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The document is a training presentation for supervisors in the USDA Specialty Crops Inspection Division (SCI). It provides an overview of the Division's structure and quality management system. Key points include: - The SCI Division has over 1,500 employees and was formed by merging two previous divisions in 2012, making it the largest in the Agriculture Marketing Service. - The Division is committed to objective, professional services for the agricultural community and relies on input from customers to meet their needs. - The Quality Management System is integral to ensuring uniform, high-quality services and includes processes for monitoring, measuring, analyzing and improving Division operations. - Supervisors play a key role in upholding the
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Lesson1
- 1. Specialty Crops Inspection Division USDA Specialty Crops Inspection Division 2015 Supervisory Development Training
- 2. “SCI moving forward in the 21st Century using technology, innovation, and old fashioned hard work”
- 3. Develop a greater understanding of: • USDA culture • SCI Division organization, quality policies, and procedures • How effective use of Human Resources results in the realization of Agency and Division goals Course Goals
- 4. • Eight areas of instruction • Interactive • Scenario based • Action planning • End of course evaluation Course Overview
- 5. • Follow ground rules • Be on time • Participate • Self evaluate • Be considerate of others • Have fun Course Expectations
- 6. Specialty Crops Inspection Division USDA Specialty Crops Inspection Division 2015 Lesson 1 SCI Division Overview
- 8. • Describe USDA organizational structure • Describe AMS, SCI Division mission and values • Explain SCI Divisions Quality Management System • Explain your role within SCI Division Lesson Objectives
- 11. Krysta Harden Ed Avalos Tom Vilsak Anne Alonzo
- 14. Director Lorenzo A. Tribbett Business Development & Recruiting Coordinator John Lund Special Assistant Dana Stewart Program Specialist Nicolette Hammond Associate Director, Inspection Operations N. W. “Chip” Taylor Manager, Eastern Region Bill Madara Associate Director, Inspection Services Randle A. Macon Manager, Central Region Valerie Kuhl Manager, Western Region Chief, Federal-State Management Branch David Markwardt Chief, Audit Services Branch Ken Petersen Chief, Contract Services Branch Richard Boyd Chief, Standardization Branch Robin Chilton Chief, Training & Development Branch Rupert G. Richards, Jr. Specialty Crops Inspection Division
- 15. Lorenzo A. Tribbett Director Randle A. Macon Associate Director Inspection Services N. W. “Chip” Taylor Associate Director Inspection Operations Specialty Crops Inspection Division
- 16. Ken Petersen Audit Services Richard Boyd Contract Services Robin Chilton Standardization Rupert Richards Training Inspection Services Dave Markwardt Fed/State Valerie Kuhl Central Region Bill Madara Eastern Region Vacant Western Region Inspection Operations
- 17. October 2012 The Fresh Products Division and Processed Products Division merged to form the Specialty Crops Inspection Division becoming the largest division within the Agricultural Marketing Service History
- 19. AMS Mission Statement Facilitate the strategic marketing of U.S. agricultural products in domestic and international markets, while ensuring fair trading practices and promoting a competitive and efficient marketplace to the benefit of producers, traders, and consumers of U.S. food and fiber products.
- 20. AMS Vision Statement A marketing system that quickly and efficiently moves wholesome, affordable agricultural products from producers and traders to markets.
- 21. Support the global specialty crops market by collaborating with the agricultural community to provide trusted, impartial, prompt, and accurate quality assurance and food safety verification services. SCI Division Mission Statement
- 22. SCI Division Vision Statement Anticipate customer needs, exceed customer expectations, and deliver our services to the global market place through an efficient team of experienced and impartial quality and food safety auditing professionals.
- 23. SCI Division Quality Policy Deliver quality assurance and food safety solutions to the food industry that exceed customer expectations, fulfill statutory requirements, and maintain customer confidence by involving all staff in continuous process improvement.
- 24. • Independence and objectivity • Customer service • Accountability • Honesty and integrity • Fairness AMS Values “Standards of Behavior”
- 25. We act independently and objectively to create trust in our programs and services for individuals and businesses, throughout the agricultural marketing system. Independence & Objectivity
- 26. We provide prompt, accurate, and technically competent services to our customers. Customer Service
- 27. We are accountable to: • Customers • Ourselves Accountability
- 28. We maintain honesty and integrity in our programs and ourselves. Honesty and Integrity
- 29. We treat all with fairness, dignity, and respect. Fairness
- 31. QMS Overview The Division’s QMS is an integral part of how we operate, and is essential in assuring the delivery of uniform, high quality services to our customers.
