1 Zero Defect Manual ENG

Zero Defect
Manual
Zero Defect
Manual
QUALITY
CAMPAIGN
no debate - zero defect
MATERIAL SUPPLY
RECEIVING AND STORING INCOMING
RAW MATERIALS AND PACKAGING
MATERIALS
PRODUCTION
PRODUCT DISTRIBUTION AND

STORAGE
CONSUMER - MARKET
PRODUCT AND SYSTEM DESIGN
Yldz Holding
Zero Defect Manual
Publisher
Northstar Innovation
Content Preparing / Editor
Holding Global Quality Assurance & Control Group Directorate
Design
Newpage Advertising
Tomurcuk Sk. zmen Sitesi A2 Blok B1 ili - stanbul
Edition
Elma Basm
Halkal Cd. No.164 B-4 Blok Sefaky - stanbul
1.Edition March 2014
R.00.14
All publication rights reserved.
No text and graphics can not be used even if the source is cited.
The manual can not be copied without permission of the publisher.
Northstar Innovation
Endstriyel Yatrmlar ve Danmanlk A..
Kskl Mah. Ferah Cd. No.1
Byk amlca / skdar / stanbul
INTRODUCTION
Yldz Holding adheres to 6 main values in accordance with its vision,
Being a leading food and beverage company that satisfies and makes
happy its consumers, customers, employees and shareholders at all
times. One of these six values, we are number one in quality plays a
significant role in putting the other five values into practice.
OUR CUSTOMERS COME FIRST!
WE ARE NUMBER ONE IN

QUALITY!
WE ARE COMPETITIVE!
WE SUCCEED TOGETHER!
WE ARE RESULT-ORIENTED!
WE DERIVE OUR STRENGTH FROM

CHANGE!
Based upon our quality understanding dating back to 1944, in order to

perpetuate our we are number one in quality value:
We offer consumers great products with great quality within
arms reach at a great value and build strong partnerships
with customers through providing best in class service.
We track best-practices in the markets, we operate and we strive to
be the best.
We constantly raise the quality bar both in manufacturing phases
and services we provide.
003
For this purpose, our quality mission has been updated as follows:
We make our consumers happy every day with the same quality in every
products
We make our employees proud by enabling them to produce high quality
products
We protect our products and brands against risks and satisfy our shareholders
Our Quality Manual has been prepared as a significant resource for
putting our updated quality mission into practice.
In terms of quality, we aim to produce our products in accordance with the
specifications, and offer our consumers the same Ulker value and quality in
every package. For our employees, all of whom play a significant role in
achieving this target, we are providing opportunities to perform great work
in line with Ulker principles and values, and to establish systems that
enable their development as well.
As part of our Sustainable Quality understanding, the common concepts we
have adopted are product, human, system and value chain. In
this respect, we have established Central Quality Systems in order to set
common quality procedures and standards in our companies, and enable
each work department to be managed by the same principles.
PRODUCT
SYSTEM
HUMAN
VALUE
CHAIN
SUSTAINABLE QUALITY
004
YILDIZ HOLDING QUALITY ROAD MAP
DEFINE & GOVERN

with
OFFICE of SPECS
Issuing Specifications
for Product, Process,
Raw Material & Packaging
CONTINUOUS
IMPROVEMENT
with
TOOLS & KPIs

Audit with:
AIB Audits
Product Audits
Office of Spec Compliance
Audits System
Certifications
(BRC, IFS, ISO)
Improving
Zero Defect
Quality Culture
Multifunctional
responsibilities
to increase engagement
to quality
Approval and Change

Control for Specs;
Zero Defect Manual

for Food Safety, Product
Control & Lab
TRAINING &
FACILITATION
Measuring
Performance by
Scorecards &
Quality Index
Structuring communication
platforms to
Win Together
Building Capability
at every level
Central Database
Common
Improvement
Projects
Quality Awards
005
1) Define & Govern with Office of Specs

As the first step of our Quality Road Map, the Office of Specs (OoS)
assumes the role of meeting quality standards, which offer our
consumers the same Ulker quality in every package and maintain their
satisfaction through the definition and management of our specifications
and guidelines.
Contributions of the Office of Specs (OoS) to our products and business:
1. It will enable quality continuity in products offered to consumers.
2. It will enable a reduction of costs without compromising product
specifications.
3. It will maintain the consistency of product design and help us win out
over our competitors.
Aiming to succeed together in the journey towards Zero Defect in our
products, the responsibilities to be assumed by the Office of Specs
(OoS) are as follows:
Product specifications that will provide the same quality in each
package have been defined, maintained and put into practice with the
goal of achieving consumer satisfaction.
It will be possible to adjust cost-increasing items of product recipes
without causing any adverse results in terms of quality.
It will follow the adjustment process of specifications related to
products, and provide guidance in performing the required
arrangements.
2) Continuous Improvement with Tools & KPIs

At all stages, from the control of Raw Materials and Packaging Materials
to the delivery of our products to end users, significant quality indicators
(Incoming Raw Materials and Packaging Materials, Products in
Quarantine, Re-work and Scrap, Consumer Complaints, AIB Audit, Product
Audit) are monitored and reported via scorecards on a monthly basis.
Therefore, sections that require development are determined easily, and
action plans are prepared and implemented with operation teams.
006
3) Training & Facilitation

The first two steps of our quality strategy, Office of Specs (OoS) and
Computation - Continuous Improvement are based on the Human factor.
Achieving the Zero Defect target in line with our motto Quality for a happy
moment depends on all of our employees. Therefore each employee is
involved in our Quality Journey, and quality awareness is increased and
competencies are gained.
DG
LE
OW
KN
Know how effective he/she is in product quality in line with

our Zero Defect target.
Possess the knowledge/competencies necessary to affect
product quality in his/her own responsibility area.
Know what to do in case of a problem.
Each employee must:
NC
TE
PE
CO
M
See the effect of his/her work on the whole.

Understand the general quality performances (Scorecard,
Quality Index).
Know about problem solving.
Work in small teams and produce solutions.
Each employee must:
When the knowledge and competencies required for all employees are
provided, the employee:
Is involved in the value chain.

Is informed about assessments related to quality and conclusions.
Is made aware of his/her roles and responsibilities in quality processes.
Plays a role in solutions of problems that arise in every process and that
affect quality.
007
CONTENTS
1st SECTION
MATERIAL SUPPLY
Page
1. 1. BEING A YILDIZ HOLDING SUPPLIER

a. Our Expectations From Suppliers
b. Supplier Quality Systems
023
1. 2. SUPPLIER SELECTION AND SUPPLIER APPROVAL PROCESS

a. New Supplier Selection
i.Supplier candidate
ii. Test sample approval
iii. Pre-requirement audit
iv. Audits according to risk group
v. Approval-conditional approval-rejection
b. New Materials and Material Replacement Approval Process
i. New materials/material replacement request
ii. Approval of new/revised materials
iii. Preparation, revision and publishing of specifications
iv. New material/revised material order stage
025
1. 3. RISK ASSESSMENT
a. Assessment of Material Risks
b. Identification of Supplier Risks
033
1. 4. SUPPLIER AUDITS
a. Pre-requirement Audit
b. Regular Audits According to Risk Group
c. Assessment of Audit Results
i. Pre-requirement audits
ii. Regular audits according to risk group
036
043
1. 5. MATERIAL SUPPLY PROCESS
a. Raw Material and Packaging Material Specifications
i. Preparation, publishing and communication of specifications to suppliers
ii. Approval of specifications by suppliers
b. Incoming Material Quality Control Process
i. Quality plans, analysis certificates
ii. Transportation conditions
iii. Incoming material control assessment
c. Non-conformities Related to Materials
i. Rejection Situation: communication with the supplier and action tracking
ii. Presence of a problem during production stage related to approved raw material:
rejection, risk assessment, communication with supplier, action tracking
iii. Receiving consumer complaints related to raw material and packaging material,
communication with supplier, action tracking
iv. Communication
v. The effect of non-conformance on performance of related suppliers
009
CONTENTS
1st SECTION
MATERIAL SUPPLY
nd
Page
1. 6. PERFORMANCE CRITERIA, CONTINUOUS ASSESSMENT

AND DEVELOPMENT PROCESS OF SUPPLIERS
a. Performance Criteria of Suppliers
i. Audit scores of suppliers
ii. Rejection / acceptance ratio of raw materials
iii. Closing time of CPAs
iv. Number of supplier-related consumer complaints
v. Communication of performance results to suppliers
b. Continuous Assessment and Development Process
i. Non-conformance management
ii. Continuous improvement
iii. Strategic partnership
051
1. 7.CONTRACT SUPPLIER PROCESS
056
SECTION
RECEIVING AND STORING INCOMING RAW MATERIALS AND PACKAGING MATERIALS

2. 1. VEHICLE CONTROL
a. Physical Conformance of Vehicle
b. Control of Vehicle Conformance Documents
c. Transportation Temperature Control
d. Control of Supplier Analysis Certificate
e. Product Control on Vehicle
f. Unloading the Vehicle
g. Return of Non-Conforming Vehicle
h. Receiving Conforming Materials into Warehouse
063
070
2. 2. CONTROL OF RAW MATERIALS AND PACKAGING MATERIALS
a. Quality Standards of Raw Materials and Packaging Materials
i. Specifications
ii. Quality plans
ii1. Determination of parameters/analysis/frequencies
ii2. Internal and external analysis process
ii3. Verification plans
ii4. Defining in the plans what to do in non-conformance situations
ii5. Preparation, approval, briefing, publishing and review
b. Analysis and Control Process
i. Sampling
i1. Protection of raw materials and packaging materials
i2. Identification
i3. Delivery of samples to laboratory under appropriate conditions
ii. On-site controls
ii1. Import material control
ii2. Early controls performed on agronomic raw materials
ii3. Control of products such as milk/vegetables/wheat
ii4. Taking precautions and early warnings
ii5. Acceptance-rejection
ii6. Supplier assessment and development
010
CONTENTS
2nd SECTION
RECEIVING AND STORING INCOMING RAW MATERIALS AND PACKAGING MATERIALS
Page
iii. Analysis certificate control

iv. Analysis
iv1. Internal analysis
iv2. External analysis
iv3. Analysis methods
iv4. Confirmation analysis
2. 3. APPROVAL OF RAW MATERIALS AND PACKAGING MATERIALS
a. Final Approval to Receive Materials
i. Responsibilities
ii. Identifying in the system
iii. Practices to be performed in warehouse
b. Rejection Decision
i. Non-conformance with specifications
ii. Responsibilities
iii. Identifying in the system
iv. Communication / notification
v. Things to do in warehouse
v1. Identification
v2. Separation
v3. Rejection/Disposal
vi. Continuity of production
vi1. Production suspension in cases of material rejection
vi2. Assessment of material risk
vi3. Handling during production
vi4. Conditional acceptance
081
2. 4. STORAGE
a. Quality and Food Safety Standards
b. Non-Conformance Situations
i. Communication in case of non-conformance
ii. Taking precautions
iii. Improvement and correction of non-conformance
c. Shelf Life Tracking
i. Planning
ii. Product control
iii. Blocking
iv. Re-evaluation of shelf life
088
2. 5. CONTINUOUS IMPROVEMENT
a. Audits (Internal and External Audits)
b. Corrective Actions
c. Scorecard
d. Trainings
094
011
CONTENTS
3rd SECTION
PRODUCTION
Page
101
3. 1. PREPARATIONS PRIOR TO PRODUCTION
a. Publishing of Specifications
b. Preparation of Quality Plans
i. Preparation of quality plans according to specifications:
determination of control parameters, their frequencies and who will perform them
ii. Determination of how and where to record the controls
iii. Approval and publishing of quality plans
iv. Amendment situation (when and how to amend, how to approve and publish)
c. Publishing of HACCP Plan
d. Management of Production Tests
e. New Line - Equipment Start-Up Activities
f. Production Plan
g. Reception and Preparation of Raw Materials and Packaging Materials
i. Receiving materials
ii. Keeping records and traceability
012
3. 2. PROVISION OF FOOD SAFETY IN PRODUCTION

a. Pre-Requisite Programs
i. Foreign material control program
ii. Personnel hygiene
iii. Cleaning program
iv. Maintenance program aimed at quality and food safety
v. Pest control program
b. HACCP Program
c. Allergen Management
d. Internal Audits
e. Food Defense
107
3. 3. LABORATORY MANAGEMENT
134
3. 4. PROCESS QUALITY CONTROL

a. Importance of Process Control to Product Quality
b. Access to Quality Plans, Completion of Controls
c. Controls on the Line
d. Traceability Records
e. Controls in Laboratory
f. Provision of Process Quality
i. Measurement, analysis
iii. Assessment: Green/Yellow/Red
iv. Clear and easy-to-understand definitions in specifications
g. Taking Actions as a Result of Controls
i. Green
ii. Yellow
iii. Red
142
CONTENTS
3rd SECTION
PRODUCTION
Page
h. Specification Non-Conformities: Red

i. Suspension of the line
ii. Authorization
iii. Separation of products and semi-finished products
iv. Notification of relevant individuals
v. Correction of problem and resuming production
vi. Control of blocked products
vii. Records
i. Specification Non-Conformities:Yellow
i. Correction of problem
ii. Failure to bring results into the Green category
iii. Records
3. 5. FINISHED PRODUCT QUALITY
a. Control of Finished Product on the Line
b. Production Scoring
c. Warehouse Scoring
d. Sensory Test Program
e. Witness Samples
f. Shelf Life Controls
g. Contract Supplier Products Controls
163
175
3. 6. POST-PRODUCTION
a. Delivery of Products to Warehouse
b. Return of Remaining Materials
c. Rework Product Management
d. Suspension of Production - Protection of Products and Materials
e. Release of Convenient Products According to Process and Finished Product Controls
3. 7. NON-CONFORMANCE MANAGEMENT
179
3. 8. INCIDENT SYSTEM
a. Examination of Incidents
b. Incident Resolution
c. Monitoring and Continuous Improvement
183
3. 9. CRISIS MANAGEMENT
a. Withdrawal and / or Recall of Products
b. Functions Required for Recall Management Process
188

a. Quality Scorecards
b. Quality Index
c. Audits
i. Food Safety audits
ii. Quality Manual compliance audits
iii. Audits of OoS (Office of Specs)
iv. Product audits
v. Certification audits (ISO, BRC, IFS, Halal, Kosher)
vi. Audits of legal authorities
194
013
CONTENTS
3rd BLM
PRODUCTION
Page
d. Continuous Feedback
e. Communication of Results and Actions
i. Daily Zero Defect meeting
ii. Weekly quality meeting
iii. Meeting of monthly quality presentation
iv. Consumer complaints meeting
v. Reports
f. Monitoring of CPA (Corrective and Preventive Action) Process
g. Continuous Improvement
3. 11. PROJECT MANAGEMENT
211
217
3. 12. TRAINING, CERTIFICATION & COMMUNICATION
a. Training & Certification
i. Realizing of trainings
ii. Measuring and validation of the effectiveness of trainings
iii. Training role in KPI's
b. Communication
4th SECTION
PRODUCT DISTRIBUTION AND STORAGE
4. 1. PRODUCT OUTPUT PROCESSES

a. Receiving Products from Production Department
b. Traceability Records
c. Storing and Preparation for Shipment
229
4. 2. PRODUCT SHIPMENT
a. Specifications, Cleaning and Control of Shipment Vehicles
b. Proper Loading of Products
c. Warehouse Output Rules for Products to be Shipped (FIFO/FEFO)
d. Rules Against the Shipment of Mixed Products
e. Traceability Records
232
237
4. 3. PRODUCT STORAGE
a. Importance of Storage to Product Quality
b. Receiving
c. Conformance with and Tracking of Storage Conditions Stated in Specifications
d. Storage and Food Safety Standards
e. Management of Products Damaged During Storage
f. Return Products
g. Blockage- Release Process
i. Storage of blocked products
ii. Review and sampling
iii. Return process of blocked products
014
CONTENTS
4th SECTION
4. 4. DISTRIBUTOR STORAGE PERFORMANCE TRACKING

a. Audits
b. Assessment of Results
c. Identification of Corrective Actions
d. Improvement
e. Trainings
Page
253
5th SECTION
CONSUMER - MARKET
5. 1. PRODUCT QUALITY IN EACH BITE AT ALL TIMES: ZERO DEFECT
259
5. 2. PRODUCT QUALITY CONTROLS IN THE MARKET
261
5. 3. CONSUMER COMPLAINTS
a. Recording Consumer Complaints
b. Investigation of Consumer Complaints
c . Conducting of Consumer Complaints to BU's
d. Determining Actions and Informing the Consumers
e. Tracking on Quality Index as Criteria of Performance
266
6th SECTION
6. 1. PRODUCT / PACKAGING DEVELOPMENT PROCESS
273
6. 2. APPROVAL OF PRODUCT
275
6. 3. ESTABLISHMENT OF SPECIFICATIONS
a. Consumer Specifications
b. Critical Limits
276
6. 4. PUBLISHING OF SPECIFICATIONS
a. Specification Content
b. Definitions of Green/Yellow/Red
c. Preparing Specifications
d. Authorization & Responsibility
e. Approval Process
i. Obligatory approvals
ii. Assessments
iii. Review and OoS approval
iv. OoS- Review and assessment request
v. Specification revision process
f. Publishing
g. Putting Specifications Into Practice
h. Printing Out Specifications
i. Archiving
277
015
CONTENTS
6th SECTION
Page
6. 5. QUALITY MANAGEMENT
a. Establishment of Standards and Plans for Consumer Satisfaction
b. Definition of Processes and Procedures
c. Approval, Publishing and Authorization/Responsibility
d. Document Management
i. Responsibilities
ii. Preparation, approval, publishing
iii. Access, archive, review
iv. Putting into practice - compatibility
e. Conformance
f. Continuous Improvement
290
RN VE SSTEM TASARIMI
APPENDICES
INSTRUCTION LIST
299
DEFINITIONS
305
EXPLANATION
Explanations of the symbols in the manual are below :
This symbol means that each plant must have an

instruction according to the related section.
This symbol means that each plant must have a

record system according to the related section.
016
QUALITY
CAMPAIGN
st
SECTION
MATERIAL
SUPPLY
st
SECTION
MATERIAL SUPPLY
We promise our consumers the lker quality in every bite of our products!
In order to keep this promise we make to our consumers, together we
must keep alive the goal of "zero defect" throughout the value chain, at
every step from farm to the fork.
R.00.14
1st SECTION
MATERIAL SUPPLY
1. 1. BEING A YILDIZ HOLDING SUPPLIER

a) Our Expectations From Suppliers
In order for us to deliver the same quality in our products with every bite
throughout their shelf life, the first step is to provide raw material and
packaging material quality. Our most important expectation from our
suppliers is that they adopt lker quality standards, ensure sustainability
in these standards and create an environment of the highest cooperation
in this area.
It is one of our fundamental expectations that the materials we receive
from our suppliers meet quality and food safety specifications. When
choosing their suppliers, all of the business units operating as part of
Yldz Holding look for specific criteria, such as production conditions and
accordance with specifications as well as continuous improvement and
cooperation. Additionally, they want all materials to be in accordance with
pertaining legislations and legal conditions.
All of the necessary features that need to be present in our products to
achieve the quality that makes our consumers happy have been defined
within our specifications. The expected quality features of raw materials
and packaging materials have also been determined and published
alongside their specifications.
It will be possible for us to meet the targeted level of product quality if all
of the raw materials and packaging materials continuously have the
features defined in our specifications.
Our suppliers are our most important partners in order to achieve
continuity in quality, maintain our risks at the lowest level and carry out
continuous improvement.
Mutual quality programs will not only be conducive to increased
cooperation; they will also allow our suppliers to improve their own
businesses and achieve a competitive advantage in commerce.
023
1st SECTION
MATERIAL SUPPLY
In brief our expectations from our suppliers are given below:

-Adoption of Ulker Quality Standards
-Compliance of Specifications
-Continuous Improvement
-Cooperation
b. Supplier Quality Systems

The quality programs developed with our suppliers with the goals of
long-term, reciprocal cooperation and strategic partnership have been
assembled under the name Supplier Quality Systems.
With this program, our suppliers' risk evaluation, survey plans,
performance tracking and action plans are determined. Mutual projects
that will add reciprocal added value are carried out by this means.
Supplier Quality Systems are implemented for our processed raw material
and packaging material suppliers and are not applicable to agronomic
purchased to be processed from the main source. Our existing systems
are maintained for these materials, with consolidation efforts carried out
that will incorporate these suppliers as well. These products that remain
out of scope are raw oil, raw wheat, raw hazelnut, vegetables, fruits, cocoa
seeds, milk in dairy farms and milk collection centers, etc.
024
R.00.14
1st SECTION
MATERIAL SUPPLY
1. 2. SUPPLIER SELECTION AND SUPPLIER

APPROVAL PROCESS
a. New Supplier Selection
i. Supplier candidate
An alternative or new supplier improvement process can be started for
raw material and packaging materials for reasons such as purchasing
department, R&D departments or a related cost advantage to parties,
alternative supplier or product development. Suppliers with whom
collaboration will be carried out are expected to meet defined standards
based on the risk group and feature of the pertinent raw material and
packaging material. The subjects in evaluations of the standards are
given below:
Production conditions
Level of accordance with the quality criteria related to the product
Measuring and analysis systems
Quality and management systems
Technology and information sufficiency
Collaboration
Competence of employees and organizational background
These requirements are assessed and followed with the quality

performance put forth in the preliminary assessment, discussion,
visitation, inspection and supply process.
A material approval process is started, followed by the supplier approval
process, to study the sufficiency of the raw materials and packaging
materials from suppliers found to be suitable as a result of the
preliminary assessment done with candidate suppliers.
Materials are not purchased from suppliers that are not approved as a
result of this process.
025
1st SECTION
MATERIAL SUPPLY
MATERIALS DON NOT BE PURCHASED FROM NON APPROVAL

SUPPLIER
ii. Test sample approval
In order for a supplier to be approved, first the necessary documents
must be obtained and the material must be approved. Information
regarding the material sample to be approved is recorded by purchasing
supervisors into the system, accessed by using the steps of the
biz.ulker --> workflow --> sample tracking system. (site is prepared in
Turkish) The approval process is carried out by quality and R&D
supervisors adhering to the steps of this system. At this point, the
preliminary requirement documents that will be requested additionally
from the supplier,
such as the ISO 9001 and/or ISO 22000 or FSSC 22000 for low-risk
material suppliers,
or the BRC or IFS documents or AIB auditing report for medium- or
high-risk material suppliers,
as well as legal permits and up-to-date analysis reports for their latest
products completed within the past 6 months at most are requested
from all suppliers and examined.
iii. Pre-requirement audit
Suppliers whose test sample and other conditions are deemed suitable
progress to the preliminary requirement audit stage. For candidate
suppliers with whom cooperation has not been carried out, the
pre-requirement audit is implemented as specified in the supplier audit
section.
Suppliers who pass the pre-requirement audit receive conditional
approval status and material purchasing begins. According to the score
and risk level of the material as determined by the pre-requirement audit,
a risk audit is carried out in the period and category specified (max. 6
months, upper points than 700 points) (See Section 1 Part 4).
026
R.00.14
1st SECTION
MATERIAL SUPPLY
Material purchasing does not start for suppliers that do not pass the
pre-requirement audit; a second test audit is conducted, and if they
receive a suitability approval in this audit, material purchasing from the
supplier begins. If they do not receive a suitability approval as a result of
the second audit, material purchasing from the supplier does not begin
iv. Audits according to risk group
These audits are divided into two groups for low-risk and
medium-high-risk suppliers. Supplier audits are carried out by Yldz
Holding or contracted third party.
Suppliers are evaluated based on the results of the audit, and the actions
that are required from the suppliers are determined.
The audit risk group for suppliers with whom cooperation has not yet been
carried out is determined according to the risk category of the material to
be purchased (See Section 1 Part 4 ).
Candidate suppliers that succeed at the risk audits earn the right to take
part in the approved supplier list.
Supplier candidate --> Test sample approval --> Pre-requirement audit --> Audits according to risk group
027
028
Pre-requipment
Audit
Risk Group
Audit
Supplier
Candidate
Approved
Supplier
Unsuccessful
Audit
Result
Successful
Unsuccessful
Audit
Result
Successful
Audit report
is prepared
and signed
Conditionally
Approved
Supplier
Conditionally
Approved
Supplier List is
update
Audit result is
committed on
Approved Supplier
Performance Score
Materials
do not be
purchased
Conditionally
Approved
Supplier
Control
Audit
in 6 months
is done
Conditionally
Approved
Supplier list
is updated
Supplier Candidate / Approved Supplier Audit Proses Diagram:
Unsuccessful
Audit
Result
Successful
Is removed
from Approved
Supplier List
The Supplier
is removed
from
Conditionally
Approved
Supplier List
Approved
Supplier
Approved
Supplier
List is
Update
Approved
Supplier
List is
Update
Unsuccessful
Audit
Result
Is added
in Approved
Supplier
List
The supplier is
audited according
to risk group
in 6 months
Successful
Conditionally
Approved Supplier
List is Update
Approved
Supplier List
is Update
R.00.14
1st SECTION
MATERIAL SUPPLY
v. Approval-conditional approval-rejection
Approved Supplier: Suppliers who meet the criteria expected of them and
receive a satisfactory score in the audits. Yldz Holding has a shared
approved supplier list managed centrally. List of approved suppliers is
located under the biz.ulker portal system to be seen by the business
units. In order for any supplier to work with a business unit under the
scope of Yldz Holding, it must be on this list.
If a supplier featured on the approved supplier list is going to work with a
business unit in the group other than the one it currently works with, no
additional approval procedure is needed. However, if a different material
is going to be purchased from the supplier, first a risk assessment is
carried out for the supplier's material, and the necessary audit and
approval process is carried out based on the results of this assessment.
Yldz Holding works with the suppliers which are in approved supplier
list.
Conditionally Approved Supplier: Candidate suppliers that pass the
pre-requirement audit are considered to be Conditionally Approved
Suppliers until the audit based on material risk is carried out. Suppliers
that pass the audit based on material risk become approved suppliers
and are added to the list of approved suppliers. Suppliers that cannot
pass the material risk audit continue to hold conditionally approved
status. This status can be held for 6 months at the most.
For suppliers that cannot pass the pre-requirement audit, materials are
not purchased until they receive approved supplier status. Based on the
result of the tracking audit, the decision is made whether to buy materials
or not.
If suppliers featured on the approved supplier list fail the periodic audits
based on risk categories, they receive conditionally approved supplier
status. This status can be held for 6 months at the most. Suppliers are
asked to take action based on the unsuitable aspects communicated to
them. If the result of the test audit is under 700 points again, the supplier
that holds conditional approval status is taken out of the approved
supplier list and material purchasing is stopped.
029
1st SECTION
MATERIAL SUPPLY
The supplier can only enter the approved supplier list once it receives a
satisfactory score from an audit, and material purchasing can then begin.
Denied Supplier: Candidate suppliers that cannot pass the
pre-requirement audit hold denied supplier status, and materials are not
purchased until they pass the pre-requirement audit. If conditionally
approved suppliers who pass the pre-requirement audit hold this status
for over 6 months, they are given denied status and material purchasing
is stopped.
If approved suppliers that are given conditionally approved status cannot
receive approved supplier status again within 6 months, these suppliers
also become denied suppliers and materials are not purchased until they
receive approved supplier status again.
b. New Materials and Material Replacement Approval

Process
i. New materials / material replacement request
All requests received regarding new materials (Supplier, R&D, Production,
etc.) are transferred to supervisors at the purchasing department. The
purchasing authority has materials that have the desired features brought
and presents them to the R&D team for assessment.
If a change in any feature of existing raw materials and packaging
materials is under consideration, R&D supervisors contact the
purchasing supervisors in order to search for suppliers and materials that
meet this need.
ii. Approval of new / revised materials
New / revised materials approval process is carried out according to the
R&D procedure. A report is generated according to the specifications of
the supplied materials by taking opinions and with the approval of R&D
team, quality, production, maintenance and the relevant departments for
new materials. After that the material trial period starts on. During the
trial,
production conditions and performance characteristics are
evaluated which are expected from end product if appropriate, the
relevant material is confirmed.
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If the purchasing of revised materials is going to be via a supplier that is

not on the approved supplier list, both the supplier and material approval
processes are implemented.
iii. Preparation, revision and publishing of specifications
After production tests, if the product samples are approved by the R&D
team, Yldz Holdings specification preparation process for new materials
is commenced. If any revision regarding any criteria of the current raw
material or packaging material is required, material specification revision
is prepared by R&D team.
After the specifications prepared by the R&D teams for both new
materials and revised materials are approved, they are published by the
Office of Specs (OoS) and communicated to related persons via an
informative email. Purchasing supervisors share the revision or the new
material specification with suppliers to guarantee the purchase of
materials that fit the specifications from suppliers.
iv. New material/revised material order stage
The purchasing process is started for new materials and revised
materials whose test samples are approved. However, if both the new
material and the revised material are purchased from a supplier that is
not on the approved supplier list, then the new supplier approval
processes detailed above are implemented and purchasing of the
material starts if approval is obtained.
First purchase order should be prepared for minimum amount to ensure
all attributes in specification for new or revised materials. Example:
Production plan is scheduled for small amount of material (a shift, a
batch, a few hours) according to where material used in and importance
of it. Amount of purchase order is increased if material performance is
convenient.
If there is any revision on material specification, Purchasing and Planning
Departments should check amount of stock before revision and inform
R&D department. R&D team make a decision about stocked material.
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Example: Using interchangeably of the two equivalent raw material, using

in mix, making revision after stock expiry or not to use in any way.
New / Revised Materials
Approved
Supplier
Unapproved
Supplier
Incoming Materials Analysis

(Quality - R&D)
Supplier Candidate
Production Trials (Quality - R&D)
Approval (R&D))
Material Supply Process
Test Samples Approval
Pre-requirement Audit
Material Supply Process
Audits According to Risk Group
Approval / Conditional Approval /

Rejection
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1. 3. RISK ASSESSMENT
Based on our suppliers' quality systems, their products and production
areas are inspected to carry out risk audits in order for the audits and
assessments to be carried out based on correct criteria. Risk
assessments are performed under the material and supplier headings.
a. Assessment of Material Risks

In order to assess our suppliers' risks, first the material risk is assessed
for the material that will be purchased. Risk assessment is done on a
business unit basis with a shared point of view. Supplier Quality Systems
are implemented for our processed raw material and packaging material
suppliers and are not applicable to agronomic purchased to be processed
from the main source. Our existing systems are maintained for these
materials, with consolidation efforts carried out that will incorporate
these suppliers as well. These products that remain out of scope are raw
oil, raw wheat, raw hazelnut, vegetables, fruits, cocoa seeds, milk in dairy
farms and milk collection centers, etc.
First of all hazard of materials are determined (Chemical, Biological,
Physical).
Chemical hazard: Pesticides, Heavy metals, Toxins, PAH, Dioxins and
Other Chemicals
Biological hazard: Pathogenic bacteria, mold, yeast, viruses
Physical hazard: Foreign materials such as metal, stone, thread, nylon,
etc. that should not be found in the material.
Hazards are classified by determine of supplier process, plant process
and final products, global and scientific data.
Material risks are classified according to the following lists:
Low risk --> 1 point
Medium risk --> 2 point
High risk --> 3 point
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For example;
Milk: When determine the microbiological risk of milk and results
of analysis, it has high risk --> 3
Crystal Sugar: Because of the foreign materials problems and the
high amount used in the final product, it has medium risk --> 2
Vegetable oil: It has low microbiological and foreign material risk
and also data about nonconformance is negligibly because of that
vegetable oil is low risk --> 1
*GMO and Allergens: These two dangers must adhere to legislations for
materials that are purchased. The suitability status is assessed via
materials' analysis certificates and verification programs. Thus, these
dangers must not take part in the risk assessment.
*Extra calculations are not made for packaging materials. Packages that
come in contact with the final product are defined as medium risk (2),
while other packages are defined as low risk (1).
b. Identification of Supplier Risks

After material risks are determined, the process of assessing supplier
risk, which includes material risk, begins. Supplier risk is determined by
assessing the producer company's risk.
Supplier risks are calculated on the basis of the business unit by
evaluating material risk, audit score % tonnage and endorsement
information.
Material Risk: The value as determined by the Material Risk Assessment.
Audit Score: The result of the pertinent supplier's up-to-date audit
performed by Yldz Holding or contracted third party.
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Percentage Tonnage: The % ratio, on a business unit basis, of the annual

purchasing amount of the related product out of the total amount received
from all companies for the same material.
Endorsement: To assessment of earnings of companies which are in the
same incoming material categories
Approval supplier list is categorized as three group when the determine of
material, audit, percentage tonnage and endorsement. These categories
are given below:
1. Low-risk supplier
2. Medium-risk supplier
3. High-risk supplier
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1. 4. SUPPLIER AUDITS
The production areas of all of the suppliers that operate under Yldz
Holding are audited to provide data for both the supplier risk category and
performance criteria. Action is taken based on the results of this audit.
Annual audit plan is prepared by the central quality supervisor in
collaboration with the business unit quality supervisors and shared with
purchase.
a. Pre-requirement Audit
A pre-requirement audit is applied to candidate suppliers with whom the
company has not cooperated before in order to carry out a supplier
pre-assessment. This audit is carried out by Yldz Holding authorities or
by contracted third party. Business unit quality supervisors give
information for the planning Pre-requirement Audit to the central quality
supervisor and ensure to be in the audit plan. The list of pre-requirement
questions that will be used for the audit is a shared list of questions
prepared for Yldz Holding.
During this audits;
Finish product specification of Supplier
o Process and finish product controls
o Analysis background and certificates
o Hold and release activities
Food safety standards and practices
Organizations, trainings records etc. items are investigated
b. Regular Audits According to Risk Group

Yldz Holding plans regular audits to the all suppliers to be ensure food
safety, product quality, risk management, brand reliability and raw
material/ packaging material.
Regular audits as per risk group are carried out by Yldz Holding or
contracted third party. The list of questions that will be used for the audit
is more comprehensive than the pre-requirement questions prepared for
Yldz Holding.
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This list of questions is created based on different standards, legal

requirements and requests by Yldz Holding.
Audit reports are sent to central quality responsible. If audits done by
business unit responsible report is sent with a signed summary page.
Summary includes; company name, product information, date of audit,
audit result, name of alternative suppliers, specific explanations if
required.
Audit plans are created as once a year for low and medium risk suppliers
and twice a year for high-risk suppliers.
c. Assessment of Audit Results

The quality performance tracking of our suppliers as well as the
assessment of audits performed in order to guarantee continuity and
continuous improvement in quality standards must be carried out.
Audit reports will be forwarded to the Central Quality Supervisor within 48
hours. Central Quality Supervisor again within 48 hours send reports to
purchasing supervisors in order to evaluate audit results and demand
corrective actions. For common suppliers, central purchasing is informed.
For a single busines unit supplier, business unit purchasing is informed.
Within 1 week, purchasing supervisors ask for action plan of suppliers.
Supplier audit scores and actions are reported monthly to Global
Innovation and Quality Group President by central quality supervisor.
Audit and audit summary report data is archived under the biz.ulker portal
system by Central Quality Supervisor and according to this data approved,
conditionally, rejection supplier lists are updated.
- If the supplier works only with one business unit, signed summary
audit report is shared with central quality responsible by related
quality and purchasing responsible. In addition, central quality
responsible write his/her notes on audit report and sign it.
- If the supplier works with more than one business units, summary
audit report is signed and written evaluation note by central quality
responsible by central quality and purchasing responsible.
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Audit results should be evaluated with in principles below;

i. Pre-requirement audits
Pre-requirement auditing is performed to assess a producer considered to
hold candidate status, with success in this audit opening the door to
taking the first step in a commercial relationship and purchasing process.
The minimum score that must be obtained in order to be successful in the
audit has been set at 700 points.
In the event that the supplier candidate receives under 700 points:
the supplier candidate is considered not to have passed the audit. Since
the pre-requirement audit is a prerequisite for the supplier process, the
supplier process may not be started until the supplier receives a
satisfactory score in this audit.
In this case, in order for the supplier approval process to continue, the
deficiencies discovered by the audit must be resolved.
--> Following the audit, the candidate supplier must prepare a corrective
activity plan regarding the deficiencies as soon as possible and to
share this plan with the business unit's purchasing-quality supervisors
as well as the central quality supervisors.
--> Based on this plan, a mutual agreement will be reached with the
candidate supplier and the new auditing date is set.
--> In the event that a successful result is attained in the follow-up audit,
approval is given to start the supply process.
The supplier that receivesa result of over 700 points is considered
successful in the audit and approval is given.
--> Auditing is held based on material risk group within 6 months for
suppliers that receive a score upper than 700 points.
--> Until the risk group auditing is conducted, the supplier holds
conditional approval status.
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ii. Regular audits according to risk group

The audits in this category are performed by Yldz Holding or contracted
third party, while the auditing report is published and distributed by the
auditor within one week to the supplier company as well as the
purchasing and quality assurance departments.
The minimum score that must be received in order to be successful in the
audit has been set at 700 points and with the condition that no
unsatisfactory findings be found.
In the event that the supplier receives under 700 points: the supplier
is considered not to have passed the audit. If this audit was held for a
supplier on the approved supplier list, the supplier takes on conditional
approval status.
--> Following the publication of the audit report, the suppliers must
prepare a corrective action plan regarding the deficiencies within one
week, and they must share this plan with business unit purchasing-quality
supervisors as well as central quality supervisors.
--> Within 6 months of the communication of the action plan, the control
audit will be held at a new mutually agreed-upon auditing date. If the
result of the test audit is under 700 points again, the supplier that holds
conditional approval status is taken out of the approved supplier list and
material purchasing is stopped. The supplier can only enter the approved
supplier list once it receives a satisfactory score from an audit, and
material purchasing can then begin.
The supplier that receives as result of over 700 points is considered
successful in the audit.
--> An auditing plan is created as once a year as low and medium risk
suppliers, twice a year for high risk supplier if a score is received of
700-850 points, once in a 2 year as low and medium risk suppliers, once
a year for high risk if a score is received of 851-1000 points for high risk
suppliers. Action tracking is performed for established deficiencies.
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Table of Audit Frequencies:
< 700
700 - 850
851 - 1000
Conditionally Approved
Low-risk supplier:
once in a year
Low-risk supplier:
once in a 2 year
< 700
Medium-risk supplier:
once in a year
Medium-risk supplier:
once in a 2 year
Remove from
the approved
supplier list
High-risk supplier:
twice in a year
High-risk supplier:
once in a year
Control Audit
Yksek Riskli : Ylda 2 Kez
Case Study:
Supplier Selection and Supplier Approval Process
Collaboration of the R&D, purchasing and quality assurance teams is
critical for selecting the right supplier for a new material. Timely
intervention and feedback allow this process to run more smoothly. The
following case study describes the new supplier selection and approval
processes.
Every year, the R&D department devotes time to new product development
efforts and to launching new products. At one of our plants, it was
determined that in addition to the raw materials already in use; milk
powder with enhanced caramel flavor had to be used as well.
Consequently, the R&D supervisor sent an email to the purchasing
supervisor, detailing the specifications of the milk powder and requesting
a face-to-face meeting.
Based on these specifications, the purchasing supervisor identified two
producers and requested trial samples from both of them. After the
samples arrived, the supervisor entered them in the sample tracking
system on biz.ulker and handed them over to the R&D supervisor .
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The R&D supervisor then handed the samples over to the quality
assurance supervisor in order to have the fatty milk powder analyzed in
the quality assurance lab in line with the specifications. It was found that
the samples differed from the regular milk powder only due to their
caramel flavor content. A trial production was initiated and a taste test
conducted only after receiving positive results from physical, chemical and
microbiological tests.
As the analysis process run by the quality assurance team continued, the
purchasing supervisor obtained the documents on the caramelized milk
powder and production conditions from the two candidate suppliers
(product specifications, legal permits, product analysis reports not older
than six months, ISO 9001 and/or ISO 22000 or FSSC 22000 and BRC or
IFS or AIB audit report).
Both analyses on the candidate suppliers yielded positive results and both
supplied a complete set of documents. The quality assurance supervisor
shared the analyses results with the R&D supervisor and a decision was
made to try both milk powders.
The R&D supervisor filled out the product trial form, which contains
material amount will be used in the trial, trial products will be used as
rework, and trial material contains milk allergens as standard milk powder,
and had them signed by production and quality assurance teams.
Trials are performed through R&D procedures and internal and external
tests, which are thought to be necessary by R&D supervisor, are
completed. For the sample products, necessary approvals taken as
mentioned in R&D procedures. Then the trials are continued with the
caramelized milk powder that is used in the approved products. R&D
supervisor wrote down the specifications of the raw material, uploaded
them to the specifications center, and then had them approved and
published.
The quality supervisor contacted both the purchasing supervisor and
central quality supervisor in order to perform a prerequisite audit of the
supplier.
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The supplier received a passing score of 800 points on the prerequisite

audit, which was performed by the central quality supervisor, purchasing
supervisor, and business unit quality supervisor, and thus earned a
conditional approval status.
As a result in order to see the performance of the raw material in
production, a purchase order has given at the amount of one week
production consume.
When the product arrived, it was again sampled and continued to undergo
the quality assurance procedure. First production has launched with the
caramelized milk powder that yielded positive analysis results. After the
first production, no problems were detected and the product was approved
by both the R&D, production and quality assurance teams.
The next stage was to audit the supplier based on its risk group and move
it to the approved suppliers list. Since milk powder poses a high material
risk and the prerequisite audit result is 800 points, the supplier had to be
audited within six months based on its risk group. Accordingly, the date (in
two months) and supplier information were given to central quality
supervisor to plan the audit by business unit purchasing supervisor and
quality supervisor.
The supplier received 750 points on the audit and this score made him an
approved supplier.
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1. 5. MATERIAL SUPPLY PROCESS

The raw material and packaging material supply process begins after the
material and supplier are approved. The matters that suppliers must pay
particular attention to during the acceptance of raw materials and
packaging materials at their points of production are the following: that
the materials are produced with the desired features, that the appropriate
shipment conditions are provided, and that the supplier procures the
analysis certificates that indicate the control results for each shipment
and each batch.
a. Raw Material and Packaging Material Specifications

The creation, system recording, approval, publication and updates as
necessary of the specifications for all of the raw materials and packaging
materials that will be used in Yldz Holding's business units are carried
out based on the specification method.
There are criteria that include the features that every raw material and
packaging material must have, as well as specifications that consist of
the approval (green) and rejection (red) limits of these criteria.
The conformity of the purchased materials to the specifications, as well
as incoming control analyses and supplier analysis certificates, are
checked. External institution analyses are held for each material in
specified periods.
Materials that do not have a specification or that do not meet
specifications may not be purchased.
i. Preparation, publishing and communication of specifications to
suppliers
During the product development process, the R&D team prepares the
material specifications for new raw material and packaging materials at
Office of Specs (OoS). Once the specifications are approved, they are
published by the Office of Specs (OoS) and communicated to the related
departments via informative e-mails.
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The purchasing supervisors follow up on published specifications and

communicate these specifications that include the desired features to
their suppliers.
Similarly, any revision to existing specifications is also prepared by the
R&D teams, later being published from the specifications center and
communicated to the pertinent departments via e-mail. In these cases,
the responsibility for communicating the change to the suppliers and
obtaining confirmation that this change can be applied rests with the
purchasing supervisors.
Office of Specs (OoS) system includes a specification format to be
communicated to the supplier. The purchasing authority communicates a
new and/or revised specification to the supplier in this format via e-mail
or printout.
For each material, the purchasing supervisors are in charge of obtaining
approval of the specifications from their supplier as well as the necessary
records.
ii. Approval of specifications by suppliers
Purchasing supervisors share the new and/or revised specifications with
all pertaining suppliers and receive specification confirmation from the
suppliers.
The specifications may be confirmed by the supplier in the following ways:
Keeping a copy of the related specification as signed by the supplier or
Keeping a confirmation received by e-mail
Meetings with the suppliers as well as R&D and/or quality departments
are held as necessary to communicate existing changes and their
reasons to suppliers.
b. Incoming Material Quality Control Process

