Investing in your employees’ learning and development is key to ensuring a smooth transformation. Team dynamics play a vital role in the organisation’s culture. Each member of a team’s role impacts other team members and the group as a whole.

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 ensure maximum benefits.

Manage Basic Team Dynamics and Techniques (for Continuous Business Improvement) is a 4-day Skills Programme that addresses five performance areas (PA’s):

1. Goal alignment as a best practice strategy
2. Use a mini business to meet organisational goals
3. Manage the activities of your mini business
4. Increase efficiency in your mini business through the implementation of the 5S approach.
5. Problem-solving and decision-making

A group of first-line supervisors who recently completed this Skills Program had the following to say:

• I enjoyed being here. I’ve learned that there are different ways to look at problems and problem-solving
• I’ve learned a lot. I don’t regret being part of this program, it was really a win-win. I’ve learned that you’re never too old to learn something. It was incredible.
• I’ve learned many things that I haven’t known before. I’ve learned how to apply it and how to provide leadership to my team
• The training was very good and inspirational. I have learned a lot and it was great to be here.
• Effective. Eye-opener. Cultivate and implement better ways of organisational & Skills Development.
• Very spot-on training to implement in your area for improvements. Problem solving and 5why’s was very useful to implement.
• Learned about how to get our mini business to a point where all team members can understand what the patterns in the workplace are, and how we can make it better
• I’ve experienced so many things that I never knew before that I can use now to improve my work-area. I’ve learned what it means to run/manage a mini business.

To give you a better idea of what is covered in this Skills Programme, we’ll discuss each performance area.

PA1: Goal alignment as a best practice strategy, deals with:

• The organisation strategy, includes the vision, mission and values.
• The strategic direction of the organisation
• The key success factors including:
• Diverse customer base
• Financial stability
• Access to and retention of key skills
• Ability to manage risks.
• Operational efficiency
• Continuous improvement
• Best operating practices
• Organisation structure
• Benchmarking
• The difference between benchmarking and best practices

PA2: Use a mini business to meet organisational goals, deals with:

• Organisational goals and objectives
• How you measure success
• What one intends to do or achieve
• The purpose towards which an endeavour is directed.
• The specific target towards which an organisation is striving.
• How individual goals are aligned with departmental and organizational goals.
• The CAPDo cycle
• Aligning goals to legislative requirements
• Establish a mini business following the steps below:
• The team as a system within the organization
• Supply chain
• Understanding customer service excellence
• Service Level Agreements (SLA’s)
• Customer Satisfaction Survey
• Improve customer service through the CAPDo cycle.
• Building supplier relationships

PA3: Manage the activities of your mini business, involves:

• Communicating goals, objectives, and standards to team members
• Holding regular meetings to discuss performance against standards.
• Monitoring and evaluating performance
• Keeping records of team performance
• Managing and prioritising your time

PA4: Increase efficiency in your mini business through the implementation of the 5S approach.

Efficient workplace organisation is about applying techniques to make work easier and safer, and creating a functional, good-looking workplace.

Everybody in the organization should be involved, and implementation at first-line team level is especially important, as they are closest to day-to-day operations.

With the 5S technique (Sort, Set in Order, Shine, Standardize, Sustain), you will learn how to create, and maintain an organized workplace.

• Sort: The first step in making work safer and easier; finding and getting rid of all unneeded items in the workplace. You should look at all items in your work area including:
• material,                  
• equipment,
• tools,
• parts,
• information,
• stationary,
• furniture,
• signs
• Set-in-order: Once all the unneeded items have been removed from the workplace, arrange the needed items, so that it is easy to see:
• Where things are
• What is out of place, missing, or too much.
• Where things should be returned to

The aim is to create a safe and visual workplace. Remember there is a golden rule: A place for everything and everything in its place.

