TIME is closely related to the concept of speed which is a potential game changer for business. High quality and low cost alone are not enough to gain a competitive advantage. According to George Stalk and Thomas Hout, former advisors at the Boston Consulting Group and authors of the research-based book, ‘Competing Against Time: How time-based competition is reshaping global markets’, the manner in which leading companies manage time – in Production, in new product development, and in sales and distribution – represent a powerful source of competitive advantage. Highly competitive companies manage ‘time’ with the same diligence and accuracy as they manage their inventory and finances. Why? Being ‘first-to-market’ provides you with an advantage plus, ‘time’ is an expensive resource – a resource that cannot be retrieved or recycled. Once ‘time’ is consumed by value-adding or non-value-adding activities it is gone – forever.

Stalk and Hout formulated four ‘rules’ which demonstrate the return on investment (ROI) that can be attained via the reduction of ‘lead time’ in operations.

The ¼ : 2 : 20 rule states that if you quarter your lead time you will double (x 2) your productivity and take 20% off your cost base. Assuming it is true, research suggests that it is, then it is worth actively managing the ‘flow’ of orders or requests through the manufacturing- or service delivery process. Agree?

The 0.05 to 5 rule states that value is added to products and services in the manufacturing or service delivery process only 0,05 to 5% of the total lead time. This ‘rule’ seems to indicate that most of the total lead time is consumed by non-value-adding issues such as delays, rework, idle time, and related issues. Focusing on reducing delays, rework and idle time can improve ‘flow,’ reduce lead time and improve operational- and financial performance. Agree?

The 3 / 3 rule states that the ‘waiting time’ that products or services are subjected to during the process of manufacturing or service delivery can be divided into three sections namely:

• Waiting time stems from the completion of an order for which the product/service is part of the time arising from waiting for an order or service ahead of the current one to be completed.
• Waiting time stems from physical or mental/intellectual rework that must be done.
• Waiting time stems from management decisions regarding an order or service request that needs to be finalized before the actual delivery process can proceed.

The 3 x 2 rule states that businesses that manage to reduce the consumption of time during the product- or service-delivery processes can expect growth rates of three times the average of their industry with two times the industry profit margins. Exciting prospect?

Capitalizing on the potential benefits to be derived from actively managing ‘time’ as a key resource requires, amongst others, that relevant monitoring and measurement systems should be in place. More critical is that competent supervisors and managers who fully understand the importance of time in workflow management should be in place.

Finally, the book, ‘Competing Against Time: How time-based competition is reshaping global markets’ is relatively old – it was published in the late 1980s. Yet, it is today still regarded as a ‘seminal’ business publication’. Tim Cook, CEO of Apple Inc, to this day apparently hands this book to colleagues. The examples cited might be ‘old and dated’ but the message is as applicable today as it was 30-odd years ago.

Ask yourself: ‘How diligently do we monitor and measure lead time, cycle time, downtime, set-up time, run time, mean-time-to-failure, dock-to-dock time, and other variations of time-based measures?’  ‘How competitive are we in terms of time?’

A thought: What is the use of a low-cost high-quality product or service if it is not delivered on TIME?  

Author: Albert Brink

The key concepts of Key 16 of the 20 Keys Management Improvement System are:

• High levels of on-time delivery of products and services
• Flexibility to quickly accommodate fluctuating market requirements
• Planning, scheduling, and control of all resources in the process of converting raw materials into
  finished goods
• Highly integrated with other Keys, especially Keys 8 and 18

Time management is one of the principles covered in ODI’s NQF4 Generic Management learnership. To view our learnerships, click here.

To read ODI’s MD: Huibie Jones’ blog on Time management – rocks, pebbles, and sand… click here.

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A positive approach to motivation, and practices to support it, will improve productivity, quality, and service performance. Motivation helps people to:

• Achieve goals.
• Gain a positive perspective.
• Adapt to changes.
• Build self-esteem and capability.
• Manage their own development and help others with theirs.

Mark Shuttelworth said that people are motivated by many different things, but mostly by a sense of excitement. The key is to keep people inspired and to keep them focused on reinventing themselves.