The conformity of the quality control results of incoming materials is very
important in terms of not delaying production and continuing production
without sacrificing raw material quality.
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Every raw material and packaging material supplied must adhere to the
conditions and limits set forth in the specifications. Material conformity is
tested by the warehouse official before emptying the vehicle and
afterwards by the quality team. The fundamental conformity controls are
given below:
Analysis certificates,
Analyses held as part of the control plan or by outside laboratories,
Vehicle and material visual tests held during delivery,
Performance tests held prior to production as necessary
are the most basic among these conformity tests.
i. Quality plans, analysis certificates
Raw materials and packaging materials are tested according to the
quality plans prepared by the quality assurance departments based on
the specifications published by the specifications center. Some of the
criteria in the quality plans can also be tracked using supplier analysis
certificates.
Purchasing supervisors must communicate to their suppliers the need for
the procured materials to be produced in accordance with specifications
and the obligation that the necessary analyses be carried out according
to the quality plans stated in the analysis certificates. This
communication must be sent together with the materials. Suppliers are
responsible for sending with each dispatch the analysis certificate that
contains the analysis results for the materials as well as the appropriate
raw material specification asked of the supplier.
Our agricultural raw materials might vary by season due to their nature.
Because these raw materials' quality will directly affect the quality of our
final products and there might be situations in the production stage where
improvements cannot be made, audits and analyses are carried out on
location at points before they reach the plant. If a situation unsuited to
the specifications or audit conditions is observed at this stage, the
supplier is informed and improvement is expected of the supplier as soon
as possible.
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ii. Transportation conditions

Suppliers are responsible for securing shipment conditions that fit the
qualities and risks of the raw material. Suppliers must fulfill the most
basic needs, such as the conformity of shipment vehicles, their
cleanliness, providing the required of vehicle temperature, and not
carrying different and unsuitable materials together.
Suppliers must prepare a vehicle conformity document for each dispatch
to confirm the conformity of shipment conditions, and they must send this
document with each dispatch.
iii. Incoming material control assessment
The raw materials and packaging materials transported to Yldz Holding
production departments are checked by warehouse supervisors during
delivery and sent into the warehouse. Batches in which no problems are
observed in terms of vehicle conformity and in physical controls are taken
into the warehouse and entered into the system. When entering materials
into the system, the batch numbers created must not hinder access to
the supplier batch numbers. Our suppliers must be able to access their
own records with the batch numbers they create when sending their
materials and this batch tracking must be continued at plant admission.
Following the system entry, the quality team begins the sampling and
control process for the materials. Analyses are conducted based on
parameters set forth by the quality plans prepared according to
specifications. The supplier analysis certificates are also checked at this
time. Following all of these controls, the results are compared to
specification limits, and if they are within the targeted green limits, they
are admitted, but if they are not, they are rejected and the return/disposal
process is started.
Each material has a different analysis and approval duration as set forth
in the quality plans based on its own features and risk size. Material
stocks and order processes must be managed by planning and
purchasing departments based on these durations. Additionally, in the
event of a possible noncompliance, the minimum stocks must be set in
order for production continuity not to be hindered due to the rejection of
materials.
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The purchasing department and quality assurance department must

identify the raw materials and suppliers where the most non-conformance
occurs, and together they must follow a separate process in order to
manage the stocks of these materials.
c. Non-conformities Related to Materials

i. Rejection Situation: communication with the supplier and
action tracking
The rejection of any material causes a significant loss of both cost and
time for both the producing company and the supplier. For the producing
company, the rejection of incoming material leads to a disruption of the
production plan, a halt of the line or delay in production, consumer dissatisfaction and increase in costs; it is a situation that is never favorable.
Raw materials are rejected in the following situations of nonconformity:
The nonconformity of conditions at the stage of receiving into
the warehouse, the inadequacy of shipment documents, not
adhering to shipment temperatures, the lack of analysis certifi
cates, etc.,
The noncompliance of raw material features with the
specification based on incoming quality control tests,
In the event that a problem is detected during production
(performance issue, foreign material, detection of a material
that does not fit the specification, etc.)
Whether the material procured from the supplier will be returned to the
supplier or disposed of, based on its properties, is clarified at the
agreement stage at the beginning of the supply process (packaging
materials with the lker logo are disposed of, materials that will spoil
rapidly are disposed of, products without logos or that will not spoil are
returned, etc.).
In case of material rejected by quality department, purchasing
department is informed including cause of rejection. Each purchasing
department is responsible to communicate with their supplier in the event
of inconvenient material.
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If required, plant quality responsible and supplier quality responsible can

contact to each other about cause of rejection.
Supplier is responsible taking actions to prevent reoccurrence of same
problem. Purchasing responsible requests information about actions. A
team consist of purchasing, quality, production and R&D members may
work together to fix the problem. Supplier action plan is shared with
business units. If action plan not effective, new actions can be requested
from supplier.
In the same time quality supervisors give information to the purchasing
supervisors and related busines unit if nonconformity materials are
received from Intra-group suppliers. Both the quality supervisors should
reconcile about Non-compliance issues.
Revisions must be made in the control plan regarding any material
rejected for any reason, with internal and external laboratory analyses
held to confirm that the problem is not repeated. The cost of precautions
taken in order to manage the risk must be covered by our supplier.
The solution process for the problem is tracked by the incoming quality
control department. Whether the same supplier's pertinent material is
improved and corrected is tracked based on incoming control results, and
the information is given to the purchasing department.
Sending material in range determined on specification is responsibility of
supplier. Purchasing responsible executes tracking, communication of
additional cost occurred due to inconvenient material.
ii. Presence of a problem during production stage related to
approved raw material: rejection, risk assessment,
communication with supplier, action tracking
In the event that problems occur in production with materials that are
given receipt approval, the first step taken is to discontinue use of the
material.
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If the same material has a different approved batch, production is

continued with that batch. Afterward, risk assessment is performed
based on the problem with the material. Whether precautions that can
eliminate the problem during use of the pertinent material in production
can be taken or not is assessed with the quality, production and, if
necessary, R&D teams. The quality supervisors inform the purchasing
department of the problem experienced, and the communication of the
issue to the material's supplier is ensured.
Actions are set in order for the problem to be resolved completely and for
it not to be repeated on the supplier side. The incoming control and
production departments track the conformity of the actions carried out
regarding the material, and they communicate this information to the
purchasing department.
iii. Receiving consumer complaints related to raw material and
packaging material, communication with supplier, action tracking
For consumer complaints determined to be based on raw material or
packaging materials, the material used in the pertaining product is
tracked to access the batch number and supplier company. Based on this
information, the quality assurance department prepares a record (CPA
Form, Supplier Warning Form, etc.) to be communicated to the supplier
that includes the related sample and information on the material (batch
number, shipment date, amount, etc.) and transfers it to the purchasing
department. The purchasing department shares it with the suppliers and
requests action. The supplier examines the problem and writes down on
the pertaining form the reason for the problem as well as the precautions
that will be taken in order for the problem to not recur, sending the form
back within one week.
Related departments assesses whether the actions taken by the supplier
regarding the problem are sufficient, and in situations where it is
necessary, the quality assurance department may request additional
actions.
The quality assurance department may assess the conformity of the
improvement made by the supplier by visiting the supplier at any time of
its choosing together with the purchasing department.
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The incoming quality and production teams track whether the problem is
resolved in following batches of material procured, and they communicate
this information to the purchasing department.
iv. Communication
Those on the supplier side who are responsible for the warning forms
(CPA Form, Supplier Warning Form, etc.), complaints, analysis certificates,
specifications and all pertaining information are defined; the contact
information of this person is included in the supplier folder in order to
access this person in situations where it is necessary. The purchasing
departmant is responsible of collecting supplier informations in every
business units.
v. The effect of non-conformance on the performance of related
suppliers
The purchasing agreements must include information regarding how
non-conformities experienced with the material will be communicated to
the supplier. The supplier must know that its performance will be affected
by each material group that causes a decrease in quality, a rise in cost,
and/or a stalling of production.
After the material non-conformities are communicated to the supplier and
the supplier takes the necessary precautions and actions, if it is detected
that the related problem has still not been eliminated, the material is not
purchased until it is guaranteed that the problem is clearly resolved.
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1. 6. PERFORMANCE CRITERIA, CONTINUOUS

ASSESSMENT AND DEVELOPMENT
Our suppliers are our partners in improvement and progress. Tracking
supplier data and executing action plans will positively affect all quality
processes.
After our suppliers are approved, their performance is tracked throughout
the year under two main headings: quality and purchasing criteria. The
quality criteria are determined by audit scores, the rejection/acceptance
ratio for raw materials and packaging materials, the time it takes to
resolve CPAs and the number of consumer complaints received involving
the supplier. The purchasing criteria are determined by the purchasing
supervisors. Common performance criteria and assessments are
executed for all Yldz Holding suppliers, and they are reported on by
Supplier risk factors and performance results should be shared with other
departments in business unit by purchasing department. Purchasing
departments in business units should request supplier action plan, action
completion, finding an alternative supplier if supplier is unique or has low
performance. If necessary alternative supplier development studies
should be done.
a. Performance Criteria of Suppliers

i. Audit scores of suppliers
Suppliers are evaluated according to explanation in risk assessment
(Section 3b). Audit plan is determined related to evaluation. Audit results
are included to yearly performance indicators.
ii. Rejection / acceptance ratio of raw materials
The materials of suppliers are either accepted or rejected based on
incoming control processes.
051
1st SECTION
MATERIAL SUPPLY
These results are recorded systematically or manually. These records are

treated as one of the parameters that affect supplier performance
criteria.
iii. Closing time of CPAs
Quality problems that stem from the supplier (during the incoming control,
warehousing and production processes) are shared by quality assurance
department supervisors with the purchasing department in order to be
communicated to the suppliers. The time period between the purchasing
department supervisors communicating the pertaining problem to the
suppliers and the suppliers responding with effective action plans is
referred to in supplier performance criteria as the time it takes to resolve
CPAs.
iv. Number of supplier-related consumer complaints
Supplier-related consumer complaints are shared by quality assurance
department supervisors with the purchasing department in order to be
communicated to the suppliers. The purchasing department shares the
complaint records with the pertaining suppliers and requests their action
response. The number of supplier-related consumer complaints is a part
of the supplier performance criteria.
v. Communication of performance results to suppliers
Performance evaluation report is prepared quarterly by purchasing,
central quality and plant quality responsible together and resides in
related file on biz.ulker portal. Results are shared with suppliers by
Suppliers whose performance scores are below the targeted goals are
asked to generate an improvement plan and share it with purchasing
supervisors. Purchasing supervisors communicate the feedback in
question to the central quality assurance supervisors. The suppliers are
expected to carry out the necessary improvements as set forth in their
improvement plan until the next performance score, and the suppliers
that do not carry out these improvements are removed from the approved
supplier list.
052
R.00.14
1st SECTION
MATERIAL SUPPLY
This condition is discussed with suppliers in the first meeting. The

importance of the expectation that they dispatch high-quality material is
continuous, and it is specifically stressed that the same quality must be
maintained over time.
The scorecard-calculation method and goals that will form the basis of
assessment are prepared by the central quality assurance and
purchasing departments at the start of each year. They are
communicated to pertaining Yldz Holding supervisors and supplier
company supervisors.
b. Continuous Assessment and Development Process

Our suppliers receiving continuous feedback on their quality performance
via vehicles such as assessment and scorecards allows the necessary
improvements to be made on time. This also contributes to the
sustainability of raw material and material quality as well as avoids the
delay of commercial necessities that are important in terms of
purchasing.
Supplier assessments are performed on existing suppliers in a way that
encompasses the quality and purchasing criteria required during the
approval stage of new candidate suppliers.
i. Non-conformance management
Material-sourced problems: The experience of material-sourced problems
at the production stage is communicated by the quality assurance
department to the related departments and purchasing supervisors. At
the same time, whether there is problem-free material in stock is also
assessed. In order not to experience stalls in material-sourced
production, purchasing supervisors communicate the issue to
supervisors at the supplier firm immediately. The supplier is expected to
provide support at this point in order to resolve the problem, and the
supplier is also expected to resolve the problem completely and take
action to prevent the problem from reoccurring. The non-conformity is
recorded using the CPA form, and it will affect the supplier's performance.
053
1st SECTION
MATERIAL SUPPLY
Rejected materials: Materials detected not to be in accordance with

Yldz Holding requirements at the incoming control stage are rejected by
the incoming quality assurance authority/engineer/supervisor with the
approval of the quality assurance manager. When the rejection process is
being carried out, a detailed explanation that includes material
information and the reason for rejection are communicated to the
purchasing authority in charge of procuring the material. The purchasing
authority communicates the finding to the supplier company. The supplier
performs the necessary inspections regarding the reason for rejection
and provides feedback regarding the source of the problem and its
solution in order to prevent the problem from repeating. The
non-conformity is recorded, and it will affect the supplier's performance.
Return/disposal process: Materials that are rejected or approved and
found to be problematic during the production stage are either returned to
their supplier or disposed of based on their qualities. While packaging
materials with the lker logo and raw materials that spoil rapidly are
disposed of in particular, other materials are returned. The procedures
carried out are recorded by the logistic and purchasing supervisors.
Failing the audit: Following the publication of the audit report, the
supplier prepares a corrective action plan regarding the deficiencies
within one week and shares this plan with the business unit
purchasing-quality assurance and central quality supervisors. A mutual
agreement is reached and a control audit is planned. The result of the
control audit is assessed by the quality assurance and purchasing
supervisors to determine the status of the supplier (See Section 1 Part
4).
ii. Continuous improvement
Our suppliers are our business partners that play an important role in our
product quality. Therefore, for problems experienced with our materials,
collaborative projects are carried out with our suppliers to plan actions
when necessary.
Additionally, the results of audits and analysis non-conformities are
shared with suppliers for the mutual resolution of areas that can be
improved or developed.
054
R.00.14
1st SECTION
MATERIAL SUPPLY
Purchasing and central quality assurance supervisors assess end-of-year

performance data to determine the supplier performance criteria for the
next year. The goals set at the beginning of each year are communicated
by our purchasing supervisors to our suppliers to give information on the
assessment principles that will be implemented throughout the year.
A process that is open to continuous improvement is achieved by
ensuring that all of the communications made by Yldz Holding
supervisors with suppliers are assessed by the suppliers and that
feedback is provided.
Supplier feedback holds great importance and must be executed within 1
week at the latest via e-mail or by using the system. If necessary, the
implemented practices are inspected on-site by quality assurance and
iii. Strategic partnership
Our raw material and packaging material suppliers, who play an important
role in our product quality, are important business partners to us.
Therefore, our suppliers adopting the lker quality standards will not only
be conducive to achieving continuity, creating an atmosphere with the
highest level of collaboration and boosting collaboration; it will also allow
for our suppliers to improve themselves and achieve a competitive
advantage in commerce.
The targeted quality and most efficient supply chain will only be achieved
through long-term effort and the principle of strategic partnership. With
the strategic partnership principle, both the supplier and the customer
will benefit at the highest level, carrying out their activities based on the
win-win principle.
055
1st SECTION
MATERIAL SUPPLY
1. 7. CONTRACT SUPPLIER PROCESS

Contract suppliers are suppliers who manufacture products that will later
be packaged, on a direct or sub-contracted basis, and offered for sale by
Yldz Holding. Contract production conditions must coincide with those
found at Yldz Holding production plants. Contract suppliers are
expected to meet certain basic requirements grouped under the following
headings:
Specifications and level of compliance with specifications

Food safety, measurement, and analysis systems
Laboratory adequacy
Employee competencies and organizational skills
Training
Quality and management systems
Technology and knowledge adequacy
Every plant is required to check the products it manufactures on a

contractual basis. For products manufactured on a contractual basis,
controls will be carried out by plant supervisors or contracted third
parties.
An Approved Contract Supplier List is to be released and kept up-to-date
by the quality assurance team at Yldz Holding headquarters. The plant
quality assurance department must first check whether the supplier is on
the Approved Contract Supplier List before beginning a supplier or product
development relationship.
056
QUALITY
CAMPAIGN
nd
SECTION
RECEIVING AND
STORING
INCOMING RAW
MATERIALS AND
PACKAGING
MATERIALS
nd
SECTION
RECEIVING AND STORING

INCOMING RAW MATERIALS
AND PACKAGING MATERIALS
This section includes topics such as controls to be performed and points
to consider during the process following the supply of material by the
purchasing team in accordance with our specifications, starting from
receiving these materials in plant warehouses until delivering them for
production, as well as conditions for material analysis and storage. Supervisors of our material warehouses must act in coordination with the
quality department at this stage to ensure that only the appropriate materials are received into our warehouses. Therefore, initial vehicle controls
to be performed by warehouse supervisors when material shipment
vehicles arrive, physical controls of materials, sampling to be performed
later by the quality control team, and inspections in accordance with
quality plans are all described in this section.
R.00.14
2nd SECTION
RECEIVING AND STORING INCOMING RAW
MATERIALS AND PACKAGING MATERIALS
2. 1. VEHICLE CONTROL
Shipment of raw materials and packaging materials under appropriate
quality conditions is vital to product quality. Adverse conditions as well as
contamination of raw materials lead to material decomposition, thus
rendering the material unusable. Contamination is also a threat to the
warehouse and other materials in the warehouse. If vehicle shipment
conditions aren't controlled before the materials are received, delayed
problem identification could pose a risk to production continuity. Raw
materials and packaging materials required for production must undergo
controls related to vehicle and shipment conformity.
a. Physical Conformance of Vehicle

Before unloading raw materials/packaging material from a vehicle, the
vehicle and materials will be physically checked. During this procedure,
the following are established:
Has the vehicle been covered/ is the vehicle covered
appropriately to protect the material?
Does the vehicle contain any physical residual material from the
previous shipment?
Is the vehicle unclean in any sense of the word?
Have the appropriate measures been taken to protect the material
from spoilage/deformation/contamination (establish whether the
vehicle has been covered and insulated sufficiently)?
Has the floor of the trailer been covered with protective nylon and
if yes, is the protective nylon appropriate for this purpose? Is the
protective tarpaulin made of nylon? If not, a) have the materials
been properly insulated from the floor of the trailer? b) has the
packaging been penetrated (from the interior sides of the trailer)
by any splinters/dirt?
Is there any type of foul odor inside the trailer?
If the materials have been palletized, have the pallets been
covered with stretch film to prevent shifting and arranged in an
orderly layout?
063
2nd SECTION
If the materials have not been palletized (i.e. are in bulk form), have
the materials been properly insulated from the floor of the trailer?
Have the materials arrived on plastic pallets? If the materials have
arrived on wooden pallets, is there a cardboard separator that
separates the first line of materials from the pallet?
Does the vehicle carry a single type of material? Has the vehicle
been carrying foodstuffs, packaging materials or others side by
side?
Does the materials contain any pests, dirt, moths, etc.?
Has the exterior packaging been deformed in any way? Do they
have any tears or physical dirt? Is there moisture on the external
packaging? Are they properly sealed?
Have the materials been transported under appropriate
temperature control conditions?
If any leakage or roll-over is detected and there is a risk that would impact
the rest of the materials in the vehicle, the materials are not unloaded. If,
on the other hand, only a few palettes are affected and other materials
are not at risk, the affected palettes are separated and the rest are
unloaded. The leaking materials are either sent back with the same
vehicle or moved to a separate one inside the warehouse. In such a case,
a warehouse employee in charge communicates the issue to his
immediate superior, and the warehouse supervisor communicates the
issue to the quality assurance department so that they can look into it.
064
If the materials are transported via a tanker truck and the truck goes
directly to the plant without stopping by the warehouse, plant instructions
must be prepared that establish who performs the first check and how.
Similarly, individuals who will receive the materials into the warehouse
(warehouse supervisor, warehouse supervisor, etc.) must also have
instructions and check lists on hand so that they know how to perform the
physical check. These instructions are to be prepared by Quality
Assurance Manager. The rule of shelf life must be defined in these
instructions as well as the above properties. For example, the shelf life
time of the incoming raw material must not be passed over 25% of total
shelf life. With this rule we will use the fresh raw materials in production.
R.00.14
2nd SECTION
b. Control of Vehicle Conformance Documents

Supplier's (agricultural products may be excluded) vehicle quality
conformity certificate must accompany every shipment. The warehouse
office must also check the vehicle quality conformity certificate when
checking the vehicle and materials. The certificate must also at least
contain information about the specifications of materials, vehicle cleaning
information and materials transported by the vehicle in the previous
shipment. If the materials are carried on a tanker trunk, the supplier is
asked to provide information about the materials transported in the
previous shipment. If a different kind of material was carried in the
previous shipment, the supplier is also asked to present a tanker
cleanliness certificate. In addition, tanker seal information must be
provided with all shipments.
In all shipments, it is best practice that the vehicle conformity certificates
provide information about the vehicle's state of cleanliness, its suitability
to carry goods and materials, its temperature conditions, its seal
information (if any is used), whether it has any food residue containing
allergens etc.
c. Transportation Temperature Control

Temperature records and temperatures at arrival of vehicles that
transport cold chain raw materials must be checked. Vehicle records are
checked to establish whether temperatures are within the required limits.
If any temperature outside the required limits is detected, the raw
materials are not unloaded. It is also noted whether the in-vehicle
temperature fluctuations coincide with delivery times. Product
temperature is also measured in order to assess the impact of any
fluctuation in temperature on the material. The two temperatures are
compared and final assessment is made by the quality assurance
department. If the result of the assessment is negative, the raw material
is rejected and the return process is initiated. The batch that has been
entered into the system is rejected due to the fact that the supplier has
failed to meet the shipment standards.
065
2nd SECTION
If a vehicle does not have any temperature recording device on a board,

the temperature of the material is checked upon arrival and the measured
limit is assessed against specification limits.
In each plant, arrangements must be made to communicate the

temperature limits of delivered materials to the warehouse personnel
responsible for controls. These arrangements are to be made by Quality
Assurance Manager. Instructions that govern practices such as the
updating and communication of tables that include temperature limits,
communication of specifications, definition of temperature limits in the
ERP system, etc. must be prepared.
d. Control of Supplier Analysis Certificate

The supplier's materials analysis certificate must accompany every
shipment. Before any delivered shipment is taken into the warehouse, the
warehouse supervisor must check whether the material has an analysis
certificate and that the batch number printed on the material's exterior
packaging is identical to the number shown on the analysis certificate.
Vehicles that do not have analysis certificates or materials, or those with
batch numbers that do not match are not unloaded. Following the making
of necessary arrangements and delivery of the relevant certificate to the
plant, the vehicle is unloaded. If the supplier cannot present the relevant
documents, the vehicle is returned. The analysis certificate must be
checked for the following information:
Supplier information
Name or description of material
Production date
Batch/serial/lot number
e. Product Control on Vehicle

In addition to checking the suitability of a vehicle that carries the raw
materials or packaging material, controls or analysis may be required to
be performed on the vehicle to establish the quality of materials.
This is true for raw materials to be pumped into tank silos; agricultural
raw materials such as nuts, wheat, etc. and all other materials that are
defined as required to be checked on vehicle.
066
R.00.14
2nd SECTION
f.
Unloading the Vehicle
If the above-mentioned requirements are met, then the materials can be

unloaded into the warehouse. Materials must be stored in the warehouse
as soon as possible in a manner specified by the specifications.
Materials that undergo quality controls are stored in a place separate
from other materials and measures are taken to prevent any mixing.
Materials that do not meet the specifications must never be used since
they will negatively impact product quality. Therefore, materials that
undergo quality controls and are not yet approved by the system must
never be used as incoming for production. Warehouse personnel are
responsible for monitoring any unapproved material and ensuring that it
is not used in production.
g. Return of Non-Conforming Vehicle

Materials that have been delivered on a non-conforming vehicle under
unsuitable shipment conditions, and that have non-conforming analyses
and non-conformity certificates or failing quality controls performed on
vehicle are rejected and the vehicle is returned to the supplier. At this
stage, warehouse entry of the material is performed on the system and
the quality assurance supervisor enters the rejection information into the
system.
067
2nd SECTION
Vehicle
Control
Control of Vehicle
Conformance
Documents
Transportation
Temprature
Control
Control of Supplier
Analysis Certificate
If
proper
The vehicle
unloads.
Incoming
Material Control
on Vehicle
If not
proper
The vehicle
doesnt unload
material is rejected
h. Receiving Conforming Materials into Warehouse

Raw materials/packaging materials of which the shipment conditions and
pre-controls are found to be satisfactory can be unloaded into the
warehouse. At this stage, it is important to unload these materials
without causing any damage.
The palettes to be taken into the warehouse must be clean and robust
and a separator must be used between the material and the palette.
All materials must be stored according to the storage conditions set forth
in the specifications. Accordingly, there must be areas with different
temperature and humidity levels in the warehouse and these levels must
be recorded regularly.
068
R.00.14
2nd SECTION
Storage conditions suitable for every material are published in the

specifications, and it must be ensured that warehouse personnel are
always kept up-to-date on these specifications. In every plant, this
responsibility must be defined in job descriptions or instructions.
Materials in packages that are harmed (burst, tear, spill, etc.) during
unloading; materials physically damaged (pallet tipping resulting in
materials being torn, etc.) or materials that have been exposed to a
situation that puts them at risk (contamination caused by a person
walking over the package or a package that has hit the ground, etc.) are
stored in a separate area set aside for damaged materials. Then, the
quality assurance supervisor examines them and makes a final decision
(return, scrap, disposal) about the materials.
After the materials are received into the warehouse, they are entered into
warehouse inventory through the system (SAP, AS 400, form). Warehouse
personnel create a record for the material by comparing the information
on the dispatch note and analysis certificate with the amount, name of
producer, and production/expiration date of the material. At this stage, it
is very important that the expiration dates of the materials are entered
correctly into the system and that a batch number is created and
assigned to every material.
Those materials that have been entered into the system are then labeled
according to the instructions prepared for each material. In general, the
label should include information such as name, short code, system code,
amount, batch no assigned by the system, expiration date, etc.
069
2nd SECTION
2. 2. CONTROL OF RAW MATERIALS AND

PACKAGING MATERIALS
a. Quality Standards of Raw Materials and
Packaging Materials
SPECIFICATIONS
QUALITY PLANS
Parameters / Analysis / Frequencies

Internal and External Analysis Process
Verification Plans
Defining in the plans what to do
in non-conformance situations
ANALYSIS AND
CONTROL PROCESS
Preparation, approval, briefing
i. Specifications
Quality controls of raw materials and packaging materials are performed
according to the specifications, which are prepared and approved by the
R&D department and then issued by the specifications center. Materials
that meet the limits set forth in the specifications are accepted and used
in production. While green limits mean that the material is accepted, red
limits mean means that the material is rejected.
Some materials, particularly agricultural products, may be defined as
"yellow" limits, second class or B quality in their specifications. The
results of quality analysis of these materials are evaluated according to
the relevant limits, and predefined excellence and discount criteria are
applied.
070
R.00.14
2nd SECTION
When raw materials and packaging materials are subjected to visual and
sensory controls set forth in the specifications, witness samples are kept
to be used as reference. For example, when packaging materials are to be
subjected to color and visual controls, witness samples signed by a print
specialist are obtained and kept, prior to the arrival of packaging
materials. In addition, the R&D team must hand over witness samples for
raw materials such as spices, aromas, additives, etc. to incoming quality
assurance supervisor as well as provide employees who perform sensory
controls raw materials training.
ii. Quality plans
Quality plans must be prepared for every material to ensure that incoming
materials, including raw materials and packaging materials, are checked
thoroughly. Quality plans also facilitate the implementation of control and
analysis methods by making them more accessible.
Quality plans must be prepared according to specifications issued by the
Office of Specs (OoS). When specifications are revised, the quality plans
must also be reviewed and revised as needed.
When quality plans are created, the criteria defined by the specifications,
critical properties, supplier and material risk levels and analysis
qualifications must be taken into account.
Preparation and revision of quality plans are in the responsibility of quality
assurance manager and in the quality assurance directors responsibility
of control and approval. Before publishing or revising the quality plans,
R&D opinions must be taken and the quality plans are published after the
approval of quality assurance director.
ii1. Determination of parameters/analyses/frequencies
Quality plans are prepared separately for each material or by grouping
materials with identical properties. It is of critical importance that
properties be checked and that the methods of these controls and
analyses be carried out and their frequency be clearly determined and
identified.
071
2nd SECTION
Materials must be checked for, above all, properties such as those critical
to material quality, food safety and those that pose a risk of transmission
to other materials. Analyses must be carried out by taking into account
the risk level of suppliers and the impact of shipment conditions on
relevant properties. For example, analysis certificate information of a raw
material we obtain from a supplier with whom we have a strategic
partnership relationship and whose quality systems performance is high
can be considered satisfactory, and this status can be established
through controls at certain intervals throughout the year. When a similar
raw material is sourced from a supplier whose quality performance is low,
a need may arise to perform analyses each time we source this raw
material.
If a non-standard value is measured as a result of an analysis, the
frequency of incoming raw material controls must be increased. Standard
process is to be applied only after the approval of nonrecurrence of the
problem.
ii2. Internal and external analysis processes
Based on the capabilities of each business unit's laboratory, quality plans
must encompass internal analyses to be carried out in the laboratory and
external analyses to be carried by an external laboratory. Periods of these
analyses must be defined clearly in the quality plans.
Plants may contact external laboratories directly or request their
suppliers have the analyses carried out. The purchasing department is
responsible for sharing the information about the analyses with suppliers
and to ensure that the task is successfully completed.
ii3. Verification plans
Instead of carrying out a full analysis for incoming materials we source
from suppliers whom we have established as high performance as a
result of supplier performance assessments; materials or criteria the
risks of which have been established to be low; materials or criteria the
continuous control of which is not practical in terms of infrastructure,
resource management and analysis periods, a verification is carried out
at regular intervals.
072
R.00.14
2nd SECTION
All critical properties identified for the material must be measured, and
the results must be recorded in the analysis certificate. Incoming
materials must be checked based on values recorded on the certificates.
Verification analyses must be carried out also for the criteria required to
define materials and that and legal requirements.
The goal must be to reduce the frequency of incoming material control
analyses by increasing the quality systems performance of suppliers and
to replace the incoming material analyses with verification programs.
Even when the relevant criterion has been defined as an incoming
material control condition during verification analyses, the entry process
must not be put on hold.
If a problem is detected concerning the materials during the verification
analyses, both a full analysis must be carried out during the specified
period and a penalty must be imposed, in consultation with the
purchasing department and the material supplier.
ii4. Defining in the plans what to do in non-conformance situations
If a non-conformance situation arises concerning the materials monitored
under verification plans, the quality assurance department communicates
the issue to the purchasing department supervisors, and the purchasing
department supervisors inform the supplier about the off-limit result,
request the supplier to remove the non-conformance situation, and
impose a penalty. Afterwards, quality controls are carried out on
consecutive batches of the material to establish whether the
non-conformance situation has been removed or not. If measurements do
not reveal any off-limit result, analyses of the relevant material are re-run
based on verification plans.
ii5. Preparation, approval, briefing, publishing and review
Following the issuing of the specifications on raw materials and packaging
materials, the quality assurance team prepares the quality plans. The
quality plans, are published after being approved.
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2nd SECTION
Also, where necessary, the relevant quality assurance supervisor can

inform, via e-mail or orally, the warehouse, production and planning
departments about the analyses and their frequencies, properties to be
checked and analysis periods mentioned in the quality plans.
The quality plans must be reviewed at least once a year. The quality
assurance manager assesses the yearly acceptance and rejection rates;
material-related problems; supplier quality systems performance results;
new products; revisions of specifications; infrastructure and resources
changes, and the quality plans are changed accordingly.
b. Analysis and Control Processes

i. Sampling
Different plants use different raw materials and packaging materials.

Therefore, sampling methods must be defined for raw materials and
packaging materials. Sampling size, which will be determined based on
batch size; blend sampling size if blending will be performed; sampling
points (edges, middle etc. of a pallet) must be set forth in the sampling
instructions to be issued at the plants.
These instructions must include the following:
Sampling methods based on the materials to be analyzed and
analysis methods to be used
If a microbiology analysis is going to be performed, procedures to be
followed to avoid contamination during sampling
If special situations exist for physical and chemical analyses (i.e. a
sample must not be taken from the bottom of a sack; a sample
must be taken from materials that have accumulated on top of the
delivery vehicle), the following methods should be used
Procedures to be followed in situations where a re-analysis is
required; sampling method to be used and sampling size
i1. Protection of raw materials and packaging materials
Sampled parts of the raw materials and packaging materials must be
covered properly soon after the sampling process. Labels reading
"Sample Taken" or bearing similar statements can be used for this
purpose.
074
R.00.14
2nd SECTION
When samples are not covered properly, the material becomes exposed
to external factors, which poses a risk of contamination or exposure to
pests. In such a situation, we also put other materials stored in the
warehouse at risk.
i2. Identification
After samples are taken in an appropriate manner, an identifying label
must be attached to the package of the sampled material and it must be
handed over to the laboratory. This label must bear information such as
name of the sampled material (SAP or AS 400 code, if any), short code,
batch number, amount, arrival date, production/expiration date of the
material.
i3. Delivery of samples to laboratory under appropriate conditions
After samples are taken from vehicles or material warehouses, the
samples are handed over to the laboratory, which is also a critical
procedure. Materials may need to be transported without breaking their
cold chain; or they may be prone to crushing, breakage, etc. In such
situations, the sample is handed over to the laboratory under appropriate
conditions.
ii. On-site controls
Some materials (agricultural products, imported materials, etc.) can be
checked on-site before they arrive in our warehouse. By this means, the
conditions under which the seasonal product is kept can be established,
or an opinion can be formed whether to change the supplier. With this in
mind, unsuitable materials can be rejected on-site without even arriving in
our warehouses.
ii1. Import material control
Some imported materials can be checked on-site, or before they are
cleared and legalized, on board or at a bonded warehouse, and a decision
can be made about the materials.
075
2nd SECTION
Control methods that have been identified in consultation with the supply
chain business unit to protect the interests of the company are
implemented. Although policies may vary by plant, the critical point is to
prevent the use of off-spec materials.
ii2. Early controls performed on agronomic raw materials
Agricultural engineers and supervisors carry out various controls on
agronomic raw materials. It is thus ensured that raw materials grow under
appropriate conditions from seed to harvest. All controls on these raw
materials include the following:
-
Seed sowing program

Supply of seeds based on the identified seed sowing program
Seed growth control
Growth control
Irrigation control
Handing of fertilizer over to farmers and follow-up
Preparation of harvest program based on ripeness control
ii3. Control of products such as milk, vegetables, wheat

Vegetables: Analyses are performed in accordance with specifications
identified for raw materials or finished products, and the produce is
accepted based on the results.
076
Milk: Concerning milk collected from farms to be delivered to milk

collection centers: before milk is purchased, drivers conduct antibiotic
and alcohol tests to establish the milk's quality. The milk that obtains
satisfactory results are loaded into tank trucks to be delivered to milk
collection centers. At this point, witness samples are taken from the milk
that provided satisfactory results and are handed over to a raw milk
incoming laboratory to be analyzed if necessary. When tanker trucks
arrive at the milk collections centers, milk is transferred to cooling tanks
to be delivered to the plant. Samples are taken, based on instructions,
from each compartment of the tanker trucks that arrive at the plant.
Based on the results of analyses made according to quality plans, the
compartments that have provided milk samples with satisfactory results
are accepted and others are rejected.
R.00.14
2nd SECTION
Sampled milk with unsatisfactory results is identified through witness

samples and the problem is recorded. Field supervisor for milk purchases
issue warnings to or impose penalties on the related milk collection
centers/farmers.
ii4. Taking precautions and early warnings
Vegetables: Fields on which raw materials that have been rejected were
grown cannot be used for further purchases, even if there is a contract
sowing arrangement with the farmer. Non-conformities identified based
on the properties of the raw materials are assessed and a solution based
on a preventive approach before harvest is sought.
Milk: Field supervisor for milk purchases carry out monthly controls at all
milk collection centers and farms in regards to physical conditions and
policies. Suppliers that fail to meet the requirements are issued warnings
and requested to take precautions.
ii5. Acceptance rejection
Vegetables: Parties meeting the acceptance criteria are approved
according to the controls performed on incoming raw materials and
finished products. Parties that are below excellence criteria are
purchased discounted and noncompliant parties are rejected.
Milk: Milk that fulfills the specifications is accepted and milk that fails to
meet the acceptance criteria are rejected and returned. Suppliers of the
rejected milk are issued warnings or face penalties.
ii6. Supplier assessment and development
Vegetables: Raw materials are rated as accepted, discount purchase or
rejected based on the results of the analyses conducted. This information
is recorded in the SAP system. The SAP system records the quality grade
of the vegetables, which is created automatically. The quality grade,
region, supplier and yield data are referenced for the year-end
assessment and a new plan is prepared for the next season. Agricultural
engineers train farmers who engage in contract sowing under the farmer
development program.
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2nd SECTION
Milk: Field supervisor for milk purchases carry out monthly controls at all
milk collection centers and farms in regards to physical conditions and
policies. Suppliers whose products do not comply with acceptance criteria
are issued warnings and penalties are imposed when necessary. All milk
suppliers are audited once a year and reports are prepared.
iii. Analysis certificate control
When the materials arrive at the warehouse, the warehouse
supervisor/quality supervisor controls if they have supplier analysis
certificates. Then, conformance of the parameters stated on the
certificate with the specifications, whether the analysis results are within
green limits as well as the following are controlled:
Material name or a specific expression describing the material

Production date / Expiration date
Batch/serial/lot number
Net weight
The incoming quality department starts the analysis process after

checking the above information. Depending on the performance of our
suppliers, when conformance of the supplied materials with the desired
specifications is continuous, the number of analyses performed in the
laboratory can be reduced and the values in the supplier analysis
certificate can be used for quality control. With this in mind, the adequacy
and continuity of analysis certificates sent by suppliers are important.
iv. Analysis
Required analyses are commenced on the materials deemed acceptable
according to the supplier analysis certificate control. Material is not
approved until the analysis results are completed and assessed
according to the quality plans defined for shipments during incoming
material controls.
iv1. Internal analysis
These analyses are performed in plant laboratories. Analysis parameters
and frequencies of internal analysis are specified in the quality plans.
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Raw material and packaging material samples are taken and delivered to
the laboratory to start the analysis process. Materials aren't accepted
before the analysis results are obtained.
iv2. External analysis
Some parameter analyses cannot be performed in plant laboratories, yet
quality plans require these analyses to be performed at specified
intervals. Therefore, an accredited external institution is assigned for
such analyses:
- For these analyses, the factories may either take their own samples
and send them to the institution,
- include them in a group of analyses that may be performed by the
suppliers.
- If they choose the latter, the plant can either send the samples on
behalf of the supplier or request that the supplier do so.
Controls within this scope must be defined in the quality plans.
iv3. Analysis methods
Internationally-accepted methods must be used in the analyses of raw
materials and packaging materials, as specified in the quality plans. The
methods used can be controlled mutually with the suppliers and
generalized to achieve harmony among analysis results.
iv4. Confirmation analysis
In the event a laboratory analysis obtains an unacceptable result, the
analysis can be repeated to confirm that the error(s) are not due to
employee or device error.
Additionally, for analyses performed using rapid methods, confirmation
analyses must be carried out via extended methods at specific intervals.
In order to confirm the accuracy of laboratory devices, chemicals and
personnel practices, annual confirmation plans must be prepared.
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2nd SECTION
Both the plant and an accredited external laboratory work on the same
samples for the specified analysis methods, and their results are
compared.
Incoming Control Process of Raw Material and Packaging Material:
Sampling
Taking the
samples
according to
instructions
Control of
Supplier
Analysis
Certificate
Controlling
the supplier
Analysis
Certificate
Analysis
080
Covering the
material
properly
after taking
sample
Planning and
performing the internal
analyses in plant
laboratories
Labelling
the sample
Evaulating
the conformity
of certificates
parameters with
spesifications limits
Planning and
performing the
external analyses
in contract
laboratories
Delivering the
sample to the
laboratory in
proper conditions
R.00.14
2nd SECTION
2. 3. APPROVAL OF RAW MATERIALS

AND PACKAGING MATERIALS
Materials are analyzed in the laboratory in line with the vehicle
conformance and initial physical controls, supplier analysis certificate
controls and quality plans. Results of these analyses are assessed by
comparing them to the limits stated in the specifications.
Evaulotion Data
Controls during
receiving materials
in the warehouse
Unconformities during
receiving materials
in the warehouse
Supplier Analysis
Certificate Results
Supplier Analysis Certificate

does not exits or unproper of
supplier analysis certificate
Unconformities in materials
parameters with
spesifications limits
Results of Analysis &

Controls by Quality
Assurance
The Incoming Materials

in Spesification Limits are
Proper. The
Acceptence Approval in done.
The reject is decided. The

material usage is permitted.
The rejected materials
Recording in system
The reject decision is
declared to the related
departments
The precaution is taken
about the materials such as
Labilling
Seperation
Rejection/Disposal
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2nd SECTION
a. Final Approval to Receive Materials

The materials are deemed as conforming and accepted when the results
of the following are within specification limits: controls performed while
receiving the materials into the warehouse, controls of the supplier
analysis certificate, and analysis and controls performed by quality
department.
i. Responsibilities
The incoming Quality Supervisor /laboratory assistant/ foreman
conducts the process of assessing all control results related to materials,
comparing them with the specification limits and providing the final
approval for use; the Quality Assurance Manager holds the authority of
final approval.
These responsibilities must be specified in the role descriptions as well.
ii. Identifying in the system
Following the acceptance decision for materials, control results are
identified in the system by the incoming material quality supervisor /
laboratory assistant / foreman, and the material is defined as approved;
following the approval process, the warehouse supervisor can see this
decision on the system.
iii. Practices to be performed in warehouse
When the quality supervisor accepts and approves the materials, the
warehouse supervisor can see the approval in the system and separates
the relevant material as 'approved material' in the warehouse. For this
purpose, an Accepted label can be attached to the material pallets, or
they may be physically separated. This is to ensure that materials
approved for use are separated from those pending approval, and that the
materials aren't permitted to be delivered to production without approval.
b. Rejection Decision
If one of the below non-conforming situations is observed during controls,
a rejection decision will be made.
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- Any non-conformance (shipment vehicle, vehicle conformance

document, non-conformance of batch number, loading of materials
in a non-conforming manner, etc.) during the process of receiving
materials into the warehouse
- Absence or non-conformance (missing information or
non-conformance with the specifications) of the supplier analysis
certificate
- Material properties deemed unacceptable by the specifications
i. Non-conformance with specifications
Use of materials is prohibited if a parameter is found to be
non-conforming based on the specifications. Conformance with the
specifications is the primary condition for all the supplied materials.
ii. Responsibilities
If a non-conforming situation is found during controls, the final rejection
decision is made by the Quality Assurance Manager. The ncoming Quality
Supervisor/Engineer/Chief is responsible for notifying the relevant
persons when the materials are rejected. These responsibilities must be
specified in the role descriptions as well.
iii. Identifying in the system
Following the acceptance decision for materials, control results are
identified in the system by the incoming material quality supervisor /
laboratory assistant / foreman, and the material is defined as approved;
following the approval process, the warehouse supervisor can see this
decision on the system.
iv. Communication/notification
The incoming quality supervisor/ engineer / chief communicates the
rejection of material to the relevant purchasing supervisor so that this
information can be communicated to the supplier.
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In order to maintain continuity of production, an information e-mail is sent

to purchasing, logistics, planning and production departments about the
rejection of material.
v. Things to do in warehouse
The warehouse supervisor tracks the results related to the materials in
the system and starts the required processes on the rejected materials.
v1. Identification
In order to separate the rejected materials from approved or
approval-pending materials, the warehouse supervisor labels the
materials clearly.
v2. Separation
Following the labeling of rejected materials by the warehouse supervisor,
the materials are taken to the quarantine area of the warehouse or
blocked off with red tape to separate them physically from conforming
materials.
v3. Rejection / disposal
Depending on the agreement with the supplier of the rejected materials
(for example: packaging materials bearing the Ulker logo should be
disposed of, materials without a logo or with a long shelf life are
returned), they are either returned following notification of the supplier by
the purchasing supervisor or the disposal process is started by the
logistics team.
vi. Continuity of production
When any material is rejected, planning, production, purchasing, logistics,
quality and R&D teams meet and develop an action for the most probable
solution. At this stage, the supplier may also contribute to the solution, if
required.
In order to maintain continuity of production, an emergency stock may be
kept, especially for critical raw materials and packaging materials.
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vi1. Production suspension in cases of material rejection

