In business, we aim to be the best, the fastest, and the lowest cost producer of a product or service. It takes constant improvement of products, processes and service to remain an industry leader and provide the best choice for customers, regardless of where we are in the process.
Those who work for De Beers, Venetia mine, are encouraged to acquire the skills they need to advance De Beers’ business and make a positive difference to their lives and their communities. De Beers invest in their people’s personal development, skills and capabilities and provide a safe and supportive work environment.
Engaged leadership is arguably the most important determinant of success when it comes to creating a culture of continuous improvement. That rings true for Wispeco Aluminium as they enrolled members of staff to complete the NQF3 in Management learnership facilitated by ODI’s MD: Huibie Jones.
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.
Companies with a culture of improvement, give their employees a process for reporting and acting upon ideas to save money, improve processes, satisfy clients, and improve quality.
At ODI we implement best practices to achieve world class, operational excellence. Facilitating this group of NQF 3 Production Technology learners, is George Meiring.
ODI’s Mbali Tshabalala, recently facilitated a group of learners from De Beers Venetia, completing their NQF 3 National Certificate in General Management, at their offices. Venetia mine, opened in 1992. It is an open-pit mine and the country’s largest producer of diamonds, contributing 40 per cent of the country’s annu
The two days away made me realise how strong our team has become since implementing some of the Keys successfully. Changes in morale, and improved communication through management are so important.