Lean manufacturing has become an integral part of the global automotive industry where manufacturers strive to improve quality, reduce costs while providing customers with more variety. Organisations are implementing the Lean Production System (LPS) as a process improvement methodology to deliver their products faster, better quality and at a lower cost (Laureani & Antony, 2012). This is accomplished through the elimination of waste and continuous improvement (Kaizen). Through the effective implementation of lean principles, an organisation can realise cost competitiveness, process improvement and ultimately gain a competitive advantage. Although the theory of lean manufacturing is based on the implementation of tools, techniques and operational methods, many organisations that have implemented Lean have not reaped its full benefit. Thus, the realisation that lean manufacturing must consist of more than the summation of its operational based principles, tools and techniques. It has to be approached as a philosophy, which encompasses the entire organisation (Womack & Jones, 1996). Lean is a way of thinking and not merely the implementation of thoughts (Bhasin & Burcher, 2006). Laureani & Antony (2012) added that the fundamentals behind Lean are continuous improvement, waste elimination and employee empowerment. Lean introduction is more than the redesign of processes; the most important change must be in the knowledge of the employees (Dombrowski, Mielke & Engel, 2012). The literature clearly states that the successful implementation of a lean production system depends on more than the application of lean tools and techniques. Many authors and researchers hint that another critical factor associated with its implementation is the human aspect of the organisation. Hence, this study will examine the human related Key Success Factors (KSF‟s) required for the successful implementation of a lean system.

Ford Motor Company embarked on a new engine programme, called the Rocam Engine Programme, in the year 2001. This engine was developed specifically for the European market. The customer demand rate was small initially, but ramped up slowly over time. During the low production volume period, this engine was introduced into the local market to test the publics’ response. The response was overwhelmingly positive. The local market grew considerably in a short space of time. During the same time-period, the European customer demand increased, unexpectedly, by approximately 60 percent. The additional production volume placed an enormous amount of pressure on the Engine Plant facility. Two of the production lines in particular, were taking huge strain. These lines were not producing the demand quantities, and the product quality levels were dropping quickly. The research project is based purely on the lean manufacturing principles and philosophies. The aim of the study is to identify the deficiencies on these two production lines, thereby allowing corrective action to be taken. The research methodology comprised of the following steps: · A literature study was performed to give the reader 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. · A current state map, which depicts the existing situation on the line, was developed for both production lines. The existing situation was then compared to the fundamental principles and philosophies of a lean manufacturer. In this way the deficiencies were highlighted to management. Several recommendations were made regarding the data obtained in the study. The key ones are as follows: · First-line management needs to be trained and coached into managing their business by using quality, cost and delivery as the key performance metrics. They also have to be trained in team dynamics. This will promote cross-functional brainstorming and problem solving sessions. · The accurate collection and processing of base-measurement data should be treated as cardinal, and road shows by production personnel should be presented every week to top management. This will ensure that data is regularly collected and corrective action is continually taken to improve the current situation. Operating personnel needs to be trained in this discipline. Management needs to be serious about implementing lean production principles by enforcing these road shows. · The objectives of Kaizen, production management and the supporting departments (including maintenance and MP&L) ought to be the same in the interest of maximum productivity i.e. leaning towards world class. · First-line management must develop formal structured plans that will rectify the current on-line situation. Plans must include medium to longterm objective setting. Senior management need to coach the first-line management in this discipline. · Few production systems can be implemented without the necessary infrastructure conducive to supporting it. An infrastructure where production gets involved and takes ownership (policy deployment with regards to lines of communication and responsibility between Area Managers, Production Coordinators, Team Leaders and contractors) is what is required. Lean manufacturing deficiencies on the two production lines have been identified. A detailed implementation plan, which needs to be developed by the Ford Production System department, needs to be given to management. This plan needs to address the identified deficiencies in a timely manner that will assist in the Engine Plant meeting their production targets.

