Several barrel brewery brewers handbook free download pdf

Nadir R. Jackson Richard Jacobs A. James P. James Peter Jenkins Jerry B. Jericho Chris Jeter K. Kaufmann H. Kaufmann J. Pickover Clifford A. Diberdayakan oleh Blogger. Nom de fichier. DST Some then documenting the action. This should be part of breweries are choosing to keep the more complicated QC duties and not left to a separate quality department. QC tests in the hands of a chemist or microbiologist. Any member of the operations team should be able to Others are pressing forward and picking off the com- take corrective action on their process.

It is inherent plicated tests one at a time and transitioning them in quality system best practices that corrective action to operations. It comes down to cost, the size of the be taken as quickly as possible. In other words, the quality team, and the skills inherent in the operations staff member is fully empowered to measure the pro- staff.

It is a decision that has to be considered and cess, stop the process if it is out of specification, adjust made by the managing leaders. This ultimately means it, or take corrective action. The less time that chemist to operations. Corrective actions, and quality at the source, Take, for example, measuring CO2 levels in beer on if well managed, are vital components to the packaging line.

If samples are taken and set aside, maintaining quality—and keeping costs low. This becomes costly to retrieve, or worse, it must also include the entire body of knowledge that results in loss of customers if left in the market. Building goes along with the test protocol, including what a QC program to detect and correct issues as soon as a to do if there is a specification breach.

An example deviation from specifications is noticed is ideal, but it would be if pH checks are frequently performed by requires planning, training, and agreement across the one brewer, but to save time, the packaging manager board with operations staff. Training on the standard requests to conduct a check of the pH of the bright corrective action should be part of the training duties, tank so he can get packaging a tank faster. The initial and the documenting of the corrective actions should training should include the background informa- also be standardized.

Most importantly, taking the tion of how to clean and maintain the pH probe, and corrective action must be considered a job well done, how to determine if it is not reading correctly by and not penalized. Corrective actions, and quality at checking the standards.

The training should include the source, if well managed, are vital components to what exactly he needs to do, and check again, if the maintaining quality—and keeping costs low. Breweries are unique environments and is given the authority to handle re-scheduling,.

Continuous improvement CI is also a quality Any staff member conducting quality checks must management duty.

Assessing staff for gaps in knowledge of the quality Continuous improvement can be as simple as check process, and the corrections they must take, is troubleshooting on the spot, correcting a process an excellent duty for the head of quality.

The quality and changing it for the next batch. Or, it can be an supervisor should also provide the plan when quality arduous process of investigating a long-term issue checks should be transferred between the lab or the such as excessive variation in pH control.

In other operations teams. As less quality control time is left to words, short-term and long-term fixes are both a lab staff, they can transition into quality assurance, part of continuous improvement.

CI becomes more or facilitate continuous improvement and problem difficult to administrate as a brewery becomes solving, therefore benefiting the brewery even further. In that case, employee empowerment. There are challenges in an it becomes a separate duty to coalesce, organize, employee-empowered culture see sidebar , but it is and manage the CI process. This is part of quality well worth it. Short-term fixes happen all the time.

First, management must give up some of the power it traditionally held. Before embarking on changes in duties or decision rights, ensure there is alignment from all involved to make the behavioral changes that will be necessary. If a brewmaster keeps playing a trump card to override written policy when it is convenient, no one, especially the person who ran the test or made the original call, will be empowered.

Next, empowering employees requires a plan to transfer authority with clear expectations and consequences of taking over the responsibility. Operations should have the responsibility to discipline accordingly. Lastly, and most importantly, leaders need to be willing to change. They need to work for an empowered workforce. Management must ask employees to invest in the process, and then the employees must be allowed to run and improve it.

In a growing brewery, one in which the transfer of knowledge and decision rights must happen quickly and constantly, it is important to consider who has what authority in decision making with routine frequency, and plan transitions where necessary.

This may mean having discussions with all stakeholders, making training plans, instituting laboratory training including wider-scoped process training and putting action plans together.

However, if a brewery is growing tain quality control. However, the trending of many rapidly, or is at a level where it reaches a large enough short-term fixes may indicate a larger problem that base of customers, organizing communications, data must be addressed. Usually a person or a team has sharing, and standardizing improvement is required the accountability to review data of the daily fixes for product quality and cost efficiency.

These three components must be reviewed regularly in order to determine where the gaps exist. However, the trending of practices in the brewery. QC has to be organized, standard- Keep in mind that the skill to investigate a problem ized, and transitioned to operations. QA then has to and get to a root cause is a real discipline of study.

It be organized, standardized, and transitioned to oper- takes years to master it. Six Sigma is a program that ations. Lastly, CI has to be organized, standardized, helps organize this skill, and builds the statistical and transitioned to operations. There comes a time knowledge and foundations as part of the training. Usually management, can benefit a brewery tremendously a CI program is developed and standardized so the rest as they can help determine where on the spectrum of the brewery can share information and improve.

