Benchmarking Organisational Capability using The 20 Keys

• Dino Petrarolo Manufacturing Development Consultant, South African Breweries - Beer Division

DOI:

https://doi.org/10.7166/8-2-397

Abstract

Organisations have over the years implemented many improvement initiatives, many of which were applied individually with no real, lasting improvement. Approaches such as quality control, team activities, setup reduction and many more seldom changed the fundamental constitution or capability of an organisation. Leading companies in the world have come to realise that an integrated approach is required which focuses on improving more than one factor at the same time - by recognising the importance of synergy between different improvement efforts and the need for commitment at all levels of the company to achieve total system-wide improvement.

The 20 Keys approach offers a way to look at the strenqth of organisations and to systemically improve it, one step at a time by focusing on 20 different but interrelated aspects. One feature of the approach is the benchmarking system which forms the main focus of this paper. The benchmarking system is introduced as an important part of the 20 Keys philosophy in measuring organisational strength. Benchmarking results from selected South African companies are provided, as well as one company's results achieved through the adoption of the 20 Keys philosophy.