"The purpose of this study is to compare the existing selection plans for salesmen which are being used in Dallas with the selection plans which are suggested by certain of the accepted authorities in the field of sales management..Twenty-six manufacturing firms were included in the list of firms to be visited personally. Of these twenty-six firms, only six refused to give the specific data requested...Chapter I will introduce the study...Chapter II will deal with the discussion of the tools and techniques which are generally accepted as being more desirable by the authorities in the field. Chapter III discusses the procedure used and the results of the personal survey...Chapter IV will deal with the presentation and evaluation of the selection techniques now being used in Dallas. Chapter V will present the conclusions and recommendations to be made for the improvement and suggestions for eliminating the weaknesses in those selection techniques now being used in the area around Dallas, Texas "-- leaves 2,7

Thesis (MScEng)-- Stellenbosch University, 2013. / ENGLISH ABSTRACT: This work entails a study of the control software of transportation systems for use in recon gurable manufacturing systems (RMSs). Various control approaches are considered, with the focus on enhancing recon gurability. The work is unique in the sense that the RMS is designed to manufacture small parts/products and is meant to be used in developing countries. Manufacturing systems that can ensure product quality and delivery, are a critical need in countries where the bulk of manufacturing systems function with manual labour. RMSs and holonic manufacturing systems (HMSs) are identi ed as concepts that can potentially compete with manual manufacturing systems. The competing system must thus have a low initial adoption risk, be able to adapt to changing product functionality and demands, and have a comparable throughput rate. IEC61311-3, IEC64199 function block and agent-based control architectures are evaluated. The control software is tested on an experimental conveyor system. The thesis shows that IEC61131-3 and IEC64199 architectures are advantageous in lower levels of control. IEC64199 function blocks provide human interface and development tools and simpli es the distribution of control. The human interface and development tools of IEC64199 function blocks may prove bene cial in providing system monitoring and rapid low skilled adaptation of the control system, increasing recon gurability of systems in under-developed countries. Unfortunately, the low maturity of the development environments for IEC64199 function blocks is a limitation. It is shown that an IEC64199 function block controller becomes complex as the actuator/sensor count exceed 10. Agent-based systems o er reliable control and powerful communication tools but requires a higher level of expertise than IEC64199 function blocks. Agent-based systems are proposed for the core high level control. Complex systems can be controlled with agents and intelligence can be added to control systems in a recon gurable way. For the recon gurable control of large manufacturing systems, agent-based control was found to be superior to IEC64199 function blocks. / AFRIKAANSE OPSOMMING: Hierdie werk behels 'n studie in die beheersagteware van vervoerstelsels vir die gebruik in herkon gureerbare vervaardigingstelsels. Verskeie benaderings word oorweeg, met die fokus op die verbetering van herkon gureerbaarheid. Die werk is uniek in die sin dat die herkon gureerbare vervaardigingstelsel ontwerp is vir die vervaardiging van klein onderdele/produkte en is bedoel vir die gebruik in die ontwikkelende lande. Vervaardigingstelsels wat die kwaliteit van die produk en a ewering kan verseker, is 'n kritieke behoefte in die lande waar die grootste deel van die vervaardiging met handearbeid gedoen word. Herkon gureerbare vervaardigingstelsels en holoniese vervaardigingstelsels is geïdenti seer as konsepte wat moontlik kan meeding met die handmatige produksie-stelsels. Die mededingende stelsel moet dus 'n lae aanvanklike aannemingsrisiko hê, in staat wees om te kan aanpas by die veranderende produk funksionaliteit en aanvraag, en 'n vergelykbare deurvloeikoers kan lewer. IEC61311-3, IEC61499 funksie-blok en agent-gebaseerde beheer argitekture word geëvalueer. Die beheer sagteware is getoets op 'n eksperimentele vervoerband stelsel. Die tesis toon dat IEC61131-3 en IEC61499 argitekture voordelig is in die laër vlakke van beheer. IEC61499 funksie-blokke voorsien menslike koppelvlak en ontwikkelings-gereedskap, en vereenvoudig die verspreiding van beheer. Die menslike koppelvlak en ontwikkelings-gereedskap van die IEC61499 funksieblokke is moontlik voordelig in die voorsiening van stelselmonitering en vinnige laag-geskoolde aanpassing van die beheer stelsel. Dit mag dus moontlik die herkon gureerbaarheid van stelsels, in onder-ontwikkelde lande, verhoog. Die lae vlak van volwassenheid van die ontwikkelingsomgewings vir IEC61499 funksie-blokke verlaag hul bruikbaarheid. Daar word aangetoon dat IEC61499 funksie-blok beheerders baie kompleks raak as die hoeveelheid van aktueerders en sensors meer as 10 raak. Agent-gebaseerde stelsels bied betroubare beheer, en kragtige kommunikasie-gereedskap, maar vereis 'n hoër vlak van kundigheid as IEC61499 funksie-blokke. Agent-gebaseerde stelsels word voorgestel vir die hoëvlak beheer. Komplekse stelsels kan beheer word met agente en intelligensie kan bygevoeg word om stelsels te beheer in 'n herkon gureerbare manier. Dit was gevind dat agent-gebaseerde beheer beter is as IEC61499 funksie-blok beheer vir die herkon gureerbare beheer van groot vervaardigings stelsels.