- Title
- A case study of how to implement continuous improvement initiatives
- Creator
- Ntsoane, Makobe Collen
- Subject
- Employee morale
- Subject
- Incentives in industry
- Subject
- Corporate culture
- Date Issued
- 2023-12
- Date
- 2023-12
- Type
- Master's theses
- Type
- text
- Identifier
- http://hdl.handle.net/10948/65902
- Identifier
- vital:74282
- Description
- The aim of this study was to establish an understanding of the critical success factors of how to successfully implement and sustain continuous improvement projects at the Festive poultry processing plant using the 20 Keys continuous improvement (CI) tool. There are many continuous improvements in methodologies such as lean, 20 Keys , TQM and business process re-engineering. However, it has proven difficult for numerous businesses globally. Festive, a division of Astral Foods, a poultry processing plant, attempted to implement the 20 Keys , a continuous improvement methodology, and it was no exception as it was added to the list of unsuccessful companies. Because of the failed attempt to implement 20 Keys at Festive and many other manufacturing businesses, which attempted to introduce CI initiatives but ultimately failed, factors such as management support, training, rewards and recognition and organisational culture have been revealed by the literature review as contributors to continuous improvement initiatives’ successful or unsuccessful implementation. A case study methodology was applied in this study to understand the real-life context of the failed implementation of Continuous Improvement at Festive. Furthermore, it aimed to explore and explain complex causal links of training, rewards and recognition, organisational culture and management support which can positively impact the implementation of 20 Keys within the poultry processing industry or any manufacturing industry. A mixed method was followed through an online survey and in-depth interviews. The qualitative and quantitative data analysis results revealed that management support, training, rewards and recognition and organisational culture all were related and influenced continuous improvement implementation. Furthermore, companywide training, rewards and recognition proved to be the most significant challenge, resulting in the unsuccessful implementation of 20 Keys. The findings revealed that implementing continuous improvement is not immediate and entails all employees being adequately involved in the entire process from the start. The main finding at Festive was that when implementing the 20 Keys continuous
- Description
- Thesis (MBA) -- Faculty of Business and Economic Sciences, Business School, 2023
- Description
- The aim of this study was to establish an understanding of the critical success factors of how to successfully implement and sustain continuous improvement projects at the Festive poultry processing plant using the 20 Keys continuous improvement (CI) tool. There are many continuous improvements in methodologies such as lean, 20 Keys , TQM and business process re-engineering. However, it has proven difficult for numerous businesses globally. Festive, a division of Astral Foods, a poultry processing plant, attempted to implement the 20 Keys , a continuous improvement methodology, and it was no exception as it was added to the list of unsuccessful companies. Because of the failed attempt to implement 20 Keys at Festive and many other manufacturing businesses, which attempted to introduce CI initiatives but ultimately failed, factors such as management support, training, rewards and recognition and organisational culture have been revealed by the literature review as contributors to continuous improvement initiatives’ successful or unsuccessful implementation. A case study methodology was applied in this study to understand the real-life context of the failed implementation of Continuous Improvement at Festive. Furthermore, it aimed to explore and explain complex causal links of training, rewards and recognition, organisational culture and management support which can positively impact the implementation of 20 Keys within the poultry processing industry or any manufacturing industry. A mixed method was followed through an online survey and in-depth interviews. The qualitative and quantitative data analysis results revealed that management support, training, rewards and recognition and organisational culture all were related and influenced continuous improvement implementation. Furthermore, companywide training, rewards and recognition proved to be the most significant challenge, resulting in the unsuccessful implementation of 20 Keys. The findings revealed that implementing continuous improvement is not immediate and entails all employees being adequately involved in the entire process from the start. The main finding at Festive was that when implementing the 20 Keys continuous improvement tool, the training provided was inadequate and mainly focused on managers and not staff. Furthermore, the lack of a rewards and recognition strategy, linked to continuous improvement goals, contributed to resistance to change in the culture and an inability to adapt to change. Misalignment between managers and staff regarding what contributes to successful continuous improvement initiatives, such as training, management involvement and rewards and recognition, was also found to be a contributor to the unsuccessful implementation of continuous improvement.
- Format
- computer
- Format
- online resource
- Format
- application/pdf
- Format
- 1 online resource (xiii, 184 pages)
- Format
- Publisher
- Nelson Mandela University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela University
- Rights
- All Rights Reserved
- Rights
- Open Access
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| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | Ntsoane, M.C.pdf | 2 MB | Adobe Acrobat PDF | View Details Download |