The Systems Approach to Dairy Process Management

1. The �Systems� Approach to Dairy Process Management Richard Stup Penn State Dairy Alliance (814) 652-6430 RichStup@psu.edu

2. Performance Factors

3. Learning Objectives Define the two types of variation and how management systems may be used to control special cause variation. Identify parts of a management system Develop a monitoring scheme that measures performance (worker and procedure) Explain why feedback is necessary Develop a plan to generate buy-in from the dairy�s workers, managers, and advisors.

4. Part One Systems, Procedures, Steps, and Variation

5. Old-fashioned Chocolate CakePrep Time: 20 min.Start to Finish: 2 Hrs. 50 min. 3/4 cup (1-1/2 sticks) butter or margarine, softened 1-2/3 cups sugar 3 eggs 1 teaspoon vanilla extract 2 cups all-purpose flour 2/3 cup HERSHEY'S Cocoa 1-1/4 teaspoons baking soda 1 teaspoon salt 1/4 teaspoon baking powder 1-1/3 cups water 1/2 cup finely crushed hard peppermint candy (optional) 1. Heat oven to 350�F. Grease and flour two 9-inch round baking pans or one 13x9x2-inch baking pan. 2. In large mixer bowl, combine butter, sugar, eggs and vanilla; beat on high speed of electric mixer 3 minutes. Stir together flour, cocoa, baking soda, salt and baking powder; add alternately with water to butter mixture, beating until blended. Add candy, if desired. Pour batter into prepared pans. 3. Bake 30 to 35 minutes or until wooden pick inserted in center comes out clean. Cool 10 minutes; remove from pans to wire racks.Cool completely. Frost as desired. 10-12 servings. This is a management system. The end result of following this system will be a chocolate cake. What happens if you take three experienced bakers and put them in fully equipped and stocked kitchens and ask them to make a chocolate cake. Will the results be the same? Will one cake be better than the others? Standard Operating Procedures are simply a recipe used to define how the people and equipment will work together to produce the desired result.This is a management system. The end result of following this system will be a chocolate cake. What happens if you take three experienced bakers and put them in fully equipped and stocked kitchens and ask them to make a chocolate cake. Will the results be the same? Will one cake be better than the others? Standard Operating Procedures are simply a recipe used to define how the people and equipment will work together to produce the desired result.

6. How can written SOP�s improve a system? Control variation Act as objective standard for feedback and evaluation Promote safety Improve training Improve communication among farm staff and advisors Serve as a focal point for improvement The fact is that most jobs on a dairy farm can be documented in a standard operating procedure. The fact is that most jobs on a dairy farm can be documented in a standard operating procedure.

7. So what is the big problem with variation?

8. High Variation We know intuitively that variation is harmful to cows. They perform at their best when things are the same from day to day. We also know that there is probably one best way to do a job and many worse ways of using the same resources. In this case, I�m using an imaginary measure of degree of mixing. Five means a TMR is over mixed and one means the components were basically dumped in the mixer and then fed to the cows with only minimal mixing as they come out. In the course of one week, this farm�s TMR degree of mixing ranges from a 2 to a 5. There is a high degree of variation in the feed that is delivered to the animals. How well is this herd likely to perform under these conditions?We know intuitively that variation is harmful to cows. They perform at their best when things are the same from day to day. We also know that there is probably one best way to do a job and many worse ways of using the same resources. In this case, I�m using an imaginary measure of degree of mixing. Five means a TMR is over mixed and one means the components were basically dumped in the mixer and then fed to the cows with only minimal mixing as they come out. In the course of one week, this farm�s TMR degree of mixing ranges from a 2 to a 5. There is a high degree of variation in the feed that is delivered to the animals. How well is this herd likely to perform under these conditions?

9. Lower Variation This is clearly a more desirable state than before. This feeding program exhibits much more consistency in the degree of mixing from one day to the next. The cows are likely to perform at a much higher level on this farm.This is clearly a more desirable state than before. This feeding program exhibits much more consistency in the degree of mixing from one day to the next. The cows are likely to perform at a much higher level on this farm.

10. Common Cause Variation Common cause variation is the result of the myriad imperceptible changes that occur in the everyday operation of a process (Farnum, 1994). Common causes of variation produce points on a control chart that over a long period all fall inside the control limits. Common causes of variation stay the same day to day, lot to lot (Deming, 2000). There are two types of variation, common cause and special cause. Common cause is defined in a few different ways above. The concept of control charts is discussed later in the section on monitoring SOPs. A good example of common cause variation is the slight everyday variation in milk yield from an individual cow. Even though conditions may not change significantly from one day to the next, a cow is not going to give exactly the same amount of milk today as she did yesterday, or will on the next day. There is nothing wrong with the cow, the feed, or the environment, its just that there will always be some common cause variation.There are two types of variation, common cause and special cause. Common cause is defined in a few different ways above. The concept of control charts is discussed later in the section on monitoring SOPs. A good example of common cause variation is the slight everyday variation in milk yield from an individual cow. Even though conditions may not change significantly from one day to the next, a cow is not going to give exactly the same amount of milk today as she did yesterday, or will on the next day. There is nothing wrong with the cow, the feed, or the environment, its just that there will always be some common cause variation.