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: In the face of global competition manufacturers are increasingly finding themselves having to redefine the way they do business. Despite this, and while lean manufacturing has been widely adopted as an inherently superior form of manufacturing when compared to mass production, many companies continue to operate according to a traditional mass production philosophy. This research aims to validate and quantify the existence of a correlation between the presence of lean manufacturing and improved performance in important financial indicators with a view to encouraging the more rapid adoption of lean manufacturing. The intended outcome of this research is therefore firstly an analysis that either confirms or refutes the existence of a correlation between selected lean manufacturing practices and selected financial indicators, and secondly a quantification of the strength of the identified relationship, if any. There are four sub-problems that were identified as being central to the research aims. The first relates to the identification of foundational principles associated with lean manufacturing, while the second relates to the identification of manufacturing practices associated with each principle that can be observed and tested for. The third entailed the evaluation of existing literature on links between lean manufacturing and financial performance. The fourth entailed the development of a set of hypotheses and methodology for the testing of relationships between lean manufacturing practices and financial indicators. The four principles, and their associated practices, were as follows: • Just In Time: kanban; • Total Quality Management: andon and poka-yoke; • Continuous improvement: standardisation of work practices, green areas and suggestion schemes; and • Team-based work organisation: teams, single-piece flow between team members and team leader roles. The review of existing literature provided some guidance in respect of financial performance measures that should be included in the study, but fell short of confirming the type of relationships and correlations sought for the purpose of this research. Data on the financial performance of 22 automotive component manufacturers were obtained from the Benchmarking and Manufacturing Analysts SA (Pty) Ltd’s benchmarking database while data on lean manufacturing practices were obtained through structured observations at the 22 companies between January 2008 and December 2008. Through evaluating Spearman rank correlation coefficients conclusive findings were obtained in respect of the existence of a relationship and a positive correlation between each of the following pairs of variables: • Kanban and average growth in sales; • Kanban and change in Return on Investment; • Andon and operating profit as a percentage of sales; • Poka-yoke and operating profit as a percentage of sales; • Poka-yoke and growth in sales; • Green areas and operating profit as a percentage of sales; and • Standardisation of work practices and operating profit as a percentage of sales. During the analysis and interpretation of the findings value chains dynamics, operational measures, and control variables were cited as key considerations for further research in this field. The paper concludes by suggesting that a study of this nature replicated in the automotive industry in a different economy would likely result in similar outcomes, but that the same outcomes may not necessarily be obtained if the study was replicated in a different industry in the same economy. / AFRIKAANSE OPSOMMING: Met die uitdagings van globale mededinging en vrye toegang tot wêreld markte is vervaardigers blootgestel aan die behoefte om hulle besigheidsprosesse voortdurend te vernuwe en te optimiseer. Ten spyte van die feit dat “Lean Manufacturing” spesifiek in die vervaardigings industrie aanvaar is as die voorkeur model bo die meer tradisionele massa produksie model sukkel maatskapye steeds met die implimentering daarvan. Die doel van hierdie navorsing is om te toon dat daar ‘n verwantskap bestaan tussen die beginsels van “Lean Manufacturing” en die winsgewindheid van maatskappye. Meer spesifiek word daar gesoek na sleutel finansiële aanwysers