ORGANIZING WORK: "This is how we do it here"
by Dr. Tom Fuhrmann, DMV

How work is done on your dairy is the basis for your productivity, efficiency and profitability. It seems so simple: milk cows, breed, treat, feed, etc. And yet the simplest things, like how well your milking routine is implemented, is the difference between a low or high SCC and whether milkers finish on time. Most dairies I visit have opportunities to "do it better" or "do it faster." When owners and managers take control of establishing work systems, everyone benefits. Managers stay in control, workers have clarity on how they are supposed to work and results are predictable.

Improving work occurs when you evaluate each step of the work process, break each step into details (bite-size, chewable pieces) and analyze these for correctness and sequence. Then work can be reconstructed into a new, efficient work routine. Let me illustrate by using the example of changing the milking routine on a dairy with whom I worked.

The milking routine used in this double 30 parallel parlor was inconsistent. Three milkers followed each other to prespray, wipe teats and attach units. Most of the cows were loaded on one side of the parlor before the first milker started to prespray the first cow and all milkers were involved in moving cows. After milker 1 pre-sprayed all 30 cows rapidly, he would go to the other side of the parlor to post-dip cows. Milker 2 followed immediately behind milker 1 to wipe teats; milker 3 followed milker 2 to attach units but was slower (attaching takes eight to 10 seconds) than milkers 1 and 2. As a result, milker 2 would attach units from number 30 backwards to help milker 2. Analysis of this routine identified two key deficiencies:

a) all unit on-time (the time from when the gate opens allowing cows to enter till all units are attached on one side) was too long and there was inconsistency between shifts of milkers and within each shift;

b) there was insufficient contact time for iodine prespray to kill bacteria and the teats were not clean when milkers wiped them. The routine changed dramatically when one of the milkers left the parlor to get cows, wash towels or take a break. Somatic cell counts on this dairy were in excess of 350,000 and milkers were not consistently finishing on time.

Opportunities for improvement in this routine included: 1) inappropriate teat cleaning and insufficient contact time for the iodine prespray; 2) insufficient stimulation of teats and poor milk letdown; 3) lost time while all milkers moved cows rather than starting premilking procedures as early as possible; 4) lack of "discipline" in implementing the routine consistently among individual milkers; 5) breakdown of the routine when one milker left the parlor.

A new milking routine was devised, diagrammed, taught and monitored by the manager. Figure 1 (see page 7) is a flow diagram of the new routine. Milking routine changed from sequential to territorial. Milking procedures (the details) were changed so that procedure "A" included pre-spray with forestrip (two squirts of milk from each teat with a gloved hand) on twelve, ten or eight cows. This permitted additional cleaning action to remove dirt and bacteria. Procedure "B" was to return to the first cow to wipe (using a grab, twist and pull motion on each individual teat) and apply the unit immediately before proceeding to the next cow. When milker 3 left the parlor to get more cows, milker one assumed the responsibility to milk territories 1 and 3 while milker 2 worked in his territory and then post-dipped and released cows on the other side. Significant time was spent explaining the changes to milkers, milking with them to demonstrate exactly what was expected, showing them the benefits of the new routine and implementing this change over three weeks.

Within four months, SCC reduced to less than 250,000, milkers finished on time consistently, and both the manager and milkers were content. This example illustrates several points regarding organizing or reorganizing work.

1. Reorganizing work forces managers to re-evaluate the steps and details of work. In this example, the addition of forestripping (two squirts of milk from each teat after iodine was applied) to the first procedure and then cleaning teats (grab, twist and pull technique) inserted into the second procedure provided sufficient contact time to improve teat cleanliness and milk letdown.
    
2. Work flow diagrams are pictures of work details and worker movement. When written out, work steps are described in clarity and the diagram shows the flow of the work. The diagram is the text book to teach workers their new roles and responsibilities. These diagrams are especially helpful when written in English and Spanish so that English speaking managers are confident Spanish-speaking workers clearly understand directions. And the diagrams are reference material for future training.
    
3. Work is a habit; changes from the old habit to the new won’t happen automatically or without oversight and monitoring for up to three weeks after the initial change. Managers need to monitor all shifts of milkers to reinforce the new habit and correct the instinctive return to the old habit. With time, the new habit will become instinctive and automatic; less oversight will be necessary.
    
4. Reorganizing work can promote teamwork

   	a.	The manager (coach) is in charge and defines the work changes
   	b.	The flow diagram is the play book (rules of the game)
   	c.	Milkers (team players) are trained to work together and follow the directions of the coach; their involvement generates "buy in" and they accept changes easily
   	d.	Results (winning) are recognized when SCC and finishing on time are accomplished with the new routine.

I’ve described the principles to reorganize work for productivity and efficiency. The techniques (such as flow diagrams) are used to explain, teach, monitor and provide feedback. These are basic management principles, but implementation is the key. All work on a dairy can be evaluated, reduced to steps and details and reconstructed to improve work routines. This can include all areas of the dairy such as loading the feed wagon, managing and treating sick and fresh cows, feeding colostrum and other aspects of calf management and all other work. Managers who develop work systems are in control and seen by their workers as leaders. Workers are the team players who expect clarity in what to do from their manager. Results can improve and workers and managers feel good about accomplishing expected goals. EL