The ultimate goal is to continue production. When a material is rejected
in cases of non-conforming raw material or packaging material; if the
suspension of production is discussed, possibilities are considered such
as material supply from an alternative supplier, change of production plan,
working with an alternative and approved material, etc.
vi2. Assessment of material risk
For the assessment of the rejected material to use to continue
production, quality, production and R&D teams meet and make a risk
assessment. They assess the effect of the non-conforming parameters
on product quality.
vi3. Handling during production
As a result of the risk assessment related to the rejected material, if it is
possible to eliminate the problem in the production stage, it is decided
how and what kind of a solution can be applied according to the size of
the problem (Winnowing out, eliminating, handling the problem parts of
the packaging material, adding an extra process to be applied to raw
material to eliminate the problem, etc. are all example solutions).
vi4. Conditional acceptance
In case obligatory use of the rejected material in production; R&D, quality
and production teams negotiate on the temporary use of the material,
and a Concession Form is applied. Material is evaluated according to the
Non-Conformance Management process. The form is submitted to the
General Manager, Vice President and Group President and Global
Innovation and Quality Group President respectively, after root cause
analysis, risk assessment, measures/corrective actions and preventive
actions are determined for the use of the relevant material. Use of
nonstandard raw material and packaging material defined in the form is
possible after the completion and approval of the form(see Section 3,
Part 7).
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2nd SECTION
Case Study:
R.00.14
Control procedures for raw materials transported via tank truck as well
as for the truck itself
We recognize that the arrival of raw materials at our plants under
appropriate conditions and the purchasing of raw materials that fulfill our
specifications are both critical to the quality of our products. This section
focuses on controls to be performed on raw materials that arrive in tank
trucks and on the tank trucks themselves.
Glucose syrup, a raw material used at many of our plants, is transported by
tank truck. When a tank truck enters the plant, both the production
operator, who is responsible for unloading the truck, and the quality
assurance team perform control procedures. Therefore, an unloading
operation can be performed only after it is established that the raw
material meets the specifications. Ahmet, a production operator, was
responsible for unloading the tank truck carrying glucose syrup that
entered the plant during the morning shift. When the truck docked at the
unloading station, Ahmet retrieved the list containing the physical controls
to be performed.
Based on this list, he ensured the exterior of the truck and the valves were
clean, and that the truck was sealed. After finding no problems, he asked
the driver to present the following information about the two-tank vehicle:
the loading plan, information about the previous shipment's load, seal
information, and the supplier analysis certificates for the glucose syrup.
Based on these documents, he established that the truck transported
glucose syrup during the previous shipments. The vehicle hygiene form
stated that the first tank was used to transport invert sugar syrup in the
previous shipment; therefore, the vehicle had been cleaned. Since Ahmet
did not detect any problems with the vehicle, he moved on to the sampling
stage.
The analysis certificate stated that both of the truck's tanks were filled
with glucose syrup with the same batch number in order to fulfill the
tonnage requirement. Ahmet took samples from both tanks by following
the operator plant sampling guidelines, brought them to the quality
assurance lab and handed them over to Emine, the laboratory assistant.
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Emine then checked the quality assurance plan, which was prepared
according to the raw materials specifications, to identify the analysis
required for the glucose syrup and began to perform the related analyses.
After the analyses were completed, she compared the results with the raw
material specifications and determined that the dextrose value was not
within the set range. In order to verify the results, Emine called Ahmet and
requested that he take another set of samples. She then repeated the
analysis on the new samples. The results were the same. Emine
immediately informed the incoming material quality assurance supervisor.
The quality assurance supervisor discussed the issue with his superior and
they decided to reject the raw material. Emine also informed the
warehouse supervisor and purchasing supervisor about the situation via
email. The glucose syrup was entered into the system. The raw material
that failed the specification analyses was recorded as rejected in the
system.
Afterwards, the purchasing supervisor informed the supplier that his
product was rejected and requested that he submit his thoughts on the
cause of the problem. The supplier responded that the problem was
caused by an issue in his own processes and shared the measures he had
taken to prevent a similar situation from occurring again.
As a result, the importance of initial controls on incoming vehicles and
quality control processes was re-emphasized, and product quality was
maintained through the identification of an inappropriate raw material.
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2nd SECTION
2. 4. STORAGE
a. Quality and Food Safety Standards
Our raw material and packaging material warehouses must be designed
in accordance with quality and food safety standards, and must protect
our materials against any kind of outside contamination. Materials must
be brought into the warehouse in an appropriate manner and transferred
to production without risking quality and food safety until they are used.
The storage conditions of raw materials and packaging materials must
conform with the standards stated in the specifications for materials.
Therefore, when a new material specification is published, if there is a
temperature and moisture value not present in the warehouse, materials
must be purchased only after fulfilling these conditions.
The main quality and food safety standards that must be followed in
material warehouses:
Outside Area Conditions:
Warehouse entrances must be designed to prevent the entry of
pests. Water accumulation must be prevented in areas of the
building that lead to the exterior. All the water/sewage drains
on-site must have manhole covers. There must be adequate
number of manholes at appropriate distances for sewer cleaning.
Garbage must be kept outside the warehouses, and the materials
to be disposed must be removed from the warehouses.
No bird nests should be present under lean-to roofs and around
the building.
All plants in the garden and external area must be checked.
Uncontrolled weed or plant growth is prohibited in the 1 m space
around the building.
Food mustn't be stored in the external area. When food must be
held in an external area for a short period of time, pallets must be
covered so as to prevent contamination, and required precautions
must be taken.
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2nd SECTION
Inside Area Conditions:
Floors of the plant must be designed and maintained so as to

provide structural integrity, facilitate cleaning, prevent contamination
and eliminate the possibility of pest infestation.
Doors must be isolated so as not to allow the entry of pests. There
should be no big holes/gaps/clearances of more than 0.5 cm in the
windows and walls.
Walls, floors, ceilings and doors must be made of a material that is
waterproof, smooth, appropriate for cleaning and disinfection, is free
of cracks and impermeable to pests. Junction points and corners
must be rounded/arched to facilitate cleaning.
Precautions must be taken in all window areas to protect the glass
from breaking or splitting.
The lights must be covered with lids to prevent their shattering when
the light are broken.
Drains must be designed in a way to prevent pest entry and
contamination, facilitate cleaning and provide structural integrity.
Maintenance must be periodically performed on these drains.
Filters must be used in all fans and ventilators.
A fly screen must be attached to the doors and windows that must
be kept open for ventilation purposes.
The size and isolation of the storage area must allow appropriate
temperatures throughout the year.
Thermometers and moisture meters must be present in the
warehouses, and information must be recorded constantly.
There must be separate areas allocated for damaged raw
materials and packaging materials.
Paints and flammable solvents must be identified and kept in a
locked closet.
There must be generators in cold storage areas.
Raw materials and packaging materials must be stored at a
specific height on moisture-proof material that does not come into
contact with the floor.
During storage, damage of packages and material labels must be
prevented. Stacking and piling must be performed according to the
characteristics of raw materials and packaging materials.
The warehouse layout must be in accordance with FIFO/FEFO (First
In First Out/First Expiry, First Out) instructions. This rule must be
followed while providing materials to production.
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2nd SECTION
The warehouse layout must also conform to the principles of

allergen management. Allergens must be labeled, and the
warehouse layout must be such so that allergens are separated
from non-allergenic materials and each other.
The layout must prevent direct exposure of all foods to sunlight,
and the related practices must be performed.
In order to observe pest activity inside the warehouse, pallets
must be stored at a minimum 30 cm and ideally 50 cm away from
the walls so as to allow one person to pass through and perform
controls.
Pest control operations must periodically be performed and
recorded.
Pest activity control must be performed on pallets that are unused
for a long period of time. For this purpose, pallets must be moved
to allow for controls between the materials, and all controls must
be recorded.
b. Non-conformance Situations
When conforming storage conditions aren't provided in the material
warehouses for any reason (technical faults, work performed outdoors,
etc.), the warehouse supervisor must start the process of eliminating the
non-conformance.
i.Communication in case of non-conformance
Cases of non-conformance in the warehouse must be primarily reported
to the quality department first. For assessment of non-conformance, the
related quality supervisor and other departments such as maintenance,
purchasing, planning and production are notified, and actions are planned
rapidly to eliminate the non-conformance.
ii.Taking precautions
Required precautions must be taken rapidly in order to not risk the
materials in terms of quality and food safety until the problem is
eliminated. Materials must be removed to a separate area of the
warehouse or transported, if required.
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iii. Improvement and correction of non-conformance

Actions to be taken related to the non-conformance must be determined
as soon as possible, the duties must be distributed, and improvements
must be made while following the schedule. Improvements shouldn't
cover a short-term and must be designed to prevent the recurrence of
problem. After elimination of the problem, materials must be controlled
again together with the quality supervisors, if required, and taken into the
appropriate storage areas by the warehouse supervisors.
c. Shelf Life Tracking

i. Planning
The use of fresh materials in our products based on their expiration dates
is critical to product quality. Strong materials in our warehouses for a long
period of time isn't appropriate to either quality or storage area
management. Having too many materials in the warehouse leads to many
non-conformities, such as improper layout of materials, failure to practice
FEFO/FIFO, failure to perform regular pest control, and failure to separate
the quarantine areas. Therefore, material planning must be performed to
permit consumption of fresh products.
ii. Product control
The shelf life of materials stocked in the warehouse are tracked and
checked at certain intervals (If the SAP system is used, when the
warehouse supervisor enters the expiration date at the material receiving
stage, the materials with approaching expiration date ( ED ) are tracked
automatically in the system, and materials with expiration durations
within a certain timeline are sent to the ED warehouse in the SAP
system).
As a result of the shelf life tracking by the warehouse supervisors;
unused materials are reported along with their remaining shelf lives.
These reports are distributed to the quality, R&D, purchasing and planning
department.
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2nd SECTION
In necessary cases, meetings (with the participation of related people

from quality, R&D, purchasing, planning and storage departments, if
required) are arranged and the status of raw materials is reviewed.
If materials won't be used before their expiration date, solutions are
considered such as returning the material to the supplier, selling it off to
firms within the group, developing it for alternate use, or handing it off to
the purchasing and logistics departments for assessing the materials.
iii. Blocking
In order to prevent the use of expired materials in production, the
materials are taken to the quarantine area by the warehouse supervisor,
or blocked off by red tape and attached with a description label.
Warehouse supervisors should inform the quality department about
expired materials. The analysis process is commenced for the materials
deemed appropriate for re-analysis as a result of an assessment by the
quality team. For the materials deemed not appropriate for re-analysis,
the warehouse supervisor begins the required approval processes for
disposal.
iv. Re-evaluation of shelf life
Following the general assessment meetings for materials with
approaching expiration dates, samples are taken from the raw materials
and packaging materials selected for analysis. Analyses are performed in
accordance with the quality plan or specified analysis group. In some
cases, the supplier may be requested to conduct a study on whether the
shelf life of material (aromas, chemical additives, etc.) can be extended
or not. Re-testing raw materials with expired shelf life is categorized as
2nd class incident and recorded in Daily quality incident report (See
Section 3 Part 8).
If the materials with approaching expiration date are found to be
appropriate as a result of reviews, a new shelf life is determined. The new
expiration date is entered in the system by the quality department, if
applicable, and the material is re-approved. If there is no system
available, information regarding the new date is sent to the warehouse
supervisor via e-mail by the quality supervisor.
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The warehouse supervisor attaches the label with the new ED information
on the related material and tracks accordingly.
The warehouse supervisor mustn't allow the use of non-conforming
materials according to the review. Necessary practices are performed for
the disposal of materials kept in the quarantine area of the warehouse.
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2nd SECTION
Ensuring the quality and food safety standards of our raw materials and
packaging materials is achieved through performing regular audits on our
material warehouses, determining the aspects to be developed, and
taking time-sensitive precautions. Therefore, our warehouses must be
tracked constantly and be involved in the improvement process.
a. Audits (Internal and External Audits)

Raw material and packaging material warehouses are subject to food
safety internal audits performed at our factories. Performed at a month
intervals, the audits determine whether the internal and external areas of
the warehouses fulfill the minimum pre-requirements. Action plans are
prepared for the non-conformities detected during audits, and
deficiencies are eliminated by the warehouse supervisors according to
the schedule.
Our material warehouses are also subject to the quality and food safety
audits performed by contracted third party. Non-conformities can also be
eliminated as a result of these audits. Solutions are found to prevent the
recurrence of non-conformities through action.
b. Corrective Actions
Corrective actions are a system conducted as part of our plants' quality
management systems and covers all processes (receiving raw materials
and packaging materials, production, shipment and the consumer). This
system also includes the authorizations and responsibilities required to
perform the necessary actions for researching, analyzing and preventing
the recurrence of non-conformities.
Corrective actions are requested by auditors related to the
non-conformities found at our material warehouses. These activities are
completed by assigned persons according to a specific schedule.
Corrective actions are controlled on-site and completed if they are found
to be conforming. For inadequate corrective actions, additional corrective
actions are commenced and non-conformities are completely eliminated.
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c. Scorecard
Scores and non-conformities of our raw material and packaging material
warehouses as a result of internal and external audits performed at
specified intervals are tracked. A scorecard is created for each material
warehouse and the progress of our warehouses are monitored on a
monthly basis.
d. Trainings
Warehouse personnel must receive training on quality and food safety
from the quality supervisors before starting to work. These trainings
should include the following subjects: storage of materials in
conformance with the criteria stated in the specifications of materials,
significance of storage temperature control, controls to be performed
before receiving the materials into the warehouse, significance of batch
number and ED tracking, prevention of cross contamination in the
materials, and controlling storage pests.
Employee training must be designed and implemented according to role
descriptions. Training programs must be repeated at least once a year
and all trainings must be recorded.
095
QUALITY
CAMPAIGN
rd
SECTION
PRODUCTION
rd
SECTION
PRODUCTION
In this section, the production process of products that have been
developed and made ready for sale is described under the following titles:
Preparation Prior to Production, Food Safety Program, Controls During
Production,
Non-conformance
Management
and
Continuous
Improvement.
The production of products that are loved by our consumers and
continuous improvement of their quality in line with the zero defect target
are possible when all teams fulfill their roles and responsibilities through
participation and coordinated work.
R.00.14
3rd SECTION
PRODUCTION
3. 1. PREPARATIONS PRIOR TO PRODUCTION

Publishing of Specifications
Preparation of Quality Plans
Determinations of Control Parameters
Details (Frequency / Responsibilty)
Approval of Quality Plans
Amendment Management
a. Publishing of Specifications
Once a product development project is approved and completed, the
specifications define the target product and material properties, and the
products are prepared for production. Ensuring consumer satisfaction in
every package at all times is possible through accurate definitions.
Properties and their limits that are effective to consumer satisfaction are
defined and guaranteed in the specifications of finished products,
processes, recipes, raw materials and packages.
b. Preparation of Quality Plans

In order to reach Ulker quality in every package, the required
measurements and controls are defined via quality plans.
i. Preparation of quality plans according to specifications:
determination of control parameters, their frequencies and who
will perform them
Quality plans, that has the control parameters according the
specifications published by OoS, are formed and revised by quality
assurance manager.
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3rd SECTION
PRODUCTION
Before publishing or revising the quality plans, the opinions must be taken
from R&D and the quality plans are published after the approval of quality
assurance director.
These plans include information regarding which parameters should be
controlled and by whom, how and how often they should be controlled,
and where the control records should be kept.
Competencies, risks and opportunities are evaluated with the target of
performing all controls required to achieve the desired quality during
preparation of quality plans. Therefore, the questions given below are
evaluated:
To what extent does the production line conform with the properties
stated in the specifications? Do deviations or oscillations occur
frequently? Are any special precautions or controls required to fulfill the
related conditions? etc. The frequency of controls must be in proportion
to the amount of risk involved in fulfilling the related condition.
The plant's workforce and technical capabilities also play a determining
role in the frequency and method of controls. Therefore, the
determination of accurate priorities, the exchange of ideas with relevant
departments and progressing by common agreement are all important.
Critical properties as identified by the specifications are of top priority
for product quality, and the focus must be on these areas while
determining the measurement frequency.
ii. Determination of how and where to record the controls
How and where to record all controls are specified in the quality plans.
Control records of raw materials and packaging materials, including the
results of analyses and reviews performed by incoming quality control
supervisor, are recorded in the system (SAP, AS 400 or form).
Process and final product control records, including the results of controls
performed by both operators and the quality team, are also recorded in
the system (SAP, form etc.).
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3rd SECTION
PRODUCTION
For this purpose, quality plans are identified in the relevant systems
before the supply of raw materials and packaging materials, and before
production commences.
iii. Approval and publishing of quality plans
Once the quality plans are prepared by the quality chief/engineer, they are
approved by the Quality Assurance Manager, published and implemented.
An infrastructure must be created in order to publish quality plans for all
relevant persons and make them easily accessible.
iv. Amendment situation (when and how to amend, how to approve
and publish)
In the event an amendment is made to the specifications, competencies

or risk assessments, the quality plans must also be reviewed and the
required amendments must be made accordingly. The compliance of
parameters and their limit specifications with the quality plans must be
guaranteed at all times. For this purpose, individuals must be assigned
who are responsible for tracking amendments to specifications and for
applying them to the plans; general review frequencies and methods must
be specified in accordance with the relevant plant instructions.
Revisions to be performed must be published along with their reasons
and then implemented.
c. Publishing of HACCP Plan

In order to reflect product and process amendments to HACCP plans,
published specifications are tracked, HACCP plans are controlled and the
required amendments are made.
Necessary revisions to HACCP plans must be completed prior to the
relevant production.
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PRODUCTION
d. Management of Production Tests

Briefings about product, raw material, package or process tests to be
performed in the plant must be communicated to quality, production and
other relevant departments before they are performed.According to the
information found on R&D Test Forms, risks are assessed in terms of
food safety, allergen management and product quality, and the necessary
precautions are taken.
e. New Line - Equipment Start-Up Activities

When a new line or equipment will be put into use, the relevant parts are
reviewed by the food safety team, led by the food safety supervisor, prior
to the commencement of production. Food safety risks of the new line or
equipment are assessed. In particular, issues such as cleanliness of the
line and required elimination of areas which may cause cross
contamination, if any, are reviewed. If there is no risk found in producing
the products, production is commenced with the approval of the food
safety supervisor. If risky areas are discovered, these parts are quickly
improved and production is allowed once the improvements are
controlled. HACCP plans and the cleaning schedules of new lines and
equipment must also be prepared at the installation stage.
New lines and equipment are reviewed in terms of food safety and
approved for production. During product tests, which are performed on
the approved new lines or equipment, assessments are also made on the
adequacy of product quality. If an available product is to be produced on
a new line or equipment, the product is compared to previously-produced
products and values specified in the final product specifications, and then
assessed by quality and R&D departments. Once conformance approval
is obtained from the quality chief and Quality Assurance Manager,
production is commenced on the new line or equipment (during the
approval process, a form may be used to receive and file the signatures
of relevant persons). If a new product is to be produced, the R&D team
assesses the product as per the specifications, obtains the required
approvals from relevant persons and approves the production.
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All assessments must be performed for the quality of both available and
new products. Using the defect definitions provided in the specifications,
each work department must establish methods particular to its products
for the tests of conformance to specifications.
Production is commenced following the final approval of new line and
equipment (after the assessment of food safety and product quality) by
the Quality Assurance Manager.
f. Production Plan
During the planning of production, the plant's allergen matrix must be
taken into account. The production plan must be created by considering
the allergen content of products and allergen cleanings to be performed
during product replacements. In this manner, a time schedule can be
prepared that is appropriate for allergen cleaning, and our products are
protected from allergen contamination risk.
At the same time, the specific trainings received by operators must be
taken into consideration when assigning operators to production lines
according to production plan.
g. Reception and Preparation of Raw Materials and

Packaging Materials
i. Receiving materials
Upon request of the production department, raw materials and packaging
materials are prepared and delivered to the department by warehouse
supervisors. So as to enable effective traceability on materials and
prevent the loss of labels during production, labels are applied to pallets
at a minimum of 2 locations. At this stage, the materials' label
information and lot numbers as well as the physical conditions of their
packages are controlled, and the materials are received by the production
supervisor.
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The lot numbers of all materials used in production must be recorded. In
this manner, the traceability information of product materials can be
transferred up until the final product, prior to production. If the records of
lot numbers are kept on an ERP system, the consistency between
materials that are actually used and the materials currently in production
can be compared. If the records are in paper format, all information that
allows access to retrospective traceability records (lot numbers,
production/expiration date, arrival dates, etc.) must be written.
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3. 2. PROVISION OF FOOD SAFETY DURING

PRODUCTION
Food safety is the most significant part of the value we attach to our
consumers. Aimed at producing the most reliable and flavorful products
to our consumers in every package and every bite, international systems
and controls are utilized; our results are tracked via internal and external
audits, and continuous improvement activities are conducted.
a. Pre-Requisite Programs
It is essential to protect foods from for food safety to protect foods from
any kind of physical, chemical and / or biological contamination that may
risk their reliability. In order to achieve this, the pre-requisite programs
detailed below are applied in all work departments within Yldz Holding.
-
Foreign material control program

Personnel hygiene
Cleaning program
Maintenance program aimed at qality and food safety
Pest control program
i. Foreign material control program
Metal
Control
Glass/Rigid
Plastic
Control
Foreign
Material
Hunt
Controls
Prior to
Production
Temporary
Maintenance
Foreign materials may cause great harm and damage to the health of our
consumers, the quality image of ULKER brand and to our equipment.
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Each of the raw material, process, storage, distribution and market

stages carry various risks related to foreign material contamination.
The Plant management team provides guidance on the below topics and
enables the implementation of foreign material control program by
supporting the HACCP team.
Implementation of HACCP program and its requirements:
Fulfilling the clean floor, clean line target on-site at the plant;
performing regular foreign material controls on-site; recording the
controls and taking precautions for eliminating sources of foreign
materials.
Reviewing consumer complaints as well as the adequacy of the
actions taken.
Completing corrective activities (actions) in due time following
internal and external audits.
Establishing and implementing a preventive maintenance program
in which food safety risks for the plant and equipment are assessed.
Providing food safety refresher trainings to all employees so as to
standardize good production practices on-site.
Metal Control
In order to prevent metal contamination, all products are controlled prior
to packaging. This control is performed with filters in fluid products, and
with magnets and metal detectors in granular products. After the
completion of the waiting and transfer stages of metal detectors in
relevant product groups, the final packaging stage begins.
All metal detectors, magnets and filters are shown in HACCP plans and
managed in accordance with the principles specified in the plans.
Glass/Rigid Plastic Control
The use of glass is avoided on the production site as much as possible.
Glass/rigid plastic that isn't recorded mustn't be brought into the
production site.
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Glass/rigid plastic instructions to be followed in factories are

communicated clearly to all employees. This communication may be
performed during annual food safety refresher trainings.
Records
Glass List: A detailed review is conducted in all areas so as to create a
list of glass and rigid plastic found throughout the entire plant. The
glass/rigid plastic list must be up-to-date and controlled at least once a
month.
Incident Records: All glass and rigid plastic breaking incidents that occur
in the plant are recorded. The contaminated products with glass/ rigid
plastics are destroyed and never evaluated as animal food.
Foreign Material Hunt
The foreign material Hunt is an audit performed by employees working on
the line so as to find foreign materials in their area. The main aim of the
program is to identify the sources of foreign materials and to take the
necessary precautions for the prevention of contamination.
This audit is performed on-site by those responsible for the department,
and at least once a week in critical areas such as production and
packaging departments.
The foreign material hunt includes the following steps:
Foreign materials found are collected in bags and delivered to the
department supervisor.
Records are kept (shift, area, person, foreign material definition,
date).
Corrective - preventive activities are performed so as not to allow
these materials in again.
Results of the foreign material hunt are reported and reviewed on a
monthly basis.
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Controls Prior to Production

Prior to production, all areas through which products pass are controlled
by operators so as to assess the risk of foreign material contamination.
If any contamination source is found, such as threadbare bands, oil
leakages, contamination, loose screws or removed silicon, persons
responsible for production and maintenance must take the necessary
precautions. If the problem cannot be solved prior to production, the
severity of the contaminated risk is assessed by Production and Quality
Assurance Managers, the required precautions are taken and a decision
is made either to commence or suspend production.
Temporary maintenance
Temporary maintenance is the maintenance performed so as to find a
short-term solution in order to continue production. Temporary
maintenance isn't performed in product areas with a direct contamination
risk. If there is an obligatory practice to perform outside the product area,
maintenance is recorded and the maintenance team is asked to come up
with a permanent solution as soon as possible. Temporary maintenance
must, under no circumstances, be performed with materials such as
wood, band or cardboard.
Case Study:
Breaking of glass material and actions and precautions against
contamination of products
Although we have effective controls before production about precautions
for foreign material contaminating the products, we occasionally detect
foreign materials during production. We mention an example about the
actions that should be taken against glass material contamination.
In coated products line a fluorescent light lamp has been broken and the
parts of it fallen inside of the enrobing machine during production. The line
operator has seen the parts of fluorescent lamps and fluorescent
chemicals fallen into the chocolate and has just stopped the production
and put the products in quarantine. Quality foreman and Quality Chief have
been called after Operator has just informed the production foreman about
incident.
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The incident is the most urgent issue in the production, therefore the
production foreman, production chief, production manager, quality
foreman, quality chief and quality manager have a meeting in the incident
area to determine the precautions.
The team has decided the actions after the risk analysis about foreign
material spreading into products. The chocolate has been taken out from
the enrobing machine. All the glass parts collected from the chocolate
until they reached the weight of the fluorescent lamp.
All the enrobing machine parts have been cleaned against the small parts
of glasses and chemical contamination. The contaminated chocolate has
been destroyed against the glass risk. The incident recorded (Broken
Glass-Hard Plastic Form) and non-conformity management form procedure
started. The incident evaluated and the root analysis of incident, risk
assessment and corrective actions determined by production,
maintenance and quality teams. All the fluorescent lamps have been
exchanged with substantial led lamps in all chocolate enrobbers.
Actions and precautions against the foreign material (metal pieces)
spreading into products
We will issue an incident about the importance of metal detector and the
benefits of using the detectable materials (pencil) by metal detector in the
production.
A line operator has been unconsciously dropped his pencil, which can be
detected by metal detector, into nougat conticream bunker in the nougat
line of chocolate plant. He has not been noticed that incident. The dropped
pencil was broken by the rotating knifes into many parts.
The broken pencil was not noticed until the products arrived the metal
detector of packaging step. Since the metal pieces are in many product,
metal detector gave alarm and rejects series of products. Line operator
realized the abnormal situation and stopped the line. However he could not
notice the real problem and started the line. After a while metal detector
again started to give alarm and reject series of products.
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This time line operator stopped the line and informed the production
foreman about the problem. The incident is an urgent issue in the
production; therefore the production foreman and quality foreman have a
meeting in the incident area to determine the precautions. After the
investigations they understood the metal material is a part of the pencil.
The production chief, production manager, quality chief and quality
manager decided the actions to solve the problem. Products have been
gone through the metal detector until all the part of pencil is collected. The
products 10 min before and 30 min after the alarm are taken out and sold
as non-sanitary waste.
As seen in the case, metal detectable equipment and effectively running
Metal detectors are so important in order to prevent foreign material to
reach the consumers.
ii. Personnel hygiene
Employees who touch surfaces that come into contact with food, raw
materials or products must act so as not to contaminate products, as is
also stated by law. ULKER has always adhered to its duty to raise
awareness among its employees regarding personnel hygiene. All
employees in the plant are responsible for taking care of their personal
hygiene.
Main Practices
Hair
Except for offices where production isn't performed, hair and ears
must be covered by a bonnet inside the plant, production and
storage areas.
The plant instruction on personnel practices must be considered
for beard and mustache. If beard and mustache are permitted
according to plant instructions, beard/mustache bonnets must be
used for beards and mustaches.
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While using bonnets, the practice of Wear Bonnet First must be

followed. The 'Wear Bonnet First' practice is the rule of putting on
protective clothes after the bonnet, and taking off the bonnet after
taking off protective clothes. This practice applies to all plant
sites, including office environments. It is prohibited to wear an
apron without a bonnet in the cafeteria and office areas.
Nails
Nails must be kept short and clean. Nail polish and artificial nails are not
allowed.
Washing Hands
Everybody, including employees and guests, must wash and disinfect their
hands at the hand-washing stations located at the entrances. Hot water,
soap, a drying department and hand disinfectant must be present at each
washing department. Documents describing correct hand-washing
technique must be prominently displayed at these stations.
Cosmetics
Individuals working at the production site mustn't use strong fragrances
such as perfumes or lotions; make-up also isn't allowed to prevent crosscontamination risk.
Protective Clothes
All employees, including managers, contractors and guests, must wear
suitable and clean protective clothing (apron, overalls, overshoes, sleeves
and beard cover when required, etc.) before entering into the plant.
Persons missing one or more of these items are not allowed into the
production site.
Personal Belongings
Personal belongings (accessories, watch, etc.) mustn't be brought into
production and storage areas, and medicine must be kept in locked and
identified closets.
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Smoking
Smoking is only allowed at areas specified by the plant.
Eating-Drinking
Eating and drinking (including chewing gum) are only allowed in the
refectory or identified areas. It is not allowed to eat and drink in the cars
parked on the plant site. Hand cleaning is essential after eating and
drinking. Therefore, eating points must be close to hand washing and
disinfection areas.
It is not allowed to eat products at the line. Product tasting can be
performed only in identified areas. There must be signs at product tasting
points. After eating at product tasting points, hands must be disinfected.
Infectious Disease Control
Prior to employment, it must be made sure that candidates do not have any
disease that may risk products.
All cuts and wounds must be covered with watertight plasters which are
sensitive to metal detectors.
Injuries on Body
In cases when bloody injuries and body fluids are present,
infirmary/workplace doctor is consulted and action is taken on the part of
the body that contacts with products or doesn't contact but poses a risk. If
the amount of body fluids can risk products, that employee must stop
working. In case of occupational accidents where body fluids contaminate
the equipment, the equipment is cleaned and disinfected. Products
containing risk are disposed.
iii. Cleaning program
All lker products are manufactured by ensuring sanitary conditions within
the scope of the good manufacturing practices at our facilities.
Each facility must have a cleaning program to reduce the risk of
contamination during effective cleaning of equipment, product preparation,
production and storage processes.
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Master cleaning plans must be established within the framework of this

training program.
Cleaning programs shall include the below mentioned fundamental
practices:
Each employee is responsible for the order and cleanliness in

his/her own work area.
Personnel who are responsible for the cleaning, inspecting the
cleaning and approving the cleaning should be defined in the
cleaning instructions and job descriptions.
Detailed master cleaning plans and equipment-based detailed
cleaning instructions must be available at each plant.
Production department is responsible for including the
production equipment to be cleaned in the plan and ensuring
cleaning is performed according to the specified standards.
Each cleaning activity must be logged; its effectiveness must be
inspected and the inspections must be recorded.
Master Cleaning Plan
The master cleaning plan is prepared in accordance with the facilitys
cleaning program and compiled into a written plan with the purpose of
ensuring the cleaning activities around and inside of plants are
performed regularly, timely and properly by respective responsible
persons.
All apparatus affecting food products (facilities, ovens, lines, machines,
panels, ceilings, cable ducts, forklifts, pallet trucks and similar
equipment), structures and areas must be addressed in the master
cleaning plan. It must be current, accurate and specially prepared for the
region (production, packaging, storage, etc.), the plant or the specific
cleaning purpose.
A main cleaning plan shall contain the following fundamental headings;
Cleaning type
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Cleaning frequency
Personnel responsible for cleaning
Which instructions will be carried out
Personnel responsible for the cleaning approval
Depending on the requirement, subsequent assessment methods
may include the following controls:
Visual Inspections: Visual control of whether there is residue from

previous products or not.
Allergen Test: Using general or specific allergen kits, the production line
must be inspected for allergenic food residue. Each allergen must be
checked for after product pass.
Adenosine Triphosphate (ATP) Test: Subsequent to cleaning, its
effectiveness is measured by checking for presence of food residue on
the production line.
pH or Alkali Measurement: The final rinse water is examined for presence
of chemical residue.
Observing that the cleaning is done effectively and properly and ensuring
that there is no chemical residue from cleaning agents form the basis of
assessments following the cleaning.
Cleaning activities may be classified under four main headings in the
master cleaning plan:
1. Daily Cleanings
2. Periodic Cleanings
o Pre-Production and Product Changeover Cleanings
o Periodic Maintenance Cleanings
o Allergen Cleanings
o Closed System Cleanings
3. Line Suspension Cleanings
o Long Term Suspensions
o Short Term Suspensions
4. New Line Equipment Cleaning
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Master Cleaning Plan
Daily
Cleaning
Periodic
Cleaning
Line
Suspension
Cleanings
New Line/
Equipment
Cleaning
1. Daily Cleanings: Cleanings that are performed during the shifts to

remove post-production materials such as product crumbs, spills and raw
material residues that contaminate the work environment and may cause
the risks of microbial reproduction, attracting pests and contaminating
the product if accumulated.
The daily cleaning frequency must be defined in a plan different from the
master cleaning plan.
Example: Whereas the cleaning frequency of the spills on the edge of the
raw material discharge receptacle is determined by the amount of the
spills, the cleaning frequency of the residue smeared on the edge of
dough or cream receptacle shall be determined according to the risk of
microbiological contamination.
Daily cleaning practices also bring about a safe work environment while
maintaining general order and cleanliness of the work site.
2. Periodic (Regular) Cleanings: Cleanings that have identified
schedules in either the master cleaning plan or the plant cleaning
program and have detailed how-to instructions.
Main cleaning plans shall be reviewed once in a year and must be
prepared by the mutual consent of the food safety supervisor and the
associated regional manager.
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Time of cleaning of periodic cleanings, employee number, etc issues

must be planned by maintenance, production and planning teams. The
plans must be followed in spite of maintenance plan or stopping line.
Weekly pre-production cleanings and product changeover cleanings
should be assessed as part of regular cleaning and the minimum
frequency for both shall be defined in the main cleaning plan.
Cleaning for perishable product groups (meat, milk, fish, etc.) must be
periodically planned in order not to risk food safety. For example,
production line equipment used for milk pasteurization carries microbial
risk due to heat and requires frequent and regular cleaning. Therefore,
such product-based risks must be taken into consideration when planning
for the production.
Periodic maintenance cleanings shall also be assessed as part of
regular cleaning and must be implemented as a part of a plan.
The purpose of maintenance cleanings is to keep up with the sections of
the plant that need maintenance and also to clean more thoroughly the
blind spots that are normally inaccessible or sealed during regular
cleanings. Maintenance cleaning plans are created for such cleaning of
the plant sections. The list of equipment to be cleaned and the cleaning
frequency are defined in these plans. Following maintenance cleanings
and prior to production, production line controls are performed by
persons, who are identified by their job descriptions or by cleaning
instructions, to ensure that there is no physical, chemical or biological
contamination risk (e.g. inspecting cleaning rags or for over-lubrication).
Allergen cleanings are performed during product changeovers to prevent
cross-contamination from an allergen-containing product to one that does
contain that allergen in its ingredients.
The purpose here is to clean all sections including the blind spots of the
plant and thereby preventing the possibility of contamination by residual
allergens from the previous product. Performed cleanings are inspected
for conformance. Should the cleaning be conforming, production may
commence; otherwise, the plant is cleaned until it is suitable for
production. Allergen cleaning requirements are described in Allergen
Management section (see section 3 part 2c).
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Closed System Cleanings: Closed system ( ex. Closed pipe line, filling
system, tanks ) cleanings must be done delicately using CIP methods.
Since visual controls are infeasible in closed systems, the effectiveness
of CIP methods are of great importance. To ensure CIP methods are
working properly, the following parameters must be inspected and
recorded;
Temperature
Chemical concentration
Flow rate
Procedure durations
Pressure
Chemical validation of rinse water
3. Line Suspension Cleanings

Cleanings that are done after the production lines are suspended either
in a planned or an unplanned manner. The effectiveness of cleaning must
be tested with regarding instructions.
Long Term Suspensions: Long term suspensions may be as either
planned or unplanned outages. All suspensions exceeding 8 hours are
accepted to be long term. Focusing on the food contact surfaces, all parts
of the line shall be cleaned and left clean during the suspension.
In the aftermath of a long-term suspension, regardless of the reason, the
quality assurance and production departments shall jointly decide upon
the conformance of food safety risks by evaluating the items remaining on
the production line. The packaging materials and products that are on the
line shall be wrapped and kept safe until reworked or used again.
After a prolonged outage and prior to changing over to a new product, a
product changeover cleaning shall be performed and subsequent controls
must be carried out as planned.
Short Term Suspensions: All suspensions shorter than 8 hours are
regarded as short term. Since there is usually no food safety risk for
continuing with the same product, production may continue without
cleaning after short term suspensions.
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However, it is a different and a risky situation for perishable products.

