LnRiLWZpZWxke21hcmdpbi1ib3R0b206MC43NmVtfS50Yi1maWVsZC0tbGVmdHt0ZXh0LWFsaWduOmxlZnR9LnRiLWZpZWxkLS1jZW50ZXJ7dGV4dC1hbGlnbjpjZW50ZXJ9LnRiLWZpZWxkLS1yaWdodHt0ZXh0LWFsaWduOnJpZ2h0fS50Yi1maWVsZF9fc2t5cGVfcHJldmlld3twYWRkaW5nOjEwcHggMjBweDtib3JkZXItcmFkaXVzOjNweDtjb2xvcjojZmZmO2JhY2tncm91bmQ6IzAwYWZlZTtkaXNwbGF5OmlubGluZS1ibG9ja311bC5nbGlkZV9fc2xpZGVze21hcmdpbjowfQ==
  h1.tb-heading[data-toolset-blocks-heading="a03d135f839f844bf637366e2a44edfa"]  { font-size: 35px; }  .tb-container .tb-container-inner{width:100%;margin:0 auto} .wp-block-toolset-blocks-container.tb-container[data-toolset-blocks-container="f0dd40a5d43f54420fe83d47a0861650"] { padding: 0px; } .tb-social-share__network{display:inline-block;text-align:center;vertical-align:top;margin-right:7px;margin-bottom:7px}.tb-social-share--092 .tb-social-share__facebook__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#3b5998;}.tb-social-share--092 .tb-social-share__linkedin__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#007fb1;}.tb-social-share--092 .tb-social-share__twitter__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#00aced;}.tb-social-share--092 .tb-social-share__pinterest__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#cb2128;}.tb-social-share--092 .tb-social-share__telegram__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#37aee2;}.tb-social-share--092 .tb-social-share__reddit__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#5f99cf;}.tb-social-share--092 .tb-social-share__viber__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#7c529e;}.tb-social-share--092 .tb-social-share__email__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#7f7f7f;}.tb-social-share--round .SocialMediaShareButton{border-radius:50%}.tb-social-share__excerpt{display:none}.tb-social-share .SocialMediaShareButton--disabled{opacity:0.65} .tb-social-share[data-toolset-blocks-social-share="2dfb4ede46aa8e1a7be46eff113f830d"] .SocialMediaShareButton { width: 32px;height: 32px; } .tb-container .tb-container-inner{width:100%;margin:0 auto} .wp-block-toolset-blocks-container.tb-container[data-toolset-blocks-container="0464e2c72370f28f2074e5eb69055c9a"] { padding: 0px; } .wp-block-toolset-blocks-container.tb-container[data-toolset-blocks-container="0464e2c72370f28f2074e5eb69055c9a"] > .tb-container-inner { max-width: 1280px; } .tb-image{position:relative;transition:transform 0.25s ease}.wp-block-image .tb-image.aligncenter{margin-left:auto;margin-right:auto}.tb-image img{max-width:100%;height:auto;width:auto;transition:transform 0.25s ease}.tb-image .tb-image-caption-fit-to-image{display:table}.tb-image .tb-image-caption-fit-to-image .tb-image-caption{display:table-caption;caption-side:bottom} .wp-block-image.tb-image[data-toolset-blocks-image="cffa1d9adbaa7ec242d00d4a0ab75a46"] { max-width: 100%; } @media only screen and (max-width: 799px) {    .tb-container .tb-container-inner{width:100%;margin:0 auto}.tb-social-share__network{display:inline-block;text-align:center;vertical-align:top;margin-right:7px;margin-bottom:7px}.tb-social-share--092 .tb-social-share__facebook__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#3b5998;}.tb-social-share--092 .tb-social-share__linkedin__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#007fb1;}.tb-social-share--092 .tb-social-share__twitter__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#00aced;}.tb-social-share--092 .tb-social-share__pinterest__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#cb2128;}.tb-social-share--092 .tb-social-share__telegram__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#37aee2;}.tb-social-share--092 .tb-social-share__reddit__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#5f99cf;}.tb-social-share--092 .tb-social-share__viber__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#7c529e;}.tb-social-share--092 .tb-social-share__email__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#7f7f7f;}.tb-social-share--round .SocialMediaShareButton{border-radius:50%}.tb-social-share__excerpt{display:none}.tb-social-share .SocialMediaShareButton--disabled{opacity:0.65}.tb-container .tb-container-inner{width:100%;margin:0 auto}.tb-image{position:relative;transition:transform 0.25s ease}.wp-block-image .tb-image.aligncenter{margin-left:auto;margin-right:auto}.tb-image img{max-width:100%;height:auto;width:auto;transition:transform 0.25s ease}.tb-image .tb-image-caption-fit-to-image{display:table}.tb-image .tb-image-caption-fit-to-image .tb-image-caption{display:table-caption;caption-side:bottom} } @media only screen and (max-width: 599px) {    .tb-container .tb-container-inner{width:100%;margin:0 auto}.tb-social-share__network{display:inline-block;text-align:center;vertical-align:top;margin-right:7px;margin-bottom:7px}.tb-social-share--092 .tb-social-share__facebook__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#3b5998;}.tb-social-share--092 .tb-social-share__linkedin__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#007fb1;}.tb-social-share--092 .tb-social-share__twitter__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#00aced;}.tb-social-share--092 .tb-social-share__pinterest__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#cb2128;}.tb-social-share--092 .tb-social-share__telegram__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#37aee2;}.tb-social-share--092 .tb-social-share__reddit__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#5f99cf;}.tb-social-share--092 .tb-social-share__viber__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#7c529e;}.tb-social-share--092 .tb-social-share__email__share-button{cursor:pointer;display:inline-block;background-size:contain;background-color:#7f7f7f;}.tb-social-share--round .SocialMediaShareButton{border-radius:50%}.tb-social-share__excerpt{display:none}.tb-social-share .SocialMediaShareButton--disabled{opacity:0.65}.tb-container .tb-container-inner{width:100%;margin:0 auto}.tb-image{position:relative;transition:transform 0.25s ease}.wp-block-image .tb-image.aligncenter{margin-left:auto;margin-right:auto}.tb-image img{max-width:100%;height:auto;width:auto;transition:transform 0.25s ease}.tb-image .tb-image-caption-fit-to-image{display:table}.tb-image .tb-image-caption-fit-to-image .tb-image-caption{display:table-caption;caption-side:bottom} } 
Article 2 in a Series of 4
Key Performance Indicators (KPI’s) are a set of quantifiable measurements companies use to monitor and improve their overall long-term performance. KPI’s vary across industries and can focus on economic as well as production parameters. The proper use of KPI’s allows a company to set strategic objectives and gauge their success against peers in the industry.
In this second article of the series, the focus is on Collections/employee/hour, Average collections/boar/week, Number of doses produced/boar/week and Number of doses sold/boar/week.
Collections/employee/hour:
Monitoring collections/employee/hour is critical to the proper management of a boar stud as it sets the pace and efficiency for each production day. This should be calculated using the number of hours employees are in the collection area. When using a common collection area where there is a division of labor into collectors and runners, it is important to include both into the calculation of employees for accurate comparisons to other systems. Various collection area designs and collection methods provide for a wide range of efficiencies, but for a general guide of expected collections/employee/hour see table 1 below. Although evaluating this KPI can be easier when each collector is responsible for moving boars to and from their own collection area. There are significant advantages to a central collection area where labor is divided into collectors and runners. These include improved boar flow, increased flexibility in labor arrangements and central control of collection supplies. This also leads to improved cleanliness and adherence to proper collection and animal handling protocols with increased visibility to management oversight. The use of semi-automated collection devices, like GenePro’ s Safemate, further increases the efficiency of collection areas while improving the consistency, safety and cleanliness of collections.
Improper management of the collection day can lead to collector fatigue, which is an issue that will compound from day to day if not addressed. There are several strategies for increasing the collections/hour including:
- use of pre-collection stalls to allow boar to defecate, urinate and become excited prior to entry in collection pen
- use of exit holding pen to allow collector or runner to manage when a boar returns to general housing and maintain active collection pens
- effective placement of “difficult” boars (beginning, end, or on short days)
- Keeping an organized, clean and efficient collection area
| Baseline Collections per Employee per Hour by Collection Style |
| Collection Style |
# of employees |
total # of boars collected per hour |
collections/employee/hour |
| Hand Collect |
1 |
3 to 5 |
3 to 5 |
| Single Station Safemate Use with 2 dummies |
1 (serves as runner and collector) |
6 to 8 |
6 to 8 |
| Centralized station Safemate Use with 4 dummies |
2 (one runner, one collector) |
16 to 20 |
8 to 10 |
| Centralized station Safemate Use with 8 dummies |
4 (2 runners, 2 collectors) |
32 to 40 |
8 to 10 |
The attitude of the collector(s) is a factor that must be emphasized. It is crucial to remember boars are quite aware of their handlers’ emotional state as well as their overall body language. If the collectors/runners are working without purpose or their mind is in another place and not focused, then the boars will be slow to mount the dummy. Those that have spent any significant amount of time training young boars understand the negative effect a poor or distracted attitude has on the performance of the boars.
