Evaluating the impact of TPM( Total Productive Maintenance) elements on a manufacturing process
- Authors: Kwaso, Mthetheleli Joseph
- Date: 2017
- Subjects: Manufacturing industries , Total productive maintenance , Industrial productivity
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/284770 , uj:30770
- Description: M.Phil. (Engineering Management) , Abstract: Most manufacturing processes are not cost effective when it comes to operation and support, this is due to low running capacities resulting in low productivity and elevated manufacturing costs. One of the contributing factors to this unwanted outcome is ineffective maintenance practices on the plant equipment. Maintenance practices play a vital role in ensuring that the plant is available to produce, safe to work in, produces products of the right quality, and is cost effective as costs associated with maintenance make-up a significant portion of the operating budget of companies in the manufacturing sector. A Variety of Process improvement tools exist, with each having a similar goal which is to improve the performance of the business. Total Productive Maintenance is more than a maintenance strategy, but a business improvement tool which companies can use to improve customer satisfaction, reliability and remain competitive. TPM is implemented through basic practices which are known as TPM elements or Pillars, and they are Housekeeping(5S), Autonomous Maintenance(AM), Kaizen, Planned Maintenance, Training, Office TPM, Safety Health and Environment. Companies from different parts of the world have been struggling for sometime to evolve the best possible strategy for the successful implementation of TPM. The purpose of this research is to help in understanding the impact of the TPM elements. This also aids in understanding the role played by each of the TPM elements on the performance of the facility as a whole. A South African manufacturing firm in the process of implementing TPM is studied, to assess the progress made during the implementation process and the learnings that come with it. Some TPM elements were practised in the manufacturing process before the implementation began, meaning TPM was implemented previously. Data is collected at the company being used as a case study before and after TPM implementation. This data is used to calculate the availability, performance efficiency, quality rate, and the overall equipment effectiveness (OEE). The OEE has improved since the implementation with its value consistently above 80%. An improvement in the OEE indicates the TPM pillars success in improving the business. For this happen the critical success factors for effective implementation of TPM must be taken into account...
- Full Text:
- Authors: Kwaso, Mthetheleli Joseph
- Date: 2017
- Subjects: Manufacturing industries , Total productive maintenance , Industrial productivity
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/284770 , uj:30770
- Description: M.Phil. (Engineering Management) , Abstract: Most manufacturing processes are not cost effective when it comes to operation and support, this is due to low running capacities resulting in low productivity and elevated manufacturing costs. One of the contributing factors to this unwanted outcome is ineffective maintenance practices on the plant equipment. Maintenance practices play a vital role in ensuring that the plant is available to produce, safe to work in, produces products of the right quality, and is cost effective as costs associated with maintenance make-up a significant portion of the operating budget of companies in the manufacturing sector. A Variety of Process improvement tools exist, with each having a similar goal which is to improve the performance of the business. Total Productive Maintenance is more than a maintenance strategy, but a business improvement tool which companies can use to improve customer satisfaction, reliability and remain competitive. TPM is implemented through basic practices which are known as TPM elements or Pillars, and they are Housekeeping(5S), Autonomous Maintenance(AM), Kaizen, Planned Maintenance, Training, Office TPM, Safety Health and Environment. Companies from different parts of the world have been struggling for sometime to evolve the best possible strategy for the successful implementation of TPM. The purpose of this research is to help in understanding the impact of the TPM elements. This also aids in understanding the role played by each of the TPM elements on the performance of the facility as a whole. A South African manufacturing firm in the process of implementing TPM is studied, to assess the progress made during the implementation process and the learnings that come with it. Some TPM elements were practised in the manufacturing process before the implementation began, meaning TPM was implemented previously. Data is collected at the company being used as a case study before and after TPM implementation. This data is used to calculate the availability, performance efficiency, quality rate, and the overall equipment effectiveness (OEE). The OEE has improved since the implementation with its value consistently above 80%. An improvement in the OEE indicates the TPM pillars success in improving the business. For this happen the critical success factors for effective implementation of TPM must be taken into account...