Therefore, all products with the risk of spoilage must be completely
cleared out of the production lines and required cleanings must be carried
outFor example, exposed cream in the receptacle may spoil and
contaminate the production line following the short-term suspension.
Therefore, the production line must be thoroughly cleaned.
All cleanings are followed by appropriate controls and the production
starts after the line release.
4. New Line Equipment Cleanings
In the event of adding a new production line or a plant, all related
equipment must be cleaned first and then brought into the production
area with the approval of the quality foreman/food safety responsible.
The startup cleanings shall be done covering all parts of the equipment
including the inner parts. There must be a risk assessment to plan and
execute the cleanings and the regarding controls. The metal scraps;
welding impurities and similar risks shall be taken into consideration and
managed.
Before the production startup, a detailed control must be completed
before releasing the line.
With this practice, the production area as well as our other plants and
products will be protected from unknown contaminant sources potentially
emanating from the new equipment.
Cleaning Instructions
Cleaning instructions, consisting of the details for cleanings to be done in
accordance with the master cleaning plans, must be created. addition to
fundamental insights on cleaning, these instructions shall contain
information on general practices and inspection methods subsequent to
cleaning activities.
The cleaning instructions must be clear and include the following
fundamental information:
Chemical name
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Chemical concentrations
Tools / equipment to be used (color coding shall be observed)
Equipment/sites to be disassembled
Water temperatures
Procedure durations
Although cleanings may vary depending on the work order of each

business unit, the fundamental requirements to produce safe products
must be defined in the cleaning instructions. For example, the
requirement for scheduling planned cleaning outages during production of
perishable product groups (such as meat or milk), and maximum running
time (based on either product or production line) must be defined in the
cleaning program.
Chemicals
A current list of chemicals and Material Safety Data Sheets
(MSDSs) for all used chemicals must be available in each plant.
The list must also include all cleaning agents and maintenance
chemicals used in the production machines.
Certificates of conformity for food contact chemicals and CIP
chemicals in food industry must be obtained
No chemical materials shall be left unregulated in the
production area. Chemicals must be stored under lock and key in a
separate and dedicated location within the production area.
Chemicals must be identified (labeled) at all times.
Cleaning Inspections and Records:
Cleanings performed in the plants are inspected by responsible persons
designated during the production process. The inspections are performed
using ATP tests for product residues (especially at points where bare
product comes into contact) and sometimes using allergen tests (via
allergen test kits) where necessary. Executed controls are processed and
tracked via forms or the system.
CIP methods are used at business units predominantly operate with
closed systems.
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Since visual controls are infeasible in CIP methods, the effectiveness of

subsequent analytical residue inspections (ATP, allergen, pH and
conductivity) are of great importance. Parameters such as flow rate,
chemical concentration and cleaning duration must be monitored and
recorded via forms or in an electronic environment.
Product residue inspections are performed via ATP control kits; allergen
residue via specific allergen kits; chemical residue via pH measurement,
or conductivity control, or either the method specified in the chemicals
PIS (Product Information Sheet) or as recommended by a chemical
company.
All the critical limits of these measurements must be defined in the
cleaning instructions. If the control results are within defined limits,
cleaning permission is granted; otherwise, cleaning is repeated and
production does not commence until the measured value is within the
appropriate range. All the residual controls are recorded.
Information on General Practices:
Cleaning tools should not have wooden handles; plastic and
aluminum tools must be preferred. They must also be hot water
resistant and comply with the plant color coding.
Gloves should not be made from reusable or fabric material.
Disposable gloves (single-use) are preferred. The color of gloves
should be easily recognizable during product flow. Latex gloves
should not be used inside the production area.
Cleaning rags must be visually distinguished (different color) from
other rags used in the plant for other purposes (such as rags used
by maintenance department).
Small apparatus, such as buckets, cups, and agitators, must be
identified with its intended use and usage area at the plant.
Employees who are responsible for cleaning activities must be initially
trained on cleaning instructions prior to beginning work and shall retake
the refresher training annually.
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Case Study:
Cleaning and control of allergens; control and monitoring of temporary
maintenance
One of the subjects we take care in our all facilities is to prevent allergen
contamination. That is why, the allergen cleaning and the effectiveness of
that cleaning has been so important during transition of different
production.
At one of our facilities, the production has been planned as plain product
would be manufactured afterwards product with hazelnut. The line operator
has closed the line and started to preparation for allergen cleaning after
product with hazelnut. Especially he has brought the allergen cleaning
equipment to the line and he delegated the cleaning activities to his
colleagues at the same line. They all have started to clean. After allergen
cleaning completed, the line operator has called Quality Foreman to get line
cleaning approval in order to run production. Quality Foreman has checked
with his torch all points at first. Then he has started to check the points to
be checked with specific allergen test kits which are described on
production change control form. He has seen positive result with test kit at
the inside of tank 1. Upon, the hazelnut allergen test results have been
positive at each time although cleaned many times again and again. While
research for root cause, it has been realized that temporary maintenance
has been applied by a teflon tape in the tank. It has not been possible to see
during visual check. Quality Foreman has transferred the case to the
Maintenance Foreman and has provided permanent maintenance to be
made. Tank has been cleaned once again, checked with allergen test kits
and there has been no hazelnut allergen at that case. The line cleaning has
been approved by Quality Foreman and production has run for the plain
product.
The importance of allergen control beside allergen cleaning and the
different problems caused by temporary maintenance unless changed to
permanent improvement have been understood.
iv.Maintenance program aimed at quality and food safety

Maintenance of equipment must be performed in an efficient and planned
manner.
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Regular control and equipment cleaning is essential to minimize the long

downtime periods and extend the lifetime of equipment.
An HACCP plan must have been made for each line before preparing the
maintenance plan. Maintenance team and food safety directors manage
the maintenance program together and lead the HACCP team in this
respect.
Maintenance Procedures
During production, it is not appropriate to perform welding in the
area of production. Welding types and grinding processes which
may splatter on and risk the product aren't allowed. In obligatory
cases, it must be ensured that complete isolation is provided and
odor is prevented by separating the welding area from other areas.
Welding must be performed with approval and under supervision of
food safety supervisor/quality assurance manager.
So as to prevent welding contamination in the production area
even when there is no production, required precautions must be
taken and welding must be performed within the knowledge of
quality department.
Rough and spot welding isn't allowed in product area.
Food safety risks must be assessed prior to each maintenance
operation to be performed during production.
Line must be physically isolated (screen, separator, etc.) from
other areas before the operation.
Risk assessment must be performed on the site by the line
supervisor and food safety supervisor. It must be ensured that
maintenance operation doesn't risk the products produced on
adjacent lines. If required, work might be suspended until
necessary precautions are taken.
In cases such as installation of a new line, line mustn't be
operated without obtaining the approval of the HACCP team
regarding the use of line.
Controls must be performed to make sure that equipment
operates accurately prior to start-up, especially after the
installation of equipment such as metal detector, pasteurization
and sterilization which are Critical Control Points, Critical limits
must be confirmed during tests.
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Metal-Metal and Metal-Plastic Contact
In order to prevent excessive abrasion problems, plant maintenance

instructions must be present which enable elimination of metal-metal and
metal-plastic contact in equipment and prevention of non-conformities.
Practice of Temporary Maintenance
In obligatory cases, temporary maintenance precautions can be taken;
these practices are recorded in an identified form and tracked by a
maintenance team.
Temporary maintenance must, under no circumstances, be performed
with materials such as wood, band or cardboard. Temporary maintenance
isn't allowed in product areas with a direct contamination risk. Permanent
solutions must be found for temporary practices as soon as possible.
Contractor Control
All contractor employees must work in accordance with the high hygiene
standards of the plant.
All persons who will work in the plant must receive food safety training
prior to work. In long term contractor works, site controls must be
performed. Controls in the contractor work area must be completed after
the work and prior to commencement of production, and an approval must
be given for the operation of line.
v. Pest control program
A pest control program (an integrated pest management system) is
prepared in each plant against pest activity; thus, possible problems are
eliminated beforehand and pest population is brought under control. It is
recommended to work with a suitable pest control company for an
efficient pest control program.
Through an integrated Pest Management System, conditions which may
increase pest population are defined and prevented.
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Assessment, monitoring and management of pest activities are also

ensured for eliminating the pest population.
Plant management team is responsible for improvement of the pest
control conditions in the plant. All departments are liable to inform pest
control company or food safety supervisor as soon as they notice pest
activity within their own area.
Pest control program must be preventive and established in a way to
prevent pest access from outside.
For an efficient control, intervention must be enabled as soon as any pest
is seen on the company site.
Main pest types to be controlled:
Rodents and mice

Cockroaches
Storage pests such as louse and moth
Rhubarbs
Birds
Animals which are able to enter the plant such as cats and dogs
Regular Pest Controls

Pest control audits are performed at regular intervals by a pest control
company employee who is an expert and holds an authorization
certificate. Pest control companies which offer their service must be
experts in their field. All activities and practices must be performed by
their trained and authorized personnel.
Detection and monitoring of pests must be performed as follows: feeding
stations outdoors and live-capture monitors indoors for rodents,
live-capture monitors for walking pests, fly trap lightings for flying pests,
observations and routine audits for birds, pheromone traps for storage
pests, a suitable method in accordance with detected problem for other
pests. Method and frequency of this tracking are specified in the
approved contract, and results are communicated to the authorized
personnel of plant.
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These controls are performed at least once a week, and cover all areas of
the plant. Regardless of routine or non-routine, all site controls must be
recorded completely.
All practices in the plant must follow an order of importance; starting from
high risk areas to low risk areas as specified by the risk assessments of
the company. Once every three months, a review is performed in the plant
for the control of pest activities and improvements made against pest
activities. Action plans are prepared for chronic problem sources.
Raw material warehouses are the risky and difficult areas in pest control.
Therefore, employees in raw material warehouses, cleaning and relevant
quality departments receive an extra training on storage pests.
b. HACCP Program
A food safety management system must be established in each entity as
part of the HACCP Program, and implemented by covering all raw
materials, packaging materials, processes and products of the plant.
An HACCP plan must be present for all lines and product groups in all
plants. For this purpose, an HACCP team must be created under the
leadership of food safety engineer / chief. Hazard analyses for every line
and product group must cover all physical, chemical and biological
hazards. Critical control points (CCP) must be determined, brought under
control, and the fact that products are protected from these hazards must
be demonstrated with evidence.
If there are wastes used as animal feed, risk assessments must also
exist about their conformance for consumption by animals.
In each plant, following 12 main steps must be followed as part of the
HACCP program:
1. Making an HACCP team: This team consists of employees from
various departments such as R&D, production, maintenance, quality,
logistics. Plant experience is significant in person selected for the
HACCP team.
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2. Product description: It is the document that is prepared by R&D team

prior to the first production, and describes the product. It includes
information such as content, allergen information, target consumers.
3. Description of the target consumers to whom product will be offered:
R&D team must determine the target consumers of the product such
as children or adults.
4. Preparation of flow diagrams: It is the diagram that shows all process
steps from receiving raw materials to shipment.
5. Validation of flow diagrams on the site: Process flow diagrams created
by the HACCP team are finally validated at the line.
6. Listing of hazards and control precautions: Physical, chemical and
microbiological risks must be determined at each process step and
control precautions must be taken.
7. Determination of critical control points: In order to eliminate or
reduce food safety hazards to an acceptable level, control steps (CCP)
mustbe determined.
8. Determination of critical limits: Limits for Critical Control Points are
determined.In the determination of critical limits legal requirements,
human health and scientific research are considered.
9. Monitoring of critical control points: In order to ensure operability of
the precautions taken at Critical Control Points, control results are
monitored regularly. Results are reviewed in HACCP assessment
meetings and action is taken, if required.
10. Realizing of corrective activities: In case of non-conformance;
action, action owner and action completion time are determined and
tracked.
11. Preparation of validation list: The HACCP system is validated by the
HACCP team at least once a year. The path to follow during
validation must have been defined beforehand.
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Following items must be audited during a validation:

CCP training records: The persons who will perform controls at
critical control points must receive the required training before
commencement of controls. Efficiency of this training is tracked and
ensured via available assessment methods and by the food safety
director/foremen while those persons are performing the controls
on the site.
CCP control records
Records of actions taken
Equipment calibration (if required)
12. Establishment of documentation and recording system: All flow
diagrams, risk analyses, actions to be taken and critical limits for
the HACCP program are documented. All controls and activities
performed for risk management are recorded.
c. Allergen Management
Food allergy is a vital issue for human health which may result in death if
neglected. Consumer awareness and legal liabilities are continuously
increasing in this respect.
In entities which produce products with allergen content, a food allergen
control plan must be established to manage the risks. Food allergens to
be specified on packages must be determined; each of content, process
and packaging stages must be assessed.
If not specified on packages, required precautions must be taken to

ensure that allergens with contamination risk aren't mixed into products.
Instructions must be prepared regarding allergen management
throughout the plant.
Specification of allergenic foods on labels mustn't replace allergen
controls performed as part of Good Manufacturing Practices.
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Allergic reactions
The most commonly seen allergic reactions are given as follows. The
actual list is tracked via global and legal references such as Codex, EU
regulations, which are updated via scientific researches.
Coeliac disease: Coeliac disease is a hypersensitive reaction which
affects small bowel; it causes inflammation and deformation in bowel villi
by which important elements are absorbed. Gluten protein found in barley,
wheat, rye and oat are toxic for coeliac diseases.
Sulfide hypersensitivity: Sulfides can be transformed into sulfur dioxide
under suitable conditions. Reactions to sulfides are characterized by
severe bronchospasm which emerges in a few minutes after consuming
the food including sulfide.
Lactose intolerance: Lactose intolerance leads to a reduction in the
lactose digestion capacity due to low lactase enzyme activity in small
intestine.
Egg allergy: Egg allergy is seen at a ratio of 1.6% in kids about 2.5 years
old; a reduction of 11-50% and 82% is observed at about 4-4.5 and 16
years, respectively. Both the yolk or whites of eggs may create reaction.
Fish Allergy: Many fishes include - parvalbumin major allergen protein,
such as Atlantic herring (Clupea Harengus), Pacific sardines (Sardinops
sagax), Yellowfin tuna (Tuhunnus albacares), Swordfish (Xiphas gladius),
Atlantic salmon (Salmo salar), Ocean sea bass (Sebastes marinus).
Some people are allergic to all fish while some are allergic to only a few
types of fish.
Soy Allergy: Six different allergens are found in soy (Gly m1-Gly m6). But
soybean oil and soy lecithin can be used by many people since they are
based on soybean oil fraction. Products labeled with additive vegetable oil
do not contain soy protein.
Crustacean and mollusk allergy: Shrimps, crabs, crayfish, lobsters and
other crustaceans may lead to allergic and non-allergic reactions.
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Found in Shrimps (Penaeus indicus) which are a kind of shellfish, the

tropomyosin, a major muscle protein, may cause allergy. Since the main
allergen found in shellfish is also found in mollusk such as snail, calamari
and mussel, cross contaminations among different species are common.
Symptoms of food allergies are generally moderate such as oral allergy
syndrome, but severe symptoms such as anaphylactic shock (sudden
decrease of blood pressure, black out,shortness of breath, death, etc.)
may also occur after consumption.
Plant management team is responsible for implementing the allergen
control program.
Allergen management includes the following titles:
Separation of allergen materials: Allergen materials must be
separated from each other and other materials during supply,
handling, storage and production stages.
Production plan strategies: During the production plan preparation
stage, order must be arranged by risks. If possible, allergen
containing products and those that don't contain allergen
shouldn't be produced on the same line. But if this is not
possible, following the production of allergen containing products,
relevant cleaning procedures must be performed, and allergen
contamination risk must be eliminated for the next product. If
allergen contamination risk cannot be eliminated by cleaning,
required warning must be given via the trace amount
information.
Cross contamination and cleaning: If a cleaning practice
eliminates or reduces allergen risk to an acceptable level, this
practice is a prevention method, and must be validated so as to
demonstrate its efficiency on the relevant allergen. Surfaces that
contact with foods following this cleaning must be analyzed
periodically for validation.
Re-work products control: It must be determined which products
may include re-work products, and allergen tracking must be
performed.
Labeling: Allergen materials are defined on packages.
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Below-listed good manufacturing practices are followed to manage

cross contamination risk of allergens.
Allergen product replacement cleaning: Validated cleaning

instructions are prepared and utilized.
Visual and analytical control prior to first production of the week: It
is performed with torches by persons trained on allergens, and
confirmed via analytical methods.
Product replacement controls: It is performed with torches
following the allergen cleaning.
In paddles, agitators, cups and sampling equipment, color coding
practice or a different identification is performed.
Areas where allergen addition takes place must be separated from
other areas (such as agitation room).
If possible, lines are dedicated to a specific product group.
Use of barriers (such as screen or pan): They are used at points
with contamination risk between lines.
Air flow control: Direction, rate and distance of air flow to allergen
are kept under control.
Allergen Visual Controls
Visual controls are performed after allergen containing production, and
efficiency of cleaning is approved. Visual allergen controls must include
the following details:
A control team is created which consists of employees, operators
and foremen trained on allergens.
Training includes theory and site controls.
After cleaning, trained persons perform detailed product area
control with torches.
All equipment containing allergens are controlled thoroughly.
Control results are recorded, the controller and shift
superintendent sign the form.
Production isn't commenced before the control result is clear.
If the control result is contaminated, the area is cleaned and
controlled again.
If the allergen visual control result is clear, cleaning is controlled
via ATP or allergen kits.
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d. Internal Audits
All areas within the plant are controlled via internal audits on a monthly
basis. Food safety audits are planned and conducted under the
leadership of food safety director on a monthly basis. These audits cover
production areas, external areas, raw material and packaging material
warehouses, and auxiliary plants. All teams performing internal audits
report the audit findings to food safety director. In the regular meetings
arranged with the participation of required departments, necessary
improvement plans are prepared with reference to audit findings. The
person responsible for improvements provide feedback to food safety
director on the improvements performed. Thus, all production areas,
external areas and warehouses are audited monthly, non-conformities are
detected and required improvements are planned and performed.
e. Food Defense
Food Defense Program aims to define and reduce the known risks that
may be caused by people on the food products produced in the plant.
Minimum requirements which must be fulfilled in each plant are as
follows;
Setting up a risk assessment team and assigning a team leader
Establishment of a food defense program
Inspection of plants to determine their defenselessness level,
and performance of risk assessment by the team
Preparation and tracking of action plans for the determined risks
Refreshment of annual food safety trainings
Annual assessment of food safety program
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3. 3. LABORATORY MANAGEMENT
With the aim of establishing common analysis methods and principles to
ensure the accuracy and consistency of laboratory analyses, a common
laboratory method is applied at Yldz Holding companies. Thanks to this
method, minimum operational and management standards are created,
and the accuracy and reliability of the sensory, analytic, instrumental and
microbiological analyses performed at the factories are ensured.
Such planned Laboratory Management is conducted by transferring to
Denet End. Hiz. A., which is a special expert laboratory, for all business
units and locations within Yldz Holding.
Relating to Laboratory Management, way of doing business and mutual
responsibilities belong to; all business units within Yldz Holding
(Principal Employer), Denet End. Hiz. A. . and Northstar Innovation
Danmanlk A. .
Denet works with international and scientific methods and provides
employment accordingly. Also, it performs based on scientific and
technological infrastructure according to quality plans which are
determined by Yldz Holding and Global Quality Assurance.
The quality of services supplied by Denet to Principal Employer is audited
and observed by Quality Assurance. Monthly Activity Report, which
designed by Quality Assurance, is prepared at each month by Denet for
previous month and it is forwarded to Quality Assurance and Principal
Employer.
Monthly Activity Report includes follows;
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Proficiency Test Results (For Chemical and Microbiological Analysis)

Comparative Test Results
Laboratory Audit Score
Completion of Analysis on Time
Training
Other Issues
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Montly review meetings are done by Quality Assurance and Denet.

Trainings to be given to laboratory staff is determined by taking Quality
Assurance suggestions and training plans are forwarded to Northstar with
Monthly Activity Report. Trainings are organized as not disrupting the
basis job in the factories.
Laboratory audits are performed by Quality Assurance and/or an external
authorized laboratory by using laboratory audit check list which is special
to Yldiz Holding and reported to Denet.
Budget compliance (analysis cost, personnel cost) is tracked annually for
each business unit. Employee satisfaction is measured annually by an
external authorized company.
Laboratory audits are performed based on principles described as below;
Optimization of
Analysis Time for
Production
Continuity
Laboratory
Organization and
Management
Laboratory
Quality
Management
Laboratory
Safety
Assuring the
Reliability of
Test Results
Supply of
Consumable Items
and Services
LABORATORY
MANAGEMENT
Personnel
Laboratory
Facilities
Analysis
Methods
Materials, Reagents
and Reference
Materials
Management
Sample
Preparation
Management
Equipment
Management
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Laboratory Organization and Management

o There should be sufficient, experienced and knowledgeable
managerial and technical staff for the volume of work to perform
good laboratory practices.
o There should be laboratory training program for each laboratory
staff and each staff should start doing analysis after sufficient
qualifications.
o There should be a clearly defined organization and reporting
structures within the laboratory to ensure the effective operation
and impartiality of the laboratory and its staff.
o Deputies should be nominated for all key positions and functions.
o Laboratory management should review procedures and operation
of the laboratory for continued effectiveness and to introduce
necessary changes or improvements, at least annually.
The review should cover;
The suitability of procedures and instructions
Results of internal audits and assessments and effectiveness
of corrective actions
Where relevant, results of QC data is compared, particularly
external proficiency testing schemes
Changes in volume or nature of the work and suitability of
available resources
Any actions to be taken after internal and external audits
Laboratory Quality Management
o Laboratory management is made common by principles and
procedures to be applied. The requirements for laboratory area,
personnel practices and analysis are written and applied.
o The systems documents should be communicated, available,
understood and implemented by the appropriate personnel.
o Legal requirements should be followed up relating to analysis and
methods.
o The analysis records should be sufficient and adequate to allow
sources of error and corrective actions taken to be identified.
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o All records should be kept confidential and disposed of securely.

o The system of record keeping must permit traceability of work
throughout the laboratorys operations.
o If data is stored in electronic format, the laboratory should have
procedure to ensure: access to data and records is controlled and
restricted to relevant personnel; loss of data through system
failure is minimized and changes could be verified and traced.
o If analysis results is reported, the following information should be
covered; sample identity and code, test parameters, final results
including units of measurement.
o All aspects of the laboratorys operations and activities should be
audited to ensure that the requirements are met on a continual
basis.
o The audit program should be prepared and operated in accordance
with a defined procedure and pre-determined audit schedule.
Capable personnel trained/qualified should be used to carry out
audits.
o The laboratory should have procedure to be identified and
implemented for investigation and taking necessary actions when
any non-conformity is determined at laboratory operations.
Supply of Consumable Items and Services
o There should be a procedure which covers demand, proposals and
contractors as well as consistency and continuity. That procedure
should include;
Selecting and purchasing of laboratory materials, items and
services which effect analysis quality
Purchasing, acceptance and storing of reagents for analysis
and laboratory consumable items
The conditions of subcontracted laboratories for analysis
and/or calibration which demonstrate their capability, creating
records of subcontractors and keeping them update
Evaluation of suppliers for materials, items and services
which effect analysis quality.
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Personnel
o All laboratory staff should have the necessary education, training,
knowledge and experience to fulfil their assigned work, which
should be maintained and updated once a year.
o All laboratory staff should be supervised until shown to be capable
regarding the work to be undertaken. With periodic assessment
process, which analyzes, analysis time, number of analysis and as
a result of validation analysis.
o The laboratory should implement and enforce recognized
personnel hygiene and protective clothing policies.
o Except for formal sensory appraisals, eating, drinking and smoking
should be prohibited in laboratory areas. Food and drink for human
consumption should not be stored in laboratory areas.
o Appropriate facilities for storage of personal belongings should be
provided defined laboratory areas.
o Laboratory coats must be worn at all times when in laboratory
areas. Spare coats should be available for visitors.
Laboratory Facilities
o Laboratory areas should be clean and tidy and convenient to
laboratory standards.
o Access to the laboratory areas and use of those areas should be
controlled and restricted to the authorized personnel. Where
possible, office type accommodation should be provided separate
to the general work bench activity.
o Where feasible, high risk laboratories/pathogen laboratories
should be physically in a separate building or separate laboratory
handling regular non high risk testing. If it is not possible, it should
have its own separate cleaning program and should be cleaned
with alcohol.
o Ventilation and drainage systems should ensure products in
manufacturing, packaging or product storage areas are protected
from sources of contamination in the laboratory air and water
systems.
o Depending on risk identification and risk assessment, environment
check program should be applied for microbiological laboratory.
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Sample Preparation Management

o Documented procedures for the collection of samples must
include:
The method of sampling, the equipment and container to be
used and any special requirements e.g. aseptic sampling
Have regard to the homogeneity or representativeness of the
sample taken
State the requirement for transportation to the laboratory e.g.
time/temperature constraints
o Samples must be labelled and maintained in an appropriate
condition, at least until the results of analysis have been reported
and accepted.
o An effective system should be in use for uniquely identifying and
tracking without confusion samples through to the results and
reports.
o All necessary precautions must be taken to prevent the
deterioration and contamination of samples during storage,
handling, preparation, analysis, during sample collection and
transportation.
Equipment Management
o Written instruction on the use and operation of all major items of
equipment must be readily available to staff.
o Evidence must be provided that equipment meets specified
accuracy / capacity / sensitivity etc.
o Only trained staff must operate equipment.
o All measuring and testing equipment that may significantly affect
the validity of the data must be checked and/or calibrated before
being put into service, labelled with its calibration status and
maintained in calibration according to a schedule afterwards.
o The calibration program should ensure that for all measurements
made, measuring and testing equipment and reference materials
helds should be traceable to national and international
measurement standards.
o The laboratory must hold appropriate calibration standards and
reference materials for measurement accuracy monitoring in
house.
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o Any equipment found to be defective should not be used and

labelled accordingly. Equipment should not be used until it has
been adequately repaired and recalibrated.
o Where for whatever reason equipment is moved from its usual
location, its performance should be shown to be satisfactory prior
to it being used.
Materials, Reagents and Reference Materials Management
o Procedures must exist for the receipt, storage handling and

disposal of reagents, chemicals, media, reference cultures and
other laboratory consumables required for the test.
o Suitable stock control procedures must be operated, including the
disposal of materials, reagents and reference materials that have
exceeded their expiration date.
o Documented instructions should be in place to ensure the correct
and consistent preparation of reagents and for the handling,
storage and use of reagents to prevent deterioration.
o All reagents and materials must be clearly and securely labelled.
o The laboratory should obtain and understand the safety and
hazard information of materials they use.
Analysis Methods
o All methods in use must be prepared and approved according to
international standard analysis. If commercial methods developed
in house and/or modified versions of standard/industry
recognition methods are used they should be validated in house
before use.
o Sufficient validation data should be available in order to
demonstrate that the performance characteristics of methods
used are capable of achieving the range and accuracy as required
by the intended use of the test results.
o Methods must be documented that ensures correct test
procedures are consistently followed at all times.
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Assuring the Reliability of Test Results

o The laboratory must implement suitable quality control procedures
and proficieny appraisal to monitor and verify the correct
performance of methods and staff capability on a continuing basis
and provide confidence on the result reported.
o It should be provided that the testing organized by a proficient
nationally recognized organization and successful core should be
achieved.
o Where no appropriate proficiency testing scheme is available, the
laboratory should ensure that adequate internal quality control
testing is performed.
o Proficiency testing and comparative testing with an external
laboratory could be used.
Laboratory Safety
o Risk evaluation should be performed for laboratory safety; during

risk evaluation safe design, work practices and handling
procedures to minimize the potential for employee exposure to
chemicals should be taken into consideration. Relevant instruction
should be prepared and all staff should be trained as necessary.
o Appropriate personal protection should be provided to laboratory
staff and the use of them must be guaranteed.
Optimization of Analysis Time for Production Continuity
o The analysis time of laboratory analysis should be optimized
according to international standard methods by taking into
consideration of production continuity.
o Work on rapid analysis techniques and validation should be should
be planned.
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3. 4. PROCESS QUALITY CONTROL

a. Importance of Process Control to Product Quality
In order to deliver our products to consumers within the target quality, it
is significant to perform required controls in all stages of production. The
earlier a negative situation in production is detected, the less the defect
and waste ratio will be, and the more the cost losses will decrease.
Regular process quality controls are performed by production and quality
teams during production.
b. Access to Quality Plans, Completion of Controls

In quality plans prepared in accordance with product specifications;
parameters to be controlled, control limits, control frequencies and
persons to perform control will be determined. Operators who are
responsible for each line assess the control results against the control
limits and enable continuity of product quality.
Process and final product quality plans must be accessible from control
points at production line. If the ERP system is used, quality plans are
entered in the system by quality team on a product and line basis.
Therefore, relevant line operators are able to access quality control
parameters and limits. Control results are entered as per the control lot
number of current production available on computer screens. If the ERP
system isn't used, controls are entered in the dedicated process control
forms.
c. Controls on the Line

Parameters which may affect the quality of our products directly or
indirectly have been defined via quality plans. Accordingly, following
controls are performed:
Process Controls
o Controls of significant work parameters in plants
o Intermediate product controls
o Controls performed prior to and after packaging on the
products output from plant
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Food safety controls

o Any kind of contaminant controls, which may pose a risk for
consumers, performed prior to and during production
d. Traceability Records
Traceability in production is the major stage of process quality control. In
order to manage our risks in the most accurate way, products must be
tracked from raw material to consumer accurately.
Lot numbers of raw materials to be used in product preparation stage are
recorded in the traceability record system (ERP system, Barcode Scanner
Systems, Forms, etc.). Operator must visually check if traceability
information on the material matches with information on the system.
Then, production order and control lot are created for the relevant line
prior to commencement of production. By this way, traceability is
continued and controls are recorded. Process controls performed during
production stage are recorded until the end of production so that this lot
number isn't lost.
Traceability records are kept also in packaging stage of products. A
finished product lot number is generated to enable easy access to
records kept during process stage. Production/expiration date,
production time, machine/error number are also found on packages.
If there are no successive productions during process stage, traceability
definitions (product description, code, production/expiration date, plant
name, amount and lot no) are also made in semi-finished products. These
information are then transferred to the final product.
e. Controls in Laboratory
During production, there are parameters which are deemed as necessary
to be tracked analytically in semi-finished products or products. These
parameters are tracked via analyses in department laboratories within
production, measurement devices found at the lines or central laboratory.
Program related to analyses is defined in quality plans of the plant.
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For analyses to be performed in laboratory, the amount (one batch, one

stock tank, one shift production, one lot production, etc.) represented by
the product to be controlled is determined primarily. Sampling is made
according to that amount. Controls are conducted by production, quality
and laboratory teams.
Results of analyses performed in laboratory are compared to limits
specified in the specifications, and transferred to production department
in the fastest way. If a non-standard result is present, it must be
demonstrated through analyses that required actions are taken and
continuity of production is ensured following the correction of problem.
f. Provision of Process Quality

Achieving our target quality with the best costs is possible through
performing accurate controls and taking the required precautions in each
step throughout the production.
The earlier a problem is noticed, the more possible it is to solve the
problem with little damage. Therefore, both the line and equipment
controls and intermediate product controls are of great importance.
Every employee who works in production department must control the
result of the work he/she performs. Operators at oven are responsible for
the incoming and output products at oven whereas operators at the
packaging department are responsible for packed and unpacked products
and conformance of packaging quality.
For an efficient and rapid process quality control, it is aimed to perform all
possible controls at the lines and to benefit from laboratory capabilities,
when required, in accordance with the technical requirements.
Regardless of the location of analyses, they must be concluded as soon
as possible, the results must be assessed in accordance with the
specifications and necessary actions must be taken rapidly
i. Measurement, analysis
144
Process quality controls at the production stage are performed by

operators and process quality team at intervals specified in the quality
plans. Sampling and measurement methods necessary for each control
are determined by the related plant instructions.
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Sampling stage is critical for the reliability of analysis. The quality plans
must define who will perform sampling and from which points the
sampling should be made.
In case the analyses are performed in laboratory, samples are taken by
the employees assigned from production or quality department and
transferred to laboratory as soon as possible. Another important issue at
this stage is defining the traceability information about samples
accurately. Samples must be transferred to the laboratory with the
following information on:
Date:
Time:
Sample Name:
Batch no / time / line / machine:
(information required for clear description of the product represented by

the sample)
For the continuity of production, analyses performed for process quality
control must be involved in the plan as a priority, and results must be
communicated via the specified way as soon as they are received. The
operator who works at sampling point is responsible for following the
results of related analysis.
Coordination and cooperation among departments are very important for
the efficiency of process quality control.
Operators and process quality teams enter the results of controls they
perform in the control system (ERP, control form, etc.) by using their own
user names. Records include the time and results of the control and
analysis so that batch traceability isn't lost. In the accurate records kept
during process and product controls, green, yellow and red limits are also
tracked, and improvements and practices performed are written.
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iii .Assessment: Green/Yellow/Red

In order to produce products which own the same properties and are
loved by consumers each time, all properties of products are defined. The
process and final product specifications are prepared, involved in the
quality plans and provided to plants.
Red
limits indicate that our

products are being rejected
Green
by consumers. In case of red
limits indicate that a
limits, assembly line must be
product and a process are
stopped, measures must be taken
accurate, and that our products
quickly and limits must
satisfy our customers. Our goal
be shifted to green ones.
is to operate within Green
Yellow
Products processed
limits at all times.
limits indicate that we
within red limits are not
are unable to satisfy
delivered to
consumers and that measures
consumers.
be taken at once. Working
within yellow limits is not viable
in the long run and it
must be ensured that green
limits are achieved.
In the general product and process quality assessment, consumer

approach is taken as a basis. If all controlled properties are GREEN, the
product is considered as GREEN. If any of the properties is YELLOW, the
product is considered as YELLOW at the time of control.
If the result is received in RED area due to any property, related control is
considered as RED. Aimed at ensuring consumer appreciation, this
assessment is based on consumer perspective. Because, when a
consumer finds any problem in our product, he/she will qualify the
product as defective, no matter how convenient other properties of the
product are. Therefore, the aim is to produce products which conform with
the specifications in terms of all properties.
146
R.00.14
3rd SECTION
PRODUCTION
iv. Clear and easy-to-understand definitions in specifications

Specification limits related to parameters to be assessed must be clear
and easy-to-understand. While determining the values, limits shouldn't be
set to allow both yellow and green or both yellow and red areas. Control
parameters shouldn't be open to interpretation, and green/yellow/red
areas must be separated clearly. The method to be followed by
operators/process quality team regarding green/yellow/red limits must
also be stated.
All employees must have been trained on the specifications related to
their field of operation. We must carry out production in a way that
conforms to the specifications related to every stage. For this purpose,
every employee must make sure that he/she is informed about and able
to apply the specifications related to his/her field of operation.
147
015
Physical
Physical
Physical
COOLING TUNNEL
WAFER OF H 120 OVEN
KAPLANMI BRM GOFRET
Control
Type
Workflow Description
No
Publishing No: 1
YES
YES
Air Bubble
YES
Critic
Humidity
of wafer in
cooling
tunnel
Temperature
Parameter
mm
Celsius
C
Unit
----
A maximum of
2 pieces of 2 mm
small air bubbles
can be existed.
Greater than
2 mm or 2 mm
smaller than
that of the
hole 3 is no
more than
one trace
of air bubbles
6,75
LOWER ALARM
LIMIT
----
6,5
LOWER
REJECTION LIMIT
Line: Wafer 4
Plant: Chocolate 2
Process Name: 3103 205-03 LKER CHOCOLATE WAFER 40 G PS G-4
Process Specification
Example of Process Specification:
A maximum of
2 pieces of
2 mm small
air bubbles
can be existed.
0,1
9,5
TARGET
A maximum of
2 pieces of
2 mm small
air bubbles
can be existed.
1,5
12,25
UPPER ALARM
LIMIT
Publishing Date: 14.02.2014
Specification No: 03103.01
Greater than
2 mm or 2 mm
smaller than
that of the hole
3 is no more
than one trace
of air bubbles
12,5
UPPER
REJECTION LIMIT
Green products
produced in
standard intervals
to ensure that
production is
maintained after.
The operator are

informed to control
of blowing dust,
sprinkling and
immersionfor
vibration.
Humidity of the green

limits taken by
controlling oven
mold temperatures
and dough density.
Temperature settings
are changed until
it reaches green
limits.
ACTION FOR ALARM

LIMIT
Green products produced in

standard intervals to ensure that production
is maintained after.
The operator are informed to control of

blowing dust, sprinkling and immersion
for vibration.
The production is stopped , products having

problem are separated.
Moisture content is maintained in green limits

by controlling oven mold temperature and
dough density
Wafers which have high moisture content

are separated.
Technical maintenance team is informed

for defect.
Blockages in the tunnel are separated to

complete the cooling process later.
If temperatures do not reach the standard value,

production is stopped and information is
given to the foreman.
Cooling temperature setpoint are brought to

by changing the default value.
ACTION FOR REJECTION LIMIT
Status: Published
R.00.14
TEMPERATURE of
WAFER IN COOLING TUNNEL
WAFER MOISTURE
BUBBLE OF PRODUCT
SURFACE
COOLING
TUNNEL
WAFER OF
H 120 OVEN
COATED
WAFER UNIT
3
YES
YES
YES
CRITIC
CONTROL DEVICE
1 WAFER SAMPLE IS TAKEN /

ANALYSIS IS DONE ACCORDING
TO INSTRUCTION OF DRYING OVEN
DRYING OVEN
VISUAL
1 WAFER IS GRINDED AND SAMPLE

IS TAKEN AS 3-5 G / ANALYSIS IS
DONE ACCORDING TO INSTRUCTION
OF RAPID MOISTUREMETHOD
RAPID MOISTURE METER
3 UNITS of COATED WAFER

SURFACE ARE CHECKED IN
TERM OF BUBBLES AND IF THERE
ARE BUBBLES, THEY WILL BE
MEASURED WITH SPECIAL RULER
READING THE TEMPERATURE

GAUGE ON THE COOLING TUNNEL
THERMOMETER IN LINE
CONTROL METHOD
TWICE IN A SHIFT
ONCE IN A HOUR
ONCE IN A WEEK
ONCE IN A SHIFT
OPERATOR
ONCE IN EVERY
4 HOURS
APPROVED BY
QUALITY ASSURANCE DIRECTOR
PREPARED BY
QUALITY ASSURANCE MANAGER
PAGE: 1/1
REVISION NO: 00
REVISION DATE:__
DOCUMENT CODE: KP.00205-05.01
3 WAFER UNITS /
BEFORE PACKAGING
AFTER COOLING TUNNEL
QUALITY FOREMAN
SAP
SAP
VERIFICATION
RECORDING FORM
SAP
SAP
RECORDING
Y0020505
FORMULATION
CODE
ENFORCEMENT DATE: 14.02.2014
3 WAFER UNITS /
BEFORE PACKAGING
AFTER COOLING TUNNEL
1 WAFER / OVEN EXIT
TEMPERATURE GAUGE
PLACE AND
AMOUNT OF
SAMPLE
OPERATOR
LABORATORY
RESPONSIBLE
QUALITY FOREMAN
OPERATOR
RESPONSIBLE
ONCE IN EVERY
4 HOURS
CONTROL
FREQUENCY
Acceptance limits are based on specifications which are published in OoS.

The informations about actions in yellow limits and red rejection limits are based on spesifications which are published in OoS.
CONTROL
PARAMETERS
PROCESS STEP
WAFER 4
000205-05
40 G ULKER CHOCOLATE WAFER
NO
LINE
PRODUCT CODE
PROCESS QUALITY PLAN
PRODUCT NAME
Example of Process Quality Plan:
3rd SECTION
PRODUCTION
g. Taking Actions as a Result of Controls

All controls performed at the line and/or in the laboratory as specified in
the quality plans are assessed as a whole. It is decided either to continue
production or take precautions depending on the green/yellow/red
definition of controlled products or processes.
i. Green
All properties required to produce a product loved by consumers are
defined with GREEN value limits. Control results within GREEN limits
indicate that products are produced with the properties desired by
consumers.
Our target is to work within GREEN limits in every stage throughout the
production.
ii. Yellow
Control results within YELLOW limits indicate that we fall below consumer
appreciation level, controlled property is within ALARM limit and
precautions must be taken immediately. In this case, operators must take
precautions immediately, and record and track the precautions. Operator
must see if precautions are useful or not. If there is a parameter that can
be controlled, the operator tracks the improvement of the value or if the
parameter should be tracked by analysis results, he/she performs the
analysis or transfers the product to laboratory to get the analysis done,
and tracks the result. The aim is to shift the product to GREEN limits as
soon as possible.
If precautions taken following the determination of YELLOW limit aren't
sufficient enough, and the result is still within YELLOW limits despite the
corrections, the operator takes precautions one more time. If problem
isn't solved even after the second control, the operator notifies the
supervisor.
Persons in production, quality and R&D departments who may contribute
to solution of the problem are notified, and required work is conducted.
150
R.00.14
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PRODUCTION
It is not allowed to intentionally work within YELLOW limits during

production (for example, oven temperature, % water value, malformation,
etc.) When it is required to continue working within YELLOW limits in
obligatory cases, a risk assessment is performed as part of
NON-CONFORMANCE MANAGEMENT, and production continues once the
necessary approvals are obtained (See Section 3 Part 7).
iii. Red
Control results within RED limits indicate that products rejected by
consumers are produced, and a situation defined as REJECTION limit is
present. In this case, operation is SUSPENDED immediately. Operators
notify their immediate supervisor and quality chief regarding the problem.
Necessary precautions are taken immediately, precautions are recorded
and tracked by starting a notification. Operator must see if precautions
are useful or not. If there is a parameter that can be controlled, the
operator tracks the improvement of the value or if the parameter should
be tracked by analysis results, he/she sends a sample to laboratory for
analysis and tracks the result. It must be ensured that the related limits
are shifted to the acceptable GREEN limits. After solving the RED
problem, production continues.
When a RED result is detected, the line operator is authorized to
suspend the production; lay off the products.
The aim is continuity of production under conforming quality standards.
Except for production supervisors who will contribute in the solution; R&D,
Quality and Maintenance departments must support the performance of
required corrections in production, as a priority. Even if the incident
occurs during the night or at the weekend, all employees whose support
is needed to restart the production in an appropriate way must go to the
plant as soon as possible.
151
3rd SECTION
PRODUCTION
Yellow Limit;
Yellow Results/
Control Results
Take Action
Notify your
supervisors if the
problem isn't
solved
TestiRepeat
Tekrarla
the/
Kontrol
et
Test
/ Control
Record the actions

& continue
production
Shift limits to
Green or suspend
production
Suspend production,
pack the products which
are produced after the problem is
solved. Inform Quality Departments,
block the problem products.
h. Specification Non-Conformities: Red

i. Suspension of the line
When a red limit is present in control results, the line is suspended and
the products which are produced at the time are separated and not
allowed to be packed.
With the personnel authorized to operate the line being of top priority, all
employees who are informed, trained and responsible about the matter
are authorized to suspend the line.
152
R.00.14
3rd SECTION
PRODUCTION
Suspension of production must be performed immediately to prevent the

production of products under non-conforming conditions, and the
increase of losses. The aim of line suspension is preventing the increase
in the amount of problem products/semi-finished products.
The process of producing the problem products and separating later with
the aim of production continuity is an approach that increases not only
the costs but also the quality risks. Therefore, it isn't deemed suitable as
part of our quality systems.
Example 1: In an adverse situation encountered at oven output,
instead of turning off the oven, it is expected to stop product feed at
the first possible point and also packaging of products, by means of
suspension. The reason of including packaging process insuspension
production is a possibility of red products in the packaging line.
Example 2: In a red situation related to packaging, packaging
machine must be turned off and required adjustments
must be made. After separating the first products
produced during start-up and adjustment of the
machine, packing must be continued with the conforming
product start-up.
Example 3: When a red value is seen in the product/semi-finished
product in the tank, the related batch shouldn't be opened for
production. Re-work products or rejecting process must be
implemented.
ii. Authorization
When worked within red limits, first degree line operator/mechanic is
liable and responsible for the suspension of production.
Line operator/mechanic is also responsible for tracking the analysis and
measurement results, and resuming the production.
These authorizations and responsibilities must be clearly defined in the
role descriptions of operators/ mechanics.
153
3rd SECTION
PRODUCTION
Related role descriptions must be arranged in accordance with the human

resources procedures, approved and maintained within the knowledge of
employees.
iii. Separation of products and semi-finished products
In case of a red measurement or production condition, products which are
produced at the time are separated by the production department.
Quality department also separates all products which have been
produced since the last acceptable (green or yellow) control results.
Products are separated at the production site and transferred to areas
specified for quarantine/blockage. Blockage decisions applied at the
production site or warehouses are defined on the pallets clearly.
Definitions must include the following information:
Product name/Blockage code/Responsible person/Date
iv. Notification of relevant individuals
In case of a red measurement or production condition, operator suspends
the line/operation and notifies his/her immediate supervisor and quality
chief immediately. If the problem isn't solved after primary reviews,
production, quality, R&D and maintenance supervisors are notified
immediately and required precautions are taken.
Planning, logistics, production departments and work department
management are notified by the quality department regarding the blocked
products. The persons who were involved in the first notification are
notified about the control results and required actions (transfer, reprocess
or scrap) are taken.
If blockage decisions include shipped products, responsible persons
identified from the planning or sales company are notified, and products
are blocked in the warehouses.
If a blockage decision is made as a result of controls performed during or
after production, incident notification must be given in accordance with
the size of blockage.
154
R.00.14
3rd SECTION
PRODUCTION
Blockages over one pallet are included in incident class 2 and

quarantines of 50 or more pallets must be reported as part of incidence
class 1 (See Section 3 Part 8).
v. Correction of problem and resuming production
Precautions must be taken rapidly in order to solve the problem as soon
as possible and shift the limits to desired values. At this stage,
maintenance, R&D, quality and all required supervisors work on the
problem. If the actions taken are adequate and action results are
acceptable, production can be resumed. An agreement must be reached
on the conformance of results.
In obligatory cases, if it is requested to resume production in a way that
doesn't conform to the specifications, Non-Conformance Management
process must be started. Risk assessment is made and opinions of the
relevant departments are taken. Following the completion of
non-conformance management process, production is allowed by the
approval of General Manager, Vice President, Group President and Global
Innovation and Quality Group President (See Section 3 Part 7).
vi. Control of blocked products

Control of blocked products is performed under the responsibility of
quality department. Separated products are sampled and controlled in
accordance with the size of batch, as specified in the sampling
instructions of factories. Products without any problem are released to
the market whereas problem products are discarded or transferred to
scrap.
For the controls of products which are stored in logistics or distributor
warehouses due to blockage decision, plant quality personnel takes
samples from the relevant warehouse, where applicable, and these
samples are reviewed. If this is not possible due to the distance and time,
samples are brought to the plant with the support of sales team in
accordance with the description provided by the quality department.
According to the prevalence and risk of the problem, products are
withdrawn to the plant warehouses for review; scanning and control
process is performed. This decision must be made with the approval of
General Manager.
155
3rd SECTION
PRODUCTION
vii. Records
Non-conformance (incident) case is opened for red limits. Actions are
tracked, and non-conformance (incident) case is closed so that it includes
taken precautions and improvements performed about separated
products. (Less than one pallet is reported as part of class 3, 1-50
pallets as part of class 2, fifty and more pallets as part of class 1.) (See
Section 3 Part 8).
Each blockage situation must own a unique record number (BLOCKAGE
CODE) and these codes must be tracked by the quality department from
a general list. This Blockage Code must be used in the labels of blocked
products, incidents, all related notifications and records. These codes
may either be automatic sequence numbers received from the SAP or a
similar system, or defined by means of a manual index to be created by
quality department (See Section 3 Part 7).
Records related to product blockages and red limits must be reviewed at
daily, weekly, monthly and annual intervals, and precautions must be
taken to prevent recurrence of the problem.
156
R.00.14
3rd SECTION
PRODUCTION
Red Limit;
Red Analysis Result