- 33. QMS Approach Alignment of processes
- 35. Management’s Responsibilities • Implement processes & procedures • Manage operation & control of processes • Support program with resources • Monitor, measure, & analyze processes • Continually improve effectiveness
- 36. Your Responsibilities • Follow policies & procedures • Ensure staff is properly prepared • Document adherence to policies & procedures • Evaluate performance • Listen to customers • Identify new opportunities for customers
- 37. Your Role as a Supervisor
- 38. YOU must Set the Standard • Communication • Adherence to policy • Flexibility • Compassion • Responsibility Your Role
- 39. • Directives • Policies • Reference material • Your supervisor Resources for Questions GUESS
- 42. • The USDA has over 100K employees under the leadership of Secretary Thomas Vilsak. The SCI Division falls within the Agriculture Marketing Service led by Ann Alonzo. • The Specialty Crops Inspection Division’s Director is Lorenzo A. Tribbett. It was formed in 2012 by combining the Fresh and Processed Products Divisions, and is the largest division in AMS with over 1,500 employees. • The AMS and SCI Division mission and values pledge objective, professional, trusted, impartial, prompt, and accurate services to everyone in the global agricultural community. Lesson Wrap Up
- 43. • SCI Division’s Senior management values all employees, upholds agency principals, and relies on input from all customers to meet the needs of the agricultural community. • SCI Division’s Quality Management System is an integral part of the Division’s operation, and is essential in assuring the highest quality services for our customers. • Your skills in communication, dedication to customer service, honesty, and compassion coupled with knowledge and application of procedures, are crucial assets to the Division. Lesson Wrap Up
- 44. Thank You! USDA Specialty Crops Inspection Division 2015
Editor's Notes
- SAY: The first two objectives for this lesson are to: Describe the Specialty Crops Inspection (SCI) Division mission, vision, and quality policy. Explain Agricultural Marketing Service (AMS) values.
- Title – Lesson 1: SCI Division Overview Objective – Understand key elements of the SCI Division References – Time Allotted – 1 hour Instruction Method – Classroom lecture Prepared By – D. Pompilio Reviewed By – N. DiProspero Current Version – 2014-11 Previous Versions – 2014-06 Accepted for Delivery by: Training Branch – Materials Needed (in addition to slide handouts) USDA, AMS and SCI Division Organizational Chart handouts Action Planning guide
- SAY: The first two objectives for this lesson are to: Describe the Specialty Crops Inspection (SCI) Division mission, vision, and quality policy. Explain Agricultural Marketing Service (AMS) values.
- http://www.usda.gov/wps/portal/usda/usdahome?navid=USDA_ORG_CHART This is a handout, yes? Circled where AMS is in the grand scheme of things…
- What are those distracting numbers in the lower right of each box? Can we get rid of them?
- I can’t get into the box to add “A.” to Lorenzo’s name!
- http://agnis/sites/FV/FV%20Inspection%20Service%20Division/default.aspx
- SAY: There were compelling reasons for the merger of Fresh and Processed Products Divisions. ASK: Can anyone offer a reason? Possible Answer: To operate as efficiently as possible to remain a good value to its customers. Notes: Extracts from USDA blog, New Vision Means Better Inspection Services for Fruits and Vegetables. Posted by Lorenzo A. Tribbett, Director, AMS Fruit and Vegetable Program SCI Division, on January 9, 2013 at 3:50 PM: Exceptional grading, standardization and auditing services are the benchmarks that were set by USDA’s Fresh and Processed Products Divisions. Now, USDA’s Agricultural Marketing Service (AMS) has merged the two divisions into one unit that provides the same excellent service. The new division is part of USDA’s continued effort to operate as efficiently as possible to remain a good value to its customers. In the future, all grading and auditing employees may be cross-trained so they can conduct inspections of both fresh and processed products. By sharing knowledge throughout our workforce like this, the new division will be more agile and responsive to our customers’ needs.
- SAY: The Agricultural Marketing Service – AMS – has identified critical values to meet its mission and vision. Let’s talk about those now.