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Managing change during systems implementation at an engineering organization
- Authors: Fajandar, Imtiaz
- Date: 2017
- Subjects: Customer relations - Management , Organizational change - Management , Organizational change , Manufacturing industries
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/262940 , uj:27791
- Description: M.Ing. (Engineering Management) , Abstract: In recent years, organizational change and Customer Relationship Management implementation have become critical for organizations globally, due to the pressures of changing customer needs, competition rapidly increasing, technological developments, evolving work forces and new government regulations, despite records showing their high failure rates. Organizations have been forced to move from product orientated business strategies to customer focused business strategies. The ability to manage such organizational changes is important in facilitating the fruitful result of a CRM initiative. In descriptive case studies, an engineering company with a large market share and geographical monopoly was researched. Due to the challenges involved in facilitating a successful outcome in a CRM initiative, various elements will be considered from both an organizational change as well as CRM implementation point of view. This research will focus on the people aspect of change, including the influence of management support and customer focused cultures in organizations to successfully manage change in organizations. Despite literature showing CRM failure was high due to organizational change. This study utilized a case study research design. The research provides insight into change management practices as well as influential factors in managing change. By compiling a detailed literature review, the various factors evaluated show this can be possible, conclusions are generated and a number of recommendations provided.
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- Authors: Fajandar, Imtiaz
- Date: 2017
- Subjects: Customer relations - Management , Organizational change - Management , Organizational change , Manufacturing industries
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/262940 , uj:27791
- Description: M.Ing. (Engineering Management) , Abstract: In recent years, organizational change and Customer Relationship Management implementation have become critical for organizations globally, due to the pressures of changing customer needs, competition rapidly increasing, technological developments, evolving work forces and new government regulations, despite records showing their high failure rates. Organizations have been forced to move from product orientated business strategies to customer focused business strategies. The ability to manage such organizational changes is important in facilitating the fruitful result of a CRM initiative. In descriptive case studies, an engineering company with a large market share and geographical monopoly was researched. Due to the challenges involved in facilitating a successful outcome in a CRM initiative, various elements will be considered from both an organizational change as well as CRM implementation point of view. This research will focus on the people aspect of change, including the influence of management support and customer focused cultures in organizations to successfully manage change in organizations. Despite literature showing CRM failure was high due to organizational change. This study utilized a case study research design. The research provides insight into change management practices as well as influential factors in managing change. By compiling a detailed literature review, the various factors evaluated show this can be possible, conclusions are generated and a number of recommendations provided.
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Optimising maintenance inventories of a cement manufacturer
- Authors: Eloff, Morné
- Date: 2013-07-11
- Subjects: Manufacturing industries , Cement industries , Inventory control , AfriSam , Marketing channels , Business logistics , Logistics
- Type: Thesis
- Identifier: uj:7612 , http://hdl.handle.net/10210/8478
- Description: M.Com. (Business Management) , A key performance indicator of a cement manufacturer is that of its operating equipment efficiencies or OEE. The world-best standard for OEE of cement manufacturers is 85%, and this figure can only be achieved through very good maintenance practices and programmes combined with exceptional maintenance inventory levels and good maintenance inventory strategies. Maintenance inventory can be described as spares that support the manufacturing process, but that is not included in the final product. Like all types of inventory, maintenance inventory has a cost associated with carrying the inventory that can be calculated through applying the various carrying cost components associated with inventory. In a cement manufacturer this carrying cost figure can be excessively high as a result of the slow movement of major spare components that have to be held in inventory due to its critical importance to the manufacturing process. It is also evident that inventory levels in AfriSam are high. This may be due to the fact that management believe the best possible method to minimise the risk of production loss during a breakdown, is to increase maintenance inventory levels with no comparison to the costs associated with carrying the inventory. The chosen research problem is: “AfriSam (Pty) Ltd carries maintenance inventory worth millions of rands with slow movement of high value maintenance inventory sometimes in excess of 3 years. The cost of managing the inventory together with the carrying cost of the inventory has become a key focus point in the business and there is a need to find methods to optimise the inventory.”
