Title slide for mark wilsonJames donaldson

KPI’S - HOW? WHEN? WHY??

Who Am I?

• Mark Wilson

• Former VP Operations at Vega (9 years)

• 20+ years experience in Supply Chain Operations

• Focus on Procurement, Manufacturing, Logistics, Quality Assurance, Regulatory, R&D, Information Technology

• Recently launched “Wilson Management Group” (Consulting Services)

A Couple of Jokes to Start

• How many consultants does it take to change a lightbulb?

• What do you call a thousand consultants at the bottom

of the ocean?

Goals For Today

• What Key Performance Indicators Are and Are Not

• Common Pitfalls in KPI tracking

• Detailed Examples at all staff levels

• How many KPI’s are enough

• How should KPI responsibility flow

• CEO Dashboard

Moneyball (2012)

True Story of the 2002 Oakland A’s

Set an American League record for most consecutive wins (20 games)

Payroll was $85M less (67% less) than NY Yankees but tied Yankees for most number

of wins in the season

Built a pro baseball team roster with a completely new approach utilizing smart

statistics and KPI’s

Movie nominated for 6 Oscars and 4 Golden Globes

Changed the way professional baseball players and teams were selected

Take Away’s: Team Scouts

Talking about nothing!

They don’t know how to measure performance

They don’t know what leads to good performance

They don’t even understand what the problem is

“I like a guy with a little hair on his ass”

“He’s got a good face, he’s got a good jaw”

“There’s a lot of pop coming off his bat”

“An ugly girlfriend means no confidence”

Take Away’s: Team Peter

Old ways often stop working and change is needed

Requires knowledge, goals, tools, and a plan

RELEVANT statistics & metrics are important!

Requires leadership and commitment

“We need to score at least 814 runs”

“By breaking it down to one number we find value in players that nobody

else can see”

“Goal should be to buy wins, in order to buy wins you need to buy

runs”

“We need to allow no more than 645 runs”

KPI’s – What to Track?

Total Shareholder Return

Salary Competitiveness Ratio Time to Hire Energy ConsumptionTraining ROI Water FootprintCarbon Footprint

Absenteeism Bradford Factor

Time to Market

On Time In Full

Relative Market Share

Human Capital Value Added

Customer Satisfaction Index

Online Share of Voice

Cash Conversion Cycle

Revenue Growth Rate

Average Employee Tenure

Return on Innovation

Order Fulfillment Cycle Time

Market Growth Rate

First Contact Resolution

Customer Retention Rate

Online Engagement Level

Debt/Equity Ratio

EBITDA

Employee Churn Rate

Innovation Pipeline Strength

Process Waste Level

Customer Complaints

Process/Machine Downtime

Net Promoter Score

Page Views and Bounce Rate

Return on Equity

Operating Profit Margin

Staff Advocacy Score

Earned Value Metric

Capacity Utilization Rate

Customer Engagement

Overall Equip Effectiveness

Price/Earnings Ratio

Search Engine Ranking

Return on Assets

Gross Profit Margin

Employee Engagement Level

Project Cost Variance

Six Sigma Level

Customer Turnover Rate

Quality Index

CAPEX to Sales Ratio

Conversion Rate

Return on Cap Employed

Net Profit Margin

Employee Satisfaction Index

Project Schedule Variance

Clout Score

Customer Lifetime Value

Rework Level

Operating Expense Ratio

Cost Per Lead

Return on Investment

Net Profit

Revenue Per Employee

Inventory Shrink Rate

Social Network Footprint

Customer Profitability Score

First Pass Yield

Working Capital Ratio

Brand Equity

Economic Value Added

360 Feedback Score

Supply Chain Miles Waste Reduction Rate Waste Recycling Rate Product Recycling RateSavings Due to Improvements

Words of Wisdom

• Not everything that can be counted counts,

and not everything that counts can be counted.

