The 2-day course was presented by ODI’s Ilse Doyer.

Using the 20 Keys implementation framework to understand how numerous continuous Improvement tools and techniques interact to support each other, delegates were given an energising, fast paced overview of operations excellence grounded in solid change management theory.

• Delegates who attended were new employees/managers that needed to be brought up to speed with the 20 Keys programme, managers who support learners on ODI qualifications, Continuous Improvement facilitators and teams who needed to regroup and make plans for 2022 and star employees who are change champions were inspired to reach new frontiers in 2022.
• This was a crash course of techniques taught in the qualifications.

ODI’s Marni de Witt attended the 2-day workshop and gave us her feedback. Marni wrote:

“As a newly graduated Industrial Engineer, the 20 Keys workshop presented by Ilse Doyer, exposed me to so many tips, tricks and tools that I can use as a foundation to start off my career. Ilse presented the course with so much enthusiasm, it was contagious. She discussed every key in detail, explaining how the keys interconnect and gave practical examples out of her years of experience. She started the workshop with a quote from Shigeo Shingo:

“There are four purposes of improvement, easier, better, faster and cheaper. These four goals appear in order of priority.”

This quote opened my eyes as to how the 20 Keys wheel works and why it is laid out as it is, why the keys are not in order as one would expect. Each person who attended the workshop received a book containing the maps of the different keys and how one can navigate from a level one maturity to a level five, which is world-class, these maps were designed by Iwao Kobayashi himself.

The 20 Keys overview book has a special place in my office, for me to refer back to in the future. If you would have used terms like:

• “Gemba”,
• “Kaikaku”,
• “Kakushin” or
• “Kanban”

before I attended the 20 Keys workshop, I would have thought you were a tourist from Japan, but now I would have an in-depth discussion with you about the more organic, small improvements kaizen presents versus the bigger improvements Kaikaku brings to the table.

I am excited to put my new knowledge, skills and tools to the test in my day-to-day as an Industrial Engineer. I would highly recommend that every individual in the continuous improvement industry or any industry for that matter should attend the 20 Keys workshop. Thank you Ilse for taking the time to share your knowledge about the 20 Keys and how 20 Keys can even be implemented in Data Analytics and the world of Big Data, which is a interest of mine!”

Author: Marni de Witt

Feedback by some of the attendees:

Lesedi: Wispeco Aluminium

“The workshop was such a fun experience – I learned a lot about the 20 Keys management improvement system. Ilse Doyer explained it very well. Thank you!”

Short courses are often a very good way to fill some gaps in your knowledge and skills. ODI offers short courses that are not credit bearing, but instead, they are designed to fulfil a particular need in a company. Most Skills Programmes can also be offered as Short Courses. Clients have the option of receiving CPD certificates for these interventions. ODI is registered with SABPP, the professional body through which these certificates are issued. To find out more, click here.

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The topic of discussion was “How smart leaders are adapting to the next normal”. The guest was Grant Schreiber – a South African author, editor, publisher  and founding editor of Real Leaders, a leadership magazine that focuses exclusively on sustainability and ethical business.

The following is a summary of the discussions and opinions.

What are smart leaders doing now? Showing lots of Empathy! They have the ability to understand the emotional make-up of other people and have the skill in treating people according to their emotional reactions. People are going through lots of emotional trauma and grief, and leaders – now more than ever before, need to have that “generosity of spirit”.  They need to have an “extended family mentality”.

Leaders are becoming more human. People will ask,” Where were you during the lock-down”? “Did you help?” Leaders need to be real advocates for helping people and society.

Business and society are now firmly linked. Philanthropy and charity should be embedded in the purpose and values of organisations. Companies need to re-look their values and values need to reflect more of serving mankind and not only shareholders, staff and customers.

Leaders are realising that they cannot work on their own to resolve issues. They are gathering a team of problem-solvers around them, because they realise people need help. They are not swamped by these emotions but they come up with clear solutions.

