The Good Stuff Report

2014
The Good Stuff
Report
Perry’s Sustainability Journey
2
“Make sure to put in enough
of the good stuff.”
-H. Morton Perry, Founder
(1888-1975)
3
Table of Contents
CEO Message……………………………………………………………………………….4
Sustainability Philosophy & Vision…………………………………...……………6
Sustainability Leadership……………………………………………………………….7
Sustainability Stages………………………………………………………………………9
Engagement in Sustainability………………………………………………………..10
Four Key Challenges……………………………………………………………………12
Organizational Culture………………………………………………………….13
Solid Waste Reduction………………………………………………………….23
Natural Resource Management………………………………………………27
Maximizing Performance…………..…………………………………………..31
2014 Sustainability Awards…………………..……………………………………...37
Closing Thought…………………………………………………………………………38
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CEO Message
2014 was a remarkable year in many ways. Our entire
industry was affected by record high milk and cream
prices, negatively impacting our business results. In
spite of the rise in these commodity prices, our teambased organization found ways to combat this
challenge.
Robert Denning, President & CEO
Our operations team rallied and focused their efforts
by reducing manufacturing dairy waste 20% compared
to the prior year. These actions helped offset a portion
of the high cost we faced.
5
Additionally, we implemented initiatives to reduce our dairy
waste to landfill, resulting not only in dollar savings, but
making a positive impact on the environment.
We also invested in technology in our Distribution Center,
beginning with voice directed picking software (Vocollect).
This investment was a huge success as we were able to:



Achieve a higher level of customer satisfaction
Improve the morale and safety of our team members
Lower operating costs through a reduction in overtime
Record high
butter cost in
September 2014
$3.06/pound
20% less
dairy waste
“...the leadership team & I are very
proud of our team members’
responses to the challenges we faced
with a continuous improvement
mindset.”
In the second half of the year, we took a fresh look at our distribution and sales operating model by
conducting an in-depth study of our sales structure and distribution practices. We took this opportunity
to streamline our structure while investing in the technology and tools to further our world class
performance. We also selected a distribution routing software vendor with the promise of optimizing our
distribution and sales delivery routes to remove excess miles, lower fuel costs, and improve safety. In
addition, we began plans to implement “wave two” of our sales order technology to our DSD (Direct
Store Delivery) drivers; wave one consisted of implementation to our sales reps in 2013. This will result
in a savings of time, money and paper, which aligns well with the routing software we have selected on
the road to a world class distribution system.
As I look back at 2014, the leadership team & I are very proud of our team members’ responses to the
challenges we faced with a continuous improvement mindset. We are now much better positioned with
sustainable, long-term solutions and enhanced world class business practices. Clearly we are expecting
great things in 2015 and beyond!
6
Sustainability Philosophy
PEOPLE
PLANET
PERFORMANCE
We will serve our
communities by
supporting programs that
sweeten the quality of life.
We will manage our
business and resources in a
sustainable way that will
help contribute to a cleaner
environment.
We will continue to improve our
business practices in order to
“put enough of the good stuff” in
our company to sustain profitable
growth and career opportunities for
our team members into the future.
Sustainability Vision
As emerging entrepreneurs of sustainability, we envision a day when…

Our financial position provides capital for today and growth
opportunities for tomorrow.

A dynamic, innovative, “Why Not?” approach is the norm.

We achieve zero net waste through responsible management of
our product’s life cycle.

We manage our environmental impact through responsible use
of natural resources and seek renewable energy solutions.

We give back to our communities in proportion to the size of
our footprint.