Albert Einstein

• Most people use statistics the way a drunkard

uses a lamp post, more for support than for

illumination. Mark Twain

All KPI’s are metrics BUT not all metrics are KPI’s

Metrics are business data or statistics that can be measured

KPI’s are the RIGHT SET of metrics that drive

• Multiple metrics are the building blocks of good KPI’s

7 Common Pitfalls of KPI Tracking

Lack of Clear Goals, Targets, or Expectations for KPI’s

Measuring Data With No Context

Measuring TOO MUCH Data

Measuring Data that is Not RELEVANT

Not Committing to a Long Term Program

Knowing Who is Accountable for Which KPI’s

Not Taking ACTION Against What the KPI’s Show

Business Journal Reports

“More tools for data discovery are not the answer. Many dashboards waste time, decrease productivity, and increase costs in an organization. Good business analytics should streamline the focus process and allow users to quickly determine what ACTION to take”

Mark Smith – CEO Ventana Research

“Within seconds an individual should be able to determine what, if any, ACTION should be taken to improve subpar performance by discovering what is contributing to the subpar performance or identifying opportunities for improvement”

Bernard Marr – Advanced Performance Institute

• Examples of Metrics

• Order Fill Rate – 92%

• Accounts Receivable - $800K

• Sales MTD - $1.2M

• Production Output – 25,400 lbs

• Examples of KPI’s

• Order Fill Rate – What’s the Target? 97%-99%?

• Relation to On Hand Inventory Value?

• Relation to Contract Manufacturer On Time Delivery?

• Relation to Forecast Accuracy?

• Relation to Ingredient Supplier On Time Performance?

• Examples of KPI’s

• Sales MTD – What’s the target? Budget MTD?

• Relation to Order Fill Rate?

• Relation to Forecast Accuracy?

• Relation to Budget Achievement by Customer?

• Examples of KPI’s

• Production Output – What’s the target? 80-90% Max Capacity?

• Relation to Schedule to Capacity Percentage?

• Relation to OEE (Overall Equipment Effectiveness)?

• Relation to Daily Product Changeover Time?

• Relation to Production Employee Absenteeism?

How Many KPI’s Should You Track?

• Too much of anything is bad, but too

much champagne is just right

F. Scott Fitzgerald

How Many KPI’s Should You Track?

• 6-8 Max per person responsible

• Too many wastes time

• Too many reduces results and achievement

• Everyone must know what metrics/KPI’s they own

• Change them as needed or if they are not driving action

KPI Structure, Responsibility, and Flow

KPI Responsibility and Flow

Standard Cost Variance

RM Waste Percentage

Mfg On Time Delivery

Pkg Waste Percentage

Cost Savings

Supplier On Time Performance

Audit Resolution

Corrective Actions

Minor Non-Conformance

Major Non-Conformance

Out of Spec Results

COA Compliance

Communication Responsiveness

Fleet Efficiency

On Time Shipping

Inventory Turns

Order Fill Rate

Inventory Accuracy

Inbound Freight Percentage

Outbound Freight Percentage

On Time Delivery Consumer ComplaintsSupplier RedundancyEquipment Operational

Efficiency

Manufacturing Metrics Logistics Metrics Quality Assurance Metrics

Manager Level Responsible

KPI Responsibility and Flow

Standard Cost Variance

RM Waste Percentage

Mfg On Time Delivery

Pkg Waste Percentage

Cost Savings

Supplier On Time Performance

Audit Resolution

Corrective Actions

Minor Non-Conformance

Major Non-Conformance

Out of Spec Results

COA Compliance

Communication Responsiveness

Fleet Efficiency

On Time Shipping

Inventory Turns

Order Fill Rate

Inventory Accuracy

Inbound Freight Percentage

Outbound Freight Percentage

On Time Delivery Consumer ComplaintsSupplier RedundancyEquipment Operational

Efficiency

Manufacturing Metrics Logistics Metrics Quality Assurance Metrics

Manager Level Responsible

KPI Responsibility and Flow

Mfg On Time Delivery

Cost Savings

Standard Cost Variance

Order Fill Rate

Inventory Turns

On Time Delivery

Major Non-Conformance

Consumer Complaints

Operations Metrics

Director / VP Level Responsible

KPI Responsibility and Flow

Mfg On Time Delivery

Cost Savings

Standard Cost Variance

Order Fill Rate

Inventory Turns

On Time Delivery

Major Non-Conformance

Consumer Complaints

Operations Metrics

Director / VP Level Responsible

KPI Responsibility and Flow

CEO Level Responsible

Example CEO Dashboard

SALES

- Sales MTD / Budget MTD- Sales QTD / Budget QTD

OPERATIONS

- Order Fill Rate- Inventory Turns- On Time In Full (OTIF)

MARKETING

- Social Media Traffic & Conversion- Marketing Promotion Sales Lift

FINANCE

- Total Inventory $$ (RM and FG)- Accounts Receivable: Avg Days to Collect- Cash On Hand

CEO’s Monitor Performance to Targets,Teams Drive ACTION!

