Facing a litany of challenges, from high turnover and frontline leadership issues to yield loss, give away, mechanical failures, and more, our meat processing client turned to the team at POWERS to meet customer demand.
They specialize in grinding various combinations of primal cuts to produce patties of different shapes and sizes based on their customer specifications.
They operate two major production facilities and serve several well-known restaurant chains, grocery chains, and foodservice distributors.
The plant we focused on suffered excessive annual yield loss, averaging 3.8% compared to their sister facility, which operated at a yield loss of only 2.5%.
While the two plants had different equipment and operational constraints, Senior Management felt there was an opportunity for the underperforming plant to improve yield significantly.
The plant had also recently hired a new Director of Operations, Plant Manager, and Plant Superintendent.
These individuals were fresh in their roles and had not yet established a defined Management Operating System. As a result, their management meetings were poorly defined and ineffective.
In addition, because they only reported Key Performance Indicators (KPIs) sporadically, the team lacked confidence in their accuracy and importance and failed to take corrective actions.