Our suppliers share a common commitment to sustainability.
At Perry’s Ice Cream, we are implementing this vision of the future by
challenging the way we think and encouraging all fellow team members to
engage in sustainable thinking and actions.
7
Sustainability Leadership
Perry’s Sustainability Team (PST) bridges individual team members and the leadership team.
Our role is two pronged:
1. To engage and empower departments in sustainable thinking and actions
2. To provide direction navigating corporate progress through the 4 stages of sustainability
We recognize that the expert knowledge and skills within each team is what brings ideas to life and
advances us along our path to corporate sustainability. Equally important is the backing of our
Perry’s Leadership Team (PLT) to ensure alignment of goals and resources necessary for reaching
our future state.
Individual Engagement of Team Members
Current
State
PST
PLT
Future
State
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Sustainability Leadership
PST MEMBERS
Gayle Denning, Mike Lovelace, Lynn Staples, Dave Perry, Jodi Wiechec,
Dave Hodgson, and Jim Kolb
Not Pictured: Rose Gramza
Perry’s Ice Cream is a Founding Member of the WNY Sustainable Business
Roundtable, launched on Earth Day 2014. The roundtable is a network of
companies and organizations seeking to create an environmentally and
economically thriving Buffalo Niagara Region for current and future
generations. Their objective is to foster collaborations that enable member
businesses to develop and act on their sustainability goals, increase profitability
and promote a healthy community.
9
Sustainability Stages
There are 4 widely accepted stages of sustainability. Perry’s has chosen these as mile markers to
track our journey on the way to our sustainable future. Our goal is to have all departments
engaged in early Stage 3 sustainable operating procedures by the end of 2015.
Stage 1
Do old things in new ways
All about the value of eco-efficiencies, regulatory
compliance.
Do new things in new ways
20132015
Stage 2
Stage 3
Look at products, processes & whole systems to
optimize natural resources, efficiencies and minimize
waste.
Transform core business
Sustainability innovation becomes the source of new
revenues and growth.
New business model creation
Stage 4
A source of competitive advantage. Redefines strategy
related to brand, engagement, and business
intangibles.
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Engagement in Sustainability
Shared Learning
7 Teams
embarked on their journey
The PST implemented a shared learning program to educate and
empower departments in their sustainability efforts. This two
meeting program consists of:
1. Giving the department the tools to look at their processes with
sustainability in mind and determine where improvements can
be made

Research & Development and
Quality Assurance

Human Resources

Finance

Customer Service

Sales

Information Technology

Material Supply
2. Departments sharing their findings and discussing ideas with the
PST
This process encourages the departments to implement their new
ideas and integrate sustainable thinking into future planning.
Onboarding
New Perry's team members are educated during orientation on our
sustainable philosophy and vision, and how they can participate in
sustainable thinking and actions within their roles.
“It was extremely important for me to find an employer whose values fit my
own. Having a sustainability piece in the onboarding process showed that
Perry’s not only cares about the well being of the company, but the earth and
our future as well.”
-Madison Musilli, Marketing
37 Team
Members
began their journey
with Perry’s
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Continuous Communication and Education
The journey to sustainability requires building and maintaining awareness of related terms, issues
and innovations. In order to affect change, a large portion of PST’s role is continuous
communication and education.

Sustainability 101 Educational Series distributed monthly
to new team members

Excerpts from 2013 Corporate Sustainability Report
included in company newsletter

Sustainability Center on company intranet

Sustainability message incorporated in annual sales and
operations team meetings

Email distribution of articles to targeted audiences

Sponsored Lean Workplace Training
First Lean Training class held October 15th
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Four Key Challenges
Our journey to a more sustainable future is focused around 4 key sustainable challenges
which were identified by their potential impact across all three aspects of sustainability:
People, Planet, Performance. By proactively managing our waste, acting responsibly with
our natural resources and engaging our team members in sustainable thinking and
actions, we will continue to sustainably perform.
1. Organizational Culture
Long Term Goal: To be recognized as an
employer of choice
2. Solid Waste Reduction
Long Term Goal: To become a certified
“zero landfill” operation
3. Natural Resource Management
Long Term Goal: To maximize the value
of our resources through improved
efficiencies, productivity and utilization
of technology
4. Maximizing Performance
Long Term Goal: Manage growth to
maintain adequate profitability for
strategic reinvestment
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1. Organizational Culture
At Perry’s, people are our most valuable resource. We are committed to developing a
culture of innovation and creativity with a “Why Not?” mindset.
Communication
To reinforce Perry’s as an employer of choice, we made the
following improvements in our communications:

