Nikki Moodley, Operations Improvement Executive: Astral Foods

Celebrating the journey to operational excellence

Nikki Moodley opened the conference and facilitated the programme, drawing together the key messages and takeaways from each session.

What stood out throughout the day was that excellence is not a once-off project. It is built through strong foundations, disciplined execution, capable people, collaboration and a relentless focus on improvement.

From leadership and business transformation to technology, operational mastery and value-chain integration, the presentations demonstrated how 20 Keys has become part of the way Astral works.

ODI was delighted to be part of a day that celebrated not only achievements, but the people, ideas and commitment behind Astral’s continuous improvement journey.

Gary Arnold, Chief Executive Officer: Astral Foods

Excellence as part of the way we do business

Gary Arnold opened the speaker programme by reflecting on the role of operational excellence in Astral’s business.

A particularly strong message was the responsibility to remain mindful of cost while fulfilling Astral’s purpose of producing affordable protein.

Gary reflected on how excellence has been part of Astral’s DNA for many years, with 20 Keys providing a structured approach that helps maintain focus and discipline.

He also emphasised collaboration, teamwork and communication across the organisation, and the responsibility of today’s leaders to eventually hand the business over to the next generation in good condition.

A fitting start to a day focused on sustainable excellence.

Keynote Speaker, Gavin Sharples

Own it. Learn. Grow. Keep moving forward.

Keynote speaker Gavin Sharples brought a very different energy to the conference, challenging delegates to consider the role each individual plays in creating change.

His message centred strongly on personal accountability: lift your head, take ownership and do not allow yesterday’s experiences or limiting beliefs to determine what happens next.

He encouraged people to remain curious, keep learning and continue trying, because innovation and improvement depend on people who are prepared to think differently and act.

A lively reminder that operational excellence ultimately begins with individuals who are prepared to take responsibility for making things better.

Johan Benadie, Director of ODI

The Architecture of Excellence: Driving Improvement by Perfecting Basics

Johan Benadie focused on the foundations that make continuous improvement sustainable.

At the heart of the presentation was Kaizen – continuous improvement through small, ongoing changes – supported by disciplined processes, strong fundamentals and, in Johan’s words, “absolute respect for people, machines and products.”

He also emphasised the importance of visibility on the floor. Leaders need to be present where the work happens, understand what people experience every day and ensure that their leadership style is appropriate to the situation and the people they are working with.

“When you walk through the workplace, what message do your movements leave behind?”

The challenge is not simply to manage activity, but to energise the workplace – creating an environment where people, machines and products are treated with respect and where improvement becomes part of everyday work.

A strong reminder that operational excellence starts with the basics, but is sustained through Kaizen, respect, visibility and leadership behaviour.

To read more about Johan Benadie’s ‘The Architecture of Excellence: Driving Improvement by Perfecting Basics‘, please click here.

Hannes Uys, Chief Operating Officer of National Chicks

The Journey to Excellence

Hannes Uys shared National Chicks’ journey towards operational excellence.

He described excellence not as a destination, but as a dynamic journey built through small, deliberate steps.

The journey has moved through building strong foundations and alignment, developing innovation and capability, embedding excellence into everyday habits, and working towards optimisation and sustainability.

Across every stage, one element remains central: people.

Having the right people, creating a sense of belonging, encouraging involvement and building a common language of excellence are essential if improvement is to become part of everyday work rather than another initiative.

His presentation showed how people, purpose and performance ultimately come together.

James Berry, Chief Operating Officer of County Fair

Business Transformation in a Fast-Paced Environment

James Berry shared insights from the County Fair turnaround and the realities of transformation in a complex, fast-paced production environment.

As volumes and complexity increase, operations need the right systems, technology and capability to consistently deliver the right product, to the right customer, at the right time.

James highlighted the role of lead and lag measures, structured daily management, dashboards and disciplined execution in keeping improvement focused.

One particularly useful principle was the need to identify where change can make the greatest impact – and then maintain the focus required to execute it.

Transformation requires investment and technology, but equally important is the discipline to turn plans into results.

Minziwe Majula, Financial Manager for Tiger Animal Feeds and Tiger Chicks

Unlocking the Engines of Excellence – Improvement Projects

Given Minziwe Majula demonstrated how continuous improvement can extend well beyond the factory floor.

Her presentation considered waste in the office and how finance and administrative environments can actively participate in the 20 Keys journey through a focus on people, process and digital innovation.

Regular 20 Keys discussions, cross-functional involvement, visibility and accountability help teams identify opportunities for improvement and act on them.

The message was an important one: operational excellence is not confined to production. Every process offers opportunities to reduce waste, work smarter and improve the value delivered by the organisation.

