Rodda’s Creamery Case Study
A hands on, supportive and empathetic approach to training
Rodda’s Creamery based in Cornwall, wanted the pace and efficacy of their team to increase. They contacted ATN Group in September 2017 and since then have been working with ATN to empower their supervisors, build confidence and make a real change to the operations process at Rodda’s.
Which parts of the course have been most beneficial?
I believe the S’s section of this course has been really useful. It has given me the tools to make packing a much more organized place to work. By using S’s we were able to declutter the packing area which is a very small area to start with. All packaging has a home and is all clearly labelled. All packing sleeves are now on movable cages to allow easy movement between machines. We now have greater control of packaging stock on the shop floor so that we only have 1 and a half days’ worth of stock at any one time freeing up valuable space. All of my staff were involved in the process and understand the importance of doing this and are now ordering their own stock for respected lines and this is all working extremely well.
I also really enjoyed the work force planning section. It really shows how important it is to have a multi skilled and flexible work force, and having the right people in the right jobs.
We have now got a training schedule for further training and I believe we now have more multi skilled staff on my shift than ever before making us very flexible and a lot more efficient.
Also using work force planning we have now changed the way packing and production work using staff from both departments to help each other, were this was not the case before. So by using staff from production for a couple of hours each morning we are able to increase output but with not increasing our labour costs as we are utilising all our combined staff, Which has made us stronger as a group as we all work as one were this has not been the case over past years were it was a them and us culture.
I enjoyed this section as it made me go and look at all our packing lines step by step seeing if there was any way of making the process more efficient.
By doing this it also showed up a lot of lines that were very time consuming and not actually making us much money or any at all. But as we were able to prove this some of these lines have now been stopped or adapted weather with better packaging or a different way completely of doing the job.
I feel the whole course has been beneficial over a very testing 12 months at Rodda’s which has seen a lot of changes in all areas, putting a lot of pressure on me and my staff, but I believe the training I have been given has helped me through, making the right decisions along the way and giving me a new way of thinking and also maintaining great staff moral and performance.
As far as further development I have always shown a great willingness to learn new things and try to better myself and hopefully progress within Rodda’s and go on to bigger and better things.
What 3 areas of the course have been of the greatest benefit and why?
The first area I found useful was Operational Workforce Planning. This encouraged me to recognise the skills and knowledge of each member of my team, which then enables me to allocate tasks and utilise them in the best possible way. Working with my staff in this way allows me to manage the time of my team more efficiently and effectively, overall this will benefit the business.
Learning in greater detail about Average Handling Times will support me further with putting theory into practice. I feel that this will benefit my department significantly. Previous to this course it could be difficult to work out time taken per task. I have now learnt the need to consider the factors that may differ and affect the time taken to carry out tasks. I intend to use some of the tools that I have learnt about, specifically The Four Stage Supply And Demand Model on each task that are carried out by my team.
The third area of learning I found to be of most benefit was The 5 S System. The five steps involved in this method seemed to me to be something that myself and my team could use, learn and benefit from. Time management is something that I feel I always strive to improve and this tool would allow me to develop on that.
Detail 3 changes that you have implemented from the programme and how have these impacted operationally and strategically.
I have used The 5 S System on our garment store.
The garment store was unorganised and cluttered making it difficult to find the right garments required in a timely manner. This was not helped by unneeded items in that area, poor lighting and lack of stock control. The main issues arising from this were time management, stock rotation, stock control, it being unsightly and hazardous. I used my knowledge whilst learning about the 5 5 System to put the 5 steps in place to rectify the issues and create and sustain a more organised environment. Operationally the staff are happier within that area and are motivated to keep it organised as it also benefits them in making the tasks in that area easier. Furniture was reorganised to allow more natural light and unneeded items removed from area to de-clutter.
Stock was inspected and has been arranged on a rotation basis and staff have been involved in this process. This will benefit the business by saving staff time on locating garments, ensuring garments are kept in good condition and having a more organised area.
I have allocated tasks to individuals of the hygiene team to utilise their skills more effectively. When learning about Work Force Planning I decided to observe my staff to become more knowledgeable on their abilities within the department. I worked alongside my staff within the factory to observe performance and
recognise their strengths and weaknesses, and where, if any further training is required. During this process I recognised certain individuals within the team were more suited to some tasks than others. This then allowed me to develop a more effective cleaning rota by allocating staff to different tasks. In the long term I am
currently putting into place a plan where a skilled member of staff on a certain task can work with another member of the team to share their knowledge and help that person further develop their skills.
What areas would you like to further develop in the short, medium and long-term future? Including further courses? What are your limiting factors?
I would like to further develop the Workforce Planning Model. This would allow me to predict my cleaning schedules accurately, getting the most out of the hygiene department. Currently I still need to
know the Average Handling Times of each task which I am still collecting the data from. Once I have the knowledge of each of these times I am hoping to create schedules that have clear time structure and planned tasks well in advance. I will have a better ability to know what will need to be adjusted during unforeseen absence or staff annual leave. I will also be able to plan more appropriately during peak times when it is more difficult for the hygiene team to access certain areas.
I would like to be able to have a more organised environment using the 5 S Method. I have witnessed what a positive impact it has had when I have used it previously in the garment store. It made a task easier and more efficient and I would like to implement this where I can. Short term I will be identifying areas that would benefit from this, long term I will be putting the method into action.
Limiting factors to putting these measures into place are having time to carry out the necessary work needed to action them. Funding is also a limiting factor for some changes.