Re-established our Communication Committee to guide
corporate communications that deepen team member
engagement

Introduced a “what’s happening” monthly flyer

Established a shared corporate Outlook calendar

Conducted a survey to identify improvements in our
monthly newsletter that we will be implementing in 2015
Measuring our
Turnover
We are pleased to see the reduction
in our turnover rate compared to
2013; however, this rate exceeds the
industry benchmark. This indicates
an improved job market and is a
reminder of why we must continue
our journey towards becoming an
employer of choice.
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Peer to Peer Recognition
When a team member demonstrates one of the core values, their peers are encouraged to award them with
a personalized recognition card.
Core Values
The guiding principles that will lead us toward our sustainable future are embedded in these core values.
Believe
Foresee
Achieve
in each other, our
team member
successes and our
brands
the difference we can
make with consumers,
customers, community,
and the environment,
through our insight,
dedication and
commitment to quality
our goals through our
commitment to safety,
continuous
improvement and doing
the right thing
371
Recognitions
“Troy takes care of the third shift palletizers, with very little direction, and I
have total confidence that he will make good decisions!”
-Stan Leach, Manufacturing
Keith Esola
(Frozen Warehouse)
Robin Waite (Quality/
Research & Development
Eilish Mitchell (Quality),
and Gary Schaffer (HR)
“Ian goes above and beyond what’s normally called for to deliver outstanding
service to his customers!”
-Dawn Manchester, Customer Service
“I just wanted to thank Mike for always going the extra mile and helping out
the production team with changeover, etc. He is always available to help
whether being asked to or not. Great job Mike.”
- Delcina Young-Smith, Manufacturing
15
Community Returns
Perry’s Community Returns program annually supports four charitable organizations that are suggested by
team members. Fundraising for each of these charities is accomplished through jeans day donations and a
variety of fun events. Team members eagerly participate in our annual Super Bowl chili cook-off,
Thanksgiving pie auction and Christmas cookie exchange.
Annual Team Member Donations
$5,000
$4,000
$3,000
$2,000
Marvin Harrison (Maintenance) and
Jodi Wiechec (HR) check out the
Easter Egg Raffle
$1,000
$0
2012
2013
2012
Community Returns presenting
the 2nd quarter check to the
C. Dee Wright Center
Matt Bartz (IT) shows his support
during the Donut Sale
2013
2014
2014
1st quarter:
2nd quarter:
Junior Achievement of
Western New York
C. Dee Wright Community
Center
$518
$1,303
3rd quarter:
4th quarter:
The Teacher’s Desk
SPCA Serving Erie County
$1,297
$1,189
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Scoops of Goodwill
Perry’s has a long history of support and involvement in our communities. This long-term commitment
of leaving good footprints is rooted in our values. Perry’s and our team members support a variety of
organizations through donations and volunteer work.
52 team members
contributed to the Annual
United Way Campaign
As part of the United Way’s Day of Caring, our team of
16 volunteers spent the day at the Lt. Matt Urban Human
Services Center gardening, trimming, painting and cleaning!
$9,986
raised including Perry’s
25% match
$111,460
in charitable donations
Team members volunteered to hand out slush pops
donated by Perry’s at Akron’s 4th of July Parade.
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36 Bowlers
$3,060 raised
Up 45% from 2013!
Perry’s participated in the annual Junior Achievement
Bowl-A-Thon.
5 volunteers
41 hours invested
Sue O’Connor (pictured), Matt Gibbons, Jodi Wiechec,
Steve Helms, and Lynn Staples taught lessons to various
grades to foster work-readiness, entrepreneurship and
financial literacy skills.
“Perry’s Ice Cream partners with JA because we
believe in investing in our leaders’ futures and in
future leaders. Over our fifteen year
involvement, our team members have grown to
be more passionate about their local
communities and look forward to volunteering
in the classroom each year.”
- Steve Helms, Finance
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Safety
As a company, we expect our team members to put safety at the forefront. We understand that an unsafe work
environment is wasteful; therefore, we will continuously foster a culture of safety. We will be proactive by
inviting and providing solid communication which encourages our team members to make the right choices.
Decreased
incidents
due to enhanced safety
communication
Out of Service
This occurs to a truck or driver when the
Department of Transportation issues a
violation that poses an imminent hazard.
Once the hazard has been corrected, the
truck and/or driver are put back into service.
3,343,850
total safe miles traveled
Safety Philosophy
At Perry’s Ice Cream, we recognize a high performance safety culture relies upon our leadership’s
demonstrated commitment. Perry’s Leadership Team actively supports this commitment. We believe
with everyone being held accountable to exercise safe behavior, accidents can be prevented and team
members will remain safe and healthy. Perry’s Ice Cream can achieve ZERO accidents!
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Near Miss Card
By updating the Near Miss Card, we were able to drive engagement.
Now Near Miss reporting requires face-to-face communication and
active participation in corrective actions.
“The near miss process has changed from: ‘What can you do for me?’ to:
‘What can we do together?’”
- Marc Farrell, Manufacturing
Enhanced Safety Engagement

