Enablers for lean process sustainability within South African manufacturing industries
- Authors: Roth, Benlloyd Koekemoer
- Date: 2015
- Subjects: Lean manufacturing , Manufacturing processes , Process control
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6591 , vital:21122
- Description: James Womack and his colleagues Daniel Jones and Daniel Roos changed the way western civilization approached manufacturing. In 1990, they published a book called ‘The Machine That Changed the World: The Story of Lean Production’. It was a concept that had slowly filtered from the east but had not made its mark on the manufacturing sector. The concept of lean, born out of the Japanese Toyota Manufacturing System, was first thought to be impossible to duplicate outside of Japan. Since Womack and company popularised this “new” way of producing goods and delivering services it spread across industries finding popularity in the medical, engineering, accounting and especially the manufacturing industries. Over the last few decades lean practices has been synonymous with efficiency, cost reduction, supply chain optimisation and innovative problem solving (Anvari Norzima, Rosnah, Hojjati and Ismail, 2010; Pieterse et al., 2010; Womack et al., 1990). Lean process implementation has been researched in abundance, as has failed attempts at lean implementation. The purpose of this study was to identify and assess enablers of lean sustainability in organisations where lean processes are already being implemented. The literature study found Organisational Culture, Leadership, Employee Engagement and Trade Unions participation as factors that contributed to successful lean implementations. The author developed a model to test Organisational Culture, Leadership, Employee Engagement and Trade Unions as enablers to sustain lean practices in organisations in South Africa’s manufacturing industries. The results proved that Organisational Culture, Leadership and Employee Engagement were considered enablers for lean sustainability. These three enablers have an interlinked relationship and together help sustainability. Lacking just one factor would surely result in unsustainable lean practices. The study was conducted in the quantitative paradigm, as the hypothesised relationship was statistically tested. The data was collected from a homogenous group via an email sent with a link to the questionnaire. The data was statistically analysed with Statistica software and Microsoft Excel.
- Full Text:
- Date Issued: 2015
- Authors: Roth, Benlloyd Koekemoer
- Date: 2015
- Subjects: Lean manufacturing , Manufacturing processes , Process control
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6591 , vital:21122
- Description: James Womack and his colleagues Daniel Jones and Daniel Roos changed the way western civilization approached manufacturing. In 1990, they published a book called ‘The Machine That Changed the World: The Story of Lean Production’. It was a concept that had slowly filtered from the east but had not made its mark on the manufacturing sector. The concept of lean, born out of the Japanese Toyota Manufacturing System, was first thought to be impossible to duplicate outside of Japan. Since Womack and company popularised this “new” way of producing goods and delivering services it spread across industries finding popularity in the medical, engineering, accounting and especially the manufacturing industries. Over the last few decades lean practices has been synonymous with efficiency, cost reduction, supply chain optimisation and innovative problem solving (Anvari Norzima, Rosnah, Hojjati and Ismail, 2010; Pieterse et al., 2010; Womack et al., 1990). Lean process implementation has been researched in abundance, as has failed attempts at lean implementation. The purpose of this study was to identify and assess enablers of lean sustainability in organisations where lean processes are already being implemented. The literature study found Organisational Culture, Leadership, Employee Engagement and Trade Unions participation as factors that contributed to successful lean implementations. The author developed a model to test Organisational Culture, Leadership, Employee Engagement and Trade Unions as enablers to sustain lean practices in organisations in South Africa’s manufacturing industries. The results proved that Organisational Culture, Leadership and Employee Engagement were considered enablers for lean sustainability. These three enablers have an interlinked relationship and together help sustainability. Lacking just one factor would surely result in unsustainable lean practices. The study was conducted in the quantitative paradigm, as the hypothesised relationship was statistically tested. The data was collected from a homogenous group via an email sent with a link to the questionnaire. The data was statistically analysed with Statistica software and Microsoft Excel.
