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The importance of knowledge management in a research and development facility : investigating perceptions and practice

- Dube, Thamsanqa Ian

Authors: Dube, Thamsanqa Ian
Date: 2013-07-11
Subjects: Knowledge management , Sasol (Firm)
Type: Thesis
Identifier: http://ujcontent.uj.ac.za8080/10210/374197 , uj:7606 , http://hdl.handle.net/10210/8472
Description: M.Comm. (Business Management) , Research and Development (R&D) facilities have been used to develop new or better products and services for a long time. Organisations utilise knowledge gained from their R&D facilities to gain access to new markets and to improve the organisation’s competitiveness in the market. R&D facilities are referred to as learning organisations that employ people who specialise in specific technologies. These employees are referred to as ‘knowledge employees’. Sasol R&D was formed in 1955 to assist the organisation to develop and improve the Fischer-Tropch (F-T) technology that was adopted by the organisation to produce synthetic fuels from coal. At the time the technology had not been sufficiently proven on a commercial scale and this necessitated that research be conducted to ensure that the processes related to (F-T) technology are efficiently operated. The use of the knowledge generated by Sasol R&D has resulted in Sasol being recognised as the world leader in F-T technology and has led to joint ventures with other organisations around the world. The management of acquired knowledge has been critical in the development of Sasol and the successes that the organisation has enjoyed. It is therefore important that the employees of Sasol and those of Sasol R&D are well equipped to utilise the knowledge that was generated by previous employees to continuously improve and develop technologies. The objective of this study was to establish the perception that knowledge employees have of Knowledge Management (KM) and what Sasol R&D can improve on in this regard, i.e. business performance and individual employees’ career development. Respondents generally agree with the importance of KM in Sasol R&D and also indicated that a successful KM strategy can help improve individuals’ careers. The respondents also indicated that they were familiar with the concept of KM and the advantages for the organisation in the successful implementation of such a KM strategy. The main recommendations from the study are: 1. Employees should be involved in current the future KM strategies that the management of Sasol R&D wants to implement. 2. The adopted KM strategy’s objectives and benefits should be made clear and understandable to all employees. In addition, all relevant documentation should be made available to the employees.
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Reliability engineering management in the petrochemical environment : the air separation unit

- Stadler, Richter

Authors: Stadler, Richter
Date: 2015
Subjects: Reliability (Engineering) , Maintainability (Engineering) , Gas separation membranes , Gases - Separation , Sasol (Firm)
Language: English
Type: Masters (Thesis)
Identifier: http://hdl.handle.net/10210/212776 , uj:21026
Description: Abstract: The key processing unit, the “cold box", is fundamentally responsible for air extraction and separation. The cold box is critical in the Sasol Chemical Industries (SCI) environment, due to the importance of oxygen in several processes. Due to the criticality of the equipment, it became necessary to streamline the maintenance process utilized on the cold box. Irregular and unplanned maintenance can lead to unforeseen events and may have safety and environmental implications. The maintenance philosophy that is followed to maintain the equipment is of utmost importance. Sasol conducts maintenance on their cold box with a black box approach, which makes it difficult for the maintenance team to predict failures, resulting in significant losses. The study investigates the potential benefits of an alternative maintenance strategy. The key focus of the research includes an evaluation on the impact of an alternative maintenance approach has on the reliability and stability of the equipment. The research approach includes a global literature study providing potential options for improvements. The viability of these options was tested via a questionnaire conducted with plant personnel with current plant personnel. The questionnaire consists of 28 questions, which are formulated to determine certain data relating to the research question. The questions are divided into six categories, as it is extracted from the relevant sections. See details in Appendix A The categories are: 1. Challenges in the different air separation processes 2. Maintenance management 3. Maintenance planning 4. Maintenance strategy 5. Reliability management 6. Quality management and the reliability centred maintenance (RCM) process On completion of the data collection, the data was thoroughly validated to verify that the information is relevant to the research topic. Each maintenance management division’s data was tabulated based on the response of the individuals and analyzed thoroughly to extract the conclusions of the collected data (Maxwell, 2002). The results of the respondents indicated that proactive maintenance and all aspects thereof is the key to success for improving the reliability of the cold box. Reliability engineering management is essential for the stability of the cold box. , M.Phil. (Engineering Management)
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Investigating benefits of technology management techniques within the Sasol environment : a case study

- Singh, Nash

Authors: Singh, Nash
Date: 2012-07-31
Subjects: Technology management , Sasol (Firm)
Type: Thesis
Identifier: uj:8871 , http://hdl.handle.net/10210/5338
Description: M.Ing. , This case study explores the different technology management techniques available to organisations to control and manipulate technology to improve efficiency, reliability, optimisation and productivity. The technology techniques explored in this case study include technology roadmaps, technology capability analysis and technology portfolio analysis. The theoretical framework section of this case study provides an in depth study on the different techniques and presents supporting information that must be understood to correctly and efficiently implement these techniques. The analysis section of this case study presents results to authenticate the research captured in the theoretical section. The analysis section and the conclusion of this case study provide results and benefits of implementing technology management techniques within business units of Sasol. Sasol consists of a number of different technologies with different lifecycles which are required to be controlled and maintained to ensure continuous operation. Sasol is dependent on technology for safety, continuous operation and maintenance. The outcome of this case study is to provide an organisation such as Sasol the benefits and results of implementing technology management techniques within the organisation and to justify investing in technology management tools and techniques. The technology roadmap and technology portfolio analysis was carried out for the Solvents business unit whereas the technology capability analysis was carried out for Sasol Technology control engineering group.
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Determining the organisational culture at Sasol Technology, a division of Sasol Ltd.