11. Special Cause Variation Special cause variation is variation for which one can find definite causes. Ordinarily special cause variation will fall further from the mean than common causes. A special cause of variation is something special. Not part of the system of common causes. It is detected by a point that falls outside the control limits (Deming, 2000). Special cause variation can be isolated and controlled. It is usually a source of greater variation than common cause. It is the purpose of improved management to move variation from common causes to special causes. For example, there was a time when we understood very little about mastitis infection. As the years go by and we learn more about mastitis, we can control it in many cases. Thus, we�ve moved some forms of mastitis from a common, uncontrollable problem to a special problem that we can control.Special cause variation can be isolated and controlled. It is usually a source of greater variation than common cause. It is the purpose of improved management to move variation from common causes to special causes. For example, there was a time when we understood very little about mastitis infection. As the years go by and we learn more about mastitis, we can control it in many cases. Thus, we�ve moved some forms of mastitis from a common, uncontrollable problem to a special problem that we can control.

12. Variation Example In the graph below we see bulk tank weights tracked every day for a week in a 100 cow herd that is averaging about 80lbs per cow. On most days, the tank weight is consistent. On Friday, the AM milking had to be dumped because of contamination with antibiotics. The slight variation on most days is generated by common causes such as weather and natural variation by the cow. The Friday variation was generated by a special cause known as human error.

13. Dealing With Variation Mistake 1: To react to an outcome as if it came from a special cause, when actually it came from common causes of variation Mistake 2: To treat an outcome as if it came from common causes of variation, when actually it came from a special cause. It is important to understand the source of variation so that an appropriate response can be made. In inappropriate response will lead to waste of time and resources. There are two types of mistakes that can be made in response to variation. Mistake 1: To react to an outcome as if it came from a special cause, when actually it came from common causes of variation. Mistake 2: To treat an outcome as if it came from common causes of variation, when actually it came from a special cause. Mistake 1 leads to pointless chasing after an identifiable source of variation that simply cannot be controlled with current technology. It is frustrating for management and workers to make this mistake. Mistake 2 is to overlook special sources of variation and thus miss a potentially important and profitable opportunity to control it. It is important to understand the source of variation so that an appropriate response can be made. In inappropriate response will lead to waste of time and resources. There are two types of mistakes that can be made in response to variation. Mistake 1: To react to an outcome as if it came from a special cause, when actually it came from common causes of variation. Mistake 2: To treat an outcome as if it came from common causes of variation, when actually it came from a special cause. Mistake 1 leads to pointless chasing after an identifiable source of variation that simply cannot be controlled with current technology. It is frustrating for management and workers to make this mistake. Mistake 2 is to overlook special sources of variation and thus miss a potentially important and profitable opportunity to control it.

14. Increased Yield from Standardized Milking Routine* The cost of variation is often not easy to see in a process. Often, we take for granted that there will be some variation in all work and that we really can�t do anything about it. However, in many cases we can do something about it if we change the system. The graph below is a summary of Danish research that compared milking procedures in a tie-stall barn. The variable procedure shown here is the traditional tie-stall milking procedure where a few cows are prepped for milking ahead of the milking unit. The unit is attached when one becomes available. Thus there is a great deal of variation in time between cow prep and unit attachment. The standard procedure alters the routine and equipment to ensure that a milking unit is attached at a standardized time after the cows are prepped in a standard fashion. Thus, there is much less variation in prep and time of attachment than in the traditional practice. The cows were housed in a tie-stall barn and treated exactly the same, except for the milking routine. The graph below shows results for the experiment at 130 days in milk (DIM) and again at 305 DIM. First lactation animals demonstrated slightly less response to standardization than second and third lactation animals. The cost of variation is often not easy to see in a process. Often, we take for granted that there will be some variation in all work and that we really can�t do anything about it. However, in many cases we can do something about it if we change the system. The graph below is a summary of Danish research that compared milking procedures in a tie-stall barn. The variable procedure shown here is the traditional tie-stall milking procedure where a few cows are prepped for milking ahead of the milking unit. The unit is attached when one becomes available. Thus there is a great deal of variation in time between cow prep and unit attachment.