The part of a quality system, everyone should be trained on brewery quality manager can also bring many tactical how to investigate root causes, document them, and and strategic elements to bridge the gap between communicate the fix. CI programs require commitment policy, specifications, and execution. They should be and real stamina in management because they take considered a strategic partner in evolving the quality rigorous and continuous training, planning, commu- sophistication of the brewery.

By default, they become nication, and coordination to see the process through. Brewing knowledge and comprehension of quality specs alone are not enough to evolve a quality program after a certain period of growth. Source: American Society of Quality Website. In world-class companies, however, the quality team peace in the organization. It will also keep the brew- evolves to a training function only. A quality manual is decisions on the governance and management about a nice way to sum up the roles and responsibilities to functional duties related to the quality program will both governance and management.

It is well worth help create organization and vision, and keep the the time spent. Be starting to split. The quality vision is becoming objectives. A in its quality manual, and governance and management duties are fairly well spelled out, they can now add the other key components: Good measures Quality Control Plan ; assuring test results Quality Assurance ; and standardizing reaction to out-of-specification conditions Corrective Action.

These com- which is shown in Figure 3. Therefore, as part of this When it comes to the quality staff in a brewery, the chapter, we will address the most important aspect of ideal can be summed up as having the right people a quality program—the people executing it. It can be easy to get tripped up on any one of resources and skills for a brewery to support the of those areas.

From the smallest of start-ups to quality program? Preventive Maintenance and Special Projects 6. Shelf Life and Stability 5. Process Control and Analysis 4. Standards 3. Figure 3. Items farther up the pyramid are areas to optimize only after the foundations have been established. Reprinted by permission of the Brewers Association.

Employees usually drawn to the reality for those used to taking every sample and job feel a strong inherent value to speak for the conducting every check. It means giving up control, customer. They may have been on the other side of and it requires empowerment. See Chapter Two. If a leader has enough to have its own quality department. Those any issue with this, they need to be reminded that tapped for quality leadership not only have inherent performing the checks at the right location at the quality values, but they must also have skills in brew- right time results in a shorter time to detect and ing science and managing people through change.

A shorter time to Quality leaders in the brewery will have to manage correct an error means minimizing manufacturing not only their department, but also the rest of the losses due to quality failures. But there is also a brewery staff through the development of quality side benefit, and that is the pride the staff carries as a culture. They are integrating themselves into the technician, and quality leader.

How your brewery customer experience by conducting quality tests. The staff that conducts quality checks at their process You may have brewery staff also perform the role also inherently know more about their process. This of lab technician, for example. However, knowing benefits the brewery because instead of one or two what skills are expected for the role, and what gaps people understanding where the process may need you have to address, can give you a great path for some help, such as where it fails or where capital or mapping staff development.

All of this breeds a community that contributes to improve The Front Line — Brewery Staff quality in the product, and ultimately the brewery We will start at the front line, where quality has to operation.

We used an example of quality at the source in previously pitched into, how the previous fermenta- Chapter Two when discussing testing CO2 in bottles tions performed, and how many times the yeast has or cans.

There are many examples in breweries both been re-pitched are part of the yeast story. Keeping track of the yeast pitch data can be tedious, The criteria to determine if a quality check is a good but it needs to be properly documented. In other words, shift needs to pitch yeast , then the management has is the test robust enough, or is the equipment too a decision to make: hire a third-shift quality person, sensitive to be on the production floor.

Both scenarios have a cost to the oper- proceed to move the test to the front line into oper- ation. The cellar staff member who now has to take ations. Checks that are commonly conducted at the 15—30 minutes to take a sample, count the yeast, cal- source are pH, degrees Plato or gravity, CO2, and air culate a pitch rate, etc. Appendix B has a list of checks their other shift duties. And there is obviously a cost that are common to find in the brewery, and many can to having a quality technician hired for a third-shift be used as a quality at the source check.

Usually, if the test operations. Assuming there are no in-line meters, the resides with the quality chemists or microbiologists, it quality check for the yeast pitch process requires look- can be standardized and transitioned to operations at ing at yeast health under the microscope, counting the a later date. One hybrid solution is to have a quality yeast, and sometimes sampling the yeast to plate for point person on every shift that has both operations microbiology checks.

It can be unclear who is best and quality check duties. This sub-segment of staff to perform the check. This is an easy test to conduct, can be the core-trained team for all quality related and many times it has a quick turnaround. However, issues on shift. Regardless of how this is solved and it may require more technical background training resourced, the ultimate goal should be clear because than the brewery is willing to do at the time.

