Leveraging shop floor management to create an organization of self managed people at SA canopy
- Authors: Swart, Jacques
- Date: 2011
- Subjects: Industrial management -- South Africa , Production management -- South Africa , Teams in the workplace -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8785 , http://hdl.handle.net/10948/d1013753
- Description: All world class manufacturing organizations have shop floor management in place. Shop floor management principles and tools are utilised to plan and to react in out of control conditions. Shop floor management is also utilised to involve people in decision making and to encourage continuous improvement. Various shop floor management principles exist and are applied differently depending on the nature of the business, however all these principles are present in all the companies researched. SA Canopy currently applies very little or no shop floor management principles. To be able to achieve its objectives and mission set by the new shareholders, shop floor excellence must be achieved. The objective of the study was to establish shop floor management principles utilised by the automotive industry as well as best in class organizations. To achieve this, a comprehensive literature study was performed on shop floor management. A questionnaire and audit schedule was designed based on guidelines in the literature study in order to establish what shop floor management principles are being utilised in the industry. The researcher used random sampling methods in distributing the questionnaire. An internal audit of the companies was conducted to support the responses in from the questionnaires. The opinions of the various respondents were compared with the guidelines provided in the literature survey in order to indentify shop floor management principles which would be suitable for SA Canopy. The following main recommendations were made: In order for SA canopy to achieve its objectives the company needs to develop a mission statement for everyone to work towards; SA Canopy needs to become more customer and supplier orientated. This will improve the overall performance of the business in respect of cost, quality and output; It is important that SA Canopy promotes teamwork so as to create a culture of continuous improvement; Problem solving skills need to be developed in the organization; Roles of Supervision need to be clearly defined and development programmes need to be put in place for supervision; A management process similar to the “Plan, Do, Check, Action “needs to be put in place to ensure effective actioning and monitoring of improvements and performance of stakeholders.
- Full Text:
- Date Issued: 2011
- Authors: Swart, Jacques
- Date: 2011
- Subjects: Industrial management -- South Africa , Production management -- South Africa , Teams in the workplace -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8785 , http://hdl.handle.net/10948/d1013753
- Description: All world class manufacturing organizations have shop floor management in place. Shop floor management principles and tools are utilised to plan and to react in out of control conditions. Shop floor management is also utilised to involve people in decision making and to encourage continuous improvement. Various shop floor management principles exist and are applied differently depending on the nature of the business, however all these principles are present in all the companies researched. SA Canopy currently applies very little or no shop floor management principles. To be able to achieve its objectives and mission set by the new shareholders, shop floor excellence must be achieved. The objective of the study was to establish shop floor management principles utilised by the automotive industry as well as best in class organizations. To achieve this, a comprehensive literature study was performed on shop floor management. A questionnaire and audit schedule was designed based on guidelines in the literature study in order to establish what shop floor management principles are being utilised in the industry. The researcher used random sampling methods in distributing the questionnaire. An internal audit of the companies was conducted to support the responses in from the questionnaires. The opinions of the various respondents were compared with the guidelines provided in the literature survey in order to indentify shop floor management principles which would be suitable for SA Canopy. The following main recommendations were made: In order for SA canopy to achieve its objectives the company needs to develop a mission statement for everyone to work towards; SA Canopy needs to become more customer and supplier orientated. This will improve the overall performance of the business in respect of cost, quality and output; It is important that SA Canopy promotes teamwork so as to create a culture of continuous improvement; Problem solving skills need to be developed in the organization; Roles of Supervision need to be clearly defined and development programmes need to be put in place for supervision; A management process similar to the “Plan, Do, Check, Action “needs to be put in place to ensure effective actioning and monitoring of improvements and performance of stakeholders.
