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:
The impact of warehousing and transportation optimization on supply chain effectiveness
- Authors: Burger, Francois
- Date: 2008-10-17T13:17:25Z
- Subjects: Business logistics , Inventory control , Reengineering (Management) , Transportation management , Warehouse management
- Type: Thesis
- Identifier: uj:12686 , http://hdl.handle.net/10210/1252
- Description: M.Comm. , The concepts of logistics and supply chain management are relatively new in South Africa. The concept of logistics management was more commonly known in the 1960s and 1970s as physical distribution. In the late 1970s, the concept evolved to logistics management and in the late 1980s and early 1990s, it evolved into supply chain management. It was only after the end of apartheid in 1994 when South Africa was able to compete globally that there was great interest in supply chain management in South Africa. There is virtually no business or industry untouched by the business of logistics and supply chain management. Getting the right product to the right customer at the right time as efficiently and cost-effectively as possible is the main objective of logistics and supply chain management (Gordon, 2000a: 14). Logistics is “the process of strategically managing the acquisition, movement and storage of materials, parts and finished inventory (and the related information flows) through the organization and its marketing channel in such a way that current and future profitability is maximised through the cost-effective fulfillment of orders” (Anon1. ,2002). The term supply chain is described by Lummus and Vokurka (1999) as “all of those activities associated with moving goods from raw materials stage through to the consumer. This includes procurement, production scheduling, order processing, inventory control, transportation, warehousing, and customer service. The information systems necessary to monitor all of these activities are also included. All these activities are then integrated and coordinated into a seamless process to involve all the partners in the supply chain”. With every step in the supply chain management process, there are costs involved and two of the major cost drivers in the supply chain according to Palmieri and Africk (1999) are inventory holding and transportation. Stout is of the opinion that this is more than a valid statement from a South African business perspective and emphasizes that unnecessary inventory costs money as does inventory that is distributed inefficiently (Gordon, 2000b: 21). Excessive inventory holding together with under-utilization of transport can lead to a major negative financial impact on total supply chain costs (Cooke, 2000: 12; Lambert, Stock & Ellram, 1998: 165; Hankanson, 1999). Therefore, the reciprocal relationship between inventory holding and transportation cost is very important. Christopher (1992: 25) also stipulates that the ultimate purpose of any supply chain is to satisfy customers. The importance of customer service in total supply chain functioning must therefore always be considered in a logistics supply chain system design. In South Africa, transport and inventory are two of the main cost drivers in the supply chain. Factors that make inventory and transport two of the main cost drivers in the supply chain are, among others: high fuel prices, high interest rates, poor road conditions, security concerns and the weak performance of the rand against major foreign currencies. It can therefore be said that inventory and transport are just as important in obtaining an optimized supply chain in South Africa as in the rest of the world. , Mr. P. Kilbourn Prof. J. Walters
- Full Text:
- Authors: Burger, Francois
- Date: 2008-10-17T13:17:25Z
- Subjects: Business logistics , Inventory control , Reengineering (Management) , Transportation management , Warehouse management
- Type: Thesis
- Identifier: uj:12686 , http://hdl.handle.net/10210/1252
- Description: M.Comm. , The concepts of logistics and supply chain management are relatively new in South Africa. The concept of logistics management was more commonly known in the 1960s and 1970s as physical distribution. In the late 1970s, the concept evolved to logistics management and in the late 1980s and early 1990s, it evolved into supply chain management. It was only after the end of apartheid in 1994 when South Africa was able to compete globally that there was great interest in supply chain management in South Africa. There is virtually no business or industry untouched by the business of logistics and supply chain management. Getting the right product to the right customer at the right time as efficiently and cost-effectively as possible is the main objective of logistics and supply chain management (Gordon, 2000a: 14). Logistics is “the process of strategically managing the acquisition, movement and storage of materials, parts and finished inventory (and the related information flows) through the organization and its marketing channel in such a way that current and future profitability is maximised through the cost-effective fulfillment of orders” (Anon1. ,2002). The term supply chain is described