- The document discusses production analysis and management of a greenhouse operation over six years from 2009-2014. - Key metrics like acreage, yield, gross profit, and operating expenses are presented in tables and charts to analyze progression over the time period. - While acreage increased by 28.5%, yield decreased by 3.9% and gross profit decreased by 1.2%, showing only modest overall progression. - Labor management techniques including assigning worker zones and responsibilities and daily data collection and analysis helped maximize efficiency and productivity despite challenges. - The results indicate the management approach was largely successful, with the operation meeting or exceeding targets for yield, costs, and profits.

1. Experience
and……opinion
s25 August 2015 artin demiri 1

2. Does it help?
• Of course that is
necessary The analyze
will help us to understand
the situation , to monitor it
with diligence and to find
out what we have done in
the past and what we
have to do in the future.
• It is crucial to have a clear
perception for mistakes
and the ways how to fix
them.
Analyzing from A to Z
• Knowing the situation of
production from A to Z ,
will help us to be clear for
all the steps that we have
to do and in the same
time to learn how to
improve the technique of
management , steering
the relevant factors in
compliance to each other
with the purpose to set up
the proper rhythm of
production.25 August 2015 artin demiri 2

3. Farm gate value
• Is it our farm gate value
competitive and
profitable?
• Is it progressive ,
stagnative or regressive?
• To have a good picture it
is very crucial to compare
our results with the others
and the best way is to
know the average of that
indicator for the industry.
Our position
• Considering and
comparing our results , will
contribute to evaluate our
potential related to others
as well as to determine our
competitiveness toward
others to be comfort to the
market.
25 August 2015 artin demiri 3

4. Year Acre
Yield
kg/m2 Gross profit/m2
2009 1824 42.35 82.3
2010 1919 40.88 82.5
2011 2067 41.66 83.4
2012 2272 43.32 73.2
2013 2400 42.23 80.5
2014 2550 40.7 81.3
Acres
Yield kg/m2
Farm gate
value(gross profit)
cdn/m2
25 August 2015 artin demiri 4

5. • So ,to have a clear picture about
the progression during the years
of analyze , it is necessary to
compare percentage in the
beginning and the end of those
six consecutive years.
• -The harvesting area 2014/2009
is increased by 28.5%.
• -Production kg/m2 is decreased
by 3.9%.
• - Gross profit cdn/m2 is
decreased by 1. 2% .
….through
years
25 August 2015 artin demiri 5

6. And….yield /meter
square during the
same years.
Average yield is
composed by
tomatoes, bell
peppers and
cucumbers / m2.
25 August 2015 artin demiri 6

7. • Let us compare the indicators of
production for a functional unit
during six consecutive years
being focused in the beginning an
end of table and chart.
• It is obvious that the indicators of
2014 are below for functional unit
compared with 2009.
• In a nutshell we judge that within
functional unit there is not any
progression……so during those
years the intensification of
production had been very feeble
and the progression of industry
was determinated only from
building new greenhouses.
…….through
years
25 August 2015 artin demiri 7

8. Farm gate value , average
yield and price
yield kg/m2 / average
price
2009 42.35 1.9433
2010 40.88 2.0181
2011 41.66 1.9923
2012 43.32 1.6819
2013 42.23 1.9062
2014 40.7 1.9975
25 August 2015 artin demiri 8

9. Yield and
Acreage
• In 2009 there was a
harvest area 1824 and in
2014 that area was
increased by 28 % more
,achieving 2550 acres.
• In 2009 the average
yield/m2 was 42.35 kg/m2
and in 2014 the average
yield was 40.7 kg/m2;so a
decrease by 4% was
evident.
Gross profit/m2 and
Price
• Gross profit/m2 is
decreased 1 % and the
average price is increased
by 3 %.
• So making that
compare , we have
a clear picture of
the situation
through those six
consecutive years25 August 2015 artin demiri 9

10. Yield and
average
operative
exp/m2
operativ
e
exp/m2
yield
kg/m2
cost
kg/kg
2010 65.07 40.88 1.59
2011 63.23 41.66 1.52
2012 59.95 43.32 1.39
2013 58.28 42.23 1.38
2014 60.9 40.7 1.525 August 2015 artin demiri 10

11. mat
planting
gross pay
unskill labor elec fuel
other
cr exp
other
oper exp total
2010 5.8 16.8 2.3 11.9 8.5 20.6 65.07
2011 5.1 17.16 x 10.36 7.7 20.3 63.23
2012 5.2 16.7 x 8.5 8 19.8 59.95
2013 4.9 16.07 1.75 8.14 7.8 21.3 58.28
2014 5.5 16.1 2 10.5 6.8 20 60.9
average 5.3 16.56 2.2 9.9 7.75 20.4 61.5
25 August 2015 artin demiri 11

12. ….money!!!
operative
exp/m2
gross
prof
2010 65.07 82.5
2011 63.23 83.4
2012 59.95 73.2
2013 58.28 80.5
2014 60.9 81.3
Operative and gross profit chart
25 August 2015 artin demiri 12

