Alexander Proudfoot - Meat processing process improvement
1
Objective and vision With throughput levels not sufficient enough to meet customer demands, the CEO of a meat processing company needed to identify the underlying root causes. It became apparent that high turnover and a lack of skilled resources were largely to blame for the recent drop in overall productivity. He was determined to improve the efficiency of plant operations. Approach The alignment of behaviors with new forecasting and scheduling tools increased output in both of the client’s main plants. Supervisory workshops equipped team leaders with the skills needed to manage variances and actively manage staff. The installation of a formal planning schedule would keep production on track for the duration of each shift. Machine operators were able to critique themselves and learn best practices by watching recorded video from a “meat cam” – a video camera strapped to a hard hat. Sustainable results The average of pounds produced increased by 16% while the run-time efficiency increased by 7%. Weekly performance review meetings created a sense of accountability across all levels of the organization. Silos that once defined the organizational structure were eliminated as a result of communications meetings and visual management boards. The employee turnover rate dropped significantly due to an on-boarding assessment and training program that acclimated people to their new work environment. Short interval control reinforced behaviors that would speed up the order fulfillment process. Meat processing Process improvement • Change leadership The challenges A steady decline in productivity prompted the CEO to meet with key members of his staff to determine what was wrong. The general consensus was that people were discouraged by subpar results despite their efforts to meet production requirements. A recent spike in turnover left the workforce shorthanded with many employees not necessarily qualified to perform critical plant functions. Some employees felt they were in a “rut” – not knowing how to perform routine tasks more efficiently. There were no formal planning controls in place that would track product cycles or forecast order fulfillment requirements. The organizational structure operated in silos, with very little communication taking place between departments. The approach Supervisory workshops equipped team leaders with active management skills to improve employee productivity. One- on-one coaching aligned employee behaviors with operating techniques and tools that would facilitate the order fulfillment process. Innovative educational methods, such as the “meat cam,” gave employees the opportunity to learn from their mistakes and apply best practices to everyday tasks. Weekly performance meetings fostered a team environment, giving all departments a forum to share valuable information. The installation of a planning schedule would speed up order processing and delivery times across the company’s supply chain. Production line workers exhibited efficient behavior as a result of short interval control added to the workflow. The results Performance meetings increased accountability on all levels of the organization. Communications meetings combined with visual management boards helped remove the silos that prevented collaboration between departments. Less turnover was attributed to the on-boarding assessment and training program, which provided a smooth transition for new hires into their new working environment. Short interval control built in to the new processes would help drive behaviors that accelerated the order fulfillment process. “The results are there. We can see it on the P&L.” — CEO “Before [we started the project], only a handful of supervisors would show up at the hand-over meeting. Now all supervisors and leads are there and everybody knows the game plan.” — Plant Manager “You can see the changes on the floor in the way people act. It is a better atmosphere and people feel part of it.” — Supervisor Project impact www.alexanderproudfoot.com Copyright © Alexander Proudfoot. All rights reserved. US 30743 16 % Increased average pounds produced 7 % Increased average run-time efficiency
-
Upload
faculdade-de-engenharia-da-universidade-do-porto -
Category
Documents
-
view
13 -
download
5
Transcript of Alexander Proudfoot - Meat processing process improvement
Objective and visionWith throughput levels not sufficient enough to meet customer demands, the CEO of a meat processing company needed to identify the underlying root causes. It became apparent that high turnover and a lack of skilled resources were largely to blame for the recent drop in overall productivity. He was determined to improve the efficiency of plant operations.
ApproachThe alignment of behaviors with new forecasting and scheduling tools increased output in both of the client’s main plants. Supervisory workshops equipped team leaders with the skills needed to manage variances and actively manage staff. The installation of a formal planning schedule would keep production on track for the duration of each shift. Machine operators were able to critique themselves and learn best practices by watching recorded video from a “meat cam” – a video camera strapped to a hard hat.
Sustainable resultsThe average of pounds produced increased by 16% while the run-time efficiency increased by 7%. Weekly performance review meetings created a sense of accountability across all levels of the organization. Silos that once defined the organizational structure were eliminated as a result of communications meetings and visual management boards. The employee turnover rate dropped significantly due to an on-boarding assessment and training program that acclimated people to their new work environment. Short interval control reinforced behaviors that would speed up the order fulfillment process.
Meat processing Process improvement • Change leadership
The challengesA steady decline in productivity prompted the CEO to meet with key members of his staff to determine what was wrong. The general consensus was that people were discouraged by subpar results despite their efforts to meet production requirements. A recent spike in turnover left the workforce shorthanded with many employees not necessarily qualified to perform critical plant functions. Some employees felt they were in a “rut” – not knowing how to perform routine tasks more efficiently. There were no formal planning controls in place that would track product cycles or forecast order fulfillment requirements. The organizational structure operated in silos, with very little communication taking place between departments.
The approach Supervisory workshops equipped team leaders with active management skills
to improve employee productivity. One-on-one coaching aligned employee behaviors with operating techniques and tools that would facilitate the order fulfillment process. Innovative educational methods, such as the “meat cam,” gave employees the opportunity to learn from their mistakes and apply best practices to everyday tasks. Weekly performance meetings fostered a team environment, giving all departments a forum to share valuable information. The installation of a planning schedule would speed up order processing and delivery times across the company’s supply chain. Production line workers exhibited efficient behavior as a result of short interval control added to the workflow.
The resultsPerformance meetings increased accountability on all levels of the organization. Communications meetings combined with visual
management boards helped remove the silos that prevented collaboration between departments. Less turnover was attributed to the on-boarding assessment and training program, which provided a smooth transition for new hires into their new working environment. Short interval control built in to the new processes would help drive behaviors that accelerated the order fulfillment process. “The results are there. We can see it on the P&L.” — CEO
“Before [we started the project], only a handful of supervisors would show up at the hand-over meeting. Now all supervisors and leads are there and everybody knows the game plan.” — Plant Manager
“You can see the changes on the floor in the way people act. It is a better atmosphere and people feel part of it.” — Supervisor
Project impact
www.alexanderproudfoot.com
Copyright © Alexander Proudfoot. All rights reserved. US 30743
16%Increased average pounds produced
7%Increased average run-time efficiency
