safety". As a follow-up link of procurement, pig acceptance is an important risk control point for enterprises, but the quality inspection personnel of Shuanghui did not properly handle this entrance. Quality inspectors have poor awareness of quality and safety. Pig inspection only checks the three major inspection and quarantine certification procedures, not to mention the inspection of clenbuterol, and even the ordinary pig urine test is not checked. Pig inspection is like going through the motions, and internal inspection becomes a decoration. "Product quality is no small matter, food safety is as big as the sky" is just a slogan, just printed on paper, posted on the wall, hung on the mouth, not in mind, not put into action. Even if checked, only clenbuterol hydrochloride, the most common clenbuterol, was detected in actual operation. Ractopamine is only tested occasionally because of its high testing cost, and the other five are not tested at all. After the incident, several test reports released by Shuanghui Group in official website for the first time also showed that only clenbuterol hydrochloride was qualified, but it did not mention another lean meat drug-ractopamine. Among illegal pig farmers, the proportion of using these two clenbuterol is almost the same, and it is impossible to know whether the other five are used. Results 18 test failed, and 18 was all in doubt. It is not difficult to detect clenbuterol in its products.
3. The system has passed ISO900 1, ISO 1400 1 and HACCP certification, but it has not been implemented. It is not surprising that a well-known company like Shuanghui has passed the certification of various management systems, and the documents of product quality standards must be complete. However, the lack of execution makes all quality certification a dead letter. As we all know, certification is one thing, and effective implementation is another. Taking HACCP quality management system as an example, it is a systematic method to confirm, analyze and control biological, chemical and physical hazards that may occur in the production process, and it is a very strict detection system. If Shuanghui Group can strictly and seriously carry out hazard analysis and key point control according to HACCP procedures and steps, it will never lead to the final heinous crime. In fact, they regard passing similar certification as an image project. As for the relevant program documents, they are often shelved after certification, and rarely play a role in the daily production and operation management process, so that "18 inspection" has become a decoration and slogan.
Indeed, this is a life-and-death test. As the saying goes, "if you die, you die." Now that the scar has been uncovered, Shuanghui's top priority is to learn from a painful experience. Taking this "unforgettable lesson" as a mirror, we should correct our mentality, face the reality, find out the reasons, actively respond, really pay attention to food safety, pay close attention to internal control construction, improve risk prevention ability, reshape Shuanghui brand image, truly control quality, recover influence and regain trust and recognition. Food peers should also ask themselves and answer themselves, check themselves and correct themselves, eliminate hidden dangers and provide consumers with a safe "vegetable basket". Only in this way, the mistakes of Shuanghui Group will not be repeated, and food safety incidents will not be repeated.
refer to
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