An alternative approach to the attainment of sustained process improvement in information technology driven infrastructures subjected to forced interventions
- Authors: Watkins, J. A.
- Date: 2012-08-28
- Subjects: Reengineering (Management) , Organizational change - Management. , Affirmative action programs. , Information technology - Management.
- Type: Thesis
- Identifier: uj:3319 , http://hdl.handle.net/10210/6721
- Description: D.Litt et Phil. , Dynamic organisations with information technology driven infrastructures are invariably in a state of change, which can be attributed to a multitude of planned (as opposed to forced) interventions. Planned interventions can vary greatly in format and the following serves as examples: • Change required as a result of a new management structure being introduced. • New systems or technology being implemented. • Processes being improved or changed. • New corporate cultures being established. • Changing market focus. • Business Process Reengineering initiatives. Business process reengineering flowing from a planned intervention would normally culminate in a requirement for a further planned intervention in the form of change management to be implemented. This is required to not only ensure that end to end processes are established to ultimately culminate in sustained process improvement and competitive advantage, but also that the impact of such process changes map to the subsequent cultural and organisational change requirements. Should these entities however be undertaken against the background of a forced intervention, a new approach is required to ensure that not only processes are catered for, but also include behavioural and organisational considerations. Research hypothesis validation was conducted in two organisations of which one served as a Control Group, while the other organisation was split to form two separate and distinct research groups. Into the first research group of the latter organisation (Experimental Group B), the Transformation Process model, which forms the focus of this thesis was introduced to facilitate the implementation of business process reengineering and change management as planned interventions and affirmative action as the forced intervention. In terms of the methodology of the Transformation Process model, any process entity is required to be infused and mapped to a change entity and thereafter superimposed onto the applicable forced intervention in symbiotic unison to test the hypothesis. Into the second research group (Experimental Group A) the same interventions were implemented as in the case of Experimental Group B, however not in terms of the Transformation Process model, but in the traditional way whereby process change was followed by organisational change the latter, which included the forced intervention.
- Full Text:
- Authors: Watkins, J. A.
- Date: 2012-08-28
- Subjects: Reengineering (Management) , Organizational change - Management. , Affirmative action programs. , Information technology - Management.
- Type: Thesis
- Identifier: uj:3319 , http://hdl.handle.net/10210/6721
- Description: D.Litt et Phil. , Dynamic organisations with information technology driven infrastructures are invariably in a state of change, which can be attributed to a multitude of planned (as opposed to forced) interventions. Planned interventions can vary greatly in format and the following serves as examples: • Change required as a result of a new management structure being introduced. • New systems or technology being implemented. • Processes being improved or changed. • New corporate cultures being established. • Changing market focus. • Business Process Reengineering initiatives. Business process reengineering flowing from a planned intervention would normally culminate in a requirement for a further planned intervention in the form of change management to be implemented. This is required to not only ensure that end to end processes are established to ultimately culminate in sustained process improvement and competitive advantage, but also that the impact of such process changes map to the subsequent cultural and organisational change requirements. Should these entities however be undertaken against the background of a forced intervention, a new approach is required to ensure that not only processes are catered for, but also include behavioural and organisational considerations. Research hypothesis validation was conducted in two organisations of which one served as a Control Group, while the other organisation was split to form two separate and distinct research groups. Into the first research group of the latter organisation (Experimental Group B), the Transformation Process model, which forms the focus of this thesis was introduced to facilitate the implementation of business process reengineering and change management as planned interventions and affirmative action as the forced intervention. In terms of the methodology of the Transformation Process model, any process entity is required to be infused and mapped to a change entity and thereafter superimposed onto the applicable forced intervention in symbiotic unison to test the hypothesis. Into the second research group (Experimental Group A) the same interventions were implemented as in the case of Experimental Group B, however not in terms of the Transformation Process model, but in the traditional way whereby process change was followed by organisational change the latter, which included the forced intervention.
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Herkonfigurering : struikelblokke en riglyne vir praktiese toepassing
- Authors: Van Wyk, W. P. J.
- Date: 2015-10-29
- Subjects: Reengineering (Management)
- Type: Thesis
- Identifier: uj:14493 , http://hdl.handle.net/10210/15014
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
- Authors: Van Wyk, W. P. J.
- Date: 2015-10-29
- Subjects: Reengineering (Management)
- Type: Thesis
- Identifier: uj:14493 , http://hdl.handle.net/10210/15014
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
Creating tomorrow's financial services organisations : unlocking the business benefits for total customer satisfaction
- Authors: Swart, Jacques Matthew
- Date: 2012-08-14
- Subjects: Financial services industry - Customer services , Reengineering (Management) , Information technology - Management
- Type: Thesis
- Identifier: uj:9233 , http://hdl.handle.net/10210/5681
- Description: M.Comm. , The aim of this study is to consider how to create tomorrow's financial services organisations. Information technology and business reengineering are important within financial services organisations and have a prominent role to play in using the long-term viability of the organisation. Customers' interaction with a new technology environment has resulted in higher levels of customer satisfaction with a corresponding demand for customised and specialised services instead of traditional standardised banking services. The constant challenge of all banks, however, should be to keep abreast of change by translating business intelligence into innovative strategies. Customer's demands will dictate the new wave of banking for years to come. Ultimately, the change will come in whatever form the market and consumers demand. Business success therefore depends not only on the development of an excellent strategy but also on its effective execution. With the best will in the world, companies can develop a convincing strategy to take business forward, provide excellent products and expand the customer base. Unless companies have the appropriate supporting cultural and technological skills to enable rapid and efficient response to customers' needs, they will undoubtedly fail. Another aspect that is discussed in the thesis is the close interrelationship between marketing and business requirements in product innovation within the banking industry, specific to customer demands. The objective of this study is to give an insight into better-informed decisionmaking and the important role that business process re-engineering can play as an overall strategic resource in financial services companies to gain a competitive advantage. The efficient and effective use of information as a strategic resource in a financial services company is becoming more and more important. The real competition is for market share and trying to satisfy the needs of customers. Finally, the aim of this study is to address the importance of how to obtain a better return on information, for managers to make informed decisions that are better, quicker, more accurate and timely.
- Full Text:
- Authors: Swart, Jacques Matthew
- Date: 2012-08-14
- Subjects: Financial services industry - Customer services , Reengineering (Management) , Information technology - Management
- Type: Thesis
- Identifier: uj:9233 , http://hdl.handle.net/10210/5681
- Description: M.Comm. , The aim of this study is to consider how to create tomorrow's financial services organisations. Information technology and business reengineering are important within financial services organisations and have a prominent role to play in using the long-term viability of the organisation. Customers' interaction with a new technology environment has resulted in higher levels of customer satisfaction with a corresponding demand for customised and specialised services instead of traditional standardised banking services. The constant challenge of all banks, however, should be to keep abreast of change by translating business intelligence into innovative strategies. Customer's demands will dictate the new wave of banking for years to come. Ultimately, the change will come in whatever form the market and consumers demand. Business success therefore depends not only on the development of an excellent strategy but also on its effective execution. With the best will in the world, companies can develop a convincing strategy to take business forward, provide excellent products and expand the customer base. Unless companies have the appropriate supporting cultural and technological skills to enable rapid and efficient response to customers' needs, they will undoubtedly fail. Another aspect that is discussed in the thesis is the close interrelationship between marketing and business requirements in product innovation within the banking industry, specific to customer demands. The objective of this study is to give an insight into better-informed decisionmaking and the important role that business process re-engineering can play as an overall strategic resource in financial services companies to gain a competitive advantage. The efficient and effective use of information as a strategic resource in a financial services company is becoming more and more important. The real competition is for market share and trying to satisfy the needs of customers. Finally, the aim of this study is to address the importance of how to obtain a better return on information, for managers to make informed decisions that are better, quicker, more accurate and timely.
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Die bestuur van verandering deur middel van besigheidsproses-herkonfigurering
- Authors: Steyn, L.