Suspend the production,
notify your immediate
supervisor and quality
department
Take Precautions:
perform the required corrections
in the process and separate the products
Repeat the Analysis
IF
THE RESULT IS
GREEN
IF
THE RESULT IS
YELLOW
IF
THE RESULT IS
RED
Record and
Continue Production
Start production in
a controlled manner,
make adjustments
Production isn't started

until the problem is
solved; suspend the
products
(do not pack in case
of final product)
Repeat the Analysis
If the result is still Yellow,

notify your immediate
supervisor
157
3rd SECTION
PRODUCTION
Case Study:
Red Product Determination and Actions For Process Limits
Keeping the finish product attributes determined in specification till it is
reached to consumer is very important regarding consumer satisfaction
level. Therefore, being sensitive about process and finish product by
operators prevents to potential consumer complaints.
10 piece Cherry Menthol chewing gum has been started to packed at line1
as scheduled in production plan 3rd week of June. Routine cleanings were
completed and all required raw materials were picked up from warehouse
into production area. Production has been started after cleaning approved
by both production and quality foreman. Operator Sleyman Bayri didnt
determine any problem in taste during his control before production run.
After startup, Sleyman Bayri picked up 5 packs of product samples and
started his hourly controls on the table on which specifications are hanged.
Dates on pack were legible and clear, all pack attributes between
specification limits, no visual problem regarding package. Also he checked
opening strip, there was no problem with it and then he started to check
weights which are in limits.
During the product defect controls he realized a peeling problem which is
out of specification on top corner of coating. He opened another pack
based on the instructions to check that the red situation continues and
saw the problem in also this pack. He has stopped the line and call the
production and quality foreman urgently. Production foreman came to line
and evaluated the problem with quality foreman; they noticed that only
one of 10 products in the pack has the problem. Production and quality
supervisors have been informed about the case.
All packed and unpacked products produced in last one hour were
transferred to quarantine area after nonconformity form filled. At the same
time changeover cleaning was completed and line started to run for next
product scheduled to prevent long time discontinuity. Production and
quality supervisors informed their managers about this nonconformity.
R&D, Quality and Production functions investigated the breakage problem
by root cause analyses. Finally, they fixed the cause as Isomalt coated
product waited more than 2 hours in embrittlement department. Because
of waiting long time, coating was very fragile and it was broken during
sifting and packaging processes which works by vibration.
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R.00.14
3rd SECTION
PRODUCTION
As a solution, for isomalt coated products they decided to make sifting

process before embrittlement process and not to store in embrittlement
department more than two hours. Related functions have been informed
about this action.
To prevent extra breakage in sifting and feeding processes it was decided
to put a cushion at tipping point. By solving the problem which operator
found out, a possible consumer compliance is prevented.
i. Specification Non-Conformities: Yellow

i. Correction of problem
In raw material, packaging material, production, machine or capacity
related cases, limits are observed within YELLOW area from time to time.
This indicates that we fall below consumer appreciation level and work
within Yellow limits. Precautions must be taken rapidly for the correction
of problem. If precautions are taken in due time, results' shift to red
area is prevented and continuity of production is ensured.
When any control result is determined within YELLOW limits, precautions
taken are described in the ERP (SAP, AS400 or alike) system or manually
kept forms, and whether the precautions are useful or not is confirmed
through analyses and controls. If there is an analysis to be performed in
laboratory, support is requested from the laboratory, and conformance of
the precaution is tracked by the line operator.
If any YELLOW result is detected and precautions to be taken are
described in control plans, those precautions are taken. If the problem is
beyond the knowledge and experience of operator and encountered for
the first time, the operator notifies his/her supervisor and requests
assistance.
Operators are responsible for the correction of problems. Working within
yellow limits for a long time is not allowed.
159
3rd SECTION
PRODUCTION
ii. Failure to bring results into the Green category

Operator
YELLOW
Detection
Take
Precautions
Operator
Operator
Operator
YELLOW Notify
Confirm YELLOW
Take
the
the
Precautions
Precaution
Immediate
Again
Taken
Supervisor
Foremen/Shift
Superintendent/Line
Engineer Chief
Notify
the
Quality
Team
GREEN
Resume
Production
Yellow limits indicate a situation which should be corrected rapidly; its

continuity cannot be accepted. If precautions taken are inadequate,
immediate supervisor, production chief, quality and related departments
are notified. It is ensured that required precautions are taken.
Despite the work conducted, if continuity of production within yellow area

is requested as obligatory (The maximum duration is decided based on
the plant and product and stated in the relevant instructions; the general
reference time would be one shift.) the process of NON-CONFORMITY
MANAGEMENT must be commenced: Risk assessment is made; opinions
of the department are taken; an assessment is submitted for the
approval of the general manager and the vice president. Production may
continue after the completion of approvals (See Section 3 Part 7).
iii. Records
Actions taken for yellow limits and results of the tracking are recorded in
the record system by the production operator.
Actions taken for yellow alarm limits must be reviewed at daily, weekly,
monthly and annual intervals, and precautions must be taken to prevent
recurrence of the problem.
160
R.00.14
3rd SECTION
PRODUCTION
Case Study:
The method followed when yellow process limits cannot turned into green
limits:
Process specification yellow limits are critically important in to take action
on time and to prevent turning into the red limits. As seen in the example
below, the risk of having big amount of products in red limits was
eliminated when the operator, recognized working in the yellow limits, took
the preventive actions.
In 15th Jan 2014, in first shift (between 07:00 and 19:00), when the 2nd
Plant Oven Operator, based on the quality control plan, checked the
humidity of dough at 11 oclock in the dough cooling line exit, he
recognized that the humidity value was at yellow limit in the specifications.
To turn into the green limit, he increased the cooker temperature 4C and
recorded the preventive actions for the yellow limits on SAP system. To see
if the oven temperature adjustment works, he checked the actual
temperature of the oven, and also checked the dough humidity by putting
the dough sample into the humidity control device in each 20 minutes. On
the other hand, to see if there are any negative causes of increasing the set
temperature, he has frequently checked the cooked dough visually at the
oven exit.
During the check, he found out that the actual oven temperature wasnt
increased and after 15 minutes still the humidity value didnt turn into the
green limits. Despite a continuous increase in the oven set temperature,
actual temperature of the oven was not within the green limits, as a
consequence of this, dough humidity value didnt decrease and remained
in the yellow limits. Therefore, he immediately informed the production
foremen. To examine the situation, production foremen called the quality
foremen and asked him to check the dough limits at the exit of the oven
in the second line. The product control results were in the green limits so
that there wasnt any sorting out for the products. But the maintenance
team was informed immediately due to the dough humidity value was still
in the yellow limit. The oven was checked by the maintenance team. During
the maintenance, it was found out that one of the burner didnt work and
thus didnt heat the oven.
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3rd SECTION
PRODUCTION
In order to solve this problem maintenance team had to respond to the gas
line related with the corresponding burner. However during the
maintenance the production couldnt be done. Not to work in the yellow
limits, quality assurance supervisor discussed with the production
manager and they agreed on to make improvements on the oven. The
production stopped and the oven burner was fixed. When the production
started, it was observed that the oven temperature was at requested level
and the dough humidity value was on the green limits as defined on the
specifications. Furthermore, as a result of this problem, it was provided to
revise the maintenance plan and not to face this problem again.
162
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3rd SECTION
PRODUCTION
3. 5. FINISHED PRODUCT QUALITY

The same high quality in every package at all times can be achieved
through an efficient process quality control. Performance of controls on
site, in due time and by the responsible people is the most accurate
method for efficiency, quickness, cost and sustainability. For this purpose,
we control our process conditions, intermediate products and products in
every stage from raw material incoming to completion of packaging.
Finished products, which are packed and ready to be offered to our
consumers, are controlled visually by the consumers. The aim is the
confirmation of the results of all work performed throughout the
production stages, and the quality of final product.
Finished Product Quality

Control of Finished Product Quality
Production Scoring
Warehouse Scoring
Contract Supplier Products Control
Reference Product Samples
Shelf Life Controls
The products are controlled before being
reached to the consumers
The products
controls continue
after the products were
reached to the
consumers
163
3rd SECTION
PRODUCTION
a. Control of Finished Product on the Line

Products which are packed, put into boxes and parcels, and palletized are
considered as finished products. Finished product controls are performed
as follows: a parcel of products is taken from the line and the parcel, box,
department package and bare product are controlled in accordance with
the Final Product Specifications as specified in the quality plan.
Packaging operator is responsible for performing the finished product
controls. Along with the controls performed by him/her, the products must
be analyzed with the support of laboratory.
Quality foremen perform controls within the scope of specified sampling
plan, and share the results with production department.
Finished product controls performed on the products undelivered to
warehouse are involved in the process quality activities. Assessment
results must be as follows:
o Green products are target products and released without a
problem.
o For yellow products: The process stage which causes the products
to be yellow is determined, precautions are taken rapidly and it is
ensured that the results are green after the improvements.
o If there is a red product, packaging is suspended. Red products are
blocked, and notification, taking precautions, tracking, record and
production resuming stages are implemented.
b. Production Scoring
Scoring is the process of checking the finished product specifications for
conformance to specifications prior to shipment. These controls are
performed at specified times in each shift by participation of the
respective line operator, the production and process quality foremen and
the production and quality assurance engineer/chief/manager.
164
The fundamental principles to be applied must also be defined in the

plant instructions in accordance with the rules listed below. Target rules
with regard to scoring:
R.00.14
3rd SECTION
PRODUCTION
Frequency: Scoring must be performed per shift

Product list: Scoring must include all products produced during the
shift.
Participants: Participants must be identified in the scoring
instructions that must be disclosed to the plant personnel.
Additionally, target participation ratios shall be determined and
turnout must be published regularly by the quality department.
Participants must attend scoring as follows;
o Operator, quality assurance and production foremen = every shift
o Production chief, quality assurance chief and panelists = daily
o Quality assurance manager, production manager = three days a
week
o Plant director = two days a week
o General Manager = once a month
In each shift, multiple groups may be set up to perform scoring on
products from all production lines.Thus, all lines are checked within the
allotted scoring duration.
Scoring location: Controls should be done at a reserved section of the
production area or by a packaging machine at a plant. Tastings are
performed and assessed at the predetermined taste control points at the
production site in accordance with the specifications.
Scoring sample: A random parcel is selected from the palletized
products manufactured during the shift. Packaged and bare product
controls are performed on one parcel, one box and between one - five
units in accordance with the Final Product Specifications.
Assessment topics: Though particularly defined per product in the
specifications, the final product assessment generally includes the
following headings;
o Parcel, box, inner packaging conformance
o Conformity of products internal appearance, defects
o Product texture, composition
o Product taste / smell
165
3rd SECTION
PRODUCTION
o Weight
o Critical analytical measurements
o The conditions of neither exterior nor interior packaging are
considered for by-products and bulk products.
Evaluating the control results: The control results are evaluated
according to the properties and limitations stated in the Final Product
Specifications and recorded in scoring forms as green (approval), yellow
(alarm) and red (rejection). As a result of the assessment, preventive
measures and practices for yellow or red products are implemented similar
to final product control at the production line. They are executed as stated
in section 3 part 4g Taking Actions as a Result of Controls.
Each product that has been evaluated shall be assessed separately. Ex. If
there are 4 participants in the scoring; checking 4 products; the results
shall not be summarized to one result but shall be recorded and measured
as 4 different results.
Archiving: Production scoring evaluation forms are filled out daily and
then archived for calculation of monthly green / yellow / red ratios.
Procedures to be applied to evaluated products: Controlled products
with unsealed packaging must be kept separate to prevent from mixing with
other products. Opened packaging materials should be discarded in the
packaging waste bag and the bare products that came into contact should
be disposed of at scrap. Boxes and parcels that are short of products
should be delivered to the plant operator to replenish.
Sample Production Scoring Evaluation Form and Calculation of Scoring
Ratios:
Production scoring evaluation form sample and calculation of scoring ratios
are explained using the below example of a plant that produces three kinds
of products daily.
As for the calculation of the monthly scoring ratio, it is computed by
aggregating the number and the evaluation results of the scoring samples
evaluated daily at the month-end.
The monthly production scoring average is calculated by taking the ratio of
the green / yellow / red totals of the evaluation results to the monthly total
of the scoring samples. The resulting ratio is then converted to a percent
value.
166
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Example Production Scoring Evaluation Form;

Date
PRODUCTION SCORING EVALUATION FORM
To be
controlled
parameters
2.product
3.product
4.product
5.product
1.product
2.product
3.product
4.product
5.product
Name of Production Line /

Name of Packaging Name:
1.product

5.product

4.product
Variety No /
Sample No:
Product Name:
3.product
Variety No /
Sample No:
Product Name:
2.product
Variety No /
Sample No:
Product Name:
1.product
Product
Data
Shift
Package
Box
Unit Package
Compliance of
Product Internal
Appearance
Finished
Product Specs
Parameter 1
Finished
Product Specs
Parameter 2
Finished
Product Specs
Parameter 3
Finished
Product Specs
Parameter 4
Finished
Product Specs
Parameter
RESULT
GENERAL
RESULT
2Y
2G
1R
1Y
3G
1R
RATE%
10 G - 3 Y - 2 R = % 66 G - % 20 Y - % 14 R
5G
ATTENDEES
SIGNATURE:
NOTE: Only yellow and red parameters can be filled in the form.
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Example Calculation of Production Scoring Monthly Rates:
MONTHLY EVALUATION
168
10
15
12
14
11
15
13
12
10
15
11
15
12
14
13
13
14
15
15
15
16
14
17
14
18
12
19
15
20
15
21
15
22
15
23
14
24
14
25
13
26
13
27
15
28
13
29
15
30
15
31
15
Total
(number)
425
26
14
Rate %
%91.4
%5.6
%3
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c. Warehouse Scoring
Warehouse scoring is the process of performing product controls at
shipment warehouses with the purpose of evaluating the products and
verifying the product quality is preserved following shipment from the
plant. Thus, statistical data is gained on the general condition of our
products prior to reaching consumers and preventive measures are taken
should there be situations that require involvement.
Warehouse controls are performed by the quality assurance team per the
warehouse scoring plan. Where necessary, participants from the
production team may be provided. The fundamental principles to be
applied must be defined in the plant instructions. These principles;
Frequency: Warehouse scoring should be planned so that it is
performed at least once a week.
Product List: The product list is prepared by planning for at least
once a month evaluation of all product types produced weekly. The
attainment or lack thereof controls on the entire product portfolio, as
targeted in the monthly quality reports, must be statistically monitored.
Participants: Warehouse scoring is performed by the quality teams,
and where necessary, participants from the production team may be
provided.
Scoring location: The products from the warehouse should be
received / selected by the quality team. Warehouse scoring assessments
can be conducted in the product storage area within the warehouse and
also at plants.
Scoring sample: Upon determining the product list, product controls
are performed on at least one parcel, one box and one to five units of one
product in accordance with the Final Product Specifications.
Assesment topics: Though particulary defined per product in the
specifications, the final product assessment generally includes the
following headings. They are sensory properties such as;
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o Outer and inner packaging controls,

o External and internal physical appearance of the product (texture),
o Taste, smell
Evaluating the control results: The control results are evaluated
according to the properties and limitations stated in the Final Product
Specifications and recorded in scoring forms as green (approval), yellow
(alarm) and red (rejection). As a result of the assessment, preventive
measures and practices for yellow or red products are implemented in
accordance with the blockage/release method defined in plant
procedures.
Archiving: Warehouse scoring evaluation forms are filled out daily /
weekly and then archived for calculation of monthly green / yellow / red
ratios.
Procedures to be applied to evaluated products: Controlled products
with unsealed packaging must be kept separate to prevent from mixing
with other products. Warehouse supervisors prepare a return waybill and
return the opened products to the plant. The packaging materials of the
received goods are discarded in the packaging waste bag and the bare
products that came into contact are disposed of at scrap. Boxes and
parcels short of products are replenished and are forwarded to the
respective warehouse along with a free of charge waybill prepared by the
plants shipment department storage supervisor.
Sample Warehouse Scoring Evaluation Form and Calculation of Scoring
Ratios:
Warehouse scoring evaluation form sample and calculation of weekly and
monthly scoring ratios are explained using the below example of a
warehouse that performs product controls for five kinds of products
weekly.
The monthly warehouse scoring ratio is computed by aggregating the
number and the evaluation results of the scoring samples evaluated
weekly at the month-end. The monthly warehouse scoring average is
calculated by taking the ratio of the green / yellow / red totals of the
evaluation results to the monthly total of the scoring samples. The
resulting ratio is then converted to a percent value.
170
015
WEEK
YELLOW
YELLOW
RED
GREEN
DURATION
TIME IN
WAREHOUSE
LOT NO
PRODUCTION
WEEK
PD/ED
FINISHED
PRODUCT SPECS
PARAMETER .....
R
E
S
U
L
T
G
G
1. VARIETY PRODUCT
2. VARIETY PRODUCT
G
G
4. VARIETY PRODUCT
5. VARIETY PRODUCT
5. VARIETY PRODUCT
3. VARIETY PRODUCT
4. VARIETY PRODUCT
3. VARIETY PRODUCT
2. VARIETY PRODUCT
5. VARIETY PRODUCT
1. VARIETY PRODUCT
4. VARIETY PRODUCT
3. VARIETY PRODUCT
2. VARIETY PRODUCT
GREEN
1. VARIETY PRODUCT
RED
GREEN
5. VARIETY PRODUCT
YELLOW
RED
YELLOW
4. VARIETY PRODUCT
VARIETY
NO
GREEN
3. VARIETY PRODUCT
2. VARIETY PRODUCT
1. VARIETY PRODUCT
PRODUCT
NAME
RED
FINISHED
PRODUCT SPECS
PARAMETER 2
GREEN
FINISHED
PRODUCT SPECS
PARAMETER 1
YELLOW
UNIT
PACKAGE
RED
BOX
GREEN
PACKAGE
YELLOW
DATE OF
SCORING
WAREHOUSE SCORING EVALUATION FORM
RED
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Example Calculation of Warehouse Scoring Monthly Rates:
GREEN
GREEN
YELLOW
YELLOW
RED
RED
(number)
(%)
(number)
(%)
(number)
(%)
1. WEEK
%60
%20
%20
2. WEEK
%40
%40
%20
3. WEEK
%80
%20
%0
4. WEEK
%80
%20
%0
MONTHLY
13
%65
%25
%10
d. Sensory Test Program

One of our product control parameters is tasting conformance controls.
All employees who perform product control (operator, foremen,
engineer/chief, director) must receive sensory test training in order to
see our products with the eye of consumers. A setting must be
prepared so that everybody who performs tasting controls taste in the
same way and under the same conditions.
Tastings are performed and assessed at the tasting points specified at
the production site in accordance with the quality plans.
e. Reference Product Samples

Each plant must have a reference product plan for storing the reference
products, and this plan must be reviewed annually. Reference products
must be involved in this plan and stored in reference sample rooms under
the suitable storage conditions. These products are stored for future
review during the shelf life. Reference samples are used;
In shelf life controls.
To compare the product which causes consumer complaints.
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f. Shelf Life Controls

Shelf life controls are performed to check if a product has changed
physically, chemically and in sensory characteristics when stored under
the specified conditions.
For this purpose, reference samples are taken according to the control
frequencies specified by each plant for its products, and controlled.
Results are entered in the system (ERP, form) by quality department.
g. Contract Supplier Products Controls

Each business unit must evaluate the subcontracted products as finished
products produced within its own plant and they must pass the necessary
controls before offered for sale.
The production of subcontracted products in approved suppliers and in
suitable quality standards is in the responsibility of the business unit
quality assurance manager. Planning and execution of the subcontracted
products should be done in this content.
Each business unit should prepare instructions with information

concerning the scope, the responsible supervisor, communication and
unique methods for controls on subcontracted products.
Subcontracted products are delivered to a warehouse, either the
business units or a common warehouse, for approval per the principles
established by the business unit. After the completion of product
sampling process, for which warehouse scoring practices are used, the
controls are performed on subcontractor products in accordance with the
Final Product Specifications Conforming products receive the quality
conformity approval which begins the process for the release of products
for sale in the market. In the event of nonconformity, the products are
rejected. The subcontracts supervisor at the business unit communicates
the necessary information to the subcontractor.
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Upon production completion and prior to the delivery of the products to

the warehouse, the subcontracts supervisor may perform, when deems
necessary, the product controls in accordance with the Final Product
Specifications by using the sampling method defined in the production
scoring practices.
Subcontractors must be subjected to evaluation on specifications and
product assessments, perform production and warehouse scoring and
maintain a quality score card on the products in order to achieve expected
standards in product quality and safety. When needed, the subcontracts
supervisor may request associated records to inspect the practices.
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3. 6. POST - PRODUCTION
Post - Production
Proper products
are delivered
to warehouse
Semi raw
materials and
packaging materials
are delivered from
the lines to
warehouse
The reworks
of production
are evaluated
according to
Rewark Management
a. Delivery of Products to Warehouse

Our products with the desired target values in process and finished
product controls are delivered to warehouses to be transferred to field.
During the delivery of products to warehouses, the following are crucial:
Preserving the batch numbers which contain product identification
information (including all stages and control results of products from
raw materials to final product)
Ensuring the conditions which are specified for the prevention of any
change in the product during shelf life
Delivery of our products to consumers with desired properties. Therefore,
before delivery of products, these properties are stated to warehouses
where the delivery will take place at plant release. After ensuring that
warehouses provide these conditions, products are delivered to the
warehouses.
b. Return of Remaining Materials

After completion of the planned production amount, the remaining raw
materials and packaging materials aren't stored in the production site.
Considering to use these materials in another production:
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They are put in their original package.

The batch number which is provided by the raw material warehouse
and significant for traceability is preserved.
They are covered so that they are not affected by the external
environment.
They are delivered to the raw material warehouse.
At this stage, production department is responsible for delivering the
remaining materials to the warehouse in a suitable way; warehouse is
responsible for receiving these materials in a suitable way and ensuring
the conformance of storage conditions.
c. Rework Product Management

At the production stage, re-work product refers to the
products/semi-finished products which are conforming in terms of
content and taste but have a worn-out appearance which cannot be
offered to consumers pursuant to work principles of the company.
Re-work products are used in product recipes either by reprocessing or
directly mixing. Therefore, like all the other ingredients, re-work products
are considered as raw materials and used in such a sensitive manner.
All re-work products must be packed and labeled in an appropriate way.
The label must contain the re-work product description, code, content,
production/expiration date, plant name, amount and batch no.
Storing, planning and use of re-work products for production must be
performed in the same way with other raw materials. Conforming storage
conditions, FIFO rules, tracking of expiration date and traceability must be
ensured. Types and ratios of re-work products used in a product must
conform with the product recipe specifications published by the Office of
Specs (OoS).
Production department is responsible for managing the re-work products,
and required training is given to the related persons.
176
Instructions for rework product use must be present in each plant, which
describe the general principles, rules for tracking and use, and
responsibilities.
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Additionally, specifications must be prepared and published for each

re-work product using the following information.
o
o
o
o
o
o
o
o
o
acceptance criteria
batch number definitions for traceability
storage conditions
allergen definitions
shelf life limit
amount to be used in product
reprocessing stages
their use as packed product
special treatment situations
d. Suspension of Production - Protection of Products and

Materials
When production is suspended due to various reasons (machine failure,
problem regarding raw materials or packaging materials, suspension for
meal, etc.), products, raw materials and packaging materials must be
protected appropriately in terms of food safety and product quality.
Packaging materials and raw materials are packed and protected.
Exposed product on the machine or around,
Exposed packaging materials on the machine,
Raw material with an open cover shouldn't be allowed.
Uncovered products must be packed or separated as a waste product;
packaging coils connected to the machine must be covered; materials
such as cups must be put into their original packages or covered
appropriately.
If the production suspension period is extended, materials must be

delivered to the warehouse and the line must be cleaned properly. Since
risk assessment must be performed according to the product type, each
plant must have instructions concerning the duration of production
suspension and precautions to be taken.
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When discrete production is performed,

Semi-finished products/products without packages must be packed
for preservation; proper isolation must be ensured.
Products must be held under conforming storage conditions
(temperature, odor, moisture, cleaning, etc.).
Like raw materials, these materials must be controlled by the
production and quality departments prior to production.
Controls must be defined in quality plans.
Labeling and recording must be carried out in a manner to prevent
failure of traceability between final product and raw material.
Metal detector controls must be performed during packaging.
Example: biscuits, chocolate held for packaging after completion of
pre-production processes or biscuits and wafer layers to be used as raw
materials in a different plant.
e. Release of Convenient Products According to Process

and Finished Product Controls
Products, which are found eligible as a result of process and controls
performed according to the specifications and quality plans, are
considered to be products which consumers like, according to the Ulker
standards.
These products are made available for sale upon quality approval after
control processes are completed.
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3. 7. NON-CONFORMANCE MANAGEMENT
Non-conformance management describes how the process is to be
managed in case activities that contradict pre-determined specifications
or procedures are carried out out of necessity.
Situations, the effects of which put our products, overall quality systems,
consumer satisfaction, productivity, sustainability and quality culture
under risk, must be assessed with accurate data and managed with a
relevant approval process. Thus, the risks that pertain to the products,
consumers and the reputation of Yldz Holding will be managed as
healthily as possible.
Accordingly, the discussion topics are addressed below.
Non-conformance classes:
1. Admission and use of a raw material/packaging material that fall
within RED limits in the specifications, in production.
2. Decision to continue production within the YELLOW - alarm limits set
in specifications for a certain period of time.
3. Partial or full shipment of products that fall under the RED zone in the
specifications.
4. Carrying out of off-specification operations (practices that do not
comply with procedures and principles set forth in the quality manual
and/or carrying out or allowing the continuation of activities that can
be characterized as system non-conformance in food safety
standards, procedures and instructions)
Process:
The non-conformance management process consists of the following
steps: filling out of the non-conformance management approval form,
completion of approvals, recording and reporting. The activity can be
performed only after the completion of approvals. Launching of an activity
the approval process of which has not been completed and that is hence
non-standard, goes against the fundamental principles of Yldz Holding.
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R&D, quality assurance and production managers is responsible for

preparing the non-conformance management approval form and running
the process.
The non-conformance management approval process is launched under
the leadership of the quality assurance department by filling out the form
upon a request received from the relevant department.
The quality assurance department identifies the category,
definition and the cause of the request for approval of a
non-standard operation in collaboration with the relevant
departments.
After a non-conformance is classified and described generally, it is
presented to the relevant departments for risk assessment.
Risk assessment is performed in five categories: impact on
product quality; impact on production/process; impact on food
safety; compliance with applicable law and commercial/financial
impact.
o R&D and quality assurance departments are primarily
responsible for carrying out the risk assessment for impact
on product quality and impact on production/process,
o Quality assurance department is primarily responsible for
carrying out the risk assessment for impact on food safety,
o R&D department is primarily responsible for carrying out the
risk assessment for compliance with applicable law,
o General manager of the relevant business unit is primarily
responsible for carrying out the risk assessment for
commercial/financial impact.
o All business units and departments can insert their opinions
also in areas that they do not have primary responsibility (e.g.
the production or maintenance departments can insert
opinion about food safety; quality assurance department
insert opinion in compliance with applicable law)
The root cause analysis for the non-conformance is carried out by the
quality assurance manager with the participation of the relevant
departments. Measures and corrective actions to be taken to allow for
the continuation of production despite the non-conformance are
determined and monitored by the quality assurance department in
consultation with the relevant departments.
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Measures and corrective actions to be taken to prevent the recurrence of

the same non-conformance are determined by the R&D and quality
assurance departments in collaboration with the relevant departments
and an action plan is created. The quality assurance department is
responsible for following up with the actions that have been taken and
holding regular reviews in collaboration with the relevant departments.
The general manager is responsible for approving and implementing the
process in the plant.
When a non-conformance management form is submitted for approval,
the forms that have been prepared, within the last one year, concerning
non-conformances that fall within the same non-conformance category
are enclosed with the form.
After the non-conformance is defined, the root cause analysis is carried
out, risk assessment is completed and measures/corrective actions and
preventive actions are determined, the form is submitted to the General
Manager, Vice President, Group President, Global Innovation and Quality
Group President in this order. Non-standard raw material/packaging
material described in the form can be used and a non-procedural
operation can be performed, only after obtaining the necessary approvals
and completing the form.
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The definition of non-conformance

Reason of request about
non-standart approval
Filling out of
non-conformance
management approval form
Risk evaulation
Root-cause analysis
Corrective actions, precaution

Preventive actions
Completion of
Approvals
Recording and Reporting
The relevant business unit records and follows up with the

non-conformance management approval forms by assigning an index
number to each form as it is described below:
r: 2014 - BG - 1 - 01:
182
2014
BG
01
YEAR
Place of Production
lker Biscuit
Gebze Plant
Non-conformance Class
(1-Red raw material admission)
Item No
NON-CONFORMANCE
MANAGEMENT FORM
Demanding Department
Plant
Page
Form No
Rev. No
Pub. Date/ Rev.Date
Date
1. NON-CONFORMANCE CATEGORY
1.Admission and use of a raw material/packaging material that fall within RED limits in the specifications, in production.
(Code, name, party no, supplier,amount and date informations of raw and packaging materials)
2.Decision to continue production within the YELLOW - alarm limits set in specifications for a certain period of time.
(Code, name, plant, production line, production amount, production date and time of product)
3.Partial or full shipment of products that fall under the RED zone in the specifications.
(Code, name, plant, production line, production amount, production date and time of product)
4. Practices that do not comply with procedures and principles (Explanation of situation)
2. GENERAL INFORMATIONS of NON-CONFORMANCE

3. SITUATION EVAULATION
3.1 Reason of demanding on non-standart approval:
4. CAUSE of NON-CONFORMANCE
4.1 Root-cause analysis:
5. RISK ASSESSMENT
5.1. Impact on product quality
Non existent
Existent
Explanation ( Quality Assurance Manager):
Explanation ( R&D Manager):
(Explanation)
5.2. Impact on production/process

Non existent
Existent
Explanation (Production Manager):
(Explanation)
5.3. Impact on food safety

Non existent
Existent
(Explanation)
Non-convenient
(Explanation)
Existent
(Explanation)

5.4. Compliance with applicable law
Convenient
Explanation ( R&D Manager):
5.5. Ticari/Finans Etkisi
Non existent
Explanation ( General Manager):
6. CORRECTIVE ACTIONS / PRECAUTIONS
7. PREVENTIVE ACTONS
Action
Completed Date
Responsible
1.
2.
8. PREPARATIONS BY
R&D Manager
Quality Assurance Manager
Production Manager
9. APPROVED BY
Approved
Date
Signature
Opinion
General Manager
Vice President
Group President
Global Innovation and Quality Group President
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3. 8. INCIDENT SYSTEM
Cases contrary to procedures, instructions, standards and specifications
that are effective at Yldz Holding, outsourced notification such as legal
supervisors, consumer complaints within the scope of quality issues are
recorded and reported for measurement, management and improvement
purposes.
Main headings in the incident management process are as follows:
Detection of incidents, informing the responsible department in the
plant and initiation of actions
Recording and identification of the incident
Root cause analysis
Determination of corrective actions
Determination of preventive actions
Completion of activities
Revision
Each plant must have instructions which are compatible with the quality
manual describing the program infrastructure to be used for the operation
of the incidents process, responsible people, timing and review activities.
Quality incidents are evaluated under 4 classes.
Critical
1st Class Incidents
Important
2nd Class Incidents
Corrective
Remedial Notice
184
3rd Class Incidents
4th Class Incidents
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Critical
1st Class Incidents
Contains notification of events of maximum-risk.

Critical incidents include the following topics:
Consumer complaints or external notifications that may lead to
crisis (direct harm to human health or likely media coverage) which
may directly harm the reputation of the company
Cases of recall from the point of sale or the consumer
Quality related adverse situations and penalties that may occur
under legal controls, audits and supervisors in general
The execution of related activities without getting/completing the
necessary approvals in cases (violations of applicable quality and
food safety procedures) requiring the operation of non-conformity
management process
Regardless of the source, the high cost (TL 20,000 or 50 pallets or
more) finished or semi-products quarantine
Record: Related incidents will be recorded within the scope of the plant
incident management under the category CRITICAL by quality assurance.
Reporting: CRITICAL incidents will be reported on a daily basis to Global
Holding Quality Assurance Department. Plant Quality Assurance Manager
is responsible for reporting. These reports are centrally consolidated and
presented to senior management.
Plants continue to separately carry out incident reporting process
operating within Yldz Holding's general procedure of incidents.
Important
2nd Class Incidents
In all production facilities, incidents at a significant level in the following

scope will be defined as 'Significant Incidents of Quality':
All cases where "non-conformance management" process is operated
and where operation takes place upon completion of the approval
procedures.
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3rd SECTION
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Example: Operation of non-conformance management for the purchase of

raw materials, semi-product, packaging not conforming to the
specification
Example: Operation of non-conformance management when long-term
operation is needed in yellow range
Example: Cases where non-conformance management is implemented for
finished products outside specifications.
Recall from distributor and logistics warehouses
Quarantine due to food safety, product quality, raw materials or
packaging (1 pallet - 50 pallets)
Re-testing raw materials and semi-products with expired shelf life
Rejection of raw materials or packaging, which cause the cessation
of production more than 8 hours.
Regarding food safety, Determinations within the scope of
"Unsatisfactory" not completed within the same day
Consumer Complaints Notifications
Record: Related incidents will be recorded within the scope of the plant
incident management under the category IMPORTANT by quality
assurance.
Reporting: IMPORTANT incidents will be reported on a daily basis to
Global Holding Quality Assurance Department. Plant Quality Assurance
Manager is responsible for reporting. These reports are centrally
consolidated and presented to senior management.
Plants continue to separately carry out incident reporting process
operating within Yldz Holding's general procedure of incidents.
Corrective
3rd Class Incidents
Daily monitored quality incidents in all production facilities, which can be

resolved quickly by taking action by corrective actions in the company.
These incidents are defined as 'Notice of Correction'.
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Although similar to content of incidents of important quality, it differs in

terms of severity and size of the incident.
Corrective and Preventive Actions include the following topics:
Food safety, product quality, identification based on raw materials or
packaging
Quarantines (less than 1 pallet)
Example: Date Coding problems, duct tape problems,
Cleaning Problems
Recording / control problems
Pest problems etc.
These incidents shall continue to be processed only in accordance with
incident reporting process operating under the general procedure for
incidents in Yldz Holding; separate reporting shall not be done.
Remedial Notice
4th Class Incidents
Advisory notification given by employees aimed at improving

systems, equipment, products and raw materials / packaging
processes.
Evaluated under the leadership of plant quality managers, the
proposals which the realization of which is deemed to provide
benefits/improvement notices are projected to be implemented.
a. Examination of Incidents
Incidents shall be reported on a daily basis by the quality assurance
department to include the description of the problem together with
information on cause of the problem, Correction / Corrective Action
implemented or to be implemented, Result of the Problem, Root cause of
the problem and Quarantine, if there is a quarantine process. Relevant
departments should participate in the review and define measures and
actions to be taken to the system.
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All incidents should be reviewed on a daily basis at meetings attended

representatives of quality, production, maintenance departments and
those concerned; ongoing actions for previous incidents should be
followed-up.
b. Incident Resolution
Incidents must be resolved as soon as possible depending on the
situation of non-conformity. The relevant department shall be responsible
for resolving incidents in the first instance, but production, quality,
maintenance, and sometimes R&D departments shall work together in
resolving incidents.
c. Monitoring and Continuous Improvement

Some incidents may be issues that need to be resolved immediately, as
some may require the solution time. The person reporting the incident
shall be responsible for the result of incidents. The solution of
non-conformity shall be determined and followed by the responsible
department. For example, the production team should manage and
follow-up production-related incidents; purchasing team should manage
and follow up incidents related to suppliers or raw materials;
maintenance team should manage and follow-up maintenance related
incidents. The person responsible for the incident shall evaluate the
relevancy and adequacy of improvements made and gets support from
relevant departments, if necessary.
Regarding incidents, quality and production teams shall report on a
regular basis following the issues and products/lines of most frequent
non-conformity, investigate the root causes of the problems and provide
measures so as not to allow recurrence of the non-conformity.
Department of quality assurance shall be responsible for periodic
reviews; effectiveness of improvements and reporting the results.
Measures shall be aimed to prevent the recurrence of incidents.
188
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3. 9. CRISIS MANAGEMENT
Crisis is an unexpected situation interrupting business continuity,
creating a high degree of uncertainty, which is severe enough to include
media and/or supervisors. Crisis may contain elements that will threaten
customers, society, company employees, 3rd parties and/or financial
position, basic operations, reputation of the company, brand, or the
environment. Potential crises related to products within the scope of
quality;
Detection of large scale physical, chemical and biological hazards
that might have occurred/occur in the products.
Consumer notifications
Supplier's notifications
Deliberate contamination, bio-terrorism
Shipment / cold chain failures
Fire, natural disasters (floods, earthquakes, storms, etc.).
Communication on press or social media platforms
The crisis management system should be defined within business units
for effective management and reporting of potential and possible crisis
affecting food defense, product quality, food safety, compliance with laws
and brand image. This system should include plans for future crises in
order to continue business and operations.
In the event of any crisis, the senior management shall be informed
through the chain defined in the business unit and evaluation process
shall be started. Regarding quality and product-related crises and
potential crises, Head of Innovation and Quality Group shall be informed
by the General Manager in the first stage.
In the event of a crisis or potential crisis, Quality Assurance Manager
shall;
Evaluate the crisis quickly by reporting the situation to the General
Manager.
Provide all the support for traceability of products, blocking the
products concerned, work to detect the affected areas.
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Create and follow up the workflow and schedule for withdrawal or

recall for a possible decision for withdrawal or recall of products.
Prepare post-crisis evaluation report for actions to be taken.
The plant's suppliers should also accept to create procedures for crisis
management consistent with the company crisis management
procedures.
a. Withdrawal and / or Recalling of Products

Withdrawal
It is the process of withdrawal of the products from a network of logistics
& distributors to the plant as a result of a quality problem detected and
quarantine inspection, in order to stop sales of products to the market.
In case of withdrawal, products are collected from stores, and distributors
(wholesalers, retailers, home stores, distributors, etc.).
Decision of withdrawal of products shall be given by General Manager and
reported in the class of IMPORTANT incidents. It shall be directed within
the scope of quarantine -release process.
Recall
It is the process of recall of the products from the whole network of sales
to the plant as a result of a quality problem detected and quarantine
inspection, in order to stop sales of products to consumers. Where
necessary, recall from consumers can also be applied and handled within
this process.
Recall, is the collection of products to prevent the consumption of
products as well; it is collection of products in all channels of distribution
(wholesalers, retailers, home stores, distributors, grocery stores,
convenience stores, vending machines, etc.) including stores, distributors
and shelves.
Decision of recall shall be made by Heads of business units or Head of
Innovation and Quality Group.
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CRISIS MANAGEMENT
Withdrawal
Selling of products to
MARKETS is stopped.
The products are collected
from warehouses and
distributors.
Withdrawal is decided
by General Manager
It is reported as serious
class Incident.
Recall
Selling of products to
CONSUMERS is stopped.
The products are collected
from all sales and
distrubition channel to
prevent the consumption
Recall is decided by
Bussines Unit Group
President and Innovation
and Quality Group
President.
It is reported as
Critical Class Incident.
b. Functions Required for Recall Management Process

The severity of the problem shall determine the functions needed for
recall. A crisis manager shall be appointed by the general manager to
manage this situation and the crisis team shall be formed.
The crisis management team headed by General Manager shall be
composed of persons from the following departments:

Sales Manager
Marketing Manager
Supply Chain Manager
The relevant consultants, experts
Communication department
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Critical Issues in Crisis Management :

Risk assessment
Product traceability (including all distribution channels, in a quick
manner)
Updated contact list (stores, distributors, laboratories included)
Clear and well-written external communication text
Fast acting (especially for products with short shelf-life and/or
situations that may put the health of consumers at risk)
Steps in Crisis Management:
Receiving alerts: The first indication of a quality problem may come
from the following sections:
Plant quality assurance team

Consumers
Health-related professors
Media
Trade
Suppliers' raw materials, packaging materials or finished products
Legal supervisors, etc..
Notification: The crisis manager shall identify the situation in the

shortest time, makes the initial assessment and provide information on
the issue.
Information Collection: Detailed information about the product shall be
collected.
Research: Research shall be conducted to determine the validity and
scope of the problem. At this stage the controls of a witness sample,
production records, analysis records of suspected product and analysis
records of the raw materials used in the product shall be examined.
Risk Assessment: Crisis situation shall be considered in line with data
collected about suspicious item:
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Compliance with product specifications

Product compliance with applicable legislation
Whether the product poses a threat to consumer health and safety
Traceability of Products: Traceability of suspected products shall be
checked. At this stage, it is very essential to include the products
transported or loaded to be transported to warehouses. All items must be
quarantined.
Decision of Recall: Depending on the result of the risk assessment
made regarding the problem, the general manager of the plant shall
submit the recall assessment to the approval of President of business
unit and Global Innovation and Quality Group President.
Preparation of Draft Text of Internal and External Communication
and Communication Plan : Crisis manager should prepare the text with
support of Corporate Communications Department and by approval of
Global Holding Quality Assurance and Control Group Director, President of
business unit and Global Innovation and Quality Group President.
Giving Information to Legal Supervisors If Legally Required: The
action will be taken with the approval of President of business unit and
Global Innovation and Quality Group President by crisis manager.
Disposal of Products: Contractual disposal of products by third parties
shall be evaluated. Information on quantity, batch numbers and place of
disposal of the products disposed shall be documented and verified. If
necessary, a letter of approval for disposal of the products shall be
obtained from the competent supervisors.
Following-up Recall: Routine and quantitative controls shall be carried
out to make sure that suspected products have been removed quickly and
efficiently from all distribution channels and the amount collected shall be
followed.
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Receiving
alerts associated
with product quality
Informing
crisis manager
First evaluation
of the crisis
Crisis
management is
not needed.
If it is
not a crisis
Assessment
by taking the issue
to GM and
the crisis
team
If it is
a crisis
The problem shall be investigated

Risk assessment shall be carried out
Product traceability shall be ensured and inventory of
all locations and those affected shall be identified.
Inventory of products to be quarantined shall be prepared
Recall decision shall be made
Recall
-Consumption of products shall also be stopped.
-Consumers may be at risk
-The products are withdrawn from all distributors,
storages and shelves.
-Public is informed to not to consume
these products.
Preparation of draft text of Internal and

External Communication and communication
plan giving information to legal authorities
if legally required
Disposal of products
Following-up Recall
Carrying out the post-crisis analysis
194
All these steps

should be followed
by the crisis
manager and
General Manager
of the company.
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Control and measurement systems used for quality assurance and food
safety; audits; all kinds of assessment and monitoring methods and
feedback tools used for our quality results. Accurate assessment of
results and identification of areas for improvement is possible only when
sound feedback is available.
a) Quality Scorecards
b) Quality Index
Consumer Complaints
Number of Incoming
Complaints
Blocked
Scrap
Re-work
Rejection of incoming
raw material
Rejection of incoming
packaging materials
AIB audit score
Number of unsatisfactory
finding in AIB
Product audits
Reference test
archivement ratio
Compliance with
spesifications
Closure rate of Class 1
and 2 incidents
AIB action on-time closure
rate for unsat and serious
Compliance with quality
assurance budget
Number of nonconformance
management cases
Compliance with
specifications (green%)
with a zero defect target
AIB external audit score
Consumer complaint
(cpm)
Product audit
(reference)
c) Audits
Food Safety Audits