This is you wrote it in your quality manual : Get the quality a critical check because if the yeast pitch quantity or check done as close to the front line as possible. It is not uncommon to see a lab person or off quality checks, inflating the quality staff, and not a quality technician become deeply involved in yeast implementing quality at the source. It seems easier quality checking and become considered the resident because it takes too long to train new staff all the subject expert.

The yeast, if stored in a brink or from time, or there are too many other new processes another fermentation tank, may be checked for micro- being asked of operations. But the silo mentality is a biology foreign yeast, bacteria , viability, vitality, and cancer—once it starts, it grows and is unmanageable.

Every yeast cell in the brewery has a Before you know it, you have a quality staff of 25 to story—its provenance, so to speak. What tank it was keep up with the checks. The policy should be clear. Also, never put a new check in without the ery or cellar floor.

This needs to be very clear to the long-term thought of who will conduct it, and if operations managers so they may enforce it. Even in a it is not at the source where the decision results in small brewery, expecting the quality staff to clean up process adjustment, when it will be transitioned to after operations is not an effective use of their time, quality at the source.

Keeping a master list of checks nor does it provide a clear picture of accountability. A way to help oversee this is the First is the foundational training. Some may be well trained on the entire brewing process, and why process fails, The Second Line — Middle or Upper Management etc.

This is not a quality foundation, though. In a standard first. The operations managers, needed. In addition to the usual brewing, control, and reading a control chart determin- packaging, and shipping process knowledge, they ing what is an acceptable range. If that is in place, they are ready. Some personnel are natural problem solvers. They like to get to the root cause of prob- It is important to mention that the skills of the lems and fix the situation.

Root cause is the true problem-solving expert are very involved. It root of quality issues that, once fixed, removes the involves many years of statistical training and risk of repeat failure. This is a good skill to have in practice of complicated problems with lots of data.

These subject experts are sometimes a brewery, because processes and equipment break. For this reason, Six Sigma is a great resource to put When problem solving is implemented properly, together a sample training plan.

The American Society saving resources for other issues. Problem solving as a strate- bringing process improvement structure to the gic component to a quality program will be addressed brewery. More at www. There are general steps to take when tackling a Minitab is an example of a great statistics program problem. The brewery. If purchased, Minitab offers online, self- steps most commonly referenced are: Define the paced statistics training that is excellent www. Microsoft Excel has a statistics by whom, and how , Analyze analyze the data, and package, and there are other software programs get to the root cause , Improve choose various ways that run off of Excel data.

A statistical package can to improve, and pick the best , and Control plan help explain data via statistics, however, training in running the statistics package is required. This is commonly. There is a lot quality over time. It is a simple process to follow, methods to work within, and then convince their and training is available if there is no expert on staff.

It is also highly advisable to though, the management team should know enough begin to speak in business language, not just facts about data, statistics, process control, and the prob- and figures, or Six Sigma statistics, but in dollars lem-solving steps to know when it is a good time to and cents. Understanding a balance sheet, how to act, when it is not, and what good data-driven deci- state the business case, and return on investment sion making looks like.

The best reference is is taking hold, it is wise to review the organizational the American Society of Quality ASQ body design for the quality team, plug in names and faces, of knowledge required for Certification for and take a hard look at the skills and skill gaps of Quality Technician and Quality Manager. Based the team. Discuss what skills are missing, from the in Milwaukee, Wisconsin, ASQ has published basics to the advanced, and what the path to closing several body-of-knowledge documents for quality the gaps might look like.

If this is done during the personnel technicians and managers. In addition budgeting process, the brewery may plan for cer- to quality management skills, the brewery quality tain personnel to register for quality management team must take on a few other skills. Assuming that training.

If the brewery is small and has one person the foundation of brewery process has been estab- wearing several hats, including quality management lished, and front-line and second-line quality skills or governance, it is even more important to plan for are in place, these are additional skills: their skill attainment. If separate ers, know how their process works , including training is not an option, look to other industries for packaging, cardboard, glass, malt, hops support.

The quality tests that a brewery runs are usually summed up Shelf Life and Stability into one table as part of the quality manual. In a broad term that relates to bigger initiatives such a brewery with a long-established program, this as energy use, cost per barrel, consumer complaints is where a lot of time and effort is spent.

Quality per year, or other , and is not covered in this plan. Risks are the threats to product quality that are the result of process vari- ation, raw materials, and controls. Most breweries Conducting Risk Assessment take on some sort of risks that are additional to the To keep the total tests manageable in terms of workload, inherent risks in the basic brewing process.

For a risk assessment should be performed. A risk assessment example, a brewery can choose to force carbonate or will incorporate the specific nuances and risks of the bottle condition to carbonate their product. Breweries that choose bottle The risk assessment is a formal way to map the brewing conditioning must put in place additional checks process, identify risks, and review the control plan on a and controls that other breweries would not have to routine basis.

