1. Know-how, value and cooperation

2. How can management focus increase survival in the farrowing unit Chief advisor Merete L. Andersen Pig advisor Inga Riber

3. Are you leading your staff? - Or are they looking for you?

4. Good management Create results through others ”Others will be tending to the pigs now” What does it take?

5. A good leader is attentive and present A leader must like people Closeness in daily work relations No mobile phone – or let it ring Oral communication Texting only as an emergency Mutual respect Physical and mental state of the staff Body language, what they say, do they need help? Who works well together?

6. A good leader is adaptable Positive attitude Both internal and external changes External E.g. prices, legislation, disease Internal No. of staff Type of staff Trainees/experienced Personalities Sows / place units Changes in routines Be brave enough to make changes – that will create development..

7. A good leader uses his staff’s skills Know what you are good at Know what your staff are good at Teach the staff to understand that and to work with that What are others good at, and how can we use that? Help bring out the best in each other

8. A good leader is reliable Act in a reliable and credible manner Note how your behaviour affects others Tell your staff the effect of dismissive body language Inexperienced staff may become insecure and make mistakes if you put pressure on them

9. A good leader performs Lead by example Be active Show and create commitment Be interested Show recognition Deliver messages convincingly and credibly Lead and give space

10. Lead by example May be owner as well as herd manager Does not mean you should do all the work Manage and distribute tasks Make sure the team functions Make sure all staff know what they need to know (reports from vet and advisor)

11. Management Create results through others Good results require satisfactory solutions every day Staff must thrive to deliver results Job satisfaction is the outcome of, among other things, good coperation Cooperation requires mutual respect, even if you are different

12. WHAT DO I SEE?

13. An example The person in charge of the farrowing unit knows how to perform her duties Crossfostering Nurse sow for the smallest piglets Nurse sows Feed curves Stil, something is not right..

14. Typical situation E control shows mediocre results that vary greatly Pigs are not tended to in a satisfactory manner during weekends Busy everyday, always slightly behind Owner in the unit at night ”Cleaning” up after the staff Unhappy staff

15. Unhappy with colleagues Different statements The others do not do things properly Some are too fast and sloppy Others are too slow They work in an unstructured manner It is annoying that some people keep proposing new ideas rather than just doing their job

16. Unhappy with owner Different statements We are being taken for granted We are not given credit We lack input from owner We do not see owner often Owner fails to keep agreements Owner fails to do as agreed Owner fails to observe own instructions Skims over work during weekends Owner is unstructured

17. Each has his own goal

18. THIS IS WHAT WE DID!

19. Challenges from owner’s point of view Failure to follow up on decisions made Staff should make more decisions themselves Own solutions – own routines Control ought not be necessary… Loose follow up on agreements Agreements not 100% clear Who does what in the unit?

20. Problems Fell between 2 stools Intentions were good Everybody did their best What had to be done, and by whom Shift in responsibilities Owner-Herd manager-Staff in charge of farrowing unit Too much responsibility on herd manager He did not say – and we did not ask...

21. Management consulting Responsibilities were agreed Herd manager had too many tasks Work plans analysed Routines – responsibility agreed Agreed on how to do each routine Action plans with follow-up Weekly meetings to follow-up on agreements made

22. Week plan Planning every Monday What needs to be done this week? Who will do it? Who has time off? Who needs help? Planning the weekend NameMondayTuesdayWednes- day ThursdayFriday OwnerMeetings from 13 Meetings 9-17 Herd manager Resp. Farrowing unit Time off from 14 XTime off Y

23. THIS WAS DONE!

24. Work plans and working procedures Work plan was made Which tasks to do? Working procedures were described How to perform the tasks? Everybody knows what needs to be done and how If in doubt, look it up Greater chance of tasks being done Referral to documents Also at follow-up

25. Responsibility The best man on the job Farrowing staff member did all tasks quickly and wanted total overview The others did not do it well enough.. But not enough time and not enough time was spent on the smallest piglets

26. Responsibility Everybody knows who does what Things get done Staff from weaner unit handled Castrations Morning feeding on farrowing days No one spends unnecessary time doing tasks twice Or on worrying

27. Weekdays What does the owner do in the unit at night? Checks on pigs Moves individual pigs Adjusts feed Treats pigs Without passing on information Now clear agreements! No moving of individual pigs/adjustment of feed Treatments are noted on board

28. Weekends and national holidays Pass on info before Possible nurse sows Retreatments Ongoing farrowings Adjustment of feed Keep it simple! Pass on info if Problems Retreatments Ongoing farrowings Adjustment of feed = information, evaluation and good advice

29. Visit from advisor Visits are prepared What would we like to discuss? Follow-up Reports are read and discussed Provides clarity of what needs changing and who implements the change Ensures understanding of why changes are needed Motivation to implement changes

30. WHAT WAS THE RESULT?

31. Result Improved information level Insight into each other’s work Fewer misunderstandings More direct dialogue and improved cooperation Everybody works towards the same goal Greater joy of work and motivation Vicious circle now a good circle Staff look forward to coming to work Better dialogue during lunch– everything is more fun Staff are happy to do a little extra

32. Result Ahead rather than behind Finished on time – almost every day Significantly fewer mistakes No staff replacement Still room for improvement, but this is an ongoing process

33. Result Stable, better results More pigs for sale Fewer stillborn Fewer dead Improved bottom line Owner knows he will not be excempt from work Everybody acknowledges that cooperation is a joint responsibility

34. And they lived happily ever after.. Thank you