by Lummus and Vokurka (1999) as “all of those activities associated with moving goods from raw materials stage through to the consumer. This includes procurement, production scheduling, order processing, inventory control, transportation, warehousing, and customer service. The information systems necessary to monitor all of these activities are also included. All these activities are then integrated and coordinated into a seamless process to involve all the partners in the supply chain”. With every step in the supply chain management process, there are costs involved and two of the major cost drivers in the supply chain according to Palmieri and Africk (1999) are inventory holding and transportation. Stout is of the opinion that this is more than a valid statement from a South African business perspective and emphasizes that unnecessary inventory costs money as does inventory that is distributed inefficiently (Gordon, 2000b: 21). Excessive inventory holding together with under-utilization of transport can lead to a major negative financial impact on total supply chain costs (Cooke, 2000: 12; Lambert, Stock & Ellram, 1998: 165; Hankanson, 1999). Therefore, the reciprocal relationship between inventory holding and transportation cost is very important. Christopher (1992: 25) also stipulates that the ultimate purpose of any supply chain is to satisfy customers. The importance of customer service in total supply chain functioning must therefore always be considered in a logistics supply chain system design. In South Africa, transport and inventory are two of the main cost drivers in the supply chain. Factors that make inventory and transport two of the main cost drivers in the supply chain are, among others: high fuel prices, high interest rates, poor road conditions, security concerns and the weak performance of the rand against major foreign currencies. It can therefore be said that inventory and transport are just as important in obtaining an optimized supply chain in South Africa as in the rest of the world. , Mr. P. Kilbourn Prof. J. Walters
- 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
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.
- Full Text:
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:
An investigation into the use of workflow in companies in Gauteng
- Authors: Brecher, Dieter Ludwig
- Date: 2010-10-26T07:23:08Z
- Subjects: Workflow , Relationship marketing , Reengineering (Management) , Gauteng (South Africa)
- Type: Mini-Dissertation
- Identifier: uj:6945 , http://hdl.handle.net/10210/3455
- Description: M.Comm.
- Full Text:
- Authors: Brecher, Dieter Ludwig
- Date: 2010-10-26T07:23:08Z
- Subjects: Workflow , Relationship marketing , Reengineering (Management) , Gauteng (South Africa)
- Type: Mini-Dissertation
- Identifier: uj:6945 , http://hdl.handle.net/10210/3455
- Description: M.Comm.
- Full Text:
Value engineering within a changing telecommunication market
- Authors: Geyser, Deon
- Date: 2011-11-30
- Subjects: Consumer satisfaction , Strategic planning , Organizational learning , Value analysis (Cost control) , Reengineering (Management) , Telecommunication management , Organizational change
- Type: Thesis
- Identifier: uj:1763 , http://hdl.handle.net/10210/4117
- Description: M.Ing. , The telecommunications industry worldwide is experiencing massive downsizing activities as the mobile telecommunications market is flooded with mobile operators. In Europe and other leading countries world wide, fixed line operators are able to cover more than 90% of the population of the country and there is not such a necessity for a mobile service as in a country such as South Africa, where less than 50% of the population is connected to a fixed line operator. Together with many investors, planning to create substantial returns on investments saturated the communication market in these worldleading countries. When mobile data transfer, in the form of GPRS (General Packet Radios Services) and UMTS (Universal Mobile Telecommunication System), was developed it was estimated that the amount of mobile data transferred (via mobile operators) per annum would exceed the amount of data transferred by normal fixed line transport (fixed line operators). Many mobile cellular operators worldwide have invested in these technologies but their ROI (Return on Investment) is not nearly as good as was estimated in the initial feasibility study of the technologies. Together, these issues have had a negative impact on all the world leading mobile communication infrastructure suppliers, which had to downsize to accommodate the decrease in world business. Only 3rd world countries (such as in Africa) are still expanding their mobile networks and are creating some business opportunities for the world leading suppliers, but it is unfortunately not sufficient to sustain the current business. With the initial roll out of GSM (Global system for mobile communication) network infrastructure suppliers could ask what they want for the equipment and services supplied, as these were hard to imitate, but as the market grew, more competitors were able to meet their standards in equipment quality and better the price and service.