Leaders are encouraging staff to WFH, the new acronym for “WORKING FROM HOME”, where possible.

The world has moved towards digitalisation. One can see this by the increase in online traffic and this will continue. Communication via Zoom, Skype, WeBex, Gotomeeting and Whatsapp is booming – becoming the new norm for socialising.

Leaders are looking at supply chains and asking how it can be changed to accommodate this new world of work? The challenge is – how do you influence people by sitting at home? A large part of leadership is influence.

There is now a proliferation of studying and learning from home opportunities, more so than ever before. Learning and studying from home will become the new norm.

In every crisis there is opportunity. There are many examples of this. During the war, Coca Cola wanted to distribute their products to the frontline. To do this they opened up distribution hubs. After the war this served as distribution centres and gave them an advantage over others.

We must not embed the words “social distancing”. The correct word is physical distancing + social connecting. #Togetherapart

This is now our Kairos moment – a propitious moment for decision and action as we enter the new normalcy. Some brave decisions are required from leaders. Old habits and old behaviour need to change and bold new decisions are required.

From the comfort and safety of your home, you can now learn how to develop your Emotional Intelligence Quotient (EQ), by signing up to NQF5: THE IMPACT OF EMOTIONAL INTELLIGENCE.

To find out more, click here.

Author: Gerald McKinnon : Director at ODI

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Lapologang Laps Letshwenyo: Business Improvement Coordinator at Morupule Coal Mine in Botswana, presented MCM’s case study of business excellence and shared Morupule Coal Mine’s achievements at ODI’s recent conference held on the 29th August 2019 at Emperors Palace in Johannesburg. His topic was:

“MCM Lean Journey – Current status, successes and way forward”

Laps started with a background of MCM, including structure, resources, vision, mission, and values. He then shared the lean journey of MCM. He addressed the challenges, as well as the successes.

To manage change was one of the critical success factors.

Improvement and goals are monitored using the radar chart. These results he shared with the delegates, as well as how this fitted into their journey to be word class.

Many success stories were shared by Laps, including:

• Reduced overtime.
• Increased production.
• Top safety achievements.

He stressed the importance of building a culture of Thinking People. Because of thinking people, and people living the values of MCM, improvements have been made in all QCDSM measures. There is a focus onsite of 100% accountability.

Laps believes that one must share the message of Continuous Improvement in a simple, understandable way, and that this would reduce any resistance against change.

He also believes in the importance of coaching your people. Coaches should:

• Be present at invited engagements.
• Live the change.
• Share key change messages.
• Interact with employees regularly.
• Track the progress of the team.
• Coach.

Below are some points that coaches should be aware off:

Laps really encouraged all delegates through his presentation, to be more involved and to carefully manage results.

To read more about the speaker presentations at our recent ODI conference where we celebrated 30 years of Operational Excellence, click on the following links:

1. Len Hansen – Consultant at Astral Operations, presented: “My Journey with Organisational Development International (ODI) since 1991.”
2. Esbe du Toit: Organisational Improvement Manager at Wispeco Aluminium, presented: “Celebrating Innovation … A snapshot of our journey towards world-class.”
3. Theo van Strijp: Managing Director at GFC, presented: “Grain Field Chickens: Road to Excellence Award.”
4. Forona Stephens: Human Resources Business Partner at GWK and her topic of discussion was: “Think Big, Start Small, Unlock Excellence.”
5. Wouter Olivier Managing Director of Sondor Performance Foams, presented: “People are the Foundation to Building a Culture of Continuous Improvement.”
6. Moemedi Merafhe: Strategy & Business Improvement Manager, Debswana Diamond Company and he spoke about : “MBA Lean Implementation Journey”
7. Nikki Moodley: Operations Improvement Executive, Astral Foods and her topic of discussion was “20 Keys… The Astral Way.”
8. Doug February – General Manager at Nampak, presented “Operational Excellence … Good to Great”

Author: Huibie Jones: MD at ODI

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