15. Value of Increased Milk Yield By 305 days in milk the average milk increase caused reducing variation in both groups was about 811 pounds. If milk is worth $.12 per pound, then this adds up to a potential gain of $97.32 per lactation by using a standardized routine. For 100 cows, this comes to $9,732 per lactation. This is a significant factor in gross farm income. By 305 days in milk the average milk increase caused reducing variation in both groups was about 811 pounds. If milk is worth $.12 per pound, then this adds up to a potential gain of $97.32 per lactation by using a standardized routine. For 100 cows, this comes to $9,732 per lactation. This is a significant factor in gross farm income.

16. Part 2 SOP Formats and Writing

17. SOP Formats Simple Steps Hierarchical Steps Graphic Enhanced Graphic Flowcharts Flowchart/Stepwise Hybrid When writing standard operating procedures, managers can choose a number of different ways to organize and format them. Your goal is to create a document that is easy for the reader to understand and helpful for the work at hand. When writing standard operating procedures, managers can choose a number of different ways to organize and format them. Your goal is to create a document that is easy for the reader to understand and helpful for the work at hand.

18. Simple Steps Wipe dirt and debris from the first cow�s udder. Pre-dip all 4 teats with the green dip cup. Strip 2 squirts of milk from each teat and observe for abnormal milk. Repeat steps 1,2,and 3 with the second and third cows on the same side. Return to the first cow and thoroughly wipe with a clean towel. Attach unit to the first cow and adjust. (Continues) Generally, a milking procedure is very repetitive and requires few decisions. In this case, a simple set of steps like those shown here is sufficient. This SOP does not contain much detail. A thorough training program would be necessary to make sure that new milkers understand how to perform each step in the procedure. Unfortunately, this low level of detail still leaves a lot of room for milkers to interpret the procedure. This SOP could work in a situation where only a few people milk. Generally, a milking procedure is very repetitive and requires few decisions. In this case, a simple set of steps like those shown here is sufficient. This SOP does not contain much detail. A thorough training program would be necessary to make sure that new milkers understand how to perform each step in the procedure. Unfortunately, this low level of detail still leaves a lot of room for milkers to interpret the procedure. This SOP could work in a situation where only a few people milk.

19. Simple Steps Strengths Easy to write Easy to follow Logical flow Weaknesses Lack of detail Tends to get long if detail is included Keeps all steps at same level Does not handle decisions well

20. Hierarchical SOP A dairy striving for very consistent work should use a more detailed and precise format for most SOPs. The hierarchical steps format allows the use of easy-to-read steps for experienced users while including more detailed substeps as well. Experienced users may only refer to the sub-steps when they need to, while beginners will use the detailed sub-steps to help them learn the procedure. A dairy striving for very consistent work should use a more detailed and precise format for most SOPs. The hierarchical steps format allows the use of easy-to-read steps for experienced users while including more detailed substeps as well. Experienced users may only refer to the sub-steps when they need to, while beginners will use the detailed sub-steps to help them learn the procedure.

21. Hierarchical Steps Strengths Easy to write Easy to follow Logical flow Handles details very well Allows different levels of steps Weaknesses Does not handle decisions well

22. Graphic Format When writing procedures for very long activities, managers should consider using a graphic format. The graphic format breaks long processes into shorter subprocesses that consist of only a few steps. Workers can learn several short subprocesses more easily that one long procedure. When writing procedures for very long activities, managers should consider using a graphic format. The graphic format breaks long processes into shorter subprocesses that consist of only a few steps. Workers can learn several short subprocesses more easily that one long procedure.

23. Graphic Format Strengths Easy to write Easy to follow Logical flow Handles long procedures well Weaknesses Does not handle decisions well

24. Photo-Graphic Format Another possibility for the graphic format is to use photographs and diagrams to illustrate the procedure. Many producers and most of their advisers have access to computers with powerful graphic capabilities. Digital cameras are now relatively inexpensive and simple to operate. Use these tools to design creative SOPs that combine helpful pictures with explanatory text. Pictures truly are worth a thousand words, and they are helpful regardless of the literacy level or native language of a worker. Another possibility for the graphic format is to use photographs and diagrams to illustrate the procedure. Many producers and most of their advisers have access to computers with powerful graphic capabilities. Digital cameras are now relatively inexpensive and simple to operate. Use these tools to design creative SOPs that combine helpful pictures with explanatory text. Pictures truly are worth a thousand words, and they are helpful regardless of the literacy level or native language of a worker.

25. Dip 1. Dip teats with dipping tool. Make sure that every teat is entirely covered with dip.

26. Strip 2. Strip 3 squirts of milk from each teat. Observe for clotting, flakes, or any other unusual appearance.

27. Dry 3. Clean and dry all teats using a clean paper towel for each cow. Be sure to remove all dirt, especially around the end of the teat.