- Full Text:
- Authors: Geyser, Deon
- Date: 2011-11-30
- Subjects: Consumer satisfaction , Strategic planning , Organizational learning , Value analysis (Cost control) , Reengineering (Management) , Telecommunication management , Organizational change
- Type: Thesis
- Identifier: uj:1763 , http://hdl.handle.net/10210/4117
- Description: M.Ing. , The telecommunications industry worldwide is experiencing massive downsizing activities as the mobile telecommunications market is flooded with mobile operators. In Europe and other leading countries world wide, fixed line operators are able to cover more than 90% of the population of the country and there is not such a necessity for a mobile service as in a country such as South Africa, where less than 50% of the population is connected to a fixed line operator. Together with many investors, planning to create substantial returns on investments saturated the communication market in these worldleading countries. When mobile data transfer, in the form of GPRS (General Packet Radios Services) and UMTS (Universal Mobile Telecommunication System), was developed it was estimated that the amount of mobile data transferred (via mobile operators) per annum would exceed the amount of data transferred by normal fixed line transport (fixed line operators). Many mobile cellular operators worldwide have invested in these technologies but their ROI (Return on Investment) is not nearly as good as was estimated in the initial feasibility study of the technologies. Together, these issues have had a negative impact on all the world leading mobile communication infrastructure suppliers, which had to downsize to accommodate the decrease in world business. Only 3rd world countries (such as in Africa) are still expanding their mobile networks and are creating some business opportunities for the world leading suppliers, but it is unfortunately not sufficient to sustain the current business. With the initial roll out of GSM (Global system for mobile communication) network infrastructure suppliers could ask what they want for the equipment and services supplied, as these were hard to imitate, but as the market grew, more competitors were able to meet their standards in equipment quality and better the price and service.
- Full Text:
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:
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.
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- 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.
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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.
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- 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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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.
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- 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.
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The provisioning of subscriber ports in a modern telephone exchange environment
- Authors: Botha, Louis
- Date: 2012-08-14
- Subjects: Telkom (Firm : South Africa) , Telephone stations , Total quality management , Reengineering (Management)
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/388473 , uj:9230 , http://hdl.handle.net/10210/5679
- Description: M.Comm. , A modern electronic telephone exchange is very flexible in terms of size. Such exchanges can vary in size from a few lines to more than 50 000 lines. They can be expanded at any time to cater for more subscribers. This means that the telecommunications service provider is able to build the exchange just large enough to supply service to the subscribers in the area, and then expand the exchange on a regular basis as needed to cater for any growth in demand for exchange connections. The main advantage of this flexible approach is that money is not tied up in very expensive exchange equipment which is not being used.
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- Authors: Botha, Louis
- Date: 2012-08-14
- Subjects: Telkom (Firm : South Africa) , Telephone stations , Total quality management , Reengineering (Management)
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/388473 , uj:9230 , http://hdl.handle.net/10210/5679
- Description: M.Comm. , A modern electronic telephone exchange is very flexible in terms of size. Such exchanges can vary in size from a few lines to more than 50 000 lines. They can be expanded at any time to cater for more subscribers. This means that the telecommunications service provider is able to build the exchange just large enough to supply service to the subscribers in the area, and then expand the exchange on a regular basis as needed to cater for any growth in demand for exchange connections. The main advantage of this flexible approach is that money is not tied up in very expensive exchange equipment which is not being used.
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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.
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- 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.
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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.
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- 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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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.
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- 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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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
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- 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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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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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.