Quality manual
Compliance Audits
Audits of OoS
Product Audits
Certification Audits
Audits of Legal
Authorities
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a. Quality Scorecards
Plants owned by Yldz Holding monitor and report their quality
performance results by maintaining monthly scorecards.
The quality assurance and continuous improvement managers of Yldz
Holding decides and announces which key performance indicators are to
be presented on scorecards.
Plant quality assurance managers reports the scorecards to quality
assurance team at Yldz Holding Central Quality Assurance and to Plant
General Managers in the second week of every month.
The key performance indicators monitored through scorecards are as
follows:
Number of incoming complaints: The number of complaints
received from consumers. Packages that arrive after the
completion of reporting are included in the next month's report.
Once a report has been completed, it cannot be revised.
Complaints (those about export products included) communicated
directly to the plant or sales organization by a consumer are
forwarded to and recorded by the Consumer Information Center.
Number of complaints is equal to the total number of complaints
(reviewed and not reviewed) retrieved from the Consumer
Information Center.
Number of complaints of foreign materials: The number of
complaints of foreign materials recorded by the Consumer
Information Center.
Blocked: The ratio of the number of semi-finished or finished
products that have been established to be off-specification to the
total number of semi-finished or finished products. It is calculated
as a percentage.
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Consumer complaints:
Complaints per million packages (cpm): The ratio of the number of
consumer complaints received to the number of packages produced.
(number of complaints / number of packages produced)*1,000,000
When cpm is calculated;
o Multi-packs (packaging that combines or holds multiple items)= are
added as a single department (1 package) to the number of packages or
consumer complaints.
o PL-Private Label= Private label products are also included in the
calculation.
o Bulk products= Industrial products produced and sold in bulk (barrels,
tanks, etc.) are included in the cpm calculation.
o High weight products= Also, all products that are heavy in weight are
included in the calculation (e.g. 10 kg oil for bakeries). Number of packages
is equal to the number of products produced during a month.
At plants, numbers of packages are calculated as follows:
o Single-sold items: Each package offered for sale bearing a bar code will
be considered as constituting a single (1) package.
o Multi-pack products: Regardless of the number of products contained in a
package, the package will be considered as constituting a single
(1) package. Private label products will be included in the calculation as it
is explained above.
Concerning EDT products, each department packaged in the transport
package (in secondary packaging material) will be considered as
constituting a single (1) package. Method used to count contents of
parcel depending on type of packaging:
o Products transported in parcels: Contents will be counted based on the
minimum number of products in a parcel.
o Products transported in kraft sacks : Each separate kraft will be
considered as constituting a single (1) package.
oProducts transported in tote parcels: Each separate tote parcel will be
considered as constituting a single (1) package.
Numbers of packages are obtained monthly from the productions planning
department. Under normal circumstances, monthly production figures are used.
On the other hand, companies (e.g. Kerevita) with which we have a special
relationship can contact the quality assurance department at Yldz Holding
headquarters and makes their calculations based on the number of packages
sold.
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Scrap: The ratio of the number of semi-finished or finished

products that are sold for a purpose other than what it is intended
for; that have been discarded as rubbish or that have been
eliminated through various methods to the total number of
finished products. It is calculated as a percentage.
Re-work: The ratio of the number of semi-finished or finished
products that have been re-processed at any point of a process to
make its packaging and contents or features to be compatible to
the total number of finished products. It is calculated as a
percentage.
Rejection of incoming raw material: The ratio of the number of
raw materials that are within rejection limits but cannot be
admitted into a plant to the total number of raw materials
admitted to a plant. It is calculated as a batch percentage.
Rejection of incoming packaging material: The ratio of the
number of packaging materials that are within rejection limits but
cannot be admitted into a plant to the total number of raw
materials admitted to a plant. It is calculated as a batch
percentage.
AIB audit score: The score obtained through an AIB audit.
Number of unsatisfactory findings in AIB: The number of
unsatisfactory findings last AIB audit.
Product audits: The result of the consumer test given to products
set in the annual product audit schedule at dates specified in the
schedule. While lker products that score over 45:55 and 43:57
conformance test in a benchmark test pass the test, those that
fail to score these ratios fail.
Reference test achievement ratio: The ratio of the number of
successful tests to the total number of tests.
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Compliance with specifications: It is a rate expressed in a

percentage that shows the extent to which a product or process
complies with consumer specifications. The target is zero defect. It
is expressed as monthly green rate (%). Industrial products are
included in the calculation. The parameters that plants identify as
impacting a product directly and indirectly are weighted at 75
percent and 25 percent, respectively.
Closure rate of Class 1 and Class 2 incidents: It is the closure
rate of Class 1 and Class 2 incidents expressed in a percentage.
It s calculated by dividing the number of Class 1 and Class 2
incidents that are due to be closed or overdue by the total number
of Class 1 and Class 2 incidents that are due to be closed.
AIB action on-time closure rate for unsat and serious : It is the
ratio of the number of actions that have been closed on time for
unsat and serious to the total number (already taken + to be
taken) of actions.
Compliance with quality assurance budget: It is the ratio of the
realized quality assurance budget to the planned quality
assurance budget. Budgets are monitored monthly on a
year-to-date (YTD) basis.
Number of non-conformance management cases: It is the number
of times the non-conformance management process is run when a
non-conformance arises (e.g. the number of times the
non-conformance management process is run for an
off-specification raw material). Or, the number of cases for which
the approval processes of the non-conformance management
approval form is implemented.
199
200
Quality Manual Audit Score
Number of Incompliance
Management
Hold Product
Referance Test %Pass
AIB Unsat & Serious Action

Completion Ratio On Time
AIB Audit
Spec. Compliance
Consumer Complaints
Quality Index
cpm
Score
Avarage Score
Number of Incompliance
%Pass / Total Test
2nd audit # of Unsat
Avarage Score
Green%
Number of f. object cc.
Number of cc.
BUSINESS UNITS
Example Quality Scorecard:
Business
Unit 2
Business
Unit 3
Business
Unit 4
Business
Unit 5
Nov. Nov. Nov. Nov. Nov. Nov. Nov. Nov. Nov. Nov.
2013 2014 2013 2014 2013 2014 2013 2014 2013 2014
Business
Unit 1
2013 - 2014 QUALITY SCORECARD
3rd SECTION
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b. Quality Index
The quality index is calculated by taking the weighted means of certain key
performance indicators of production facilities owned by Yldz Holding and
reported monthly. At the year-end, a year-end quality index score is
calculated by calculating the cumulative values of the key performance
indicators.
The key performance indicators (KPI) used in calculation the quality

index:
Compliance with specifications (green %) with a zero defect
target: They are target limits showing that a product or process
complies with consumer specifications. It is obtained by
calculating the percentage at which business units operate within
the green limits very month. This value is obtained from plant
quality managers every month.
AIB external audit score: It is the score obtained in an audit
carried out by American Institute of Baking (AIB). If, at the end of
an AIB audit, the findings are found to be unsatisfactory, the AIB
external audit score will be "0." Every business unit is subjected
to an AIB audit twice a year. The results of the last audit are
included in the quality index calculation. AIB external audit report
score are reported to plant quality assurance managers and
quality assurance team at Yldz Golding headquarters in a report
prepared by AIB.
Consumer complaint (cpm): It is the rate of consumer complaints
per million packages. It is obtained by multiplying the ratio of the
consumer complaints received per month to the total number of
packages produced by one million. The cpm (consumer complaints
per million packages) value is reported monthly to the quality
assurance team at Yldz Golding headquarters by plant quality
assurance managers.
Product audit (reference): Our products are compared against
reference products and scores they obtain are also included in the
quality index. The result is calculated by taking the average of
scores obtained through tests made in the relevant month.
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The quality index score is calculated by multiplying each key performance

indicator (KPI) is multiplied with pre-specified weights.
202
g
in
ed
ce
od
Go
Ex
Un
ac
ce
pt
KPI
Im
p
Re rove
qu m
ie en
d t
ab
le
The quality index score varies between 0 200 and is defined as described
in the tables below:
%Green
0 - 16
17 - 24
25 - 32
33 - 40
% Reference Test
0 - 16
17 - 24
25 - 32
33 - 40
AIB
0 - 24
25 - 36
25 - 32
49 - 60
cpm
0 - 24
25 - 36
37 - 48
49 - 60
Quality Index Score
Description
0 - 80
81 - 120
121 - 160
161 - 200
Unacceptable
Improvement Required
Good
Exceeding
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c. Audits
A centrally-determined audit and monitoring program is implemented in
order to take measurements and make assessments concerning quality
assurance and food safety practices used in plants. At the end of each
year, requirement for the next year's audit program is issued. In order to
ensure the standardization and efficacy of measurement and assessment
practices, Global Quality Assurance Department of Yldz Holding specifies
the following criteria, subject to the approval of the Global Innovation and
Quality Group President:
Organization, internal and external parties that performs the audit

Audit frequency
Whether an audit is performed announced or unannounced
Scope
Grading and assessment criteria
The system is reviewed and assessed in collaboration with other
business units and necessary improvements are made.
i. Food Safety audits

These audits, which are performed in plants, involve the auditing of hygiene
and food safety programs. Every plant undergoes regular food safety audits
to observe and monitor the food safety system in operation. Since food
safety practices are of critical importance, scores obtained through these
audits are monitored over the quality index.
Internal food safety audits are performed monthly by a trained food safety
audit team under the leadership of plant food safety engineer/supervisor.
External audits, on the other hand, are performed by independent audit
firms and results are reported to plant management. Frequency of external
audits is determined by the management. Actions to be taken during
internal and external audits are monitored and it is ensured that they are
completed on time.
Audits focus primarily on field best practices and document controls are
performed during the last stage of the audit. Food safety audits are
performed under five main headlines:
Operational methods and personnel practices
Maintenance for food safety
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Cleaning practices
Integrated pest management
Adequacy of prerequisite and food safety programs
Audit findings are ranked based on the severity of risk they pose as
follows:
Minor
Improvement needed
Serious
Unsatisfactory
At the end of the audit, the food safety performance of the plant is scored
on a 1,000 point scale.
The plants that will undergo a food safety audit for the first time receive
training and create their own audit teams. Afterwards, they begin to
undergo announced and unannounced audits.
ii. Quality Manual compliance audits
Yldz Holding Quality Manual compliance audit, which are performed to
establish whether the principles set for the Yldz Holding Quality Manual
are conformed with, are done by focusing on the efficacy of the practices
adopted in plants. The steps that are given below must be followed while
realizing the audits;
Audits are performed by central quality assurance department team
or by a team authorized by central quality assurance department or
by the contract audit firms.
Audit frequency is planned at least once a year and follow-up audit
can be organized if needed.
Audit question list has been prepared based on Quality Manual. In
case of changes in the common procedures and minimum
principles of the manual, question list should be revised.
The report of the Audit is published by Central Quality Assurance
to the related Business Unit.
Audit results have been tracked on Business Unit Scorecards
monthly.
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After the audit, action plans created by the business units are
reviewed in the monthly evaluation meetings.
iii. Audits of OoS ( Office of Specs)
It is an audit performed to establish conformance with the specifications
issued by OoS. Basic topics such as specifications change management;
prescription and product tree management; quarantine; release;
admission-qualified admission are audited.
Conformance audits are performed by relevant teams under the
coordination of Yldz Holding internal audit directorate.
iv. Product audits
Product audits are performed by the consumer technical research
department in order to understand how our products are received by our
consumers. It comprises the following tests:
Comparison of lker products available at supermarkets with
reference products
Comparison of a competitors' products with lker products
Product audits contain the steps are given below:
Sampling: The consumer technical research team collects the products
to be audited at 10 different points of sale (small and large supermarkets
included). The products must differ in terms of productions shifts, dates
and times.
Consumer surveys: Reference and benchmark tests are prepared by
using different test methods and given to consumers in survey format.
Afterwards, the survey results are used to measure the level of
satisfaction with our products.
Analyses: The products that are audited are sampled and the samples
are analyzed in laboratories. The results are assessed in conjunction with
consumer survey results.
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Action Planning: After all assessments are completed, areas of improvement

of our products are determined and these are affected through actions
planned in collaboration with R&D, quality assurance and production
departments.
Production of Reference Product Approval: Reference products are
produced in a controlled plant environment, which are later used in reference
product tests. During this production process, from raw materials and
packaging materials onwards, it is monitored whether all products run within
the green limits. Only products that are 100 percent green which is called
Reference product can be used in reference tests.
Depending on the test results, areas of improvement, if any, are identified; the
quality assurance and production departments prepare an action plan and
monitor the actions.
v. Certification audits (ISO, BRC, IFS, Halal, Kosher)
Certification audits are performed by a contracted third party in order to
support existing quality assurance and food safety systems. Plants identifies
an auditing firm from the list of approved audit and certification institutions
drawn up by Yldz Holding Global Holding Quality Assurance Department and
prepare their audit plans early in the year. The examples of certification
audits are ISO, BRC, IFS, Halal, Kosher, etc.
vi. Audits of legal authorities
The first guidance to visitors from government agencies or other
institutions are provided by the reception attendant at the plant
entrance.
As the visitor arrives, the gate security informs the mandate
manager and the quality assurance manager. Therefore, updated
contact information of the mandate manager and the quality
assurance manager must be registered in the reception. In the case
of unavailability of the responsible people, contact information of
the substitute person should also be registered.
Receptionist completes the visitor registration process for visitors.
Government agency or other institutional auditors must be
accompanied by and/or the quality assurance manager / the
mandate manager, or those persons assigned by the mandate
manager.
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The use of cameras or recording devices by visitors or auditors

from government agencies or other institutions are permitted only
by the approval of the general manager.
Government agency or other institutional auditors provide
information such as the code, production date, etc. on the product
they want from warehouse or point of sale. Samples are delivered
by personnel assigned by the production manager.
In the event samples are taken for analysis, at least two replicate
samples must be taken on behalf of the business unit with the
purpose of using one sample for parallel analysis and storing the
other for future controls during the shelf life.
If a punitive or an appeal case arises during the audit, required
negotiations and the appeals process is initiated within seven
days.
The audit reports, filled out by the government agency visitors, are
distributed to the general manager and other managers by the
quality assurance manager who also properly preserves them.
Such audit process is reported in an incident report as a 1st Class
Incident.
d. Continuous Feedback
Every employee of Yldz Holding, from production (raw materials and
packaging materials to field operations), is responsible for ensuring the
production of products that satisfy our consumers. Areas of improvement, if
any, are monitored and employees must fulfill their duties and responsibilities
in order to further improve our practices.
Therefore, scorecards and quality indexes, which include the most important
measurements on quality, must be shared regularly with all employees.
Meetings, trainings, notice boards and information displays can be used for
sharing scorecards.
e. Communication of Results and Actions

i. Daily Zero Defect meeting
It is held to inform the concerned employees about the problems encountered
in plants on time; to ensure right communication and division of labor and to
develop quick solutions.
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In addition, information is provided concerning whether the tasks that were

planned to be completed in previous meetings are completed or not.
Meetings are attended by production and quality assurance foremen, quality
assurance
manager/supervisor,
production
manager/supervisor,
maintenance manager/supervisor and, if required, by purchasing supervisor
and daily events, products set aside as non-standard and incoming material
control result concerning packaging and raw materials are discussed.
ii. Weekly quality meeting
Issued impacting product quality is assessed weekly by business unit.
Concerned employees (quality assurance manager/supervisor, production
manager/supervisor, supply chain manager (purchasing/planning/logistics)
are invited to the meeting. Products that have been blocked, product recalls,
consumer complaints that have led to crisis and events are discussed.
iii. Meeting of monthly quality presentation
It is held monthly to monitor and share the key performance indicators that
impact plants' quality performance. General Manager, quality, production,
maintenance managers and related members of these departments
participate in meetings (purchasing/planning/logistics) and monthly quality
score card, quality index and monthly quality report are presented. Necessary
actions are identified.
iv. Consumer complaints meeting
Consumer complaints that are conducted by Consumer Communication
Center are presented and examined in periodic consumer complaint review
meetings to establish the root causes of these complaints and prevent any
recurrence. Quality assurance, production and maintenance teams attend
these meetings. The issues that require taking action are identified. The
corrective- preventive actions (CPA) and the action plans, which are arranged
by Quality assurance department, are monitored. The CPA is closed after the
actions that would prevent the recurrence of the problem have been taken.
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Daily
Zero Defect
Meeting
Problems
Comminication
in time
Quick action
Weekly
Quality
Meeting
All kind of problems

about product quality
Blockaged products
Recalled products
Crisises on consumer
complaints
Incidents
Meeting of
Monthly
Quality
Presantation
Following and
sharing the key
Performance
Indicators
Consumer
Complaints
Meeting
Evaluation of Consumers
Complaints
Root-Cause Analysis
Actions are planned
and performed to
prevent the repetitions
v. Reports
The following reports are prepared and shared regularly to provide
information, to review, to communicate and to report:
Daily reports: Events, quarantine-release announcements and consumer
complaints
Weekly reports: Weekly quality report and consumer complaint report
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Monthly reports: Scorecard, quality index and monthly plant quality report
(The reports must be published until 10th day of every month).
Quarterly reports: Quarterly review reports to be presented during quality
assurance steering committee meetings.
Annual reports: Annual quality report
f. Monitoring of CPA (Corrective and Preventive Action)

Process
Corrective and preventive action, concerning the quality management
systems being implemented in plants, identifies the authority,
responsibility and practices necessary to investigate the cause of
non-conformances detected during the admission of raw materials and
packaging materials; process and finished product stages and after the
delivery of the product to the consumer.
Departments where a non-conformance is detected are issued a
corrective and preventive action to investigate and solve the problem. A
corrective and preventive action can be issued by anyone who is involved
in problem detection.
Whether a corrective and preventive action issued to tackle
non-conformances was closed on time or not; whether the problem was
investigated correctly and its cause was identified or not and whether the
non-conformance recurred or not is monitored by the person who issued
the CPA.
CPA system aims at preventing the recurrence of problems by recording
the non-conformances and solution processes and offering a quick and
convenient source of reference when a similar problem arise in other
departments.
A corrective and preventive action can be launched by any of the reasons
given below:
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Monitoring and measurement results
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When critical control point/specific control point deviates from

critical thresholds
Non-conformances identified in raw materials and packaging
materials
Non-conformances identified in finished products
Consumer Complaints
Non-conformances identified as a result of internal and external
audits
CPAs must be reviewed regularly with the participation of all departments
under the leadership of the quality assurance department and hitches
identified must be presented to the management. CPA closure rates,
return times, timely completion of identified actions, and recurrence rate
of non-conformance mentioned in a CPA must be assessed in monthly
quality reports and reported in quarterly and annual reports and be
presented.
g. Continuous Improvement
Our target has been defined as Zero Defect in accordance with the quality
assurance principles adopted by Yldz Holding. In order to move closer to
this target and improve our results daily, we must collaborate. We will
make progress only when each of us feel full responsibility for what we do
and fulfill these responsibilities fully.
Achieving better results every day depends on:
Sound measurement
Useful feedback information
Sound investigation of problems
Accurate identification of causes
Identification and effective monitoring of corrective and preventive
actions
Establishing whether same problems recur or not and, if they do, taking
necessary measures.
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3. 11. PROJECT MANAGEMENT

In the scope of continuous improvement, improvement projects are
followed in a standard way in all business units by considerin common
quality vision and principles.
As we targeted permanent solutions in quality projects, we should look for
a solution with a different approach than daily problems.
Needs to be done to achieve permanent solution are followed
systematically with below steps.
CURRENT
SITUATION
EVALUATION
TARGET &
SCOPE
ANALYZE
DEVELOPMENT
CONTROL
DETERMINATION
1. Step: Current Situation Evaluation

Identify improvement areas by analyzing measurable goals
according to the organizations needs and requirements (Statistical
data such as scorecard, quality index, %green reports, consumer
complaints can be used).
% GREEN REPORT
Specification Compliance
PROCESS % 25 +
SEMI PRODUCT&FINISHED PRODUCT % 75 G
AVERAGE OF PLANT
Y
70,08 19,69 10,23 100,00
212
23,31
25,51
17,78
14,75
14,77
PROCESS % 25 +
SEMI PRODUCT&FINISHED PRODUCT % 75 Y
PROCESS % 25 +
SEMI PRODUCT&FINISHED PRODUCT % 75 R
31.05.2013
30.05.2013
16,31
29.05.2013
15,76
28.05.2013
16,53
23,05
20,72
27.05.2013
18,91
65,00
74,61
26.05.2013
7,84
6,95
17.05.2013
4,59
16.05.2013
11.05.2013
10.05.2013
09.05.2013
2,02 2,56
10,71
21,17
16,31 17,19
61,17
67,27
70,21
24.05.2013
8,13
6,45
08.05.2013
07.05.2013
06.05.2013
5,07
05.05.2013
9,38
04.05.2013
03.05.2013
02.05.2013
01.05.2013
11,60
15,76
22,25
23.05.2013
15,07
17,19 22,62
19,28
25,00
22.05.2013
20,25
7,30
13,10
32,46
18.05.2013
25,58
24,12
15.05.2013
21,25
16,26
69,92
70,65
66,67
65,96
14.05.2013
14,41
13,95
62,17
60,14
67,36
73,77
68,10
13.05.2013
19,69 22,43
78,75
21.05.2013
64,79
12.05.2013
55,97
74,89
72,11
70,49
25.05.2013
73,20
71,19
20.05.2013
73,20
70,40
19.05.2013
78,70
76,57
cpm
Incoming
Packaging
Material
Incoming
Raw Material
1,35
2,02
0,14
0,96
Reject (%)
Cond.
acceptance (%)
Reject (%)
0,67
Cond.
acceptance (%)
0,04
Scrap
Rework
0,76
Hold product
0,09
14
(CC per million pack)
Biscuit
Gebze
Biscuit
Ankara
CCC
orlu
Ak Gda
Total
Marsa
Adana
0,00
0,11
0,00
0,83
0,21
0,00
0,31
41
0,18
0,70
0,18
2,20
0,24
0,67
0,00
1,01
0,10
0,00
0,17
2,43
0,24
0,80
0,00
0,85
22
0,47
0,00
0,00
1,50
0,75
0,21
0,00
1,38
16
0,20
2,02
0,00
2,18
0,91
0,37
0,00
0,83
18
0,23
0,00
3,72
1,04
0,52
1,52
0,03
3,54
0,43
1,68
2,23
0,00
0,00
1,12
0,00
1,52
10
0,87
0,37
0,67
0,68
48,65
0,14
0,01
0,78
30
0,57
0,28
0,00
2,96
0,00
0,94
0,66
0,50
0,74
0,00
1,56
27,30 3,65
0,14
0,02
0,24
36
0,45
0,94
0,94
1,30
0,00
1,28
0,00
2,47
0,70
July
July
July
July July
July July
July July
July
July
July
2012 2013 2012 2013 2012 2013 2012 2013 2012 2013 2012 2013
Chocolate
Topkap
Number of
con. compl.
Consumer
Complaints
BUSINESS UNITS
QUALITY SCORECARD
R.00.14
3rd SECTION
PRODUCTION
213
3rd SECTION
Number of Consumer Complaints 2013
PRODUCTION
Consumer Complaints
350
800
323
700
300
600
250
500
200
400
150
122
100
50
0
300
63
61
JAN
35
FEB
41
31
29
MAR
APR
184
53
30
15
MAY
16
100
11
JUNE
200
YTD
YE
2013
2012
2. Step: Target & Scope Determination
Determine the project scope

Determine the goals
Determine the project team
Create the project schedule
Budget planning
DEFINITION
CATEGORY
OBJECTIVE
TARGET
PROJECT PLAN
214
PROJECT TEAM
4.3
4.2
4.1
3.3
3.2
3.1
2.3
2.2
2.1
1.3
1.2
1.1
NO
CONTROL
DEVELOPMENT
ANALYZE
TARGET & SCOPE DETERMINATION
ACTION
RESPONSIBLE 1. WEEK
2. WEEK
4. WEEK 5. WEEK
PROJECT PLAN
3. WEEK
6. WEEK 7. WEEK
8. WEEK
9. WEEK 10. WEEK 11. WEEK 12. WEEK
R.00.14
3rd SECTION
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215
3rd SECTION
PRODUCTION
3. Step: Analyze
Determination of the root cause of the basic variables that cause
the defects
Generate the substructure fort the works will be done in
improvement stage.
Methods can be used;
1. Brain storming: Used to determine the possible cause of the problem.
All project team determine the sub reasons of the main topics that are
found out during brainstorming.
2. Fishbone diagram: Problem causes are grouped as Material,
Machine, People, Environment and Measurement. Environmental and
internal factors should be examined in detail during creating the
diagram. The possible causes of the problem should be determined
and gathered under the main topics. Everyones opinion, related with
the problem, should be taken.
Environment
People
Employee's
carelessness
Method
Product packaging
in soft form
Temperature of
enviroment
Lack of training
Not controlling of
products before
shipment
FISHBONE
DIAGRAM
Product
Deformation
Measuring unclearly
the contents of products
Rubbing of mixing unit

and extruder unit
Lacks of adjustment in the
packaging winding
drum unit
Measurement
216
Machine
Weak of packaging
material durability
Horizontal gutter
directionsof inside
packages
Material
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3rd SECTION
PRODUCTION
3. Cause Analysis: Used to understand the main and the basic reason
of the problem by examining the causes of the problems in
backwards. To find the cause of the problem, question why should
be asked at least 5 times.
4. Pareto: Used to prioritized the causes of the problem. The frequency
of each cause or effect size identified and ranked from the largest to
smallest. The causes of problem in the 80 % are focused.
CONSUMER COMPLAINTS
20
18
16
96%
100%
87%
18
120%
100%
76%
14
80%
63%
12
11
10
60%
8
6
40%
39%
0
Foreign
Material
Packaging
defect
Melting
Missing Weight
Expiry Date
20%
2
0%
Other
PARETO CHART SAMPLE
4. Step: Development
Determination of the most effective solution
Determination and the development of the changes that ensure
the targeted improvements discussed in the project
(Data collection, brainstorming methods can be used)
5. Step: Control
Evaluation of the applied improvement plan and the obtained results
State the works to be done for the sustainability and increase of the
gained achievements.
(Can be followed by data collection in determined periods.)
217
3rd SECTION
PRODUCTION
3. 12. TRAINING, CERTIFICATION&

COMMUNICATION
Producing products that will gain our consumers appreciation can only be
achieved by the quality and food safety awareness of our employees.
Without forgetting that every role in our value chain is essential, it is of
great importance to fulfill our roles and responsibilities as lker
employees under any circumstances in order to reach the Zero Defect
goal and to deliver consistent quality in each package.
For all of our employees to recognize their importance in the quality
culture and to possess food safety awareness,
They must be empowered to achieve and maintain knowledge and
competencies in line with their duties and responsibilities.
They must be informed of quality assessments and their results.
They must be made aware of their duties and responsibilities in
the quality processes.
They must be included in solving problems that arise in every
process which affects quality
a. Training and Certification

Yldz Holding Quality Manual includes shared and minimum quality
procedures and their prerequisites that must be implemented starting
with our supply chain and through to Yldz Holding factories and sales
and distribution operationsTherefore, our manual should be used as an
essential training tool.
Important topics in training and certification process are as follows:
i. Execution of Training Programs
ii. Measuring and Validating the Effectiveness of Training Programs
iii. Role of Training Programs in Key Performance Indicators
218
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3rd SECTION
TRAINING AND CERTIFICATION
PRODUCTION
BASIC
TRAINING FOR
NEW
EMPLOYEES
REALIZING OF
TRAININGS
MEASURING AND
VALIDATION OF
TRAININGSS EFFIENCIES
SPECIFIC
TRAINING
BASEDON AREA
OF WORK
TRAINING
ROLE IN KPIS
COMMUNICATION
i. Realizing of trainings
The main purpose for providing training for our employees is to prevent
situations that risk product quality and food safety. Therefore, prior to
starting work, each employee must bear in mind the requirement to know
Yldz Holdings fundamental quality and food safety practices and
procedures specific to their duties and responsibilities. For this purpose,
training programs must be implemented under two main topics: basic
training for new employees and specific training based on area of work.
219
3rd SECTION
PRODUCTION
- Basic Training for New Employees:

Prior to starting work, new employees must complete the job-related
training on fundamentals of food safety and quality.
- Specific Training Based on Area of Work
In addition to basic training, and based on their business units
and in line with their duties and responsibilities, the new
employees must be trained on below mentioned topics, and
receive their certificates during the first two months of their
employment:
o Quality personnel - the Quality Manual,
o Warehouse personnel - quality and food safety practices at the
warehouse (including pest control program),
o Personnel with roles in cleaning activities - cleaning practices,
cleaning instructions and chemicals,
o Laboratory personnel - laboratory management,
o Maintenance team personnel - maintenance practices for food
safety,
o R&D and quality teams - Specifications center practices,
o Quality and food safety personnel with roles in internal audit Internal auditor training.
o As for production and quality foremen and production operators,
they must be trained in the following topics based on their work
area:
General and production line based specifications training
Critical control points (CCPs) training based on production line
Foreign material controls training
Training on allergens
Blocked parts training
Sensory testing program
If operator training is provided to production operators before starting
work, depending on the business unit, and given the
abovementioned training topics, then training on quality and food
safety practices must also be provided.
220
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3rd SECTION
PRODUCTION
Production operators must receive on-site, one-to-one and applied

production line training (specifications and CCPs) on current or
future production line assignments. Production operators must be
assigned to run a particular production line they have completed their
training on and they have been established for sufficiency.
In view of product quality and food safety of the production plan, the
specific training received by operators as listed below must be taken
into consideration when assigning operators to production lines at a
plant. Otherwise, such specific training must be provided.
o Whether same product is produced or not on the production line
the operators assignment is changed to.
o The existence of production line CCPs implemented with the same
principles
o For the line equipment to have identical features
o For the packaging operator, to have the identical packaging type /
group on the production line
o To have spent at least fifty percent of the monthly working hours
on the production line the operator has received training on
o To have a backup operator who has received the same specific
trainings for situations when the operator may be absent (due to
sickness, etc.), and to first engage the backup operator during
production line assignment changes
The records must be kept on the production operators training
received on current or future production line assignments. They must
be monitored, evaluated on applying responsibilities after the trainings
and if it is necessary, the trainings must be repeated.
Training the affected personnel must be prioritized over issuing
instructions and procedures on revisions made to product quality and
food safety documents.
Training Programs and Implementation:
Training content is established by plant quality assurance and training
directorates in accordance with topics and frequency determined by the
central quality assurance training and certification department.
221
3rd SECTION
PRODUCTION
Training and record keeping responsibility lies with the persons identified
in the plant instructions or as per their job descriptions; however it is the
responsibility of the immediate supervisor to dismiss an employee who
has not received training.
The training programs that need to be executed are included in the
relevant sections of the manual.
Refresher training must be provided at least once a year or as needed
depending on the employees performance.
ii. Measuring and validation of the effectiveness of the trainings
After the trainings which are conducted in line such as specs, critical
control points, allergen controls, etc. employees must be monitored in 3
months to validate the employees understand the issues Aim is to see
the training is reached to the targets with the employees activities.
Every business units must form and record how to score the training
monitoring after the validation of trainings according to their own the
methods.
The records of the training validation must be periodically interrogated.
Quality assurance foreman must include the specific training validations
in their daily controls either realizing with the production or monitoring the
activities.
iii. Training role in KPI's
If business unit consider consumer complaints, nonconformities,
incidents, internal and external audits, there will be training needs.
Training could be an action when the changes in KPIs of scorecards and
quality index are subjected to root-cause analysis.
After non-conformities in practices and operation, if the training is an
important action, supervisors must request the trainings for their team
members from the training department to refresh the trainings. While
determining the training requests, the performance results of employees
must be also considered.
222
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3rd SECTION
PRODUCTION
Sustainability on realizing, tracking and validating of trainings have an

important role in continuous improvement process.
b. Communication
Everyone in the value chain has a responsibility in producing the valuable
products which are keen on by our consumers. Therefore everyone must
follow their roles and responsibilities to resolve the issues that are
needed to be improved.
The employees must be informed about updated quality work results and
plant performance results as well as they are trained according to quality
and food safety standards. The employees must be informed with the
good and bad issues of products to increase the involvement and the
ownership in resolving process of the problems. Therefore,
Results of quality scorecards and quality index

Rate of green product
Consumer complaints
Rates of scrap/ rework and quarantined products.
Product audit results
Results of internal and external audits,etc
subjects included in quality reports must be announced on the quality

boards, must be shared in zero defect meetings and the plans and
responsibilities on sharing the updated informations of quality
performance results must be defined.
223
QUALITY
CAMPAIGN
th
SECTION
PRODUCT
DISTRIBUTION
AND STORAGE
th
SECTION
PRODUCT
DISTRIBUTION
AND STORAGE
Each of our products is a promise from Ulker to consumers!
In order to offer the proper quality to our consumers in each bite, we must
meet the specified standards and preserve our products in each step
from the supplier to consumer.
The process of distribution and storage of the products includes the
activities of distributing our products from plants to distributors
warehouses, business units regional warehouses or to temporary
warehouse which is distributed to sales channels and storing in these
warehouses in accordance with the standards of Yldz Holding quality and
food safety.
Standards, procedures, auditing and tracking methods and related
responsibilities which apply to all shipment and storage activities that are
conducted within Yldz Holding or outsourced are defined as below.
R.00.14
4th SECTION
4.1. PRODUCT OUTPUT PROCESSES

a. Receiving Products from Production Department
During the delivery of products that are prepared according to FIFO/ FEFO,
with shipment approval to warehouse, bar code numbers on the pallets
are read and information flow is enabled regarding the products received
into warehouse. While delivering the products, the following information
stated in each product's specifications are controlled:
Stacking height
Pallet arrangement
Product temperature
Pallet stretch
Parcel / box deformation
Following these controls, products are received by warehouse

supervisors. The products that do not conform with these conditions are
rejected and not received.
b. Traceability Records
Receiving the products to the warehouse with their traceability records
intact is significant in terms of product tracking in case of a problem.
Therefore, the substructure and applications related to traceability must
be applied in each warehouse. In order to maintain accurate and effective
traceability, lot number and expiration date informations of received
products during receiving, must be recorded.
c. Storing and Preparation for Shipment

Products must be stored in areas which conform to the storage
conditions stated in their specifications. Every received product must be
systematically placed in the warehouse according to its arrival date,
amount and properties. Thus, first incoming products, or products with a
close expiration date can be shipped first. Besides, mixing of products
with different properties is also prevented.
Product groups to be prepared according to the order amounts are made
ready for shipment by taking their expiration dates and preparation times
into account.
229
4th SECTION
Case Study:
Quality Control of the Products Before Delivery
One of our main issue is providing our products to our consumers with the
same quality even after departure from our plant. Therefore, after
departure from the plant, proper delivery of our products is important. It is
showed with the example below how this stage is done.
Products of Kerevita plant is sold frozen. Therefore, since an increase in
the temperature of products will affect the quality and the food safety
negatively, temperature is one of the most important factors. During
production, temperatures of the products and production site is controlled
by production department and by providing proper temperatures, products
are made ready for delivery.
In the first week of August 2013, Quality and Logistics Departments were
informed by Planning Department with the information of which product
will be loaded to which vehicle. Quality operator and delivery responsible
took a copy of this list and delivery workers carry the products to delivery
platform by sparing the products pallet by pallet according to delivery
points. Afterwards, specific vehicle in the list came near the platform after
security check. A quality operator Hande, who is responsible for this site,
controlled some properties in the delivery control report such as, in-vehicle
cleanliness, if there is any broken pallet, in-vehicle temperature, insulation
efficiency of the vehicle for providing desired temperature. She determined
that the cleaning of in-vehicle is not done properly and she wanted them
to wash the vehicle again.
Central temperature of the frozen products must not be higher than -18
C and products should be waited until reached -18 C. Therefore, Hande
should also control the temperature of the products that will be delivered
in every pallet by a calibrated hand thermometer. She put the
thermometer into the box, waited till the fixed temperature and saw the
temperature at -12 C. The products should be delivered at -18 C but they
were out of green limits according to product specifications. Hande has
informed the delivery responsible and quality supervisor, stopped delivery
and make the products put refrigerated room again. Delivery responsible
has informed planning department and wanted any other products in the
stocks in order to load in the truck.
230
R.00.14
4th SECTION
According to the planning department feedback, new products are loaded

in the truck after temperature controls.
The reason for inappropriate temperature results were the late transfer of
the product pallets from packaging area to the refrigerated room. In order
to avoid such situations, production foreman is trained about the issue and
the importance of the product temperature.
Furthermore, Hande has controlled the temperature of the products
retaken to the refrigerated room, products were ready to delivery when
they reached -18 C. She has also informed the production and planning
departments about the issue.
The day after, another truck was parked to loading ramp. Hande controlled
the truck cleaning and temperature, and started the loading process of
products that are in the appropriate temperature to the approved truck.
In this way, it was very clear the importance of the controls during
production and before loading.
231
4th SECTION
4.2. PRODUCT SHIPMENT

The process of products shipment, includes the below activities;
- From factories to the temporary warehouse or to business units
regional warehouses,
- From temporary warehouse or from business units regional
warehouses to sales warehouses
- From sales warehouses until delivering to the point of consumption.
a. Specifications, Cleaning and Control of Shipment

Vehicles
In order to preserve the products, which have been produced in accordance
with the specifications, until they are delivered to our consumers, shipment
vehicles must meet the below specified properties:
Refrigerated vehicles with heat insulation and frigorific features, as
required, must be used to ensure shipment temperatures
Indicators or monitoring devices by which temperature inside the
vehicle can be controlled must be present
Closed and properly insulated vehicles must be used to protect
the products from external factors
It must be clean and tidy inside the vehicles,there shouldn't be
any foreign materials, odor or pest activity.
Cleaning and disinfection should be done before loading the
shipment vehicles which are used for animal and animal products
transportation and the disinfection document should be kept in
these vehicles.
In the case of the vehicles are used for the transport of non-food
or different foods, vehicles should be cleaned well between
loadings and if necessary disinfected in order to prevent
contamination.
There shouldn't be different materials or a prohibited product
group in the vehicles other than the products
Products' contact with the floor must be prevented in the vehicles
The vehicles should be checked visually at each incoming product.
If the shipment conditions are insufficient or there isn't
disinfection certificate, required improvements should be carried
out.
All parameters specified above are controlled and recorded by

responsible person in business unit before the loading.
232
10
NO
PLATE
OTHER
CLEANED
SWEPT
ODOR
CONVENIENT
NOT CONVENIENT
RESPONSIBLE
TEMPERATURE
OF VEHICLE
CONTROLS
AFTER
PRECAUTIONS
EXPLANATION
BEFORE LOADING VEHICLE CONTROL FORM
Example Vehicle Control Form (Before Loading):
R.00.14
4th SECTION
233
234
Not
Convenient
Convenient
Convenient
Controlled by:
Signature:
Compliance of vehicle canvas

& body for production protection
Temperature of vehicle
Prepared by
Revise No:
Arranged Date:
Not
Convenient
Convenient
Cleanliness of vehicle
Not
Convenient
FINISHED PRODUCT VEHICLE CONTROL FORM
Document No:
Example Vehicle Control Form (Before Unloading Finished Products):
4th SECTION
R.00.14
4th SECTION
b. Proper Loading of Products

The products which are not defected during the storage and
non-compliances pointing to a deterioration in product quality must be
loaded to the shipment vehicles. The products with damaged package,
broken cold chain and lost consumer appreciation mustn't be loaded on
the vehicles.
Shipment vehicle must be controlled by the loading supervisor or an
authorized employee prior to loading, and control results must be
recorded. The vehicles which are deemed conforming as a result of
controls must be loaded. Related rules must be followed throughout the
entire sales network.
c. Warehouse Output Rules for Products to be Shipped

(FIFO/FEFO)
Shelf life of our products must be tracked by considering the time
between delivery of products to warehouses following the plant release
and delivery to the distributors and points of sale. Therefore, a system
must be established to prepare the products for shipment which have the
closest expiration date among the available stored products. Monitoring
of the delivery of the products on the shelf life must be considered for the
following applications:
For Chain Stores; The shelf life of the products that are at the outlet of
warehouse should not be dispatched whether it is exceeding 1/3 of total
shelf life.
For Traditional consumption channels; Outlet of warehouse
- Shelf life which are below 2 years products, the shelf life of the products
that are at the outlet of warehouse should not be dispatched whether it
is exceeding 1/2 of total shelf life.
- Shelf life which are above 2 years products the shelf life of the products
that are at the outlet of warehouse should be dispatched whether
remaining shelf life is longer than 6 months
235
4th SECTION
For Export Products; System should be established to be shipped

maximum within 2 months after the production date.
d. Rules Against the Shipment of Mixed Products

Products which may cause contamination and decomposition to other
products mustn't be transported together. In particular, different foods
containing the risk of giving off smell and tools/products such as cleaning
and painting materials mustn't be transported together. Products with
different storage conditions according to their specifications mustn't be
shipped in the same environment.
e. Traceability Records
A system must be established to track the traceability records of our
products until the last location where they are delivered to consumers.
Traceability of the products loaded on vehicles must be tracked by
warehouses where products are input and output.
236
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4th SECTION
4. 3. PRODUCT STORAGE
a. Importance of Storage to Product Quality
Storage conditions are of great importance in delivery of products, which
are produced in accordance with the specifications, to our consumers
without any decrease in quality. Storage conditions must be designed
and maintained by considering the specifications which affect the product
quality directly.
b. Receiving
Properly loaded products in the shipment vehicles must be controlled at
delivery stage to the relevant warehouse, and non-conforming products
mustn't be accepted. Controls to be performed during receiving stage:
Conformance of vehicle shipment and product temperature
Cleanliness control of the shipment vehicle
Whether there is any contamination on the external package of
products
Damage free package control
Product expiration date controls
Product dispatch note and amount controls
Acceptance and storage temperatures of finished products are defined in

the specifications. For up-to-date information at all times, the personnel
who are authorized to access the specifications must share the relevant
information with logistics and sales departments, and perform the
required updates. Responsibility and authority with regard to this subject
should be defined in the job description and also required instructions
should be formed.
237
Sample temperature table must be as below:
GOODS RECEIVING TEMPERATURE CONTROL TABLE

PRODUCTS
PROPER
TEMPERATURE
RANGE
Lower Limit
Upper Limit
CHOCOLATE- CREAM CHOCOLATE
18C-22 C
15C
25 C
CHOCOLATE COVERED PRODUCTS

(Albeni Kek, ikolatalm, Olala,
Halley, ikolatal Gofret, okanat,
Cocostar etc.)
18C-22 C
15C
25 C
BISCUITS WITH CREAM
5C-28 C
0 C
35 C
CHEESE
0C-8 C
0 C
10 C
MARGARINE
10C-14 C
10 C
15 C
SHORTENING
20 C
PASTEURIZED MILK
(FERMENTED DAIRY PRODUCTS)
(Yogurt, Kefir, Ayran, etc.)
0C-6 C
0 C
8 C
DIARY PRODUCTS
(Butter, Clotted Cream, Milk Puddings, etc.)
0C-4C
0 C
6 C
FROZEN FRUIT AND VEGETABLE PRODUCTS
-18 C
-15 C
FROZEN FISHERY PRODUCTS
-18 C
-15 C
FROZEN MEAT PRODUCTS
-18 C
-15 C
FROZEN BAKERY PRODUCTS
-18 C
-15 C
ICE-CREAM
-18 C
-15 C
CANDY GROUP
(Jelly, Hard Candy, Soft Candy)
18C-26C
14C
30 C
CHEWING GUM GROUP
8C-26 C
4C
30 C
READY TO EAT PUDINGS
18C-22 C
15C
25 C
CANNED FOODS
18C-22 C
15C
25 C
ALARM ACCEPTANCE TEMPERATURE
21 C
R.00.14
4th SECTION
c. Conformance with and Tracking of Storage Conditions

Stated in Specifications
Products must be stored under the storage conditions which are
conformance with the properties stated in their specifications.
Storage temperature and humidity: Temperature and moisture tracking
of warehouses must be performed daily with calibrated devices and
recorded every day. Related controls must be performed by the authorized
warehouse personnel.
Tracking of product shelf life: Products shelf lives must be controlled
during the storage. In order to regular tracking of shelf life, should be pay
attention to below mentioned items in stage of receiving, storage and
shipment:
After the process of product receiving, expiration dates are
controlled, before products placed on related shelves or pallets.
The products are stacked according to the expiration dates. Nearest
expiration dated products are placed on the top and the farthest
expiration dated ones are on the bottom. When preparing products
for the shipment, ones at the top are taken.
When the products are stacked in palletized on the automated
routing system according to expiration dates. During the shipment,
a system is established in order to send previously older production
dated products.
The same application is considered for each shipment during the
product preparation.
Products are checked for compliance with the rules of FIFO, with the
random samples taken during the controls of weekly or monthly
internal audits.
During the controls, if the product expiration date has been
approached or the expired shelf life of product is detected, required
actions should be taken in order not to release this product to
consumer.
Product stack conditions control: Right stacking of products is important
both in storage area and shipment vehicles, in order to maintain the
compliance of finished product specifications. Therefore;
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4th SECTION
The system should be established in order to ensure stack conditions,

that are shown in product specification or on package, in warehouses
or vehicles.
Stack height should be checked weekly, in case of non-compliance,
required corrections should be carried out immediately.
If any con-conformance (temperature increase/decrease, flood, fire, smoke,
odor, etc.) is present in the storage conditions, warehouse supervisor must
be notified; products must be transferred to another area with conforming
conditions and action must be taken immediately regarding the
non-conformance. Sales company must be notified in long term problems.
For the purpose of quality control and assessment, sales company must
notify the Quality Assurance Manager of the production company regarding
the issue.
d. Storage and Food Safety Standards

Our available product warehouses and new warehouse selections must be
designed in accordance with the food safety standards. Thanks to the
construction or revision of warehouses in accordance with the below specified
properties, it will be possible to maintain the quality of our products, and
preserve them properly:
General Practices
Floors of the plant must be designed and maintained so as to provide
structural integrity, facilitate cleaning, prevent contamination and
eliminate the pest nidi and entry.
Doors must be isolated so as not to allow the entry of pests. There
should be no big holes/gaps/clearances of more than 0.5 cm in the
windows and walls.
Walls, floors, ceilings and doors must be made of a material that is
waterproof, smooth, appropriate for cleaning and disinfection, is free of
cracks and impermeable to pests. Junction points and corners must be
rounded/arched to facilitate cleaning.
All window areas must be covered with films to protect the glass from
breaking or splitting. Outside the lights, there must be a protection
against splitting apart when broken.
Drains must be built in a way to prevent pest entry and invasion, and
contamination, facilitate cleaning and provide structural integrity.
Maintenance must be performed regularly on these drains.
240
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Filters/fly screens must be used in all fans and ventilators.

