Introduction.

Before 1979, Beothic Fish Processors Ltd., based in Newfoundland and Labrador,

Canada, was a prominent pelagic fish processor that processed mackerel and herring. By 1989,

capelin had become an important source of revenue for Beothic. Hand-sorted capelin was time-

consuming and inadequate for market demand when the capelin standards technique was created

30 years ago. Mechanical sorters were developed to handle vast amounts of capelin more

efficiently and cost-effectively (King & Stapleton, 1993).

Problem Identification.

The issue in this case is that the plant's capelin profitability is being inhibited by an

insufficient processing area structure. Beothic must improve its fish processing procedures to

offer competitive pricing and optimize profitability, according to King and Stapleton (1993).

Another concern is that the material flow has become inconsistent and erratic with the use of

capelin. Furthermore, despite the plant's automation, a substantial quantity of physical work is

still required.

Statement of Causes (s) or Root Cause of the Problem.

Knowles (2011) suggests that organizations achieve objectives through systematic,

customer-focused processes. However, a potential issue is the use of push-based manufacturing

production instead of consistent, pull-based lean manufacturing, as suggested by Knowles and

Six Sigma (2011).

The general manager forecasted a three-week short season for capelin processing

production, which would avoid losses similar to the previous season. The manufacturing method

is successful in satisfying customer expectations and enhancing supply chain dependability,

especially when adopting a pull-based strategy. If Beothic's quality management had employed
preventative techniques and a pull-based approach, manufacturing might have been completed

on time, while meeting customer requests and maximizing profit. However, the processing

system needed a large amount of human energy, which resulted in higher pricing and restricted

profitability for Capelin (King & Stapleton, 1993).

Recommendation.

 While the plate freezers are in use, the packing stations should be on the opposite side of

the roller conveyor from where the separator is presently. This will decrease the plate

transport distance and avoid the need for the forklift to pass through employee work

areas. Because they wouldn't have to worry about the forklift, employees could focus on

their task, enhancing production and speed.

 The separator should be moved to the opposite side of the room, near the feed hopper, to

decrease waste and boost productivity (King & Stapleton, 1993).

 The table ought to be moved to the other end of the room, next to the separator, and

configured so that the splitter pushes the fish onto the tables, eliminating the need for

physical labour to place the fish on distribution tables.

 The weighing station/roller conveyor must be placed at the end of the tables, where the

box will be palled up, collected by a chariot forklift, and delivered to the blast freezer.

Indicators to Utilize to Monitor the Effectiveness of the Restructuring Plan.

I will advocate using the Six Sigma approach, which is based on measurements, to

enhance Beothic's process. They intend to focus on continuous improvement in order to

enhance client happiness. For this process, I will employ the DMAIC technique to ensure a

data-driven strategy that results in a superior manufacturing procedure (Hayes 2021).

DMAIC methodology steps include define, measure, analyse, improve, and control.
 Define the problem, the enhancement activity, the development opportunity, the project

objectives, and the customers' (internal and external) requests. Tanner (Tanner, 2021) defines

a process map as a visual depiction of the events taking place during a process. Finally,

assess the outcome before addressing and eliminating the underlying reasons to enhance

process performance.

Conclusion.

Finally, the objective is to increase or maximum capelin processing efficiency with the

given manpower and limited season time. Create a new floor plan based on the advice and

examine the plan and the procedure as soon as feasible. To simplify and standardise the

process, the following tools and procedures are employed.

Reference.

1. Hayes, A. (2021, March 24). Six Sigma. Retrieved July 19, 2023, from:

https://www.investopedia.com/terms/s/six-sigma.asp

2. King, W., & Stapleton, D. (1993). Improving Production At Beothic Fish Processors Ltd.

Retrieved Dec 19, 2023 from:

https://my.uopeople.edu/pluginfile.php/1017232/mod_book/chapter/254624/

U5%20beothic_f ish. %20pdf

3. Knowles, G. (2011). Quality Management. Bookboon.com. Plex. (2023, Dec 19). Push

vs. Pull Manufacturing: Is a Kanban Pull System Right for Your Company?

Industryweek.com:

https://www.industryweek.com/cloudcomputing/article/22023873/push-vs-

pullmanufacturing-is-a-kanban-pull-system-rightfor-your-company
Tanner, S. (2021, June 22). DMAIC Process: The 5 Phases of Lean Sigma You Must Know.

Retrieved Dec 19, 2023, from: https://www.simplilearn.com/dmaic-process-article