Cress produced is sourced from across the globe, grown, packed and distributed from Monster. A range of flavours and textures like wasabi, truffle, oyster, buck fiz, oysters and mint.
Monday, March 5, 2012
29 Feb 2012, Koppart Cress
A very quick introduction to the business of cress growing. 4 million euro/ha to establish the best practice, enviro glass houses. Water is heated in glass house and then pumped under ground for storage, excess heat is piped to a village close by, and computer controlled LED lighting and shading.
Cress produced is sourced from across the globe, grown, packed and distributed from Monster. A range of flavours and textures like wasabi, truffle, oyster, buck fiz, oysters and mint.
Cress produced is sourced from across the globe, grown, packed and distributed from Monster. A range of flavours and textures like wasabi, truffle, oyster, buck fiz, oysters and mint.
Do we have enough food?
Tuesday 28 Feb 2012
1 billion people under nourished, 1 billion people obeast and an expected world population of 8.2 billion by 2030. Can we do it on a depleting set of resources and climate change. Oxfam suggest we need to consider reducing native land clearing in the Amazon (agree), adoption of organics and restrictions of GM.
EU think we can achieve it by the removal of production based quotas & replacement of income support, Australia & New Zealnd know we can achieve it is as long as we address 7% total global food production being lost to vermin and a reduction from 30% of world food being wasted after processing.
Very informative day of speakers, EU trade negiotator for the Netherlands, policy developer Oxfam, organic pork producer and developer of Farm Focus network/conventional pork producer.
Monday, February 27, 2012
Amsterdam Flower Auction and harbour
Floraholland the worlds largest flower auction house. 20 million flowers per day sold & despatched within 24 hours of delivery to any capital city across the northern hemispher. 4500 employees working across a covered site of 170 ha, allot of roof area.
Dutch auction clock used to sell flowers at a rate of approx 1500 transactions per hour.
Completed the day with harbour cruise around the worlds busiest port, the below oil rig tender has a 700 tonne crane ready to lift anything close by.
Dutch auction clock used to sell flowers at a rate of approx 1500 transactions per hour.
Completed the day with harbour cruise around the worlds busiest port, the below oil rig tender has a 700 tonne crane ready to lift anything close by.
Introductions
Wonderful day of introductions to the global scholars, 23 Australians, 3 Canadians, 1 Frenchman, 3 Irish, 3 Kiwi's,
23 from the UK, 4 from the Netherlands and two chaps form the USA completing their Eisenhower Fellowship.
Business involvement and topics of study ranged from Precision Ag, city field farming, high welfare pig farming, Johnes disease in cattle, improving engagement in agriculture, influencing global agri politics and carbon farming.
Allot of knowledge in a very small room.
Saturday, February 25, 2012
First day in the Netherlands
Wow, 20 hours on a plane, 8 hours in a airport and 4 degrees outside temperature, big awakening to the Nuffield journey.
Great day touring Amsterdam & Rotterdam.
Very diversified operations, $40,000 ha land price (AUD), milking 140 cows, 5 wind farms, & 3 methane gas converters, tulips,onions & potatoes. Which one is making money, the government subsidies attached to milking cows.
- Posted using BlogPress from my iPad
Great day touring Amsterdam & Rotterdam.
Very diversified operations, $40,000 ha land price (AUD), milking 140 cows, 5 wind farms, & 3 methane gas converters, tulips,onions & potatoes. Which one is making money, the government subsidies attached to milking cows.
- Posted using BlogPress from my iPad
Location:Amsterdam
Monday, January 23, 2012
Contemporary Scholars Conference in the Netherlands 23 Feb - 16 March 2012
As the CSC draws closer to a start, our plans are being confirmed and excitment is beginning to build. The diary is beginning to fill, with appointments confirmed with the following businesses.