Bottle conditioning is a choice, and because it brewery. Once the brewery has established the basics of increases risks, and requires additional monitoring, governance, has a beginning control plan, and begins to it should be inherent in the brand identity. A brand see expansion and new product additions, introducing a identity may compel a brewery to take on riskier standard format to assess risks is advised.

See Figure 3. Growing in size and Prepare by building the right team and a few people in geographic footprint increases risks and requires can conduct a risk assessment over several hours. The a different sampling plan. Why such as yeast varieties in the brewery, expected conduct a risk assessment?

Growth brings new chal- shelf-life of products, and complexity of raw lenges and added risks to product quality. Another factor for quality program variation complexity can come mistakes, missed checks, or, in a is resources. To keep the brewery staff Their frequency of sampling and assessing quality sane, a risk assessment brings the actual cost of com- may look radically different than a brewery that plexity and requirements for monitoring quality in new supports more staff.

These can be provided by the supplier. Note that as risks increase the test types become more sophisticated, and the human resources to manage these tests must also become more sophisticated. Some of these tests can be outsourced. There are a couple of standard risk assessment tools scoped for food safety only. Food safety risks are those used to conduct an assessment. The first one to discuss that will impact the public health in some manner is the Hazard Analysis and Critical Control Points if not properly controlled.

HACCP is essentially a structured risk as microbiological pathogens , chemical such assessment, with a control plan, that is traditionally as chemical residues , or physical such as glass. Brewery X decided to introduce a new Belgian-style beer to the market. They brought in new yeast, propagated it separately from their standard yeast, and brought in new raw materials, including rye.

The yeast was a slow-fermenting strain and did not fully ferment out all the sugars in the beer. The brewmaster decided it met the criteria of the brand, though, and the brewery began production.

Initial sales were great, however, as the weather warmed the sales slowed. The beer sat for three weeks, and it was slowly drawn down via packaging.

The beer that came back to the brewery had soured. It turns out that the bright beer tank had a low level Pediococcus infection. A risk assessment may have picked up on the need for this brewery to fully empty the bright beer tanks, and to alter the mash cycle to allow for complete fermentation of the beer. This story shows how one new product, incorporated into a standard process that is not ready for the new risks, can result in a costly pullback. New risks become more obvious to recognize with experience.

Some to watch for are:. Because HACCP does not assess risks to product should know what raw materials it is bringing in, and quality, it is sometimes hard for those in the brewing if they may contain pathogens. Mycotoxins or beer industry to comprehend this type of risk assessment with fruit can raise these concerns.

Most ensure those materials are being thermally treated or quality checks in brewing are quality related, not otherwise contained. This is because beer is essentially Some breweries have used the HACCP philosophy a relatively low-risk food to the customer.

HACCP and structure to create a risk assessment for product focuses the scope of the risk assessment to three quality as well as product safety. This is a great tool for critical hazards that can harm or injure the final con- using risk assessment and can be extended into prod- sumer: microbiological, physical, and chemical. There uct quality. However, keep the actual HACCP plan are no microbiological hazards pathogens known to separate for audit purposes.

HACCP as a tool is not grow in beer that can harm or injure the consumer. The HACCP process, ical and chemical hazards such as broken glass or in its entirety, takes the results of the risk assessment chemical residues, including mycotoxins from mold.

Pillsbury introduced the program per the ii. The process outputs are a visual on request of NASA during the s. NASA wanted grist consistency and the test of starch a rock solid risk review and control program to prevent any food borne illness in space. HACCP conversion with iodine. Detail if there are additional process con- United States as of the date of this publication, trols for different products. For more ing-in, note that as an additional risk.

After inputs and output controls are identified, are extremely helpful. How risky to product quality is it if the Another risk-assessment tool that can be used to process fails? How likely is it that the process will fail? Analysis, or FMEA. How good are the quality checks at to product quality in your process, in order to prioritize detecting and controlling a process failure?

Write down all your products and what they a. The RPN, if really high, should be contain raw materials. Map your process to reflect the production of b. Detection is usually the critical factor to all products. This helps inform those responsible for a.

Keep the steps of the process at a higher quality system. Using this approach captures what each check is and Keep it very simple. The maintenance team will find c. Write a brief explanation of the process. New staff will also benefit by using the i. Paddle speed too fast process. Bridging of grain which focuses on chemical, physical, or microbiologi- 4.

Identify process inputs and output controls that cal hazards that are critical to customer health. FMEA are monitored at each step to prevent the failure assessment can easily be conducted for every new mode. It does take time to conduct a full Some rules for setting specifications: risk assessment to this detail level in a brewery. It also 1. Set specification limits using customer end requires alignment with the brewery teams to conduct user requirements, and use standard control the assessment, and to agree on the risk levels.

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