in die besigheid, en hulle verwantskap met geselekteerde “Lean Manufacturing” beginsels. Daar word gepoog om die verwantskappe te kwantifiseer, en hierdie resultate dan te gebruik as basis vir die motivering om hierdie beginsels verder en vinniger in die vervaardigings industrie te implimenteer. Vier subprobleme is geidentifiseer om die voorgestelde navorsing logies te benader. Die eerste hou verband met die identifisering van die kern beginsels van “Lean Manufacturing”, en die tweede met die identifisering van vervaardigings praktyke wat assosieer kan word met elkeen van die beginsels. Die derde subprobleem is die analise en vewerking van bestaande literatuur met die doel om die verwantskap tussen die identifiseerde kern beginsels van “Lean Manufacturing” en finansiële indikatore te evalueer. Laastens word ‘n hipotese ontwikkel om die identifiseerde verwantskappe te toets en te evalueer. Die vier beginsels en die assosieërde praktyke is: • “Just In Time”: kanban; • Algemene Kwaliteits Bestuur: andon en poka-yoke; • Voortdurende Verbetering: standardisering van werksprosesse; en • Spangebaseerde Organisasies: Spanwerk. Die bestudering van bestaande literatuur het ‘n riglyn geskep vir van die finansiële indikatore wat in ag geneem moet word in die studie. Dit het wel geblyk dat die tipe verwantskap nie duidelik definieer is nie. Die finansiële data van 22 motor komponent vervaardigers is verkry van Benchmarking and Manufacturing Analysts SA (Pty) Ltd’s se databasis. Die data oor “Lean Manufacturing” is verkry deur gestruktureerde waarnemings en onderhoude by dieselfde 22 maatskapye oor die tydperk Januarie 2008 tot Desember 2008. Deur die evaluering van “Spearman rank” korrelasie koëfisiënte kon ‘n korrelasie tussen die volgende veanderlikes verkry word: • Kanban en die gemiddelde groei in verkope; • Kanban en die verandering in die opbrengs op belegging; • Andon en die operasionele wins as ‘n persentasie van verkope; • Poka-yoke en die operasionele wins as ‘n persentasie van verkope; • Poka-yoke en die groei in verkope; • Groen areas en die operasionele wins as ‘n persentasie van verkope; en • Standardisering van werksprosedures en die operasionele wins as ‘n persentasie van verkope. Na aanleiding van die analise en interpretasie van die bevindinge opgelewer deur die studie word die verdere bestudering van die veld sterk aanbeveel. Waardeketting dinamika, operasionele maatstawwe, en beheer veranderlikes is identifiseer as kernaspekte van so ‘n verdere ondersoek. Dit moet egter benadruk word dat die herhaalbaarheid van die studie moontlik sal wees in ander ekonomiese toestande, maar nie noodwendig dieselfde resultate sal lewer vir ander industrieë nie.

Thesis (MBA (Graduate School of Business))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Globalisation, constant innovations and well-informed customers have made modern business environments dynamic and complex. Organisations, with their ever-changing business models, are striving to improve the quality of their products and services. Congruently, several management theories have evolved. Total Quality Management (TQM),Just in Time (JIT), Benchmarking, Lean Management, Balanced Scorecard and Six Sigma are some of the more well known. Each movement with its own life span, its share of popularity and level of acceptance has the same basic goal – improvement in quality by measuring performance. Recent years have seen an upsurge in the approaches and contributions to the field of performance measurement. Are these management theories just a flavour of the month or do they add value. The object of this study is to provide industry specific manufacturing business with a Manufacturing Performance Measurement Matrix Model, which can be used over time to measure improvement and serve as a basis for Knowledge Management. / AFRIKAANSE OPSOMMING: Globalisering, konstante inbring van veranderinge en goed ingeligte kliënte het die moderne besigheidsomgewing dinamies en kompleks gemaak. Organisasies, met hulle ewig veranderende besigheidsmodelle, streef daarna om die kwaliteit van hulle produkte en dienslewering te verbeter. Verskeie bestuursteorieë het as gevolg hiervan ontwikkel. Die mees bekende bestuursteorieë is onder andere: Total Quality Management (TQM), Just in Time (JIT), Benchmarking, Lean Management, Balanced Scorecard en Six Sigma. Elkeen van hierdie planne, met sy eie leeftyd, porsie van die gewildheid en vlak van aanvaarding, het dieselfde basiese doel – verbetering van kwaliteit deur die meet van prestasie. Onlangse jare het ‘n opvlam gesien in die benaderings en bydraes tot die veld van prestasiemeting. Is hierdie bestuursteorieë net ‘n nuutjie of is hulle waardevol vir die besigheidswêreld? Die doel van hierdie studie is om industrie spesifieke vervaardigingsbesighede met ‘n Vervaardigings Prestasiemetings Matriks Model te voorsien wat deur die verloop van tyd verbeterings kan meet en kan dien as ‘n basis vir die bestuur van kundigheid.