Two academic heavyweights, Maslow and Hertzberg, believe that behaviour is motivated by the urge to satisfy needs.

According to Maslow, people are motivated by five basic needs, which he called, the “Hierarchy of basic needs.” (See image below). He argued that only when each lower-level need is satisfied, does the next higher need become important to the individual. For instance, if we are anxious about job security, we will not worry about how satisfying the job is. However, if we feel we have job security, then we will look to the next higher order for satisfaction and motivation.

Herzberg tried to find the answer to: “What do individuals want from their jobs?” He asked hundreds of people this question in the 1950’s and analysed all their responses. He claimed that motivation would be enhanced by maximising the elements of the job that satisfies (motivation needs), while minimising the elements that dissatisfy (hygiene needs). They can be distinguished as follows:

Satisfying elements (motivation needs):

This includes positive aspects such as being involved in interesting work where you get the opportunity to do something that you value, and where your achievements are recognised.

Other motivators include growth, more responsibility and job challenges. Herzberg believed that motivational needs would significantly contribute towards energising the individual and the team.

Dissatisfying elements (hygiene needs):

They occur when certain things are not in place, such as a good salary, good working conditions or pleasant people to work with. Other aspects that can cause dissatisfaction include policies and administrative practices, salary and benefits, supervision, status, job security, fellow workers and personal life. Herzberg believed that hygiene needs will never motivate people but will, in their absence, act as demotivators. Hygiene factors must be present in the job before motivators can be used to stimulate that person. That is, you cannot use motivators until all the hygiene factors are met. Herzberg’s needs are specifically job related and reflect some of the distinct things that people want from their work, as opposed to Maslow’s Hierarchy of Needs which reflect all the needs in a person’s life. Building on this model, Herzberg coined the term “job enrichment” to describe the process of redesigning work in order to build in motivators. See how the two compare below:

Intrinsic motivation involves doing something because it’s personally rewarding to you. For example, reading about something because it’s fun to learn.

Extrinsic motivation involves doing something because you want to earn a reward or avoid punishment. Reading about something to receive praise from an instructor is an example of extrinsic motivation.

Basic principles of motivation

1. People can motivate only themselves. The best a leader can do is to serve as an example and to present a challenge.

2. True motivation arises from a sense of pride, honour, self-esteem and self-worth. People will do good work because they enjoy fulfilling their potential.

3. The sense of pride can be enhanced through love. We must add to the recognition, acknowledgement and confirmation of a person’s value.

4. People are motivated when they are noticed and heard. They want to know that their leaders care about them.

5. Acknowledgement must truly mean something. Support must also be given, not as a technique, but with the heart.

6. Compensation, in the business culture, is a sign of realistic acknowledgement.

7. A powerful motivational tool is faith in one’s team. The highest motivator is belief in another human being.

8. You must develop your people and give them added value.

9. Your example is still the best motivator of your people.

10. Greed is not a source of motivation.

11. Security is not a legitimate motivator.

12. Growth through experience is a true motivator.

13. Always distinguish clearly between good work and unacceptable work.

It’s undeniable the importance and impact first-line managers have. These managers significantly influence employee motivation, performance and productivity.

SELF-MOTIVATION

When I read the first part of the first sentence under basic principles of motivation, which says that people can motivate only themselves; three stories come to mind.

THE UBER DRIVER

The first story is about an uber driver from Zimbabwe who came to South Africa in search of a better life. He is an educated, qualified and skilled person, but decided to leave his home country because of the hardships and poor economy. A South African acquaintance told him telephonically, that he should cross the border and come to South Africa where everything will be in place for him to live here. To his dismay and disappointment, after crossing the border, he found that this acquaintance had no intention of assisting him or even taking his phone-calls.

Because he was in the country illegally, he couldn’t approach any mainstream business to look for work. Destitute he stayed on the outskirts of the town, living in the bushes, washing in a dirty stream and eating from garbage bins. One day, someone told him that he could go to the mall and grab some of the leftovers from people’s plates after they had eaten. He did that, and according to him that was a step up, because at least the food was fresh. The same person who referred him to the food court, also told him one day that there was a place where they put second-hand clothes in a pool and he could go there and find himself something different to wear, and he did. He kept looking out for a job opportunity, but at the same time he knew that his appearance was frowned upon especially his unshaven face, which was a huge embarrassment to him.