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- Authors: Eloff, Morné
- Date: 2013-07-11
- Subjects: Manufacturing industries , Cement industries , Inventory control , AfriSam , Marketing channels , Business logistics , Logistics
- Type: Thesis
- Identifier: uj:7612 , http://hdl.handle.net/10210/8478
- Description: M.Com. (Business Management) , A key performance indicator of a cement manufacturer is that of its operating equipment efficiencies or OEE. The world-best standard for OEE of cement manufacturers is 85%, and this figure can only be achieved through very good maintenance practices and programmes combined with exceptional maintenance inventory levels and good maintenance inventory strategies. Maintenance inventory can be described as spares that support the manufacturing process, but that is not included in the final product. Like all types of inventory, maintenance inventory has a cost associated with carrying the inventory that can be calculated through applying the various carrying cost components associated with inventory. In a cement manufacturer this carrying cost figure can be excessively high as a result of the slow movement of major spare components that have to be held in inventory due to its critical importance to the manufacturing process. It is also evident that inventory levels in AfriSam are high. This may be due to the fact that management believe the best possible method to minimise the risk of production loss during a breakdown, is to increase maintenance inventory levels with no comparison to the costs associated with carrying the inventory. The chosen research problem is: “AfriSam (Pty) Ltd carries maintenance inventory worth millions of rands with slow movement of high value maintenance inventory sometimes in excess of 3 years. The cost of managing the inventory together with the carrying cost of the inventory has become a key focus point in the business and there is a need to find methods to optimise the inventory.”
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Implementation of CMMS software for a maintenance plan in a manufacturing industry
- Aniki, Abimbola O., Akinlabi, Esther Titilayo
- Authors: Aniki, Abimbola O. , Akinlabi, Esther Titilayo
- Date: 2013
- Subjects: Computerized Maintenance Management System , Manufacturing industries
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/368875 , uj:4877 , http://hdl.handle.net/10210/12590
- Description: This paper proposes an effective maintenance method by considering the implementation of the Computerized Maintenance Management System (CMMS) software to plan a maintenance activity in a manufacturing industry. Globally, maintenance is a very important activity in the manufacturing sector to prolong the life span of equipment and machinery; it is also applicable to all household items. It is obvious and well known that apart from giving long life to equipment, it reduces the substantial financial losses for repairs and save the production downtime. In some cases, appropriate maintenance of plant equipment and machinery reduces the tendencies of injuries to personnel in the job floor. But before the maintenance process can be carried out, proper and effective work order planning and scheduling must be in place in other to achieve the set goals and objectives of a maintenance shop. Brief reviews of common planning tools which include the Computerized Maintenance Management System (CMMS) are presented. An interesting outline of analyses on planning and scheduling for effective job planning in a typical manufacturing industry using the CMMS is also presented and discussed. Finally, the steps to adhere to in making job planning effective in a manufacturing industry are also highlighted.
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- Authors: Aniki, Abimbola O. , Akinlabi, Esther Titilayo
- Date: 2013
- Subjects: Computerized Maintenance Management System , Manufacturing industries
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/368875 , uj:4877 , http://hdl.handle.net/10210/12590
- Description: This paper proposes an effective maintenance method by considering the implementation of the Computerized Maintenance Management System (CMMS) software to plan a maintenance activity in a manufacturing industry. Globally, maintenance is a very important activity in the manufacturing sector to prolong the life span of equipment and machinery; it is also applicable to all household items. It is obvious and well known that apart from giving long life to equipment, it reduces the substantial financial losses for repairs and save the production downtime. In some cases, appropriate maintenance of plant equipment and machinery reduces the tendencies of injuries to personnel in the job floor. But before the maintenance process can be carried out, proper and effective work order planning and scheduling must be in place in other to achieve the set goals and objectives of a maintenance shop. Brief reviews of common planning tools which include the Computerized Maintenance Management System (CMMS) are presented. An interesting outline of analyses on planning and scheduling for effective job planning in a typical manufacturing industry using the CMMS is also presented and discussed. Finally, the steps to adhere to in making job planning effective in a manufacturing industry are also highlighted.