The objective of this study was to explore the relationship between the perceived leadership style, employee participation, and positive psychology functioning. Such functioning includes a sense of coherence, engagement in work and avoiding burnout. The Leader Behavior Descriptive Questionnaire, the Employee Participation Survey, the Orientation to Life Questionnaire the Utrecht Work Engagement Survey and Maslash Burnout Inventory General Survey were applied to a sample of 200 permanent employees of the manufacturing. The results indicate significant relationships between all the variables and the way in which employee participation is predicted by perceived leadership style, sense of coherence, and work engagement. Significant differences were found between perceived leadership style and educational levels, and functional department; employee participation and educational level, and functional department; sense of coherence and educational level; work engagement and age, and educational level; burnout and age, and educational level.The study has contributed valuable new knowledge that may be used to inform human resources practitioners and psychologist in the development and coaching of leaders and employees in manufacturing companies. / Industrial and Organisational Psychology / M. Admin (Industrial & Organisational Psychology)

The objective of this study was to explore the relationship between the perceived leadership style, employee participation, and positive psychology functioning. Such functioning includes a sense of coherence, engagement in work and avoiding burnout. The Leader Behavior Descriptive Questionnaire, the Employee Participation Survey, the Orientation to Life Questionnaire the Utrecht Work Engagement Survey and Maslash Burnout Inventory General Survey were applied to a sample of 200 permanent employees of the manufacturing. The results indicate significant relationships between all the variables and the way in which employee participation is predicted by perceived leadership style, sense of coherence, and work engagement. Significant differences were found between perceived leadership style and educational levels, and functional department; employee participation and educational level, and functional department; sense of coherence and educational level; work engagement and age, and educational level; burnout and age, and educational level.The study has contributed valuable new knowledge that may be used to inform human resources practitioners and psychologist in the development and coaching of leaders and employees in manufacturing companies. / Industrial and Organisational Psychology / M. Admin (Industrial & Organisational Psychology)

Abstracts in English and Xhosa / Given the need for prompt responses to today’s dynamic market, maintenance and maintenance management functions are becoming increasingly fundamental for industrial companies. Reduction of waste and bottlenecks, particularly the reduction of overproduction and work in process, accentuates the impact of malfunctions or failures of equipment on production. As such, it has become ever more urgent for proactive world-class maintenance to turn to computer-based support for efficacious management. To successfully manage activities such as the scheduling of activities, the planning of preventive maintenance actions, the analysis of data (to reduce the occurrence of malfunction and failures), and augment the absolute performance of the maintenance function, industrial companies implement information systems enabled by computerised maintenance management systems (CMMS) to deliver timely and accurate information. However, while various CMMS are available on the market, not all meet the exactitudes