- Date: 2012-09-05
- Subjects: Reengineering (Management) , Organizational change - Management
- Type: Thesis
- Identifier: uj:9625 , http://hdl.handle.net/10210/7044
- Description: M.Comm. , Business process reengineering seeks radical rather than merely continuous improvement. escalates the efforts of just-in-time and total quality management to aUkI e process orientation a strategic tool and a core co petence of the organisation. Business process reengineering concentrates on core business processes. To quote Michael ammer, "The job of business reengineering is to rip the guts out of an organisation and reassemble them in the context of today's changing business worl 99 (An ews, 1994:1). Correctly implemented, business process reengineering should considerably improve profits, as well as strengthen and revitalise an organisation. Business process ree gineering is the fundamental) re-design of business processes to achieve dramatic improvement. Reengineering is about finding or inventing better ways to give customers what they want while simultaneously achieving huge gains in performance and productivity. The focus is on finding the best, most effacient way to deliver to customers what they want - and this focus lands squarely on core processes. Core processes create a product or service of value to external customers d are a key source of competitive advantage. Reaping the benefits of massive reengineering efforts are not easy. Successfully challenging and changing existing paradigms take skilful leadership which focuses on two entwined aspects of reengineering - the technical side and the human side. The technical side addresses the steps to reinvent the process. The human side addresses the creation of an organisation in which the reinvented process ca i thrive. ecause of the drastic nature of change in reengineering efforts, the human side is particularly important. A successful reengineering project requires the perfect marriage of the technical and the human elements. this study, the concept of business process reengineering, with reference to the different stages and the human side of the process, are dealt with
- Full Text:
- Authors: Steyn, L.
- Date: 2012-09-05
- Subjects: Reengineering (Management) , Organizational change - Management
- Type: Thesis
- Identifier: uj:9625 , http://hdl.handle.net/10210/7044
- Description: M.Comm. , Business process reengineering seeks radical rather than merely continuous improvement. escalates the efforts of just-in-time and total quality management to aUkI e process orientation a strategic tool and a core co petence of the organisation. Business process reengineering concentrates on core business processes. To quote Michael ammer, "The job of business reengineering is to rip the guts out of an organisation and reassemble them in the context of today's changing business worl 99 (An ews, 1994:1). Correctly implemented, business process reengineering should considerably improve profits, as well as strengthen and revitalise an organisation. Business process ree gineering is the fundamental) re-design of business processes to achieve dramatic improvement. Reengineering is about finding or inventing better ways to give customers what they want while simultaneously achieving huge gains in performance and productivity. The focus is on finding the best, most effacient way to deliver to customers what they want - and this focus lands squarely on core processes. Core processes create a product or service of value to external customers d are a key source of competitive advantage. Reaping the benefits of massive reengineering efforts are not easy. Successfully challenging and changing existing paradigms take skilful leadership which focuses on two entwined aspects of reengineering - the technical side and the human side. The technical side addresses the steps to reinvent the process. The human side addresses the creation of an organisation in which the reinvented process ca i thrive. ecause of the drastic nature of change in reengineering efforts, the human side is particularly important. A successful reengineering project requires the perfect marriage of the technical and the human elements. this study, the concept of business process reengineering, with reference to the different stages and the human side of the process, are dealt with
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A framework for assessing enterprise resource planning systems.
- Authors: Steyn, Etienne Ashley
- Date: 2008-04-24T12:37:11Z
- Subjects: Reengineering (Management) , Project management , Business planning
- Type: Thesis
- Identifier: uj:6727 , http://hdl.handle.net/10210/312
- Description: The aim of this study is to understand the definition of Enterprise Resource Planning Systems (ERP), explore the most distinct phases and steps used during the implementation life cycle and the different elements of project management. All the fundamental concepts are evaluated during the various stages of the implementation and there is a highlighted detailed discussion on the implementation life cycle or the phases that a project needs to go through. This content will concentrate on providing an overall understanding of ERP systems, the benefits that a company can achieve by implementing an ERP system, a clear understanding of the role and use of these systems and an understanding of the various approaches to implement ERP systems. Before the start of any implementation or engagement a clear understanding of the approach or the order of the implementation steps needs to be understood. This allows transparency and provides the entity, that is about to implement the ERP system a clear framework description of the steps in the implementation process towards a successful ERP implementation. The methodology that would be under the magnifying glass is one from SAP known as the Accelerated ASAP methodology. This methodology is usually customized by all the different implementers or consulting houses. However there would be specific reference made to the ASAP implementation methodology steps. The successful implementation by using structured project management methodologies and reporting has become increasingly important and implementers always strive to refine and make changes to the standard methodology to fit to the needs of the implementation at hand. These elements where changes are made will be highlighted and discussed. The assessment of the ERP system can be done from various perspectives and at different stages both during and after the implementation has been completed. There should be a clear understanding with regards to when the effectiveness of the system is being judged. The assessment for this study will be conducted from both the process owners as well as the consultants doing the actual implementation during the different stages of the implementation and after the implementation. The focus will be on actual benefits and successes instead of costs involved with the implementation of the ERP Systems. Benefits will be discussed from an operational, strategic, infrastructure, managerial and organizational level. ERP project implementations yield substantial benefits to the entities that adopt them and these benefits will clearly be indicated. , Mr. Cor Scheepers
- Full Text:
- Authors: Steyn, Etienne Ashley
- Date: 2008-04-24T12:37:11Z
- Subjects: Reengineering (Management) , Project management , Business planning
- Type: Thesis
- Identifier: uj:6727 , http://hdl.handle.net/10210/312
- Description: The aim of this study is to understand the definition of Enterprise Resource Planning Systems (ERP), explore the most distinct phases and steps used during the implementation life cycle and the different elements of project management. All the fundamental concepts are evaluated during the various stages of the implementation and there is a highlighted detailed discussion on the implementation life cycle or the phases that a project needs to go through. This content will concentrate on providing an overall understanding of ERP systems, the benefits that a company can achieve by implementing an ERP system, a clear understanding of the role and use of these systems and an understanding of the various approaches to implement ERP systems. Before the start of any implementation or engagement a clear understanding of the approach or the order of the implementation steps needs to be understood. This allows transparency and provides the entity, that is about to implement the ERP system a clear framework description of the steps in the implementation process towards a successful ERP implementation. The methodology that would be under the magnifying glass is one from SAP known as the Accelerated ASAP methodology. This methodology is usually customized by all the different implementers or consulting houses. However there would be specific reference made to the ASAP implementation methodology steps. The successful implementation by using structured project management methodologies and reporting has become increasingly important and implementers always strive to refine and make changes to the standard methodology to fit to the needs of the implementation at hand. These elements where changes are made will be highlighted and discussed. The assessment of the ERP system can be done from various perspectives and at different stages both during and after the implementation has been completed. There should be a clear understanding with regards to when the effectiveness of the system is being judged. The assessment for this study will be conducted from both the process owners as well as the consultants doing the actual implementation during the different stages of the implementation and after the implementation. The focus will be on actual benefits and successes instead of costs involved with the implementation of the ERP Systems. Benefits will be discussed from an operational, strategic, infrastructure, managerial and organizational level. ERP project implementations yield substantial benefits to the entities that adopt them and these benefits will clearly be indicated. , Mr. Cor Scheepers
- Full Text:
How business process engineering can contribute to a sustainable business environment
- Authors: Sephoti, Omphemetse
- Date: 2014-01-14
- Subjects: Business process engineering , Reengineering (Management) , Organizational effectiveness , Strategic planning
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/368385 , uj:7892 , http://hdl.handle.net/10210/8783
- Description: M.Phil. (Engineering Management) , “Business Process Engineering has now become the most important trend in modern businesses. It is often dressed up as many other things, but in the end, how the business delivers value is dependent on the operational effectiveness of its processes” [8]. It is important to understand the benefits that business process engineering will provide in allowing business to be effective through its processes. The benefit needs to be quite evident for a long period of time, while business displays the signs of sustainable growth. I conduct this research to see how the two concepts, which are business process engineering, align in ensuring that business carries on offering the relevant offering to the customer. The approach I used in this research was firstly through understanding what the literature on business process engineering and sustainability entail in order to establish alignment. I therefore formulated a research question based on the variables that were derived from the literature review. These variables are both from business process engineering and sustainability. I further on conducted surveys, interviews with the relevant subject matter experts as well as other business owners. What emanated from the research was that there is a close correlation between the two concepts. It was also learned from the survey and interviews that organisations are so much in favour of sustainable solutions, however the challenge is always on what tools to use, how to use the tools effectively as well as benefit measurement of process engineering interventions. The survey results and the interviews showed that even though organisations think of sustainable solutions, it still seems that there is always an opportunity to implement quick wins that in most cases do not align to the long term goal of creating a sustainable growth of business. This research is important, as it tries to indicate the importance of aligning business process engineering projects to the vision and strategy of the organisation. This approach will ensure that the time and cost invested in executing the strategic and business as usual projects will produce good returns in terms of company performance.