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Stakeholder involvement in corporate social responsibility at a South African manufacturing company
- Authors: Mudau, Rudzani
- Date: 2012-10-29
- Subjects: Social responsibility of business , Manufacturing industries
- Type: Mini-Dissertation
- Identifier: uj:10468 , http://hdl.handle.net/10210/7932
- Description: M.Comm. , The purpose of the present study was to explore the extent of key stakeholder engagement in Coca-Cola's corporate social responsibility (CSR) initiatives in South Africa, and to establish the stages at which stakeholders are practically involved in such CSR initiatives. This study focused on two types of populations. The first was an unknown number of industry experts in the Johannesburg area who provided information about how CSR stakeholders should be identified and involved in CSR initiatives. These experts were sampled through a purposive sampling approach, and ten participants were interviewed from this population. The second population comprised of 20 executives at Coca-Cola South Africa who have knowledge of the CSR activities of the company. For these executives, a convenience sampling technique was used, and a total of 15 participants were interviewed from this group. The current study utilised interview guides for data collection in both groups of participants. Data collection was conducted from April to August 2011. There was agreement amongst all participants that CSR should uplift communities while relationships are built with stakeholders. Regarding the selection of stakeholders, both groups of participants agreed that the relevance of stakeholders depends on the CSR initiative to be pursued. The findings of this study indicate that the stages at which identified stakeholders get involved in CSR initiatives depends on the CSR project to be undertaken. Participants from both groups indicated that hostility may result from not engaging with relevant stakeholders. This study recommends that the CSR policy at Coca-Cola be revised so that the engagement of relevant stakeholders is clearly articulated. Regarding future research, it is recommended that this study be replicated with corporations in a similar industry. In addition, it is recommended that future studies solicit the views of beneficiaries as well as those of the employees with regard to the identification and involvement of stakeholders.
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- Authors: Mudau, Rudzani
- Date: 2012-10-29
- Subjects: Social responsibility of business , Manufacturing industries
- Type: Mini-Dissertation
- Identifier: uj:10468 , http://hdl.handle.net/10210/7932
- Description: M.Comm. , The purpose of the present study was to explore the extent of key stakeholder engagement in Coca-Cola's corporate social responsibility (CSR) initiatives in South Africa, and to establish the stages at which stakeholders are practically involved in such CSR initiatives. This study focused on two types of populations. The first was an unknown number of industry experts in the Johannesburg area who provided information about how CSR stakeholders should be identified and involved in CSR initiatives. These experts were sampled through a purposive sampling approach, and ten participants were interviewed from this population. The second population comprised of 20 executives at Coca-Cola South Africa who have knowledge of the CSR activities of the company. For these executives, a convenience sampling technique was used, and a total of 15 participants were interviewed from this group. The current study utilised interview guides for data collection in both groups of participants. Data collection was conducted from April to August 2011. There was agreement amongst all participants that CSR should uplift communities while relationships are built with stakeholders. Regarding the selection of stakeholders, both groups of participants agreed that the relevance of stakeholders depends on the CSR initiative to be pursued. The findings of this study indicate that the stages at which identified stakeholders get involved in CSR initiatives depends on the CSR project to be undertaken. Participants from both groups indicated that hostility may result from not engaging with relevant stakeholders. This study recommends that the CSR policy at Coca-Cola be revised so that the engagement of relevant stakeholders is clearly articulated. Regarding future research, it is recommended that this study be replicated with corporations in a similar industry. In addition, it is recommended that future studies solicit the views of beneficiaries as well as those of the employees with regard to the identification and involvement of stakeholders.
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Fuzzy system dynamics simulation for manufacturing supply chain systems with uncertain demand
- Mutingi, M., Mbohwa, Charles
- Authors: Mutingi, M. , Mbohwa, Charles
- Date: 2012-07-16
- Subjects: Fuzzy systems , Supply chain management , Supply and demand , Manufacturing industries
- Type: Article
- Identifier: uj:5180 , http://hdl.handle.net/10210/14422
- Description: Real-world manufacturing supply chain systems are characterised by imprecise and dynamic factors. As a result, decision-making takes place in a complex, dynamic and fuzzy environment in which managerial goals and the impacts of possible actions are not precisely known. In a demand driven manufacturing supply chain system, the presence of a fuzzy demand is a serious cause for concern. The present study integrates fuzzy theory and system dynamics simulation to address the fuzzy and dynamic nature of demand-supply factors, from a systems perspective. A set of performance indices were defined to evaluate the system performance. Based on typical demand scenarios, comparative simulation experiments were conducted using the base scenario as a benchmark. The simulation results show the utility of the fuzzy system dynamics approach: (a) the approach represents the real-world picture of a supply chain with fuzzy demand, (b) the supply chain system performs better under dynamic fuzzy policies, and (c) computational “what-if analysis” showed that dynamic fuzzy-based policies are more robust than conventional crisp rules, even in turbulent demand situations. Further managerial insights and practical evaluations are provided in this study.
