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By Jeff Whiteacre, Gorton's Operations, Value Stream Manager
Perhaps you recognize the slickered Fisherman and the television jingle 'Trust the
Gorton's Fisherman," but few people recognize that Gorton's has been around for
over 150 years. Gorton's, based in Gloucester Massachusetts, is focused on
delivering high quality, great tasting seafood and is the leader in the frozen seafood
category. Gorton's family of products include Gorton's branded products sold in the
United States and Blue Water Seafood branded products sold in Canada.
The move to one floor is taking place over a two-year period. This fall we completed
moving two old lines out and putting two new ones in place. In the spring we will replace
the other two old lines with two new lines to complete the reconstruction of the Seafood
Center.
With the two new lines production is becoming visual - you can see from the beginning
to the end of each new line. People understand the process better and they can move more
freely through the functions. Communication about problems or potential improvements
is faster, clearer and less prone to misunderstanding.
We can now keep all needed raw materials right at the end of the line. Every 20 minutes
the supply of raw material required on the production equipment is refreshed. We're now
working with our suppliers to receive incoming raw materials in increments that match
our 'flow' needs.
Our Culture Changed
Through the leadership of our plant manager, John Gates, we experienced a
significant cultural change with our Lean implementation. We are now
seeing those benefits. We are able to work with people to do changeovers
better and faster. When they couldn't see the end of the line it took the pressure off. You
no longer hear, "Oh, do they need that?" People are on top of what's needed because
they can see the entire line in action. Interestingly the whole line is also more easily
cleaned and maintained. There are fewer moving parts, fewer problems and a real
chance for everyone to focus more on the customer needs. The use of Value Stream
Maps really helps our employees see the waste in a process. We use these maps to
communicate the Current State issues and enable our employees to begin designing the
next Future State.
Lean in Our Offices
As we began Value Stream Mapping in the plant, our home office became interested in
the benefits of Lean. As a result, we have worked to simplify administrative processes in
our Accounts Payable, Quality Control, Purchasing, Office Services, and Distribution
departments.
Implementing Lean in Our Supply Chain
For the past 5-6 years we have held annual Operations Conferences with our suppliers,
the companies that provide us with fish, flour, breaders, batter, warehousing and trucking
goods or services. In 2000 we advised them we were going Lean and have kept them
updated on our implementation at each conference.
At first they kind of nodded and said, "Yeh, here comes another improvement idea." But
they're really getting it now that we can report back on measured results. They've become
very interested in applying Lean to their businesses. They saw what we were
accomplishing, that we were sustaining our interest, and more than meeting our goals.
They saw the change in our warehousing utilization, and the drop in outstanding
This work with the supply chain has been phenomenal. Our key suppliers and service
providers have been very supportive and, in effect, are partnering with us on our Lean
journey.
Get Fresh Eyes to Keep Looking for Waste
We often bring in non-competitive companies to see what we're doing. Even though
we've been implementing Lean for a while, we can still fall into the trap of not seeing
more opportunities to eliminate waste. It happens to everyone. We ask our visitors to
challenge us, "Tell us where you see issues. Where do you see waste?" That way we take
advantage of 'fresh eyes'. It's symbiotic, they learn from us and we learn from them!
Lean Product Development: Our Next Step
Today we're just getting our feet wet applying Lean to our product development and I'm
starting to work with that group. We're the leader in our industry across North America
and we want to stay that way. Our goal is to use Lean methods to help us bring new
products to market as quickly and effectively as possible.
We need to engage the entire development group better as we apply value to all the steps,
from concept through development to product launch. We are mapping where the wasted
activities lie and are beginning to understand this process using Lean, just as we have
done in other areas of the company.
Leadership is What Keeps You Succeeding!
Leadership has been the essential building block for our success. It was our Vice
President of Operations, Dave Weber, who started the Lean ball rolling. He did the initial
reading, became energized and interested in its potential application at Gorton's. He was
the one who saw that Lean transcended the automotive and aerospace industries and
could be used in the food processing industry.
Dave would say, "If you have a process of any kind then you can map it, and if you can
map it, you can make improvements". He had the vision and patience to get efforts
started. We started with small initiatives, made them work well and then communicated
those successes before tackling more complicated problems. He challenged his direct
reports to lead implementation efforts and constantly reinforced the message, "This
makes sense, removing the waste and focusing on value creation will help our business"
Our President further supported and helped to promote the Lean vision. Eventually the
changes we are making will affect every aspect of our business. Our goal is to become
the 'Toyota of Food Processing'! Seeing the results and being part of the implementation
helps people believe in it.
In Lean implementation you need your leadership to:
Develop, share and communicate the vision
Show commitment and long-term persistence
Demonstrate passion for the changes
Assign the right people to the right tasks at the right times
Emphasize and ensure delivery of the necessary training when needed so that people
can understand, apply and sustain Lean practice
Walk the floor, talk to people, see their accomplishments - As Dave says, "What gets
measured gets done".
Be hands on and yet able to delegate and empower the people around you
Give clear direction and don't waver from achieving the goals
It's a tall order but we're living proof that it can be done. When you do it well you reap
the ongoing financial rewards right at the bottom line. Lean requires a continuing
commitment. Based on our past five years of progress, I'm tremendously excited about
our ability to realize even more gains! Your goals are only restricted by limits to your
imagination. Lean really can open the doors to make your dreams real.
Gorton's has implemented many successful Lean initiatives since Larry Cote' originally
challenged our lack of visual flow. Along our Lean journey, Larry and his team have
been there to help train and encourage us to apply Lean methods. They have offered
exceptional guidance with Value Stream Mapping, Lean Material Handling, and Making
Value Flow. Gorton's continues to sustain solid results from Lean and have benefited
from our partnership with Lean Advisors Inc.
Jeff Whiteacre
Jeff Whiteacre has a background in Financial Accounting and Operational
Management. His work has been involved with the entire supply chain, including work
with the plants, distribution, purchasing, suppliers and service providers. His financial
experience has been easily applied to Lean operating methods. Jeff now works full time
within Gorton's Operations and is responsible for the training, development, and
implementation of lean throughout Gorton's entire supply chain. Jeff holds a BS degree
in Accounting and a Master's of Business Administration.