Sat 25 Feb - Wed 29 Feb, the Netherlands, CSC farm tours, flower auction house, Co-operative business discussion
Thur 1 Mar - Sat 3rd March, UK CSC, farm tours and NZ High Commission visit
Mon 5th Mar, Double H Nurseries, UK, Gary Shorland, CI visual management tour, Google Double H Nurseries
Wed 7th Mar, Mechelese Veilingen Belgium auction house, Luc Peeters, Just In Time produce scheduling & despatch
Thur 8th Mar, Brussels, COPA (EU federation of farmers union & co-operatives)& EU standing comm. on plant health, meetings
Fri 9th Mar, ARLA Dairy, the Netherlands, worlds 7th largest dairy company, 3 years of CI has it worked?
Mon 12 & 13 Mar, Lean Institute, the Netherlands, GEMBA walks & CI in the workplace.
Waiting with anticipation on how communications, train travel, budget planning all come together.
Sat 25 Feb - Wed 29 Feb, the Netherlands, CSC farm tours, flower auction house, Co-operative business discussion
Thur 1 Mar - Sat 3rd March, UK CSC, farm tours and NZ High Commission visit
Mon 5th Mar, Double H Nurseries, UK, Gary Shorland, CI visual management tour, Google Double H Nurseries
Wed 7th Mar, Mechelese Veilingen Belgium auction house, Luc Peeters, Just In Time produce scheduling & despatch
Thur 8th Mar, Brussels, COPA (EU federation of farmers union & co-operatives)& EU standing comm. on plant health, meetings
Fri 9th Mar, ARLA Dairy, the Netherlands, worlds 7th largest dairy company, 3 years of CI has it worked?
Mon 12 & 13 Mar, Lean Institute, the Netherlands, GEMBA walks & CI in the workplace.
Waiting with anticipation on how communications, train travel, budget planning all come together.
Sunday, January 15, 2012
What are Continuous Improvement Management Systems
Continuous Improvement in the vineyards is all about developing a culture of improvement that relies on empowering our team to take ownership of their work through; leadership; standard processes and procedures; and respect for people's capabilities, by recognising their contribution & developing their skills, with the ultimate objective, to add value to the customer, in a sustainable manner.
To achieve these objectives, tools and behaviours that have been developed to achieve this, the top 5 that we are focusing on in our vineyards are: Leadership & Structure, Problem Solving, Standard Work, Visual Workplace with our team who are at the heart of our business.
Leadership & Structure
The leadership and structure is the primary foundation for the continuous improvement system, in the vineyards this means defining objectives that add value to our customer and building a structure that checks our progress against the objectives, daily.
Problem Solving
Problem solving is the second foundation of continuous improvement. It follows W.Edwards Demming’s Plan Do Check Act cycle (PDCA) and use the 3A templates to assist in understanding the problem.
Standard Work Practices
Standard work is considered to be another brick in our foundations of continuous improvement. It is relevant to our vineyard operations because its objective is to achieve a quality output of a process, consistently. This can be achieved by the vineyard team developing SWP, that reflect the actual operation, based on operational experience.
Visual Workplace
Visual management simply sets a visual standard so that we are able to recognise were we are eroding value to our customer.
Over the course of the next 12 months I will looking at businesses who are achieving results that contribute to financial returns above their peers and who have a work team focused on improvement.
To achieve these objectives, tools and behaviours that have been developed to achieve this, the top 5 that we are focusing on in our vineyards are: Leadership & Structure, Problem Solving, Standard Work, Visual Workplace with our team who are at the heart of our business.
Leadership & Structure
The leadership and structure is the primary foundation for the continuous improvement system, in the vineyards this means defining objectives that add value to our customer and building a structure that checks our progress against the objectives, daily.
Problem Solving
Problem solving is the second foundation of continuous improvement. It follows W.Edwards Demming’s Plan Do Check Act cycle (PDCA) and use the 3A templates to assist in understanding the problem.
Standard Work Practices
Standard work is considered to be another brick in our foundations of continuous improvement. It is relevant to our vineyard operations because its objective is to achieve a quality output of a process, consistently. This can be achieved by the vineyard team developing SWP, that reflect the actual operation, based on operational experience.
Visual Workplace
Visual management simply sets a visual standard so that we are able to recognise were we are eroding value to our customer.
Over the course of the next 12 months I will looking at businesses who are achieving results that contribute to financial returns above their peers and who have a work team focused on improvement.
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