- Full Text:
- Date Issued: 2011
Tailoring a lean product development framework for the South African automotive industry
- Authors: Mund, Klaudia
- Date: 2011
- Subjects: Lean manufacturing , Automobile industry and trade -- South Africa , Production management -- South Africa , Globalization
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:8792 , http://hdl.handle.net/10948/d1015737
- Description: Globalization in the automotive industry exerts enormous pressure on automotive manufacturers and forces many global companies to expand into emerging markets, which results in adopting new ways to manage product design and development. Excellence in product design and development offers an opportunity to gain competitive advantage and can be achieved by implementing Toyota´s Lean Product Development System (LPDS). Although in the last three years Toyota has been severely challenged by the global economic crisis, by a series of recalls resulting in reputation damage and also by natural disasters such as the recent tsunamis - the world can still learn from Toyota´s successes embodied in the lean concept and practices, which are integral to Toyota´s ‘way of life’. The LPDS model (Morgan & Liker 2006) has captured the attention of academics worldwide (including this researcher) thanks to the following key characteristics: shorter development times, less engineering hours involved in development, lower manufacturing costs, higher customer satisfaction and fewer defects reported. In the academic world, lean product development (LPD) is a new field of exploration and thus relevant literature and numbers of studies available are limited. However, scientists are asking questions about successful adaptation and adoption of this model to other environments beyond Toyota. Similarly, the researcher aimed in this thesis to find answers to its main research question, namely: ‘What would be a suitable LPD model for the South African automotive industry?’ South Africa (SA) is a country with a strong manufacturing tradition and although the automotive sector is the third-largest segment in the South African economy and its vehicle market is the largest on the African continent in a global perspective SA´s contribution is relatively small as it produces only 0.61percent of the global motor vehicle volume (OICA 2011). While the country strives to secure sustainable development for the automotive industry and seeks to improve its global competitiveness, companies operating in SA are currently faced with several unique challenges and problems. Lean has been expanding slowly in SA and some companies in the local automotive industry have implemented the lean concept into production areas to improve their operational excellence and performance. However, it is a search for excellence in product development (PD) that could best contribute to improved sustainability for the automotive industry and also provide an important strategic spur towards global competitiveness. The primary intention of this research was to develop an integrated LPD framework tailored for SA´s automotive industry. Considering this, it was necessary to determine current PD capabilities at domestic and international companies operating in SA´s automotive industry so as to examine levels of adaptation of LPD practices. A questionnaire survey and personal interviews involving all seven locally operating Original Equipment Manufacturers (OEMs), including Toyota, as well as 36 local automotive suppliers provided an empirical base for this investigation. This study indicates that SA plays an important supportive role in the global PD context. In spite of a strong manufacturing focus and very limited PD capabilities, SA´s automotive companies have already achieved a high level of ‘leanness’ in product engineering processes. However, on the downside, it appears that industry leaders and senior managers are sceptical about current and future capabilities and opportunities for SA in the designing and developing of global products.
- Full Text:
- Date Issued: 2011
- Authors: Mund, Klaudia
- Date: 2011
- Subjects: Lean manufacturing , Automobile industry and trade -- South Africa , Production management -- South Africa , Globalization
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:8792 , http://hdl.handle.net/10948/d1015737
- Description: Globalization in the automotive industry exerts enormous pressure on automotive manufacturers and forces many global companies to expand into emerging markets, which results in adopting new ways to manage product design and development. Excellence in product design and development offers an opportunity to gain competitive advantage and can be achieved by implementing Toyota´s Lean Product Development System (LPDS). Although in the last three years Toyota has been severely challenged by the global economic crisis, by a series of recalls resulting in reputation damage and also by natural disasters such as the recent tsunamis - the world can still learn from Toyota´s successes embodied in the lean concept and practices, which are integral to Toyota´s ‘way of life’. The LPDS model (Morgan & Liker 2006) has captured the attention of academics worldwide (including this researcher) thanks to the following key characteristics: shorter development times, less engineering hours involved in development, lower manufacturing costs, higher customer satisfaction and fewer defects reported. In the academic world, lean product development (LPD) is a new field of exploration and thus relevant literature and numbers of studies available are limited. However, scientists are asking questions about successful adaptation and adoption of this model to other environments beyond Toyota. Similarly, the researcher aimed in this thesis to find answers to its main research question, namely: ‘What would be a suitable LPD model for the South African automotive industry?’ South Africa (SA) is a country with a strong manufacturing tradition and although the automotive sector is the third-largest segment in the South African economy and its vehicle market is the largest on the African continent in a global perspective SA´s contribution is relatively small as it produces only 0.61percent of the global motor vehicle volume (OICA 2011). While the country strives to secure sustainable development for the automotive industry and seeks to improve its global competitiveness, companies operating in SA are currently faced with several unique challenges and problems. Lean has been expanding slowly in SA and some companies in the local automotive industry have implemented the lean concept into production areas to improve their operational excellence and performance. However, it is a search for excellence in product development (PD) that could best contribute to improved sustainability for the automotive industry and also provide an important strategic spur towards global competitiveness. The primary intention of this research was to develop an integrated LPD framework tailored for SA´s automotive industry. Considering this, it was necessary to determine current PD capabilities at domestic and international companies operating in SA´s automotive industry so as to examine levels of adaptation of LPD practices. A questionnaire survey and personal interviews involving all seven locally operating Original Equipment Manufacturers (OEMs), including Toyota, as well as 36 local automotive suppliers provided an empirical base for this investigation. This study indicates that SA plays an important supportive role in the global PD context. In spite of a strong manufacturing focus and very limited PD capabilities, SA´s automotive companies have already achieved a high level of ‘leanness’ in product engineering processes. However, on the downside, it appears that industry leaders and senior managers are sceptical about current and future capabilities and opportunities for SA in the designing and developing of global products.
