Services20 Keys – Continuous Operations Improvement System

20 Keys – Continuous Operations Improvement System

Many organisations attempt to improve by striving to learn the “secrets of world class organisations” and by implementing various projects, initiatives and programmes. Yet, despite this, relatively few organizations have achieved sustainable improvement.

One of the main reasons for this is that it is often not appreciated that successful organisations implement the fundamental principles for operations improvement by following a comprehensive approach – they address the various aspects of operations in an integrated way, implemented in a flexible way, but within a consistent framework.

Such companies also successfully engage people at all organisational levels, thereby establishing a strong internal capability and culture for improvement.

20 Keys is the vehicle for continuous
operations improvement:

Focus on all operations aspects, in a holistic and synergistic way.
Create a culture of continuous improvement in the business through understanding of best practices and engaging all people to continuously improve operations.
Practical training and implementation of best operations practices.
Benchmark workplaces and the organisation against best practices, clearly indicating the current situation and next steps.
  • Sustainable operations improvement.
  • Support achievement of the strategic goals of the organisation.
  • Improve the speed of learning and innovation of the business.
  • Focus on identifying and eliminating all forms of waste (non-value adding activities).

  • Engage, energise and motivate all people to work towards the achievement of organisational goals.
  • Improve customer service by producing products and services better, more cost effective and faster.
  • Continuously improve quality, cost effectiveness, productivity, delivery of products and services to support the long-term sustainable competitiveness of the organisation.

  • Focusing on making products and services better, faster and cheaper.
  • Provides a roadmap towards achieving world-class levels of operations excellence.
  • Creates a common vision of where we are (current) and where we want to be (future).
  •  A well-proven methodology for sustainable operations improvement.

  • A comprehensive benchmarking system, used in-house to monitor improvement progress that utilizes visual descriptions (maps).
  • Involves everyone in the organization on all levels and functions.
  • Builds upon and strengthens current initiatives (ISO, HACCP, 6 Sigma, Lean, CRM, etc.).

Sustainable improvement in quality, cost effectiveness, delivery of products and
services, safety and morale of people.

  • Increased Productivity
  • Reduced Defects
  • Reduced Inventory
  • Reduced Costs
  • Strengthened skills of all employees
  • Increased suggestions for improvement
  • Improved morale
  • Better communication and understanding of the business goals and issues influencing it

Explore the 20 Individual Keys

Key 1

Cleaning and Organising

The main objective of Key 1 is to make work place more safe and efficient by creating organised and clean work place that all the people are proud of.

This leads to energised work teams, improved motivation and production.

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Key 2

Goal Alignment

Key 2 focuses on having an effective organisation structure, with goal alignment at all levels; managerial, supervisory, workers etc. Within the structure the varios work groups are organised as “Mini Busineses” or MB’s.

Each MB is guided by Quality , Cost, Delivery, Safety and Morale performance indicators (QCDSM measures)

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Key 3

Small Group Activities

Key 3 involves forming small groups who get together to solve problems. These problem solving groups are called SGA’s. A SGA consist of 3-5 people who brainstorm specific problems relating to quality, safety, downtime etc.. It also engages everyone with thinking about improvements.

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Key 4

Reducing Work in Process (WIP)

The Key 4 approach, together with other Keys, enables an organisation to reduce work-in-process (WIP), thereby achieving space savings, reducing working capital, having shorter customer supply lead times, as well as other inventory reduction related benefits.

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Key 5

Reducing Changeovers

Key 5 guides a company to reduce non value-adding activities linked to changeovers. Time spent on changeovers is one of those non value adding activities or WASTE. Shorter changeovers enable the company to get its products faster to the customers.

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Key 6

Kaizen Operation – Goal (Cost Reduction (Productivity Improvement)

Key 6 focuses on improving processes through analysing, streamlining and simplifying the processes on the production floor or in the office. Documentation at this stage is essential by means of process flow diagram, activity flow diagrams, physical flow diagram and operation improvement sheets.

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Key 7

Zero Monitor Manufacturing / Production

Equipment monitoring (just watching the machines when they run) is a waste. If monitoring is performed to detect the production of defects equipment must be improved so that no defects are produced in the first place. If monitoring is performed to guard against raw material shortages, then the system must be improved to prevent this from happening.

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Key 8

Coupled Manufacturing/ Production

Coupled manufacturing is about methods to link processes in order to ensure a smooth, fast process flow where inventory levels are kept as low as possible. The aim of key 8 is the better linking of processes so as to improve process flow.

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Key 9

Maintaining Machines & Equipment

Key 9 focuses on improving effectiveness of the machines and equipment by involving the operators and users of the equipment on a daily basis and routinely carry out the necessary maintenance.

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Key 10

Workplace Discipline

Key 10 focuses on the creation of a positive atmosphere, maintaining a high level of commitment in the workplace, and respect amongst people. Attitudes that are promoted include adherence to values, organisation policies and rules, safety, Key 1 discipline, and time discipline.

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Key 11

Quality Assurance

Key 11 focuses on continuous quality improvement by establishing a quality focused workplace. The optimum goal is to achieve zero defects and non-conformances.

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Key 12

Developing your Suppliers

As a comprehensive system, 20keys addresses through key 12 the development of external suppliers and contractors as partners in the value chain. It introduces a formal method for managing and developing suppliers by setting their development strategy, service agreements and measurement of their performance. Same approach apply to internal suppliers too.

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Key 13

Eliminating Waste

Waste is anything that doesn’t add value. Key 13 focuses on time wastages in the workplace and increasing time spent on value adding tasks.

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Key 14

Empowering Employee to Make Improvements

Team empowerment is characterised by well-informed, multi-skilled team members that make initiative, are able to investigate problems and are authorised to make decisions and implement improvement.

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Key 15

Skill Versatility and Cross Training

20 Keys system value the organisation’s people and key 15 is about implementing learning and development as part of the business strategy. Employees become more valuable and enjoy greater job satisfaction. The 20 keys Skills Matrices applied to assess current skill levels and address skills gap within the teams.

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Key 16

Production Scheduling

Scheduling principles implemented include backwards reverse planning and scheduling. Finite scheduling, measurement at control points, load levelling, work tracking and visual management. It also addresses project management in terms of applying best practices and approaches as “Critical Chain Planning”

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Key 17

Efficiency Control

With Efficiency control, realistic and motivating throughput rates (output rates) are established for all processes and work, and performance is measured against targets to see how well a team is performing. The emphasis is on short interval control.

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Key 18

Using Information Systems

Everyone is trained to effectively use systems relevant to their workplaces, both in terms of day-to-day operations and as an enabler for continuous improvement. In order to do this, teams are supported in terms of training, solving soft and hardware technology problems, and receiving continuous education regarding the opportunities provided by information systems.

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Key 19

Conversing Energy and Materials

Energy saving technology are identified and implemented when dealing with this key. Making people at all levels aware of how they can help to save energy and materials, even in small ways contribute greatly towards helping the organisation becoming a lean, competitive market player.

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Key 20

Leading Technology / Site Technology

Leading technology refers to the equipment or hardware available to the company to design, build or produce products or services. Site technology is that set of sills and know how that a particular company has acquired as it develops its processes.

Site technology is an intangible asset that does not increase simply by the introduction of new equipment the critical aspect in Key 20 is to cope with the speed advancements in technology development.

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