Implementing lean manufacturing to improve production efficiency in the manufacturing operations at the Aspen General facility
- Authors: Jozaffe, Lyndon Brian
- Date: 2006
- Subjects: Production management , Industrial efficiency
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8557 , http://hdl.handle.net/10948/529 , Production management , Industrial efficiency
- Description: South African producers are constantly facing competition from foreign organisations in their domestic markets. The adverse effects of this competition stem, in part, from the low levels of productivity which characterise South African industry and which is well documented by the National Productivity Institute of South Africa. The concept of continuous improvement offers a proven methodology for increasing the effectiveness and efficiency of production processes. Given the situation that faces South African producers, it would seem appropriate to investigate how the concept of continuous improvement can be applied to a specific South African manufacturing organisation, like the Aspen Pharmacare General Facility, in order to improve its effectiveness and efficiency.
- Full Text:
- Date Issued: 2006
- Authors: Jozaffe, Lyndon Brian
- Date: 2006
- Subjects: Production management , Industrial efficiency
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8557 , http://hdl.handle.net/10948/529 , Production management , Industrial efficiency
- Description: South African producers are constantly facing competition from foreign organisations in their domestic markets. The adverse effects of this competition stem, in part, from the low levels of productivity which characterise South African industry and which is well documented by the National Productivity Institute of South Africa. The concept of continuous improvement offers a proven methodology for increasing the effectiveness and efficiency of production processes. Given the situation that faces South African producers, it would seem appropriate to investigate how the concept of continuous improvement can be applied to a specific South African manufacturing organisation, like the Aspen Pharmacare General Facility, in order to improve its effectiveness and efficiency.
- Full Text:
- Date Issued: 2006
Investigating factors that negatively influence lean implementation in the Eastern Cape automotive industry
- Authors: Camagu, Sibo
- Date: 2010
- Subjects: Lean manufacturing -- South Africa -- Eastern Cape , Production management -- South Africa -- Eastern Cape , Industrial efficiency , Automobile industry and trade
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8655 , http://hdl.handle.net/10948/1360 , Lean manufacturing -- South Africa -- Eastern Cape , Production management -- South Africa -- Eastern Cape , Industrial efficiency , Automobile industry and trade
- Description: In this intensely competitive environment of the global economy, the survival of even the most established manufacturers depends on their ability to continuously improve quality whilst reducing costs. The resulting productivity of producing more with less is the only key to market leadership and sustainable competitive advantage. Changing production methods from mass-production to Lean Manufacturing has become the essential practise for successful manufacturers (Rogers and Sim, 2009). The purpose of this study is to investigate what factors negate the adoption and implementation of Lean Manufacturing as a means to gain competitive advantage. The focus was on companies that have participated in the AIDC Tirisano cluster programme. The study investigated what effect Organisational Culture, Leadership Behaviours, Employee Involvement and Strategy Integration have on Lean Manufacturing adoption and implementation. This study applied the mixed methodologies of qualitative and quantitative approaches using methodological triangulation. A cross sectional analytical survey approach in a descriptive case study was undertaken. The findings from the questions and the interviews from the respondents who participated in the survey indicated that the practices in some companies enable the successful adoption and implementation of Lean Manufacturing whilst in some others the practices will negatively affect the adoption and implementation. The study concludes by stating that South African automotive component manufacturers are under immense pressure to improve quality and reduce costs. Initiatives like Lean Manufacturing should be undertaken in order to bring about these improvements. But this improvement comes about by changing the current way of doing things. Companies need to undertake a total approach when implementing Lean as part of the business strategy and this must be driven by management as leaders and a team culture that involves all employees needs to be present.
- Full Text:
- Date Issued: 2010
- Authors: Camagu, Sibo
- Date: 2010
- Subjects: Lean manufacturing -- South Africa -- Eastern Cape , Production management -- South Africa -- Eastern Cape , Industrial efficiency , Automobile industry and trade
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8655 , http://hdl.handle.net/10948/1360 , Lean manufacturing -- South Africa -- Eastern Cape , Production management -- South Africa -- Eastern Cape , Industrial efficiency , Automobile industry and trade
- Description: In this intensely competitive environment of the global economy, the survival of even the most established manufacturers depends on their ability to continuously improve quality whilst reducing costs. The resulting productivity of producing more with less is the only key to market leadership and sustainable competitive advantage. Changing production methods from mass-production to Lean Manufacturing has become the essential practise for successful manufacturers (Rogers and Sim, 2009). The purpose of this study is to investigate what factors negate the adoption and implementation of Lean Manufacturing as a means to gain competitive advantage. The focus was on companies that have participated in the AIDC Tirisano cluster programme. The study investigated what effect Organisational Culture, Leadership Behaviours, Employee Involvement and Strategy Integration have on Lean Manufacturing adoption and implementation. This study applied the mixed methodologies of qualitative and quantitative approaches using methodological triangulation. A cross sectional analytical survey approach in a descriptive case study was undertaken. The findings from the questions and the interviews from the respondents who participated in the survey indicated that the practices in some companies enable the successful adoption and implementation of Lean Manufacturing whilst in some others the practices will negatively affect the adoption and implementation. The study concludes by stating that South African automotive component manufacturers are under immense pressure to improve quality and reduce costs. Initiatives like Lean Manufacturing should be undertaken in order to bring about these improvements. But this improvement comes about by changing the current way of doing things. Companies need to undertake a total approach when implementing Lean as part of the business strategy and this must be driven by management as leaders and a team culture that involves all employees needs to be present.
- Full Text:
- Date Issued: 2010
Using value stream mapping to identify waste in the manufacturing of automotive components at Federal Mogul
- Authors: Fry, Peter-John
- Date: 2003
- Subjects: Industrial efficiency , Production planning , Value added , Automobile industry and trade -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10865 , http://hdl.handle.net/10948/271 , Industrial efficiency , Production planning , Value added , Automobile industry and trade -- South Africa -- Eastern Cape
- Description: This research addresses the application of Value Stream Mapping in the automotive component industry. The goal of this research is to investigate how Value Stream Mapping can identify waste, and to evaluate its benefits on a specific application instance. Value Stream Mapping is used to first map the current state and then used to identify sources of waste and to identify lean tools to try eliminate this waste. The future state map is then developed with lean tools applied to it. A South African company, Federal Mogul South Africa (FMSA), has experienced the impact of globalisation and the need to become globally competitive first hand. FMSA will be used as a case study to illustrate the impact of using Value Stream Mapping as a tool for identify waste and the need for improving the performance of a company’s value stream in achieving the international goals set for the company and its supply chain.
- Full Text:
- Date Issued: 2003
- Authors: Fry, Peter-John
- Date: 2003
- Subjects: Industrial efficiency , Production planning , Value added , Automobile industry and trade -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10865 , http://hdl.handle.net/10948/271 , Industrial efficiency , Production planning , Value added , Automobile industry and trade -- South Africa -- Eastern Cape
- Description: This research addresses the application of Value Stream Mapping in the automotive component industry. The goal of this research is to investigate how Value Stream Mapping can identify waste, and to evaluate its benefits on a specific application instance. Value Stream Mapping is used to first map the current state and then used to identify sources of waste and to identify lean tools to try eliminate this waste. The future state map is then developed with lean tools applied to it. A South African company, Federal Mogul South Africa (FMSA), has experienced the impact of globalisation and the need to become globally competitive first hand. FMSA will be used as a case study to illustrate the impact of using Value Stream Mapping as a tool for identify waste and the need for improving the performance of a company’s value stream in achieving the international goals set for the company and its supply chain.
- Full Text:
- Date Issued: 2003
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