Meat&Poultry -- August 2014 - 27

LUMSDEN
TURN BELTING
The Lumsden Advantage
Soybeans are less, too."

Giving credit

He points to eating-out occasions

Lovette really doesn't like to talk

as a clear sign of the poultry industry's

about himself - he prefers to discuss

health. "Mother's Day is one of those

the credit he feels his management

major holidays where people eat out,

You ﬁnally have a choice,
and it's a great one!

team deserves.

and we see a lot of growth in chicken

"I want our
employees to
think like owners,
not employees."

"Fabio Sandri, our chief financial
officer, was appointed in May 2011,"
he says. Previously, Sandri had been
CFO of large corporations in Brazil.
"Jayson Penn came in March 2011
as senior vice president of the Commercial Business Group and is now

consumption. This year, it was phe-

executive vice president of Sales

nomenal. And this year foodservice

and Operations," he adds. "He's in

growth is really up, including quick-

charge of fresh, 80 percent of which

service restaurants and deli."

Lumsden Turn Belts are available in 90
and 180 degree turns, in all the
standard sizes. Made of 302 Stainless
Steel, it will run perfectly on your
current turn conveyor using
the same sprockets.

is domestic."

There has been a shift by foodser-

Penn had started in his family's

vice operators to poultry and chicken

poultry further-processing business

from beef and pork over the past 20

and had been in management at Sand-

years, Lovette says. "Health issues

erson Farms, Marshall Durbin and

are playing a major part in that," he

Case Foods.

Look - No Tubes!

adds. And he points out something

"Our operational goal involved un-

very interesting that's been happening

derstanding our key performers, in-

over the past 10 years. "In develop-

cluding yields, processing costs and

ing countries, like Mexico and others,

mixed management. We held every

the consumers there are moving from

plant accountable. 2010, the year be-

subsistence consumption of food to a

fore we arrived, was our base year. We

more middle-class consumption," he

wanted a $300 million improvement

says. "Their income is growing, so

in 2011 and we did that. In 2012, our

they're looking for an improved diet.

goal was $210 million and we did that.

They're moving from a grain-based

In 2013, our goal was $132 million and

diet to more of a protein-based diet.

we achieved that. We created $640

The best value for them is chicken."

Turn Belt

million in improvements. This year,

The increasing health of the econ-

our goal is to improve $220 million

omy, both in the US and around the

over 2013. The first quarter we im-

world, is also playing a major role in

proved by $59 million, so we're already

the increasing fiscal health of Pil-

ahead of our goal. In five years, over

grim's. It goes back more than three

$1 billion in savings," Lovette says.

Improved Hygiene

years to the new management team at
the beginning of 2011 (and the acqui-

Pursuit of excellence

sition of Pilgrim's by JBS.) A major

The three major drivers for his team

priority strategy for Pilgrim's under

management are: (1) Becoming a more

Lovette and his management team

valued partner to key customers; (2)

is driving ownership and account-

Relentless pursuit of operational excel-

ability down into the company as far

lence; and (3) Growing value through

as they can.

Superior Belt Edge
For more Information, visit
www.LumsdenBelting.com
Lancaster, PA
Toll Free: (800) 367-3664
Fax: (717) 394-1640
Sales@lumsdenbelting.com

value-added exports.

LUMSDEN BELTING

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27
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Meat&Poultry -- August 2014

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