The main objective of the study was to ascertain the presence of the identified critical success factors for lean sustainability in a chemical manufacturing company in Port Elizabeth. The critical success factors that formed part of the research included leadership involvement and commitment, management involvement and commitment, employee engagement and organisational culture. The methodology used was one of a positivistic approach. A questionnaire was utilized and the responses were analyzed using various statistical methods. Based on the results from the analysis, recommendations and conclusions could be drawn. The inferential results of the study indicated that all the critical success factors identified for this study were present within the organisation. However, there were still a large percentage of respondents that remained neutral across all the questions which could indicate reasons why previous attempts in lean implementation failed. The recommendations provided were based on the findings of the study. An implementation strategy was identified and outlined. This strategy and recommendations will assist in providing a sound platform for a sustainable lean initiative within the organisation.

This is a quantitative study. The primary research objective is to investigate the importance of hospital management’s involvement when implementing lean elements in healthcare. In reality, incidents and quality problems are prime reasons why healthcare leaders are calling for redesign in healthcare delivery and systems. This paper presents a proposal for developing a lean culture in healthcare facilities equipped with managers who will be able to drive the implementation of lean elements from the top down, making use of multidisciplinary teams, including physicians, to deliver value-added services. This study ultimately endeavors to indicate the importance of management, multidisciplinary teams and physician involvement in implementing lean principles in healthcare successfully. “If we keep doing what we’re doing, we’re going to keep getting what we’re getting.” – Stephen Covey. The reasons why lean management is a particularly important strategy in healthcare currently, includes the following: •The need to reduce waste in healthcare cost; •The need to improve quality and on-time processes; •Fast-paced technological changes; •Ever-increasing patient expectations; and •The need to standardise processes and systems to get the high-quality results anticipated (Chalice, 2010).

When the current South African government came into power two decades ago they inherited a fragmented health care system whose main focus was on the tertiary care level. The strategy of the current government was to re-focus the whole health care system and prioritize primary health care system. That included setting up district health care systems and building primary health care centres in the areas within the communities in order to make health care accessible to everybody. Due to financial difficulties the majority of the people staying in these communities solely depend on these clinics as they cannot afford to buy health care services in the private sector. The study seeks to assess the current medication supply chain to these clinics with a view of coming up with recommendations that, when implemented, will ensure that the supply of medication by the clinics is able to meet the demands of their patients. Lean management is a system that was started in the manufacturing sector and because of its success there it was later adopted by the service industry. Lean is a system that seeks to eliminate all forms of waste and improve the quality of the service rendered to the satisfaction of the customer/patient. Literature review and discussion of lean implementation is discussed extensively. The findings of the study are presented, analyzed and discussed. In these findings it is noted that the system is functioning very well but there are challenges in these clinics that need to be addressed. Recommendations of how lean management can be implemented successfully to optimize the functioning of the current system are discusse The permission received from the Department of Health to conduct this study came with contractual obligations that the researcher promised to honour. One of those requirement stated clearly that the findings of the study should not be published anywhere without the permission of the Department (see addendums A & C). It is under that premise that the researcher wants to bring this to the attention of the relevant university departments, with the hope of ensuring that this contractual obligation is honoured.

The automotive manufacturing facility is extremely complex and expensive system. Managing and understanding the dynamics of automotive manufacturing is a challenging endeavour. In the current era of dynamic global competition, a new concept such as Collaborative Lean Manufacturing Management (CLMM) can be implemented as an alternative for organisations to improve their Lean Manufacturing Management (LMM) processes. All members in the CLMM value chain must work together towards common objectives in order to make the LMM achievable in the collaborative environment. The novel research approach emphasises the use of Knowledge-Based (KB) approach in such activities as planning, designing, assessing and providing recommendations of CLMM implementation, through: a) developing the conceptual CLMM model; b) designing the KBCLMM System structure based on the conceptual model; and c) implementing Gauging Absences of Pre-requisites (GAP) analysis and Analytic Hierarchy Process (AHP) approach in the hybrid KBCLMM. The development of KBCLMM Model is the most detailed part in the research process and consists of five major components in two stages. Stage 1 (Planning stage) consists of Organisation Environment, Collaborative Business and Lean Manufacturing components. Stage 2 (Design stage) consists of Organisation CLMM Capability and Organisation CLMM Alignment components. Each of these components consists of sub-components and activities that represent particular issues in the CLMM development. From the conceptual model, all components were transformed into the KBCLMM System structure, which is embedded with the GAP and AHP techniques, and thus, key areas of potential improvement in the LMM are identified for each activity along with the identification of both qualitative and quantitative aspects for CLMM implementation. In order to address the real situation of CLMM operation, the research validation was conducted for an automotive manufacturer¿s Lean Manufacturing Chain in Malaysia. Published case studies were also used to test several modules for their validity and reliability. This research concludes that the developed KBCLMM System is an appropriate Decision Support System tool to provide the opportunity for academics and industrialists from the fields of industrial engineering, information technology, and operation management to plan, design and implement LMM for a collaborative environment. / Universiti Utara Malaysia and Ministry of Higher Education of Malaysia

The automotive manufacturing facility is extremely complex and expensive system. Managing and understanding the dynamics of automotive manufacturing is a challenging endeavour. In the current era of dynamic global competition, a new concept such as Collaborative Lean Manufacturing Management (CLMM) can be implemented as an alternative for organisations to improve their Lean Manufacturing Management (LMM) processes. All members in the CLMM value chain must work together towards common objectives in order to make the LMM achievable in the collaborative environment. The novel research approach emphasises the use of Knowledge-Based (KB) approach in such activities as planning, designing, assessing and providing recommendations of CLMM implementation, through: a) developing the conceptual CLMM model; b) designing the KBCLMM System structure based on the conceptual model; and c) implementing Gauging Absences of Pre-requisites (GAP) analysis and Analytic Hierarchy Process (AHP) approach in the hybrid KBCLMM. The development of KBCLMM Model is the most detailed part in the research process and consists of five major components in two stages. Stage 1 (Planning stage) consists of Organisation Environment, Collaborative Business and Lean Manufacturing components. Stage 2 (Design stage) consists of Organisation CLMM Capability and Organisation CLMM Alignment components. Each of these components consists of sub-components and activities that represent particular issues in the CLMM development. From the conceptual model, all components were transformed into the KBCLMM System structure, which is embedded with the GAP and AHP techniques, and thus, key areas of potential improvement in the LMM are identified for each activity along with the identification of both qualitative and quantitative aspects for CLMM implementation. In order to address the real situation of CLMM operation, the research validation was conducted for an automotive manufacturer's Lean Manufacturing Chain in Malaysia. Published case studies were also used to test several modules for their validity and reliability. This research concludes that the developed KBCLMM System is an appropriate Decision Support System tool to provide the opportunity for academics and industrialists from the fields of industrial engineering, information technology, and operation management to plan, design and implement LMM for a collaborative environment.