- Full Text:
- Authors: Sephoti, Omphemetse
- Date: 2014-01-14
- Subjects: Business process engineering , Reengineering (Management) , Organizational effectiveness , Strategic planning
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/368385 , uj:7892 , http://hdl.handle.net/10210/8783
- Description: M.Phil. (Engineering Management) , “Business Process Engineering has now become the most important trend in modern businesses. It is often dressed up as many other things, but in the end, how the business delivers value is dependent on the operational effectiveness of its processes” [8]. It is important to understand the benefits that business process engineering will provide in allowing business to be effective through its processes. The benefit needs to be quite evident for a long period of time, while business displays the signs of sustainable growth. I conduct this research to see how the two concepts, which are business process engineering, align in ensuring that business carries on offering the relevant offering to the customer. The approach I used in this research was firstly through understanding what the literature on business process engineering and sustainability entail in order to establish alignment. I therefore formulated a research question based on the variables that were derived from the literature review. These variables are both from business process engineering and sustainability. I further on conducted surveys, interviews with the relevant subject matter experts as well as other business owners. What emanated from the research was that there is a close correlation between the two concepts. It was also learned from the survey and interviews that organisations are so much in favour of sustainable solutions, however the challenge is always on what tools to use, how to use the tools effectively as well as benefit measurement of process engineering interventions. The survey results and the interviews showed that even though organisations think of sustainable solutions, it still seems that there is always an opportunity to implement quick wins that in most cases do not align to the long term goal of creating a sustainable growth of business. This research is important, as it tries to indicate the importance of aligning business process engineering projects to the vision and strategy of the organisation. This approach will ensure that the time and cost invested in executing the strategic and business as usual projects will produce good returns in terms of company performance.
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The state of business process management in South African companies today
- Authors: Sello, Isaac Thabiso
- Date: 2013-04-11
- Subjects: Business process management , Industrial management , Reengineering (Management) , Organizational change , Benchmarking (Management)
- Type: Mini-Dissertation
- Identifier: uj:7446 , http://hdl.handle.net/10210/8306
- Description: M.Phil. (Engineering Management) , The principle aim of this study is to investigate the state of Business Process Management (BPM) in South African industrial organisations. The researcher as a Business Process Engineer dedicated to performance improvement through process innovation and change management principles, conducted a field research project studying the application of process management in South African companies. This survey summarises information provided by 348 respondents working in large, medium, and small companies, representing a broad cross section of industries in South Africa. Given the size and diversity of the respondents, the researcher believes that this is the most comprehensive and representative overview of: • How organisations understand BPM; • How was BPM spending in 2011; • What BPM activities companies are currently engaged in; and • What BPM activities companies are planning for the future? The researcher hopes the information provided in this survey report will provide readers with insight into the kinds of BPM development efforts currently underway and how their company’s BPM efforts compare to the overall market. Finally, the researcher hopes this survey report will provide BPM practitioners with insights that will suggest new ideas for future developments in their organisations. Research results shows that South African organisations are as likely to be pursuing business process redesign or considering the use of BPM Systems. Some industries are absolutely doing more than others, just as large companies are more likely to be undertaking large projects, but companies in all industries and companies of all different size are engaged in BPM work.
- Full Text:
- Authors: Sello, Isaac Thabiso
- Date: 2013-04-11
- Subjects: Business process management , Industrial management , Reengineering (Management) , Organizational change , Benchmarking (Management)
- Type: Mini-Dissertation
- Identifier: uj:7446 , http://hdl.handle.net/10210/8306
- Description: M.Phil. (Engineering Management) , The principle aim of this study is to investigate the state of Business Process Management (BPM) in South African industrial organisations. The researcher as a Business Process Engineer dedicated to performance improvement through process innovation and change management principles, conducted a field research project studying the application of process management in South African companies. This survey summarises information provided by 348 respondents working in large, medium, and small companies, representing a broad cross section of industries in South Africa. Given the size and diversity of the respondents, the researcher believes that this is the most comprehensive and representative overview of: • How organisations understand BPM; • How was BPM spending in 2011; • What BPM activities companies are currently engaged in; and • What BPM activities companies are planning for the future? The researcher hopes the information provided in this survey report will provide readers with insight into the kinds of BPM development efforts currently underway and how their company’s BPM efforts compare to the overall market. Finally, the researcher hopes this survey report will provide BPM practitioners with insights that will suggest new ideas for future developments in their organisations. Research results shows that South African organisations are as likely to be pursuing business process redesign or considering the use of BPM Systems. Some industries are absolutely doing more than others, just as large companies are more likely to be undertaking large projects, but companies in all industries and companies of all different size are engaged in BPM work.
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Project alignment to organisation strategy to deliver benefits
- Authors: Seakamela, T. T. E.
- Date: 2015
- Subjects: Corporate reorganizations , Reengineering (Management) , Organizational change - Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/372435 , http://hdl.handle.net/10210/56918 , uj:16356
- Description: Abstract: Project portfolio management ensures that the organisations undertake appropriate projects by selecting and prioritising them and programme management ensures that benefits aligned with the portfolio are achieved which ultimately ensures the achievement of organisational strategic objectives. Benefits Realisation Management (BRM) is an end-to-end process undertaken throughout the project’s lifecycle and after the project’s closure, ensuring that the intended benefits are delivered to the organisation. From the literature it was deduced that BRM has become the driver for project success instead of the traditional measures of time, cost and scope. This research seeks to address the problem that Capex projects undertaken by the organisation are not aligned to organisational strategy and therefore do not realise the intended benefits. Through a case study approach the research findings indicated that overall, the organisation investigated does align its projects to the organisation’s strategy in order to deliver the intended benefits. There were however areas of concern in relation to defining and communicating the organisation’s strategy as well as its selecting and prioritising projects and the measurement and tracking of benefits. , M.Ing. (Engineering Management)
- Full Text:
- Authors: Seakamela, T. T. E.
