- Title
- Implementing lean principles to improve processes at NMMU Business School
- Creator
- Malange, Nandipha
- Subject
- Lean manufacturing -- South Africa -- Port Elizabeth
- Subject
- College applications -- South Africa -- Port Elizabeth
- Subject
- Universities and colleges -- South Africa -- Port Elizabeth -- Admission
- Date Issued
- 2012
- Date
- 2012
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- vital:8801
- Identifier
- http://hdl.handle.net/10948/d1017028
- Description
- This time of great change, of shifting paradigms, provides a great platform for universities to rethink their processes (Duderstadt, 2000). Thanks to the pioneering success of the Toyota Motor Company for the invention of lean manufacturing. This operating system has been implemented in many manufacturing companies, with recent successes reported in the service industry. With its focus on quality improvement, cost reduction, efficiency and excellency, lean has been recognised as one of the mechanisms for process improvement and organisational change. In terms of fully embracing lean principles, the service industry still lags far behind the manufacturing, with institutions of higher learning still quite far. Numerous authors have confirmed that institutions of learning are not an easy environment to change. Universities are still characterised by bureaucratic systems based on conventional processes that are not necessarily relevant to today‘s world. The old saying that change in the universities occur one grave at a time is not farfetched (Hines and Lethbridge, 2008 and Paul and Brindley, 1996). The impact of globalisation on business education and how to respond to this phenomenon is a challenge. This necessitates a need for more streamlined and efficient organisations; hence lean has been promoted as a strategy to achieve competitive advantage (Simmons and Masson, 2003). The research study aims to identify areas where lean principles can be implemented to improve the NMMU MBA application process. Semi-structured interviews were conducted with employees directly involved in the process in order to understand it better. The results of the respondents were reported in a process chart diagram and spaghetti diagram. The interviews also revealed five themes that emerged during the analysis of responses. These themes formed the basis for development of recommendations in Chapter 6 of the study.
- Format
- xi, 126 leaves
- Format
- Publisher
- Nelson Mandela Metropolitan University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela Metropolitan University
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