- Full Text:
- Date Issued: 2011
Tailoring a lean product development framework for the South African automotive industry
- Authors: Mund, Klaudia
- Date: 2011
- Subjects: Lean manufacturing , Automobile industry and trade -- South Africa , Production management -- South Africa , Globalization
- Language: English
- Type: Thesis , Doctoral , DTech (Operations Management)
- Identifier: vital:9605 , http://hdl.handle.net/10948/1660 , Lean manufacturing , Automobile industry and trade -- South Africa , Production management -- South Africa , Globalization
- Description: Globalization in the automotive industry exerts enormous pressure on automotive manufacturers and forces many global companies to expand into emerging markets, which results in adopting new ways to manage product design and development. Excellence in product design and development offers an opportunity to gain competitive advantage and can be achieved by implementing Toyota´s Lean Product Development System (LPDS). Although in the last three years Toyota has been severely challenged by the global economic crisis, by a series of recalls resulting in reputation damage and also by natural disasters such as the recent tsunamis - the world can still learn from Toyota´s successes embodied in the lean concept and practices, which are integral to Toyota´s ‘way of life’. The LPDS model (Morgan & Liker 2006) has captured the attention of academics worldwide (including this researcher) thanks to the following key characteristics: shorter development times, less engineering hours involved in development, lower manufacturing costs, higher customer satisfaction and fewer defects reported. In the academic world, lean product development (LPD) is a new field of exploration and thus relevant literature and numbers of studies available are limited. However, scientists are asking questions about successful adaptation and adoption of this model to other environments beyond Toyota. Similarly, the researcher aimed in this thesis to find answers to its main research question, namely: ‘What would be a suitable LPD model for the South African automotive industry?’ South Africa (SA) is a country with a strong manufacturing tradition and although the automotive sector is the third-largest segment in the South African economy and its vehicle market is the largest on the African continent in a global perspective SA´s contribution is relatively small as it produces only 0.61% of the global motor vehicle volume (OICA 2011). While the country strives to secure sustainable development for the automotive industry and seeks to improve its global competitiveness, companies operating in SA are currently faced with several unique challenges and problems. Lean has been expanding slowly in SA and some companies in the local automotive industry have implemented the lean concept into production areas to improve their operational excellence and performance. However, it is a search for excellence in product development (PD) that could best contribute to improved sustainability for the iv automotive industry and also provide an important strategic spur towards global competitiveness. The primary intention of this research was to develop an integrated LPD framework tailored for SA´s automotive industry. Considering this, it was necessary to determine current PD capabilities at domestic and international companies operating in SA´s automotive industry so as to examine levels of adaptation of LPD practices. A questionnaire survey and personal interviews involving all seven locally operating Original Equipment Manufacturers (OEMs), including Toyota, as well as 36 local automotive suppliers provided an empirical base for this investigation. This study indicates that SA plays an important supportive role in the global PD context. In spite of a strong manufacturing focus and very limited PD capabilities, SA´s automotive companies have already achieved a high level of ‘leanness’ in product engineering processes. However, on the downside, it appears that industry leaders and senior managers are sceptical about current and future capabilities and opportunities for SA in the designing and developing of global products.