A fly screen must be attached to the doors and windows which must
be kept open for ventilation.
The size and isolation of the storage area must allow appropriate
temperatures throughout the year. Temperatures must be checked and
recorded daily.
For the tracking of warehouse temperatures; thermometers and
recording devices (GPRS system) must be used which are suitable for
remote monitoring system.
Entrances to the warehouse must be planned to prevent pest entry.
Water accumulation must be prevented in areas of the building that
lead to the exterior. All the water/sewage drains on-site must have
manhole covers. There must be adequate number of manholes at
appropriate distances for sewer cleaning.
Storage Conditions
Foods must be preserved in a manner not to allow damage or
decomposition due to any external factors during storage and
shipment.
In shipment vehicles and warehouses, ventilation, temperature and
moisture must conform with the product specifications. Thermometers
and moisture meters must be present in the warehouses, and
information must be recorded constantly. Thermometers and moisture
meters must also be present in the vehicles within cold chain.
Storage temperature must be checked daily. Thermometers must be
calibrated by a qualified firm at least once a year.
By considering the product specifications, temperature in warehouses
and vehicles mustn't fall below -18C for the deep-frozen products or
allow a deviation of more than +0.5C from the set temperature. Cold
chain mustn't be broken.
There must be separate areas allocated for damaged products,
materials and packages.
Paints and flammable solvents must be identified and kept in a locked
closet.
The area where return products are collected and separated must be
physically isolated from the products to be sold. During separating and
storing processes of return and waste products; products mustn't be
left exposed, pending returns must be held for an appropriate period
and under conforming conditions, and the area must be cleaned as
often as required. Pest control precautions specific to this area must
be taken.
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4th SECTION
Tools, equipment and materials used in warehouses and shipment

vehicles and equipment must be clean, solid and hygienic.
Warehouse and shipment vehicles and equipment must be suitable for
washing and disinfection.
There must be generators in cold storages.
Garbage must be kept outside the warehouses, and the materials to be
disposed must be taken away from the warehouses.
Products must be stored at a specific height on moisture-proof material
that does not come into contact with the floor.
During storage, damage of the packages and labels of the materials must
be prevented. Stacking and piling must be performed according to the
characteristics of raw materials and packaging materials.
Required occupational safety precautions must be taken related to
shipment and storage of foods.
Layout in the warehouse must be in accordance with the FIFO/FEFO (First
In First Out/First Expiry, First Out) instructions.
The layout which prevents direct exposure of all foods to the sunlight must
be determined, and required practices must be performed.
Loading ramp must be clean and maintained.
Garbage outside the building must be covered, the covers of drains must
be in place and closed so as to prevent pest entry. Floor and surroundings
where the garbage and waste are stored outside the building must be
accessible and proper for cleaning. Containers must be cleaned and
maintained regularly.
Water accumulation must be prevented in external areas and parking
areas.
All plants in the garden and external area must be controlled. Uncontrolled
weed or plant growth is prohibited in the 1 m space around the building.
Foods mustn't be stored at the external area.
Cleaning Practices
Warehouse cleaning must be performed as often as required (max. once
every three weeks), and thoroughly.
A plan must be available regarding the cleaning frequency of all areas
including inside and outside the warehouses, and cleanings performed
must be recorded.
Different cleaning and disinfection processes must be performed for
different areas.
Security information, production and expiration dates of cleaning and
disinfectant materials must be available in the work place.
Cleaning and filter maintenances of ventilation must be determined and
practiced.
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Cleaning materials and chemicals must be stored with their covers

on, in a separate section so as to prevent contamination to foods.
Pest Control Practices
As part of the pest management program, pest control must be
performed periodically or assistance must be received from a pest
control company.
Records must be kept regularly during pest control activities, and
submitted to control and approval of the warehouse supervisor at
each service/control.
Pesticide application must be performed only in obligatory cases
by a licensed person or institution, and recorded.
Feeding stations containing poisonous feed for rodents mustn't be
used inside warehouses and other internal areas.
Material safety data sheet and labels of all chemicals used in pest
management must be kept in pest control folders.
Maintenance and cleaning of equipment used in pest management
must be performed regularly.
Conditions that attract rodents to warehouse area and its
surroundings, and their nesting probabilities must be determined
and eliminated.
All feeding stations, live-capture traps, glue traps, pheromone
traps and fly trap lights must be shown on the warehouse plan.
In order to observe pest activity, internal space of the warehouse
must be painted with a 30 cm wide white paint along the walls.
Pallets must be stored at a 20 cm distance from the walls.
Pest activity control must be performed on pallets which are
unused for a long time. For this purpose, pallets must be moved to
allow for controls between the materials.
Feeding stations must be located with 10-15 meter distances
in-between along the external walls.
Live-capture traps must be located with 8-13 meters in-between
along the internal walls. Live-capture traps must be located on
both sides of all doors.
All live-capture traps must be controlled regularly, records must be
kept and maintenance must be performed. Sticky plates must be
replaced and cleaned, if required.
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4th SECTION
Records of rodent or flying pest activity must be kept and corrective

actions must be determined which show the plan to apply in case of
activity.
No bird nests should be present under lean-to roofs and around the
building.
No ant activity must be allowed within an area of one meter around the
building.
Social Facilitates Requirements
Floors must be clean and in good condition.
All waste bins must be bagged.
Toilets must be clean and in good condition; toilet paper and soap must
be present, and wash your hands sign must be hanged.
Cafeteria must be clean and tidy; it must be protected against pest
entry and nesting.
Food serving equipment must be clean and in good condition.
Warehouses must be separated from changing rooms, washbasins,
toilets, bathrooms, administrative and resting sections. Warehouses
must never be misused. There mustn't be any toilets opening directly to
the warehouse.
e. Management of Products Damaged During Storage

Products which are damaged in the warehouse and cannot be sold must be
stored in the specified return area dedicated to this product group under
appropriate conditions. These products must be counted and transported out
of the warehouse regularly.
Specified personnel must complete the quality control process and final
process (package replacement, scrap, rework) of the products which are
transferred to plants or central return warehouses.
Every plant must have instructions regarding the conditions for making use of
and reprocessing damaged and return products; sales, logistics and plant
departments must work in tandem in line with these instructions. Instructions
must include the following information:
- Under which conditions can package replacement be performed?
- What specification (analytical properties, sensory, etc.) should be
fulfilled by the damaged product to be reprocessed or involved in
production?
- How is the food safety risk assessment performed?
244
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4th SECTION
- Which cases require a 100% control?

- Who is responsible to perform controls and make decisions?
f. Return Products
Products which are detected to be non-conforming with our quality standards
for any reason mustn't be offered for sale. These products are defined and
processed as return products. Non-conformities which may categorize a
product as a return product are as below:
1. Expiration of shelf life
2. Damage (for example: broken, crushed products, products with damaged
primary package (torn, perforated, etc.), melted products due to failure in
fulfilling the temperature conditions)
3. Leak, efflux, stinking in package
4. Physical, chemical and microbiological contamination
5. Risk of pest contamination
In addition to the above listed non-conformities, products which are returned
due to closing down or moving a warehouse are also managed through this
process.
Return products are stored in an allocated area in the central return
warehouse or plants so that they aren't mixed with other products.
Return Product Storage Conditions:
Products mustn't be held under non-conforming vehicle conditions.
Products must be stored in accordance with their storage conditions
(See Section 4, part 3c).
Products must be kept in a closed area and protected from dust, rain
and pest risks.
Decisions for return products must be made as quickly as possible. As a
result of review, return products may be offered for sale, reprocessed or
undergo the scrap (disposal) process.
Re-work products: These are the products which are deemed suitable for
reprocessing and using in any product, as a result of a risk assessment
conducted by quality assurance supervisor.
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4th SECTION
When deciding that the product can be re-worked, finished product standards
or scrap standards must be used. Prior to letting these products in the plant,
it must be ensured that they are free of risks which may contaminate from the
site. Following the assessments, products must be stored in a separate area
by providing the required descriptions (production date, batch no, amount,
etc.) on the labels, without deviating from traceability standards.
246
Products to be subjected to Scrap (Disposal): The products which are

deemed not suitable for offering for sale or reprocessing by the quality
assurance supervisor of the plant are considered as scrap (disposal). Every
plant must have instructions about how, under what conditions and whose
responsibility these products are to be disposed of (For example: Disposal
management instructions, etc.).
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4th SECTION
R.00.14
Return Products
1)
Expiration
of shelf
life
2)
Damaged
products
3)
Leak, efflux,
stinking in
package
4)
Physical,
chemical and
microbiological
contamination
Central
Return
Warehouse
5)
Risk
of pest
contamination
Plant
Inspection
DECISION
Re-work
Sale
Scrap
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4th SECTION
g. Blockage - Release Process

As part of the quality assurance activities conducted in plants, when a
risk is detected or suspicion arises regarding a product in the distribution
and sales network, it is possible to make a decision for review, blockage
or withdrawal.
In such cases processed with the approval of general manager in plants,
planning, logistics, production and quality departments are notified by the
plant quality assurance manager.
In the blockage and release instructions of each work department; it

must be defined who is responsible for notification and conducting of
actual processes after plant.
Example:
Following the publishing of blockage announcement by the quality
assurance, who investigates and publishes the traceability in and
after the warehouse?
Who notifies the central logistics team?
By whom and how are the central logistics counting results tracked?
Who conducts the traceability of direct consumer/dealer shipment
from the central logistics warehouse or the plant?
Who are the sales companies notified by in the production
company? How are the results tracked?
Who performs the review of blocked processes, and final processes
related to products?etc.
After the decision of blockage;
1. With the blockage decision, traceability information of all products to
be blocked are defined and published.
2. The first process to be performed following the blockage notification
is conducting the traceability of products to be blocked. This process
is performed under the responsibility of logistics department in line
with the information provided by quality assurance. The amount of
products and, when and to which warehouses they are to be shipped
are determined.
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3. For the products released from plant warehouse, process is

continued with the central logistics warehouses and sales
companies, if required.
4. Blockage process for the products which aren't released from plant
warehouse is conducted in line with the blockage-release principles
specified in the production section of quality manual (See Section 3
Part 4h-vi).
Blockage practice in the central warehouses:
1. Central logistics directorate, warehouses and sales companies to
which the products are shipped are notified about the details of
products to be blocked.
2. Systemic blockage process is carried out and shipment of products
with the relevant date is suspended.
3. Products are physically detected in the warehouses by the warehouse
supervisor, and physical blockage process is applied.
4. Among the products which are decided to be blocked, amounts of
stored and shipped products are determined.
5. Plant quality assurance and related departments are notified about
the amounts.
6. The amount of shipped products and which distributors they are
shipped to are determined.
7. If the products are shipped to distributors, blockage process is
started in the distributor/dealer warehouses via the sales company.
Blockage practice in distributor, wholesaler and dealer warehouses:
1. Distributor/wholesaler and dealers are notified by the sales company
regarding the blockage process.
2. Products are physically detected in the warehouses, and physical
blockage process is applied.
3. Among the products which are decided to be blocked, amounts of
stored and sold products are determined. Distributors notify the
sales company supervisor about the amounts.
4. General coordination is conducted and plant quality assurance and
planning departments are notified by the sales company supervisor.
The persons to coordinate the blockage process must be determined
through role descriptions in the warehouses within the sales network
(dealer, wholesaler, chain store warehouses).
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4th SECTION

Publishing of traceability
information about the products
to be blocked
Clarification of what amounts

of related products are shipped
to which warehouses
Plant
Plant Logistics Supervisor
Notification of Central
Logistics Warehouse
Notification of Sales Companies
Systemic blockage of products

and suspension of shipment
Physical detection and physical

blockage of products
Physical detection and physical

blockage of products
Determination of product amounts

and reporting to sales company
supervisor
Determination and reporting

of product amounts
Notification of plant quality assurance and related persons
250
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Blockage and recall in chain store warehouses:

Practices regarding the products transferred to chain stores are within the
scope of recall rather than withdrawal, and must be conducted in
accordance with the conditions and approvals as part of crisis
management (See Section 3 Part 9).
i. Storage of blocked products
Until the review of products is completed and final decision is made,
products must be stored under conforming storage conditions and
mustn't be sold to consumers. For this purpose:
Related product batches must be put in quarantine physically and
through the system
Products must be stored separately and labeled; precautions such
as separate shelves, allocated area, tape, etc. must be taken to
prevent mixing into shipment
Blocked products are under review, and their quality problem isn't
finalized until the withdrawal decision is published. They must be
stored under conforming storage conditions by preserving the
properties to offer for sale.
ii. Review and sampling
Samples may be taken from warehouses by the plant quality assurance
manager or Holding Quality Assurance for the purpose of either reviewing
the blocked product or product controls and audits.
If the Plant Quality Assurance Manager is to take samples from any
product in the warehouse, Quality Chief/Director notifies the Logistics
department via e-mail.
Traceability records of the products to be sampled are reviewed by quality
and production. Quality department determines the batch and pallet
numbers of products to be sampled.
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4th SECTION
After determining the pallet numbers, Logistics Department sends a

request to warehouses through the system to take the products.
Shipment of samples to the quality supervisor in the relevant plant is
under the responsibility of warehouse supervisor. Transfer of samples
from the warehouse to the plant must take a minimum of 2 days.
It may be desired to review the products in the warehouse, as well. In
such cases, warehouse supervisor transfers the products whose batch
numbers are notified to a separate area for review, and enables the
review to be made completely.
iii. Return process of blocked products
As a result of reviews performed in samples taken due to
non-conformance, if any product is determined to be returned to the plant,
return process from warehouses and distributors is started. The products
which arrive to plants are assessed as described in the return products
section (See Section 4 Part 3f).
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4. 4. DISTRIBUTOR STORAGE PERFORMANCE

TRACKING
a. Audits
In order to monitor the warehouse and distributor practices, provide
proper feedback and improve our quality standards, auditing and
assessment systems have been established.
All warehouses must be audited according to Yldz Holding quality and
food safety applications at intervals of at least once a year.
Audit program is planned annually with the cooperation of Holding Quality
Assurance and Sales Companies.
Audits are performed by the internal and external audit sources specified
by the Holding Quality Assurance team.
Warehouse standards which apply to all our warehouses, and audit
question lists must be communicated to warehouses and dealers;
required training must be provided.
b. Assessment of Results
Audits are carried out according to the audit question list of Yldz Holding
and assessed by a standard scoring system. Audit results are
communicated to Holding Quality Assurance Department, Sales
Companies, the warehouses that receive audits and the related
production companies.
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4th SECTION
Scoring table of audits and assessment results are prepared as below:

Score Intervals
900 - 1000
Result
Exceeding
800 - 895
Good
700 - 795
Improvement
Required
<700
Unacceptable
A second audit is performed in the warehouses with an audit score below

700 in the next 4 months. Deficiencies must be eliminated during this
period.
For the warehouses with an audit score below 700, commercial activities
are assessed; processes of penalty and termination of contract must be
put into use.
Distributor and warehouse audits must be reviewed during the year;
improvement areas must be determined and necessary precautions must
be taken. Review activity must be performed at intervals of minimum 3
months, maximum 8 months.
c. Identification of Corrective Actions

At the end of each warehouse audit, auditing person or institution reviews
the results with the warehouse supervisors and shares the improvement
recommendations.
Supervisor of the audited warehouse must communicate the written
improvement action plan aimed at non-conformities to the sales company
in a maximum of three days. Sales company must share forwarded action
plan with central quality supervisor and must follow completion of the
actions.
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4th SECTION
Example Action Plan Form:

Name of warehouse :
Audit date :
Location :
Audit score :
Name of auditor :
NON-CONFORMITY & ACTION PLAN

SIRA
NO
SUBJECT
TITLE
SCORE
QUESTION
NONCONFORMITY
EXPLANATION
ACTION PLAN
COMPLETED
DATE
1
2
4. B
3
4
d. Improvement
The activities, that are in the improvement action plan about
non-conformities in audits, must be completed in due time. Required
precautions are taken and recurrence of non-conformities is prevented.
Regular controls are performed on the relevant subjects and improvement
is confirmed by the warehouse supervisor and personnel.
e. Trainings
All warehouse employees must be trained on the warehouse standards.
A training program is planned for warehouse supervisors once a year.
Records of training activities must be kept. This training should contain
quality and food safety subjects according to the titles of Yldz Holding
Quality Manual- Section 4.
Warehouse standard training for basic quality and food safety practices
should be given to the new warehouse employees by authorized
personnel.
Training program for warehouse supervisor is planned once in a year and
trainings are recorded.
255
QUALITY
CAMPAIGN
th
SECTION
CONSUMER - MARKET
R.00.14
5. SECTION
CONSUMER - MARKET
5. 1. PRODUCT QUALITY IN EVERY BITE AT ALL

TIMES: ZERO DEFECT
Up until this section, our Quality Manual has described the entire process
of our value chain, from raw material to consumer, which is designed to
make our consumers experience Happy Moments. If a negative situation
occurs in any ring of the chain, the entire ring is broken which may lead
to customer dissatisfaction. This is a situation that no lker manufacturer
wants.
We have our employees internalized the Zero Defect principle, which
helps us maintain Our Product Quality in Every Bite at desired levels at
all of our plants. Within the framework of this principle, our happy
employees in our teams produce the products that make our consumers
smile with careful eyes, talented hands, fast actions, excellent recordings
and innovative ideas.
We also strive to maintain accurate and reliable data that forms the basis
of proper decisions, which allow us to provide products with the desired
specification characteristics to our consumers.
In order to encourage our employees to be involved in every link of the
value chain, training modules should include topics on how to create
quality that is conscientious and results-oriented. With this in mind,
employees are included in the Quality Journey by being persuaded to
internalize their responsibilities. Therefore, we should include our
employees everywhere we can:
Before publishing instructions and procedures, training should be
given to affected employees.
Consumer satisfaction results, product audit reports, internal and
external audit results, the results of quality reports on the rate of
green limit products etc. should be displayed prominently on the
quality boards and shared during Zero Defect meetings.
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5. SECTION
CONSUMER - MARKET
For lker, Zero Defect is not a goal for a day or a particular situation.
Zero Defect is a culture, that should be considered a road map that is
improved continuously by all our processes. Zero defect in quality
culture is considered as an improving roadmap through all the processes.
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CONSUMER - MARKET
5. 2. PRODUCT QUALITY CONTROLS IN THE

MARKET
Our main goal is to maintain and not lose conformance to plant product
specifications until they reach the stage of consumer end product. For
this purpose, we have adopted the Zero Defect mission in our factories,
warehouses, and delivery channels and make constant improvements
and corrections to our products accordingly.
In order to perform quality controls in the market, 'Product Audit' studies
are carried out in conjunction with the Consumer Technical Studies
department. Within the scope of this study, a list of products by plant is
created each year (ex. Bestselling product, product with the most
consumer complaints, etc.) and an annual audit plan is prepared.
The product audit is based on two standards:
Comparative controls of our products with those of competitors
Comparative controls of our products on the market with
'Reference Products'.
Reference products are performed according to specifications for all
process and product controls, starting with the raw material and
packaging materials to the finished product and have achieved green
limit results in every parameter.
Issues to be considered in the production of reference products are
listed below:
Production of reference products and to sending of reference
samples to the Consumer Technical Research Department are
required while collecting test samples from the market. Quality
assurance departments of business units are responsible for the
production of reference products according to the annual plan and
for sending these product samples to the Consumer Technical
Research Department.
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5th SECTION
CONSUMER - MARKET
Production of reference products is to produce on the

acceptable range of specification (green area) in the all process
stages from incoming material and to approve the finished product
according to the finished product specification.
All the analyses in the specifications are conducted on the
reference products by the quality assurance team. The product is
approved as a reference product after performing the sensory
analysis by the quality and R&D departments. Reference products
are sent to Consumer Technical Research Department in the
proper storage and shipment conditions.
During the production of reference products, a Reference Product
Approval Form" is filled.
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CONSUMER - MARKET
Example Reference Product Approval Form:
REFERENCE PRODUCT APPROVAL FORM

Business Unit
Location
Product Name
Product lot no
Variety No
Product Expiration Date
PRODUCT STORING CONDITIONS ( TEMPERATURE (C) VE HUMIDITY (%) )
ORGANOLEPTIC PROPERTIES
ORGANOLEPTIC
PARAMETER
RESULTS
SPECS VALUES
TASTE
SMELL
COLOUR
APPEARANCE
ANALYTICAL PROPERTIES
ANALYTICAL
PARAMETERS
RESULTS
SPECS VALUES
RESULTS
SPECS VALUES
MICROBIOLOGICAL PROPERTIES
MICROBIOLOGICAL
PARAMETERS
SPECS COMPLIANCE RESULT- PROCESS

(%) =
(%) =
(%) =
SPECS COMPLIANCE RESULT- FINISHED PRODUCT

(%) =
(%) =
(%) =
NOTES
APPROVAL
R & D DEPARTMENT
QAULITY ASSURANCE DEPARTMENT
263
5th SECTION
CONSUMER - MARKET
Consumer tests and market studies are carried out by the management
of the Consumer Technical Research Directorate. In order to perform
these, the Consumer Technical Research Directorate uses their own
teams or work with contracted companies that provide consumer
research services.
Products, a total of 10 sets, including the same batch number/the same
expiration date are taken from different markets such as 5 small 5 major
markets. For consumer test, all 10 sets of products are used. The target
group in the consumer surveys is carried out by choosing 150
participants according to consumer profiles obtained from marketing and
R&D departments. The potential participants are evaluated with
preliminary assessment questions about consuming the product, being
patient, if having any known food allergies, their age and education. The
appropriate participants are chosen to be taken tests. Test questions
vary from product to product and test questions are approved by quality
department before the test. A product audit report is obtained by
evaluating the test results of all participants.
At the same time, these 10 different sets collected from the market are
benchmarked and scored with the participation of quality, R&D,
production and panelists teams, each plant is also evaluated their
products. In additional, analytical data is obtained by analyzing 5 sets of
products on physical, chemical and microbiological parameters in the
laboratory.
Final assessment are done in the meeting to be attended by R&D,
marketing, production and quality departments according to consumer
test results of product audits and the results of benchmarking, scoring
and laboratory analyses in the plants.
The studies listed below are promptly conducted in order to improve the
quality of products which have failed in the test results:
- The action plan, in which is included the actions, action deadlines
and action responsibles from production, R&D, quality and related
departments, should be prepared within a maximum of 15 days after
publishing the report.
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CONSUMER - MARKET
- The quality assurance manager of business unit is responsible for

following up on the action plans and the degree of completion should
be included in the monthly quality reports.
- The effectiveness of actions should be followed during the next
market controls or with the product audits.
265
5th SECTION
CONSUMER - MARKET
5. 3. CONSUMER COMPLAINTS
The primary objective of the consumer complaint process is to ensure
consumer satisfaction and increase loyalty; contribute positively to the
corporate image, product quality and the productivity of business
processes
The following up and coordination of all consumer and customer
complaints is performed by Consumer Communication Center (MIM) in all
business units.
The process for dealing with product complaints is initiated by recording
the complaint on the CRM (Customer Complaint System- MBS) which is
located in MIM. The process is executed according to predetermined
steps which are inspection of the complaint in the market, forwarding of
the complaint to the business unit, determining the necessary response
and informing the consumer of this response.
Consumer complaints that are forwarded to the business units are
examined in weekly meetings under the leadership of quality assurance
department with the participation of required teams (production,
maintenance, R&D and purchasing).
If there is a complaint about the industrial products, which are sold within
the group or outside the group, each plant keeps its own customer
complaints statistics, enter daily incident notifications, determines the
actions to be taken and follow the solution of the issue.
a. Recording Consumer Complaints

Consumer complaints may be received in variety of ways. Consumers call
the company exchanges, communicate directly with the plants or fill out
forms on our brands web sites. The sales team record the consumer
complaints at the market. Ulkers employees or their relatives forward the
complaints or write notifications about the complaints to MIM. After any
of these occurences, consumer complaints are recorded and processed
by MIM.
MIM complaint admissions supervisor records the complaint on the
system and forwards it to MIM market coordination supervisor.
266
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CONSUMER - MARKET
b. Investigation of Consumer Complaints

MIM market coordination supervisor determines the nominated sales
supervisor on MBS software program and directs the sales supervisor by
assessing the visit due date, amount and the property of the gift product.
MIM market coordination supervisor informs general managers, sales
managers, related plant complaint supervisors and MIM about the
complaint via e-mail.
Sales supervisor visits and investigates the sales point and if necessary
takes the product samples from the point. If the sales supervisor has a
concern about any issues at the sales point, the products might be
exchanged. In the event of being unable to determine the sales point,
after the consumer visit, the sales point is determined by using the
traceability records of the product and the sales point is visited.
The sales supervisor visits the consumer by arranging an appointment
and presents gift products. The sales requests supervisor the product
sample from the consumer to analyze the sample, but the supervisor
does not insist and does not offer any commitment or declaration which
could be interpreted as binding an our companies. Neither does the
supervisor inform the consumer about the details of the problem.
MIM market supervisor saves the report on the CRM software after the
visit of sales supervisor, notifying MIM by telephone if the event of
delicate situation.
c. Conducting of Consumer Complaints to BUs

The sales supervisor should take action to deliver the samples (or
packaging material) taken from the consumer and if possible, the
samples taken from the sales point, following up on the visit not later
than one working day. This should be accomplished without sacrificing the
analyzable properties of the sample and without deforming the sample in
the safest and fastest way (cold distribution chain, via hand or by courier)
to plant complaint supervisor.
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5th SECTION
CONSUMER - MARKET
The sales supervisor attaches a CRM Software tracking number

(Notification number) onto the sample. It is essential that the samples be
delivered under appropriate conditions to plant complaint supervisor for
performing a proper assessment. Evaluation of the consumer complaint
is performed after the sample reaches plant complaint supervisor under
appropriate conditions.
d. Determining Actions and Informing the Consumers

Plant complaint supervisor compiles complaint which comes from MIM
market coordination supervisor. Plant complaint supervisor follows and
coordinates technical committees investigation of products and enters
the investigation results to MIM system.
Complaints are examined technically by quality, production and technical
teams, and the root cause of the problem is investigated. After the
problem is identified, corrective and preventive action is taken by quality
assurance department. Quality assurance department controls
effectiveness of the results after performing corrective and preventive
actions of related departments.
All of the consumer complaints should be investigated and a root-cause
analysis should be conducted for each complaint. The problem type
should be categorized and the statement that caused the problem should
be avoided ensuring the solution of the problem.
After investigation of product, plant complaint supervisor writes a letter
on behalf of the company to MIM system. If necessary, the letter is
approved by general manager. The letter is transmitted to reply last
control supervisor, after plant complaint supervisor write the answer on
behalf of the plant while completing the process on the MIM system. At
the same time plant complaint supervisor informs the employees within
the plant and prepare a report about the complaints.
The final control supervisor controls the content of the letter and if it is
in compliance with the Yldz Holding policies & principles and corrects
the text as needed. If necessary, the final control supervisor can send the
text for approval or suggestions to General Director of Legal Affairs for
legality and to Corporate Communications for the wording control.
268
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CONSUMER - MARKET
The final letter is printed by MIM complaint admission supervisor. After

informing plant complaint supervisor, the letter is signed by MIM Manager
in order to send consumer/customer. It must take maximum 10 working
days between consumer visit and sending letter. If the sample send to
plant by delivery vehicle or if the investigation will be done abroad, it might
take 20 working days.
e. Tracking on Quality Index as Criteria of Performance

The number of consumer complaints and consumer complaints rate per
million packages are followed monthly on scorecards and quality index.
After the actions for the solution of complaints are reflected as
improvements in the product, whether a permanent solution has been
achieved or not is monitored by these reports.
Therefore actions and precautions to be taken for the prevention of
recurrence of all consumer complaints, applications will be corrected and
the way of doing business is very important.
Our goal is to meet the expectations of consumer in the best way and
satisfy them by producing our product with Zero Defect.
269
QUALITY
CAMPAIGN
th
SECTION
PRODUCT AND
SYSTEM DESIGN
R.00.14
6. SECTION
6. 1. PRODUCT /PACKAGING DEVELOPMENT

PROCESS
The development of a new product or making changes to our existing
products is carried out within the framework of R&D procedures. R&D
aims to meet the expectations of our consumer product and packaging
specifications at the highest level possible with the contribution of
marketing, production, supply chain, quality and all related departments.
R&D framework includes the goals presenting new products to the market
as well as increasing consumers tastes, cost advantages and
sustainability with the purpose of ensuring product and packaging
development activities. Related activities are as follows:
The development of a new product

The development of a product similar to other products
Creating different packaging for a current product
Modifying or developing a product to create cost advantages
Packaging material modification
Changing the weight of an existing product
New line-equipment deployment
The product and packaging development process is the most critical in

order to achieve the goal of The same lker Quality in every package, in
every bite. At this stage, the following should be considered in order to
ensure the sustainability of optimal design:
What are the characteristics that define the product?
What are the features that are the most effective in regards to
consumer tastes?
What are the limits of acceptance and rejection in regards to
consumer tastes?
In order to achieve the target specifications, what features should
the product contain?
o Raw material/ packaging
o Recipe
273
6. BLM
RN VE SSTEM TASARIMI
o Process
o Finished product
What are the possible defects?
Is there any requirement to provide for maintaining the product
quality?
Can the product sustain the features during shelf life?
Production trials in the product/packaging development process are
conducted to test product design on a production scale. This process
performed under the leadership of R&D is common and carried out with
the participation of production, maintenance, planning, purchasing and
quality teams. At the end of the trials, each team reviews and evaluates
based on their expertise to contribute to the product/packaging
development process.
Before an R&D trial, the trial information form, which is prepared by R&D
responsible, will be issued with the main topics mentioned below
included:
The amount of trial product and trial time

How to evaluate trial products
Where trial- rework products will be used
Risk of allergen contamination and material contamination of used
materials
Draft specification parameters related to a predicted range and
controls as claimed
The following should be included in the trials and evaulation:
> Proper planning should be done before the trial, in order to ensure the
participation of each team/department as well as the proper
implementation of quality and food safety procedures.
> During and after the trial, the necessary analysis, control, monitoring
and observations must be performed.
> Specified limits should be determined (which properties can be
achieved, what are the reasons for not obtaining these properties?)
> Evaluation forms must be completed after the trial, if exists, areas
should be identified for improvement
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6. 2. APPROVAL OF PRODUCT
After the development process, the approval and consensus process is
initiated.
The Consensus process: The consensus process represents the
consensus and alignment of production with the stakeholders involved in
the development of the product. In order to produce a product that
ensures specification sustainability, the reviews and opinions of different
company functions are analyzed.
The Approval Process: The approval process is an R&D procedure that
includes the permission of top management to test the product. A project
is completed after obtaining the necessary approvals. Within the project
approval process, the specifications of the product features as well as
whether these features can be provided on a production scale have to be
tested.
275
6th SECTION
6. 3. ESTABLISHMENT OF SPECIFICATIONS
a. Consumer Specifications
Consumer specifications include parameters and limits aimed at
obtaining consumer satisfaction and the desire to re-purchase.
b. Critical Limits
Some of the parameters within the raw material, packaging, processing
and finished product specifications involve controlling, monitoring, and
analyzing the product. Limits of these parameters are related to
consumer-oriented features, therefore they are considered critical.
276
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6th SECTION
6. 4. PUBLISHING OF SPECIFICATIONS
IIn an approved product development project, the targeted design should
be defined within specifications. Obtaining consumer satisfaction with
each package every time, is possible with these guidelines.
The features and limits which are effective in consumer appreciation are
described in the finished product specifications. Conditions and
operational ranges are defined in the process specifications and recipes
in order to obtain these described features. All raw material and
packaging material features for the finished product quality are defined in
the relevant specifications.
a. Specification Content
Finished product specification: Finished product specification includes
the parcels, boxes, department package and non-packed product features
as seen through the eyes of the consumer.
Recipe: Recipe defines the amount of use and component of product in
terms of raw material and packaging materials.
Process specifications: The line and production parameters are defined
for finished products.
Raw material and packaging specifications: Approved raw material and
packaging materials characteristics and limits are defined.
b. Definitions of Green/Yellow /Red

All critical parameters that have an effect on consumer expectations are
defined within Green, Yellow and Red limits.
Green Limit: The target limit, meaning that product and process conforms
to consumer expectations.
Yellow Limit: A parameter that specifies the range of actions to be taken.
This range includes minor deviations from green limits.
277
6th SECTION
It is not preferable to work within the yellow range; emergency actions

should be taken to reach the green limit.
Red Limit: This limit means that the product is not meeting consumer
expectations. At this point production must be stopped and corrective
actions have to be taken.
For this limit;
Raw material and packaging material purchases cannot be made
Processes cannot be initiated
Products cannot be shipped
Products with red limit parameters cannot be sent to the market
c. Preparing Specifications
Specifications are prepared by product and packaging R&D teams on the
Office of Specs (OoS) system. Specification preparation consists of 2
stages : Preparation stage on OoS and writing stage.
Preparation stage on OoS:
Business units which are within the scope of Master Data Management
(MDM) must be issued a material/product code from MDM department in
order to prepare new raw material, packaging material and finished
product specifications. After getting an SAP code, preparation of
specifications through the OoS system can be started with identification
of the code on OoS system.
Business units, which are not under Master Data Management, may
prepare specification after directly defining code on OoS System.
The finished product raw material, packaging material
specifications and recipes are prepared based on SAP code.
Code will be given by OoS for process specifications.
In the preparation of specifications and recipe writing stage;
Specifications contains finished product, raw material, process, raw
material and packaging categories.
278
R.00.14
6th SECTION
Action for
Alarm Limit
Reference
Action for
Rejection
Limit
If mixing is not enough,

continues mixing
13
Method
Upper Alarm Limit
Upper Rejection Limit
Target
11 11,5 12
HOUR
10
Lower Alarm Limit
Lower Rejection Limit
Unit
Minute
Critic
YES
Control
Parameter
Control Type
Physical
Dough Mixing Time
Dough Mixing Time
No
1
Work Flow
Description
Receipe Spec.No
It is important to make sure that all specifications and recipes are

correct and without spelling errors before entering them into the
system.
Determined Green/ Yellow/ Red limits of the parameters for
specifications are clearly defined. Measured expressions must be
used instead of unmeasured expressions such as a little, a lot, like
a lot of expressions.
Consistence of
dough is
controlled.Product
colour&texture
are controlled.
If it is not
convenient
products are
quaratined
Explanations
Actions to be taken must be explained with relevant definitions and

actions when yellow and red limit are detected.
Critical areas within the specifications parameters must be
determined. Critical parameters are defined as those which are
important for the consumers' esteem and which directly affect the
finished product or occurs during product shelf life.
If there is a visual expression via photos in specifications, the
photos which are used must correspond to the Green / Yellow /
Red limits of the specifications. The photos of particular defects in
products must have enough clarity and intelligibility to be
understood by the employee who will inspect the products.
279
6th SECTION
PRODUCT
AND SYSTEM
DESIGN
RN VE SSTEM
TASARIMI
For Example:
GREEN LIMITS
APPROVAL
When under the product, max.

2 nuts without coating
YELLOW LIMITS
ALARM
RED LIMITS
REJECT
When under the product, max.

