Organisational change has proven to be a major challenge for many businesses worldwide with the pharmaceutical environment being no exception. The pharmaceutical industry is increasingly pressurised by stakeholders who seek reduced cost, higher value and quality. This has resulted in many pharmaceutical businesses attempting to launch various continuous improvement methodologies, which ultimately fail. Whereas failure of continuous improvement undertakings within the pharmaceutical environment is well documented, this study aimed to understand the factors that influence the successful sustainability of such endeavours. The purpose of this study was therefore to identify and create an understanding of the factors that influence a culture of continuous improvement within the pharmaceutical environment. The literature review revealed that factors such as leadership, teamwork, communication, continuous improvement capability and a continuous improvement mind-set contributed to the successful implementation of a culture that embraces continuous improvement. It was recognised that building a culture of continuous improvement is not instantaneous and that it requires all stakeholders to be committed and to acknowledge that changing culture requires time. An empirical study with a questionnaire as data collecting instrument was conducted to assess respondents’ perceptions of the levels of continuous improvement, leadership, teamwork, communication, continuous improvement capability and a continuous improvement mind-set within a selected pharmaceutical manufacturing business. The study revealed that all these factors were related and influenced a culture of continuous improvement. Furthermore, leadership and a continuous improvement mind-set proved to have the most significant relationship with a culture of continuous improvement. Recommendations were provided for the creation of a culture of continuous improvement in pharmaceutical businesses.

ENGLISH ABSTRACT: Many organisations are perusing a process improvement programme in order to gain competitive advantage through improved product and service quality, operational efficiencies and customer experience. Whilst Six Sigma adopts a project-oriented, expert-led approach to improving processes, Total Quality Management (TQM), Lean and Operational Excellence (OE) programmes typically promote a culture of Continuous Improvement (CI) where lower-level employees are encouraged and empowered to evaluate and optimise their own working practices and processes. In order to make CI successful and sustainable in an organisation, employees need to have a positive attitude towards CI. Whilst previous research had already established the relationship between CI, Organisational Learning (OL) and company performance, this research set out to establish if any of the five disciplines of the Senge (1994) Learning Organisation (LO) influenced on an employee’s (positive) attitude towards CI. In keeping with the Dimensions of the Learning Organisation Questionnaire (DLOQ), the five disciplines of the LO were structured within individual, team and organisational factors. Through a structured survey and statistical correlation analysis, this research has shown that, whilst the team and organisational factors did not influence on an employee’s attitude to CI, personal mastery does have an influence on an employee’s attitude towards CI. It is therefore recommended that an organisation that wishes to create a culture of CI also actively works to improve the personal mastery of those employees who are expected to be involved in CI.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / In recent years, according to Osinergmin, the production of electrical energy has increased up to 2.4%. This sector represents 1.5% of GDP and encompasses more than 6.6 million users, so its consumption continues at a growth rate for the country's development. This growth depends on the response time that companies today provide users; many of them operate their logistics management manually and traditionally, which leads to delays in service and dissatisfaction of both the external and internal clients. Likewise, companies in the sector, by working traditionally, do not use technology as a point of competitiveness within the market, since 60% of companies use software for their operations. To do this, an agile logistics management model is proposed that will consist of reducing purchase order attention time by 50% and improving internal processes and procedures under the Lean Service methodology. It will start by identifying the main problem and the expected objectives, then the Lean Service, Business Process Management and Agile Logistics tools will be executed, which will help to reestablish new processes and procedures.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: The Exxaro Breakthrough Improvement Process has been introduced as a tool whereby breakthrough results could be achieved in areas where poor performance was evident. Furthermore it was also envisioned that such a process be sustainably entrenched in the Exxaro business and therefore also become the way continuous improvement is driven on a day to day basis by all employees at Exxaro. In the implementation of this change methodology, varying degrees of successes was realized and time to results also significantly differed. This thesis thus attempt to explore reasons for this phenomenon. Firstly, the essence of breakthrough methodology and thinking behind this approach is explored. The importance of the individual involved in the change effort and thinking process is proven to be critical to the success and for that