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- Authors: Mutingi, M. , Mbohwa, Charles
- Date: 2012-07-16
- Subjects: Fuzzy systems , Supply chain management , Supply and demand , Manufacturing industries
- Type: Article
- Identifier: uj:5180 , http://hdl.handle.net/10210/14422
- Description: Real-world manufacturing supply chain systems are characterised by imprecise and dynamic factors. As a result, decision-making takes place in a complex, dynamic and fuzzy environment in which managerial goals and the impacts of possible actions are not precisely known. In a demand driven manufacturing supply chain system, the presence of a fuzzy demand is a serious cause for concern. The present study integrates fuzzy theory and system dynamics simulation to address the fuzzy and dynamic nature of demand-supply factors, from a systems perspective. A set of performance indices were defined to evaluate the system performance. Based on typical demand scenarios, comparative simulation experiments were conducted using the base scenario as a benchmark. The simulation results show the utility of the fuzzy system dynamics approach: (a) the approach represents the real-world picture of a supply chain with fuzzy demand, (b) the supply chain system performs better under dynamic fuzzy policies, and (c) computational “what-if analysis” showed that dynamic fuzzy-based policies are more robust than conventional crisp rules, even in turbulent demand situations. Further managerial insights and practical evaluations are provided in this study.
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Developing workplace commitment of shop floor employees in a manufacturing environment
- Authors: Van Zyl, S.P.
- Date: 2012-06-05
- Subjects: Workplace commitment , Shop floor employees , Manufacturing industries , Employee loyalty , Employee empowerment
- Type: Mini-Dissertation
- Identifier: uj:2402 , http://hdl.handle.net/10210/4855
- Description: M. Comm. , Manufacturing organisations can gain a competitive advantage though involved and committed shop floor employees. King and Ehrhard (1997:140) indicate that organisations can be more effective through empowering employees. There are many initiatives and programmes to engage shop floor employees and improve their commitment. However, South African organisations underestimate the extent of “high value-added employee participation-orientated strategies” (Wood & Glaister, 2008:448). The historical relationship between management and shop floor employees in South Africa presents opportunity for improvements. These improvements can lead to competitive advantages in the market for the organisation and therefore improved business results. The following research problem is recognized. It appears that senior management in South African manufacturing companies do not engender workplace commitment in shop floor employees. There is therefore the need to understand the different drivers for successfully improving commitment of shop floor employees in a manufacturing environment.
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- Authors: Van Zyl, S.P.
- Date: 2012-06-05
- Subjects: Workplace commitment , Shop floor employees , Manufacturing industries , Employee loyalty , Employee empowerment
- Type: Mini-Dissertation
- Identifier: uj:2402 , http://hdl.handle.net/10210/4855
- Description: M. Comm. , Manufacturing organisations can gain a competitive advantage though involved and committed shop floor employees. King and Ehrhard (1997:140) indicate that organisations can be more effective through empowering employees. There are many initiatives and programmes to engage shop floor employees and improve their commitment. However, South African organisations underestimate the extent of “high value-added employee participation-orientated strategies” (Wood & Glaister, 2008:448). The historical relationship between management and shop floor employees in South Africa presents opportunity for improvements. These improvements can lead to competitive advantages in the market for the organisation and therefore improved business results. The following research problem is recognized. It appears that senior management in South African manufacturing companies do not engender workplace commitment in shop floor employees. There is therefore the need to understand the different drivers for successfully improving commitment of shop floor employees in a manufacturing environment.
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Planning and monitoring tool to control profitability in a manufacturing concern : a case study at C Chemicals
- Mhlanga, S., Dlamini, W., Mbohwa, Charles, Pretorius, J. H. C.
- Authors: Mhlanga, S. , Dlamini, W. , Mbohwa, Charles , Pretorius, J. H. C.
- Date: 2011-09-21
- Subjects: Manufacturing industries , Production planning , Theory of constraints (Management) , Linear programming
- Type: Article
- Identifier: uj:5168 , http://hdl.handle.net/10210/14409
- Description: The aim of this paper is to analyse the key profit drivers in a manufacturing concern, and develop a decision tool based on optimisation techniques. The aim is planning and managing these profit drivers so that the target revenue and profit are realised during an operating period. This was done through developing a forecasting tool based on Visual Basic that was used by the organisation to project the future demand of its products. This tool was linked to a database that had details on past product performance. Planning software was developed using linear programming, which identified the optimum product mix and the sales outlets locations to maximise revenue and profit
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- Authors: Mhlanga, S. , Dlamini, W. , Mbohwa, Charles , Pretorius, J. H. C.