- Full Text:
- Date Issued: 2011
- Authors: Mund, Klaudia
- Date: 2011
- Subjects: Lean manufacturing , Automobile industry and trade -- South Africa , Production management -- South Africa , Globalization
- Language: English
- Type: Thesis , Doctoral , DTech (Operations Management)
- Identifier: vital:9605 , http://hdl.handle.net/10948/1660 , Lean manufacturing , Automobile industry and trade -- South Africa , Production management -- South Africa , Globalization
- Description: Globalization in the automotive industry exerts enormous pressure on automotive manufacturers and forces many global companies to expand into emerging markets, which results in adopting new ways to manage product design and development. Excellence in product design and development offers an opportunity to gain competitive advantage and can be achieved by implementing Toyota´s Lean Product Development System (LPDS). Although in the last three years Toyota has been severely challenged by the global economic crisis, by a series of recalls resulting in reputation damage and also by natural disasters such as the recent tsunamis - the world can still learn from Toyota´s successes embodied in the lean concept and practices, which are integral to Toyota´s ‘way of life’. The LPDS model (Morgan & Liker 2006) has captured the attention of academics worldwide (including this researcher) thanks to the following key characteristics: shorter development times, less engineering hours involved in development, lower manufacturing costs, higher customer satisfaction and fewer defects reported. In the academic world, lean product development (LPD) is a new field of exploration and thus relevant literature and numbers of studies available are limited. However, scientists are asking questions about successful adaptation and adoption of this model to other environments beyond Toyota. Similarly, the researcher aimed in this thesis to find answers to its main research question, namely: ‘What would be a suitable LPD model for the South African automotive industry?’ South Africa (SA) is a country with a strong manufacturing tradition and although the automotive sector is the third-largest segment in the South African economy and its vehicle market is the largest on the African continent in a global perspective SA´s contribution is relatively small as it produces only 0.61% of the global motor vehicle volume (OICA 2011). While the country strives to secure sustainable development for the automotive industry and seeks to improve its global competitiveness, companies operating in SA are currently faced with several unique challenges and problems. Lean has been expanding slowly in SA and some companies in the local automotive industry have implemented the lean concept into production areas to improve their operational excellence and performance. However, it is a search for excellence in product development (PD) that could best contribute to improved sustainability for the iv automotive industry and also provide an important strategic spur towards global competitiveness. The primary intention of this research was to develop an integrated LPD framework tailored for SA´s automotive industry. Considering this, it was necessary to determine current PD capabilities at domestic and international companies operating in SA´s automotive industry so as to examine levels of adaptation of LPD practices. A questionnaire survey and personal interviews involving all seven locally operating Original Equipment Manufacturers (OEMs), including Toyota, as well as 36 local automotive suppliers provided an empirical base for this investigation. This study indicates that SA plays an important supportive role in the global PD context. In spite of a strong manufacturing focus and very limited PD capabilities, SA´s automotive companies have already achieved a high level of ‘leanness’ in product engineering processes. However, on the downside, it appears that industry leaders and senior managers are sceptical about current and future capabilities and opportunities for SA in the designing and developing of global products.
- Full Text:
- Date Issued: 2011
An investigation of the usage of lean in a South African Revenue Services branch office
- Authors: Vazi, Malibongwe Matthews
- Date: 2008
- Subjects: Organizational effectiveness -- South Africa , Production management -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8726 , http://hdl.handle.net/10948/883 , Organizational effectiveness -- South Africa , Production management -- South Africa
- Description: Lean philosophy is based on the continuous quest to improve the organisation’s processes by creating a culture and operating principles which eliminate all non value adding activities within organisation‘s processes. Manufacturing firms consider the adoption of the Lean tools as basic requirements for achieving World Class operational excellence or Best Practice. For some time, lean has been used by the manufacturing organizations. Most organizations understand that lean will help them survive global competition and stay in business. According to Hanna (2007:1), service industries, in general, are a long way behind manufacturing in terms of operations and improvements, and not all lean manufacturing ideas translate from the factory floor to office cubicle. The objective of this study is to investigate how lean manufacturing tools can be used to improve efficiency, customer service and enhance the embedding of a continuous improvement culture in the South African Revenue Services East London office Taxpayer Service business area. The activities that took place in the Taxpayer Service business area from 21 July 2008 until 31 October 2008 were observed. During the observation period, taxpayer services staff members were engaged formally, using surveys to assess their underlying mindset and behaviour as well as informally, using unstructured interviews to solicit more information on activities taking place and the reasoning behind certain actions. The movements of taxpayers who visited the branch office were monitored and the time it took for taxpayers to be assisted was measured as well as the time it took taxpayers to be assisted by a service agent or service consultant. To see if the available resources were used efficiently, the numbers of service channels available were compared to the number of service channels occupied. The results of the survey and observations are analysed and interpreted.