At the mall he approached a middle-aged lady and asked her for a bar of soap to clean himself properly. The lady went back into the shop and bought him a bar of soap, a face cloth, some blades for shaving and a sandwich. For a while, the lady continued buying him a sandwich every day.

He eventually told her his story and she decided to take him to her house where he did some gardening at night, because during the day he had to hide from the neighbours and other curious passer-by’s. After several months, she took him back to his birthplace to get his official papers in order and brought him back to South Africa, upon which he applied to become an Uber driver. He told me that when he asked the lady why she gave him the time of day; she said that she knew there was something different about him when he asked for a bar of soap, instead of bread or money.

When I asked him what motivated him to keep on going, despite the hardship he endured, he said that there was a single line echoing over and over in his mind: “This cannot be how it ends….”

THE YOUNG WOMAN AT CROSSROADS

The second story is about a young woman who finished matric and didn’t know what to do with her life. As a result, she did casual work here and there for a three-year period after which she got the opportunity to study Education at a teacher’s college in Cape Town.

In the first quarter of her studies, much to her dismay, she felt that she had forgotten most of the work that she had learned at school, and she struggled to understand things that she knew she could easily understand before. What further frustrated her, was that the students who came to study straight from matric seemed to know a lot more than she did.

One day she decided to write a letter to her father, asking him if she could quit her studies and go home. She was dreading his response, because he was someone who would tell her to finish what she started and he would be strict and firm about it too, but her father surprisingly agreed. What was true to the young woman’s nature was that if the father had said no, she would’ve rebelled and probably quit. Perhaps her father knew her better then she knew herself. She decided to stay, and eventually she started remembering the things she thought she had forgotten, and the work became easier.

If you would’ve asked her at the time what motivated her to stay, she would say that: “This cannot be how it ends”.

ALLISON BOTHA

The third story is about Allison Botha who was left for dead, survived and turned her tragedy into triumph. At the age of 27, Allison was abducted, raped and disembowelled, but she managed to get up and walk, falling and getting up several times. Making her way to the nearest road, she laid down on the white line in the middle of the road from where she was rescued. It was reported that on the night of the incident, Allison realized that her life was way too valuable to let go of, and that is what gave her the courage to survive. Today she is a world-renowned motivational speaker.

I would love to have a cup of tea with Allison, as I would love to know what motivated her to keep on fighting in a situation where most people would’ve given up.

Recently I asked the students in one of my classes to write down what they feel that their line-leaders should stop doing and what they should continue doing. This is how they responded:

Line leaders should keep on:

• Visiting the shop floor
• Having fun days as a form of motivation
• Informing employees about the performance of the organisation
• Encouraging employees
• Acknowledging good work and suggestions
• Showing gratitude for positive changes made by employees
• Treating people with respect and dignity
• Appreciating openness and honesty
• Listening to complaints and ideas
• Sharing knowledge
• Having patience when coaching someone
• Sharing his/her vision for the company
• Smiling☺
• Asking people how they’re doing
• Sending whatsapp messages now and then
• Being helpful
• Assisting with training requirements
• Thinking out loud
• Making realistic decisions
• Being positive
• Creating new opportunities

Line-leaders should stop:

• Going home early
• Spying on employees
• Treating certain employees like they’re your friends
• Trying to please everyone
• Taking customer returns personally
• Stressing too much
• Communicating individually (quality issues)
• Focussing on everything at the same time
• Trying to perfect everything
• Calling people on weekends for overtime
• Gossiping
• Insulting
• Choosing sides
• Criticising
• Interfering when someone is doing a task
• Delaying orders

Every line-leader who does this simple exercise, will immediately have a better idea of what motivates and demotivates his/her people.

The best form of motivation lies within the hearts and minds of people, however, as line-leaders, we can motivate our people by being visible, showing courage, having integrity and being visionaries.