Key Summary Points

• Know the difference between Metrics and KPI’s

• KPI’s are a set of metrics that should always drive

• Don’t track too many! Know which ones should flow up

• Have clear targets and goals

• Clearly define who owns each Metric / KPI Set

Key Summary Points

•Commit to it, make it part of your corporate culture

•Make sure your team looks like Peter, not the Scouts

Title slide for SamiraJames donaldson

Your Strategic Partner For

Increasing Funding & Decreasing Costs

A Y M I N G N O R T H A M E R I C A | E U R O P E | A S I A

T A X C R E D I T S , G O V E R N M E N T G R A N T S & I N D I R E C T C O S T S

36

CHAPTER 1

AYMING OVERVIEW

CHAPTER 2

COST OPTIMIZATION

CHAPTER 3

SR&ED CREDIT

CHAPTER 4

GRANT FUNDING

AGENDA

Ayming Overview

CHA PTER 1

A Y M I N G B U S I N E S S P E R F O R M A N C E C O N S U L T I N G

AY M I N G C O N F I D E N T I AL - D O N O T C O P Y , F O R WAR D O R C I R C U L AT E

Increase Funding & Decrease Costs

20,000 ClientsIn all sectors of activity and sizes

$435 MillionIn HR savings obtained

per year

$1.5 BillionPer year of extra financing capacity

generated for our clients

15,000 +R&D and Innovation projects

supported per year

7 MillionEmployees (private & public)

covered by our HR software

$291 MillionPer year in purchasing savings

$72.5 MillionPer year in tax savings

30Years of

Success

About Ayming Business Performance Consulting

39

• Belgium

• Canada

• China

• Czech Republic

• France

• Germany

• Hungary

• Italy

• Japan

• Netherlands

• Poland

• Portugal

• Slovakia

• Spain

• United Kingdom

• USA

Our International Coverage

Our Offices

Operating globally, Ayming has offices in

16 countries around the world

Ayming Confidential - Do Not Copy, Forward or Circulate

40

BANKING, FINANCE & INSURANCEADVERTI S ING, PUBLI SHING & SERVICES

LUXURY & FASHION

TRANSPORT LOGISTICS & SERVICES

CHEMICAL–PHARMA & HEALTHCARE

RETAIL & CONSUMER GOODS

BUSINESS & CONSTRUCTION

ENERGY AND OIL & GAS

I T ELECTRONICS & APPLI ANCES

FOOD, BEVERAGE & HOSPI TALI TY

AUTOMOTI VE & AEROSPACE

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Cost Optimization

CHA PTER 2

A Y M I N G B U S I N E S S P E R F O R M A N C E C O N S U L T I N G

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It is estimated that indirect spend represents up to

20% of a company’s total expenditures.

* B e n c h m a r k i n g R e p o r t ; 2 0 1 6 P r o c u r e C o n I n d i r e c t E a s t

Did You Know…

In a recent survey*, it was found that 70% of companies

are not addressing their tail-end spend.

Are you one of them?

43

Total savings of up to 40% can be achieved on indirect expenditures when mapped against industry benchmarks and

actual usage patterns.

Even companies that are convinced their costs are optimized

still have the potential to achieve an additional 15%-20% in

savings on overall tail-end spend.

*Benchmarking Report; 2016 ProcureCon Indirect East

Indirect expenses have a direct impact on

the bottom line, yet are often overlooked by

many companies.

44Ayming Confidential - Do Not Copy, Forward or Circulate

The High Cost of Not Focusing on Indirect Expenditures

0

10

20

30

40

50

60

70

80

90

100

Suppliers/Categories

Average Procurement Spend

20%

Strategically-managed spend

80%

Sp

en

d $

Tail-end spend

20%Opportunity for

significant savings

45

Key Indirect Spend Categories

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IT PURCHASES

SALES TAX RECOVERY

Business Travel

ENERGY

MRO (Maintenance, Repair,

Operation)

TELECOM COST OPTIMIZATION

CAR FLEET

COURIER, LOGISTICS, FREIGHT

MARKETING, PRINT & PACKAGING

FACILITY MANAGEMENT

46

1. Lack of internal resources or time

2. Not a strategic focus

3. Full data, service details and requirements are not easily obtainable

4. Not an area of expertise for internal team

5. Terms & conditions of service contracts favor the service providers

6. Employee turnover or lack thereof

Common Industry Challenges

47

4 Step Approach to Cost Savings

1. Access & gather data

2. Perform a thorough audit of current services & contracts

3. Map usage and costs to identify

opportunities for savings

4. Negotiate with suppliers, manage

RFI/RFP processes and implement

cost optimization strategy

48

Car Fleet

Marketing

IT Purchases

Energy

Facility

Management

Telecom

Business Travel

Courier/Freight

MRO (Maintenance,

Repair, Operation)

