1. 20 Keys Benchmarking and Mobilisation
When all employees are aware of the company’s position in relation to world best practices, a true feeling of competition is developed on every level and everyone becomes aligned in their efforts to improve.
Prof Iwao Kobayashi

2. 20 Keys Relations Diagram
Cleaning & Organising
Key 2:
Rationalising the System / Goal
Alignment
Key 3: Small Group Activities
Key 4: Reducing Work-in-Process
Key 5: Quick Changeover Technology
Key 6: Kaizen of Operations
Key 7:
Zero Monitor Manufacturing
/Production
Key 8:
Coupled Manufacturing
Key 9:
Maintaining Machines &
Equipment
Key 10:
Workplace Discipline
Key 11: Quality Assurance
Key 12: Developing Your Suppliers
Key 13: Eliminating Waste
Key 14: Empowering Employees to
Make Improvements
Key 15: Skill Versatility and Cross
Training
Key 16: Production Scheduling
Key 17: Efficiency Control
Key 18: Using Information Systems
Key 19: Conserving Energy & Materials
Key 20: Using Technology for Strategic
Advantage

3. 20 Keys Goal Configuration1
Cleaning and Organising 2
Rationalising the System / Goal Alignment 3
Small Group Activities
Energise
Workplace 10
Workplace Discipline 7
Zero Monitor Production 9
Maintaining Machines and Equipment 11
Quality Assurance 12
Developing Suppliers
Quality
Improvement 15
Skill Versatility and Cross-Training 13
Eliminating Waste 14
Empowering Employees to Make Improvements 6
Kaizen of Operations 17
Efficiency Control
Cost
Reduction
(Productivity
Improvement) 19
Conserving Energy and Materials 5
Quick Changeover Technology 4
Reducing Inventory 16
Production Scheduling
Process Flow
Improvement /
WIP Reduction
/ Faster
Delivery 8
Coupled Production 18
Using Microprocessors
Technology
Development 20
Using Technology for Strategic Advantage
M&S Q C D T

4. 20 Keys Benchmark Levels 5 4 3 2 1 The lowest level World No. 1
in the world
World No. 1 5 4 3 2 1

5. 5-Point Organisational Benchmarking Evaluation System

6. 20 Keys Implementation Stages

7. Stages of Implementation
Growth and Expansion
Institutionalization & Stabilisation
Promotion & Wider Application
Integrated
Implementation
Stage 1
Preparation & Introduction

8. Stages of Implementation - Detail
Focus:
Challenge for undisputed marketing leadership, international silver (and gold) award and trebling of productivity
Stage 2
Stage 3
Stage 4
Stage 5
Growth and Expansion
Institutionalization & Stabilisation
Promotion & Wider Application
Integrated
Implementation
Stage 1
Preparation & Introduction
Focus:
Sustained performance and doubling of productivity. Challenge for international bronze award
Focus:
Realising results through more intensive application also in suppliers
Focus:
Realising results through synergies between the Keys
Focus:
Understanding and buy-in and single focus implementation

9. The 20 Keys Radar Chart Gap Analysis 20 Keys Benchmarking Company 1 54 3 2 1 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Feb
Aug
Aug
3rd Year
Gap Analysis 20 Keys Benchmarking
Company

10. 20 Keys Goal Achievement Matrix
Workplace Discipline

11. 20 Keys Overall Development Process
4Ss Level 3
Workplace
4Ss Level 3.5
BRONZE
AWARD
4Ss Level 4
SILVER
4Ss Level 4.5
GOLD
Factory
100 Points on "4Ss Checksheet"
At least level 3.9 in the other 19 Keys
(4S is complete, so operators can start
operation empty handed.)
Colour evaluation is not red for more
than two consecutive months
Kaizen flow is complete )
Over 85 points on "4Ss Checksheet"
All desks are "Model Desks"
Over 55% "Single File"
Control Board is in "Store"
Over 70 Points on : 4Ss
Checksheet"
Authorised "Model Desk"
Authorised Over 10% of
"Single File" or "Single
Changeover"
"Store" has been made
Over 75 Points on 20 Keys
Evaluation Score
Stable Level 3.5 +
Triple Productivity
Defect Rate is less than
1/10
Work in Process is less
than 1/4
Colour evaluation is all
green
Coupled Manufacturing
complete
Management Matrix is
used
Completion of constitution
to quickly respond to
changes
Over 85% on 20 Keys
questionnaire survey
Over 65 Points on 20 Keys Evaluation
Score
Stable Level 3+
Double Productivity
Defect rate becomes less than 1/5
Work in Process reduced to less than 1 /2
Over 95% on Colour Evaluation is Green
Convergence of Top-down and Bottom up
20 Keys Questionnaire survey utilised
BRONZE AWARD
SILVER AWARD

12. 20 Keys Action Plan Format

13. “The only sustainable competitive advantage comes from learning faster than your competitors”
John Keane
(Financial Times Survey of Knowledge Management
28th April 1999)

14. The Learning & Improvement Cycle
Plan Do
Check
Analyse OR
Check
Analyse
Plan Do

15. Says Jack Welch, Chairman & CEO of General Electric
“The companies that find a way to engage every mind - harness every volt of passionate energy, bring excitement to the lives of the people, motivate people to come to work in search of a better way - every day - will be the companies that will win.”

