Keys 2 & 15 of the 20 Keys system for continuous improvement, featured very strongly at ODI’s recent strategy meeting held at The African Pride Irene Country Lodge in Gauteng.

ODI’s Chairman – Roland Röhrs, welcomed the ODI team and quoted Peter Drucker: “Culture eats strategy for breakfast.” To read more about Culture’s role in organisations, click here.

The ODI team then focused on Key 2 of the 20 Keys system for continuous improvement, and it is all about Goal Alignment and rationalising the system.

It focuses on having an effective organisation structure, with goal alignment at all levels. Within the structure, the various work groups are organised as “mini-businesses”, or MBs. Each MB is guided by Quality, Cost, Delivery, Safety and Morale performance indicators (QCDSM measures).

They key concepts of Key 2 are:

• Effective organisation structure, with clearly defined responsibilities
• Coaching on employee performance development
• Defining and cascading vision, mission, values, and goals down to all organisation levels
• Implementing mini-businesses
• Aligning top down leadership, and bottom-up participation
• Implementing a management system for the implementation of the 20 Keys

Keep an eye out for part two of this series about Key 15 of the 20 Keys system for continuous improvement at our recent strategy meeting held at The African Pride Irene Country Lodge in Gauteng.

To read more about ODI’s Continuous Operations Improvement System, click here.

ODI’s benchmark system provides a tool to benchmark organisations against international best practices. It describes the steps towards improvement through 5 levels in each Key, with the use of practical, easy to use checksheets and picture based maps.

The post ODI and Key 2 & 15, of the 20 Keys system for continuous improvement appeared first on ODI.

With Key 6, processes and procedures are analysed, with the objective of improving productivity. Processes and procedures are studied for improvement by means of process flow diagrams like activity flow diagrams and physical flow diagrams, and operations improvement sheets.

The key concepts of Key 6 of the 20 Keys system for operations improvement are:

• Improve productivity through ongoing analysis and improvement of processes, procedures and tasks, in production and supporting functions
• Levels of Kaizen (spot, line, area, volumetric); from a very narrow, to a holistic focus
• Value analysis of processes, procedures and tasks; eliminating/reducing non-value adding activities
• Ongoing improvement of procedures, with the standard operating procedure (SOP) as basis
• Focus on productivity improvement in all production and supporting functions

Recently, an online Zoom session was held for the first time with all Astral Key 6 champions. Delegates were spread across the country, while participating in this session. Johan Benadie (Director at ODI) did coaching on Key 6 with all the delegates, with input from Nikki Moodley (Astral Operations Improvement Executive). Nikki commented afterwards that it was an awesome session.

A WhatsApp group has also been created for all these delegates, to assist them with their Key 6 studies. Everyone will work their way through the Key 6 workbook, and submit a document of a practical implementation online, to be assessed. This is a big effort to ensure sustainability of improvements in the workplace.

Author: Huibie Jones – MD at ODI

To read more about ODI’s Continuous Operations Improvement System, click here.

ODI’s operations improvement system provides a tool to benchmark an organisation against international best practices. It describes the steps towards improvement through 5 levels in each Key, with the use of practical, easy to use checksheets and picture-based maps.

The post Key 6 of the 20 Keys system for operations improvement & the Astral champions appeared first on ODI.

The 27th International 20 Keys Conference in Bulgaria was organised by our Bulgarian 20 Keys Partner, Next Consult – www.next-consult.com

This is the first of a two part series of the conference.

On Tuesday 22 October 2019, we had 8+ world-class speakers sharing their business excellence. Below follows a brief summary of the presentations delivered on the day.

All delegates were welcomed by the Managing Partner of Next Consult, Mr Orlin Dochev

The first speaker at the conference was the owner of the 20 Keys Trademark, Dr Yoshi Kobayashi.

Yoshi gave an interesting history of the 20 Keys.  He also referred to where all 27 conferences have been held to date.

Yoshi spoke about his father, Iwao Kobayashi, who was the developer of the 20 Keys programme in 1982. 