- Date: 2015
- Subjects: Corporate reorganizations , Reengineering (Management) , Organizational change - Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/372435 , http://hdl.handle.net/10210/56918 , uj:16356
- Description: Abstract: Project portfolio management ensures that the organisations undertake appropriate projects by selecting and prioritising them and programme management ensures that benefits aligned with the portfolio are achieved which ultimately ensures the achievement of organisational strategic objectives. Benefits Realisation Management (BRM) is an end-to-end process undertaken throughout the project’s lifecycle and after the project’s closure, ensuring that the intended benefits are delivered to the organisation. From the literature it was deduced that BRM has become the driver for project success instead of the traditional measures of time, cost and scope. This research seeks to address the problem that Capex projects undertaken by the organisation are not aligned to organisational strategy and therefore do not realise the intended benefits. Through a case study approach the research findings indicated that overall, the organisation investigated does align its projects to the organisation’s strategy in order to deliver the intended benefits. There were however areas of concern in relation to defining and communicating the organisation’s strategy as well as its selecting and prioritising projects and the measurement and tracking of benefits. , M.Ing. (Engineering Management)
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Business improvement in a South African industrial climate
- Authors: Schutte, Marthinus Jacobus
- Date: 2012-08-28
- Subjects: Reengineering (Management)
- Type: Thesis
- Identifier: uj:3272 , http://hdl.handle.net/10210/6679
- Description: M.Ing. , Organizational change is one of the most important and difficult tasks facing managers today. For this reason it is necessary to focus on the reengineering process on a continuous basis. The aim of this study is to evaluate and improve the reengineering process as implemented in a case study. Pertinent literature will be integrated throughout the case study. The study is set out in the following manner: PART 1: Part 1 of the study consists of the introduction to reengineering and the introduction to the background of the case study. This section also refers to the formal description of reengineering. PART 2: The second part of the study is dedicated to the process design and in depth discussion procedures and documentation. The chapters in part two are set out as follows: The first chapter in part 2 gives a more detailed discussion of the reasons for implementing a reengineering process and also the roles and responsibilities of the role players in the chosen process. Chapter 3 describes the understanding phase. In this chapter phase 1 is the stage of the process in which the information is collected and the processes mapped out. Chapter 4 describes the idea cycle process design. This chapter describes phase 2 in the process. Chapter 5 discusses the process required to manage the idea approval phase or phase 3. The final chapter in part 2 also addresses the final phase of the process. In this chapter the implementation planning is studied and mapped out. This phase is labelled as phase 4 PART 3: Part 3 consists of the results achieved during the case study by applying the studied process and then also the conclusions drawn from the outcomes.
- Full Text:
- Authors: Schutte, Marthinus Jacobus
- Date: 2012-08-28
- Subjects: Reengineering (Management)
- Type: Thesis
- Identifier: uj:3272 , http://hdl.handle.net/10210/6679
- Description: M.Ing. , Organizational change is one of the most important and difficult tasks facing managers today. For this reason it is necessary to focus on the reengineering process on a continuous basis. The aim of this study is to evaluate and improve the reengineering process as implemented in a case study. Pertinent literature will be integrated throughout the case study. The study is set out in the following manner: PART 1: Part 1 of the study consists of the introduction to reengineering and the introduction to the background of the case study. This section also refers to the formal description of reengineering. PART 2: The second part of the study is dedicated to the process design and in depth discussion procedures and documentation. The chapters in part two are set out as follows: The first chapter in part 2 gives a more detailed discussion of the reasons for implementing a reengineering process and also the roles and responsibilities of the role players in the chosen process. Chapter 3 describes the understanding phase. In this chapter phase 1 is the stage of the process in which the information is collected and the processes mapped out. Chapter 4 describes the idea cycle process design. This chapter describes phase 2 in the process. Chapter 5 discusses the process required to manage the idea approval phase or phase 3. The final chapter in part 2 also addresses the final phase of the process. In this chapter the implementation planning is studied and mapped out. This phase is labelled as phase 4 PART 3: Part 3 consists of the results achieved during the case study by applying the studied process and then also the conclusions drawn from the outcomes.
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An engineering management framework for the SA clothing industry with a focus on Kwa-Zulu Natal
- Authors: Ramdass, Kem
- Date: 2010-03-25T06:46:06Z
- Subjects: Clothing trade , Reengineering (Management) , KwaZulu-Natal (South Africa)
- Type: Thesis
- Identifier: uj:6704 , http://hdl.handle.net/10210/3106
- Description: D.Phil. , The SA clothing industry shed over 67 000 jobs in the past three years (Bell, 2006). There was a possibility that more jobs may be shed in the South African clothing industry over the next few years (Bell, 2006). The SA Clothing and Textile Workers Union (SACTWU) reached a wage agreement with nine clothing employer associations for a 5% increase in urban areas and between 6.4% and 8.3% for non-metro areas in 2006 (Reeder, 2006).The cut, make and trim (CMT) industries who were registered with the bargaining council found it a financial burden to negotiate wage increases yearly as production costs were escalating and organisations found it difficult to compete both nationally and internationally. If laying off of workers in the clothing industry continues, the unemployment rate would continue to rise, thus increasing the poverty levels in South Africa. The SA clothing industry in particular was being challenged by forces both externally and internally. Global competition, market performance and the changing technology were some of the factors that affected the industry. This study aims to highlight the importance of existing practices that, if implemented systematically, could improve the current plight of clothing manufacturers (Urbach, 2006). The methodology of the research comprises a qualitative exploratory and descriptive design. The purpose of exploration was to gain insight into current manufacturing practices by systematic observation and discussions at clothing manufacturers in Kwa-Zulu Natal. Personal and telephonic interviews, discussions and direct observation were used to gain insight into the issues and strategies employed. Relevant literature in conjunction with national and international manufacturing trends was used to create a framework of best practices. Parts of the framework were tested at clothing manufacturers in the Durban region. A sample of clothing manufacturers were targeted by categorizing them into three groups, namely small, medium and large manufacturers. Case study type comparisons were made at various locations to analyse the strategies employed. The objective of the framework aims to enhance current practices through the employment of best practices found in industrial engineering, operations management and quality management. This would assist manufacturers in improving their productivity levels, meeting lead times, reducing costs of manufacture and providing the customer with a quality product at a market related price. By implementing a systematic approach to continuous improvement, manufacturers would be able to distinguish themselves from competitors.
- Full Text:
- Authors: Ramdass, Kem
- Date: 2010-03-25T06:46:06Z
- Subjects: Clothing trade , Reengineering (Management) , KwaZulu-Natal (South Africa)
- Type: Thesis
- Identifier: uj:6704 , http://hdl.handle.net/10210/3106
- Description: D.Phil. , The SA clothing industry shed over 67 000 jobs in the past three years (Bell, 2006). There was a possibility that more jobs may be shed in the South African clothing industry over the next few years (Bell, 2006). The SA Clothing and Textile Workers Union (SACTWU) reached a wage agreement with nine clothing employer associations for a 5% increase in urban areas and between 6.4% and 8.3% for non-metro areas in 2006 (Reeder, 2006).The cut, make and trim (CMT) industries who were registered with the bargaining council found it a financial burden to negotiate wage increases yearly as production costs were escalating and organisations found it difficult to compete both nationally and internationally. If laying off of workers in the clothing industry continues, the unemployment rate would continue to rise, thus increasing the poverty levels in South Africa. The SA clothing industry in particular was being challenged by forces both externally and internally. Global competition, market performance and the changing technology were some of the factors that affected the industry. This study aims to highlight the importance of existing practices that, if implemented systematically, could improve the current plight of clothing manufacturers (Urbach, 2006). The methodology of the research comprises a qualitative exploratory and descriptive design. The purpose of exploration was to gain insight into current manufacturing practices by systematic observation and discussions at clothing manufacturers in Kwa-Zulu Natal. Personal and telephonic interviews, discussions and direct observation were used to gain insight into the issues and strategies employed. Relevant literature in conjunction with national and international manufacturing trends was used to create a framework of best practices. Parts of the framework were tested at clothing manufacturers in the Durban region. A sample of clothing manufacturers were targeted by categorizing them into three groups, namely small, medium and large manufacturers. Case study type comparisons were made at various locations to analyse the strategies employed. The objective of the framework aims to enhance current practices through the employment of best practices found in industrial engineering, operations management and quality management. This would assist manufacturers in improving their productivity levels, meeting lead times, reducing costs of manufacture and providing the customer with a quality product at a market related price. By implementing a systematic approach to continuous improvement, manufacturers would be able to distinguish themselves from competitors.