- Nadarajan, Jayseelan

Authors: Nadarajan, Jayseelan
Date: 2012-08-21
Subjects: Organizational behavior , Sasol (Firm)
Type: Report
Identifier: uj:2890 , http://hdl.handle.net/10210/6321
Description: M.B.A. , The aim of this research study was to determine the organisational culture present at SASOL Technology. In order to achieve this aim, this research study had quadruple objectives, one of which was the core of this study. The core focus of the research was the determination of the organisational culture at SASOL technology using a theoretical model or_framework. The need for using such a model or framework became apparent after the literature survey highlighted the dynamic nature of organisational culture and that a structured and systematic way of thinking is required in order to grasp this phenomena of organisational culture. Organisation culture is seen as a constraint to change in any organisation. In order to implement change successfully, it is imperative that the type of culture that exists in the organisation is known and dealt with accordingly. The Competing Values Framework, together with the Organisational Culture Assessment Instrument (OCAI), was used to diagnose the culture at SASTECH. It was found that the organisation is dominated by a market culture. °A market culture is a results-oriented workplace whose major Concern is with getting the job done. °People are competitive and goal-orientated. Leaders are tough and demanding. Sasol Technology however, wants the organisation to adopt the adhocracy culture type because this culture suits the future state of the organisation. The adhocracy culture is characterised by a dynamic, entrepreneurial and creative workplace. People stick their necks out and take risks. Effective leadership is visionary, innovative and risk-oriented. Providing recommendations for SASOL Technology to transit from the market culture to the adhocracy culture type concluded this study
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Alliance formation : a process automation perspective

- Mbuyamba, Gloire Mpoyi Lubilanji

Authors: Mbuyamba, Gloire Mpoyi Lubilanji
Date: 2012-06-05
Subjects: Process control - Automation , Sasol (Firm) , Process control - Case studies , Total quality management , Quality control
Type: Mini-Dissertation
Identifier: uj:2433 , http://hdl.handle.net/10210/4892
Description: M.Ing. , PURPOSE A case study at Sasol Limited, a South African based petrochemical corporation was conducted in order to provide additional insights into relationship development between a consumer and suppliers in the process automation system industry. The purpose of this mini-dissertation is to describe how a South African Petrochemical Corporation, Sasol Limited developed an alliance with a number of its Process Automation System suppliers. 2 RESEARCH METHODOLOGY & APPROACH In this dissertation, the Petrochemical Corporation’s role in the alliance formation is analysed. Current theory on alliance formation processes was reviewed in order to attain a concise understanding on partnering and alliance formation theory. From the literature review a partnering model is established and compared it to Sasol Limited actual process. 3 FINDINGS, LIMITATIONS & CONCLUSION The case study indicates that the alliance formation process is not a “one size fit all” process but rather a process that needs to be tailored according to the situation. A requirement for successful alliance is that it should benefit all parties involved. Although the dissertation’s main perspective is the buyer’s side of the alliance, Sasol Limited, the processes taken by the Process Automation System Vendors has also been considered. The research suggests that organisations involved in situations where a number of suppliers that provide the same products or service should consider fostering one or more special relationships that are mutually beneficial. Buyer-Supplier alliances are not limited to one supplier. A single buyer may have alliances with multiple suppliers where advantageous. The main advantage to the buyer is an increase in competition by suppliers as well as cost savings that are induced as a result of favourable rates brought by the alliance. The main advantage to the seller is that a guaranteed source of revenue can then be established.
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Barriers to best practice transfer in Sasol Coal

- Scheepers, Pieter Arnoldus

Authors: Scheepers, Pieter Arnoldus
Date: 2012-09-12
Subjects: Organizational learning. , Knowledge management. , Communication in organizations. , Production management. , Production planning. , Sasol (Firm)
Type: Mini-Dissertation
Identifier: uj:10302 , http://hdl.handle.net/10210/7669
Description: M.Comm. , Three distinct concepts need mentioning for this study. Some production units make use of best practices, which are not known to other members in the organisation. Secondly, some best practices that are used by units or individuals are shared by those using it with others by registering it as best practices and anyone have access to this practice via the internal internet. Thirdly a list of twelve operational best practices were identified out of the best practices as used by good operating units, these being made compulsory to be used by all production units and is called standard operating procedures. Figure 2 indicates the hierarchy of these concepts. Units and individuals use common work practices to perform their duties. From these common work practices best practices are derived. These are the practices that are superior and regarded as best due to these practices resulting in superior results. When such best practices are formalised in a manner that it becomes compulsory. Making use of the best practices and standard operating procedures will enhance the productivity of the organisation and will contribute positively to the profitability of the organisation. Best practices which are used by operating production units but that are not shared together with standard operating procedures that have been identified and which are not implemented is a problem that face mine management. It is vital that reasons why best practice transfer and the implementation of these practices do not take place be investigated to enable management to address these barriers.
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