- Full Text:
- Date Issued: 2008
- Authors: Vazi, Malibongwe Matthews
- Date: 2008
- Subjects: Organizational effectiveness -- South Africa , Production management -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8726 , http://hdl.handle.net/10948/883 , Organizational effectiveness -- South Africa , Production management -- South Africa
- Description: Lean philosophy is based on the continuous quest to improve the organisation’s processes by creating a culture and operating principles which eliminate all non value adding activities within organisation‘s processes. Manufacturing firms consider the adoption of the Lean tools as basic requirements for achieving World Class operational excellence or Best Practice. For some time, lean has been used by the manufacturing organizations. Most organizations understand that lean will help them survive global competition and stay in business. According to Hanna (2007:1), service industries, in general, are a long way behind manufacturing in terms of operations and improvements, and not all lean manufacturing ideas translate from the factory floor to office cubicle. The objective of this study is to investigate how lean manufacturing tools can be used to improve efficiency, customer service and enhance the embedding of a continuous improvement culture in the South African Revenue Services East London office Taxpayer Service business area. The activities that took place in the Taxpayer Service business area from 21 July 2008 until 31 October 2008 were observed. During the observation period, taxpayer services staff members were engaged formally, using surveys to assess their underlying mindset and behaviour as well as informally, using unstructured interviews to solicit more information on activities taking place and the reasoning behind certain actions. The movements of taxpayers who visited the branch office were monitored and the time it took for taxpayers to be assisted was measured as well as the time it took taxpayers to be assisted by a service agent or service consultant. To see if the available resources were used efficiently, the numbers of service channels available were compared to the number of service channels occupied. The results of the survey and observations are analysed and interpreted.
- Full Text:
- Date Issued: 2008
Investigating the potential for the application of lean manufacturing in the can coating plant at Duco Coatings
- Authors: Erasmus, Deidre Felicia
- Date: 2008
- Subjects: Manufacturing processes -- South Africa , Waste minimization -- South Africa , Production management -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8579 , http://hdl.handle.net/10948/949 , Manufacturing processes -- South Africa , Waste minimization -- South Africa , Production management -- South Africa
- Description: Companies are constantly expected to be more competitive while working in an environment in which time and cost are limited, thereby preventing such companies from taking the time required to be responsive. It is, therefore, important that companies understand that conventional knowledge and methods will not serve unless there is a concerted focus on improvement of organisational performance toward fulfilling increased expectations, not just maintaining that which is comfortable. A more sustainable approach may be the introduction of lean manufacturing techniques. The lean manufacturing process is one that continuously strives to eliminate waste, thereby increasing the percentage of time that may be devoted to value-adding activities. Lean manufacturing principles were applied in the Can Coating Plant of Duco Speciality Coatings. This study was intended to identify waste in the current production process in the Can Coating Plant and then to use lean tools and principles to eliminate such waste. Implementation of these lean tools proved to result in a leaner and more value-adding process. The new process rendered a positive result on Duco Coating’s costs, quality and product performance. Recommendations on further improvements were also offered.
- Full Text:
- Date Issued: 2008
- Authors: Erasmus, Deidre Felicia
- Date: 2008
- Subjects: Manufacturing processes -- South Africa , Waste minimization -- South Africa , Production management -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8579 , http://hdl.handle.net/10948/949 , Manufacturing processes -- South Africa , Waste minimization -- South Africa , Production management -- South Africa
- Description: Companies are constantly expected to be more competitive while working in an environment in which time and cost are limited, thereby preventing such companies from taking the time required to be responsive. It is, therefore, important that companies understand that conventional knowledge and methods will not serve unless there is a concerted focus on improvement of organisational performance toward fulfilling increased expectations, not just maintaining that which is comfortable. A more sustainable approach may be the introduction of lean manufacturing techniques. The lean manufacturing process is one that continuously strives to eliminate waste, thereby increasing the percentage of time that may be devoted to value-adding activities. Lean manufacturing principles were applied in the Can Coating Plant of Duco Speciality Coatings. This study was intended to identify waste in the current production process in the Can Coating Plant and then to use lean tools and principles to eliminate such waste. Implementation of these lean tools proved to result in a leaner and more value-adding process. The new process rendered a positive result on Duco Coating’s costs, quality and product performance. Recommendations on further improvements were also offered.