- Full Text:
Aspects of business process re-engineering within a copper and nickle smelter
- Authors: Opperman, Shane Gary
- Date: 2012-09-10
- Subjects: Smelting furnaces , Reengineering (Management)
- Type: Thesis
- Identifier: uj:9918 , http://hdl.handle.net/10210/7317
- Description: M.Phil. , Company XYZ is a marginal copper and nickel mine relying on emergency funding from the government in order to make it through difficult cash-flow periods. Previous change initiatives within the organisation have failed dismally. Changes within the organisation are however inevitable in order to prevent Company XYZ from closing down. This research proposes to study certain management philosophies and methodologies being used within Company XYZ, with a view to implementing change initiatives in order to ensure survival of the organisation. This was done by, comparing current management practices found in Company XYZ with literature. Topics include the direction in which the organisation is moving, the vision, management philosophies, reliability/quality and the restructuring of the organisation. A literature review of business process re-engineering was performed and a comparison to total quality management was made. Management philosophies were investigated and it is recommended that Company XYZ adopt Demings management philosophy as it focuses on quality, continuous improvement and employee involvement. Demings' 14 points were highlighted and the benefits were related to Company XYZ. The smelter is maintenance intensive and suffers from breakdown maintenance. As a result, it is recommended that reliability centred maintenance principles are implemented. Company XYZ further need to introduce design review meetings in order to improve the quality in which modifications are implemented. Along with business process re-engineering, four organisational designs were investigated, i.e. the functional organisation, the product organisation, the matrix organisation and the network organisation. Due to the size and complexity of the organisation and the need to focus on business objectives, it is recommended that Company XYZ adopt the network organisational structure and it is further recommended that the smelter focus on processes. Therefore the smelter is to be viewed as a business unit and based on the advice of BPR practitioners it is recommended that the smelter focus on processes. In order to ensure that the proposed changes are implemented successfully, the issue of change management and the importance thereof was investigated. Factors that can affect the change process were highlighted.
- Full Text:
- Authors: Opperman, Shane Gary
- Date: 2012-09-10
- Subjects: Smelting furnaces , Reengineering (Management)
- Type: Thesis
- Identifier: uj:9918 , http://hdl.handle.net/10210/7317
- Description: M.Phil. , Company XYZ is a marginal copper and nickel mine relying on emergency funding from the government in order to make it through difficult cash-flow periods. Previous change initiatives within the organisation have failed dismally. Changes within the organisation are however inevitable in order to prevent Company XYZ from closing down. This research proposes to study certain management philosophies and methodologies being used within Company XYZ, with a view to implementing change initiatives in order to ensure survival of the organisation. This was done by, comparing current management practices found in Company XYZ with literature. Topics include the direction in which the organisation is moving, the vision, management philosophies, reliability/quality and the restructuring of the organisation. A literature review of business process re-engineering was performed and a comparison to total quality management was made. Management philosophies were investigated and it is recommended that Company XYZ adopt Demings management philosophy as it focuses on quality, continuous improvement and employee involvement. Demings' 14 points were highlighted and the benefits were related to Company XYZ. The smelter is maintenance intensive and suffers from breakdown maintenance. As a result, it is recommended that reliability centred maintenance principles are implemented. Company XYZ further need to introduce design review meetings in order to improve the quality in which modifications are implemented. Along with business process re-engineering, four organisational designs were investigated, i.e. the functional organisation, the product organisation, the matrix organisation and the network organisation. Due to the size and complexity of the organisation and the need to focus on business objectives, it is recommended that Company XYZ adopt the network organisational structure and it is further recommended that the smelter focus on processes. Therefore the smelter is to be viewed as a business unit and based on the advice of BPR practitioners it is recommended that the smelter focus on processes. In order to ensure that the proposed changes are implemented successfully, the issue of change management and the importance thereof was investigated. Factors that can affect the change process were highlighted.
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Strategic management techniques used to add value in a profit driven organization
- Authors: Nyatlo, Vincent Tumelo
- Date: 2012-08-14
- Subjects: Reengineering (Management) , Corporate turnarounds - Management , Strategic planning , Reengineering (Management) - South Africa - Case studies , Transnet (Firm : South Africa) , Spoornet
- Type: Thesis
- Identifier: uj:9227 , http://hdl.handle.net/10210/5676
- Description: M.Ing. , This report addresses an empirical study into the re-structuring of Transnet group of companies. The study is based on the outcome of the re-engineering process focusing on Spoornet as a member of Transnet. The departments partially studied are, the Infrastructure Maintenance department and Train Operations department with-in Spoornet. The objective of this study is to achieve a break-even point between maintenance and the business side so as to increase operational profit in Spoornet. Outsourcing is a management tool used to make more profit. It is also a way of getting rid of unwanted business units. This will help increase shareholder value and reduce operating costs so that management can focus on core business units. The results expected from outsourcing in this study are aligned with the business process engineering "BPR" results. From the BPR results the business units were classified as core and non-core business units. Non-core business units were discontinued while core business units were further classified into core department, which is the running of trains, and the non-core department as maintenance departments. The maintenance departments are fully represented on a functional level while they used to have a full representative on the corporate level before restructuring. Cutting-off these logistic support departments at a corporate level, can have an effect on maintenance being undermined due to lack of specialists input at a higher level in terms of systems engineering and maintenance. This can lead to system's lack of maintenance and an increase in systems failure, making the system un-reliable and unsafe for the passage of trains while on the other hand the business will be lost back to the competitors, who in this case is the road freight business. A case study is discussed in the dissertation where value added techniques such as the business turnaround process, outsourcing and Integrated Logistic Support "maintenance" were applied in this study.
- Full Text:
- Authors: Nyatlo, Vincent Tumelo
- Date: 2012-08-14
- Subjects: Reengineering (Management) , Corporate turnarounds - Management , Strategic planning , Reengineering (Management) - South Africa - Case studies , Transnet (Firm : South Africa) , Spoornet
- Type: Thesis
- Identifier: uj:9227 , http://hdl.handle.net/10210/5676
- Description: M.Ing. , This report addresses an empirical study into the re-structuring of Transnet group of companies. The study is based on the outcome of the re-engineering process focusing on Spoornet as a member of Transnet. The departments partially studied are, the Infrastructure Maintenance department and Train Operations department with-in Spoornet. The objective of this study is to achieve a break-even point between maintenance and the business side so as to increase operational profit in Spoornet. Outsourcing is a management tool used to make more profit. It is also a way of getting rid of unwanted business units. This will help increase shareholder value and reduce operating costs so that management can focus on core business units. The results expected from outsourcing in this study are aligned with the business process engineering "BPR" results. From the BPR results the business units were classified as core and non-core business units. Non-core business units were discontinued while core business units were further classified into core department, which is the running of trains, and the non-core department as maintenance departments. The maintenance departments are fully represented on a functional level while they used to have a full representative on the corporate level before restructuring. Cutting-off these logistic support departments at a corporate level, can have an effect on maintenance being undermined due to lack of specialists input at a higher level in terms of systems engineering and maintenance. This can lead to system's lack of maintenance and an increase in systems failure, making the system un-reliable and unsafe for the passage of trains while on the other hand the business will be lost back to the competitors, who in this case is the road freight business. A case study is discussed in the dissertation where value added techniques such as the business turnaround process, outsourcing and Integrated Logistic Support "maintenance" were applied in this study.
