Not all businesses can make this leap but this dairy was able to hire more support for the main feeder. The support has allowed feed to be prepped daily for the main feeder, mangers to be cleaned regularly, feed and mixing times to be within minutes from day to day, accuracy to improve 5-10 percent (still working towards 95-98 percent accuracy on ingredient loading) and many more positive things have come from this release of pressure on the man the puts 60-70 percent of the income through his hands.
Everything happens through people, and this is why putting people in places of highest importance became a focal point for this dairy.
All areas of the business need support as we grow, so how will we succeed in appropriately supporting all our people economically?
Many times I would hear that one leader had an idea for a certain employee, but then another leader had an idea for the same employee and that employee was torn as to who he needed to help first. This often created undue tension on the leaders.
This expansion was putting pressure on facility, hired manpower and operating owners/leaders. This pressure has forced us to look at roles and responsibilities for owners and hired labor. In addressing roles and responsibilities, we intend to find where more support is needed. We also hope to establish who can be held accountable for what people and/or activities over a given timeframe.
Ultimately, running the business with a team of people who know what they are expected to do each day and why it matters that they do it a specific way along with how their performance is assessed. Undoubtedly, communication is the key to accomplishing team goals and understanding team members. We continue to work towards a clear understanding of each leader and member of this dairy’s workforce roles and responsibilities in the business. We feel that once we have a handle on our human capital, we can move the succession/legacy planning for the future generations.