- Full Text:
- Date Issued: 2008
The role of GMSA to assist their suppliers with the successful implementation of lean practices
- Authors: Conybeare, Nabiel
- Date: 2007
- Subjects: General Motors (South Africa) , Production management -- South Africa , Business logistics -- Management , Automobile industry and trade -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8742 , http://hdl.handle.net/10948/763 , General Motors (South Africa) , Production management -- South Africa , Business logistics -- Management , Automobile industry and trade -- Management
- Description: Over the past couple of decades traditional manufacturing techniques have been replaced by lean production around the world. This change in production methodology brought about the opportunity for numerous companies to reduce costs and customer lead time through the application of this lean philosophy. The worldwide shift from traditional manufacturing to lean manufacturing can be ascribed to the success of Toyota Motor Company. Lean manufacturing refers to a manufacturing improvement process in order to minimize or eliminate waste while maximizing production flow (Tapping, et al., 2002:30). A value stream includes all the operations and processes to transform raw material into finished products or services. Value stream is a management tool used for the planning of a production process involving lean techniques through systematic data capturing and analysis (Tapping 2002 et al., 41). Value stream is a proven process for planning the improvements that will allow companies to develop lean practices. One key to Toyota’s success that GMSA and many other South African companies have not been able to emulate is the transformation of their suppliers to apply the lean philosophy. This lack of supplier transformation is due to various reasons including supplier proximity, supplier relationships, supplier performance levels, and the ordering policies used for supplied parts. Even though many manufacturing organizations realize the importance of practicing lean manufacturing techniques, few organizations apply lean techniques with the required knowledge and tools to transform their organization from traditional manufacturing to lean manufacturing. This research project is based purely on the lean manufacturing principles and philosophies. The aim of the study is to make GMSA’s suppliers aware of the principles and processes of lean manufacturing and to develop a lean implementation strategy to assist organizations with the successful implementation of lean practices. In order to correctly implement and sustain lean manufacturing practices this study will also focus on supplier support and development and the behavior an organization must exhibit to make this transformation a success. The research methodology comprised the following steps: • A literature study was performed by the researcher to get 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 including supplier support & development; and • To accomplish the objectives of this study, interview sessions were conducted with four senior managers of General Motors South Africa. The researcher selected the interviewees from the following departments within General Motors South Africa: Global Purchasing and Supply Chain; Supplier Quality and Development; Vehicle Assembly Operations and Material Supply. The interviewees from General Motors South Africa were identified as qualified data sources for this research project, as their professional opinions and viewpoints could best address the research questions.
- Full Text:
- Date Issued: 2007
- Authors: Conybeare, Nabiel
- Date: 2007
- Subjects: General Motors (South Africa) , Production management -- South Africa , Business logistics -- Management , Automobile industry and trade -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8742 , http://hdl.handle.net/10948/763 , General Motors (South Africa) , Production management -- South Africa , Business logistics -- Management , Automobile industry and trade -- Management
- Description: Over the past couple of decades traditional manufacturing techniques have been replaced by lean production around the world. This change in production methodology brought about the opportunity for numerous companies to reduce costs and customer lead time through the application of this lean philosophy. The worldwide shift from traditional manufacturing to lean manufacturing can be ascribed to the success of Toyota Motor Company. Lean manufacturing refers to a manufacturing improvement process in order to minimize or eliminate waste while maximizing production flow (Tapping, et al., 2002:30). A value stream includes all the operations and processes to transform raw material into finished products or services. Value stream is a management tool used for the planning of a production process involving lean techniques through systematic data capturing and analysis (Tapping 2002 et al., 41). Value stream is a proven process for planning the improvements that will allow companies to develop lean practices. One key to Toyota’s success that GMSA and many other South African companies have not been able to emulate is the transformation of their suppliers to apply the lean philosophy. This lack of supplier transformation is due to various reasons including supplier proximity, supplier relationships, supplier performance levels, and the ordering policies used for supplied parts. Even though many manufacturing organizations realize the importance of practicing lean manufacturing techniques, few organizations apply lean techniques with the required knowledge and tools to transform their organization from traditional manufacturing to lean manufacturing. This research project is based purely on the lean manufacturing principles and philosophies. The aim of the study is to make GMSA’s suppliers aware of the principles and processes of lean manufacturing and to develop a lean implementation strategy to assist organizations with the successful implementation of lean practices. In order to correctly implement and sustain lean manufacturing practices this study will also focus on supplier support and development and the behavior an organization must exhibit to make this transformation a success. The research methodology comprised the following steps: • A literature study was performed by the researcher to get 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 including supplier support & development; and • To accomplish the objectives of this study, interview sessions were conducted with four senior managers of General Motors South Africa. The researcher selected the interviewees from the following departments within General Motors South Africa: Global Purchasing and Supply Chain; Supplier Quality and Development; Vehicle Assembly Operations and Material Supply. The interviewees from General Motors South Africa were identified as qualified data sources for this research project, as their professional opinions and viewpoints could best address the research questions.