Having strong front-line leaders is essential to the overall success of an organisation. From increased engagement and productivity to reduced staff turn-over. An investment in first-line leadership training is a must.

Author: Valery Hansen

The learnerships offered by ODI are carefully selected, to support companies on their journey of Continuous Improvement.

Our Supervision for Energised WorkTeams programme has been offered since 1989. It was always used to strengthen the implementation of a structured CI programme. With the introduction of accredited learning, ODI leaped at the opportunity to give people who do all this hard work credits, and an actual qualification (National Certificate: Generic Management – Supervisory NQF3). Little did we know at the time that this will eventually lead to a full career development opportunity, that includes many different qualifications.

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Digistics (Pty) Ltd. offers Supply Chain Management and Value-Added Logistics Execution. They operate out of six Distribution Centres in Cape Town, Durban, Port Elizabeth and Johannesburg and has become a significant player in leading multi-temperature distribution operations throughout South Africa.

Digistics’ journey began in 1995, when ASP Distributors (Pty) Ltd opened up in South Africa, in partnership with Spar. With a national infrastructure, ASP pioneered multi-temperature distribution within the South African Quick Service Restaurant industry.

A management buy-out in 2003 led to the establishment of Digistics (Pty) Ltd. With an aggressive growth plan, the company secured a number of new, long-standing contracts.

Due to significant growth over a short space of time, the decision was made to bring a partner on board. 51% of the shares was sold to Super Group Holdings in 2012, making the business a Super Group subsidiary company. In 2017, Super Group bought out the balance of the remaining shareholding.

It is said that people are an asset; Digistics believes that everything revolves around people. In order to do what they do, Digistics need leaders to build a best-in-class customer-focused business. They do have those leaders on their team. You will find leadership at every level, and each employee in their team of more than 795 makes decisions every day to put their customers’ businesses first.

Striving for world-class supply chain management and operations excellence, Digistics enrolled members of staff to complete ODI’s NQF3, 4 and 5 Generic Management Learnerships facilitated by Mbali Tshabalala, Michael Foxon and Maryke Bergh.

Learners were welcomed by their HR Executive – Cheryl Farley.

ODI’s Mbali Tshabalala, facilitated the NQF3 Generic Management group of learners.

Micheal Foxon facilitated the NQF4 Generic Management group of learners.

Maryke Bergh facilitated the NQF5 Generic Management group of learners.

The learnerships offered by ODI are carefully selected, to support companies on their journey of Continuous Improvement. To find out how ODI can help your Continuous Improvement initiative, contact us, by clicking here.

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On August 25 1993, Amy Biehl’s life was tragically cut short in an act of political mob violence in the Gugulethu township just outside of Cape Town. Four young men were convicted of her murder, and after spending 5 years in prison were granted amnesty through the parents of Amy and the Truth and Reconciliation Commission. Determined to honour Amy’s love of South Africa and her belief in the truth and reconciliation process, Amy’s parents founded the organisation.

The Amy Foundation, formerly Amy Biehl Foundation,  in the Western Cape – South Africa,   is a non-profit organisation that offers programmes which develop and empower youngsters, aged 5 – 35 yrs from challenged and vulnerable communities.

Their after school programmes in Gugulethu and Bonteheuwel provide an environment that allows school-going children to overcome shortcomings in their education, by focusing on creativity. The Amy Foundation aims to make learning enjoyable while fostering the drive to academic success.

The Amy Foundations’ Skills Development programme, based at their Head office in Sybrand Park,  helps young adults prepare for the world of work, employment and entrepreneurship.

The MD of the Foundation – Kevin Chaplan, enrolled members of staff, to complete ODI’s Skills Programme on Goal Alignment, facilitated by ODI’s Director – Gerald McKinnon.

Mr Kevin Chaplin is also the author of a book called Can do!

Doing a full learnership is always a good idea, as there are so many benefits attached to it, HOWEVER, there certainly are times when a shorter intervention is required, to obtain some quicker gains for the organisation.

