Did you know that one distinguishing characteristic of world class companies is that they have a well-entrenched culture that facilitates the learning of all its members, thereby continuously transforming itself. But, being busy is killing our ability to learn and think creatively. Many organisations are caught up in busyness where there is no time to think about doing things better, more cost effectively, quicker, smarter and safer. We need to balance linear thinking, which we use for everyday tasks, with creative thinking, which is borne out of making time available for thinking and reflection.” ODI’s 20 Keys system has a strong emphasis on creative thinking, especially at the […]
The famous Benjamin Franklin said that without continual growth and progress, such words as improvement, achievement and success, have no meaning. I want to add to that and say that Sustainable Improvement is the pathway to the future we want for all. It offers a framework to generate economic growth. Improvements in general and sustainable improvements in particular are problematic areas and in Business, improvements come only from one (or any combination) of the following three aspects: 1. Technical improvements – such as new technology or automation. 2. Process improvements – covering aspects such as quick change-overs, modapts/work study, waste elimination and many […]
ODI’s study tours provide valuable learnings by hearing about and observing, first hand, best operating practices. Time is also made available for interacting with speakers at the conference as well as personnel of companies visited.
“Two, or more, heads are often better than one to solve a problem” is a well-known (slightly adapted) saying. This is exactly what Key 3 of the 20 Keys system for operations improvement is all about – Understanding problem solving by using Small Group Activities. An often overlooked aspect of effective problem solving is the correct definition and understanding of the problem. Quality time needs to be spent on this, as it is the foundation for the next steps of brainstorming possible causes and analysing cause-effect relationships to identify the underlying root causes of the problem. In this picture a […]