matter rate and extend of success. An individual that has been able to achieve self mastery has a marked impact on the change process. The thesis then explores in detail this journey and factors that influence self mastery and growth from, as Stephen Covey (2004) explains, dependence to independence and ultimately interdependence. It requires that a whole person approach is followed and thus body, mind, heart and spirit be addressed and captured. Failure to do this and any change methodology is doomed to fail or at best do not create sustainable results. The thesis then went on to explore how external consultants address change and what steps they deem to be critical. The importance of business process interrelationships are highlighted and explored and it is clear from research that, when change is to be effected, a holistic business approach is required in many cases. It was also found from study and experiences that, even though the breakthrough methodology addresses most of the crucial steps or ingredients of successful turnaround approaches, more emphasis is needed on the change readiness of both the implementation team as well as the community the change is to be affected. The theory of change is explored and particularly the role of culture and leadership in the change process. It again became very evident that the importance of the individual involved in the change effort is critical to the success and for that matter rate and extent of success. Strong leadership in both the implementation team and community is critical. The ability, however, to be flexible or well rounded and to be able to capture the whole bodied person but also, when necessary, to be a strong driver and sometimes be brutally honest and remove barriers or individuals that hamper the process, are important traits which obviously come from growth to interdependence, as was mentioned before. The theory is related to the current breakthrough process and steps and criticality of steps yet again emphasized. Practical implementation case studies of this process on the background of research is then recalled and explored to determine where the process was successful and why, and related to where the results proved to be less impressive and not sustainable. The case studies are of particular interest, as they vary in business size and scope of change required and thus are it possible to also test theory of business process relatedness and impact to on change process. The beehive tool in particular is used to prove many of the findings and is also discussed in brief. Ultimately the thesis endeavours to highlight the importance of certain success factors and proposes additional emphasis to the existing Breakthrough Process. / AFRIKAANSE OPSOMMING: Die “Exxaro Breakthrough Improvement” Proses is bekendgestel in Exxaro as ‘n metode waarmee resultate gegenereer kan word in areas waar swak prestasie aanwesig is. Die oorspronklike intensie was om die proses beide as eenmalige intervensie asook deel te laat vorm van die dag tot dag besigheidsprosesse, om sodoende voortgesette verbetering te bevorder by alle departemente in Exxaro deur sy hele werkskorps. Na aanleiding van verskeie verbeteringsprojekte waar die proses van gebruik gemaak is, was dit egter baie duidelik dat daar baie verskillende resultate bereik word. In die een geval is die uitkomste baie goed en word dit in betreklike kort tye bereik, maar in ander gevalle was die resultate nie na wense nie en het dit redelik lank gevat om te bereik. Die bespreek die redes vir die verskynsel. Eerstens word die sogenaamde “Breakthrough” metologie en denke ondersoek om te verstaan wat dit behels en hoe dit ontketting kan word. Die belangrikheid van die individu in die veranderingsproses en die “Breakthrough” proses word ook ondersoek en is dit duidelik dat dit krities tot die sukses van enige veranderingsproses is. Die individu wat ontwikkel het tot ‘n vlak waar hy homself kan bestuur en interafhanklik van ‘n organisasie kan word, is bewys speel ‘n sleutel rol tot veranderings sukses. Dus word die pad van ontwikkeling van ‘n individu tot interafhanklikheid in detail ondersoek in die verhaling. Volgens Stephan Covey (2004) moet ‘n volkome en onverdeelde persoon aangespreek word in die veranderingsproses en sodoende sal die persoon se liggaam, verstand, hart en gees betrokke wees by die verandering en ondersteuning en dryf gee daaraan. Deur dit te doen, veroorsaak dat ‘n persoon sin kry in wat hy doen en dus gemotiveerd en enrgiek is om ondersteuning te gee in die proses en mense/kultuur rondom hulle. Soos John Dunn eens gesê het – dat geen mens ‘n eiland is nie en dat almal maar met mekaar verbind is en invloed het op mekaar – so sal die persone in ‘n organisasie mekaar positief of negatief beïnvloed en hang dit dus van die manier af wat die persone bemoei, betrek en tot verbintenis geroep word. Die verkeerde of halfhartige bemoeienes met die persone in die veranderingsproses kan dus tot sekere faling lei en groot skade berokken aan jou mense en finansiële kapitaal. Daar word dan ook na eksterne konsultante en hulle metodes en prosesse gekyk om te sien wat hulle as belangrik ag en hoe hulle die dinge aanspreek. Verder word die impak van besigheidsprosesse ondersoek om ook vas te stel interafhanklikhede van die prosese die veranderingsproses affekteer. Dit is vasgestel dat ‘n holistiese besigheidsvisie geneem moet word wanneer ‘n veranderingsproses onderneem word in besigheidsprosesse, aangesien veranderinge in die een slegs volhoubaar is asook die intervlakke en impak daarvan verstaan word en ook aangespreek is. Mees belangrikste egter is gevind dat, alhoewel die Exxaro Breakthrough