- Full Text:
- Date Issued: 2007
Designing a lean manufacturing model for Johnson Controls SA
- Authors: Andersson, Carl
- Date: 2006
- Subjects: Production management -- South Africa , Just-in-time systems , Manufacturing resource planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8566 , http://hdl.handle.net/10948/188 , Production management -- South Africa , Just-in-time systems , Manufacturing resource planning
- Description: An increase in global competitiveness has forced manufacturing organisations to re – look at their facility from an output and quality standpoint. Leveraging a manufacturing operation into a competitive advantage must at all times support the organisation’s objectives. It is therefore vital that the operation reviews its strategy so that it fulfils the everchanging needs of its market. The main objective of this research was to identify possible approaches that Johnson Controls South Africa (JCI SA) could pursue when implementing a Lean Manufacturing model. In doing this it will improve JCI SA’s manufacturing efficiency and quality, thus giving the organisation a competitive edge over its opposition. The research presented an empirical study of how a Lean Manufacturing model should be implemented in JCI SA. A theoretical and empirical study was conducted on how to successfully implement Lean Manufacturing within an organisation. The main purpose was to establish a theoretical Lean Manufacturing model that the organisation can utilise as a strategic plan to become the global leader in its market place.
- Full Text:
- Date Issued: 2006
- Authors: Andersson, Carl
- Date: 2006
- Subjects: Production management -- South Africa , Just-in-time systems , Manufacturing resource planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8566 , http://hdl.handle.net/10948/188 , Production management -- South Africa , Just-in-time systems , Manufacturing resource planning
- Description: An increase in global competitiveness has forced manufacturing organisations to re – look at their facility from an output and quality standpoint. Leveraging a manufacturing operation into a competitive advantage must at all times support the organisation’s objectives. It is therefore vital that the operation reviews its strategy so that it fulfils the everchanging needs of its market. The main objective of this research was to identify possible approaches that Johnson Controls South Africa (JCI SA) could pursue when implementing a Lean Manufacturing model. In doing this it will improve JCI SA’s manufacturing efficiency and quality, thus giving the organisation a competitive edge over its opposition. The research presented an empirical study of how a Lean Manufacturing model should be implemented in JCI SA. A theoretical and empirical study was conducted on how to successfully implement Lean Manufacturing within an organisation. The main purpose was to establish a theoretical Lean Manufacturing model that the organisation can utilise as a strategic plan to become the global leader in its market place.
- Full Text:
- Date Issued: 2006
Determining the critical success factors for implementing lean manufacturing in South Africa: a case study
- Authors: Pitout, Callum John
- Date: 2006
- Subjects: Lean manufacturing , Production management -- South Africa , Manufacturing processes -- Control
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8915 , http://hdl.handle.net/10948/d1021082
- Description: The lean manufacturing system that evolved in Japan since World War II has leapt across the globe to North America and Europe. The secret success of Japan’s manufacturing machine has been shared. In Europe and America, lean has been identified as a manufacturing best practice that should be adopted to ensure competitive manufacturing efficiency. Many success stories have been told of American companies adopting the Japanese lean tools and techniques. Now, South African manufacturers are implementing the lean manufacturing philosophy, some with more success than others. This research paper explores lean manufacturing implementations at two South African automotive component manufacturers and identifies the critical success factors that have driven the implementation process forward. Commitment from top company executives, extensive training, worker empowerment and other critical success factors for implementing lean manufacturing into a South African environment are identified as a result of the research conducted.
