getting things done! - teagasc
TRANSCRIPT
Basis of Lean
Leadership team that builds the capability and
capacity of their people to be able to identify and
fix problems - constantly
Why go “Lean”?
Because it Works…….Two Pilots 2018 and 2019:
Serious savings identified - Euro
Saving of time and effort
Better quality pigs
Feed Conversion Efficiency
Looking at systems, layouts, feed, water, space use
Focused on Effectiveness and Efficiency
Doing the right things well!
A War on Waste!!!
What is the alternative?
What is Lean?
Roy Coleman VP
Advanced Manufacturing Systems,
Harley-Davidson (retd)
Principles
Rules
Tools
Questions
1. Fairness
2. Firmness
3. Consistency
1. Look
2. See
3. Understand
4. Think
5. Do
Dealing with People
Dealing with Processes
Rules
• Process Mapping
• Physical Flow mapping
• Check Sheets – What is going wrong?
• Run Charts – Is it getting better or worse?
• Teams – People working together to improve their business
Five Fundamental Lean tools…..
• What are you doing?
• How are you doing it?
• Why are you doing it?
• Who is going to improve it?
• When?
Key Lean Questions…..
Capture the FACTS!
Make things better…..
• Transportation
• Inventory
• Motion
• Waiting
• Over Processing
• Over-production
• Defects
• People
War on Waste- Absolutely Focused & Relentless
The 7 Key wastes + 1
TIM WOOD s
Benchmarking = Diagnosis
Real Facts – Real Data At the core of all Lean Improvement activities
Lean - Action based on FACTS
No matter how good you think you are there is another level to go to……can you see yourself?
Why Lean does not work?
People don’t believe it will work
Think it is too simple
Think it is too sophisticated
Get blocked by having to KNOW the answers
Afraid to experiment
Afraid to be seen to not know all the answers
Wanting to be seen to know all the answers
Always wanting to know more
Never knowing enough
Wax On... Wax Off...
Case Studies – Lean Pig Project
• Case Farm 1: Work Place Organisation
• Case Farm 2: Feed Management
• Case Farm 3 & 4: Feeder Trials
• Case Farm 5: Slaughter Weight
Problem: Disorganised work place
• Time wasted looking for tools/equipment
• Ad-hoc mineral sample and medicine storage
Lean Procedure: 5S Lean Plan (Sort, Set-in-order, Shine, Standardize, Sustain)
• Applies standard house keeping practices to the
workplace high level of workplace organisation
Lean Procedure (5S Plan)
• 5S for maintenance, mineral, medicine &
weaner mixing areas
• Map areas
• Train staff
• Develop & implement plan
• Monitor (checklists and audits)
• Address areas for improvement
Lean Procedure (5S Plan)
• Kanban System to organise and store mineral
samples by month
• Control chart, numbered and colour-coded
• 1-6 Red: substantial action needed
• 7-8 Amber: minor correction needed
• 9-10 Green: acceptable
Outcome
• Saving 30 minutes per person per day
• Waste and poor processes will continue to be
exposed
• Will generate further savings of €10,000 to
€20,000 per year
Accommodation plan
Outcome:
Full map of unit’s
maximum capacity &
identification of future
building requirements
Problem:
Gradual increases in sow output has resulted in additional
pressure on available weaner & finisher accommodation.
Lean procedure:
Map all accommodation based on feeder & floor area
identify stocking rates pressure points per pen
Accommodation plan
30
Section House Name Room Pen
Pigs /pen Space
Pigs /pen Feeder
1st stage Punched 2 8 20 20
1st stage Flat D 4 8 20 18
1st stage New 4 8 20 20
2nd stage old T/B 1 1-4 20 17
2nd stage old T/B 2 1-4 20 18
2nd stage Old Cavan 4 1-8 20 20
2nd stage New Cavan 4 1-12 20 20
Feeder trial
Problem:
Variable growth rates
between weaner pens
Lean procedure:
Carried out trials
comparing growth rates
on 2 different first stage
feeder designs
Feeder trial
Problem:
Variable growth rates
between weaner pens
Lean procedure:
Carried out trials
comparing growth rates
on 2 different first stage
feeder designs
Outcome:
For this unit, 4ft feeders provided additional
feeder space when compared to swing feeders
& higher growth rates as a result
Wet/Dry Feeder Guards Problem:
Finishers given a break from feed, pre-slaughter transport
Finishers started rooting at the feeders & caused damage. This
results in regular repairs required for finisher feeders.
Lean procedure:
Investigate the cost associated with the fabrication of a feeder guard
& carry out a cost benefit analysis.
Outcome:
Fabrication of 10 feeder guards to be fitted across wet/dry feeders in
pens of pigs ready for sale to prevent damage.
Supplying out-of-spec product: under/over weight pigs
€7,250 1.7%
of pigs
sold
Small
Volume Significant
Loss
Problem
9,373
Lean Procedure
3 Week
Pre-sale
‘Tops’
Selection
Outcome - Pigs Outside Wt. Specification
Total % Outside Weight Spec. = 0.86 %
50% Annual Saving = €3,200
Biggest contributor to
sale weight variation is
birth wt & weaning wt
20% 25%
Outcome - Now going after the other 50%.......
Teagasc Presentation Footer 42
Further Activities
Webinar Series:
Episode Date Guest Topic
1 26/06/2020 Richard Keegan Becoming Lean – A Guide for Pig Farmers
2 10/07/2020 Jeroen Dewulf
Biosecurity - the first step to excellent health &
performance
3 24/07/2020 Peadar Lawlor Latest advances in weaner pig nutrition
4 07/08/2020 Mirjam Lechner Rearing pigs with intact tails
5 21/08/2020 Jens Sorensen Antibiotic use & reduction
6 04/09/2020 Charlotte Lauridsen Supplementary milk in the farrowing room