• Shine: to create a bright and pleasant workplace. Shine, or cleaning, also focuses on removing dirt, dust, and grime from the workplace. Cleaning should become a part of daily work habits.
• Standardise: Method used to maintain sort, shine, and set in order. Means to maintain cleanliness and orderliness; to prevent things from slipping back to the way they were is done by:
• Writing simple procedures
• Assigning responsibilities
• Preventing things from getting dirty and disorganized
• Doing workplace audits, using the 5S check sheet.
• Sustain: has to do with self-discipline; following the standard, specified procedure. It is about creating a culture of doing things the right way; putting things back where they belong, replacing a misplaced item, picking up a piece of paper in the corner, etc. People at all levels of the organization need to be won over to the 5S culture. The following methods can be used:
• Communication
• Education
• Recognition
• Time
• Structure

PA5: Problem-solving and decision-making

Some problems never seem to go away; they keep on coming back. That’s because the real problem has not been solved, only the symptoms of the problem. These persistent problems are the most frustrating to deal with, and they need a systematic approach to get to the bottom of what is causing them. Use the CAPDo- cycle to solve problems:

• Check
• Step1: Define the problem. A problem is the gap between the current state and the desired state. Problems can be identified through:
• Own observations and experience
• Comparative/benchmarking studies
• Quality and safety audits
• Complaints
• Performance reporting
• Customer satisfaction surveys, etc.
• Analyze
• Step2: Analyze for causes (Identify all possible causes, collect data about causes, interpret data, identify most probable cause)
• Step3: Generate solutions.
• Step4: Select best solution.
• Plan
• Step 5: Plan to implement best solution.
• Do
• Step6: Implement best solution.
• Celebrate success.
• Step7: Evaluate results.

Continuous improvement and constantly finding new and better ways of managing your business should be the basis of any improvement initiative.

Author: Valery Hansen: Facilitator at ODI

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• increased teamwork,

• improved communication, and

• a more positive workplace culture.

In high-pressure work environments, emotional intelligence helps individuals manage their own emotions and stay calm in the face of stress and adversity. This results in better decision making, increased productivity, and reduced turnover, as employees feel valued and supported.

Moreover, emotionally intelligent individuals are able to understand the emotional needs of their customers, and are able to respond in a way that enhances customer satisfaction and loyalty. This has a direct impact on the bottom line, as satisfied customers are more likely to return, refer others, and provide positive reviews.

Leaders with high emotional intelligence are also able to inspire and motivate their teams, and are better equipped to handle workplace conflicts and negotiations. This creates a workplace culture where everyone is working towards a common goal, and helps to improve morale and reduce turnover.

Emotional intelligence plays a critical role in relationships in the workplace, and has a direct impact on the success and profitability of a company. Companies that invest in developing the emotional intelligence of their employees are more likely to achieve their business objectives and have a more positive and productive workplace culture.

Recently Maryke Snyman facilitated a group of learners from KSB Pumps and Valves (Pty) Ltd, completing ODI’s NQF5 Emotional Intelligence 2-Day Skills Programme in Gauteng.

The purpose of this Emotional Intelligence Skills Programme, is to

• learn what emotional intelligence is all about, as well as the impact thereof. 
• discover tools to help you develop new habits.
• increase your ability to recognise your feelings, to control them, and to express them appropriately.
• learn to empathise with people, and to recognise their emotions, as well as your own.
• apply the principles and concepts of emotional intelligence to the management of self and others.

To read more about the content to be covered in this Skills Programme, click here.

Author: Maryke Bergh

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A safety culture is one in which employees take an active role in promoting and maintaining a safe working environment. To establish a safety culture, it is essential for leaders to demonstrate and promote safe behaviors.

Some of the vital behaviors for Safety Leadership include:

• Lead by example – Leaders should be the first to follow safety protocols and procedures.

• Communicate openly – Leaders should encourage open communication of safety concerns and be responsive to employees’ needs.

• Encourage employee involvement – Leaders should involve employees in identifying and solving safety problems.

• Recognize and reward safe behaviors – Leaders should reward and recognize employees who exhibit safe behaviors.

• Continuous improvement – Leaders should continuously look for ways to improve safety and reduce accidents.

Safety Leaders must also continuously educate themselves and their employees about safety regulations and procedures. By demonstrating their commitment to safety and promoting a culture of safety,

• leaders can help prevent accidents,

• reduce losses, and

• improve overall workplace morale.

In conclusion, Safety Leadership plays a critical role in establishing a safety culture within an organization. By demonstrating vital behaviors such as leading by example, communication, employee involvement, recognition and continuous improvement, leaders can foster a culture where safety is a top priority.

Author: Maryke Snyman: Senior Manager: Learning & Development

Gold Fields South Deep Mine understands the importance of Safety First and together with ODI’s Maryke Snyman, enrolled members of staff to complete ODI’s Safety Leadership Skills Programme.

