2020 Vision for Pomefruit Orchards Craig Hornblow Thursday 6
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Transcript of 2020 Vision for Pomefruit Orchards Craig Hornblow Thursday 6
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8/9/2019 2020 Vision for Pomefruit Orchards Craig Hornblow Thursday 6
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Craig Hornblow Agfirst
August 2009
2020 Vision for Pomefruit Orchards
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99 years to come full circleBack to Future
1910 Nelson establishing the industry’s first Majorcommercial expansion
Tasmanian expert travels to Nelson to help usvisualise the future
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Talk outline
The customer Focus on the valueYour Future Limiting Resource
An In depth look at labour Mechanisation examples to dateGrowing system
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Focus on the customer
Bad apple storyChanging consumption
Seek consistent fantastic experienceIt will be done with technology post harvest
It adds value for sureBut it costsWe need to deliver in the orchard to be in control of costs
Genetics
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Focus on fruit hat has apositive margin(colour,size, brix...)
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Less wastageConsistency of all aspects
genetics
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Future limiting resource
LandWater
( genetics )
Labour Capital
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What do Know about Labour?
• Availability of Labour?• Need to pay them more.• The need to lower costs• Permanent staff
• Asking them to manage more area . Expect more of them• Spending too much time on people and not looking at
apples
• Casual staff • Availability declining• much less skill
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1999 2000 2001 2002 2003 2004 2005 2006
$ / C E
Orchard costs per export CartonExcludes drawings/interest/tax/reinvestment
Total
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$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
1999 2000 2001 2002 2003 2004 2005 2006
Labour Costs$ per hectare
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1999 2000 2001 2002 2003 2004 2005 2006
$ / C E
Orchard Wage costs per export Carton
Wages Total
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Labour
50% of on orchard costshours per hectare on average
930 (NZ)1300 Chile
580 Italy
So what could we save?30% = $0.07/kg
Can we halt the increase?
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What should we focus on?
spraying mowingfert4%pruning
16%
thinnning16%
Picking48%
Tree Training6%
Other10%
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Labour profile per month
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June july august september october november december january february march april mayOther training spraying mowing fert pruning thinnning Picking
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Labour profile per month
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June july august september october november december january february march april may
Other training spraying mowing fert pruning thinnning Picking
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Adjusting Labour peaks
Maintain full employment for skilled permanentworkforceMinimise peak inflows of unskilled labour needingsupervision
Improved pruning and thinning strategiesSpread of varieties for harvest.
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Labour per month(2 late varieties)
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June july august september october november december january february march april may
Other training spraying mowing fert pruning thinnning Picking
l
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An Example:Platforms and Picking machines
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• Back to the future: Need 2 people to shift a ladder
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Source new labour pools
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Appropriate space
•How far can you reach?
•A rotating bin needs 1.7mof space.
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We can make our best workersmore effecient
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We have reducedlabour hours .Increased capital
A daily rate for labouris very flexible.
A $75,000 pickingplatform is not.You needappropriate orchards.To maximise theinvestment.
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The Zucal Picking machine
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Zucal as an example
$120,000Well structured orchardshould pick 2500 bins perseasonCapital cost $6-8 per bin.
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Zucal as an example
Supporting tractor drivercan handle 5000 bins peryear.Supporting tractor driverfor ladder picking can onlydo 2600 bins.
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Zucal as an example
Fruit quality increasesnot confirmed butlikely to be no real
improvement(technology gap) Ability to grade majordefects is improved,hail sunburn etc.
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Zucal as an example
Work not as physicallydemanding.Major benefit is
pickings do not needto be strong or as fit.happy to work longer
hours over longerperiod.
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What’s wrong with this
picture?The cost of fixedcapital?You have to be an
excellent grower!
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Picking machine video
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Critical factors to the success ofplatforms
Canopy width no greater than 1.4 total. An arms reacheach side!Economies of scale (some options)Change in risk management strategy.
Increasing capital trees, land, frost protection, Hail wateretc...
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Risk
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Critical factors to the success ofplatforms
Canopy width no greater than 1.4 total. An arms reacheach side!Economies of scale (some options)Change in risk management strategy.
Increasing capital trees, land, frost protection, Hail wateretc...
Consistent production (excellent growers). Applyingall our skills
Currently just shifting the cost flexible to fixed capitalCapitalising Labour, R&M, interest
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Spraying technology
Improved thinning Ability to target specific area of the treeLower residueMore effect control
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New technology?
Targeting the tops
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Targeting the tops with a platform
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•$100, 000•Capitalising the job again•We need a new solution
•Genetics
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Forward to the past
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Our biggest cost ?
The time out of production
If genetics will pay a partCustomer falling love with apples and pearsMechanisationLess water, spraying
We will need to have changing orchardsWe need fast effective models
1910 no crop in the first 8 years1960 a crop in the first 5 years2010 200 tonnes in the first 5 years2020 120 tonnes by first 3 years
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72 tonnes in year 3>200 tonnes in 4years
A Function of
density, earlygrowth and variety(genetics )
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Canopy changes
What you have planted this year is your Orchard of2020.
Think Carefully
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Initial execution sets the limit
Too make the most of future technology Wewill need to meet the new age scientist ½ way.
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Solution to changing labour
• Simpler systems• More profit so we can pay our staff more
• Have the ability to apply new and emergingtechnology
• “Less wastage”, more production with positivegross margin.
C i l t hi t
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Can simpler systems achieve topproduction
• 2850 trees per ha• 18 branches per tree• 65 cm long• 33 km per hectare
• 25-38 km
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4 dimensional 3 dimensional 2 dimensional
Complex system
need high degree of skill (4 th D)
Wide range of size quality
Simpler
Improved quality
Apply existing technology
Simplest
Ability to be market specific
New and existing technologies
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We need to have simple Tree Forms?
C i l t hi t
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Can simpler systems achieve topproduction
• We need 35km per hectare of fruiting wood to produce 80 tonnes.• 1 fruit every 80mm
• 20-35 km • 25-38 km • 32 km • 41 km
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We need to look ahead
Identify the obstacles' before we hit them.
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Summary
New Focus on Value not productionTo create real solutions we need to meet ½ wayNarrow simple canopies
We need to be excellent horticulturalistsWe need to be extraordinary with our staff Not just willing to change but Excellent at adaptionand change.