Safety is a standing topic in company communications,
including team meetings, trainings and the company
newsletter

Visual reminders throughout plant show safety status

Safety-focused People Powered Workshops were held to drive
down root causes of incidents
Safety contributes to sustainability by…
People
Having a safe work environment prevents injury and time off of work, which allows our team
members to maintain a higher quality of life.
Performance
Productivity is increased when our valued team members are able to properly perform their jobs.
By providing expertise in their roles, team members contribute to our world class performance
levels and drive our success.
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Training
Training and development are important to ensure our team members are equipped with the skills
necessary to perform at world class levels in their areas of expertise.
People Powered Workshop Training
Perry’s exclusive People Powered Workshop (PPW)
process drives continuous improvement efforts while
creating an environment for the “learning by doing”
approach of Lean Six Sigma tools and Concepts.
"Engaging your knowledge capital is a powerful investment for
today and the future."
– Marc Farrell, Manufacturing
546 hours
invested



Dale Carnegie Training
This 12-session series is designed to improve the
leadership skills of current and emerging leaders.
Skills mastered:
Interpersonal relationshipbuilding
Persuasive communication
Decision-making skill
development
"I did not know I had so much potential locked
up inside me. The Dale Carnegie course was life
changing for me."
- Rusty Murray, Transportation
Eva Balazs, Terry Lynch, Stanley Leach, Scott Warren, Dave Foley,
Richard Groff, Matthew Bartz, Joseph Capan, Rusty Murray,
Ronald Hass, Timothy Young, Joshua Siemens and Jason Marotta
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815 hours
invested
Six Sigma Yellow
Belt Certified






Skills mastered:
Identifying Workplace
Waste
Value Stream Mapping
Organization & Visual
Management
Standardized Work &
Quality
Implementing Change
Monitoring & Sustaining
Improvement
Lean Workplace
Insyte Consulting led training in the tools of Lean. This program was
custom-designed to empower participants to lead sustainable process
improvement projects using proven quality & waste-reduction tools.
Marcus Lovelace, Bob Groff, Duane Graff, Teresa Kloch,
Gary Schaffer, Scott Warren, Steve Helms, John Rogers,
Nichole Buryta, Sue O’Connor, Marco Falsone,
Lynn Staples, Gayle Denning, and Jodi Wiechec
“Lean training has taught me that it is ok to fail, but
fail as early in the process as possible. This will make
the successes stronger and keep the process from bogging down.”
-Marcus Lovelace, Research & Development
Driver Training For Fuel Economy
In our continuing efforts to provide education, each driver was
required to watch a 15 minute video from Detroit Diesel that
reinforced the driving techniques required to effectively
achieve our targeted average miles per gallon.
"The training we receive to properly operate these new engines is
necessary to help drivers operate the trucks in a fuel saving manner.”
- Tommy Lederhouse, Transportation
20 drivers
trained
Data from computer reporting
system indicated where drivers
need to improve most:
 Cruise control
 Top Gear %
 Idle Time %
 Hard Brakes
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15 Safety
Trainings Held
1,534 Hours
Invested
Safety Training

Quarterly team meetings are held to review a summary of
activities including safety

Resources are distributed to team members on safe
practices, such as: tool box talks, JJ Keller safety bulletins,
and instruction from the Department Of Transportation

Annual driver safety meetings

Guest speakers are invited to present safety topics, such
as: driving, hard braking, backing, road rage, bending
and lifting, and slips, trips & falls
Training contributes to sustainability by…
People
Continuous training and education ensures our team members develop the necessary skills and
knowledge to perform their jobs. Investing in our team members builds confidence, improves
work processes and increases engagement; therefore promoting an enhanced quality of life and
greater work satisfaction.
Planet
Driver training increased fuel efficiency and reduced greenhouse gasses. Operations training drove
improvements that reduced waste to landfill.
Performance
Sharing knowledge post education is a best practice at Perry’s. People Powered Workshops have
improved: floor waste, downtime, changeovers, cost per unit, first pass quality and run rates,
resulting in increased time for value added tasks.
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2. Solid Waste Reduction
At Perry’s, managing our various waste streams encompasses the entire
organization. We strive to reduce materials entering our facility, repurpose
byproducts and dairy waste, and recycle in order to reduce our impact on landfills.
Eliminated
waste
to landfill
by using as
fertilizer and fuel
Converted
organic
byproducts
into animal feed &
fertilizer at local farms
Reuse &
reduction
practices
decreased the
amount recycled
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Recycle & Reuse
Dairy Waste to Baskin Farms
We dispose our liquid and frozen dairy waste at Baskin Farms in
Batavia. Baskin Farms recycles items from food manufacturing and
processes them into quality bakery meal. It is then sold to farmers and
feed mills, preventing the waste from entering a landfill. Baskin can
also remove packaging from frozen waste to fuel their drying operation.
213,000 gallons
avoided landfill
Environmentally
responsible
53% less
waste hauling expense
1,000 tons
avoided landfill
$186,000 less
in chemical
& hauling costs
Improved Waste Water Treatment Process
We changed part of our dairy waste removal process by hauling our
waste water concentrate of fats, oils and greases to a local farm for fuel.
This change had additional benefits over the old procedure of drying
and sending to the landfill, by reducing our chemical usage and
operating cost in our waste water treatment process.
“The farm’s digesters create methane from the combination of animal and food
waste which then fuels a large methane converted diesel engine and
generator. The result is a source of electricity that is used to supply the farm
with any excess being sold “on the grid” to different power companies.”
-Brian Perry, Executive Vice President & Chairman
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750 lbs of
e-waste recycled
E-Waste
Any obsolete electronic devices are taken to one of several
local disposal sites accepting e-waste for recycling. After
metals are removed for reuse, the remaining material is
shredded and recycled if possible.
20 - 50 million
metric tons
of e-waste are disposed
worldwide every year
Obsolete Freezer Cabinets Recycled
When freezers are retired, Perry's recycles them as scrap metal
after the refrigerant is removed for reuse.
“Although it doesn’t seem like much at the time of retiring/recycling
freezers one at a time, it’s good to know it adds up to 8 tons being
kept out of landfills in a year.”
-Dawn Manchester, Customer Service
70 freezers
recycled
8 tons avoided
landfill
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343,728 lbs
of polyethelene
Downsizing Poly liner on 48oz.
The ice cream market is moving to less polyethylene. Our 48oz.
package had 3/4 mil and 1 mil sidewalls. We were able to use less
material by reducing our poly liner to 1/2 mil and 3/4 mil while
retaining the same production and product quality.
“Less is sometimes more.”
-Mike Lovelace, Manufacturing
EBay
The maintenance department uses EBay as a source for purchasing
spare parts and selling excess maintenance inventory.
20% savings
on purchases
Recycling & Reuse contributes to sustainability by…
People
Less waste streamlines processes and reduces team member’s risk exposure from handling
chemicals.
Planet
Producing less waste reduces landfill volumes, hauling and greenhouse gas emissions, and
chemical use. Repurposing waste provides animal feed, fertilizer and energy sources for others.
Performance
Reduced shipping costs and byproduct compensation allocates capital to other projects.
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3. Natural Resource Management
Like many organizations, being efficient with our energy sources is a priority.
We strive to produce and deliver more products with less natural resources.
Lowest water
usage since
2010
40% of
electricity
from renewable source
Lowest electric
usage since
2010
Increased
production
volume reduced
natural gas
usage
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Equipment
Performance
This minimal decrease in miles per
gallon is due to unexpected
declining engine performance. Our
transportation team is collaborating
with the vendor on a solution.
5.55 mpg
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DSD Reefer Fuel Reduction
In late 2013, we purchased eighteen new trailers and straight trucks with smart reefer capabilities.
These features allowed us to drive down fuel usage in 2014 through these advancements.







New Truck Characteristics
Increased cooling capacity
Multi-temperature options with portable bulkheads to
separate temperature zones
Decreased fuel usage
Lower reefer engine run time
Increased dependability
Product integrity improvements
Smart reefer technology
“The new trucks are really cold and hold temperature better than any truck
I've ever worked with."
-Chas Staebell, DSD Route Sales
40% less
reefer fuel used to cool
the refrigerated body of
the truck
30
Out of Route Miles
24% less
Eliminated unnecessary miles driven by our transportation team.
out of route miles
than 2013
“I think it’s positive that our drivers were able to reduce their out of route
miles by 24% and that they know the impact that it makes to our bottom
line and environment. Hopefully we can continue this trend into 2015."
-Rusty Murray, Transportation
4,100
gallons of fuel saved
Conference Calls
Instead of traveling off-site for interviews, conference calls were utilized.
2,964
miles saved
“Not traveling for every interview has given me the time
to work on other projects."
-Joshua Siemens, Human Resources
Fuel contributes to sustainability by…
People
Reducing miles has the added benefit of time savings for team members.
Planet
Reducing miles leads to less fuel usage and emissions in the air.
Performance
Using less fuel decreases overall operating expense.
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4. Maximizing Performance
At Perry’s, we strive to maximize value through continuous improvements to our
processes that eliminate waste and increase operational efficiencies. We welcome
new technologies that assist us in continuing our world class journey.
Overall Equipment
Effectiveness (OEE)
OEE is our core manufacturing performance
measurement system. Three components:
uptime, run rate, and 1st pass quality,
determine an OEE score. Our goal is to achieve
a world class level of 85%.
Increased
OEE from
2013
through
manufacturing
improvements
32
Manufacturing Improvements
Our manufacturing team is always looking for continuous improvement opportunities to decrease
waste, increase OEE performance, and improve the work environment. 2014 was no exception to this as
many projects were identified and completed to achieve these goals.
Ingredient Consolidation
22 ingredient
&
2 vendor
consolidations
Whenever possible, we consolidate ingredients and vendors to
reduce expenses and improve order efficiencies.
“By taking responsibility for consolidating ingredients, we can drive
change for Perry's Ice Cream to make it more financially and
environmentally sustainable. Less is truly more.”
-Teresa Kloch, Research & Development
Production Line Optimization
We have maximized efficiencies on the production line by
coordinating full-run orders with one of our growing customers.
“This is a great example of the benefits of a strong customer/supplier
relationship.”
-Tracy LaCrego, Purchasing
Gained 10 days
of annual production
capacity
Ingredient Optimization
When developing new flavors, allergen contents were
considered to ensure consumer safety and accurate
labeling while maintaining production scheduling
efficiencies. Considering allergens in product
development allows manufacturing to produce full-runs
and increase OEE results.
“The company as a whole is more successful when multiple
teams work together.”
-Marsha Koerner, Operations
33
Reduced Outside Warehouse Storage
We assembled a team to reduce the amount of finished goods
inventory carried at off-site locations. As a result, we now carry
inventory at one off-site location versus four, reducing additional
storage, handling, and transportation costs.
$225,000
less outside
storage costs
One off-site
location
reduced from four
“Now it is much easier to coordinate with our Transportation
team to shuttle products to one off-site storage location.”
-Duane Graff, Distribution Warehouse
Manufacturing Improvements contribute to sustainability by…
People
Job satisfaction is increased by the use of better tools, more effective scheduling and decreasing the
amount of unproductive time spent on certain tasks.
Planet
Chemical and water usage in the cleanup process decreased through scheduling improvements.
Diesel fuel and greenhouse gases decreased by reducing our off-site storage locations and receiving
larger shipments from fewer suppliers. Reduced dairy waste to landfill as manufacturing results
improved.
Performance
Improved production capacity through scheduling and ingredient optimizations. Less demand in
the transportation department to transfer to off-site storage locations. Increased efficiencies in
ordering, warehousing and production with fewer suppliers.
34
Process Improvements
There are many processes at Perry’s that support the manufacturing and delivery of ice cream.
Continually challenging the efficiencies of our procedures with the goal of eliminating wasted time and
materials is key to achieving world class.
Vocollect
This new electronic pick-to-voice system for the frozen warehouse has
improved order picking accuracy and productivity while reducing
training time. Implemented in late 2013, Vocollect has realized the
test-study results on a full scale implementation in 2014. This new
technology has also improved customer and team member
satisfaction.
Before Voice
After Voice
Total Errors
570
2
Units per hour
132
183
Total Hours Spent
Picking
637.9
340.72
New Team Member
Training Time
90
3
“You know it’s working when a driver comes in and says,
‘What’s going on? We haven’t had a mistake in three weeks!’”
– Bill McIntosh, Distribution Warehouse
30% reduction
in seasonal turnover
35%
Productivity
Improvements
65%
Accuracy
Improvements
35
Eliminate Green Bar Sheets
Bill of Materials for the mix room and production were being printed on
green-bar paper, which is costly and requires a specialized printer. We
transitioned these to standard sized 8 1/2x11 paper, saving time and money.
Expense Reporting Improvements
Revised guidelines for expense reimbursements were published,
improving accountability. These reimbursements are now processed
through payroll instead of issuing a separate check. Calculation and
coding errors were eliminated by adding internal audits.
1,250
printed checks
eliminated
"We have been impressed by our team members' overwhelmingly positive response
toward our newly established expense guidelines."
-Bob Denning, President & CEO
Streamlined Accounts Payable
260 hours
per year saved in
Accounts Payable
Non-value added steps have been eliminated in Accounts Payable.



File unpaid and paid supplier invoices together
Eliminate stapling a portion of the check to the paid invoice
Use electronic images of receipts to match supplier invoices
"In 2014 we took the first steps in re-evaluating the accounts payable function.
We benchmarked the number of steps from supplier invoice receipt to the storage
of a paid invoice, we reduced the number of steps in 2014, and we have plans
in 2015 to make further improvements."
-Lauri Targus, Finance
36
14,700
invoices not printed
2,622
Redesign Customer Invoices
Transportation, Finance and Information Technology designed a more
professional looking customer invoice and streamlined the invoicing process.
This new way to enter data saves time, increases reporting capabilities and
eliminates duplicate printing.
hours saved per year
“This was a collaborative effort with Transportation, Finance and IT. It has saved
us approximately 45 minutes a day, not to mention the annual cost of our preprinted invoices. We were able to get some feedback from a couple of our core
customers about what they wanted on their invoices and we were able to
accommodate their requests which made them extremely happy!"
-Dave Mietz, Transportation
Process Improvements contribute to sustainability by…
People
Continually improving processes has increased team members’ job satisfaction while gaining
time to focus on value added functions.
Planet
All of these new processes have been instrumental in reducing paper use in all areas of the
organization.
Performance
These new process improvements have brought us closer to becoming a world class organization
with things like more professional invoices and reducing our response time to customer requests.
We are now able to collect and analyze information with improved efficiency.
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2014 Sustainability Awards
Change Agent Award
Recognizing an individual who takes the initiative to foster
behavior change in the work environment.
Mike Lovelace
For Ebay, downsizing poly liner & Vocollect
Innovative Award
Recognizing a sustainability project that required
“thinking outside of the carton.”
Tracey LsCrego, Ron Brady, Scott Warren, and Brian Perry
for Ingredient Optimization
Greatest Impact Award
Recognizing a sustainability project with the strongest influence on
people, planet and/or performance.
David Hodgson, Mike Maziarczyk, William McIntosh, Mike
Lovelace, Joseph Jewett IV, Matthew Bartz, and Mike Szelagiewicz
for Vocollect
Collaboration Award
Recognizing a group of team members who worked together in
non-traditional ways on a sustainability project.
Robin Alexander, Scott Bouter, Eric Bruno, Steven Ciotti, Ronald
Crosby, Mark Ehlers, Michael Herlan, Paul Horton, David
Jonathan, William Jordan, Waldemar Krawiecki, Thomas Land,
Thomas Lederhouse, Richard Ruppel, James Snyder, James
Spencer, Edward Strassel, Daniel Szymanski, Scott Taif, Richard
Warner Jr. and Laverne Wickham
for Out of Route Miles
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Closing Thought
From cow to cone, a lot of “good stuff” has to happen at Perry’s to serve people great ice cream. “The
good stuff” is what has and will sustain Perry’s Ice Cream.
Gayle Denning,
Director of Sustainability
Part of “the good stuff” has always been resourcefulness
and the importance of people. Our sustainability
commitment supports those beliefs and has expanded our
perspective on stewardship of the environment and long
term viability of humanity. Since the inception of our
formal sustainability program in 2010, we have:
 established a corporate vision & philosophy for
sustainability
 educated our team members on the basics and
terminology of sustainability
 engaged team members in activities, projects and
training that support sustainable thinking
 suffered some setbacks and celebrated some early wins
Over this short period of time we have learned a lot about sustainability and how it impacts Perry’s.
Continued success on our journey requires more than the traditional 3 P’s of sustainability; it also requires
“the good stuff” that is unique to Perry’s.
An integrated sustainability culture at Perry’s requires consideration of people, planet and performance, plus
the Perry’s brand and product manufacturing expertise. The Perry’s brand is the flagship of our business and
has a positive, invaluable reputation with our customers and community. Through the Perry’s brand, people
experience our “good stuff”. Additionally, our dedication to quality products has been the cornerstone of
Perry’s since 1918. Whether we are churning out our family recipe or someone else’s, we believe we make
the best ice cream products in the world. Our expertise, knowledge and customization skills are sought after
in the industry. We realize that process improvements are imperative to remaining on the cutting edge.
Continuously challenging ourselves to find better ways, embracing technology or bringing innovation to our
customers is essential for the long term sustainability of Perry’s Ice Cream.
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Morton’s words are simple and apply as easily to all of us today as they did nearly a century ago…”Make
sure you put in enough of the good stuff.” The road forward is exciting and we have great plans for our
future. In addition to people, planet and performance, we will continue striving for sustainability through
the Perry’s brand and our product expertise. This is “the good stuff” that will sustain Perry’s for
generations to come.
Producing a sustainability report is a rather arduous task that requires countless hours of data collection, collation and
reporting effort by several of our team members. We hope that our collective efforts result in a meaningful discussion of not
only our sustainability performance, but ways in which others can benchmark their own performance. We encourage you to
provide us with your views on the quality and usefulness of this report. Should you have any questions or comments about
anything contained within this report, please contact Gayle Denning at [email protected]. Questions
regarding related company policies can be directed to Jodi Wiechec at [email protected].
Perry’s Ice Cream Company, Inc,
1 Ice Cream Plaza
Akron, NY 14001
www.perrysicecream.com