He developed the programme, after his retirement from Mitsubishi Heavy Industries, based on his extensive experience as an original methodology. Iwao Kobayashi worked regularly until the age of 85, and passed away, aged 93, three years ago. Yoshi explained that he himself has worked within industries using the 20 Key programme, for the last 24 years. In Japan, the 20 Keys programme is referred to as PPORF (Practical Program Of Revolutions in Factories). The first 20 Keys book was published in the USA in 1990, and this was when the name 20 Keys was chosen for the programme. 

Yoshi highlighted that Practical Programme, emphasising the fact that it is not just theory. When implementing this programme, one must expect results in Quality, Cost and Delivery. It helps to improve productivity, as well as quality. It is also a programme that encourages all employees to participate. The programme started off as a programme for factories, but it has since been developed to include many other industries such as banks, service industries, mines, agriculture, and many more.

Yoshi spoke about the implementation of the 20 Keys, and how all the Keys influence one another. He highlighted the importance of visual management, and multi-level meetings. He also visually explained the journey of the 20 Keys in Japan. He ended off by saying that when a company realises the value that the 20 Keys programme brings, they don’t stop using the programme, as they see continuous results.

Yoshi closed his presentation by thanking Next Consult, and by asking the delegates to contact Next Consult, so that they can assist them in their Continuous Improvement journey.

The second speaker at the conference was Toshko Petkov, Partner Consulting, Next Consult

” Engaging People Through Lean”

Toshko highlighted the importance of engaging people on your lean journey. 

• Companies can be successful only with happy people. 
• Customers can be satisfied only by motivated people. 

The biggest motivator for people is self-development, and the 20 Keys programme is an excellent opportunity to learn and develop. He focused in particular on the Keys that support an energised workplace, i.e.:

Key1: Cleaning and Organising to Make Work Easy

The main objective of Key 1 is to make work more safe, easier, and more productive, by creating organised and clean workplaces that all people are proud of. This leads to energised work teams, improved motivation, and improved productivity of people and machines. It is a very powerful Key, and creates the foundation for many improvements to follow.

Key2: Rationalising the System/Goal Alignment

Key 2 focuses on having an effective organisation structure, with goal alignment at all levels. Within the structure, the various work groups are organised as “mini-businesses”, or MBs. Each MB is guided by Quality, Cost, Delivery, Safety and Morale performance indicators (QCDSM measures).

In order to find, supply and keep customers, the organisation must provide products and services at a competitive price (cost), highest quality, shortest delivery time, AND they must provide excellent customer service. This is also the goal of the internal supply chain. The relationship of the different mini-businesses in the supply chain must, therefore, be a partnership. In a partnership, suppliers and customers work together to achieve a common goal. The partnership must benefit both partners at the end of the day.

He indicated the relationship between the first-line manager, mini-business customers, suppliers, team members and the manager, as per the diagram below.

In the mini-business, the aim is to empower all team members, in order to encourage their involvement, and to strengthen their ability to make decisions. It must be very clear to all what is expected from them, how it must be done, and where to get help from, if needed. 

Key3: Small Group Activities

Key 3 involves forming small groups, who get together to solve problems. These problem solving groups are called SGAs (small group activities). An SGA consists of a small group who “brainstorm” specific problems relating to quality, cost effectiveness, delivery, safety, etc., and who then addresses identified issues by using the SGA methodology, and various tools and techniques. Key 3 also engages everyone with thinking about improvements, which might not necessarily require a small group for improvement (suggestions and innovations)

One of the most powerful ways in which to engage people to improve performance, is through the CAPDo cycle.

Toshko shared examples of the strength of this cycle, and the importance of using it in the workplace. He discussed the process of motivation, as well as how you can motivate your people through empowering them. 

Key10: Workplace Discipline

This Key focuses on the creation of a positive atmosphere, maintaining a high level of commitment in the workplace, and respect amongst people. Attitudes that are promoted include adherence to values, organisation policies and rules, safety, Key 1 discipline, and time discipline. The emphasis is on the application of self-discipline by all.

Key15: Skill Versatility and Cross Training

Skill versatility and cross training is about ongoing implementation of learning and development as part of the business strategy, to develop individuals to have more skills, and higher levels of competencies. Apart from individual development, the aim is also to have flexible teams, with a high level of skill versatility within, and between all teams; in production and supporting functions.

Toshko is a very engaging speaker, and his presentation was thoroughly enjoyed by all delegates

The third speaker at the conference was Huibie Jones, Managing Director, ODI, South Africa – “Produce Better”

Huibie sent greetings from the South African team, and informed everyone that ODI has just celebrated 30 Years of Excellence at a national conference. 

She spoke about first meeting Iwao Kobayashi, the developer of the 20 Keys programme at the 5th International 20 Keys Conference in 1997. 

Huibie focussed on the Keys that support Quality, in order to Produce Better in the workplace.

How to measure the cost of Quality was discussed, as well as all the critical concepts of these Keys. The importance of doing things right the first time was emphasised.

Focus was also placed on the importance of SGAs (small group activities), to find the root causes of quality problems.

Extracts from several case studies were shared, and the presentation was ended with a wish for all to have a To-Do list, with lots of actions on how to do things better.

The fourth speaker at the conference was Shereen Mosallam, General Manager, Symbios Consulting Group – “Deliver Faster”

Shereen has been a senior 20 Keys consultant since 2017. She shared the journey of the 20 Keys in Egypt, as well as several case studies from different companies. They have to date supported over 400 companies in 12 different countries. 

She spoke with specific reference to the Keys employed to Deliver Faster

Shereen spoke about the frustration of trying to squeeze the same orange over and over again, when there is already no more juice in it.

She challenged people to think differently, and to, with the help of the 20 Keys, start achieving different results. She illustrated this with some fun graphics.

Shereen emphasised that we do all of this in order to become better companies, and at the same time, to deliver faster. By implementation of the relevant Keys, we will reduce inefficiencies, thereby streamlining all processes. 

The importance of several other points was also discussed, such as:

• Reducing inventory.
• Using value stream maps.
• Proper planning.

Shereen truly captured the attention of the audience, and below are some of the recommendations that she shared with everyone:

• Keep Moving, and Keep Improving.
• Use an infinity cycle.
• Be Better–Faster–Cheaper, and Energise your people.
• Learn from failures, before you learn from successes.
• Fail in a smart way.
• Start by strengthening your operational excellence strategy, before choosing technology; not the other way around.
• Your people are your biggest asset.

Author: Huibie Jones: MD at ODI

To view more images of the recent 27th International Conference in Bulgaria, click here. Keep an eye out for the second blog about the recent conference.

The post 20 Keys partner presentations at the 27th International 20 Keys Conference appeared first on ODI.

5S is a workplace organisation method that uses a list of five Japanese words:

1. seiri (整理),
2. seiton (整頓),
3. seisō (清掃),
4. seiketsu (清潔), and
5. shitsuke (躾).

These have been translated as “Sort”, “Set In order”, “Shine”, “Standardize” and “Sustain”. The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order. (Wikipedia)

Let’s have a look at this method.

1. Sort 

Identify and get rid of all obsolete and unneeded items (including items which do not belong to the area).

2. Set in order

Once all unnecessary items are removed, organise that which remains.

3. Shine

Once everything is organised, clean up.

4. Standardise

Maintain sort, set in order, and shine – through simple procedures, so that unacceptable situations will not reoccur.

5. Self-discipline

Make a habit of ‘clean and organise as you go’, and properly maintain procedures and schedules.