- Date: 2011-09-21
- Subjects: Manufacturing industries , Production planning , Theory of constraints (Management) , Linear programming
- Type: Article
- Identifier: uj:5168 , http://hdl.handle.net/10210/14409
- Description: The aim of this paper is to analyse the key profit drivers in a manufacturing concern, and develop a decision tool based on optimisation techniques. The aim is planning and managing these profit drivers so that the target revenue and profit are realised during an operating period. This was done through developing a forecasting tool based on Visual Basic that was used by the organisation to project the future demand of its products. This tool was linked to a database that had details on past product performance. Planning software was developed using linear programming, which identified the optimum product mix and the sales outlets locations to maximise revenue and profit
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The impact of HIV/AIDS on the economic efficiency of the South African manufacturing industry
- Authors: Lubisi, Mmatshupetso Carrol
- Date: 2010-11-09T07:03:43Z
- Subjects: AIDS (Disease) and economy , Manufacturing industries
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/389316 , uj:6974 , http://hdl.handle.net/10210/3481
- Description: M.Comm. , The aim of this dissertation was to determine the economic impact of HIV/AIDS on the South African manufacturing industry. The research focused on the impact of HIV/AIDS on different efficiency categories, labour and production costs and competitiveness categories. The South African health sector, specifically the public health sector is under pressure in terms of funding, staff and infrastructure. This situation is putting pressure on the effective combat of HIV/AIDS in the country. The private health sector is more and more required to help to enhance the capacity of health services in South Africa. Firms are also required to make more health funding available to their employees and in some cases (such as the fight against HIV/AIDS) to supply health services within the organisation. HIV/AIDS is a serious illness that results in a situation where employees are not operating at their full potential. If left untreated it could have very negative impacts/effects not only for the employee but also for the efficiency and competitiveness of the firm. Firm are thus more and more forced on instituting effective HIV/AIDS programmes in the working place. The aim is to lessen the negative impact that HIV/AIDS might have on different efficiency levels, labour and production cost levels and on competitiveness in general. The results of the study indicated that HIV/AIDS have serious implications for firm-efficiency and firm-competitiveness. It was also learned from the results that bigger firms already have HIV/AIDS programmes in place in order to counter the negative impacts of HIV/AIDS in the working place.
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- Authors: Lubisi, Mmatshupetso Carrol
- Date: 2010-11-09T07:03:43Z
- Subjects: AIDS (Disease) and economy , Manufacturing industries
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/389316 , uj:6974 , http://hdl.handle.net/10210/3481
- Description: M.Comm. , The aim of this dissertation was to determine the economic impact of HIV/AIDS on the South African manufacturing industry. The research focused on the impact of HIV/AIDS on different efficiency categories, labour and production costs and competitiveness categories. The South African health sector, specifically the public health sector is under pressure in terms of funding, staff and infrastructure. This situation is putting pressure on the effective combat of HIV/AIDS in the country. The private health sector is more and more required to help to enhance the capacity of health services in South Africa. Firms are also required to make more health funding available to their employees and in some cases (such as the fight against HIV/AIDS) to supply health services within the organisation. HIV/AIDS is a serious illness that results in a situation where employees are not operating at their full potential. If left untreated it could have very negative impacts/effects not only for the employee but also for the efficiency and competitiveness of the firm. Firm are thus more and more forced on instituting effective HIV/AIDS programmes in the working place. The aim is to lessen the negative impact that HIV/AIDS might have on different efficiency levels, labour and production cost levels and on competitiveness in general. The results of the study indicated that HIV/AIDS have serious implications for firm-efficiency and firm-competitiveness. It was also learned from the results that bigger firms already have HIV/AIDS programmes in place in order to counter the negative impacts of HIV/AIDS in the working place.
