Integration of internal processes to capture consistent potential in a market-leading salmon company

The processes of the salmon industry can take up to 3 or 4 years before generating income. That is why we sought to allow capturing the potential with an integrated vision of the different stages that make up the aquaculture industry.

The company's results were already very good, but it was looking to take its results to the next level, preparing for the future.

 

Context:

 

The company came from years with good results, but with returns that were not in line with what was expected in its long-term vision. By conducting the process of capturing potential, it was possible to improve profitability associated with internal processes, which led to substantial improvements in EBITDA.

Opportunities:

 

Six multidisciplinary teams associated with the different stages of the business process were formed. These groups generated integrated indicators and worked on the process of measuring them. With the information firm, they proceeded to search for and implement opportunities.

The work of the teams also sought to break down a logic of silos, a product of the history of this company, which grew and absorbed other companies, each with its own way of working.  

 

Always with the logic of monitoring and control via indicators, different work fronts were raised, among which the following stand out:

  • Compliance with planned commitments at each stage. It should be noted that such planning can be years in advance.

  • Control of critical environmental and health variables to strongly improve the kilos produced in each stage.

  • Systematization and optimization of available physical resources, trying to avoid unplanned investments.

  • Permanent evaluation of margins and costs at each stage of the process

  • Use of indicators that allow to quickly see results of the actions taken.

  • Make decisions that maximize the company's final result over area results (global maximums over local maximums)

  • Increased productivity in slaughter plants to seek to reduce one of them.

 

Proposed actions:

 

The more than 80 people involved in the process defined and executed an important series of actions, among which the following can be named:

 

  • Sea Fleet Type Adjustments  to allow longer operating times throughout the year, including live load.

  • Increased use per trip of land transport

  • New personnel transportation planning system to/from production sites.

  • New incentive system for attendance and personal and shift productivity.

  • Strategies for planting, feeding and animal health differentiated by centers.

  • Improvement initiatives in production plants associated with reducing waste and improving the value/kg produced

 

Results:

The cost per final kilo produced improved by more than 5%, leading to improvements in EBIDTA in line with what was expected with the process. It should be noted that the results continued to improve as the capacities were installed.

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