28. Apply 4. Attach milking unit and adjust.

29. Flowchart Format Flowcharts are simply a graphic way to present the logical steps in a decision-making process. While normal milking procedures are quite straightforward and repetitive, deciding what to do about a cow with abnormal milk certainly is not. Many different factors such as mastitis or an injury may cause the abnormal milk. The appropriate response to each situation may be dramatically different. A flowchart provides an easy-to-follow mechanism for walking a worker through a series of logical decisions and the steps that should be taken as a result. � This diagram is a flowchart depicting how milkers should deal with cows showing abnormal milk. Note that the procedure begins in the top left-hand corner and proceeds generally to the right and downward, depending on which decisions are made. Flowcharts are simply a graphic way to present the logical steps in a decision-making process. While normal milking procedures are quite straightforward and repetitive, deciding what to do about a cow with abnormal milk certainly is not. Many different factors such as mastitis or an injury may cause the abnormal milk. The appropriate response to each situation may be dramatically different. A flowchart provides an easy-to-follow mechanism for walking a worker through a series of logical decisions and the steps that should be taken as a result. � This diagram is a flowchart depicting how milkers should deal with cows showing abnormal milk. Note that the procedure begins in the top left-hand corner and proceeds generally to the right and downward, depending on which decisions are made.

30. Flowchart Strengths Easy to follow Logical flow Handles decisions very well Weaknesses More difficult to write Does not handle details well

31. Standard Flowchart Symbols You should use the generally accepted symbols for flowcharts, which are as follows: � A flattened oval represents a starting or ending point. A rectangle indicates the worker should perform an action of some sort. Unlabeled arrows between other symbols indicate the direction of flow Diamonds are the accepted symbol for a decision point. They must have two or more arrows leading away from them toward alternatives.� Decision arrows lead away from a diamond and toward an appropriate action or follow-up decision. At least two alternatives must lead from each decision diamond. Many times they will be yes and no, but they also could involve three or more choices. For example, after taking a temperature, you might have several options to follow, depending on the results. A rectangle with a ragged bottom edge indicates that a record or notation should be written down. You might use this in an SOP to record how much cows were fed, or to note when a job is completed. You should use the generally accepted symbols for flowcharts, which are as follows: � A flattened oval represents a starting or ending point. A rectangle indicates the worker should perform an action of some sort. Unlabeled arrows between other symbols indicate the direction of flow Diamonds are the accepted symbol for a decision point. They must have two or more arrows leading away from them toward alternatives.� Decision arrows lead away from a diamond and toward an appropriate action or follow-up decision. At least two alternatives must lead from each decision diamond. Many times they will be yes and no, but they also could involve three or more choices. For example, after taking a temperature, you might have several options to follow, depending on the results. A rectangle with a ragged bottom edge indicates that a record or notation should be written down. You might use this in an SOP to record how much cows were fed, or to note when a job is completed.

32. Hybrid Flowchart/Steps Format Another useful format is simply a hybrid of the simple steps format and the flowchart. Instead of having each action appear on its own in a rectangular block, a simple steps procedure is built inside of a flowchart action block. Note, however, that all of the actions within a block should be possible to complete together before moving on to the next part of the flowchart.Another useful format is simply a hybrid of the simple steps format and the flowchart. Instead of having each action appear on its own in a rectangular block, a simple steps procedure is built inside of a flowchart action block. Note, however, that all of the actions within a block should be possible to complete together before moving on to the next part of the flowchart.

33. Part 3 Performance Monitoring and Feedback

34. Provide Appropriate Feedback Positive Reinforcement Use often to establish correct behavior Negative Reinforcement Use sparingly to reinforce consequences of poor behavior Extinction Use to eliminate unnecessary but harmless behavior Punishment Do not use with learners at all, only with experienced people Feedback is essential to effective use of standard operating procedures. These are the four general forms of feedback that can be used with training. They also generally apply to feedback about performance on an SOP that is given to an individual.Feedback is essential to effective use of standard operating procedures. These are the four general forms of feedback that can be used with training. They also generally apply to feedback about performance on an SOP that is given to an individual.

35. No Feedback is Feedback Providing no feedback to a person�s good efforts is extinction No feedback indicates that an action is unimportant or unnecessary Always provide positive feedback to support and encourage correct behavior Giving no feedback is extinction. Unfortunately this is the most common form of feedback used on many dairy farms. It is perfectly reasonable for a worker receiving no feedback about good work habits to assume that it is unimportant how he/she completes the job. This is the wrong message to send when a job is truly important.Giving no feedback is extinction. Unfortunately this is the most common form of feedback used on many dairy farms. It is perfectly reasonable for a worker receiving no feedback about good work habits to assume that it is unimportant how he/she completes the job. This is the wrong message to send when a job is truly important.