- Full Text:
The optimal re-engineering of business processes in Spoornet's infrastructure department
- Authors: Niehaus, Johannes Hendrik
- Date: 2012-09-13
- Subjects: Reengineering (Management)
- Type: Thesis
- Identifier: uj:10331 , http://hdl.handle.net/10210/7695
- Description: M.Comm. , For many decades transport in this country was largely provided by South African Railways and Harbours (SAR&H), a government body which controlled everything - from the state airline, South African Airways (SAA), to harbours and pipelines. In 1990 the South African Transport Services (SATS), as it was later called, received company status. A company representing the vast transportation network was later formed and was appropriately called Transnet. Spoomet, the largest of all the divisions in Transnet and providing by far the major portion of Transnet's turnover, transports freight, containers, bulk goods like ore and coal, and passengers by rail. It's assets are spread throughout Southern Africa and its railway technology is comparable to the best in the world. Southern Africa's development is to a large extent determined by the achievement in the manufacturing industry, mining and agricultural sectors. The cost of products and their competitiveness on the world market is largely dependent on efficient transport. This is particularly the case for freight and bulk commodities because of the long distances between the industrial and mining areas and the coast. As the largest, most diverse and efficient rail transport organisation in Southern Africa, Spoomet can be a key player in the creation of wealth, employment, contribution to national budgets, international trade and general economic development in the region. Because of the deregulation of the transport industry, fierce competition is already contributing to greater efficiency and ongoing innovation.
- Full Text:
- Authors: Niehaus, Johannes Hendrik
- Date: 2012-09-13
- Subjects: Reengineering (Management)
- Type: Thesis
- Identifier: uj:10331 , http://hdl.handle.net/10210/7695
- Description: M.Comm. , For many decades transport in this country was largely provided by South African Railways and Harbours (SAR&H), a government body which controlled everything - from the state airline, South African Airways (SAA), to harbours and pipelines. In 1990 the South African Transport Services (SATS), as it was later called, received company status. A company representing the vast transportation network was later formed and was appropriately called Transnet. Spoomet, the largest of all the divisions in Transnet and providing by far the major portion of Transnet's turnover, transports freight, containers, bulk goods like ore and coal, and passengers by rail. It's assets are spread throughout Southern Africa and its railway technology is comparable to the best in the world. Southern Africa's development is to a large extent determined by the achievement in the manufacturing industry, mining and agricultural sectors. The cost of products and their competitiveness on the world market is largely dependent on efficient transport. This is particularly the case for freight and bulk commodities because of the long distances between the industrial and mining areas and the coast. As the largest, most diverse and efficient rail transport organisation in Southern Africa, Spoomet can be a key player in the creation of wealth, employment, contribution to national budgets, international trade and general economic development in the region. Because of the deregulation of the transport industry, fierce competition is already contributing to greater efficiency and ongoing innovation.
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Reengineering a workplace to improve layout : a study of a South African design studio
- Nemarumane, T. M., Mbohwa, Charles
- Authors: Nemarumane, T. M. , Mbohwa, Charles
- Date: 2012
- Subjects: Office layout , Reengineering (Management) , No-Limits Design Studio - Layout
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/366597 , uj:5178 , ISSN 1022-6680 , http://hdl.handle.net/10210/14420
- Description: This paper focuses on the redesign of the No-Limits Design Studio’s layout with a view to improve its organisational efficiency and effectiveness. It was found that the studio’s existing layout resulted in employee stress, low employee motivation, low customer satisfaction, and also to employees not performing at their full potential. Data were collected using interviews, to reveal the problems that existed within the studio from both the customers’ and employees’ viewpoints. Non-participatory observations were also conducted and these focused mainly on the studio’s daily operations and activities over a period of one year through action research methods involving on the job experiential learning. The study demonstrated that, for an organizational layout to be effective, the organization has to plan the desired layout, implement the layout according to the plan and integrate it to form part of the organization’s culture. It was found out that the studio should redesign its layout, focus on the motivation of employees and improve conflict management strategies in order to improve its organizational capabilities.
- Full Text:
- Authors: Nemarumane, T. M. , Mbohwa, Charles
- Date: 2012
- Subjects: Office layout , Reengineering (Management) , No-Limits Design Studio - Layout
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/366597 , uj:5178 , ISSN 1022-6680 , http://hdl.handle.net/10210/14420
- Description: This paper focuses on the redesign of the No-Limits Design Studio’s layout with a view to improve its organisational efficiency and effectiveness. It was found that the studio’s existing layout resulted in employee stress, low employee motivation, low customer satisfaction, and also to employees not performing at their full potential. Data were collected using interviews, to reveal the problems that existed within the studio from both the customers’ and employees’ viewpoints. Non-participatory observations were also conducted and these focused mainly on the studio’s daily operations and activities over a period of one year through action research methods involving on the job experiential learning. The study demonstrated that, for an organizational layout to be effective, the organization has to plan the desired layout, implement the layout according to the plan and integrate it to form part of the organization’s culture. It was found out that the studio should redesign its layout, focus on the motivation of employees and improve conflict management strategies in order to improve its organizational capabilities.
- Full Text:
Business process re-engineering: improving business operations
- Authors: Mothobi, Mohlomi
- Date: 2009-06-09T08:05:09Z
- Subjects: Reengineering (Management) , Organizational change
- Type: Thesis
- Identifier: uj:8456 , http://hdl.handle.net/10210/2618
- Description: M.B.A.
- Full Text: false
- Authors: Mothobi, Mohlomi
- Date: 2009-06-09T08:05:09Z
- Subjects: Reengineering (Management) , Organizational change
- Type: Thesis
- Identifier: uj:8456 , http://hdl.handle.net/10210/2618
- Description: M.B.A.
- Full Text: false
Assessment of value added to engineering projects
- Authors: Mosweu, Collen
- Date: 2012-08-15
- Subjects: Value analysis (Cost control) , Systems engineering , Reengineering (Management) , Project management
- Type: Thesis
- Identifier: uj:9357 , http://hdl.handle.net/10210/5796
- Description: M.Ing. , The topic of this research project is 'Assessment of value added to engineering projects'. In this dissertation the aim is to introduce the reader to the methodologies, which can be used to add value to engineering projects. Engineering has to do with the application of science in solving problems, while technology is the study or use of the mechanical arts or applied sciences. The author saw it fitting to combine value engineering principles, systems engineering, business process re-engineering, technology scanning and innovation technology management principles to base this dissertation on the research of the combined principles. The intention of this research is not to replace the current project management or processes on how to manage and create value in engineering projects. The research merely identifies an issue and proposes a process as an addition to the current processes rectifying this 'lack of value' issue.
- Full Text:
- Authors: Mosweu, Collen
- Date: 2012-08-15
- Subjects: Value analysis (Cost control) , Systems engineering , Reengineering (Management) , Project management
- Type: Thesis
- Identifier: uj:9357 , http://hdl.handle.net/10210/5796
- Description: M.Ing. , The topic of this research project is 'Assessment of value added to engineering projects'. In this dissertation the aim is to introduce the reader to the methodologies, which can be used to add value to engineering projects. Engineering has to do with the application of science in solving problems, while technology is the study or use of the mechanical arts or applied sciences. The author saw it fitting to combine value engineering principles, systems engineering, business process re-engineering, technology scanning and innovation technology management principles to base this dissertation on the research of the combined principles. The intention of this research is not to replace the current project management or processes on how to manage and create value in engineering projects. The research merely identifies an issue and proposes a process as an addition to the current processes rectifying this 'lack of value' issue.
- Full Text:
Development of a project management maturity measurement model to evaluate project management efficiency in a large parastatal
- Authors: Mapane, Mohau
- Date: 2012-06-04
- Subjects: Project management , Systems engineering , Eskom (Firm) , Reengineering (Management) , Industrial productivity - Measurement , Industrial productivity
- Type: Thesis
- Identifier: uj:2368 , http://hdl.handle.net/10210/4823
- Description: M.Ing. , The aim of this research is to develop a Project Management Maturity Measurement Model to evaluate project management efficiency in a large Parastatal such as Eskom Distribution. This model will identify areas of improvement to assist a large Parastatal in improving their project management performance. It will eventually assist the organisation to build a culture of project management excellence. The hypotheses for the study were that firstly, the Parastatal does implement project management practice processes as advocated by project management bodies of knowledge. Secondly, a Project Management Maturity Measurement Model can be successfully implemented at a large Parastatal and help the Parastatal to identify project management grey areas that require improvement. Thirdly, a Project Management Maturity Measurement Model could assist a large Parastatal with project management improvement as a result of areas of recommendations. The method used to collect the required data for analysis and interpretation was the descriptive survey method. A customised survey questionnaire was developed to obtain data from research sample. Data was analysed using appropriate statistical techniques. The research sample was defined as the people who are primarily responsible for project, programme and portfolio management at a large Parastatal. The results of the data analysed pin pointed project management process weaknesses and possible improvement opportunities. Three main areas of improvement have been identified, namely applying lessons learned from previous project into future project, performing benchmarking to improve performance and project control processes. The findings of this study support the abovementioned hypotheses, and the insights provided and recommendations made will be of great help to a large Parastatal on its road to continuous improvement and building a culture of project management excellence.