5S can be seen as a process (step-by-step approach for efficient workplace organisation). It is based on the CAPDo (Check, Analyse, Plan, Do) cycle for continuous improvement. Benefits of implementing 5S include the following:

• It gives first-line teams a say in what happens in their work area.
• It provides employees with a chance to study problems and to suggest solutions in a structured way.
• Employees learn very simple, but practical and effective problem-solving techniques for identifying root causes.
• Employees learn that procedures are there to ensure that a bad/poor situation never occurs again.
• It puts fun into the workplace when doing something other than normal daily tasks, especially if competition between teams starts developing.
• Employees learn the value of teamwork between teams or shifts.

Pictured here, Wispeco Aluminium NQF2 learners discussing the 5S principle.

To read more about ODI’s Continuous Operations Improvement System, click here.

The post The 5S Method for efficient workplaces appeared first on ODI.

National Chicks, Boschkop Farm (part of the Astral Foods group) is competing for the 20 Keys Excellence Award. This International Award, awarded jointly by PDI Japan and ODI South Africa is a tough one to achieve. It focuses on having a high level of performance and maturity in terms of the organisations’:

• processes,
• systems,
• people and
• technology, and also
• sustainable, proven, performance with quality, cost effectiveness, delivery, safety (and bio-security) and morale of people, over a number of years.

When Nikki Moodley, Astral Foods Operations Improvement Executive recently invited me to do a gap analysis in terms of the Excellence Award requirements, I knew that the standard at the farm had to be high. Nikki has extensive 20 Keys implementation and facilitation experience, and does regular reviews herself, so I trust her judgment.

Nevertheless, I thought that it would still be some time before they could achieve the award, as it is quite a large farm in terms of the number of chicken breeding and laying sites. What a pleasant surprise awaited me! The whole management team, Manoj Singh, National Chicks Breeding and Laying Manager Gauteng, and all the foremen and site supervisors were at the opening session at the farm’s central offices (see the picture below, with Manoj and Nikki standing on the left). I had to comment on how neatly they were all dressed, and felt quite honoured that I was received as a very important visitor (people often duck and dive when progress reviews are done!).

After discussing the approach for the day, and which site will be visited (only one site as part of very strict bio-security measures at the farm), I was challenged by the group to ask them questions about the 20 Keys (which doesn’t happen very often!). Being challenged by a very confident looking group, I opted for the more difficult questions about the various Keys that they are implementing (there are 12 in the 20 Keys customised Farm System). The questions were met with insightful and enthusiastic answers, with everyone participating.

After the opening session, a number of hours were spent at a site, with the site supervisor and her team, looking at and discussing operations improvement, progress, and next steps. The real test with a 20 Keys implementation is at first-line team level; those people who are the closest to the day-to-day operations issues regarding:

• quality,
• cost effectiveness,
• delivery,
• safety,
• bio-security and
• morale.

After a very thorough and strict progress review, testing whether the principles of operations improvement are embedded within the people, processes, systems and technology, and looking at quality, cost effectiveness and delivery performance over recent years, only a few, minor gaps to be closed, were discussed, with the level of bio-security outstanding. This is no doubt due to the good support that Nikki provided, as well as the support from Dave Stock, Chief Operating Officer National Chicks.

Within days of the review, Manoj supplied some supplementary information on closing the gaps, and a final review date has been scheduled for early April 2019. Watch this space!

Author: Johan Benadie: Director at ODI

To read more about ODI’s Continuous Operations Improvement System, click here.

The post National Chicks, Boschkop Farm is competing for the 20 Keys Excellence Award appeared first on ODI.

This is the start of a combined group of learners, made up of Wispeco, Rickard Air and Sondor, completing their NQF4 Process Manufacturing qualification.

This qualification aims to prepare first-line managers in a manufacturing environment to undertake a broader management role in their organisation. It lays the foundation for further management development and movement into more senior positions. First-line managers may include team leaders, supervisors, foremen, and section heads.

This programme is facilitated by ODI’s MD, Huibie Jones.

To read more about ODI’s Continuous Operations Improvement Systems, click here.

The post NQF4 Process Manufacturing: Wispeco, Rickard Air & Sondor with Huibie Jones appeared first on ODI.