A case study of how to implement continuous improvement initiatives
- Authors: Ntsoane, Makobe Collen
- Date: 2023-12
- Subjects: Employee morale , Incentives in industry , Corporate culture
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/65902 , 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 , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business School, 2023 , 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.
- Full Text:
- Date Issued: 2023-12
- Authors: Ntsoane, Makobe Collen
- Date: 2023-12
- Subjects: Employee morale , Incentives in industry , Corporate culture
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/65902 , 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 , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business School, 2023 , 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.
- Full Text:
- Date Issued: 2023-12
Factors influencing pay systems in the manufacturing industry of Port Elizabeth
- Authors: Boyce, Ncedile
- Date: 2014
- Subjects: Wage payment systems , Incentives in industry , Employee motivation , Compensation management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8926 , http://hdl.handle.net/10948/d1021168
- Description: Collective bargaining was impacted by the confrontation at Marakina and the role players, employers and unions were left looking for new creative alternatives to reward operational employees (blue collar workers).Then, finding a well-designed pay system is crucial for the success of the organisation, since collective bargaining is under pressure. The following determinants, job based pay, performance based pay, skills based pay, education and training, and tenure based pay were constructed from literature to formulate the conceptual model for the pay of operators in the manufacturing sector of Port Elizabeth. There are a number of factors that are at play in the determination and design of pay systems, which need to be considered. Two major pay systems are at the centre of this study and they are those based on the worth of the job and those that are based on employees’ skills, productivity, education and training, and tenure. Pay equity is at the heart of employment relationship and is the reference point with regard to the distribution of resources when economic productivity and profitability are achieved. The findings presented indicated that all the determinants, job based pay, performance based pay, skills based pay and education and training, with the exception of tenure based pay, were significant to the pay of operational employees. However, the multivariable regression model found that job based pay is more significant and should be modelled as the foundation of the pay system for operational employees. Other pay determinants, such as performance and skills based pay are best modelled as additional increments that accelerate employees’ pay.
- Full Text:
- Date Issued: 2014
- Authors: Boyce, Ncedile
- Date: 2014
- Subjects: Wage payment systems , Incentives in industry , Employee motivation , Compensation management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8926 , http://hdl.handle.net/10948/d1021168
- Description: Collective bargaining was impacted by the confrontation at Marakina and the role players, employers and unions were left looking for new creative alternatives to reward operational employees (blue collar workers).Then, finding a well-designed pay system is crucial for the success of the organisation, since collective bargaining is under pressure. The following determinants, job based pay, performance based pay, skills based pay, education and training, and tenure based pay were constructed from literature to formulate the conceptual model for the pay of operators in the manufacturing sector of Port Elizabeth. There are a number of factors that are at play in the determination and design of pay systems, which need to be considered. Two major pay systems are at the centre of this study and they are those based on the worth of the job and those that are based on employees’ skills, productivity, education and training, and tenure. Pay equity is at the heart of employment relationship and is the reference point with regard to the distribution of resources when economic productivity and profitability are achieved. The findings presented indicated that all the determinants, job based pay, performance based pay, skills based pay and education and training, with the exception of tenure based pay, were significant to the pay of operational employees. However, the multivariable regression model found that job based pay is more significant and should be modelled as the foundation of the pay system for operational employees. Other pay determinants, such as performance and skills based pay are best modelled as additional increments that accelerate employees’ pay.
- Full Text:
- Date Issued: 2014
Remuneration and rewards strategies at the Nelson Mandela Metropolitan University
- Authors: Bobi, Lungiswa
- Date: 2011
- Subjects: Nelson Mandela Metropolitan University , Compensation management -- South Africa , Employee retention -- South Africa -- Port Elizabeth , Incentives in industry , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9393 , http://hdl.handle.net/10948/d1021232
- Description: To be competitive, organisations need to ensure that all their resources are functioning at optimal level. The most important of these resources being its employees. This is because their commitment can guarantee the attainment of organisational goals. Commitment can be attained by an organisation through the payment of internally and externally competitive remuneration and reward packages, that communicate the value of the employees to the organisation. Remuneration and reward strategies are a critical tool for organisations, as they can motivate, attract and retain high performing employees. The theories of motivation, such as, the equity theory, state that employees compare their compensation with that of others and that if they perceive inequity, can be de-motivated or leave an organisation. Therefore, it is imperative for an organisation to ensure that its remuneration and reward strategy is aligned with its business strategy, to ensure clear communication of goals. In order to prevent labour turnover and to ensure commitment and retention, the employer needs to offer total rewards, which include base pay, benefits, variable performance pay, recognition and an enabling work environment. These can be effective as they meet all employee needs as in Maslow‟s hierarchy of needs and ensure the satisfaction of the organisation‟s need for goal attainment. To gain more insight, an empirical study was conducted at the Nelson Mandela Metropolitan University. The results of the survey indicated that the NMMU‟s remuneration and reward strategy contained certain elements of the total rewards strategy. These are variable pay in the form of a service bonus and benefits plus based pay. This strategy seems to be ineffective to motivate and retain employees due to lack of clear communication and recognition. To motivate and retain its employees, the NMMU should improve its communication and engage employees and unions in defining remuneration and reward strategies through collaboration.
- Full Text:
- Date Issued: 2011
- Authors: Bobi, Lungiswa
- Date: 2011
- Subjects: Nelson Mandela Metropolitan University , Compensation management -- South Africa , Employee retention -- South Africa -- Port Elizabeth , Incentives in industry , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9393 , http://hdl.handle.net/10948/d1021232
- Description: To be competitive, organisations need to ensure that all their resources are functioning at optimal level. The most important of these resources being its employees. This is because their commitment can guarantee the attainment of organisational goals. Commitment can be attained by an organisation through the payment of internally and externally competitive remuneration and reward packages, that communicate the value of the employees to the organisation. Remuneration and reward strategies are a critical tool for organisations, as they can motivate, attract and retain high performing employees. The theories of motivation, such as, the equity theory, state that employees compare their compensation with that of others and that if they perceive inequity, can be de-motivated or leave an organisation. Therefore, it is imperative for an organisation to ensure that its remuneration and reward strategy is aligned with its business strategy, to ensure clear communication of goals. In order to prevent labour turnover and to ensure commitment and retention, the employer needs to offer total rewards, which include base pay, benefits, variable performance pay, recognition and an enabling work environment. These can be effective as they meet all employee needs as in Maslow‟s hierarchy of needs and ensure the satisfaction of the organisation‟s need for goal attainment. To gain more insight, an empirical study was conducted at the Nelson Mandela Metropolitan University. The results of the survey indicated that the NMMU‟s remuneration and reward strategy contained certain elements of the total rewards strategy. These are variable pay in the form of a service bonus and benefits plus based pay. This strategy seems to be ineffective to motivate and retain employees due to lack of clear communication and recognition. To motivate and retain its employees, the NMMU should improve its communication and engage employees and unions in defining remuneration and reward strategies through collaboration.
- Full Text:
- Date Issued: 2011
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