Although this is a carefully selected Skills Programme, the ODI offering is not limited to this one only. Where requested, ODI has clustered certain Unit Standards to specific customer needs. To read more about our Skills Programmes, click here.

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The word ETHICS is derived from the Greek word ethos (character), and from the Latin word mores (customs). Together, they combine to define how individuals choose to interact with one another – meaning the moral character and spirit of a culture, era or community as manifested in its attitudes and aspirations.

The opposite of ethics, is PATHOS – a temporary and often violent emotional state.

LOGOS appeals to reason, building up logical arguments.

Aristotle, the Greek philosopher, defined ethics as ‘a balance between passion and caution.’

SO WHAT IS ETHICS AND WHY IS IT RELEVANT?

Ethics is a branch of philosophy that is concerned with questions about how we should live, and therefore about the nature of right or wrong, good and bad, ought and ought not, duty and other such concepts.

Ethics is relevant to our everyday lives. At some point in our professional or personal life one will have to deal with an ethical question or problem, e.g. what is your level of responsibility towards protecting another person from threat, or whether or not you should tell the truth in a particular situation?

EXAMPLES OF POOR ETHICS

Have you heard the following phrases before?

• Your fair share is whatever you can get away with
• Nobody expects you to be honest when they’re not looking
•  It’s not stealing unless they catch you

AN AFRICAN FABLE

Truth, Falsehood, Water, and Fire were traveling together and came upon four heads of cattle. They decided to split the cattle evenly and each take an equal share. But Falsehood was greedy and told Water that Fire was going to burn his land and steal his cattle.

Water believed him and jumped on Fire and put him out. Falsehood tricked Truth into believing that Water was going to steal their cattle so they took them to the top of a hill for Water cannot run uphill. Falsehood laughed that he had tricked everyone and Truth, realizing Falsehood had lied, began to fight him for the cattle. They called Wind to determine whom the cattle belonged to, but Wind did not know. According to this fable, what are Falsehood and Truth still doing?

According to this fable told in Ethiopia and other Eastern African nations, Truth and Falsehood are still in a battle with one another. Let’s hope truth wins.

THE NEED FOR ETHICS AND CODES OF CONDUCT

“On the whole human beings want to be good, but not too good, and not quite all the time”

George Orwell

From the early functioning in primitive society, through the early codes of city life and academic philosophizing we arrived at a place where society needs rules of conduct which, when expressed as simple plain good manners, can provide a framework for the “good life‟ which is of benefit to both individuals and society.

A *2005 global study of over 1,100 managers and executives identified the top three factors most likely to cause business people to compromise ethical standards:

1.  Pressure to meet unrealistic objectives/deadlines
2.  Desire to further one’s career
3.  Desire to protect one’s livelihood

  *John Eckmire in “Ethics Dilemma”

ETHICAL ALARMS

Ethics alarms are the feelings in your gut, the twinges in your conscience, and the sense of caution in your brain when situations involving choices of right and wrong are beginning to develop, fast approaching, or unavoidable.”

The better your “ethics alarm” is working and the sooner your alarm goes off the more likely you are to do the right thing, or at least use good ethical reasoning to decide what to do.

                                                                                                                Jack Marshall, Director of Pro-Ethics

IMPORTANCE OF ETHICAL CONDUCT IN BUSINESS

Conducting business ethically is critical to a company’s success in the marketplace. Customers, suppliers and employees will not support a company that is involved in fraudulent, dishonest or unethical practices.

Setting high standards of integrity in business relations and promoting their adherence by employees will enable the company to merit the confidence and support of its customers and the public at large.

As an employee or consultant, we act as an ambassador and represent the organisation in our business dealings. The company’s reputation is in our hands and it therefore depends on us to do the right thing in the best interests of the organisation.

CODE OF ETHICS

• Respect for people’s dignity, rights, privacy and confidentiality: Be non-judgmental of a person’s value irrespective of age, culture, gender, race or religion

• Responsible practice: Limit your practice to your field of expertise

• Integrity in relationships: Act with integrity

• Responsibility: Own and responsibility to society

CONCLUSION

Act Morally and ethically at all times

“What you don’t know, you don’t know – That is true wisdom.”

Confucius

To operate in an ethical manner, is to become world-class. Strengthen your knowledge and skills to understand ethics, and to improve and manage relationships. This is the purpose of ODI’s 3-days Skills Programme: Managing in an Ethical Manner (NQF5). To find out more, click here.