36. Follow-up feedback and Coaching Catch people doing things right Continue providing deeper and more substantial information about why Encourage people to become �experts� Use coaching to develop and enhance skills Use training as a way to adapt to change Once people are trained to carry out a procedure, they will need a regular supply of follow-up feedback and coaching. If we implement a new standard operating procedure, or simply a change to one, it is very likely that people will revert to old habits unless there is follow-up. Over time, feedback and coaching may be used to help people develop into experts in their field. This should be the ultimate goal of a progressive manager. Expert employees begin seeking solutions to problems before the manager needs to be called in to help. They also are more capable of generating fresh, new ideas.Once people are trained to carry out a procedure, they will need a regular supply of follow-up feedback and coaching. If we implement a new standard operating procedure, or simply a change to one, it is very likely that people will revert to old habits unless there is follow-up. Over time, feedback and coaching may be used to help people develop into experts in their field. This should be the ultimate goal of a progressive manager. Expert employees begin seeking solutions to problems before the manager needs to be called in to help. They also are more capable of generating fresh, new ideas.

37. Forums for Feedback Individual Specific activities/behaviors within the individual�s control Activities that can be objectively observed or measured Group Regular numerical data about results of a group�s performance Information about emerging trends (positive or negative) that the group can influence Group recognition to build teamwork and recognize successes Not all feedback is appropriate for all forums. Some forms of feedback are appropriate for groups and others for individuals. The general principle is that feedback on results or actions should be based on things that are within the control of the person receiving the feedback. Giving feedback to someone about something they can�t control is pointless and discouraging to the recipient. Not all feedback is appropriate for all forums. Some forms of feedback are appropriate for groups and others for individuals. The general principle is that feedback on results or actions should be based on things that are within the control of the person receiving the feedback. Giving feedback to someone about something they can�t control is pointless and discouraging to the recipient.

38. Gathering Information for Individual Feedback Performance check Check results of work after an assigned job is completed (i.e. Are stalls cleaned and bedded properly?) Observation Observe while completing work Real time information plotting Feedback for individuals should be clear, specific, and easy to define. SOP performance check can be used to observe if procedures are being followed correctly. Some people will spot check whether teat ends on prepped cows are clean by wiping an alcohol pad across the teat ends and lying them on the curb for examination by the milker. Other examples might be to simply check the record books to be sure all data is being entered properly and regularly. Visual work evaluation is to simply observe someone completing an SOP. Is it being done well? If so, then give good positive feedback. If no, then coach on how to get better. People should expect to see their managers and get mostly positive feedback from them on a regular basis. Real time information plotting is data that can be gathered very close to the completion of a procedure. Automated dairy information systems make this possible in the milking parlor. Other actions such as tracking bulk tank weights or scoring feedbunk condition on a regular basis can help get real-time data.Feedback for individuals should be clear, specific, and easy to define. SOP performance check can be used to observe if procedures are being followed correctly. Some people will spot check whether teat ends on prepped cows are clean by wiping an alcohol pad across the teat ends and lying them on the curb for examination by the milker. Other examples might be to simply check the record books to be sure all data is being entered properly and regularly. Visual work evaluation is to simply observe someone completing an SOP. Is it being done well? If so, then give good positive feedback. If no, then coach on how to get better. People should expect to see their managers and get mostly positive feedback from them on a regular basis. Real time information plotting is data that can be gathered very close to the completion of a procedure. Automated dairy information systems make this possible in the milking parlor. Other actions such as tracking bulk tank weights or scoring feedbunk condition on a regular basis can help get real-time data.

39. Automated Data Systems Automated information systems are now capable of gathering information that gives some indication of employee performance in the milking parlor. This is a printout from an information system that is available right after a shift is completed. It gives information about milking efficiency and prep procedures.Automated information systems are now capable of gathering information that gives some indication of employee performance in the milking parlor. This is a printout from an information system that is available right after a shift is completed. It gives information about milking efficiency and prep procedures.

40. Real Time Information Plotting In this example of real time information plotting, we�ve gathered information about how much milk each shift is getting from the cows. There will, of course, be common cause variation in the background from one shift to another. In this case, there are obvious drops in production for two days every week. Shift 1 on the weekends is not getting cows milked out properly.In this example of real time information plotting, we�ve gathered information about how much milk each shift is getting from the cows. There will, of course, be common cause variation in the background from one shift to another. In this case, there are obvious drops in production for two days every week. Shift 1 on the weekends is not getting cows milked out properly.