proses baie van bogenoemde kritiese suksesfaktore aanspreek, daar meer aandag en fokus gegee moet word aan die veranderingsgereedheid van jou implementeringspan en die organisasie waarin so ‘n veranderingsproses geïmplementeer moet word. Daarom word daar ook in diepte na die veranderingsteorie gekyk waarin dit ook duidelik gewys het dat leierskap ‘n deurslaggewende rol speel. Weereens, soos vantevore genoem, is dit belangrik om geronde persone, of eerder leiers, te hê, beide in die implementeringspan asook in die organisasie, om die regte besluite te neem en die vermoë te hê om moeilike versperrings of selfs individue betyds uit die weg te ruim sodat die proses voort kan gaan. Die “Breakthrough” Proses word in detail bespreek en implementeringsgevallestudies word ondersoek om die effektiwiteit van die proses te bepaal en om voorafgenoemde suksesfaktore te beproef en te bewys. Twee spesifieke scenarios is bespreek, een waarin groot sukses behaal was en een waarin daar in betreklike lang tyd nie veel vordering gemaak was nie. Wat die twee gevallestudies uniek maak, is dat die probleem wat geadresseer word, presies dieselfde is, maar dat die organisasies verskil het. Sodoende kan die effek van leierskap, veranderingsgereedheid, kultuur en besigheidsprosesse, goed beproef word. Daar is van die “Beehive” opname gebruik gemaak wat die laasgenoemde faktore toets en aanspreek. Hieruit kon duidelike gevolgtrekkings gemaak word. Ten slotte poog die verhaling om die belangrikheid van sekere suksesfaktore te beklemtoon en dus voorstelle te maak oor hoe die huidige “Exxaro Breakthrough” proses aangepas of verbeter kan word om verhoogde en meer volhoubare resultate te gee.

M. Tech. Business Administration / This quantitative project investigated the organisational barriers to continuous improvement (CI) at a manufacturing plant. The objectives of the study were to determine the human factors that affect CI, to discuss how these factors affect CI, and to recommend how human factors can be used to promote CI in manufacturing plants. This is an investigation into quality improvement theory and models and the Toyota Culturey in a zmanufacturingy organisation. The study organisation is a well know International Corporation with presence in 175 countries worldwide, of which the manufacturing plant in South Africa was selected. At the time of conducting this research, the plant had 20 employees and all of them were recruited to participate in the survey. The organisational barriers to CI that had been unfolded are the employees, education and training, management systems, and strategic vision.

A literatura acadêmica é rica em apresentar a importância do gerenciamento eficiente e eficaz do processo de desenvolvimento de produtos (PDP) para o sucesso das empresas. O PDP é visto hoje como um dos processos-chave em empresas que desenvolvem seus produtos e que almejam manter e/ou aumentar sua participação no mercado. A adoção de um modelo de referência estruturado tem se mostrado uma boa prática nesta área, disciplinando, padronizando, controlando e organizando todas as fases do processo de desenvolvimento de produtos, o que proporciona um melhor aproveitamento de recursos, menor tempo de desenvolvimento e satisfação do cliente. Entretanto, muitas empresas não obtêm os resultados esperados durante e/ou após a implementação do modelo de referência, uma vez que nem todas estão preparadas técnica e culturalmente para adotar um processo estruturado. Baseado nesse contexto, o objetivo principal deste trabalho é melhorar o PDP de uma empresa de produção de bens de consumo duráveis, visando à implementação de um modelo de referência (processo de desenvolvimento de produtos estruturado). A hipótese proposta é que a definição e implementação de ações de melhoria antes e paralelamente à introdução do modelo de referência na empresa contribuem para o sucesso de sua implementação. Adotou-se a metodologia da pesquisa-ação, abordagem que objetiva tanto a tomada de ação quanto a criação de conhecimento, com ciclos contínuos de melhoria de processo. A pesquisa foi dividida em 5 etapas básicas: contexto e propósito, diagnóstico do PDP da empresa, definição e priorização dos projetos de melhoria, implementação dos projetos de melhoria e avaliação dos resultados. Este ciclo, com exceção da primeira etapa (contexto e propósito) se repetiu 3 vezes neste trabalho. Os temas estudados na revisão bibliográfica são melhoria de processo, processo de desenvolvimento de produtos e modelos de referência. À partir do diagnóstico da situação atual da empresa, utilizando-se a técnica da árvore da realidade atual (ARA), foram definidos os seguintes projetos de melhoria, que foram detalhados e implantados: (1) classificação de projetos, (2) planejamento estratégico de produtos, (3) políticas de recursos humanos para o PDP, (4) política de relacionamento com fornecedores, (5) planejamento de tecnologia da informação e comunicação para o PDP, (6) implementação do modelo de referência, (7) treinamento em temas relacionados ao PDP, (8) melhoria no uso do FMEA, (9) gerenciamento de custo integrado, (10) gerenciamento de mudança cultural voltado ao PDP, (11) padronização de produtos e (12) redução do gap tecnológico. Um questionário estruturado foi aplicado a alguns participantes do PDP com o objetivo de avaliar o tema proposto na hipótese, ou seja, verificar se os projetos de melhoria contribuíram para a implementação do modelo de referência. Os dados foram organizados, formatados e os resultados foram apresentados. As considerações finais encerram o trabalho apresentando conclusões, comentários e sugestões para futuros trabalhos. / The academic literature is rich in presenting the importance of the efficient and effective product development process (PDP) management for business success. PDP is seen today as one of the key processes in product developing companies which intend to maintain and/or increase their market share. The adoption of a structured reference model has shown to be a good practice in this area, regulating, standardizing, managing and organizing all phases of product development, which provides a better utilization of resources, lower development time and customer satisfaction. However, many companies do not obtain the expected results during and/or after the implementation of the reference model, since not all are technically and culturally prepared to adopt a structured process. Based on this context, the main goal of this study is to improve the PDP of a manufacturing company, aiming at implementing a reference model (structured product development process). The hypothesis is that the definition and implementation of improvement actions before and along with the introduction of the reference model in the company contribute to the success of its implementation. It was adopted the methodology of action research whose approach aims at both taking action and creation of knowledge, using the process of continuous improvement cycles. This research was organized into five basic steps: context and purpose, company diagnosis related to the PDP, definition and prioritization of improvement projects, implementation of improvement projects and result evaluating. This cycle, except for the first stage (context and purpose), was repeated three times in this research. The subjects studied and evaluated in the literature review were: process improvement, product development process and reference models. From diagnosis of the company current situation, using the current reality tree (ARA) technique, the following improvement projects have been established, detailed and deployed: (1) project taxonomy, (2) product strategic planning, (3) human resource policies for PDP, (4) supplier relationship policy, (5) information and communication technology (ICT) for PDP, (6) reference model implementation, (7) Training plan in topics related to PDP, (8) improvement of FMEA usage, (9) integrated cost management, (10) cultural change management toward PDP (11) product standardization and (12) decrease of technological gap. A structured questionnaire was applied to some participants of the PDP with the aim of evaluating the proposed topic in the hypothesis: determine whether improvement projects contributed to the implementation of the reference model. The data were organized, formatted and the results were presented. The final considerations finalize this study, showing conclusions, comments and suggestions for future works.

Mandates have been issued for educators to collaborate and improve student achievement, requiring a change in instructional practices through teacher talk. Teachers have struggled to make the transitional conversion from team planning to observed changes in instructional practices with evidence of improvement. The purpose of this qualitative study was to examine how teachers collaborated while following the Ohio Improvement Process. The purpose was then to make data-driven changes regarding instructional practices in the continuous improvement cycle. The conceptual framework was constructed from the teachers' dialogic stances towards talk of instruction, along with the intellectual and emotional attitudes teachers have about making changes. The guiding research question examined the ways teachers have been influenced by each other to make changes in instructional practices. The case study design observed a sample of 10 teachers from two teacher-based teams, with five of those teachers being interviewed. Observational data were examined for dialogic stance toward talk of instructional practices, whereas interview data were analyzed looking for evidence of the cognitive restructuring. Statements were categorized as motivations and influences. The analysis revealed that the teachers are changing their thinking through motivations and influences from collaboration. Literature has supported the findings that teachers could benefit from a gradual implementation process leading to the continuous improvement cycle. By developing a policy recommendation paper with a focus on teacher learning, positive social change may include preparing and empowering teachers for the changes that occur through collaboration.

The main object of this master's thesis is to introduce process management and then apply it on a real company. The aim of the theoretical part was to define terms used in process management and describe it from different perspectives. An outline of the history of process management has offered insights into the personalities and the companies that have played a part in how the process management has arisen, and therefore how it looks today. Business process improvement and implementing business management have been the subjects of further theoretical subchapters. These methodologies included reengineering, Kaizen, TOC, Lean, Six Sigma. Process mapping is described in the end of the theoretical part. The theoretical knowledge was then applied in the practical part of this thesis. Firstly the company ČZ a.s. was introduced. However the domain of this thesis have become a mapping and describing of business processes in the company mainly in the Sales Department of the Tools Division. The conclusion is how to change the process of Order management in the Sales Department and how it will affect the Tools Division.

A literatura acadêmica é rica em apresentar a importância do gerenciamento eficiente e eficaz do processo de desenvolvimento de produtos (PDP) para o sucesso das empresas. O PDP é visto hoje como um dos processos-chave em empresas que desenvolvem seus produtos e que almejam manter e/ou aumentar sua participação no mercado. A adoção de um modelo de referência estruturado tem se mostrado uma boa prática nesta área, disciplinando, padronizando, controlando e organizando todas as fases do processo de desenvolvimento de produtos, o que proporciona um melhor aproveitamento de recursos, menor tempo de desenvolvimento e satisfação do cliente. Entretanto, muitas empresas não obtêm os resultados esperados durante e/ou após a implementação do modelo de referência, uma vez que nem todas estão preparadas técnica e culturalmente para adotar um processo estruturado. Baseado nesse contexto, o objetivo principal deste trabalho é melhorar o PDP de uma empresa de produção de bens de consumo duráveis, visando à implementação de um modelo de referência (processo de desenvolvimento de produtos estruturado). A hipótese proposta é que a definição e implementação de ações de melhoria antes e paralelamente à introdução do modelo de referência na empresa contribuem para o sucesso de sua implementação. Adotou-se a metodologia da pesquisa-ação, abordagem que objetiva tanto a tomada de ação quanto a criação de conhecimento, com ciclos contínuos de melhoria de processo. A pesquisa foi dividida em 5 etapas básicas: contexto e propósito, diagnóstico do PDP da empresa, definição e priorização dos projetos de melhoria, implementação dos projetos de melhoria e avaliação dos resultados. Este ciclo, com exceção da primeira etapa (contexto e propósito) se repetiu 3 vezes neste trabalho. Os temas estudados na revisão bibliográfica são melhoria de processo, processo de desenvolvimento de produtos e modelos de referência. À partir do diagnóstico da situação atual da empresa, utilizando-se a técnica da árvore da realidade atual (ARA), foram definidos os seguintes projetos de melhoria, que foram detalhados e implantados: (1) classificação de projetos, (2) planejamento estratégico de produtos, (3) políticas de recursos humanos para o PDP, (4) política de relacionamento com fornecedores, (5) planejamento de tecnologia da informação e comunicação para o PDP, (6) implementação do modelo de referência, (7) treinamento em temas relacionados ao PDP, (8) melhoria no uso do FMEA, (9) gerenciamento de custo integrado, (10) gerenciamento de mudança cultural voltado ao PDP, (11) padronização de produtos e (12) redução do gap tecnológico. Um questionário estruturado foi aplicado a alguns participantes do PDP com o objetivo de avaliar o tema proposto na hipótese, ou seja, verificar se os projetos de melhoria contribuíram para a implementação do modelo de referência. Os dados foram organizados, formatados e os resultados foram apresentados. As considerações finais encerram o trabalho apresentando conclusões, comentários e sugestões para futuros trabalhos. / The academic literature is rich in presenting the importance of the efficient and effective product development process (PDP) management for business success. PDP is seen today as one of the key processes in product developing companies which intend to maintain and/or increase their market share. The adoption of a structured reference model has shown to be a good practice in this area, regulating, standardizing, managing and organizing all phases of product development, which provides a better utilization of resources, lower development time and customer satisfaction. However, many companies do not obtain the expected results during and/or after the implementation of the reference model, since not all are technically and culturally prepared to adopt a structured process. Based on this context, the main goal of this study is to improve the PDP of a manufacturing company, aiming at implementing a reference model (structured product development process). The hypothesis is that the definition and implementation of improvement actions before and along with the introduction of the reference model in the company contribute to the success of its implementation. It was adopted the methodology of action research whose approach aims at both taking action and creation of knowledge, using the process of continuous improvement cycles. This research was organized into five basic steps: context and purpose, company diagnosis related to the PDP, definition and prioritization of improvement projects, implementation of improvement projects and result evaluating. This cycle, except for the first stage (context and purpose), was repeated three times in this research. The subjects studied and evaluated in the literature review were: process improvement, product development process and reference models. From diagnosis of the company current situation, using the current reality tree (ARA) technique, the following improvement projects have been established, detailed and deployed: (1) project taxonomy, (2) product strategic planning, (3) human resource policies for PDP, (4) supplier relationship policy, (5) information and communication technology (ICT) for PDP, (6) reference model implementation, (7) Training plan in topics related to PDP, (8) improvement of FMEA usage, (9) integrated cost management, (10) cultural change management toward PDP (11) product standardization and (12) decrease of technological gap. A structured questionnaire was applied to some participants of the PDP with the aim of evaluating the proposed topic in the hypothesis: determine whether improvement projects contributed to the implementation of the reference model. The data were organized, formatted and the results were presented. The final considerations finalize this study, showing conclusions, comments and suggestions for future works.