This research investigated technology change management at Bridgestone/Firestone in the Port Elizabeth metropole. From a manufacturing organisation’s point of view it is clear that technology change is a constant force that determines competitiveness. The thesis outlines the specific requirements needed for utilising the concept of technology change management at Bridgestone/Firestone. The literature survey was aimed at placing the concept of technology change management and the correct organisational structure and organisational focus points in perspective to ensure successful technology change and its implementation at Bridgestone/Firestone. The purpose of the empirical study was to test managements perseptions of technology change management at Bridgestone/Firestone and to contribute useful information to the organisation. From the findings improvements and recommendations were suggested as guidelines for any tyre manufacturer to follow to improve technology change management. The empirical study results show that there is room for improvement. The responses to statements outlined areas that need improvement and those that do not according to the views of Bridgestone/Firestone’s management.

The research problem addressed in this study was aimed in assisting the management of Bridgestone/Firestone, Port Elizabeth plant, in selecting an appropriate process for the formulation of an operations strategy. The author embarked on a literature survey to gain understanding of the challenges that are occurring in the market environment. The theories and techniques around operational strategies were extensively researched in an effort to effectively and efficiently assist the management of Firestone in achieving a competitive advantage over rival competitors. Other areas of focus include the content, development, principles and concepts in developing an operations strategy. The author details the process of the formulation of an operations strategy as well as the discussion of four models/procedures deployed in organisations that would enhance strategy formulation. It is evident from the findings of the empirical study that a high percentage of the respondents “agree” that the strategy deployed within Bridgestone/Firestone, Port Elizabeth plant is appropriate, yet an alarmingly high percentage believe it to be “ineffective.