16. Says Gianni Ravazotti, Chairman of Ceramic Industries
“As managers we must encourage & challenge all our people to constantly develop & improve. Then we shall see energised, productive, competitive & profitable companies that just keep on growing!”

17. 20 Keys & the Strategy of the Organisation

18. 20 Keys - Aims & Objectives
Created to:
Achieve the strategic goals of the business
Improve the speed of learning and innovation of the business and improve the productivity and flexibility of the organisation to adapt more readily to changing market requirements
Eliminate all forms of waste (non value adding activities) to improve customer satisfaction and market share by making products and services better, faster and cheaper
Energise and motivate employees to work towards achievement of the goals of the business
Improve competitiveness, profitability and long term sustainable business success

19. The 20 Keys Programme
Comprises 20 very practical and synergistically integrated key methods required to strengthen the organisation's delivery system focussing on making products and services better, faster and cheaper
Utilises visual descriptions (and checksheets) to:
Benchmark the organisation against best practices in the world
Compare units within a group
Recognises and respects what the organisation has achieved to date
Develops stretch goals by creating an image throughout the organisation of what can be achieved
Builds the skills of everyone to participate in the improvement process
Involves all employees in the accomplishment of the superordinate goal – achieving an international bronze award and improving the 20 Keys score by at least 20 points in four years to:
Double productivity
Reduce defects by 80%
Reduce work in process by 50%
Successful in many cultures across the world

20. Multi Skilling / Learning
20 Keys – A Solar System
20 Keys
Kaizen / Innovation
Teamwork
Lean Production
Multi Skilling / Learning
BPR
New Technology
TQM / EFQM
Supplier Development
Balanced Scorecard
Leadership

21. Understanding & Conviction
Understanding alone is not enough to get people moving - understanding by itself will never get things put into practical operation
Understanding is a function of reason, whereas conviction is an emotion
Only understanding and conviction will ensure success
Shigeo Shingo

22. 20 Keys Implementation – Critical Factors
PDCA
Capability to manage the 20 Keys
LEARNING & IMPROVEMENT SYSTEM
CONVICTION
and belief that the 20 Keys Programme will deliver results  = x
UNDERSTANDING
and application of the Keys x
SUCCESS

23. 20 Keys – Case Study Results

24. Nichero Foods Implementation Case Study

25. 20 Keys Stage 1 – Training Alternatives

26. Recognition of Achievement & Celebration of Success
Recognition of achievements and improvements, however small, is at the core of energising the workplace through the 20 Keys.
Hence the celebration of successes being critical. These celebrations can take many forms. Some of the more important ones are:
Monthly 20 Keys days where 2 or more teams present short case studies and key leaders present progress reports (and complete the colour goal achievement matrix)
Senior managers visiting workplaces and congratulating teams and individuals on improvements (catch people doing things better!)
Six-monthly multi-level progress review and planning meetings
Presentation of case studies at annual 20 Keys conferences which could be in company, in group or in national or international events.

27. 20 Keys Action Plan Responsibility
Level of Action Planning
KEYS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
A: Senior
Management
B: Middle
C: Supervisor / Team Leader
The above chart is a generalization and the facilitator must allow for flexibility. The actual level of planning depends on the size of sections; the number of people available for implementation and follow up; the level of supervisory skill; etc. The content and level of the action plan will also vary from year to year. For example, if WIP reduction was a theme for the first year, and as a result thereof WIP within work groups was reduced, and we find there is still a lot of WIP between groups, then the focus of WIP reduction in the second year will be placed at a higher level.

28. The Purpose of Multi-Level Meetings
They are used to :
Energise the organisation
Visualise and strengthen the leadership of the organisation
Open up communication channels between levels and departments
Facilitate and speed up training in the 20 Keys and other strategic priorities
Plan implementation of the 20 Keys and other strategic priorities
Ensure proper follow-up and replanning.

30. The are Totally in Tune with the Requirements of Globalization
It is a transparent system that connects, involves and energizes everybody in the business to produce and provide products and services flexibly according to market requirements:
Better
Faster
Cheaper

31. Achieve the strategic goals of the business
The 20 Keys Programme was created to:
Achieve the strategic goals of the business
Improve the speed of learning and innovation of the organisation – the organisation constitution
Improve customer satisfaction and market share through better, faster and cheaper services and products
Energise and motivate employees
Improve competition, profitability and sustainable business success