Maximizing collections/employee/hour isn’t only a result of the effort given by the employees. Management plays a key role in setting the employees up for success.
- provide a clear and complete collection list
- make quick and decisive decisions as changes to collection needs arise
- assigning the proper number of employees to each station
- reassigning or reducing the number of collectors/runners as the day winds down
- organizing the proper animal flow to and from the collection area
- ensure the standard operating procedures are adhered to and visible
Average collections/boar/week (collection frequency):
This KPI is calculated by the total number of collections in a week divided by the total number of boars on inventory. For proper analysis this should be calculated separately for each line of boars present in the stud. At a bare minimum managers should maintain a collection frequency of 1.0 (signifying each boar collected once/week). However, if at a 1.0 frequency the stud can meet all sales needs this indicates the stud has an excess supply of boars and should reduce inventory to decrease variable costs and increase the production and genetic efficiency of the stud. Key factors discussed in the first KPI article such as boar age, average days rest and the number of production days available all have a direct effect on this KPI. This is often one of the first KPI’s that a manager will be asked to provide when production issues arise. It benefits the manager greatly to have a firm handle on what and why the frequency is at its current level.
Number of doses produced/boar/week:
Again, the stud is best served by breaking this KPI down by each genetic line present in the herd. Genetic suppliers often provide a baseline of expected production levels for their specific lines. Knowing what these baselines are and setting goals to meet or exceed these standards should be one goal of every manager. Properly managing and maximizing the collection frequency has a positive effect on doses produced/boar/week. This not only increases the number of doses available to sell but also decreases the number of inventoried boars needed to maintain those sales. Altogether, this decreases the amount of labor spent during production which allows more time to focus on boar health, facility repairs and overall sanitation.
Number of doses sold/boar/week:
This KPI too should be broken down by each individual line. This is as straight forward as taking the number of doses sold in a week divided by the boar inventory. This KPI can be taken one step further and calculated out to potential doses sold/boar/year to provide a broader sense of the overall production efficiency of the stud. A baseline target would be roughly 1,600 doses sold/boar/year but depending on management strategies and concentrations this can reach as high as 2,500 doses sold/boar/year. This is one of the more important KPI’s to monitor due to the direct relationship with the financial health of the boar stud and is heavily influenced by collection frequency and doses produced/boar/week. Doses produced should exceed doses sold/boar, but the degree of this difference is what separates efficiency’s between studs. Having 5-10% excess doses allows a stud to accommodate unforeseen production stresses as well as ensuring additional doses are available for new sales. However, much above this creates inefficiencies, wastes resources and only increases the costs of goods sold.
Discussion:
As we continue through this series, it will become clear many of the studs KPI’s are interrelated and interdependent on one another. It would be a mistake to focus solely on the advancement of one key characteristic without balancing other key characteristics. If a manager pushes for maximum collections/employee/hr. they may risk overwhelming the lab, overproducing doses or creating the opportunity for unnecessary collection errors. Pushing collection frequency too hard can lead to a decrease in doses produced/boar/week and put at risk the number of doses available to be sold per week.
KPI’s are indicators of a stud’s performance and provide a good snapshot of where the stud is at and how it compares to the industry, but not always the full picture. The proper application of KPI’s at the production level requires attention to the numbers behind the KPI’s. To illustrate this point let’s assume we have a seemingly appropriate collection frequency of 1.25. Digging further into the numbers we discover that 2 weeks prior a large group of untrained boars were brought in and due to labor shortages, they have not yet been collected. The “true” collection frequency of the production boars is reaching 2.0 and further investigation will likely indicate an increase in semen abnormalities, which left unaddressed can spiral into a much larger production issue.
Managers should take every opportunity to engage managers from other stud systems at various industry functions to compare performance and gather ideas for improving their system. Tailoring the specifics of your stud can also be enhanced by seeking advice from boar stud consultants such as those available through the GP Star Program.
Don’t miss the upcoming third article in the series centering on percent of Unproductive boars, percent of collections trashed/week, percent of mortality’s/month and Medication costs.