Through a consolidated approach and the implementation of a strong strategy,

indirect cost optimization can have a direct impact on the bottom line

11%

30%

15%

10%

10%

20%

20%

15%

15%

Significant savings can be

attained throughout a

wide variety of indirect

categories

Savings Per Category

Canadian Tax Credits

CHA PTER 3

A Y M I N G B U S I N E S S P E R F O R M A N C E C O N S U L T I N G

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Scientific Research & Experimental Development

Tax Credit

Federal and provincial

Applies to any company size and industry

What is SR&ED Project?

Repetitive (and unsuccessful) attempts to overcome one or several limitations within the

technology to develop or improve your products or processes

Eligibility Criteria

Scientific content: systematic investigation by qualified personnel

Technological uncertainty: resolving or attempting to resolve technological uncertainty

Technological advancement: Increase or attempt to increase the company's technological

knowledge base

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51

SR&ED Eligible Expenditures and Rates

Canadian Salaries (36-65%)

Canadian Subcontractors

(18-32%)

Overhead (calculated as 55% of eligible salary

base)

Materials consumed and transformed

(24-42%)

Third party payments

(18-32%)

$3 billion in funding to

20,000 companies yearly

Federal tax credit rate of 15% - 35%

Provincial tax credit rate of 3.5% - 30%

SR&ED allows companies to claim retroactively up

to 18 months

The program does not require companies to

innovate, to develop something new nor to

succeed

It is geared toward attempting to solve

technological limitations

Good signs of eligible projects are technical

failures, projects at loss, exceeding budget, or

delayed

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52

CRA Five Eligibility Questions

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SR&ED Projects vs. Company R&D Projects

Ayming Confidential - Do Not Copy, Forward or Circulate

New Product New Process

Improvement of Existing

Product

Improvement of Existing

Process

Due Diligence

What exists and how it is limited:

Internet searchSupplier discussionTesting existing solution

SR&ED Project

Formulating test hypothesesPlanning and executing test programsDeveloping logical conclusion

Company / Industry knowledge base

Company R&D Project

Government Grants

CHA PTER 4

A Y M I N G B U S I N E S S P E R F O R M A N C E C O N S U L T I N G

55

Indirect FundingSR&ED TAX CREDITS| TAX REFUNDS

How much have you already spent?

In the tax law

More of a “right”

Impact on cashflow: 6 to 24 months of expenditures

Minimum 3 to 6 months in care of verification

How much do you anticipate spending?

Fixed budgets

Not a right, funding is project based

Impact on cashflow: 3 to 6 months of expenditures

Direct & Indirect Funding

Direct FundingGRANTS| LOANS

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Grant Funding Categories

BUSINESS

GROWTH

Eligible grant funding

ranges from $45,000 &

up to 50% of project

expenditures – no cap.

RESEARCH &

DEVELOPMENT

Eligible grant funding up to

$5 million dollars, depending

on the program.

CAPITAL

PURCHASES

Eligible grant funding ranges

from $100,000 up to $1 million

dollars, depending on the

program.

HIRING &

TRAINING

Eligible grant funding of up

to $10,000 for each trainee,

and up to $20,000 per new

hire – no cap.

GREEN

TECHNOLOGY

Funding may include

predetermined or uncapped

incentives based on overall

energy savings for the

duration of the year & up to

$1M

Ayming boasts an

80% success rate on

government funding

applications

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Business Growth Grants

ELIGIBLE PROJECTS INCLUDE

Building local branding

Improving productivity, performance, and competitiveness

Market Research and/or Strategic Market Planning

Building innovation capacity

Improving your export growth

Exhibiting at international trade shows

ELIGIBLE FUNDING

Local marketing (50% up to max of $45,000)

Interprovincial and International Marketing (50% up to max of $50,000 provincial and $50,000

federal funding)

Third party certification to expand into a new international market (50% up to max of $50,000)

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Research & Development Grants