- SAY: A mission statement is a written declaration of an organization's core purpose. The focus normally remains unchanged over time. Properly crafted mission statements: Serve as filters to separate what is important from what is not; Clearly state which markets will be served and how; and Communicate a sense of intended direction to the entire organization. A mission is different from a vision in that the former is the cause, and the latter is the effect; a mission is something to be accomplished, whereas a vision is something to be pursued for that accomplishment. The AMS and SCI Division mission and vision statements were crafted and documented in alignment. Let’s look at each, starting with AMS’. SAY: Here is the AMS Mission Statement: Facilitate the competitive and efficient marketing of agricultural products. ASK: Does the AMS mission statement fulfill the criteria of a good mission statement? Why or why not? SAY: Next let’s look at the AMS Vision Statement.
- SAY: Now let’s look at the AMS Vision Statement: A marketing system that quickly and efficiently moves wholesome, affordable agricultural products from producers and traders to markets. Do you think the AMS vision statement articulates something to be pursued for the accomplishment of the AMS mission statement? Why or why not?
- SAY: Earlier, we said that a mission statement is a written declaration of an organization's core purpose, and it should: Serve to separate what is important from what is not; Clearly state which markets will be served and how Communicate a sense of intended direction to the entire organization SAY: The SCI Division mission statement reads: Support the global specialty crops market by collaborating with the agricultural community to provide trusted, impartial, prompt, and accurate quality assurance and food safety verification services. ASK: Do you think the SCI Division mission statement fulfills all that criteria? Why or why not?
- SAY: Remember, a mission is different from a vision in that the former is the cause and the latter is the effect; a mission is something to be accomplished whereas a vision is something to be pursued for that accomplishment. SAY: Here is the SCI Division vision statement: Anticipate customer needs, exceed customer expectations, and deliver our services to the global market place through an efficient team of experienced and impartial quality and food safety auditing professionals. ASK: Does the SCI Division vision statement align with and support AMS’s? Why or why not? (Allow participants a minute to refer to their Participant Guides.)
- SAY: SCI Division’s quality policy is clear: “Deliver quality assurance and food safety solutions to the food industry that exceed customer expectations, fulfill statutory requirements, and maintain customer confidence by involving all staff in continuous process improvement.” ASK: Do you think the SCI Division Quality Policy supports its mission and vision statements? Why or why not?
- SAY: Here are the AMS values. We’ll discuss each one more in depth. Independence and Objectivity Customer Service Accountability Honesty and Integrity Fairness ASK: What is the link between values and standards of behavior? Possible answer: Our behavior is based on our values.
- SAY: AMS Value Independence and Objectivity: “We act independently and objectively to create trust in our programs and services for individuals and businesses throughout the agricultural marketing system.” Here’s an example: Inspector Katniss Everdeen is an employee out of the San Antonio, Texas Office. When not working for USDA, she is employed by an accounting firm that does bookkeeping for The Capital Fruit Company, which is a peach canning company. Ordinarily, Katniss works on the market grading fresh tomatoes and has no interactions with The Capital Fruit Company while she is working for USDA. However, Katniss is eager to learn new things and is learning to grade processed fruits and vegetables. There is a possibility that Katniss may be assigned to The Capital Fruit Company to grade canned peaches. Can she? Answer: No. Because of Katniss’ outside employment with the accounting firm that does bookkeeping for The Capital Fruit Company, she should not be assigned to that plant. A reasonable person could conclude that Katniss could/would not be objective as her financial interests are connected to The Capital Fruit Company.
- SAY: AMS Value Customer Service: “We provide prompt, accurate, and technically competent services to our customers.” Here’s an example: The following was received from a company for which we provide inspection service: I would like to personally thank you for the customer service and responsiveness provided by your staff. Our primary auditor, Sheldon Cooper, who frequently supports our facility during our vitamin fortified production, jumped through hoops for us to schedule a 3rd inspection for us in the current cycle where he would have usually only had to provide us with one inspection call. Although we do pay for this service, it is significant to me that Sheldon went above and beyond to contact me to help us arrange the inspection. Thank you again for your partnership and we do appreciate the quality service that you provide to our facility to ensure that we meet the needs of our customer.
- SAY: AMS Value Accountability: “We provide prompt, accurate, and technically competent services to our customers.” Here’s an example: Walden Schmidt is the OIC in Yakima, WA where office hours are 6:00 am to 2:30 pm Monday through Friday. One Friday afternoon Walden was alone in the office working late to finish up some paperwork. At 3:00 he received an urgent phone call to perform an inspection on a suspected frozen load of fresh sweet cherries. The applicant claimed that the cherries had a recorded temperature of 26 degrees F in the trailer, and there were ice crystals on some of the cherries. He did not have the trailer unloaded. Walden had a function to attend after work, but went ahead and performed the inspection himself. He ended up being late for his function, but considered this a small price for customer trust and loyalty.