Author: Gerald McKinnon – Director at ODI

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The purpose of this 5-day course is to create an effective organisation structure, with goal alignment at all levels. This sets the foundation for small groups, who get together to solve problems.

Performance Areas covered include:

• Mini-business and mini-business areas.
• Visual management.
• Continuous improvement.
• Empowering your team.
• Problem solving and decision making.
• Standard operating procedure (SOP).
• Skill versatility.

Part of the Astral Group, National Chicks is the largest completely integrated supplier of day old chicks to the independent market of broiler growers. They are also the only supplier of chicks that is involved in every aspect of the supply chain, from the production of the Grandparent stock which produces the correct genetic breeding stock to ensure optimal performance, to the complete control of all the parent flocks and the entire supply chain that produces a great chick that is completely traceable.

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.

To contact ODI, click here.

The post NQF3 Goal Alignment Skills Programme with National Chicks & Marni de Witt appeared first on ODI.

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.

Recently ODI’s MD : Huibie Jones, facilitated a group of SA Litho learners completing a Skills Programme called Competitive Operations.

Although this is a carefully selected list of Skills Programmes, the ODI offering is not limited to these ones only. Where requested, ODI has clustered certain Unit Standards to specific customer needs. To view our current list of Skills Programmes, click here.

The post SA Litho: Skills Programme – Competitive Operations and Huibie Jones appeared first on ODI.

This is a name change only and Lactalis SA remains home to quality and trusted brands such as Parmalat, Melrose, Président, SteriStumpie, Bonnita, PureJoy, Galbani, and Aylesbury. These familiar brands hold strong positions across several dairy product categories, ranging from cheese, yoghurt, milk, and custard, to flavoured milk, cream, drinking yoghurt, maas, fruit beverages, butter and ice cream.

The Lactalis Group is a family-led company guided by a passion for dairy that was founded in 1933 by André Besnier in Laval in the west of France, the heart of French dairy country. Parmalat SA had been part of the international Lactalis family group since the Lactalis Group acquired a majority share in Parmalat SA in 2011.

The group of Lactalis SA Skills Programme learners was facilitated on their SIA journey by ODI’s MD, Huibie Jones.

The Skills Programmes offered by ODI have been carefully selected to ensure maximum benefits. Our 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. To view our current Skills Programme listing, click here.

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Enrolment is free of charge, if you register during level 4 of the COVID-19 lock-down period. 

During these unprecedented days of lock-down, effective Leadership is required to deal with the impact of COVID-19.  That is why ODI is offering this course free of charge (during level 4 only).  Effective leaders are more crucial than ever, and all leaders need to have a high degree of emotional intelligence.

If you have a goal to become a great Leader during and after this COVID-19 world of work, then you need to learn to break old behavioural habits and establish new ones.

Learn what Emotional Intelligence is all about, as well as the impact thereof.  Discover tools to help you develop new habits. Increase your ability to recognise your feelings, to control them and to express them appropriately.  Also learn to empathise with people, and recognise their emotions as well as your own.

IQ and technical skills are important, but emotional intelligence is the sine qua non of Leadership.

The programme is designed as an accredited programme:

• If you wish to receive credits, you need to submit your ID and CV submission as well as read and agree with the Induction booklet. You would also need to complete the full programme and submit your practical activity within two months of registering.
• If credits are not what you aim for you can just work through the programme at your own leisurely pace.

To register for this online programme, please email e-support@odi.co.za

ODI is accredited to provide qualifications and skills programmes through:

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Key 2 of the 20 Keys System, is all about Goal alignment. Goal alignment 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

1. Quality
2. Cost
3. Delivery
4. Safety and
5. Morale performance indicators (QCDSM measures)

ODI’s Valery Hansen facilitated this Skills Programme – focusing on Goal Alignment, with a group of learners from GWK.

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

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The Bosman family has been practising the art of grafting vines and growing quality grapes since 1888, originally for use on their own wine farm.

Bosman Adama recently attended ODI’s NQF3 Skills Programmes at their premises in Wellington. Pieter de Bruyn facilitated this group of learners.

The Key concepts of Key 3 of the 20 Keys system are:

• Implementing suggestions for improvement
• Forming multi-disciplinary small groups for solving problems, or focusing on improvement themes

• Team working
• Thinking people
• Using SGAs as the approach for problem solving, autonomously, by teams

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