41. Examples of Individual Feedback Teat end cleanliness Total feed mixing time Free stall cleanliness Bulk tank weights? Status of calf bedding Reflective behavioral interview (+or-) of decision making while following complex SOPs like calf delivery All of these items are within the control of an individual.All of these items are within the control of an individual.

42. Reflective Behavioral Interview Describe for me your role in the incident? (good or bad) Tell me in detail about how you made your decisions? What were the outcomes? What would you have done differently if you could go back and change it? What have you done since? This is a programmed feedback conversation that a manager can use for coaching an employee. The idea is to get the employee to think about a particular incident in explicit detail and think through alternatives behaviors or actions that he/she might have taken. Ask the employee to describe a particular incident. It can be a success or a failure. Ask them to provide great detail about the incident, as if they were writing a movie script. They need to provide great detail about their personal actions and those of other people. Also detail about the work environment and conditions, etc. Ask them to describe what the outcomes of their actions were. Ask them what they would do in hindsight if they were presented with the situation again. Ask them about other experiences since then that are related. You, the manager, provide feedback from your perspective after the employee has had an opportunity to share his thoughts and ideas. This is a programmed feedback conversation that a manager can use for coaching an employee. The idea is to get the employee to think about a particular incident in explicit detail and think through alternatives behaviors or actions that he/she might have taken. Ask the employee to describe a particular incident. It can be a success or a failure. Ask them to provide great detail about the incident, as if they were writing a movie script. They need to provide great detail about their personal actions and those of other people. Also detail about the work environment and conditions, etc. Ask them to describe what the outcomes of their actions were. Ask them what they would do in hindsight if they were presented with the situation again. Ask them about other experiences since then that are related. You, the manager, provide feedback from your perspective after the employee has had an opportunity to share his thoughts and ideas.

43. Group Feedback Simple plotting and trend lines Control charts Group problem solving meetings to address performance challenges Group recognition to build teamwork and recognize successes Groups of people have a great deal more control than individuals do. A milking staff, for example, can largely control the incidence of contagious mastitis by their milking practices as a group. One milker, however, can only change his behavior, not the entire group�s. We can and should provide groups with regular numerical feedback about how a procedure that everyone influences is working. The milking staff should be kept informed about milk production and milk quality. The feeding people should be kept informed about milk production, feeding factors such as dry matter intake, and health issues. Feedback that is negative is much easier to take when a group of people are the recipients. As always, feedback doesn�t exist just for informational purposes. When special causes are involved, problem solving should be used and action should take place. Positive trends and goal achievement should be rewarded. Team spirit can be built when recognition such as throwing a party accompanies achieving a goal.Groups of people have a great deal more control than individuals do. A milking staff, for example, can largely control the incidence of contagious mastitis by their milking practices as a group. One milker, however, can only change his behavior, not the entire group�s. We can and should provide groups with regular numerical feedback about how a procedure that everyone influences is working. The milking staff should be kept informed about milk production and milk quality. The feeding people should be kept informed about milk production, feeding factors such as dry matter intake, and health issues. Feedback that is negative is much easier to take when a group of people are the recipients. As always, feedback doesn�t exist just for informational purposes. When special causes are involved, problem solving should be used and action should take place. Positive trends and goal achievement should be rewarded. Team spirit can be built when recognition such as throwing a party accompanies achieving a goal.

44. Examples of Group Feedback Milk quality measures Bulk tank weights (Could be individual feedback in some cases) Pregnancy rate Maintenance of equipment and barns More�

45. Simple Plotting and Trend Charts This is a chart showing the milk quality factors Somatic Cell Count (SCC), Standard Plate Count (SPC), and Preliminary Incubation (PI). This is common information that many processors report back to dairy producers. The quality and consistency of work done in the milking center has a direct bearing on these factors. This information should be reported back regularly to the entire milking staff. Staff should be educated about what the factors are and what they mean. In addition, they should understand how their work activities influence these factors. These types of charts can be very easily produced with a simple spreadsheet program.This is a chart showing the milk quality factors Somatic Cell Count (SCC), Standard Plate Count (SPC), and Preliminary Incubation (PI). This is common information that many processors report back to dairy producers. The quality and consistency of work done in the milking center has a direct bearing on these factors. This information should be reported back regularly to the entire milking staff. Staff should be educated about what the factors are and what they mean. In addition, they should understand how their work activities influence these factors. These types of charts can be very easily produced with a simple spreadsheet program.