The Skills Programmes offered by ODI have been carefully selected to offer such interventions, to ensure maximum benefits. This selection of Skills Programmes is based on many years of experience, gained in the environment of Operations Excellence, and has proven to energise the workplace, and to set the foundation for quicker gains.

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Grain Field Chickens is such a company. Grain Field Chickens’ history stems from a century-old agricultural enterprise, the VKB group. VKB has been a leading name in the food-production industry since 1919 and has ventured into different entities such as grain processing, fertiliser and fuel, animal feed plants, and wheat mill among many others.

Driving their continuous improvement effort, GFC enrolled members of staff to complete ODI’s NQF3 in Management learnership, facilitated by Maryke Berg.

To read more about ODI’s learnerships and skills programmes, please click here.

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As a global leader, Gold Fields believe that their high-performance attitude staff are their most valuable asset and enrolled a group of learners to complete ODI’s NQF5 Generic Management learnership.

The purpose of the National Certificate in Generic Management (Skills Development Manager) – NQF Level 5, is to enable a person to manage first-line managers in an organisational entity. Comprising of 6 modules, this learnership with Gold Fields South Deep, is facilitated by ODI’s Director – Johan Benadie.

Martin Preece Executive Vice President and Elzani Olivier, HR Manager, is opening Day 1 of the NQF5 learnership at Gold Fields South Deep mine.

To view the ODI/Gold Fields & NQF3 Supervision for energised work teams with Maryke Bergh album, click here.

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As global leaders, Gold Fields offer their employees the opportunity to expand their skills and have a strong focus on on-the-job learning – ensuring they are placed in roles where they are challenged and fulfilled.

Gold Fields South Deep, enrolled members of staff to complete ODI’s NQF3 National Certificate in Management (Supervision for Energised Work Teams). Comprising of 8 modules, this learnership is facilitated by Maryke Bergh.

Organisation Development International (ODI), is a globally represented productivity consulting company. Our mission is to provide holistic solutions that promote people development and operations excellence, through training, coaching and consulting, supported by a range of excellent products. To contact us, click here.

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NQF Level 2

The first learner that received an award is a person who always submitted excellent work, attended all classes and showed a keen initiative in applying what he had learned to his workplace. Goldi Standerton’s Thokozani Mkhize received the National Top Performer award (pictured here with ODI’s Michael Foxon).

The next learner is a shy reserved lady who is determined to continuously improve. Her 100% attendance and dedication to hard work did not go unseen. Goldi Standerton’s Audrey Tshabalala received the Outstanding Dedication award.

NQF Level 3

This lady produced excellent evidence. She was such a strong candidate that she was excepted straight onto the NQF 5 qualification, which she is busy with now. Castle Lead – Zimco’s Elizabeth Botha received the National Top Performer award. (Pictured here with ODI’s Maryke Viviers-Bergh).

Our next learner got a very special mention, despite her hearing impairment, she showed outstanding dedication and perseverance. While we called up Pumla Tshanda, we also made a special mention of her mentor Ria O’ Reilly who supported her so wonderfully. Dutton Zimco’s Phumla Tshanda received the Outstanding Dedication award.

This young man showed amazing dedication and his implementation of all learning in the workplace is to be commended. He took his whole team on his continuous improvement journey and demonstrated that he can pull people together. His positive attitude is always visible and he also finds himself now doing the NQF 5 programme. GWK’s Jan Abri Nortje received  the National Top Performer award (Pictured here with ODI’s Valery Hansen).

Our next learner submitted outstanding evidence, was always willing to coach other students, and did a thorough FISA presentation showing real implementation of what she learnt. Ninian & Lester’s Thabea Ramushu received the National Top Performer award. (Pictured here with ODI’s Mbali Tshabalala).

To succeed as a learner it takes a lot of self determination. This learner displayed this characteristic so well, she also submitted outstanding evidence, and was always willing to coach other students as well. Wispeo Alrode’s Ronelle Feris received the National Top Performer award.

NQF Level 4

To a learner who inspired everyone around him. He produced work of a very high standard and was a top performer in his class. His class participation certainly created a lot of energy. County Fair’s John Booysen received the National Top Performer award. (Pictured here with ODI’s Valery Hansen).