of each industrial company. The overall objective of this thesis is threefold: to explore major barriers and obstacles that have a negative impact on implementing CMMS; to identify the most common critical success factors (CSFs) that have a positive impact on implementing CMMS; and to develop an optimised CMMS model suitable to the context of Ethiopian manufacturing industries. To achieve this, an exploratory descriptive research design was employed, utilising both quantitative and qualitative data-gathering techniques, including structured interviews and questionnaires. Both qualitative and quantitative findings Suggest that the most important CSFs for CMMS implementation were work planning and scheduling and work identification and responsibilities, while the Ethiopian manufacturing firms lagged behind in the case of information technology and appraisal. Overall, key isues in maintenance management range from several maintenance techniques, information systems, scheduling, and optimisation models. This thesis is projected to be a useful source of information for both maintenance managers and stakeholders in CMMS decision making. It also creates opportunities for future research in this area of study. / Ngenxa yesidingo seempendulo ezikhawulezileyo kwimarike yanamhlanje eguqukayo, ukulondoloza kunye nololondolozo lwemisebenzi yolowulo ziya zisanda ngokubaluleka kwiinkampani zoshishino. Ukuncitshiswa kwenkcitho kunye nokuxinana kwindawo eziphezulu , ngakumbi ukucuthwa kwemveliso egqithisileyo kunye nokusebenza kwinkqubo, kunyusa ifuthe lokungasebenzi kakuhle okanye ukusilela kwezixhobo kwimveliso. Kananjalo, kuye kwangxamiseka nangakumbi kulondolozo lwenqanaba lehlabathi ukuba liphendukele kwinkxaso esekwe kwikhompyutha ukwenzela ulawulo olusebenzayo. Ukulawula ngempumelelo imisebenzi efana nokucwangciswa kwemisebenzi, ukucwangciswa kwezenzo zolondolozo zokukhuselo, ucalulo lwedatha (ukunciphisa ukwenzeka kokungasebenzi kakuhle kunye nokusilela), kunye nokwandisa ukusebenza ngokupheleleyo komsebenzi wolondolozo, iinkampani zamashishini zisebenzisa iinkqubo zolwazi ezenziwa ziinkqubo zolawulo lokulondoloza ngekhompyutha (i-CMMS) ukuhambisa ulwazi oluchanekileyo kwangexesha. Nangona kunjalo, ngelixa ii-CMMS ezahlukeneyo zifumaneka kwimarike, ayizizo zonke ezihlangabezana ngqo nemilinganiselo yenkampani nganye yemizimveliso. Eyona njongo yale ngcingane ebhaliweyo engqinelwa ziingxoxo, ithisisi ihlulwe kathathu: ukuphonononga imiqobo engundoqo kunye nezithintelo ezinefuthe elibi ekuphumezeni iiCMMS; Ukuchonga ezona zinto zibalulekileyo zempumelelo (CSFs) ezinefuthe elihle ekuphumezeni iCMMS; kunye nokuvelisa imodeli ye-CMMS elungele imeko yemizimveliso yase-Ethiopia. Ukufezekisa oku, uyilo lophando oluchazayo lwasetyenziswa, kusetyenziswa ubuchule bokuqokelela idatha eninzi kunye nesemgangathweni, kubandakanya udliwanondlebe olulungiselelweyo kunye nephepha lemibuzo.Zozibini iziphumo ezedatha esengangathweni kunye nedatha ngokobungakanani zibonisa ukuba ezona CSFs zibalulekileyo ekuphunyezweni kweCMMS yayikukucwangciswa komsebenzi nokucwangciswa nokwenza uludwe lweenkqubo kunye nokuchongwa komsebenzi kunye noxanduva, ngelixa iifemu zemveliso zase-Ethiopia zisasele ngasemva kwimeko yolwazi lwetekhnoloji kunye novavanyo. Kukonke, imiba ephambili kulawulo lolondolozo isukela kwiindlela ezahlukeneyo zobuchule zolondolozo, kwiinkqubo zolwazi, kuludwe lokwenziwa kweenkqubo zolwazi, kunye neemodeli ezigqibeleleyo. Le thisisi kuqikelelwa ukuba ingumthombo wolwazi oluluncedo kubo bobabini abaphathi bezolondolozo kunye nabachaphazelekayo ekuthathweni kwezigqibo kwiCMMS. Ikwadala amathuba ophando lwexesha elizayo kulo mmandla wokufunda. / Business Management / DBL (Business Leadership)