Doug energised the room from the time he started speaking about Operations Excellence! He said he realised how complex his task was, as he knows that most of the delegates are already mature in their Operational Excellence Journey. Everyone knows about 5S, problem-solving, focused improvements, and so on.

After much soul searching, he said he decided that he would like everyone to be true to themselves, and understand why they are here today, and why they believe operational excellence is important.

He asked what everyone’s single and greatest challenge is in South Africa today?

• Of course, that we need clients or customers, as we don’t have a business without them. He asked anybody who is able to run a business without clients to please tell him how?!
• So, to be a Supplier of Choice is critical, although it does not mean that you are the cheapest. In order to do so, a business must:
  • Deliver distinctively superior quality and service.
  • Grow leaders in innovation.
  • Offer value.
  • Be responsible and ethical.

Doug told a story of himself buying a cup of coffee that was more expensive than the competitor’s, and the queue was longer – but he was still willing to pay, and wait for this cup of coffee, because he believed it was a better cup of coffee.

Doug highlighted the importance of thinking globally, even if acting locally. He addressed the importance of behaviours, attitudes and beliefs in our journey to become great.

In his presentation, he shared several inspirational slides indicating Good to Great.

He ended off by saying that although Operational Excellence is a team sport, it requires LEADERSHIP to drive it. Doug left the audience feeling energised and ready to examine their own business again.

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.”

Author: Huibie Jones: MD at ODI

The post Operational Excellence … Good to Great appeared first on ODI.

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”

Our next speaker for the day was Nikki Moodley: Operations Improvement Executive, Astral Foods and her topic of discussion was “20 Keys… The Astral Way.”

Nikki Moodley delivered a most inspiring presentation at the ODI conference. She highlighted again that Continuous Improvement is a journey, and not a destination.

Nikki started off by giving a background of the structure of the Astral group.

The 20 Keys journey of Astral started in 1998. Since that time, 29 sites have been awarded Excellence status. This is quite an achievement, and a clear indication of how good these sites are with their own operations excellence.

Very good results have been seen through Keys 1, 16, 17 and 19, in particular.

Nikki spoke about the role of ODI in assisting Astral to identify needs through the different Keys.

Keys 1, 2, 3, 10 and 15 are a further foundation for all the Astral Continuous Improvement quarterly reports.

At Astral, they have split Keys into three different categories, and Key Mascots are used for extra energy:

1. Expert
2. Quality
3. Integrity

At the farms, the 20 Keys model consists of 12 Keys. All the MBAs display the most important information needed, ensuring that everyone is always on track.

Another very important aspect of Continuous Improvement is to drive selected projects for improvement.

20 Keys certainly is a holistic approach, and serves as the umbrella for ALL other initiatives.

The ODI-Astral partnership has been a trusted and important relationship for many years. With the assistance of ODI, many successful SGAs are run as well.

ODI is also the approved provider on Astral learnerships, which further strengthens the capability of people.

Nikki ended her presentation with the well-known  saying – I didn’t get this far to come this far!

Author: Huibie Jones: MD at ODI

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

The post 20 Keys – The Astral way appeared first on ODI.

The materials and engineering stores at Astral Foods, in the Festive Processing Plant (Olifantsfontein) and the Goldi Primary Processing Plant (Standerton) recently took up the challenge to achieve “model store” status and the Model Store Level 4 certification.  Some of the key requirements for the certification are to keep optimum stock levels with a fast turnaround of stock, no deviations on stock taking, control over items through the ERP system, quick retrieval of items, world class organisation and importantly, sustaining the level of efficiency and organisation.

After some dedicated effort and teamwork by the teams, supported by Theuns Potgieter, Procurement Manager, with advice and active involvement, the Goldi Engineering Store (Magda and team, picture 1), Festive Engineering Store (Matthew, Thabane and team, picture 2) and Festive Dry Goods Store (Frans and team, picture 3) achieved the Level 4 status.

Picture 1

Picture 2

Picture 3

It is not often that a Level 4 certification is achieved – the challenge is now on the table for all stores in Astral Foods to follow suit.

Author Johan Benadie

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

The post Astral Foods and Model Store Status appeared first on ODI.

After observations on the line by the team and a root cause analysis, a different method of packing was applied. Feedback from packers and observations during the experiment indicated an increase in efficiency. This will also help with the selection of quality pieces for packing. From an ergonomics point of view some trays need to be installed on the line.

The team presented their ideas to the Production Manager, Lynne Holliday. Any possible negative effects from the change were also discussed (an important part of root cause analysis). During implementation, KPIs for correct packing and quality will be monitored by the team and QC.

Well done to the team, led by Sanah, the Floor Controller!

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

Author: Johan Benadie – Director at ODI

The post Johan Benadie and a SGA in Standerton appeared first on ODI.

Recently I did a 20 Keys progress review at Wispeco Profiles Department. It is quite a large workplace with five 5 extrusion press lines.

Richard Muller and his team took the action list and meticulously scrutinised and implemented each action point. Review (Check) today a strong level 3.5, for a safe, efficient working and workflow, well organised and clean workplace. It is really satisfying to walk on the floor and being approached by operators asking what I think of their workplace? A day of happy people (and I am sure happy customers).

I think Richard will agree that the underlying best practice operations principles are the same, regardless of whether it is an ice-cream or aluminium extrusion factory. And today it almost looked like an ice-cream factory…

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

The post This is not an ice-cream factory appeared first on ODI.

The 6th and last myth in our series of Myths vs Reality is: “An informal approach for getting ideas for improvement works best, with managers promoting big ideas, because small ones aren’t worth the time.”

The reality is without a formal process for handling ideas, managers and employees face the challenge of figuring out how to deal with each idea that comes up. A simple and easy to use system for getting, recording, evaluating, supporting, tracking and giving recognition is most effective, and consistently leads to more ideas. Small ideas enable companies to pay exceptional attention to detail, which is the requisite for true excellence. They also have a big, cumulative impact, and are often the best source for big ideas.

Getting ideas for improvement is often the challenging part. Thinking about the immediate workplace, and day-to-day tasks and problems being experienced, should be actively encouraged. Whilst there are many ways in which ideas for improvement can be promoted, we list some simple tips for getting started below.

• Just ask. Ask employees to come to meetings with one small idea that will make their work easier, or help the company in some way. Ask people to present their ideas, then invite the group to discuss and build upon them. If an idea is worthwhile, come to an agreement on who will be responsible for making it happen.
• Pick up on problems. Ideas arise when people encounter problems. Ask employees to single out what makes their work difficult; from procedures that waste time or money, to policies that disappoint customers. Then work toward solutions.
• Turn complaints into opportunities. When an employee complains about something, look for the underlying issue or problem. Turn gripes into opportunities by asking for ideas that will tackle the gripes.
• Seek ideas at times of change. When a change is announced or anticipated, encourage employees to look for emerging problems and opportunities, and to offer ideas that will address them.
• Follow through. Follow through in some way on every single idea, without exception. Keep track of ideas as they come in with a simple, visual system. Remember that the best reward for people is to see their ideas in action.
• Create heroes. Recognize people for their ideas. Ensure that employees get full credit for their contributions.  Praise them in ways that are personally meaningful; from congratulatory e-mails, to casual celebrations.
• Recruit managers. Promoting ideas is a lot easier with managers’ support. Bring good ideas and good results to their attention.
• Look for big opportunities in small ideas. Be open to broader implications. If a small idea is pointing towards a larger issue, work with employees to explore and address it.

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

Author: Johan Benadie: Director at ODI and a 20 Keys practitioner for 22 years.

The post There is always a way to innovate appeared first on ODI.