NQF Level 5

In a very tough industry, we congratulated Cordell Rautenbach for his passion on absorbing the content of the NQF 5 programme. He participated fully in discussion and shared a lot of his experience and insights. Cordel could not be with us on the day and Gerald McKinnon received the award on Cordel’s behalf and made sure it was hand delivered to him personally.

For her ability to consistently produce excellent evidence, always on time, 100% attendance as well as applying what she has learnt, this learner deserves this recognition for her achievements. Goldi Standerton’s Mamedile Rasheleng received the National Top Performer award.

SPECIAL AWARDS

We certainly have learnt that the difference between a good learnership implementation as opposed to a great learnership implementation, comes down to the the role that mentors fulfill. This year we paid tribute to an outstanding mentor of a group of learners on the NQF 2 Production Technology programme. This mentor has given dedicated support and regularly pops into the classroom to see how everyone is doing. Our ODI facilitator says it is a pleasure to deal with this person. CTP Isando’s Christopher Swanepoel received the National Top Mentor award.

The National Overall Top Achiever goes to a learner who is regarded as the best performer and participant. It is expected of such a person to not only produce evidence of the highest standard themselves, but to also play a vital role in ensuring the success of fellow colleagues. At the 30th celebratory conference of ODI, this award went to a NQF 2 learner for his outstanding achievements: County Fair’s Bruce Heyns received the Overall National Top Achiever award! (Pictured here with ODI’s Pieter de Bruyn)

Congratulations to all of our learners!

To view the full album of the 2019 ODI Conference where we celebrated 30 years of operational excellence, click here.

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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.

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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.”

Wouter Olivier Managing Director of Sondor Performance Foams was next and his topics was: “People are the Foundation to Building a Culture of Continuous Improvement.”

Some facts about Sondor:

• Established in 1948
• Leading producer of crosslinked, closed cell polyethylene and eva foams in South Africa
• Manufacturer of bubble and aerothene film
• 100% owned by the Zimco Group Of Companies in South Africa. Zimco is owned by Eco-bat Technologies in the USA
• Focus is on fostering a ci culture & growth from within

Wouter Olivier from Sondor Industries focused on why Sondor prioritises the training of their people. For them it is all about building depth into the squad (to use a rugby term). All business at Sondor is closely conducted according to the company’s values, and developing people forms a key part of these values.

Wouter believes that their people hold the key to their future.  Sondor strives to enable people to develop their capabilities, and to reach their potential through appropriate training, and fair remuneration that relates to their performance and contribution.

One of the business focus areas is to improve efficiencies and drive down costs across all operations and support functions. This can be done by skilling up the workforce, through training and development initiatives.

Wouter spoke about the long relationship that Sondor has with ODI, and how the Learnerships have made a significant contribution to the business. Sondor is very proud of their learner achievements. These achievements have led to many internal promotions, as well as national learner awards.

It is evident in the company that people are more confident and willing to lead their own areas.

For learner feedback, Wouter specially went into the workplace to ask people again how their development has contributed to their careers. Below are three quotes from the workplace.

1. “It helped me grow as a person, and also within the organisation. I started off as an operator, and as a sales rep I can take the knowledge which I have learnt from ODI, and apply it in the different departments which I am working in. The learnerships laid a foundation for myself in understanding how the company functions, and as a whole, it gave me the knowledge to understand how a company should be established. I got an insight on how everything filters down from top management to the production line. As Wouter once said “The best gift you can give your child is education.”
2. “Gives you a clear vision of your role to empower your company, and to work better with your team and leaders. Also teaches you to have goals and targets to always improve.”
3. “When I started my first ODI learnership NQF level 3 class, I thought this is going to be just another  training session, but to my surprise it was a learnership that dealt with my daily tasks and challenges, and I enjoyed my classes, the facilitators. I have also thus far completed my NQF level 4 as well, and I’m planning to go as far as possible to further my education. “

Wouter left us with this message: “Do the right thing, first time right!”

Author: Huibie Jones: MD at ODI.

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

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