- Full Text:
- Date Issued: 2015
Enhancing the role of the Kaizen suggestion tool in South African lean automotive companies of the Eastern Cape
- Authors: Adedeji, Adeyemi Charles
- Date: 2011
- Subjects: Lean manufacturing , Manufacturing processes , Production management -- Mathematical models
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:8644 , http://hdl.handle.net/10948/d1008157 , Lean manufacturing , Manufacturing processes , Production management -- Mathematical models
- Description: The Toyota manufacturing system, aptly referred to as Lean manufacturing, has received a reasonable appreciation and awareness over the past decade in South African industry. This production phenomenon constitutes an organizational culture that encourages world-class production success through the liberation of factory resources, while employees are empowered and encouraged to contribute ideas for the improvement of processes and products. However, despite lean awareness and the crucial role of employee participation in the suggestion of ideas in world-class organizations, the performance level of lean manufacturing in South African industry is largely devoid of the Kaizen suggestion tool, particularly in the automotive companies of the Eastern Cape. The aim of this research was to proffer appropriate recommendations, improved awareness, understanding and practice for the improvement of the Kaizen suggestion principle in the automotive companies of the Eastern Cape. The research primarily focused on the ‘management/employees’ paradigm within the organisational context. The methodology employed in the study included a thorough review of the relevant literature and a questionnaire, which was developed and administered to both the management and employees of the thirty automotive components suppliers in Eastern Cape. The target companies constituted the units of analyses and therefore provided the opportunity for a detailed investigation of the links between management and employees as well as a submission of ideas for operational and organisational processes as established in the literature review. Epistemologically, the research is objectivist and paradigmically, positivist. However, some qualitative aspects of the data were relevant to the study and, therefore, were used in a complementary manner. The case approach utilized mixed methods by applying a range of data collection techniques and evidence from multiple sources while the sampling technique was sequential, involving both purposive and stratified random sampling. The study reveals the apparent lack of a systematic mechanism for the practice and administration of the Kaizen suggestion tools in most Eastern Cape automotive companies. This demerit is found to have negatively affected maximum employee participation and involvement in organizational decision making within the Province. The study has established a basic level of awareness and understanding among employees / employers relations that the Kaizen suggestion scheme is a vital tool for delivering strategic objectives in the management of decision making and organizational growth. The study strongly advocates the inclusion of employee suggestion systems as part of the organizational process.
- Full Text:
- Date Issued: 2011
- Authors: Adedeji, Adeyemi Charles
- Date: 2011
- Subjects: Lean manufacturing , Manufacturing processes , Production management -- Mathematical models
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:8644 , http://hdl.handle.net/10948/d1008157 , Lean manufacturing , Manufacturing processes , Production management -- Mathematical models
- Description: The Toyota manufacturing system, aptly referred to as Lean manufacturing, has received a reasonable appreciation and awareness over the past decade in South African industry. This production phenomenon constitutes an organizational culture that encourages world-class production success through the liberation of factory resources, while employees are empowered and encouraged to contribute ideas for the improvement of processes and products. However, despite lean awareness and the crucial role of employee participation in the suggestion of ideas in world-class organizations, the performance level of lean manufacturing in South African industry is largely devoid of the Kaizen suggestion tool, particularly in the automotive companies of the Eastern Cape. The aim of this research was to proffer appropriate recommendations, improved awareness, understanding and practice for the improvement of the Kaizen suggestion principle in the automotive companies of the Eastern Cape. The research primarily focused on the ‘management/employees’ paradigm within the organisational context. The methodology employed in the study included a thorough review of the relevant literature and a questionnaire, which was developed and administered to both the management and employees of the thirty automotive components suppliers in Eastern Cape. The target companies constituted the units of analyses and therefore provided the opportunity for a detailed investigation of the links between management and employees as well as a submission of ideas for operational and organisational processes as established in the literature review. Epistemologically, the research is objectivist and paradigmically, positivist. However, some qualitative aspects of the data were relevant to the study and, therefore, were used in a complementary manner. The case approach utilized mixed methods by applying a range of data collection techniques and evidence from multiple sources while the sampling technique was sequential, involving both purposive and stratified random sampling. The study reveals the apparent lack of a systematic mechanism for the practice and administration of the Kaizen suggestion tools in most Eastern Cape automotive companies. This demerit is found to have negatively affected maximum employee participation and involvement in organizational decision making within the Province. The study has established a basic level of awareness and understanding among employees / employers relations that the Kaizen suggestion scheme is a vital tool for delivering strategic objectives in the management of decision making and organizational growth. The study strongly advocates the inclusion of employee suggestion systems as part of the organizational process.
- Full Text:
- Date Issued: 2011
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