PeopleMAD consultant Sarah Watson is leading the project for DairyNZ and says the programme is based on lean management, adapting the tools typically used in the manufacturing sector to the New Zealand dairying situation. It’s been piloted on farms in Southland, Canterbury and Waikato and is to be made available to farmers across the country. Sarah says the programme doesn’t just teach theory, it helps farmers work through their own processes with their farm teams so they get to put lean tools into action for their own situation.
At the same time, they’re coached on what’s behind the tools and the concepts that support the actions.
“It’s a commitment to a way of doing things that’s integrated into the culture onfarm, not a quick-fix.
“It’s helping farmers develop a way of operating that works for them and their teams and that’s what gives it the strength and longevity needed for continuous improvement – it’s personalised and helps build a positive team culture onfarm,” she says.
Within the programme, farmers and their teams are asked to choose a process onfarm such as vat washing, setting up for milking, or calf-rearing, and map out that process listing the steps they go through.
As they do, they identify waste – areas where time is wasted or specific problems might happen that mean the processes can and do go wrong.
“They identify areas of frustration, the ‘pain points’, the waste. It might be waiting for cows because gates haven’t been set up right or discovering late in milking the refrigeration hasn’t been turned on.”
The process and frustration points are mapped out using sticky notes, using one colour for the process and another for the frustrations that ultimately create waste.
“The farmers we are working with find it’s very powerful seeing that visually,” Sarah says.
The next step is to analyse why those things go wrong and what’s behind the frustrations, and that means going to the root cause of the problem. Finding the real basis for the problem means looking deeper than the initial frustration itself and can mean asking ‘why’ repeatedly.
Once the root cause is identified a procedure or action can be put in place to deal with that frustration.
Sarah says once the team has mapped the process, identified the frustrations and come up with solutions, the next step is to map the process again the way they would like it to run.
It will include key actions along the process that ensure the frustrations don’t occur. Each of those key actions may require a mini process on their own and can be drawn up on a laminated board. It’s critical to define:
- what needs to be done
- who is responsible
and provide a place to check off that it’s been done.
Standard operating procedures might evolve from this process. These are useful for training people, and shortened or pictorial versions of these can be displayed at “point of use” – visual indicators to remind people of the process and expectations, displayed at the point the activity takes place.
Vat wash procedures, for instance, can be written up, laminated and posted next to the chemicals and taps that need to be used in that process. Photos can be included to make the explanation even clearer.
Having the farm team involved in the process of mapping, finding waste and then coming up with solutions gives them a sense of ownership in the outcomes.
Their ideas for ways to improve a process and make it more efficient need to be taken on board and considered with an open mind. Often the best ideas come from those at the coalface, and need to be considered when examining the process.
Sarah says far from making people into robots by having them strictly follow the procedures and processes, the lean process is about including and empowering them.
“There are benefits from a health and safety perspective, and it’s a great way to engage members of the team, which also helps build a strong team culture onfarm. When it’s done well it frees them up and takes so many frustrations out of their day.”
Getting to the root cause
Ask why, then ask why again
Example: The milk processor has penalised the farm with a milk quality grade.
Why?
Turns out the vat wash wasn’t done properly for two milkings.
Why?
Staff member responsible couldn’t find the right detergent.
Why?
It had run out.
Why?
No one had ordered more in time.
Why?
The herd manager was on days off when it ran out.
Based on that analysis, a better system is drawn up for monitoring chemical stocks and a process designed for re-ordering.
Helping the reluctant starter
If the process has been followed and someone isn’t fully buying into it ask these five questions.
- Do they have the knowledge?
- Do they have the skills?
- Do they have the tools?
- Do they have the right method (process)?
- Do they have the resources?
If you can answer yes to all these questions then it’s not a matter of “can’t do” but “won’t do”. Maybe then the recruitment process hasn’t been right.
Most often, though you’ll find at least one answer is no.
Some people will think they’re already good at a process and that new methods don’t apply to them.
Some may think the process takes away their control.
Keep working with them and address any concerns they have – some people take longer than others to cope with change.
