An integrated process framework for engineering endeavours
- Authors: Erasmus, Jonnro
- Date: 2013-05-27
- Subjects: Engineering firms - Management , Project management , Strategic planning , Risk management
- Type: Mini-Dissertation
- Identifier: uj:7549 , http://hdl.handle.net/10210/8407
- Description: M.Ing. (Engineering Management) , With the exponential increase in the complexity of modern products, the enterprise which creates the product also increases in complexity. Projects to realise engineering products are often fraught with delays, budget overruns and unsatisfied clients. Such failures are often caused by any of the following factors: Lack of understanding and definition of the responsibilities of the parties involved; Lack of understanding of the challenges and planning to deal with those challenges; Lack of control of the input and output requirements, information and risks; Poor communication in the project team due to ambiguous and undefined technical terms; and Lack of work integration due to poor understanding of the different domains involved in the project. This dissertation sets about exploring the domains of systems engineering, project management and quality management, by extensively referencing industry standards and international good practice in the quest of unravelling conflicts and uncertainties. Selected concepts and business processes of each domain are studied to arrive at an understanding of the objectives and scopes of those processes. This understanding enables the integration of these business processes and concepts by utilising the widely-used plan-do-check-act (PDCA) cycle. The business processes of each domain are divided into the four PDCA quadrants and integrated models of those quadrants are presented. The four quadrants are synthesised into a single framework which shows the project management, quality management and systems engineering processes performed during a single project phase. This Engineering Management Framework may be tailored for the design and realisation of any complex product, given adequate planning, understanding of the challenges and knowledge of the subject matter.
- Full Text:
Applying customer relationship management principles in a sales-oriented engineering organisation
- Authors: Nhlengetwa, Linda K.
- Date: 2018
- Subjects: Engineering firms - Management , Engineering firms - Customer services , Engineering - Equipment and supplies - Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/393556 , uj:32565
- Description: M.Ing. (Engineering Management) , Abstract: The increasing levels of competition amongst organisations for customers has forced organisations to constantly adopt new strategies to acquire new customers and retain the existing customers. The strategies to acquire new customers, regain lost customers and retain existing customers, form part of customer relationship management. The study was conducted within the context of a company (Company X), part of a global organisation, operating as a sales unit in South Africa. Company X provides engineering products and services. Literature pertaining to customer relationship management assesses strategies within existing frameworks, such as knowledge management, project management and quality management systems, amongst others. Limited literature combines the success factors of customer relationship management within these frameworks. The purpose of this study was to identify common success factors of customer relationship management principles, enhance customer relationship management strategies in an organisation and to assess them within Company X. Eight critical success factors were identified for customer relationship management. The practice level of these factors was assessed within Company X. The success factors comprise, customer focus, knowledge management, department collaboration, management support, organisational commitment, information technology use for customer relationship management, organisational culture and organisational compatibility for customer relationship management. A survey research strategy was used as the data collection strategy. A questionnaire represented the data collection method. This study established that most customer relationship management success factors were applied within Company X. Factors needing improvement were identified. More specifically, department collaboration indicated to be the least practised success factor within Company X. The study provided a basis from which organisations in a customer centric environment can assess their level of application of customer relationship management success factors. The study established strategies that can be used to enhance the application level of customer relationship management success factors.
- Full Text: