According to business management guru, Dr. Eliyahu Goldratt, there are three necessary conditions for a successful organisation:

1. Make money now as well as in the future
2. Provide a secure and satisfying environment to employees now as well as in the future
3. Provide satisfaction to the market now as well as in the future

“Thinking people” have the ability to detect problems quickly and address it before it snowballs into an issue where the manager has to get involved. Thinking people ensure that transition from the “fighting fires” – culture to the “building for tomorrow” – culture takes place. “Thinking people” creates capacity for the management team to focus on the most important things that might not seem that urgent but will have an impact and returns in future.   

Obtaining the objective of “thinking people” on all levels of the organisation requires a process of creating layers of understanding. It is achieved through

• structured, daily communication (Key 2: Mini-Business meetings) as well as

• participation in problem-solving groups (Key 3: Small Group Activities).

The image below aims to explain how the different layers of understanding are constructed in an organisation.

The foundational layer of understanding is constructed through the sharing of information. But how do we know what information to share?

Every team in the organisation represents a small part of the bigger organisation. The first line manager of every team is responsible for the achievement of goals within their specific small business – also referred to as Mini-Businesses.  For every Mini-Business there should be specific measurements for Quality, Cost, Delivery, Safety and Motivation (QCDSM). From an operations perspective, the first-line teams have a direct impact on these indicators and therefore it is of utmost importance that they are equipped with information about their team’s QCDSM performance.

Once the operational objectives or QCDSM indicators have been defined for every team. These indicators have to be monitored and discussed on a daily basis through a structured meeting which is held preferably at the start of the day/shift. Monitoring and discussing the same information in a structured way, repetitively, over a period of time, creates a rhythm of constructive communication which ultimately leads to the understanding of information.

Understanding of information is reinforced by applying simple techniques like involving team members in the collection, manual updating and visually tracking of information about these operational indicators. Another way of reinforcing understanding is having different members of the team facilitate the morning meeting and give feedback.

If the layer of understanding is well-constructed for the team, they will be able to start recognising patterns and understand drivers which influences the results. Brainstorming and idea generation will flow naturally with everyone on the look-out for improvement opportunities and reducing waste.

If an idea or a problem that has been identified requires some analysis before it can be implemented, the next step is to formulate a small problem-solving group, referred to as a Small Group Activity (SGA) which operates independently from the Mini-Business meeting.

The first principle to remember when commencing with a Small Group Activity is to NEVER SOLVE PROBLEMS ALONE. Apart from the obvious benefits of viewing the problem from multiple perspectives, there is a significant amount of learning and cross-skilling that takes place during problem-solving activities. Knowledge is often only transferred when we are prompted to share it. Solving problems together allows for the transfer of implicit knowledge and equips individuals to develop their intuitive responses when faced with similar problems.

Another important principle of problem-solving is following the disciplined approach outlined in the CAPDo cycle.

CHECK – The ability to “see” a problem is a victory in itself. If the environment is not safe, employees tend to hide problems and mistakes, or they simply do not realise that something is wrong. Employees have to be encouraged to see and highlight potential problems.

ANALYSE – This is the most important step in the cycle where most of the time and energy should be spent, especially when you are faced with more complex problems. The Analysis phase requires a thorough and detailed RCA (Root Cause Analysis) process. The quality and sustainability of the solution depends on the depth of the analysis.

PLAN – The possible solutions are then translated into a SMART Action plan. All actions should be documented meeting the conditions of being specific, measurable, achievable, realistic and timely. The objective of the action plan is progress and accountability.

DO – Ensure that the plan is implemented by following up on specific tasks executed by specific people within a pre-determined timeframe.

CHECK – After implementingthe plan we have to “check” whether the plan/solution had an impact on the results. If the impact can be seen, CELEBRATE SUCCESS and standardise. If not, we continue to run through the CAPDo cycle until we have achieved the desired result.  

The result of “Thinking People” on all levels of the organisation is an energised workplace where every individual understands their role and contribution towards the ultimate long-term success of the organisation. In this way, the individuals in the business can pull together to achieve the same goals. As former CEO of General Electric, Jack Welch stated:” The companies that find a way to engage every mind – harness every volt of passionate energy, bring excitement to the lives of people to come to work in search of a better way – every day – will be the companies that will win”

Author: Esbe’ du Toit: Senior Consultant

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A world-class leader is characterised by several attributes, including

• vision,

• integrity,

• confidence, and

• passion.

They have a clear and compelling vision of where they want to take their organisation and inspire their team to work towards realising that vision. They possess integrity and honesty, and their actions align with their values and beliefs. This earns them the trust and respect of their team and other stakeholders.

Confidence is another important attribute of a world-class leader. They believe in themselves and their abilities, and this confidence is contagious, inspiring their team to have confidence in themselves and their abilities as well. Passion is also a critical attribute, as a leader who is passionate about their work and their team is more likely to be successful in achieving their goals.

The impact of a world-class leader on an organisation is significant. Such leaders provide direction and guidance, leading their team towards success. They also create a positive work environment, where employees feel valued and motivated to perform at their best. World-class leaders also foster a culture of continuous improvement and growth, encouraging their team to learn, grow and improve.

A world-class leader plays a critical role in the success and growth of an organisation. Their vision, integrity, confidence, and passion are critical attributes that set them apart and enable them to lead their team towards success. If you are looking to become a world-class leader, focus on developing these attributes and you will be on your way to making a profound impact in your organisation.

Author: Maryke Bergh: Senior Manager: Learning & Development

Today’s markets and organisations are more complex than ever, and project management has emerged as a discipline with the potential to ensure that new ideas, products and services are successfully realised. This Occupational Certificate is aligned to two of the key global project management standards – the Project Management Body of Knowledge (PMBOK) and PRINCE2 – and provides project management best practices, tools and techniques.

To read more about ODI’s NQF5 Occupational Certificate – Project Manager, 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 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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In 2014, four of South Africa’s largest safety footwear manufacturers joined forces to create BBF Safety Group (Pty) Ltd. The merger created the largest safety footwear manufacturer in Africa with more than 250 years of combined experience, producing over 4.5million pairs of footwear per annum.

In 2017, BBF Safety Group transitioned from being a leading safety footwear manufacturer to an integrated workplace safety solutions provider. Today, they offer a full portfolio of head-to-toe personal protective equipment (PPE) and professional occupational health and safety (OHS) services that range from auditing and consulting to training and certification.

As an advocate for the sustainable growth of the South African manufacturing sector, BBF Safety Group constantly strive to procure and produce as much locally as is commercially feasible. Supporting local is crucial in protecting and creating South African jobs, assisting the growth of local businesses and empowering them to succeed on both a local and international scale.

BBF Safety Group enrolled delegates to complete ODI’s NQF5 National Certificate in Productivity learnership, faciliated by George Meiring.

This learnership consists of one Management System Module, to create a common vision, and eight practical Modules, to make operations more competitive. It creates a common language for improvement and utilises detailed checksheets, to depict the levels of improvement towards world class.

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