46. Control Charts In this example we are tracking butterfat percent. The practices of a feeding crew have a direct effect on butterfat production, but there are many other factors that influence it as well. Notice that this information is plotted in the form of a control chart. There is an upper control limit, a lower control limit, and an goal state. Butterfat is likely to vary throughout the year from common causes, but the dairy management gets concerned if it moved beyond one of the control limit. Dropping below 3.3% indicates very unusually low fat and is a serious cause of concern for economic and cow health reasons. Butterfat above 4.0% is a concern for this dairy, because they believe that they are losing milk production when fat rises to that level.In this example we are tracking butterfat percent. The practices of a feeding crew have a direct effect on butterfat production, but there are many other factors that influence it as well. Notice that this information is plotted in the form of a control chart. There is an upper control limit, a lower control limit, and an goal state. Butterfat is likely to vary throughout the year from common causes, but the dairy management gets concerned if it moved beyond one of the control limit. Dropping below 3.3% indicates very unusually low fat and is a serious cause of concern for economic and cow health reasons. Butterfat above 4.0% is a concern for this dairy, because they believe that they are losing milk production when fat rises to that level.

47. Simple Feeding Monitor In this example, we are tracking three indicators of feeding and production performance.In this example, we are tracking three indicators of feeding and production performance.

48. Part 4 System Implementation and Improvement

49. Overcoming Resistance Attitude: �We�ve done it just fine the old way up to now!� Problem: Fear of change Solution: Explain need for change and listen to concerns. Overcome with communication. As with any business, sitting still is the same thing as going backwards. Dairy farm business need to adapt to change and use it as a source of advantage whenever possible. This can only be done when change is viewed as opportunity rather than loss. As with any business, sitting still is the same thing as going backwards. Dairy farm business need to adapt to change and use it as a source of advantage whenever possible. This can only be done when change is viewed as opportunity rather than loss.

50. Overcoming Resistance Attitude: �This is no benefit to me, just extra work!� Problem: WII-FM (What�s In It For Me) Solution: Share mission and values of the business. Explain how improvement benefits everyone. People have a legitimate need to know how things will affect them and their job. An improved management practice such as SOPs is a clear benefit to workers who conscientiously want to do a good job for the benefit of the business and their own personal success. It�s up to management to explain how good performance benefits the workers in both the short and long term. If management can�t see how improved performance benefits everyone, then management needs to take a thoughtful look at what kind of employer they are. Fundamentally, good performance should be rewarded while poor performance is discouraged. If this is not the case, then management is failing and SOPs alone will not solve the problem.People have a legitimate need to know how things will affect them and their job. An improved management practice such as SOPs is a clear benefit to workers who conscientiously want to do a good job for the benefit of the business and their own personal success. It�s up to management to explain how good performance benefits the workers in both the short and long term. If management can�t see how improved performance benefits everyone, then management needs to take a thoughtful look at what kind of employer they are. Fundamentally, good performance should be rewarded while poor performance is discouraged. If this is not the case, then management is failing and SOPs alone will not solve the problem.

51. Overcoming Resistance Attitude: �The boss wants to micro-manage everything we do.� Problem: Lack of empowerment. Solution: Encourage people to take an active role in shaping change and improving quality. �Working managers, not managed workers,� is the way of the future. Management�s true purpose is to put people in position to be successful for both themselves and the business. Workers need to feel that they have influence over improving their own performance. This means that they must be able to suggest changes to standard procedures. SOPs should be viewed as a living document, in other words, they must be open to change for improvement at any time.�Working managers, not managed workers,� is the way of the future. Management�s true purpose is to put people in position to be successful for both themselves and the business. Workers need to feel that they have influence over improving their own performance. This means that they must be able to suggest changes to standard procedures. SOPs should be viewed as a living document, in other words, they must be open to change for improvement at any time.

52. Seven Steps to Successful SOPs Plan for results Design SOPs with definite results in mind. Improves communication and cooperation with stakeholders Leads to appropriate monitors Write a first draft Gives a basis for discussion Reduces excessive speculation about how to begin Internal review Access ideas Build commitment and buy-in 1. Those SOPs that are focused on getting specific results tend to be much more successful. 2. Write a first draft that is open to full discussion and revision. Make sure that everyone is aware that it is only a draft and that it must be changed and improved. 3. Don�t neglect the ideas of workers who perform the procedure every day. They often have some of the best ideas for improvement. No one knows the real situation better than those people on the front line of performance. In addition, no procedure can be effective without the full buy-in and support of front-line workers.1. Those SOPs that are focused on getting specific results tend to be much more successful. 2. Write a first draft that is open to full discussion and revision. Make sure that everyone is aware that it is only a draft and that it must be changed and improved. 3. Don�t neglect the ideas of workers who perform the procedure every day. They often have some of the best ideas for improvement. No one knows the real situation better than those people on the front line of performance. In addition, no procedure can be effective without the full buy-in and support of front-line workers.