- Full Text:
- Authors: Mapane, Mohau
- Date: 2012-06-04
- Subjects: Project management , Systems engineering , Eskom (Firm) , Reengineering (Management) , Industrial productivity - Measurement , Industrial productivity
- Type: Thesis
- Identifier: uj:2368 , http://hdl.handle.net/10210/4823
- Description: M.Ing. , The aim of this research is to develop a Project Management Maturity Measurement Model to evaluate project management efficiency in a large Parastatal such as Eskom Distribution. This model will identify areas of improvement to assist a large Parastatal in improving their project management performance. It will eventually assist the organisation to build a culture of project management excellence. The hypotheses for the study were that firstly, the Parastatal does implement project management practice processes as advocated by project management bodies of knowledge. Secondly, a Project Management Maturity Measurement Model can be successfully implemented at a large Parastatal and help the Parastatal to identify project management grey areas that require improvement. Thirdly, a Project Management Maturity Measurement Model could assist a large Parastatal with project management improvement as a result of areas of recommendations. The method used to collect the required data for analysis and interpretation was the descriptive survey method. A customised survey questionnaire was developed to obtain data from research sample. Data was analysed using appropriate statistical techniques. The research sample was defined as the people who are primarily responsible for project, programme and portfolio management at a large Parastatal. The results of the data analysed pin pointed project management process weaknesses and possible improvement opportunities. Three main areas of improvement have been identified, namely applying lessons learned from previous project into future project, performing benchmarking to improve performance and project control processes. The findings of this study support the abovementioned hypotheses, and the insights provided and recommendations made will be of great help to a large Parastatal on its road to continuous improvement and building a culture of project management excellence.
- Full Text:
A practitioner’s guide to establishing and managing a project management office at a South African parastatal
- Authors: Malatji, Masike
- Date: 2015
- Subjects: Project management - South Africa , Reengineering (Management) , Industrial productivity - Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/82806 , uj:19005
- Description: Abstract: Project management offices (PMO’s) are established to support organizations realize their strategic objectives by aligning project initiatives with organizational goals. This is achieved through standardizing their project management practices, methodologies, tools and techniques. To broadly understand the PMO concept, literature review was conducted to determine the typical services rendered by the PMO, the PMO configuration types appropriate for particular services and at the right capability maturity levels, and also the characteristic PMO personnel skills required to provide such services. These elements, to a large extent, were explored in the context of the South African state-owned entities (or parastatals). While PMO’s can be beneficial, indications are that many organizations struggle to set them up optimally. Consequently, this study investigated the unique challenges encountered when establishing and managing PMO’s at South African parastatals, and how those challenges were prioritised and overcome. This is to ensure that the benefits brought about by the PMO are realised and recognised within the organization. The study followed an interview method where qualifying participants were identified and asked to partake in the research. It was found that the people- and organization-related challenges contributed to the six topmost challenges encountered when establishing and managing PMO’s at the South African parastatals. Most of these top challenges, along with others, remained as challenges yet to be overcome at some of the parastatals. Furthermore, the results also revealed that the parastatals largely operated PMO types that were not optimally configured to render services at the desired levels of maturity to have any meaningful impact. These compounded the legitimacy of the existence of those PMO’s. As a solution, the PMO establishment, management, and process re-engineering guideline was developed to help eliminate or minimise the impact of some of the challenges. , M.Ing. (Engineering Management)
- Full Text:
- Authors: Malatji, Masike
- Date: 2015
- Subjects: Project management - South Africa , Reengineering (Management) , Industrial productivity - Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/82806 , uj:19005
- Description: Abstract: Project management offices (PMO’s) are established to support organizations realize their strategic objectives by aligning project initiatives with organizational goals. This is achieved through standardizing their project management practices, methodologies, tools and techniques. To broadly understand the PMO concept, literature review was conducted to determine the typical services rendered by the PMO, the PMO configuration types appropriate for particular services and at the right capability maturity levels, and also the characteristic PMO personnel skills required to provide such services. These elements, to a large extent, were explored in the context of the South African state-owned entities (or parastatals). While PMO’s can be beneficial, indications are that many organizations struggle to set them up optimally. Consequently, this study investigated the unique challenges encountered when establishing and managing PMO’s at South African parastatals, and how those challenges were prioritised and overcome. This is to ensure that the benefits brought about by the PMO are realised and recognised within the organization. The study followed an interview method where qualifying participants were identified and asked to partake in the research. It was found that the people- and organization-related challenges contributed to the six topmost challenges encountered when establishing and managing PMO’s at the South African parastatals. Most of these top challenges, along with others, remained as challenges yet to be overcome at some of the parastatals. Furthermore, the results also revealed that the parastatals largely operated PMO types that were not optimally configured to render services at the desired levels of maturity to have any meaningful impact. These compounded the legitimacy of the existence of those PMO’s. As a solution, the PMO establishment, management, and process re-engineering guideline was developed to help eliminate or minimise the impact of some of the challenges. , M.Ing. (Engineering Management)
- Full Text:
An integrated approach to business process reengineering management
- Authors: Madushela, Nkosinathi
- Date: 2015-10-07
- Subjects: Reengineering (Management)
- Type: Thesis
- Identifier: uj:14259 , http://hdl.handle.net/10210/14711
- Description: M.Ing. (Engineering Management) , Business Process Reengineering (BPR) is intended to be a management initiative that fundamentally redesigns business processes, through radical rethinking of core business processes. Thus ultimately yield dramatic improvements in contemporary performance measures such as quality, service, speed etc. Business processes are driven by people, technology, and workflow, however very little has been mentioned about the “people element” in reengineered processes literature. Hence the estimated failure rate of 70% in reengineering initiatives partly results from neglecting the human element in redesigned processes. The report is aimed at dealing with the “human element” in BPR through the introduction of the concept referred to as Business Process Reengineering Management (BPRM). A number of BPR case studies were used to develop the concept of BPRM. Case study findings in both successful as well as unsuccessful BPR initiatives were analysed, and the concept of BPRM was then deduced from both the case studies as well as the literature review.
- Full Text:
- Authors: Madushela, Nkosinathi
- Date: 2015-10-07
- Subjects: Reengineering (Management)
- Type: Thesis
- Identifier: uj:14259 , http://hdl.handle.net/10210/14711
- Description: M.Ing. (Engineering Management) , Business Process Reengineering (BPR) is intended to be a management initiative that fundamentally redesigns business processes, through radical rethinking of core business processes. Thus ultimately yield dramatic improvements in contemporary performance measures such as quality, service, speed etc. Business processes are driven by people, technology, and workflow, however very little has been mentioned about the “people element” in reengineered processes literature. Hence the estimated failure rate of 70% in reengineering initiatives partly results from neglecting the human element in redesigned processes. The report is aimed at dealing with the “human element” in BPR through the introduction of the concept referred to as Business Process Reengineering Management (BPRM). A number of BPR case studies were used to develop the concept of BPRM. Case study findings in both successful as well as unsuccessful BPR initiatives were analysed, and the concept of BPRM was then deduced from both the case studies as well as the literature review.