- Full Text:
- Date Issued: 2006
- Authors: Pitout, Callum John
- Date: 2006
- Subjects: Lean manufacturing , Production management -- South Africa , Manufacturing processes -- Control
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8915 , http://hdl.handle.net/10948/d1021082
- Description: The lean manufacturing system that evolved in Japan since World War II has leapt across the globe to North America and Europe. The secret success of Japan’s manufacturing machine has been shared. In Europe and America, lean has been identified as a manufacturing best practice that should be adopted to ensure competitive manufacturing efficiency. Many success stories have been told of American companies adopting the Japanese lean tools and techniques. Now, South African manufacturers are implementing the lean manufacturing philosophy, some with more success than others. This research paper explores lean manufacturing implementations at two South African automotive component manufacturers and identifies the critical success factors that have driven the implementation process forward. Commitment from top company executives, extensive training, worker empowerment and other critical success factors for implementing lean manufacturing into a South African environment are identified as a result of the research conducted.
- Full Text:
- Date Issued: 2006
The development of an operations strategy for Eissmann South Africa that addresses market requirements and the needs of its customers
- Authors: Richards, Scott
- Date: 2002
- Subjects: Production management -- South Africa , Eissmmann South Africa (Firm) Customer services , Customer services -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10899 , http://hdl.handle.net/10948/88 , Production management -- South Africa , Eissmmann South Africa (Firm) Customer services , Customer services -- Management
- Description: With global competition becoming a key concept in the majority of companies worldwide, it is necessary for organisations to develop operations strategies that enable them to meet their customers‘ needs. Organisations will never be capable of reaching future goals without their customers. For this reason it is imperative for organisations to identify what competitive factors are required by the market, and which performance objectives are needed in order to increase the competitiveness of the organisation. In this research, Chapters 1 and 2 were used to identify the main and subproblems of the research, to delimit the research and to provide literature background to operations strategies and related operations topics. The empirical study in Chapter 3 was used to gather information pertaining to the specific requirements of ESA’s customers, and the operations performanceof ESA. Chapter 4 was used to analyse the data gathered from the empirical study. From this analysis it was possible for the researcher to identify the specific requirements of ESA’s customers and the operations performance of ESA. Chapter 5 was used to provide recommendations to bridge the performance gap between the customer requirements and the operations performance of ESA. By effectively implementing all of the recommendations suggested in this research, ESA will be able to improve its operation performance and meet the specific requirements of its market and its customers.
- Full Text:
- Date Issued: 2002
- Authors: Richards, Scott
- Date: 2002
- Subjects: Production management -- South Africa , Eissmmann South Africa (Firm) Customer services , Customer services -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10899 , http://hdl.handle.net/10948/88 , Production management -- South Africa , Eissmmann South Africa (Firm) Customer services , Customer services -- Management
- Description: With global competition becoming a key concept in the majority of companies worldwide, it is necessary for organisations to develop operations strategies that enable them to meet their customers‘ needs. Organisations will never be capable of reaching future goals without their customers. For this reason it is imperative for organisations to identify what competitive factors are required by the market, and which performance objectives are needed in order to increase the competitiveness of the organisation. In this research, Chapters 1 and 2 were used to identify the main and subproblems of the research, to delimit the research and to provide literature background to operations strategies and related operations topics. The empirical study in Chapter 3 was used to gather information pertaining to the specific requirements of ESA’s customers, and the operations performanceof ESA. Chapter 4 was used to analyse the data gathered from the empirical study. From this analysis it was possible for the researcher to identify the specific requirements of ESA’s customers and the operations performance of ESA. Chapter 5 was used to provide recommendations to bridge the performance gap between the customer requirements and the operations performance of ESA. By effectively implementing all of the recommendations suggested in this research, ESA will be able to improve its operation performance and meet the specific requirements of its market and its customers.
- Full Text:
- Date Issued: 2002
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