13. • Main indicator that leads to
gross profit is yield of
vegetables that are grown in
greenhouse . An appropriate
combination of technique and
labor is crucial for production .
Manipulating them dependent
of the phases of growing will
increase overall efficiency .
But to do that is necessary to
know in details the expertise of
process , doing in time, in
quality and quantity all service
to plants , without negligence.
-Farm gate
sale(gross profit/m2)
-Yield
-Operative expenses
25 August 2015 artin demiri 13

14. Our results
• Due to the expertise ,the
team that I was part as a
supervisor had those
results.
• Beef tomatoes 61.25
kg/m2 in 51500
m2.(target was 60)
• Bell pepper 27.5 kg/m2
in 24300 m2.(target was
26)
• Long cucumbers 51.3
kg/m2 in 6000 m2.
• Average—50.3 kg/m2
Labor budget
• Production was realized
staying in budget and
increasing the efficiency of
labor usage . So from 13
cdn/m2 given from company
in the beginning of growing
season , at the end 9 cdn/m2
had been used ; so the
efficiency of labor usage was
increased by 30%.
• Except of that , labor usage
coeff had bee 99.9 %(being
calculated in a math
formula)that means only
0.1% was misused.So,9
cent/m2 of labor was
inefficient.25 August 2015 artin demiri 14

15. • There were 35 worker that
used to work for growing
and harvesting in beef
tomatoes , peppers and
cucumbers.
• Workers were given
zones to maintain for crop
work .In the same time
,there was an another
group only for harvesting.
• Tomato harvesters were given
the duty to be responsible for
deleafing in their zones of
harvesting.
• Based on the everyday
schedule of harvesting, the
greenhouse was separated in
two parts and the harvester
every day after harvest had to
deleaf in their zones in the other
half.
• That combination worked out
perfectly because harvesters
were very interested to do
deleafing in a good way to have
easy in harvesting . Except of
that , crop worker due to have
not to do with deleafing were
more responsible doing other
processes more fastly .
25 August 2015 artin demiri 15

16. Deleafing
• Every day in a row , six
leaves were removed
from the plants and in the
same time were taken out
from the greenhouse ,
doing in the same time
mechanical part of IPM
.So , fungal spores and
bug’s eggs had no chance
to be reproduced under
favorable conditions.
Combination
• That combination created the
possibility for a faster
harvesting ; as well as a faster
deleafing . Keeping up the
rotation faster that it was
supposed to be , we saved
labor and created the
possibility to do everything in
time and with the same
rhythm. E.g.; in every zone , in
the same time workers were
doing the same process. .So
plants , were balanced in all
greenhouse and the
production was steadily almost
every day and the harvest was
finished almost in the same
time every day and after
deleafing was done properly.
25 August 2015 artin demiri 16

17. • Having their zones of crop
work or harvest , increased
the responsibility of the
workers and to be more
disciplined toward their
specific duties , to have the
job done in time , in
quantity and quality.
• So having their zones,
nobody could speculate
and abuse. .
zones
25 August 2015 artin demiri 17

18. • A strict performance
was kept every day and
data was collected in
compliance with it.
Twice a day , data was
analyze to verify the
well going of process
and to correct mistakes
as shortly as possible ;
so to prohibit the
negative consequences
in time.
• There was not
electronic monitoring of
labor and data was
collected and calculated
by note book and pencil
using specific formulas
to find out the speed of
process and different
mistakes. With the aim
to have as few as was
possible ,we had very
few negative impacts.
25 August 2015 artin demiri 18

19. • At the end of growing season
we had a clear picture of the
results of production . All the
indicators , told us that the way
that we managed the labor and
the plants had been right. The
target was accomplished and
surpassed . The overall
average yield was 50.3
kg/m2,15 % more than the
average of Ontario and
expenses production were kept
under control and the
production was realized without
any extra money.
Having the
results
25 August 2015 artin demiri 19

20. • We handle the situation
successfully based on our
expertise and experience.
• Professional education was
a golden key in difficult
situations , to prevent them
happening.
• Good results were not a
desire any more , they were
reality.
• So , let us judge over the
process based on results
and not on words.
…experience ; as
well as proper
professional
education.
25 August 2015 artin demiri 20

21. • Did we do right during the
growing season?
• The results were
comprehensive tools to tell us
that we did right , following the
policy of company and
carrying out 100% the
instruction given from the
owner . In every level of
hierarchy , that instruction was
understood as it was told.
Judging over the
resutls
25 August 2015 artin demiri 21

22. • Supervising is a very
responsible position because
the instructions have to be
understood completely as
they are given by superiors
and to be given in the same
way to the workers . They are
different and they understand
the instructions in different
ways . Supervisors have to
make the instructions
understood in the same way
by every one . That is a
golden key!
…giving instruction
correctly means to
be comprehensive
with every one.
25 August 2015 artin demiri 22

23. • Harmonizing in time labor
with technique , is a very
crucial duty for the
supervisor.
• On the other side
misbalancing should lead to
negative impacts to the
production and budget.
• A professional educated
supervisor will be able to
realize it and to have
success. In a small
greenhouse or in a big one .
The results described above
…and harmonizing
25 August 2015 artin demiri 23