ELIGIBLE PROJECTS INCLUDE

Adoption, adaptation, development and commercialization of innovative or technology-

driven new or improved products, services or processes

PROGRAM REQUIREMENTS

Technical feasibility / productivity enhancement studies

Developing products/Technologies/processes with benefit to Agri-Food sector

The pre-commercialization stage (prototype, technology demonstration)

Working with universities or colleges on an R&D initiative

ELIGIBLE FUNDING

Federal / State/Provincial Funding depending on project expenditure

Funding is usually availalble at 50% of the eligible cost up to maximum of $5M from the federal

program

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Capital Expenditures Grants

ELIGIBLE PROJECTS INCLUDE

Purchasing of commercial and research equipment and / or software

Contributes to increasing exports

Improves productivity and efficiency for the sector

Introduces new technology

Retrofits existing technologies to become more competitive

Upgrade energy efficiency equipment / technology

That supports fundamental research that enables the development of new and / or

improved manufactoring machines and equipment.

ELIGIBLE FUNDING

Federal / State/Provincial funding depending on project expenditures

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Hiring & Training Grants

ELIGIBLE HIRING CRITERIA

Hiring a technical young (30 or younger) employee for a technical project

Hiring student from University for min of 4 months and max of 2 years to work in collaboration with the

university and have access to the university lab

Employee need to be Canadian citizen or permanant resident of Canada

Up to 50% of salary to max of $20,000 per employee

ELIGIBLE TRAINING ACTIVITIES

To enhance work-related skills and progress for current or new employees

Foundational Training- certification, apprenticeship, trades or accredited essential skills training (100% up to

$10,000/employee; $300,000/employer )

Technical Skills Training- training to operate a piece of machinery or equipment and training to use a particular

software aplication or program (80% up to $10,000/employee; $300,000/employer )

Workforce Training- Management skills, business skills, soft skills & leadership (60% up to max of $5000/employee and

$300,000/employer)

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Green Technology Grants

ELIGIBLE PROJECTS INCLUDES

Energy Efficiency Studies

Lighting retrofits and controls

HVAC redesign

Chiller replacement

Variable Speed Drives

Improvement on thermal performance

Implementation of new operating procedures

Low carbon emission projects

Developing technologies/processes to reduce carbon foot print

ELIGIBLE FUNDING

Ranges from thousands, and predetermined or uncapped incentives based on the incremental energy

savings

Custom Energy saving projects could provide up to $1M and 75% of the incremental cost to implement

qualifying cost-effective ECM

SDTC/ICE (Sustainable Development Technology Canada/Innovative Clean Energy) can provide up to 66%

of project cost

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Samira DadgarManager, Finance & Innovation

604 562 7376 sdadgar@ayming.ca

Thank youFor considering Ayming as your choice for increasing funding and decreasing costs

For next steps please contact,

To f ind out more, vis i t our website ayming.ca

Title slide for Adrian & Clayton

James donaldson

BC Food Processors Association

Breakfast Series

What is the Investment Agriculture Foundation?

IAF is an industry-led, not-for-profit organization representing the agriculture, food processing, farm supply and post farm gate sectors across British Columbia.

• Board of Directors – always have farmers and food processing, farm supply examples include agricultural financing, veterinary services, crop management services.

• Federal and Provincial Government representatives for the ministries of agriculture and food provide technical reviews and are guests at the Board table.

What does the IAF do?

Since 1996, we have worked with our industry partners and funders to invest in projects that enhance the competitiveness, profitability and sustainability of BC agriculture and agri-food.

The Foundation delivers cost shared funding programs on behalf of the federal and provincial agriculture ministries to support:

• innovation - the development and adoption of new technologies, products and processes in BC,

• adaptation - knowledge transfer such as collaborative feasibility studies, sectoral strategic planning, workshops, developing strategies to deal with emerging issues,

• marketing activities - domestic and export and

• resource planning – planning for agriculture, land use and watershed planning.

Canada-BC Agri-Innovation Program

$2.5 million per year for projects that are:• industry-led

• for research, to develop, pilot, demonstrate, adopt or commercialize new to BC• Products

• Processes

• Technologies

• to enhance the competitiveness, sustainability, productivity and/or resilience of the sector

Projects end December 31, 2022

BC Agrifood and Seafood Market Development Program$3.6 Million to increase sales inter-provincially and internationally by co-funding:

• market skills development

• acquisition of market information

• market planning

• market development activities such as trade shows, missions, etc

Eligible applicants are established BC producers, processors and associations

Program ends February 1 2023

Buy BC Cost-Shared Partnership Program$1.8 Million

To build a greater awareness of and demand for local food and beverage products across the province by ensuring consumers can easily identify B.C. agrifoodand seafood products at the point of sale.