Neil Dominy, Chief Operating Officer of Central Analytical Laboratories | Gerhard Pretorius, Nutrition Executive at Astral Foods’ Centre of Excellence | Dr. Frankus Visagie, Group Veterinary Manager

Applied Research Supported by Modern Laboratory Techniques

Neil Dominy, Gerhard Pretorius, and Frankus Visagie demonstrated the role that applied research and modern laboratory technology play in continuous improvement.

Their presentation highlighted the importance of depth of knowledge, speed and accuracy of processing, reliable results and continual technological development.

The laboratory environment provides information on which important operational decisions depend, making quality and reliability fundamental.

Their session also reinforced an important improvement principle: technology provides powerful capability, but it is the combination of knowledge, systems and continuous improvement that ultimately creates value.

Panel Discussion

Excellence through Operational Mastery

Mark Surendorff, Chief Operating Officer: Meadow Feeds – Central Region, led a practical panel discussion with Marno Lacock, Ravi Naidoo and Storm Sanderson on Meadow Feeds’ experience of operational excellence.

The discussion showed how 20 Keys help to build ownership and involvement, encouraging people to identify problems, suggest solutions and understand how their work affects the bigger picture.

The panel spoke about making ideas visible, recognising success and moving from reactive practices towards greater ownership – including operators taking a more proactive role in equipment care.

Another strong message was around measurement: do not simply chase the number; understand what drives it.

Keep the principles simple, involve people early and make improvement part of the way the operation works.

Isabella Moremi, Hatchery Operations Manager at Festive, and Madelein Truter, Broiler Operations Manager at County Fair

Excellence through Integration of the Internal Value Chain

Isabella Moremi and Madelein Truter shared their improvement journey around PEF and hatchability.

Their experience demonstrated the importance of identifying challenges early, measuring performance and working collaboratively across the internal value chain.

Over several years, stronger partnerships, disciplined execution and continuous improvement have contributed to sustained results, with structured improvement cycles supporting the process.

Better visibility enables faster responses – but the real strength comes from people in different parts of the value chain working together towards the same result.

It was an excellent practical example of 20 Keys extending beyond individual departments to improve the performance of the whole system.

Astral Awards Ceremony

Recognising Achievement Across Astral

The Astral 20 Keys Conference concluded with an awards ceremony, recognising teams and operations across the Group for their achievements and progress on their continuous improvement journey.

The awards were presented by senior Astral leaders:

• Robert Roszkopf – Managing Director: Agriculture, Astral Foods
• Kenny Schoeman – Poultry Processing Director, Astral Foods
• Herman Nienaber – Chief Operating Officer, Meadow Feeds – Zambia
• Hugo Buys – Acting Managing Director, Meadow Feeds

This fitting recognition highlights the commitment, teamwork, and continuous improvement demonstrated across Astral’s operations.

Pictured below is Gary Arnold with the winners in various categories:

Nontobeko Radebe: Ross, Mount West

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Francois Pretorius: County Fair Agri

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Vernon Webb, County Fair, Hocroft

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James Berry, County Fair Commercial

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Tiaan Auret: Meadow Feeds, Paarl

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Dennis Mbambo: Agric Division, National Chicks

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Chama Kalamba: Zambia, Tiger Chicks

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Brutus Thangoane (Meadow Feeds, Delmas), Ravi Naidoo (Meadow Feeds, Standerton), Pieter Smith (Festive Agric)

INTERNATIONAL 20 KEYS EXCELLENCE AWARD – NATIONAL CHICKS

A special highlight of the Astral 20 Keys Conference was the presentation of the International Excellence Award to National Chicks’ Ashburton and Cornfields farms.

The award recognises sustained operational excellence rather than a once-off achievement. It reflects strong systems, capable people, effective processes and consistent performance over time.

Achieving this level requires a rigorous review process and evidence that the required standards have been reached and sustained. The award therefore represents an important achievement by the teams at both farms and their ongoing commitment to continuous improvement.

Esbe du Toit from ODI presented the award on behalf of ODI and PDI Japan

Hannes Uys, Chief Operating Officer of National Chicks

Duncan Watson, Systems Manager, National Chicks

To read more about Astral’s 2022 Conference: “20 Keys helps to mitigate business risk, supports efficiency improvements & business strategy”, click here.

The post The 2026 Astral Foods’ 20 Keys Conference appeared first on ODI.

From an operations perspective, first-line management has the most important role in the business, as they can switch on and switch off productivity on the shop floor.  We often underestimate the impact of a strong first-line manager who can

• motivate team members,

• align team and individual goals with business objectives, and

• facilitate continuous improvement within their teams.