- SAY: AMS Value Honesty and Integrity: “We maintain honesty and integrity in our programs and ourselves.” Here’s an example: Olivia Pope inspected a load containing 2,840 cartons of mangos for CYB Produce at LA Market, which failed to meet USDA grade No. 1. Ms. Pope stated that she received a check from CYB Produce as payment for USDA grading. Ms. Pope related that when she returned to her office, she discovered a $100 bill was stapled to the back of CYB Produce’s business card mixed in with the inspection paperwork. Ms. Pope immediately notified the Office of Investigator General (OIG) . As SOP for such calls, she does not tell her supervisor unless directed by the OIG.
- SAY: AMS Value Fairness: “We treat everyone with fairness, dignity, and respect.” Here’s an example: During a meeting between SCI Division and a potential customer, the customer asked if his small company would be treated just like the larger, more established ones, or if he would have to “go to the back of the line” every time he requested an inspection or audit. ASK: Besides customers, who else should be treated with fairness, dignity, and respect in SCI Division? Possible answers: Other employees Other organizational partners The general public
- Simply, a QMS is that we say what we do, we monitor that we do what we say we do, and we work to continually improve our processes to ensure we are meeting our customer’s requirements.
- This slide illustrates random activities, Processes are carried out as each person sees fit, there is no interaction of processes. Individuals act on their own, they may be working towards the same goal as others, but do not work together.
- The purpose of a Quality Management System is to work together to deliver services that meet customer requirements. The quality policy aligns SCI’s processes too ensure services we provide meet customer requirements.
- The methodology known as Plan- DO-Check-Act can be applied to all processes. PLAN: The SCI quality manual establishes the processes and procedures necessary to deliver services that meet our customers requirements. DO: Train staff on the processes, policies and procedures and implement the processes. CHECK: Activities such as supervisory visits, office reviews, and audits are conducted to monitor and measure performance. ACT: Implement changes to policies and procedures to improve processes.
- PLAN: Processes needed for QMS are established, implemented and maintained. DO: Provide needed resources (personnel, equipment, workspace, training, and information systems). CHECK: Conduct regularly scheduled Management Reviews to ensure effectiveness of QMS. The review includes information from customer feedback, office reviews, results of audits, and status of corrective actions ACT: Follow-up that corrective actions are implemented. Maintain QMS and continually improve its effectiveness.
- Follow policies & procedures Ensure staff has needed training, skills & experience Document staff are following policies & procedures Evaluate performance, take action as needed Listen to customers Identify new opportunities PLAN: Ensure that each SCI employee is aware of, understands and follows SCI’s documented processes and procedures. DO: Ensure that staff are aware of the relevance and importance of their activities and how they contribute to the achievement of SCI’s quality policy and objectives. CHECK: Conduct supervisory visits to make sure staff is following documented policies and procedures. Visit with customers, listen to their feedback. Are we meeting the customer’s requirements? ACT: Work with staff to improve performance, make recommendations to your supervisor on new services or improvements to processes, or changes or updated needed to procedures.
- ASK: Any ideas on what OIC behaviors could communicate to employees what is expected in terms of integrity and ethics? Values? Commitment to quality? For example: what message would employees take away if an OIC allowed routine tardiness by an inspector in the office? What if the OIC was also late to appointments? In terms of quality, how do you think employees would consider lax interpretation of the standards for a local distributor by the OIC? YOU must Set the standard: Communication – clear, documented, single message to all Follow policy – know what they are, where to get them Flexible – things change, you need to be able to adapt to accomplish mission Compassion – You were an employee once Responsible – The last minute request from an applicant before end of shift, own up to what you do María Eva Duarte de Perón aka Eva Perón– Argentinian above Mahatma Mahatma Gandhi - bottom left Indira Gandhi – bottom Right Nelson Mandella – cent Golda Mier – Top righter Top
- SAY: Don’t hesitate to ask for help if you have questions regarding any of the AMS values. Often, situations are complex and answers are not immediately evident. When in doubt, ask! Clarify or interpret integrity, ethical, or values dilemmas or questions Report observed or suspected violations
- SAY: Let’s make sure that everybody has the important points down for the material we’ve covered so far. INSTRUCTIONS: I will give you time to answer each of the following questions. When everybody is finished with the question, we will review your answers and compare it to the suggested solution.