Cost shared funding available for:

• specific Buy BC marketing activities to increase local market share, product sales and consumer awareness;

• Building and maintain Buy BC brand recognition

Program ends March 31 2019 but is expected to be extended

Agri-Food Futures Fund$5 Million remaining funding

• To facilitate growth and development of emerging sectors of the agriculture and agri-food industry in British Columbia for projects with broad benefit in sectoral areas and

• To maintain viability and productivity of BC agriculture while integrating changing environmental values and adopting appropriate and responsible stewardship practices.

How to Apply for Funding

Contact a program manager• Donna Anaka – Buy BC Partnership

• Jaclyn Laic – Agri-food and Seafood Market Development Program

• Clayton Botkin – Canada-BC Agri-Innovation Program

• Coreen Rodger Berrisford – General inquiries, Adaptation and AFFF programs

Review website at www.iafbc.ca

facebook.com/InvestAgBC

twitter.com/IAFBC

www.iafbc.ca

Title slide for JuneJames donaldson

Streamline & Leverage Technology

JUNE NICOLAY

PRESIDENT INTERSECT BUSINESS SYSTEMS

HOME OF DISTRIB-U-TEC SOFTWARE & D-MOBILE SOLUTIONS

Streamline Operations

To improve the efficiency of a process, by simplifying or

eliminating unnecessary steps, using modernizing

techniques, or taking other approaches.

Create and optimize core competency

Identify bottlenecks and pain points

Just because a person can do it does not mean they should

Understand what is really going on

Software and technology tools adoption

Immediate Need or Strategy

There is nothing more powerful than an idea whose time

has come

Henry Ford

desire must precede the goal

Ways & Means

Internal

▪ Reduce paper

▪ Empower your Employees

▪ Consolidate Software

▪ Centralize tasks

▪ SOP review & clarity

▪ Appropriate Reporting and Visibility

Value Chain

▪ B2B communication

▪ EFT

▪ EDI

▪ GTIN Compliant Barcodes

▪ ASN notification

▪ SKID tracking

Leverage

The ability to influence a system, or an environment, in a way that multiplies the outcome of one's efforts without a corresponding increase in the consumption of resources.

Take advantage of a core competency or technology and use it to gain an advantage.

Preparedness for Leveraging

What is COMMON GROUND ?

UNIFIED and CONSISTENT procedures

Re usuable and portable

Secured and Protected

Cooperation and communication

Concentrate on the 80%

Responsibility of Project Management

Measure and Evaluate

Agility

New opportunity

What is not working

Follow-up and first line support

Refine

Lets TalkOffice 250-860-0829 X 103

Jnicolay@distrib-u-tec.com

June Nicolay

Title slide for RickJames donaldson

OPERATIONAL EFFICIENCYRick Gibbs,

President, Neutron Factory Works Inc.

Stick to the basics:

✓Culture

✓Leadership

✓Value Stream

✓Embracing technology

CULTURE

“Not finance. Not strategy. Not technology. It is teamwork

that remains the ultimate competitive advantage, both

because it is so powerful and so rare.”- Patrick Lencioni, author, 5 Dysfunctions of a Team

How healthy is the culture in your organization?

LEADERSHIP

Leadership is defined as the action of leading people in an

organization towards achieving goals

When you have the right people in the right place doing the tasks

they are best trained and ready for, your company is running at its

optimal efficiency.

When adopting new technology or systems in your organization, do

you have leaders and champions in place to see it succeed?

VALUE STREAM

Do you have a system in place to effectively identify and

measure waste in your operations?

Creating a value stream map will go a long way to

identifying often simple and low cost solutions that return a

large ROI.

Engage your staff

EMBRACING TECHNOLOGY

• Talk to your peers and partners in industry to see

what they are using

• Buy the right equipment

• Include your key team in the layout and

implementation of new equipment

• Beware of ‘low prices’ coming from overseas

• Ensure your safety team is included in discussions

• Have a plan that your team is on board with

SUMMARY

• All organizations in the lower mainland are

challenged with attracting and retaining staff

• Having a positive and innovative culture will go a

long way to building a great team

• Having strong leadership at all levels in your

operation results in projects being completed

successfully

• Identify and measure waste with your team

• Planning is critical to success