Generally, more than 80% of the workforce is on a first-line team level, therefore the realisation of strategic goals and objectives depends on the successful linking of individual efforts, skills, and commitment to the vision and key success factors of the organisation. Much of this responsibility rests on the shoulders of the first-line management. It is therefore critical that organisations are continuously focused on aligning and engaging first-line managers whilst evaluating and enhancing their skills and knowledge.

Recently, Wispeco Aluminium, embarked on a company-wide effort to re-align and re-energise the first-line management team. ODI’s Director: Johan Benadie, facilitated multiple sessions with first-line managers from all business divisions. These sessions commence with a simple, yet fundamental question posed to first-line managers… Why do people work?

The answer to this question may present itself in several different constructs but they all share the same golden thread… we all work to have a better life for our families. If we then continue to work for a successful organisation, we increase the probability of securing a better life for ourselves in the future. In this way, every individual should acknowledge and understand their obligation towards the future and current success of the business.

According to Dr. Eliyahu Goldratt, there are three necessary conditions for a successful organisation:

• Make money now as well as in the future.
• Provide a secure and satisfying environment to employees now as well as in the future.
• Provide satisfaction to the market now as well as in the future.

To secure the sustainable profitability of the business, the company should be committed to keeping customers happy while simultaneously driving employee engagement. Both aspects are equally important as they are mutually interdependent.  This reminds me of a quote by Zig Ziglar saying – “You don’t build a business, you build people, and then people build the business.”

From an operations point of view, customer satisfaction depends on

• the continued supply of consistent and reliable quality,

• delivered on time and at a reasonable price.

The operational teams rarely have control over pricing, but they play a significant role in increasing the margin by controlling costs and driving productivity. On the other hand, employee engagement is slightly more complex since it is influenced by multiple factors. These factors can be categorised under two overarching themes – Motivation and Safety.

For a sustainably successful business, all teams and functions should pursue better quality, lower costs, and faster delivery times. This brings us back to the critical role of the first-line management who leads their teams in this relentless pursuit. Our first-line managers should be sufficiently skilled and equipped to

• simultaneously monitor and improve Quality (Q),
• Cost Productivity (C),
• Delivery (D),
• Safety (S), and
• Motivation (M) in their teams and as we all know, this is no easy task.

So how do we ensure that our first-line management level is sufficiently skilled and equipped to realise the goals and objectives of the business?

The implementation of Mini-Business Areas, through Key 2, provides the necessary structure for first-line managers and their teams, to monitor QCDSM trends daily and follow the CAPDo cycle for the generation and implementation of improvement suggestions from team members. This quick feedback loop ensures that performance momentum is maintained, and team members are aligned at the start of the shift.

The first-line manager can use the Mini-Business meeting to encourage the early detection of problems. Early detection of problems has two distinct benefits; we can correct the problem quickly and the cost of correction is much less. In this way, we achieve a quality-focused workplace where every team member takes the responsibility of quality at the source and doing things “first time right”.

The implementation of Small Group Activities through Key 3 provides the necessary structure for first-line managers to solve problems effectively with their team members. By following the correct problem-solving methodology, the team can brainstorm ways to remove waste from the system and increase productivity or reduce costs. First-line managers must remain objective throughout the process and allow input from all team members. They also have to be well-versed in root-case analysis techniques and methods.

As previously mentioned, motivation of staff is one of the fundamental predictors of the future success of the business. It consists of many small parts that add up to the whole.

Of course, the expectation of being fairly remunerated is a non-negotiable but employee engagement is also influenced by questions like:

• Do I know what is expected of me?

• Do I have the necessary tools and skills to do what is expected of me?

• Do I have a leader that supports me?

• Do I understand the goals and objectives of the business?

• Do I understand the value that I bring to the team?

• Am I sufficiently trained for the tasks that I have to perform?

• Are there any growth opportunities?

• Are my ideas and suggestions encouraged and welcomed?

The first-line manager has a significant influence on the workplace “experience” of their team members which ultimately impacts motivation.  The first-line managers should be equipped and skilled to answer most of these questions and also facilitate participation from team members. A formal qualification creates a solid foundation and should be the starting point. ODI offers a supervisory qualification called Supervision for Energised WorkTeams (NQF level 3). The qualification together with workplace coaching, regular check-ins, and refresher sessions ensures that the momentum is maintained, gaps are identified, and the internal capability of first-line managers is continuously refined and enhanced.

If the CEO is the Head of Culture, then the first-line managers are the Hands and Feet of Culture in the workplace, and as we are frequently reminded by Peter Drucker – “Culture eats strategy for breakfast”. We may have an intention of what we would like the culture of the organisation to be, but the first-line management will be the practical illustration of what the culture of the organisation truly is.

Author: Esbe du Toit: Senior Consultant

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