5 nuts without coating
When under the product,

over 5 nuts without coating
After preparing specifications, they are submitted for manager approval

on the system by the person responsible.
Raw materials are common to all business units. During a revision of
common raw materials which are used in different plants, simultaneously,
submitted to related plants manager approval. The approval process is
parallel and if all plants approve the revision, specification is sent to
OoS-control. If a plant rejects the revision, revision work flow is finished.
A new raw material ERP code should be obtained by the plant which
requested the revision of material.
d. Authorization & Responsibility

Authorization & Responsibility is detailed in the Authorization Approval
Matrix of Specification Documents and Yldz Holding Quality
Authorization Approval Matrix.
Yldz Holding Quality Authorization Approval Matrix
Interdepartmental relationships and responsibilities are described in the
Quality Assurance Authority Table.
280
R&D
QC
OPS
Product / Formula
EA&P
P&A
EA&P
P&A
Packaging
EA&P
P&A
Process/in - process
EA&P
P&A
Raw Material
TIN
G
KE
MA
R
SC
RE
GU
LAT
OR
OFFICE OF
SPEC & QA
DIS SAL
TR ES
IBU &
TIO
N
CHART OF AUTHORITY FOR SUSTAINABLE

QUALITY ASSURANCE ORGANIZATION
HR
SPECIFICATIONS
PA
PA
PA
LKER QUALITY MANUAL

Quality System Procedures
P&A
Food Safety Standards
P&A
Lab Standards
P&A
Product and Process Control

Procedures
P&A
Spec/Recipe Changes
EA&P
JA
JA
JA
EA&P
Alternative RIM/
Packaging Material
New Line Equipment Start Up
or Existing Process Change
EA&P
JA
JA
JA
New Hire or Rotation of Duties
Incident and Non-Compliance

Management Procedures
P&A
Daily Non-Compliance Management
P&A
P&A
JA
Supplier Approval Procedure
PA
PA
PA
PA
PA
PA
PA
JA
JA
CHANGE MANAGEMENT
COMPLIANCE
Release Products
JA
VALUE CHAIN
JA
JA
Supplier Quality &

Performance System
JA
JA
Distribution & Warehouse

Quality Standarts
P&A
JA
P&A
JA
DC Approval Procedures
JA
JA
Supplier Approval
JA
JA
CONTINUOUS IMPROVEMENT
Setting the Measurement Tools,
Scorecard, Audet Calender,
KPI & Targets
Setting Standarts for Quality
Skills and Knowledge
for Each Job
Prepare & Approval
P&A
Joint Approval
JA
Approval
Ensure Approval & Process
EA&P
Pre Approval
PA
Align
6th SECTION
Authority of Specifications Documents

There are 3 different authority types in OoS system;
Authority to authorize
Role identification authority
Code and parameter adding authority
Authority to authorize determines who will responsible for role
identification authority and code and parameter adding authority. This
authority is given to Office of Spec. Manager by Holding Global Quality
Assurance and Control Group Director.
Role identification and code& parameter adding authority is given to
Quality System Specialist by Office of Spec. Manager
Only an authorized person can prepare, approve the specifications and
has access to specifications and recipes.
Preparation, approval and publishing authorization for specification and
recipes are defined on OoS Authorization Matrix.
OoS AUTHORIZATION MATRIX
Departmant
Product R&D Team
Packaging R&D Team
Packaging R&D Team / Director
Packaging R&D Team/Director/Group Director
OoS
A: Access
PR: Prepare, Revise
282
Recipe
Finished Product
Process
Specification
Specification
PR,A,P, C
Raw Material
Specification
Packaging
Specification
-
PR,A,P, C
PR,A,P, C
PR,A,P, C
PR,A,P, C
PR,A,P, C
PR,A,P, C
-
PR,A,P, C
A,AR,P
A,AR,P
A,AR,P
A,AR,P
A,AR,P
A,AR,P
A,AR,P
-
PR,A,P, C,I
PR,A,P, C,I
PR,A,P, C,I
PR,A,P, C,I
AR: Approval (Approve / Reject)

I: Issue
PR,A,P, C,I
P: Print
C: Cancel
Purchasing
GM
Finance
Production
Quality
Assurance
Planning
R&D
Departmant
R&D Group Director

R&D Director
R&D Manager
R&D Chief
R&D Specialist/ Engineer
R&D Technician
Legal Affairs Specialist/Legal Affairs Specialist Asst.
Planning Manager
Planning Chief
Planning Specialist/Engineer
Quality Assurance Director
QA Manager
QA Chief
QA Engineer
QA Foremen
Plant Director
Production Manager
Production Chief
Production Engineer
Production foremen
Finance Director
Finance Manager
Finance Specialist
General Manager
General Manager Assistant
Purchasing Director
Purchasing Manager
Purchasing Chief
Purchasing Specialist/Clerk
Position
Recipe
Raw material
Specification
Finished Product
Specification
Process
Specification
Packacing
Spesification
OoS ACCESS AUTHORIZATION TABLE
Access authorization based on specification type is defined on OoS Access Authorization List:
R.00.14
6th SECTION
283
6th SECTION
Authorization request for the reason of a new/change position or new role

is submitted with an Authorization Request Form. The form is filled out on
OoS system and submitted to R&D Group Director or for R&D Director
approval. If approval is given, the request comes to OoS online. After OoS
Manager approval, authorization will be given.
Authorization request will be opened on the system only by a department
manager for the user. All requests which are not opened by a department
manager will be rejected.
Authorization requests which are outside of OoS Access Authorization List
scope, must receive approval from any one shown below:
R&D president
R&D presidents direct reports
Global Quality Assurance and Control Group Director
284
R.00.14
6th SECTION
OoS Authorization Request Form

Date:
Name/Surname
Category/Plant
Department
Position
Please mark the authorization type

Position change
New position
Additional role
Additional category/ plant
Please mark the role

Approved by
Prepared
by
Controlled by
(OoS)
First approval
Only access
Second approval
Please mark the specification type
Raw
material
Recipe
Finished
product
specification
Process
Specification
Packaging
Specification
Please explain the request reason
*HR Confirmation/Date
R&D Director Opinion/Date:
OoS Manager Approval/ Rejection /Date
Reason of rejection
285
6th SECTION
e. Approval Process
i. Obligatory approvals
Specifications are submitted for the approval of the individual in charge of
preparation. In any level of the approval stage, rejection or approval can be
given for specification. Rejection can occur at any stage of the approval.
Process, if a specification is rejected, it is sent back to the preparation
stage along with the reason for rejection. Approval can be single-stage
(Approval 1) or double-stage (Approval 1- Approval 2).
Within the framework of single-stage approval, when first approval is
obtained, the specification is submitted to OoS for review.
Within the framework of double stage approval, after the first approval is
obtained, the document is submitted for second approval. When the
second approval is obtained, the specification is submitted to OoS for
review.
ii. Assessments
During the specification preparation phase, the specification may be sent
to individuals for their assessment. Opinions are displayed on the related
specification.
The person responsible for preparation may revise the specification
according to these assessments.
iii. Review and OoS approval

Every specification sent to the OoS is reviewed according to the OoS
Checklist. Identified obligatory fields data for each specification is included
in the OoS Check List.
Iv. OoS- Review and assessment request

Specifications found to contain any errors or mistakes will be sent to the
proper authority for review and assessment. The individual will then decide
whether the specification in question needs to be revised
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OoS Checklist:
Finished
Product
Specification
- I-MAP Project code, unless project code is already

written, reasons why project code is not written
- First publication and revisions
- SAP Revision number, unless Revision number is
already written, reasons why SAP Revision number
is not written
- Conformity controls of additional documents
- Obligatory fields
Raw
Material
Specification

- Obligatory fields
Package
Specification
Process
Specification
Recipe
- First publication and reason of revision

- Obligatory fields
- I-MAP Project code, unless project code is already

written; reasons why project code is not written
already written; reasons why SAP Revision number
is not written
- Obligatory fields

already written; reasons why SAP Revision number
is not written
- Obligatory fields
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6th SECTION
v. Specification revision process

If it is deemed that a change is necessary, the revision is performed and
then sent to approval by the system. Individuals authorized to access the
relevant specification can access the revision request and forward it to
the person responsible for preparing said revision. Then, if necessary, the
specification is revised by the preparer.
f. Publishing
If controls determine that the specification is valid, the specification is
published by the OoS and distributed to the relevant persons. If the
specification is deemed not appropriate, it is sent back to the preparer
with the reason for rejection. When the specification is published, the
specification number is produced automatically by the system according
to the specification identification table. The document publication
number is 1 for the first published document. The maximum duration for
the OoS to check and publish a document is 3 days.
Description Table of Specification No :
Raw Material Specification No:
XXXXX.YY
Package Specification No:
XXXXX.YY
Finished Product Specification No:
XXXXX.YY
Process Specification No:
AAAAA. YY
Recipe No:
RXXXXX.ZZ.YY
XXXXXX: EPR Code

AA: The number of assigned by the system
YY: Publication No
ZZ: Alternative products tree no
g. Putting Specifications Into Practice

All related specifications should be published by OoS and quality plans
should be prepared before the production.
Specifications should be located at the OoS only. Updated and valid
specifications must be stored at the Office of Spec. Any database
(QDMS,SAP etc.) or outputs existing outside of the system are invalid.
288
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When the specification is distributed to related persons and departments,

a signed distribution list is created. Quality teams are responsible for
ensuring the startup and validation of the specifications.
h. Printing Out Specifications

Specifications with the statuses mentioned below can be printed:
Published: A specification published by OoS
Cancelled: The specification is removed from use, because of being
delisted etc.
Obsolete: All the old versions of the new specification
Draft: Unpublished specification
Published or draft specifications can be printed and saved as PDF. The
PDFs will contain the text DRAFT as a background image. Only a Quality
management representative can print or save a PDF with the text FINAL
COPY in the background. Quality management representatives are
responsible for these copies.
For specifications that will be sent to suppliers, all are saved in a specific
PDF format.
i. Archiving
When a new specification is published, the old specification and drafts
are moved to the archive folder.
A document in the archive folder cannot be revised, saved, saved as a
draft or sent to approval. A document in archive status can be copied.
The OoS and other authorized individuals can access the archive folder.
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6th SECTION
6. 5. QUALITY MANAGEMENT
In terms of quality, we aim to produce our products in accordance with the
specifications, and offer our consumers the same Ulker value and quality
in every package. For our employees, all of whom play a significant role in
achieving this target, we are providing opportunities to perform great work
in line with Ulker principles and values, and to establish systems that
enable their development.
As part of our Sustainable Quality understanding, the common concepts
we have adopted are product, human, system and value chain. In
this respect, we have established Central Quality Systems in order to set
common quality procedures and standards in our companies, and enable
each work department to be managed by the same principles.
a. Establishment of Standards and Plans for Consumer

Satisfaction
As the first step of our Quality Road Map, the Office of Specs assumes
the role of meeting quality standards, which offer our consumers the
same lker quality in every package and maintain their satisfaction
through the definition and management of our specifications and
guidelines.
b. Definition of Processes and Procedures

Common processes and procedures are defined and are required to be
implemented in all of our plants. Plants are expected to produce products
in line with our product specifications, which were created in order to
ensure consumer satisfaction. Therefore, it is ensured that everything
from material supply to material warehouses, incoming quality control
processes, production procedures and control instructions, product
delivery, warehousing and distribution processes are managed with the
same standards.
c. Approval , Publishing and Authority / Responsibility

The common processes and procedures defined by the Office of Specs
are published once they are approved.
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Those responsible for the implementation of published procedures at the

related plants are then informed and requested to manage their systems
accordingly.
d. Document Management
Our documents are checked regularly to ensure that production meets the
specifications and standards and to make sure that everybody is using
the same information to achieve sustainable high quality.
As document management ensures the accessibility of new versions and
the updates are made, also it should prevent to use the old documents.
E-documents should be checked and used in the same standards.
The central and local documents mentioned below should be checked;
Central and Local documents mentioned below should be checked;
Quality Manual Quality and Central Food Safety Procedures
Quality, Food Safety and Process Control Instructions and all other
quality system documents
Analytical Methods and Work Instructions
Process Control Registration Forms
Specifications
Document Management defines how to prepare, approve, publish,
implement, validate, sustain, control and change the documents.
Quality Manual and Common Procedures:
Quality Manual covers the common and minimum quality procedures and
the requirements that should be implemented at lker and Yldz Holding
plants, Sales & Distribution and Supply Chain.
The requirements published in Quality Manual cover the quality
procedures and standards that should be applied in all business units. All
local standards and instructions should be in compliance with Quality
Manual.
Quality Manual and the central procedures are prepared and published by
Office of Specs with the involvement of the related departments.
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6th SECTION
Quality Manual defines the general rules and provides the communication
mechanism between related departments.
The Quality Manual should be used as a training tool during the
on-boarding process of new employees, in order for them to review and
learn more about the system.
Local Procedures and Instructions:
Local procedures and the instructions are prepared to define the specific
quality requirements of business units, plants and/or technologies.
Local procedures and the instructions should be harmonized with Quality
Manual and the common procedures.
i. Responsibilities
Quality Manual: Central Procedures
Preparation: Prepared by Office of Spec with the involvement of the
related departments.
Approval and Publishing: The documents are approved and published by
Office of Specs after they are approved in parallel with authority-approval
table.
Control and Change: Located on biz.ulker server. Office of Specs has the
authority of change any document.
Local Documents
Preparation: Prepared by the related department responsible with the
involvement of related department (purchasing, production, supply chain
etc.) in each business unit in compliance with central documents.
Approval and Publishing: Prepared documents are published by quality
quality managemet representative with the approval of the related
department chief and/or department manager.
Control and Change: Each business units controls their own local
documents after the central documents are published.
292
R.00.14
6th SECTION
ii. Preparation, approval, publishing

PUBLISHING PROCEDURE
UPDATE & CHANGE
Identifying local document control

Ensuring the content and accuracy
of document
Identifying authorization before
publication
Identifying content of distribution list
(issue/revision date, document name,
document no identification, document
responsible, location and number of
copies)
Publishing of document and reporting
of actions in the published document
People who will control the
document at the plant
End users
Ensuring accuracy of updates and

validation
If necessary, publishing of changes/
revisions
Definition of revision and updates
at the revision-registration page
Ensuring that all cross references are
up to date
Defining of the changes to the proper
authorities
Publishing of updates and revisions
Announcing necessary actions in
response because of the revision
People who will control the
document at the plant
End users
Approved documents are published by Office of Specs via e-mail. Central

document revision authority belongs to one who prepared the document
and the revision can be requested by everybody. Document name, code,
first issue date and issue number are recorded on main document list to
prevent the use of incorrect or obsolete documents.
iii. Access, archive, review
The access, archive and review of local documents are made as defined
in local instructions.
Access: Central documents can be accessed on Biz.Ulker server.
(http://biz.ulker/SiteDirectory/Northstar/OOS/KaliteYonetimi/Forms/All
Items.aspx)
Document controllers are responsible to distribute the published
document, provide to access the updated version and to collect the
obsolete documents at the plants.
293
6th SECTION
Archive:
Central documents are archived on Office of Spec for 5 years. If required,
it is provided to access the old/archived documents.
Review:
Central documents are reviewed and updated at least once in a year by
Central Quality Assurance Team. The review outputs are registered. The
review process should cover the old document cancellation.
iv. Putting into practice - compatibility
The local documents and instructions are reviewed after publishing the
central documents. If required, the revisions are made in the local current
documents in parallel with the central documents.
Therefore, it is ensured that the central documents are implemented and
applied in plants within maximum 2 months.
The owner of the document in business units, inform those directly or
indirectly affected by the implementation of the document in order to
ensure the compliance with the central system and the document
implementation. The on-boarding trainings and/or classroom trainings
are arranged to make the process clear and the trainings are recorded.
Those who complete the trainings are given certificates if necessary.
Through trainings and informing, it is ensured that the local documents
and instructions are implemented in efficiently.
e. Compliance
It is checked whether the documents and local instructions are
implemented in accordance with the rules by Office of Spec in every plant.
These audits are held by Central Quality Team and Yldz Holding Internal
Audit Department. After each audit, the compliance ratio score showing
how the implementations in the plants are in compliance with the central
procedures is calculated. If there is unconformity, it is asked to prepare
required action plans and to make improvements in a defined time period.
294
R.00.14
6th SECTION
Then, the improvements in the plant implementations are tracked by

following assessment results.
f. Continuous Improvement
Our target in the whole business units of Yldz Holding is to level up the
consumer satisfaction with using common principles, quality vision and
quality procedures passing every day.
Each plant improves itself day by day through our continuous
improvement activities and each strives to reach to the highest quality
target at every link of the chain from supply to last sales point in
awareness that our each product is a promise of lker to our consumer.
295
QUALITY
CAMPAIGN
APPENDICES
INSTRUCTION LIST
DEFINITIONS
GLOSSARY
R.00.14
INSTRUCTION LIST
Item
No
SECTION NAME
2nd Section 1st Part

1
Vehicle Control
a. Physical
Conformance
of Vehicle
Vehicle Control
c. Transportation
Temperature
Control
2 Section 1 Part
Vehicle Control
h. Receiving
Conforming
Materials into
Warehouse
nd
st

Control of Raw
Materials and
Packaging
Materials
b. Analysis and
Control Process
INSTRUCTION
NAME
Page
No
If the materials are transported via a tanker

truck nd the truck goes directly to the plant
without stopping by the warehouse, plant
instructions must be prepared that establish
who performs the first check and how.
Incoming
Material
Control
Instruction
Coming with
Tanker
64
Similarly, individuals who will receive the

materials into the warehouse (warehouse
officer, warehouse supervisor, etc.) must also
have instructions and check lists on hand so
that they know how to perform the physical
check. These instructions are to be prepared
by Quality Assurance Manager.
Warehouse
Acception
Criteria
Instruction
64
DESRIPTION OF INSTRUCTION
In each plant, arrangements must be made to

communicate the temperature limits of delivered
materials to the warehouse personnel responsible
for controls. These arrangements are to be made
by Quality Assurance Managerassurance.
Instructions that govern practices such as the
updating and communication of tables that include
temperature limits, communication of specifications,
definition of temperature limits in the ERP system,
etc. must be prepared.
Incoming
Material
Temperature
Limits
Instruction
65
Storage conditions suitable for every material are

published in the specifications, and it must be
ensured that warehouse personnel are always kept
up-to-date on these specifications. In every plant,
this responsibility must be defined in job
descriptions or instructions.
Storage
Condition
Instruction
Those materials that have been entered into the

system are then labeled according to the
instructions prepared for each material. In general,
the label should include information such as name,
short code, system code, amount, batch no
assigned by the system, expiration date, etc.
Incoming
Material
Labelling
Instruction
68
Different plants use different materials. Therefore,

sampling methods must be defined for raw
materials and packaging materials. Sampling size,
which will be determined based on batch size; blend
sampling size if blending will be performed;
sampling points (edges, middle etc. of a pallet)
must be set forth in the sampling instructions to
be issued at the plants. These instructions must
include the following:
Sampling
Instruction
73
68
299
INSTRUCTION LIST
Item
No
SECTION NAME
2nd Section 2nd Part

4
Control of Raw
Materials and
Packaging
Materials
b. Analysis and
Control Process
Sampling methods based on the materials
to be analyzed and analysis methods to be
used
If a microbiology analysis is going to be
performed, procedures to be followed to
avoid contamination during sampling
If special situations exist for physical and
chemical analyses (i.e. a sample must not
be taken from the bottom of a sack; a
sample must be taken from materials that
have accumulated on top of the delivery
vehicle), the following methods should be
used
Procedures to be followed in situations
where a re-analysis is required; sampling
method to be used and sampling size
INSTRUCTION
NAME
Page
No
Sampling
Instruction
73
Raw Milk
Sampling
Instruction
75
Storage
Condition
Instruction
89
Specification
Review
Instruction
103
Control of Raw
Materials and
Packaging
Materials
b. Analysis and
Control Process
(ii3. Control of
products such as
milk/vegetables
wheat)
Storage
a. Quality
and Food Safety
Standards
3rd Section 1st Part
300
Preparation Prior to
Production
b. Preparation of
Quality Plans (iv.
Amendment
situation)
Milk; When tanker trucks arrive at the milk

collections centers, milk is transferred to
cooling tanks to be delivered to the plant.
Samples are taken, based on instructions,
from each compartment of the tanker trucks
that arrive at the plant.
The warehouse layout must be in

accordance with FIFO/FEFO (First In First
Out/First Expiry, First Out) instructions.
This rule must be followed while providing
materials to production.
For this purpose, individuals must be

assigned who are responsible for tracking
amendments to specifications and for
applying them to the plans; general review
frequencies and methods must be specified
in accordance with the relevant plant
instructions.
R.00.14
INSTRUCTION LIST
Item
No
SECTION NAME
INSTRUCTION
NAME
Page
No
Glass/Rigid
Plastic
Control
Instruction
108
iii. Cleaning Program

Detailed master cleaning plans and
equipment-based detailed cleaning
instructions must be available at each
plant.
Personnel who are responsible for the cleaning,
inspecting the cleaning and approving the
cleaning should be defined in the cleaning
instructions and job descriptions.
Although cleanings may vary depending
on the work order of each business unit,
the fundamental requirements to produce
safe products must be defined in the
cleaning instructions.
Cleaning
Instruction
115
iv. Maintenance program aimed at quality and

food safety
Metal-Metal and Metal-Plastic Contact
In order to prevent excessive abrasion
problems, plant maintenance instructions
must be present which enable elimination of
metal-metal and metal-plastic contact in
equipment and prevention of non-conformities.
Maintenance
Instruction
Instructions must be prepared regarding

allergen management throughout the plant.
Allergen product replacement cleaning:
Validated cleaning instructions are
prepared and utilized.
Allergen
Management
Instruction
Glass/Rigid Plastic Control
Glass/rigid plastic instructions to be
followed in factories are communicated
clearly to all employees. This
communication may be performed during
annual food safety refresher trainings.
3rd Section 2nd Part
Provision of Food
Safety in
Production
a. Pre-Requisite
Programs
3rd Section 2nd Part

9
Provision of Food
Safety in
Production
c. Allergen
Management
3rd Section 3rd Part

10
Laboratory
Management
Documented instructions should be in

place to ensure the correct and consistent
preparation of reagents and for the
handling, storage and use of reagents to
prevent deterioration.
Laboratory
Safety
Instruction
123
129
140
301
INSTRUCTION LIST
Item
No
10
11
12
13
14
SECTION NAME
3rd Section 3rd Part

Laboratory
Management
Risk evaluation should be performed for

laboratory safety; during risk evaluation
safe design, work practices and handling
procedures to minimize the potential for
employee exposure to chemicals should
be taken into consideration. Relevant
instruction should be prepared and all
staff should be trained as necessary.
3rd Section 4th Part

Process Quality
Control
f. Provision of
Process Quality
i.Measurement, analyses: Sampling and

measurement methods necessary for
each control are determined by the
related plant instructions.

Process Quality
Control
h. Specification
Non-Conformities:
Red
vi. Control of blocked products: Control

of blocked products is performed under the
resp onsibility of quality department.
Separated products are sampled and
controlled in accordance with the size of
batch, as specified in the sampling
instructions of factories.

Process Quality
Control
(i. Specification
Non-Conformities:
Yellow (ii.Failure
to bring results
into the Green
category)
Despite the work conducted, if continuity of

production within yellow area is requested as
obligatory (The maximum duration is decided based
on the plant and product and stated in the relevant
instructions; the general reference time would be
one shift.) the process of NON-CONFORMITY
MANAGEMENT must be commenced: Risk
assessment is made; opinions of the department
are taken; an assessment is submitted for the
approval of the general manager and the vice
president.

Finished Product
Quality
b. Production
Scoring
The fundamental principles to be applied

must also be defined in the plant
instructions in accordance with the
rules listed below.
INSTRUCTION
NAME
Laboratory
Safety
Instruction
Process
Control
Instruction
Page
No
141
144
Process
Control
Instruction
155
NonConformace
Management
Instruction
160
Scoring
Instruction
165

15
302
Finished Product
Quality
c. Warehouse
Scoring
The fundamental principles to be applied

must be defined in the plant instructions.
Warehouse
Scoring
Instruction
169
INSTRUCTION LIST
Item
No
INSTRUCTION
NAME
SECTION NAME
16

Finished Product
Quality
g. Contract
Supplier Products
Controls
Each business unit should prepare instructions

with information concerning the scope, the
responsible supervisor, communication and
unique methods for controls on subcontracted
products.
17

Post-Production
c. Rework Product
Management
Instructions for re-work product use

must be present in each plant, which
describe the general principles, rules for
tracking and use, and responsibilities.
Re-work
Product
Management
Instruction
18

Post-Production
d. Suspension of
Production Protection of
Products and
Materials
If the production suspension period is

extended, materials must be delivered to
the warehouse and the line must be cleaned
properly. Since risk assessment must be
performed according to the product type,
each plant must have instructions concerning
the duration of production suspension and
precautions to be taken.
Suspension
of Production
Management
Instruction
19

Incident
System
Each plant must have instructions which

are compatible with the quality manual
describing the program infrastructure to
be used for the operation of the incidents
process, responsible people, timing and
review activities.
Quality
Incidents
Management
Instruction
20
21
Contract
Supplier
Products
Controls
Instruction

Training, Certification
& Communication
a. Training &
Certification
(i. Realizing of
trainings)
Training and record keeping responsibility

lies with the persons identified in the plant
instructions or as per their job descriptions;
however it is the responsibility of the
immediate supervisor to dismiss an
employee who has not received training.
Training
Instruction
4th Section 3rd Part

Product Storage
b. Receiving
Acceptance and storage temperatures

of finished products are defined in the
specifications. For up-to-date information
at all times, the personnel who are
authorized to access the specifications
must share the relevant information with
logistics and sales departments, and
perform the required updates. Responsibility
and authority with regard to this subject
should be defined in the job description and
also required instructions should be formed.
Product
Storage
Condition
Instruction
Page
No
173
176
177
183
183
237
303
INSTRUCTION LIST
Item
No
SECTION NAME
22

Product Storage
d. Storage and
Food Safety
Standards
23
304

Product Storage
e. Management of
Products Damaged
During Storage
24

Product Storage
f. Return Products
25

Product Storage
g. BlockageRelease Process
INSTRUCTION
NAME
Page
No
Product
Storage
Conditions
Instruction
241
Every plant must have instructions

regarding the conditions for making use of
and reprocessing damaged and return
products; sales, logistics and plant
departments must work in tandem in line
with these instructions. Instructions must
include the following information: Under
which conditions can package replacement
be performed? What specification
(analytical properties, sensory, etc.) should
be fulfilled by the damaged product to be
reprocessed or involved in production? How
is the food safety risk assessment
performed? Which cases require a 100%
control? Who is responsible to perform
controls and make decisions?
Evaluation
of Damaged
and Returns
Product
Instruction
244
Products to be subjected to Scrap

(Disposal): The products which are
deemed not suitable for offering for sale
or reprocessing by the quality assurance
supervisor of the plant are considered as
scrap (disposal). Every plant must have
instructions about how, under what
conditions and whose responsibility these
products are to be disposed of (For
example: Disposal management
instructions, etc.).
Destruction
Process
Management
Instructions
245
In the blockage and release instructions

of each work department; it must be
defined who is responsible for notification
and conducting of actual processes after
plant.
BlockageRelease
Process
Instruction
247
Storage Conditions: Layout in the

warehouse must be in accordance with
the FIFO/FEFO (First In First Out/First
Expiry, First Out) instructions.
R.00.14
DEFINITIONS
DEFINITIONS
AGRONOMIC: Agricultural product.
AIB (American Institute of Bakery ): Food safety standard of American
Institute of Bakery.
AS 400: It is used for institutional source planning. Transferring some
part or process of the firm into computer media.
ATP (Adenozin Trifosfat): Name of cleaning control method that used for
detecting food remainder (because foods include ATP).
BATCH: Size of consignment including some part of production
BRC (British Retail Council): Quality and Food Safety Certification
published by British Retail Council.
CALIBRATION: Regulating a measuring tool for correct results.
CCP: Critical Control Point
CIP (Cleaning in Place): Cleaning method made at closed systems.
CONTRACTED COMPANIES: the firm that serves according to rules by
decided Ulker and made secret deal.
ERP: is business management softwareusually a suite of integrated
applicationsthat a company can use to store and manage data from
every stage of business, including; Product planning, cost and
development, Manufacturing, Marketing and sales, Inventory
management, Shipment and payment. Is an integrated operational
computer program such as SAP, AS 400, Exen400 etc.
FEFO (First Expired First Out): First Expired First Out.
FIFO: First in First Out
GPRS: General Packet Radio Service
HACCP: Hazard analysis and critical control points.
305
DEFINITIONS
IFS (International Food Safety): Quality and Food Safety Certification

published by German Retail Council.
ISO: International Standard Organization.
ISO 22000: Standard of Food Security Management System published by
International Standard Organization.
MSDS: Material Safety Data Sheet
PRICE CUTTING: Purchasing with reduced price because of a defect in
product.
PRIVATE LABEL: Special production according to customers expectation
and contracts
SAP: It is used for institutional source planning. Transferring some part or
process of the firm into computer media.
SCRAP (Non-Sanitary Fire): Products that sold, made waste or destroyed
in many ways, apart from commercial product.
SPECIFICATIONS: Required technical features for product and service.
UNSATISFACTORY (UNSAT): During an AIB audit, a situation where direct
food safety danger is detected because of not performing the good
production practices in a critical degree.
306
R.00.14
GLOSSARY
acceptance 43, 51, 74, 77, 78, 82, 85, 137, 148, 149,
177, 212, 237, 238, 273
batch number 46, 49, 66, 69, 75, 83, 86, 95, 175, 176,
177, 192, 252, 264
access 26, 46, 49, 50, 71, 106, 126, 137, 138, 142,
143, 237, 282, 283, 284, 285, 288, 293, 294
blockage 154, 155, 156, 170, 208, 248, 249, 250, 251
agronomic 24, 33, 76, 305
case study 40, 86, 110, 123, 158, 161, 230, 305
AIB 5, 6, 26, 41, 194, 197, 198, 199, 200, 201, 305
central quality 40, 36, 37, 38, 39, 41, 42, 52, 53, 54,
55, 195, 203, 254, 290, 294
alarm 111, 112, 146, 148, 149, 150, 160, 166, 170, 179,
238, 279, 280
allergen cleaning 105, 116, 118, 123, 132
allergen management 90, 104, 118, 123, 129, 131
analytical 122, 132, 143, 166, 244, 263, 264, 291
approval 5, 25, 26, 27, 29, 30, 31, 32, 35, 38, 39, 40,
41, 43, 44, 46, 48, 53, 54, 70, 71, 72, 73, 81, 82, 83, 84,
85, 92, 101, 102, 103, 104, 105, 116, 120, 173, 178, 179,
180, 181, 182, 184, 192, 198, 202, 205, 206, 229, 243,
248, 251, 262, 263, 268, 275, 280, 281, 282, 284, 285,
286, 289, 290, 292, 293.
AS 400 69, 75, 102, 305
audit 5, 6, 26, 27, 28, 29, 30, 32, 33, 34, 35, 36, 37, 38,
39, 40, 41, 42, 45, 51, 54, 78, 94, 95, 107, 108, 109, 126,
129, 133, 135, 136, 137, 184, 194, 197, 199, 200, 202,
203, 204, 205, 206, 210, 219, 221, 222, 227, 239, 251,
253, 254, 255, 259, 261, 264, 265, 294, 306
pre-requirement audit 26, 27, 29, 30, 32, 36, 38
audits according to risk group 27, 32, 36, 39
internal audit 94, 133, 136, 205, 220, 239, 294
product audit 5, 6, 195, 198, 201, 205, 223,
259, 261, 264, 265
laboratory audit 134, 135
food safety audit 94, 133, 194, 202, 203
quality manual compliance audits 195, 204
audits of OoS 195, 204
BRC 5, 26, 41, 205, 305
CIP 119, 121, 122

communication 44, 52
consumer complaints 6, 49, 51, 52, 108, 158, 172,
183, 184, 185, 194, 196, 199, 200, 207, 208, 210, 211,
212, 213, 215, 221, 222, 261, 266, 267, 268, 269
consumer satisfaction 6, 101, 158, 179, 259, 266,
277, 290, 295
continuous improvement 5, 6, 7, 23, 37, 54, 55, 94,
99, 107, 187, 194, 195, 210 ,211, 222, 281, 295
contractor 113, 125, 137
CPA 49, 50, 51, 52, 53, 207, 209, 210
cpm 194, 196, 199, 200, 201, 212
crisis 184, 188, 189, 190, 191, 192, 193, 207, 208, 251
critical limit 122, 124, 128, 129, 276
cross contamination 95, 104, 118, 131, 132
damaged 69, 89,235,241, 244, 245, 247
defect 5, 6, 7, 21, 99, 105, 142, 158, 165, 194, 198, 200,
206, 208, 210, 215, 217, 222, 235, 259, 260, 261, 269,
274, 279, 306
disposal 6, 46, 54, 69, 81, 84, 92, 93, 140, 192, 193,
245, 246
distributor 155, 185, 189, 190, 191, 193, 227, 235, 249,
252, 253, 254
document 26, 41, 47, 65, 66, 68, 83, 86, 113, 128, 129,
139, 140, 148, 149, 192, 202, 220, 232, 234, 280, 282, 286,
287, 288, 289, 291, 292, 293, 294
307
GLOSSARY
e-mail 43, 44, 55, 74, 84, 92, 251, 267, 293
endorsement 34, 35
ERP 66, 106, 142, 143, 145, 147, 159, 173, 240, 280,
305
feedback 40, 52, 53, 54, 55, 133, 194, 206, 210, 231,
253
FIFO /FEFO 89, 229, 235, 242
finished product 76, 77, 101, 143, 153, 154, 163,
164, 167, 171, 173, 175, 176, 178, 185, 191, 195, 197,
209, 210, 211, 234, 237, 239, 246, 261, 262, 263, 274,
276, 277, 278, 279, 282, 283, 285, 287, 288
food defense 133, 189
foreign material 33, 34, 47, 107, 108 109, 110, 111,
112, 195, 232
GMO 34
GPRS 241, 305
green 43, 46, 70, 78, 145, 146, 147, 149, 150, 151,
152, 154, 157, 160, 161, 162, 164, 166, 170, 172, 173,
194, 198, 199, 200, 201, 205, 211, 222, 230, 259, 261,
262, 277, 278, 279, 280
Group president 37, 85, 155, 181, 190, 192, 202
Kosher 205
label 69, 74, 80, 82, 84, 89, 90, 92, 93, 105, 121,
12, 130, 131, 139, 140, 156, 176, 178, 196, 242,
243, 246, 251, 306
laboratory 48, 72, 75, 76, 78, 79, 80, 81, 86, 134, 135,
136, 137, 138, 139, 140, 141, 144, 145, 149, 150, 151,
159, 164, 220, 264
local 291, 292, 293, 294
logistics 84, 92, 127, 154, 155, 185, 189, 207,
230, 237, 244, 248, 249, 250, 251, 252
maintenance 30, 89, 90, 107, 108, 110, 111,
116, 118, 121, 122, 123, 124, 125, 127, 151, 154,
155, 161, 162, 180, 187, 202, 207, 219, 240, 242,
243, 274
maintenance cleaning 116, 118
maintenance program 107, 110, 123, 125
temporary maintenance 107, 110, 123, 125
maintenance team 110, 124, 125, 161, 162,
187, 207, 219
Halal 205
meeting 6, 40, 44, 53, 77, 92, 111, 112, 128, 133,
135, 187, 204, 206, 207, 208, 209, 222, 259, 264,
266, 290
hazard 33, 127, 128, 140, 188, 305
MSDS 121
IFS 5, 26, 41, 205, 306
new supplier 25, 31, 40
ISO 5, 26, 41, 205, 306
non-conformance 34, 47, 50, 5,, 70, 73, 83, 85,

90, 91, 128, 151, 155, 156, 160, 179, 180, 181, 182,
184, 185, 198, 209, 210, 240, 252
HACCP 103, 104, 108, 124, 127, 128, 129, 305
import material 75
incident 92, 109, 110, 111, 112, 151, 154, 155, 156,
183, 184, 185, 186, 187, 189, 190, 194, 198, 206, 208,
216, 221, 266, 281
incoming control 43, 48, 49, 51, 52, 54, 80
incoming material 32, 35, 44, 46, 47, 68, 71, 72,
73, 78, 81, 82, 87, 207, 262
308
key performance indicator (KPI) 5, 6, 195, 200,

201, 207, 208, 217, 218, 221, 281
Office of specs 5, 6, 7, 31, 43, 44, 71, 176, 205,

278, 290, 291, 292, 293
packaging material 88, 89, 92, 94, 95, 102, 103,
105, 119, 127, 133, 159, 166, 170, 175, 177, 179, 181,
191, 194, 196, 197, 205, 206, 209, 210, 212, 242, 261,
273, 277, 278, 281
311
R.00.14
GLOSSARY
pallet 63, 64, 69, 74, 82, 88, 90, 105, 115, 154, 155,
156, 164, 184, 185, 215, 230, 231, 239, 243, 251, 252
quality index 5, 7, 195, 200, 201, 202, 203, 207,

208, 210, 212, 222, 223, 269
panelist 165, 264
quality plan 45, 46, 61, 70, 71, 72, 73, 74, 76,
78, 79, 81, 92, 101, 102, 103, 142, 143, 144, 145,
146, 149, 150, 164, 172, 178, 288
parameter 46, 52, 70, 71, 78, 79, 80, 81, 83, 85,
101, 102, 103, 119, 122, 137, 142, 143, 1473, 148,
149, 150, 151, 167, 171, 172, 198, 232, 261, 263,
264, 274, 276, 277, 278, 279, 282, 286
performance 5, 7, 24, 25, 28, 30, 31, 36, 37, 42,
45, 47, 50, 51, 52, 53, 54, 55, 72, 73, 74, 78, 133,
140, 141, 151, 163, 195, 200, 201, 203, 207, 208,
217, 221, 222, 253, 269, 281
pest 64, 75, 88, 89, 90, 91, 95, 107, 117, 125, 126,
127, 203, 219, 232, 240, 241, 242, 243, 244, 245, 247
physical control 46, 61, 81, 86
procedure 4, 29, 30, 41, 42, 54, 63, 74, 75, 83, 86,
111, 119, 121, 124, 131, 136, 137, 139, 140, 141, 154,
166, 170, 179, 183, 184, 185, 186, 189, 203, 217, 218,
220, 227, 259, 273, 274, 275, 281, 290, 291, 292, 293,
294, 295
process 5, 6, 7, 24, 25, 26, 29, 30, 31, 32, 33, 34, 38,
40, 41, 43, 44, 45, 46, 47, 48, 51, 52, 53, 54, 55, 56, 61,
65, 70, 72, 73, 74, 78, 79, 80, 82, 83, 84, 85, 87, 90, 92,
94, 99, 101, 102, 103, 104, 108, 114, 121, 124, 127,
128, 129, 138, 142, 143, 144, 145, 146, 147, 148, 149,
150, 176, 178, 179, 180, 181, 183, 184, 185, 186, 188,
189, 190, 197, 198, 200, 205, 206, 209, 211, 215, 217,
222, 227, 229, 231, 232, 239, 241, 242, 244, 245, 246,
248, 249, 252, 254, 259, 260, 261, 262, 263, 266, 268,
273, 274, 275, 277, 278, 280, 281, 282, 283, 285, 286,
287, 288, 290, 291, 292, 294, 305, 306
quality system 4, 24, 33, 72, 73 ,74, 153, 179,

281, 282, 290, 291
quarantine 6, 84, 91, 92, 93, 110, 148, 149, 154,
155, 158, 184, 185, 186, 189, 192, 193, 204, 208,
222, 251
recall 184, 185, 189, 190, 192, 193, 207
receipt 48, 140
record 16, 26, 36, 43, 44, 46, 49, 52, 54, 65, 66,
68, 69, 73, 77, 81, 87, 89, 90, 92, 95, 102, 106, 108,
109, 110 ,111, 115, 119, 121, 122, 125, 127, 129,
132, 136, 137, 143, 145, 150 ,151, 152, 156, 157,
160, 161, 164, 166, 170, 174, 178, 179, 182, 183,
184, 185, 186, 191, 194, 195, 206, 209, 220, 221,
229, 232, 235, 236, 239, 241, 242, 243, 244, 251,
255, 259, 266, 267, 293, 294
red 43, 70, 84, 92, 145, 146, 147, 148, 149, 150,
151, 153, 154, 156, 157, 158, 159, 161, 164, 170,
171, 172, 179, 182, 277, 278, 279, 280
reference 199
reference test 199
regulation 130
product control 5, 36, 66, 91, 102, 142, 144, 145,

161, 164, 165, 166, 169, 170, 172, 174, 175, 178, 251,
261
rejection 29, 30, 37, 43, 46, 47, 48, 51, 54, 67,
74, 77, 81, 82, 83, 84, 85, 151, 166, 185, 194, 197,
273, 279, 285, 286, 288
product tree 204, 287
release 36, 56, 120, 148, 149, 155,164, 170, 173,

175, 178, 189, 204, 208, 235, 239, 248, 249, 281
publishing 31, 43, 71, 73, 101, 102, 103, 248, 250,
259, 264, 282, 288, 290, 292, 293, 294
report 6, 26, 28,30, 37, 39, 41, 51, 52, 54, 78, 90,
91, 92, 109, 133, 134, 135, 136, 137, 139, 141, 155,
156, 169, 179, 182, 183, 184, 185, 186, 187, 188,
189, 190, 195, 200, 202, 203, 206, 207, 208, 209
210, 211, 222, 230, 250, 259,264, 265, 267, 268,
269, 284, 293
purchase 24, 25, 26, 27, 28, 29, 30, 31, 33, 36,
42, 43, 50, 76, 77, 78, 88, 185, 278
QDMS 288
309
GLOSSARY
reprocess 154, 176, 177, 244

responsibility 7, 44, 48, 69, 71, 155, 173, 180, 209,
210, 221, 222, 237, 246, 248, 252, 250, 290
review 71, 73, 74, 92, 93, 102, 103, 104, 108, 109,
117, 127, 128, 135, 136, 154, 155, 156, 160, 172, 181,
183, 186, 187, 195, 202, 204, 207, 208, 209, 210, 245,
248, 251, 252, 254, 274, 275, 286, 292, 293, 294
revision 31, 32, 44, 48, 71, 74, 103, 148, 149, 183,
220, 240, 280, 287, 288, 293, 294
risk 4, 23, 24, 25, 26, 27, 28, 29, 32, 33, 34, 35, 36,
37, 38, 39, 40, 42, 46, 48, 49, 51, 63, 64, 69, 71, 72,
75, 85, 88, 90, 102, 103, 104, 105, 107, 108, 110,
111, 113, 114, 117, 118, 119, 120, 124, 125, 127,
128, 129, 131, 132, 133, 138, 141, 143, 151, 153
155, 160, 161, 177, 179, 180, 181, 182, 184, 191,
192, 193, 203, 218, 236, 244, 245, 246, 247, 248,
274
start-up activities 104

sufficiency 25, 220
supplier candidate 25, 27, 28, 29, 30,32,38
supply chain 55, 76, 190, 207, 217, 291, 292
temperature 46, 47, 64, 65, 66, 68, 88, 95, 119,
121, 139, 148, 149, 151, 161, 162, 162, 178, 229,
230, 231, 232, 233, 234, 237, 238, 239, 240, 241,
263
tonnage 34, 35, 86
... supplier risk 28, 34, 36, 51
test 26, 27, 29, 31, 32, 38, 39, 41, 45, 47, 55, 76,
92, 104, 105, 116, 119, 121, 123, 124, 134, 135,
136, 137, 138, 139, 140, 141, 144, 152, 172, 185,
191, 194, 197, 199, 200, 201, 204, 205, 219, 261,
264, 274, 275
root cause 85, 123, 158, 180, 181, 182, 183, 186,
187, 207, 208, 215, 221, 268
test sample 26, 27, 31, 32, 261
... material risk 29, 33, 34, 38, 42, 71, 85
sample 26, 27, 31, 32, 40, 41, 42, 49, 71, 74, 75, 77,
79, 80, 86, 87, 92, 135, 137, 139, 145, 151, 155, 158,
161, 163, 165, 166, 167, 169, 170, 172, 173, 191, 204,
206, 238, 239, 251, 252, 261, 267, 268, 269
SAP 69, 75, 77, 91, 102, 156, 159, 161, 278, 287,
288, 305, 306
scrap 69, 10, 154, 155, 194, 197, 212, 222, 244,
245, 246, 247, 306
scorecard 5, 6, 7, 53, 95, 195, 196, 200, 204, 210,
212, 213, 222, 223, 269, 281
scoring 163, 164, 165, 166, 167, 168, 169, 170, 171,
172, 173, 174, 253, 254, 264
traceability 105, 106, 137, 143, 145, 176, 177,

178, 188, 191, 192, 193, 229, 236, 246, 248, 250,
251
training 5, 7, 56, 71, 95, 105, 108, 109, 115, 122,
125, 127, 129, 132, 133, 134, 135, 136, 138, 172,
176, 203, 206, 217, 218, 219, 220, 221, 222, 253,
255, 259, 292, 294
unsatisfactory 39, 77, 185, 194, 197, 200, 203,
306.
value chain 4, 7, 21, 217, 222, 259, 281, 290
verification 34, 70, 72, 73
sensory test 172, 219
warehouse supervisor 46, 61, 64, 66, 78, 82,

83, 84, 87, 90, 91, 92, 93, 94, 105, 229, 240, 243,
249, 252, 254, 255
shelf life 23, 84, 91, 92, 163, 172, 175, 177, 185,
191, 206, 235, 239, 245, 247, 274, 279
waste 6, 112, 127, 142, 166, 170, 177, 241, 242,

244, 306
semi product 186, 185, 211
310
shipment 63, 65, 78, 83, 86, 94, 128, 169, 179, 188,
227, 229, 232, 235, 236, 237, 239, 241, 248, 249, 250,
251, 252, 305
R.00.14
GLOSSARY
withdrawal 189, 190, 248, 251

witness sample 71, 76, 77, 191
yellow 70, 130, 145, 146, 147, 148, 149, 150, 151,
154, 157, 159, 160, 161, 162, 164, 166, 167 170,
171, 172, 179, 185, 277, 278, 279, 280
zero defect 5, 6, 7, 21, 99, 194, 198, 200, 206, 208,
210, 217, 222, 259, 260, 261, 269
311
QUALITY
CAMPAIGN
QUALITY
CAMPAIGN

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Zero Defect

PRODUCT DISTRIBUTION AND

PRODUCT AND SYSTEM DESIGN

OUR CUSTOMERS COME FIRST!

WE ARE NUMBER ONE IN

WE DERIVE OUR STRENGTH FROM

Based upon our quality understanding dating back to 1944, in order to

YILDIZ HOLDING QUALITY ROAD MAP

DEFINE & GOVERN

TOOLS & KPIs

Approval and Change

Zero Defect Manual

1) Define & Govern with Office of Specs

2) Continuous Improvement with Tools & KPIs

3) Training & Facilitation

Know how effective he/she is in product quality in line with

Each employee must:

See the effect of his/her work on the whole.

Each employee must:

Is involved in the value chain.

1. 1. BEING A YILDIZ HOLDING SUPPLIER

1. 2. SUPPLIER SELECTION AND SUPPLIER APPROVAL PROCESS

1. 6. PERFORMANCE CRITERIA, CONTINUOUS ASSESSMENT

1. 7.CONTRACT SUPPLIER PROCESS

RECEIVING AND STORING INCOMING RAW MATERIALS AND PACKAGING MATERIALS

iii. Analysis certificate control

3. 2. PROVISION OF FOOD SAFETY IN PRODUCTION

3. 4. PROCESS QUALITY CONTROL

h. Specification Non-Conformities: Red

3. 10. CONTINUOUS IMPROVEMENT

4. 1. PRODUCT OUTPUT PROCESSES

4. 4. DISTRIBUTOR STORAGE PERFORMANCE TRACKING

5. 1. PRODUCT QUALITY IN EACH BITE AT ALL TIMES: ZERO DEFECT

5. 2. PRODUCT QUALITY CONTROLS IN THE MARKET

Explanations of the symbols in the manual are below :

This symbol means that each plant must have an

This symbol means that each plant must have a

1. 1. BEING A YILDIZ HOLDING SUPPLIER

In brief our expectations from our suppliers are given below:

b. Supplier Quality Systems

1. 2. SUPPLIER SELECTION AND SUPPLIER

These requirements are assessed and followed with the quality

MATERIALS DON NOT BE PURCHASED FROM NON APPROVAL

Supplier Candidate / Approved Supplier Audit Proses Diagram:

b. New Materials and Material Replacement Approval

If the purchasing of revised materials is going to be via a supplier that is

Example: Using interchangeably of the two equivalent raw material, using

New / Revised Materials

Incoming Materials Analysis

Production Trials (Quality - R&D)

Material Supply Process

Test Samples Approval

Material Supply Process

Audits According to Risk Group

Approval / Conditional Approval /

a. Assessment of Material Risks

b. Identification of Supplier Risks

Percentage Tonnage: The % ratio, on a business unit basis, of the annual

b. Regular Audits According to Risk Group

This list of questions is created based on different standards, legal

c. Assessment of Audit Results

Audit results should be evaluated with in principles below;

ii. Regular audits according to risk group

Table of Audit Frequencies: