Exploring the factors that influence productivity at the Ford Motor company engine plant in Gqeberha
- Authors: Reed, Ferdi
- Date: 2024-12
- Subjects: Ford Motor Company of South Africa , Industrial productivity , Automobile industry and trade -- Capital productivity -- South Africa
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/69936 , vital:78244
- Description: This study examines productivity at the Ford Motor Company Engine Plant in Gqeberha, focusing on workplace challenges, employee morale, training programs, job flexibility, and leadership styles. The primary objective is to identify factors influencing productivity within this context, and the study aims to provide insights into improving employee engagement and operational efficiency. Conceptually, the research is underpinned by three main theories: the Theory of Constraints, Herzberg’s Two-Factor and Transformational Leadership. Together, these theories provided a comprehensive lens for analysing and addressing productivity dynamics at the Ford Motor Company Engine Plant in Gqeberha. The study utilised a qualitative research design using in-depth interviews as the data collection instrument. The qualitative data were analysed to find recurring themes about the perceptions of productivity at the plant. These results helped to provide a more nuanced understanding of how workers perceive the factors that determine productivity. The research findings highlighted several key factors impacting productivity. Effective leadership, especially transformational leadership, was shown to significantly enhance productivity by fostering a motivated and engaged workforce. Employee morale emerged as another crucial factor, with motivated and satisfied employees demonstrating higher productivity levels. A supportive work environment, along with opportunities for recognition and growth, was essential in maintaining high morale. Interviews with employees highlighted the critical role of effective leadership, particularly transformational leadership, in fostering a motivated and efficient workforce. Leaders who actively engage with their teams and provide clear guidance were found to enhance productivity significantly. Employee morale emerged as another crucial factor, with motivated and satisfied employees demonstrating higher productivity levels. The research underscored the importance of a supportive work environment, recognition, and growth opportunities in boosting employee morale. Training and development programs were also pivotal, with comprehensive training enhancing employee confidence and competence, leading to improved performance.Job flexibility, including flexible working hours and remote work options, was linked to better work-life balance, reduced burnout, and increased job satisfaction. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business School, 2024
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- Date Issued: 2024-12
Achieving successful implementation of lean manufacturing control systems, to achieve world class status, at Ford Motor Componay of Southern Africa
- Authors: Govender, Shawn Prakash
- Date: 2002
- Subjects: Ford Motor Company of South Africa , Automobile industry and trade -- Management , Automobile industry and trade -- South Africa , Manufacturing industries -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10909 , http://hdl.handle.net/10948/75 , Ford Motor Company of South Africa , Automobile industry and trade -- Management , Automobile industry and trade -- South Africa , Manufacturing industries -- Management
- Description: Ford Motor Company embarked on a new engine programme, called the Rocam Engine Programme, in the year 2001. This engine was developed specifically for the European market. The customer demand rate was small initially, but ramped up slowly over time. During the low production volume period, this engine was introduced into the local market to test the publics’ response. The response was overwhelmingly positive. The local market grew considerably in a short space of time. During the same time-period, the European customer demand increased, unexpectedly, by approximately 60 percent. The additional production volume placed an enormous amount of pressure on the Engine Plant facility. Two of the production lines in particular, were taking huge strain. These lines were not producing the demand quantities, and the product quality levels were dropping quickly. The research project is based purely on the lean manufacturing principles and philosophies. The aim of the study is to identify the deficiencies on these two production lines, thereby allowing corrective action to be taken. The research methodology comprised of the following steps: · A literature study was performed to give the reader a better understanding of the principles and philosophies of lean manufacturing. · A second literature study was also performed to get a better understanding of the continuous improvement philosophies of lean manufacturing. · A current state map, which depicts the existing situation on the line, was developed for both production lines. The existing situation was then compared to the fundamental principles and philosophies of a lean manufacturer. In this way the deficiencies were highlighted to management. Several recommendations were made regarding the data obtained in the study. The key ones are as follows: · First-line management needs to be trained and coached into managing their business by using quality, cost and delivery as the key performance metrics. They also have to be trained in team dynamics. This will promote cross-functional brainstorming and problem solving sessions. · The accurate collection and processing of base-measurement data should be treated as cardinal, and road shows by production personnel should be presented every week to top management. This will ensure that data is regularly collected and corrective action is continually taken to improve the current situation. Operating personnel needs to be trained in this discipline. Management needs to be serious about implementing lean production principles by enforcing these road shows. · The objectives of Kaizen, production management and the supporting departments (including maintenance and MP&L) ought to be the same in the interest of maximum productivity i.e. leaning towards world class. · First-line management must develop formal structured plans that will rectify the current on-line situation. Plans must include medium to longterm objective setting. Senior management need to coach the first-line management in this discipline. · Few production systems can be implemented without the necessary infrastructure conducive to supporting it. An infrastructure where production gets involved and takes ownership (policy deployment with regards to lines of communication and responsibility between Area Managers, Production Coordinators, Team Leaders and contractors) is what is required. Lean manufacturing deficiencies on the two production lines have been identified. A detailed implementation plan, which needs to be developed by the Ford Production System department, needs to be given to management. This plan needs to address the identified deficiencies in a timely manner that will assist in the Engine Plant meeting their production targets.
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- Date Issued: 2002