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- 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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Business process re-engineering : a look at the business account opening process at MNM Bank
- Flowers, Vincent, Mbohwa, Charles
- Authors: Flowers, Vincent , Mbohwa, Charles
- Date: 2013
- Subjects: Business process reengineering , Reengineering (Management) , Total quality management , Banks and banking - Customer services
- Type: Article
- Identifier: uj:4888 , http://hdl.handle.net/10210/12602
- Description: The account opening process is recognised as the most critical service if banks want to retain and build long term relationships with clients. An unsatisfactory customer experience during this process can influence the customer’s perception of the organisations overall service. Organisations are under increased pressure to deliver products in an efficient and effective manner with a reduction in cost. Having a competitive advantage in the account opening process will attract customers and create future sales opportunities. Future sales opportunities lead to growth and growth leads to increased profits. The research provides an insight on the current account opening process and challenges encountered within the process. The objective of the research is to examine literature and improve the account opening process at MNM bank. The existing account opening process takes 7.5 days before the customer can transact on their account, which results in customers seeking an account at a competitor bank.
- Full Text:
- Authors: Flowers, Vincent , Mbohwa, Charles
- Date: 2013
- Subjects: Business process reengineering , Reengineering (Management) , Total quality management , Banks and banking - Customer services
- Type: Article
- Identifier: uj:4888 , http://hdl.handle.net/10210/12602
- Description: The account opening process is recognised as the most critical service if banks want to retain and build long term relationships with clients. An unsatisfactory customer experience during this process can influence the customer’s perception of the organisations overall service. Organisations are under increased pressure to deliver products in an efficient and effective manner with a reduction in cost. Having a competitive advantage in the account opening process will attract customers and create future sales opportunities. Future sales opportunities lead to growth and growth leads to increased profits. The research provides an insight on the current account opening process and challenges encountered within the process. The objective of the research is to examine literature and improve the account opening process at MNM bank. The existing account opening process takes 7.5 days before the customer can transact on their account, which results in customers seeking an account at a competitor bank.
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Reengineering of the personal loan application process in a South African bank operating in Africa
- Doyle, Marlene, Mbohwa, Charles
- Authors: Doyle, Marlene , Mbohwa, Charles
- Date: 2013
- Subjects: Business process reengineering , Reengineering (Management) , Personal loan applications
- Type: Article
- Identifier: uj:4882 , http://hdl.handle.net/10210/12596
- Description: This paper elaborates the reengineering of the personal loan application process in a South African bank operating in Africa. The primary objective is to improve the existing process for personal loan credit applications in order to create improvements in the process. The research methodology used is qualitative research with research reasoning being inductive allowing the researcher to draw conclusions from facts, assumptions and observations established through the data collection processes. The article offers a comprehensive understanding of the challenges faced in processing of loans applications. Business and institutes are built on good control systems which are needed to address the challenges faced in the processing of personal loan applications. The study contributes to customers service discourse in operations. The recommendation is to reengineering the current personal loan process, taking into consideration technology to improve the process, training of existing employees, implementing a reward system and redesigning of the process.
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- Authors: Doyle, Marlene , Mbohwa, Charles
- Date: 2013
- Subjects: Business process reengineering , Reengineering (Management) , Personal loan applications
- Type: Article
- Identifier: uj:4882 , http://hdl.handle.net/10210/12596
- Description: This paper elaborates the reengineering of the personal loan application process in a South African bank operating in Africa. The primary objective is to improve the existing process for personal loan credit applications in order to create improvements in the process. The research methodology used is qualitative research with research reasoning being inductive allowing the researcher to draw conclusions from facts, assumptions and observations established through the data collection processes. The article offers a comprehensive understanding of the challenges faced in processing of loans applications. Business and institutes are built on good control systems which are needed to address the challenges faced in the processing of personal loan applications. The study contributes to customers service discourse in operations. The recommendation is to reengineering the current personal loan process, taking into consideration technology to improve the process, training of existing employees, implementing a reward system and redesigning of the process.
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