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Critical success factors for the implementation of lean thinking in South African manufacturing organisations
- Authors: Vermaak, Theodorus Daniel
- Date: 2010-10-25T06:34:09Z
- Subjects: Organizational effectiveness , Organizational change , Industrial efficiency , Industrial management , Manufacturing industries
- Type: Thesis
- Identifier: uj:6938 , http://hdl.handle.net/10210/3448
- Description: D.Comm. , The point of departure of this study is that South African manufacturing organisations are far from being competitive in world-class terms, and that lean thinking has become a strategic necessity for many South African manufacturing organisations that want to compete successfully in today’s globalised economy which is characterised by fierce competition. However, even amongst the pioneers and advocates of lean thinking there is uncertainty as to the reasons why lean sometimes fail or do not achieve the same results as is the case at Toyota, the organisation that pioneered lean thinking as a business management strategy. Given the former stated problem the primary objective of this study is to identify the critical success factors for the successful implementation of lean thinking in South African manufacturing organisations. The literature study conducted identified the theoretical critical success factors, the independent variables in this study, as mindset and attitude; leadership; ordinary employees; strategic driver; basic stability; promotion office; lean tools and techniques; and integration. The indicators of lean thinking success, the dependent variables of this study, were identified as cost reduction and customer satisfaction. A convenient sample was used to collect primary data by means of a self developed questionnaire or measuring instrument. A factor analysis of the data yielded 5 critical success factors, which were labelled as philosophy and principles; people or soft issues; basic stability; strategic driver; and promotion office. The research further revealed that lean thinking has a very low success rate in South African manufacturing organisations (thereby justifying the reason for this study); that senior leadership has the biggest impact or influence on the sustainable success of lean thinking; and that trade unions are considered to have a limited positive impact on successful lean implementation. The emerged factors were interpreted and operationalised, and translated into practical recommendations for the successful implementation of lean thinking in South African manufacturing organisations. The most important recommendations relate to the role of people and leadership in a lean transformation; finding of an experienced facilitator; and lean thinking as a strategic driver. Recommendations for further research include the role of, and skills required by the human resources function and practitioners in a lean thinking organisation; and lean thinking training on tertiary level in South Africa. The study thus has theoretical, practical and methodological value for successful lean thinking implementation in South African manufacturing organisations.
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- Authors: Vermaak, Theodorus Daniel
- Date: 2010-10-25T06:34:09Z
- Subjects: Organizational effectiveness , Organizational change , Industrial efficiency , Industrial management , Manufacturing industries
- Type: Thesis
- Identifier: uj:6938 , http://hdl.handle.net/10210/3448
- Description: D.Comm. , The point of departure of this study is that South African manufacturing organisations are far from being competitive in world-class terms, and that lean thinking has become a strategic necessity for many South African manufacturing organisations that want to compete successfully in today’s globalised economy which is characterised by fierce competition. However, even amongst the pioneers and advocates of lean thinking there is uncertainty as to the reasons why lean sometimes fail or do not achieve the same results as is the case at Toyota, the organisation that pioneered lean thinking as a business management strategy. Given the former stated problem the primary objective of this study is to identify the critical success factors for the successful implementation of lean thinking in South African manufacturing organisations. The literature study conducted identified the theoretical critical success factors, the independent variables in this study, as mindset and attitude; leadership; ordinary employees; strategic driver; basic stability; promotion office; lean tools and techniques; and integration. The indicators of lean thinking success, the dependent variables of this study, were identified as cost reduction and customer satisfaction. A convenient sample was used to collect primary data by means of a self developed questionnaire or measuring instrument. A factor analysis of the data yielded 5 critical success factors, which were labelled as philosophy and principles; people or soft issues; basic stability; strategic driver; and promotion office. The research further revealed that lean thinking has a very low success rate in South African manufacturing organisations (thereby justifying the reason for this study); that senior leadership has the biggest impact or influence on the sustainable success of lean thinking; and that trade unions are considered to have a limited positive impact on successful lean implementation. The emerged factors were interpreted and operationalised, and translated into practical recommendations for the successful implementation of lean thinking in South African manufacturing organisations. The most important recommendations relate to the role of people and leadership in a lean transformation; finding of an experienced facilitator; and lean thinking as a strategic driver. Recommendations for further research include the role of, and skills required by the human resources function and practitioners in a lean thinking organisation; and lean thinking training on tertiary level in South Africa. The study thus has theoretical, practical and methodological value for successful lean thinking implementation in South African manufacturing organisations.
