- Developing and implementing a uniform Management Operating System (MOS) across each sawmill site.
- Training and on-the-floor performance coaching of key personnel to continually improve their processes.
- Improving productivity to reduce operating costs across the sawmill operations.
- Production lines were down due to repetitive equipment breakdown issues.
- Not maximizing the capacity of the production lines by using the different mixes of wood.
- The crewing of the lines was not properly balanced from one position to another.
- Operators had trouble properly aligning the logs on the carriage.
- No standards developed with the Operators accountable for the decisions related to accepting or rejecting logs.
- When the Supervisors were on-the-floor they spent the majority of their time “available” for employee interactions (watching and waiting for employees to ask them question).
- Supervisors generally let the current levels of work activity follow its course, leaving the employees to manage the process themselves.
- The budgets and the line rates used for planning purposes needed to be revisited and adjusted.
- There was no mechanism in place to solve problems identified through the use of the current management tools, systems and processes.
In the Maintenance areas:
- Employees waited for equipment breakdowns.
- They were given one assignment at a time with no back-up activities.
- No joint effort existed between maintenance and operations to develop effective maintenance programs.
- There was no follow-up on the lines related to efficiency during the course of the shift.
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- 30% improvement in the saw mills FBM per hour worked ratios.
- 20% improvement in the planer mills FBM per hour worked ratios.
- 30% increase in the shift output levels (FBM).
- 20% reduction in equipment downtime levels.
- 50% reduction in overtime levels.
- Implemented “best practice” methodologies and capacity models for each work station.
- Preventive Maintenance programs were improved.
- Increased the level of proactive supervisory behaviors from 8% to 45% by focusing on regular tours and communication with line crews.
- All improvements were linked into the Client’s existing Corporate Reporting System.
Reduction in Hours Worked Per 1,000 FBM
Forestry Sawmills Hours Worked Per 1,000 FBM
Increase in Percentage of High Grade Recovery
Forestry Sawmills High Grade Recovery %
Increase in Savings
Forestry Sawmills Savings
Long Term Work Continuation
- A Client Coordinator was trained and certified during the PVA engagement.
- A quarterly audit program of the new Management Operating System was developed and implemented with the Coordinator.
- PVA conducted audits over 18 months to ensure compliance to the continued utilization of the Management Operating Systems.
- These Audits resulted in recommendations and action plans to further identify additional opportunities for improving operations.