- Full Text:
Lean production and business process re-engineering in a South African context: a case study
- Authors: Kruger, David Johannes
- Date: 2010-03-25T06:45:24Z
- Subjects: Reengineering (Management) , Organizational change , Strategic alliances (Business) , Production management
- Type: Thesis
- Identifier: uj:6703 , http://hdl.handle.net/10210/3105
- Description: D.Phil. , The new millennium brought its own pressures to bear on organisations insofar as competitiveness and profitability is concerned. Globalisation required businesses to become more competitive through the elimination of waste, reducing costs and improving general business processes. The improvement of business processes has been around since the early 1990’s, but due to a number of factors organisations were wary of change. The major reasons were that the methodologies that were available were abused when business processes were investigated for possible improvement. Organisations utilised the available methodologies to achieve cost savings in the most obvious place, staff reductions. Before the advent of globalisation it was sufficient, but after globalisation more is expected from organisations. The security exchanges place undue pressure on organisations to perform with higher profit expectations. Customers were demanding better and cheaper products from organisations. Shareholders had higher expectations for the monies invested in an organisation. A consequence of the downsizing of organisations was that the value added by organisations was shrinking. Employees, shareholders and customers felt cheated. Business leaders were questioning the existing methods in which production were undertaken. The management of large conglomerates, multinationals and even small business was yearning for improvements. In the global economy organisations were looking to expand their market share. Many achieved it through mergers or takeovers. The organisations that were taken over were in some instances not on the same standards of performance as the parent company. Quick results were required to assure a reasonable return on investment for the parent organisation. Business leaders and consultants ran out of ideas how to achieve the return on investment required. Many of the organisations returned to the tried and trusted methodologies of improvement. The researcher was requested by ASSA ABLOY Southern Africa to assist them in achieving lean status through the implementation of recognised improvement methodologies. iii The research of the methodologies of BPR, lean production, lean techniques, Quality management six-sigma and associated methodologies were undertaken. The purpose was to determine whether the theories remained valid in the 21st century. The reason was that some of the methodologies were developed during the 1900’s and were improved upon during the 1990’s. The main thrust of the study was the need for improvements where processes were neglected for a long period of time. In instances as described, a need for radical interventions becomes necessary. The methodology of BPR was investigated to establish the relevancy of the methodology in the global environment. Even though the methodology was developed in the 1990’s it was still an authoritative methodology. The methodology delivered the necessary radical improvements that can aid an organisation in becoming more competitive. The correct application of the methodology by an organisation can produce the desired results. The study of the methodology produced clear procedures that had to be followed for the success of an improvement project. The conclusion from the study of the literature was that the methodology could be applied to ASSA ABLOY Southern Africa. To achieve it certain modifications had to be made to the methodology. As the study progressed it became apparent that the methodology of BPR will be insufficient to achieve lean status. Therefore the methodology of lean production was studied in combination with BPR. The methodology of lean production demands that an organisation eliminate waste and reduce cost. The single most important source of waste and cost is the holding of inventory. The holding of excess inventory masks the real reasons why an organisation is not performing well. It is that the organisations processes are dysfunctional. Different classes of waste were identified during the research as well as the costs that are incurred as a result. Different strategies were identified to prevent the wastes and cost to occur or at least minimise it. The lean methodology identified a number of other methodologies that could be utilised to achieve lean status. The methodologies of Kaizen, Kanban, standardisation, small batch production and many others were identified. iv The methodologies focussed on inventory, capacity, facilities and labour. The conclusion was arrived at that it was an authoritative set of methodologies. Most of the methodologies originated from Japan. It became apparent that the management of quality was very important to be competitive. Inferior quality was major contributors towards waste and cost. A number of methodologies were investigated. In some instances the research postulated the fact that a combination of the methodologies studied was better suited to the achievement of lean status. The researcher applied the methodologies to the case study of ASSA ABLOY South Africa and spectacular improvements were achieved. Even though lean status was not achieved by the organisation during 2006 and 2007 they are well on their way to do so. The only prerequisite is that ASSA ABLOY Southern Africa remains true to the methodologies and apply them diligently.
- Full Text:
- Authors: Kruger, David Johannes
- Date: 2010-03-25T06:45:24Z
- Subjects: Reengineering (Management) , Organizational change , Strategic alliances (Business) , Production management
- Type: Thesis
- Identifier: uj:6703 , http://hdl.handle.net/10210/3105
- Description: D.Phil. , The new millennium brought its own pressures to bear on organisations insofar as competitiveness and profitability is concerned. Globalisation required businesses to become more competitive through the elimination of waste, reducing costs and improving general business processes. The improvement of business processes has been around since the early 1990’s, but due to a number of factors organisations were wary of change. The major reasons were that the methodologies that were available were abused when business processes were investigated for possible improvement. Organisations utilised the available methodologies to achieve cost savings in the most obvious place, staff reductions. Before the advent of globalisation it was sufficient, but after globalisation more is expected from organisations. The security exchanges place undue pressure on organisations to perform with higher profit expectations. Customers were demanding better and cheaper products from organisations. Shareholders had higher expectations for the monies invested in an organisation. A consequence of the downsizing of organisations was that the value added by organisations was shrinking. Employees, shareholders and customers felt cheated. Business leaders were questioning the existing methods in which production were undertaken. The management of large conglomerates, multinationals and even small business was yearning for improvements. In the global economy organisations were looking to expand their market share. Many achieved it through mergers or takeovers. The organisations that were taken over were in some instances not on the same standards of performance as the parent company. Quick results were required to assure a reasonable return on investment for the parent organisation. Business leaders and consultants ran out of ideas how to achieve the return on investment required. Many of the organisations returned to the tried and trusted methodologies of improvement. The researcher was requested by ASSA ABLOY Southern Africa to assist them in achieving lean status through the implementation of recognised improvement methodologies. iii The research of the methodologies of BPR, lean production, lean techniques, Quality management six-sigma and associated methodologies were undertaken. The purpose was to determine whether the theories remained valid in the 21st century. The reason was that some of the methodologies were developed during the 1900’s and were improved upon during the 1990’s. The main thrust of the study was the need for improvements where processes were neglected for a long period of time. In instances as described, a need for radical interventions becomes necessary. The methodology of BPR was investigated to establish the relevancy of the methodology in the global environment. Even though the methodology was developed in the 1990’s it was still an authoritative methodology. The methodology delivered the necessary radical improvements that can aid an organisation in becoming more competitive. The correct application of the methodology by an organisation can produce the desired results. The study of the methodology produced clear procedures that had to be followed for the success of an improvement project. The conclusion from the study of the literature was that the methodology could be applied to ASSA ABLOY Southern Africa. To achieve it certain modifications had to be made to the methodology. As the study progressed it became apparent that the methodology of BPR will be insufficient to achieve lean status. Therefore the methodology of lean production was studied in combination with BPR. The methodology of lean production demands that an organisation eliminate waste and reduce cost. The single most important source of waste and cost is the holding of inventory. The holding of excess inventory masks the real reasons why an organisation is not performing well. It is that the organisations processes are dysfunctional. Different classes of waste were identified during the research as well as the costs that are incurred as a result. Different strategies were identified to prevent the wastes and cost to occur or at least minimise it. The lean methodology identified a number of other methodologies that could be utilised to achieve lean status. The methodologies of Kaizen, Kanban, standardisation, small batch production and many others were identified. iv The methodologies focussed on inventory, capacity, facilities and labour. The conclusion was arrived at that it was an authoritative set of methodologies. Most of the methodologies originated from Japan. It became apparent that the management of quality was very important to be competitive. Inferior quality was major contributors towards waste and cost. A number of methodologies were investigated. In some instances the research postulated the fact that a combination of the methodologies studied was better suited to the achievement of lean status. The researcher applied the methodologies to the case study of ASSA ABLOY South Africa and spectacular improvements were achieved. Even though lean status was not achieved by the organisation during 2006 and 2007 they are well on their way to do so. The only prerequisite is that ASSA ABLOY Southern Africa remains true to the methodologies and apply them diligently.
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