53. Seven Steps to Successful SOPs External Review Access ideas and expertise Build commitment and buy-in Testing Let someone unfamiliar with the job try to follow the procedure Post In workplace and employee information 4. The input and ideas of outside advisors is critical to success. These people have a stake in the success of the dairy business and the success of the SOPs. Their broad experience adds ideas and perspective that no one on the farm can provide. 5. Procedures that people think through mentally can be significantly different from procedures that are physically performed. In addition, a panel of experts such as advisors and experienced workers will make many assumptions about skills that a beginner may not have. SOPs should be suitable for use as a training tool for new workers and also as a guide for temporary help. The only way to make sure they fit this need is to have less experienced people work through them. 6. They can�t be used if they�re not available.4. The input and ideas of outside advisors is critical to success. These people have a stake in the success of the dairy business and the success of the SOPs. Their broad experience adds ideas and perspective that no one on the farm can provide. 5. Procedures that people think through mentally can be significantly different from procedures that are physically performed. In addition, a panel of experts such as advisors and experienced workers will make many assumptions about skills that a beginner may not have. SOPs should be suitable for use as a training tool for new workers and also as a guide for temporary help. The only way to make sure they fit this need is to have less experienced people work through them. 6. They can�t be used if they�re not available.

54. Seven Steps to Successful SOPs Train Define the learning objective Explain and demonstrate both why and how each step is done Give opportunity for learner to practice Observe and make key corrections Provide appropriate feedback Be patient, follow up as needed with coaching Training is the most neglected step in SOP implementation. You can write a wonderful SOP, but if you don�t retrain everyone to perform it in the same way, you will miss an opportunity. Take time to train.Training is the most neglected step in SOP implementation. You can write a wonderful SOP, but if you don�t retrain everyone to perform it in the same way, you will miss an opportunity. Take time to train.

55. The Simple S-T-P Problem Solving Model S = Situation (problem) Clearly define the problem Seek to clarify all points of view T = Target (ideal) Clearly define the target Clarify all aspects of the ideal situation P = Plan Don�t rush to plan until S and T are thoroughly defined and understood by all parties. Each part must be developed in order. This is a simple problem solving model that can be used to guide the discussion in SOP development and implementation. If you are an experienced meeting manager, you might have your own technique. For others, this simple model will prove helpful. Use this model as an agenda to guide meetings convened to develop SOPs. Define the current situation with regard to procedure performance. Clarify all points of view with regard to bottlenecks that impede performance. Identify what the target or ideal state should be if the procedures were carried out properly and the ideal level of performance is achieved. Develop a plan (such as an SOP) that will move performance from the problem to the target state (or as close as you can get). Always avoid the rush to plan. Many people will try to enter a meeting with a plan already formulated. This short circuits the process and keeps others from contributing their ideas and perspective.This is a simple problem solving model that can be used to guide the discussion in SOP development and implementation. If you are an experienced meeting manager, you might have your own technique. For others, this simple model will prove helpful. Use this model as an agenda to guide meetings convened to develop SOPs. Define the current situation with regard to procedure performance. Clarify all points of view with regard to bottlenecks that impede performance. Identify what the target or ideal state should be if the procedures were carried out properly and the ideal level of performance is achieved. Develop a plan (such as an SOP) that will move performance from the problem to the target state (or as close as you can get). Always avoid the rush to plan. Many people will try to enter a meeting with a plan already formulated. This short circuits the process and keeps others from contributing their ideas and perspective.

56. Procedural Drift Caused by a lack of buy-in or lack of feedback Critical to get buy-in from staff and encourage everyone to take �ownership� of procedures Critical to set up a monitoring system and keep it going Important to assign responsibility for collecting information and providing feedback You cannot set up SOPs and then forget about them. There is almost always a significant amount of procedural drift that shows up two to three weeks after a new procedure is implemented. It is the responsibility of management to constantly follow up and encourage people to continue following the new procedure and develop good, new work habits. Remember, use positive feedback generously to encourage and establish good work habits. In addition, it is important to set up the monitoring plan and make sure that you provide feedback to workers about how they and the new SOP are performing. You cannot set up SOPs and then forget about them. There is almost always a significant amount of procedural drift that shows up two to three weeks after a new procedure is implemented. It is the responsibility of management to constantly follow up and encourage people to continue following the new procedure and develop good, new work habits. Remember, use positive feedback generously to encourage and establish good work habits. In addition, it is important to set up the monitoring plan and make sure that you provide feedback to workers about how they and the new SOP are performing.

57. In Conclusion Design your systems for specific results Use an inclusive process, everyone really needs to buy in to them Monitor performance and provide feedback to everyone Writing an SOP is only the beginning