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An assessment of the Total Productive Manufacturing (TPM) concept in a South African manufacturing industry
- Authors: Kholopane, Pule Aaron
- Date: 2008-06-19T10:01:55Z
- Subjects: Manufacturing industries , Total productive maintenance , Industrial productivity
- Type: Thesis
- Identifier: uj:2985 , http://hdl.handle.net/10210/640
- Description: The global and competitive market environments have led to new challenges for both organizations and individuals in them. There has been a major change in the last twelve years since South Africa obtained independence in 1994 leading to internationalization of the economy, the increased use of technology and rapid and technological change. These changes influenced management practices forcing organizations to invest in production machines and other methods in order to stay ahead of their competitors. The importance of equipment is increasing in the advancing and demanding technological era in the South African context. Consequently, proper maintenance is required to keep equipment in top operational form. The objective is to reduce equipment breakdowns, increase equipment reliability and improve productivity.This will result in increased equipment utilization and life, reduced work stoppages and machine slowdowns, closer adherence to production and delivery schedules as well as increased employee morale. The Total Productive Manufacturing (TPM) concept addresses these goals. The aim of TPM is to keep the plant and equipment at its highest productive level through the cooperation of all areas of the organization. TPM is a partnership between maintenance and production organization to improve product quality, reduce waste, reduce manufacturing cost and increase equipment availability With the increase in the use of technology, and integrated human resources strategy should be introduced to cope with the dynamic needs of technology. One of the most important elements in this equation is the employees of an organization who will operate those machines. Less attention has, over the years, been afforded to these operators since emphasis has been on equipment and productivity. It is important to combine the human resource strategy with equipment utilization to make the manufacturing system efficient and effective. It has been proven that the skills, knowledge and experiences of operators have economic value in the market place and also potential value to an organization because they enable it to be productive and adaptable. A real world case study in the South African environment was carried out at a renowned manufacturing company in order to asses whether the combination of TPM and a human resource strategy can produce improved results. A survey was carried out on two sister companies located next to one another. It was observed that TPM had progressed significantly more in the one company that had better human resource systems than in the other that did not apply an effective human resource system. The main conclusion reached was that when human resource practices are applied properly in and integrated fashion, they will promote machine efficiency and hence increase the productivity of the company. The research highlights the type of human resource practice that needs to be applied to enable operators to be efficient and productive as part of the machine system in a South African context. , Professor L. Pretorius Professor A. Strauss
- Full Text:
- Authors: Kholopane, Pule Aaron
- Date: 2008-06-19T10:01:55Z
- Subjects: Manufacturing industries , Total productive maintenance , Industrial productivity
- Type: Thesis
- Identifier: uj:2985 , http://hdl.handle.net/10210/640
- Description: The global and competitive market environments have led to new challenges for both organizations and individuals in them. There has been a major change in the last twelve years since South Africa obtained independence in 1994 leading to internationalization of the economy, the increased use of technology and rapid and technological change. These changes influenced management practices forcing organizations to invest in production machines and other methods in order to stay ahead of their competitors. The importance of equipment is increasing in the advancing and demanding technological era in the South African context. Consequently, proper maintenance is required to keep equipment in top operational form. The objective is to reduce equipment breakdowns, increase equipment reliability and improve productivity.This will result in increased equipment utilization and life, reduced work stoppages and machine slowdowns, closer adherence to production and delivery schedules as well as increased employee morale. The Total Productive Manufacturing (TPM) concept addresses these goals. The aim of TPM is to keep the plant and equipment at its highest productive level through the cooperation of all areas of the organization. TPM is a partnership between maintenance and production organization to improve product quality, reduce waste, reduce manufacturing cost and increase equipment availability With the increase in the use of technology, and integrated human resources strategy should be introduced to cope with the dynamic needs of technology. One of the most important elements in this equation is the employees of an organization who will operate those machines. Less attention has, over the years, been afforded to these operators since emphasis has been on equipment and productivity. It is important to combine the human resource strategy with equipment utilization to make the manufacturing system efficient and effective. It has been proven that the skills, knowledge and experiences of operators have economic value in the market place and also potential value to an organization because they enable it to be productive and adaptable. A real world case study in the South African environment was carried out at a renowned manufacturing company in order to asses whether the combination of TPM and a human resource strategy can produce improved results. A survey was carried out on two sister companies located next to one another. It was observed that TPM had progressed significantly more in the one company that had better human resource systems than in the other that did not apply an effective human resource system. The main conclusion reached was that when human resource practices are applied properly in and integrated fashion, they will promote machine efficiency and hence increase the productivity of the company. The research highlights the type of human resource practice that needs to be applied to enable operators to be efficient and productive as part of the machine system in a South African context. , Professor L. Pretorius Professor A. Strauss
- Full Text:
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