PEER™ Provided
Mustard Miller A Lean Automation Process
By Thomas R. Cutler
Some technology firms call it a strategy
conference; others label the event an ‘Executive
Workshop’. GS Dunn, dry mustard millers since
1867, is based in Hamilton, Ontario, Canada and
used the analytical process PEER. This unique
program was developed by Mike Ligudzinski, VP of
Velocity Group Inc.
PEER stands for Process Evaluation Executive
Review and captures the values of Lean
Manufacturing throughout the enterprise. This
functionality is accomplished utilizing an
innovative process modeling and automation
toolset helping manufacturers and distributors
realize continuous process improvement and
profitability.
According to GS Dunn’s President, Ron Kramer,
the forty person company provides a complete
line of mustard flours, ground mustards, brans,
and deactivated mustard, ranking the firm as the
premier supplier of mustard products worldwide.
(They currently export to over 45 countries on 6
continents.)
Initially, the conference concept was to select,
purchase, and reinforce the implementation of a
new ERP (Enterprise Resource Planning System)
because according to Kramer, “Our existing
system was badly outdated and was not giving us
the information we needed. The person who was
supporting the system, no longer supported it.”
External forces were also driving the need for
the improved automation technology, including
increased competition. Demand by GS Dunn
customers for additional information and
expansion into at least four currencies mandated
system improvements.
Kramer wisely recognized that buy-in among the
fifteen end-users of the ERP system was
critical. “GS Dunn is not heavily staffed. We do
not have an IT department. There was a great
concern that the work necessary to introduce the
program was overwhelming.”
Ligudzinski suggested the PEER process to
Kramer. “One of the suggestions Mike made was
that he would personally conduct this PEER
conference to allay any fears GS Dunn might
have. It helped us define our needs better than
we could by ourselves. As a matter of fact, the
task lists are now posted in my office. I have a
meeting with all of our supervisory and
management staff to bring them up to date.”
According to Ligudzinski the PEER event is run
to achieve the following:
·
To draw a company model that portrays a high
level view of the business.
·
To get a complete picture of the true business
related reasons for implementing a new system –
the ‘business objectives’
·
Have the client senior management clearly
articulate and agree as to the measurable and
achievable business objectives for the
implementation.
·
Identify and document the issues that need to be
addressed/resolved to be able to meet the
objectives
·
Prepare a task list with all the tasks that must
be completed to address all the issues
identified.
These points are only the actual mechanics of
the PEER event. There are a number of
significant attitude and commitment changes that
are produced as a result of the ‘workshop’.
The true, valid business reasons for spending
the money are articulated and documented.
·
The team builds a common, agreed, and focused
set of objectives.
·
The management team realizes the extent of the
work that needs to be undertaken to achieve the
objectives and have a successful implementation.
·
Every single time there are operational details
that are uncovered (many of which senior
management were not aware), or that were
seriously misunderstood.
The PEER process is a significant event because
it ensures a clear and agreed understanding by
the combined implementation team, the client and
the implementers, of what the client really
wants as a result of spending money on a new
system. The PEER format is able to draw out
these facts and details even though the client
may not have been able to articulate them prior
to the event.
Kramer noted that, “After the PEER session, it
was evident that the implementation was doable,”
and what surprised him most was, “The input and
enthusiasm of the two people who are going to
lead the implementation team.”
The PEER process is also a MUST, forming an
essential ingredient to effective understanding
and implementation of a Lean Manufacturing
program.
***
Author Profile:
Thomas R. Cutler is the President & CEO of Fort
Lauderdale, Florida-based TR Cutler, Inc., the
largest manufacturing marketing firm worldwide –
www.trcutlerinc.com. Cutler is the founder
of the Manufacturing Media Consortium of 2000
journalists writing about trends in
manufacturing. Cutler is the lead spokesperson
for the ETO Institute (www.etoinstitute.org).
Cutler is also the author of the Manufacturer's
Public Relations and Media Guide. Cutler is a
frequently published author within the
manufacturing sector, more than 200 feature
articles annually, can be contacted at
trcutler@trcutlerinc.com or at 954-486-7562 |
