Submitted in fulfilment of the requirements of the Degree Doctor of Technology: Quality, Durban University of Technology, 2011. / Quality management remains one of the top ranking strategic issues in all major organisations. However, at present, there is a sentiment that business priorities and quality management priorities have become non-aligned over the last two decades. It is believed that quality management is still predominately understood and practiced using the framework and direction provided historically by quality leaders such as Deming, Juran, Crosby and others. Thus, this study motivated that quality is at a crossroads and in order for it to be aligned with business priorities, once again it needs to evolve its role. This study commenced with the review on related literature on the history of quality management. From this review, it was evident that the various evolutions of quality management were directed to meet the changing business challenges and market needs that were linked to prevailing demand and supply, customer focus, competitive advantage and profitable growth outputs. The literature review thereafter demonstrated the potential opportunities wherein quality management could be utilised to re-establish its previous relevance by supporting organisations in the management of emerging trends. This study identified globalisation, customer power and sophistication, social responsibility and environmental sustainability consciousness as emerging trends that could be the most leveraged with the use of quality management concepts, techniques and tools. Furthermore, the topics of stewardship, leadership, change management and strategy were discussed as enablers to the proposed new evolution of quality management, which should become known as “quality stewardship”. As a guideline to the “quality stewardship” strategy, a Quality Stewardship and Leadership (QSAL) framework was developed in this study. The QSAL framework incorporated Total Quality Management (TQM), systems thinking and business excellence as the underlying theoretical grounding. This framework, displaying a process approach, encapsulated the following components: inputs (risk, revenue and reputation), processes (productivity Key Performance Indicators (KPIs), technical governance, and environmental and social sustainability) and outputs (maximise value) for the proposed new scope for quality management. Abstract iii The primary source of information used in this study was obtained from qualitative and quantitative research methodologies. The research instruments in this study included surveys in the form of questionnaires and an organisational assessment which was undertaken by utilising a Viable Systems Model (VSM). The organisational assessment that was part of the preliminary study was undertaken in two beverage multi-national organisations in South Africa. The pilot and principal studies consisted of surveys in the form of questionnaires. The objective of the survey was to gain an understanding of current quality management practices, current quality management thinking and acceptability of the proposed QSAL framework across selected manufacturing organisations in South Africa. Both the preliminary and principal studies displayed variable levels of responses in quality management practices and a high level of agreement or awareness to the questions on the current thinking of quality management and acceptability of the proposed QSAL framework in the quantitative studies. Thus, based on the review of related literature and empirical studies, the motivation for this research, that quality management was ready for the next evolution in order to support current business challenges and market demands, was validated.

M. Tech. Fashion Design / Multi-Fibre Arrangement, which regulated all trade in the apparel manufacturing industries for four decades, ceased to exist in 2005, this resulted in a significant decline in employment, exports and market share of apparel manufacturing of South Africa as the case in many other African countries. Since 2005, the apparel manufacturing industry of South African has been battling to adjust adequately to environment of liberalised trade mainly due to strategic, infrastructural and skills factors. The lack of a skilled workforce, innovation and technology, fashion focusing strategies as well as a weak local supply chain remain challenging factors to competitiveness in the apparel manufacturing industry of South Africa. Apparel manufacturing industries appear to display weakness in responding to consumer demands and consequently, reorienting business strategies. Government has played its supportive role to the apparel manufacturing industry. As a result, apparel manufacturing SMMEs have being dying a slow death due to the lack of access to government supportive measures for the apparel manufacturing industry. In light of this, this paper examines how the apparel manufacturing industry in South Africa could develop a competitive advantage, both locally and internationally.

Dissertation submitted in partial compliance with the requirements for the Master's Degree of Technology: Marketing, Technikon Natal, 2002. / During the past 20 years, marketing in industrialized countries has evolved towards Relationship Marketing placing more attention on customer loyalty. To achieve this new objective, increased interest has been placed on delivering quality customer service. In parallel, the notion of quality has evolved toward total quality, now considering every aspect in the company. Following this evolution, new quality tools have been developed, such as the ISO 9000 standards. / M

Submitted in fulfilment of the requirements for the degree of Masters in Business Administration, Durban University of Technology, 2009. / All manufacturing organizations have plants that require the provision of Maintenance, Repair and Operations (MRO) supplies in the manufacture of products. The appropriate and effective application of these concepts and principals contribute significantly to the effective and efficient utilization of plant assets and other resources within the manufacturing organization. Components of the supply chain can be outsourced to third parties who with the correct focus, expertise and experience can realise strategic benefits for the manufacturing organization, allowing it to concentrate on activities that are core to its business. It is necessary to determine the organizational buying centre’s attitudes and perceptions to this concept in order to establish an independent third party Maintenance Repair and Operation (MRO) vendor. The area of study is the Durban South area of Kwazulu Natal. Sample units of analysis were selected on a judgemental basis to ensure that different industrial sectors with different outsourcing experiences were represented. Data of a qualitative descriptive nature was collected. The models employed provided a robust and constructive framework and by and large there was consensus between the research findings and the literature. A key recommendation is that a mature and well disciplined environment within organizations and in their relationships with suppliers and collaborators is essential. Key further research is needed in the establishment of current and prospective future commonality of MRO stock items across different manufacturing organizations in the same geographical area.

Since the initial research was begun on this dissertation, the role of intervention by the State in the economic affairs of a country has assumed renewed topicality. While much of the impetus for this interest in the subject can be related to the bicentennial anniversary of the appearance of 'The Wealth of Nations', the emergence of certain political and economic problems in the South African context has been responsible for the increased controversy in this country. While recognising that che field of state intervention in the South African economy is so widespread and its effects, in many cases, so indirect that detailed and objective analysis of every avenue of intervention is impossible within the confines of the present study, the researcher has attempted to analyse the effects of the State's policy of intervention (in the form of industrial protection) on industrial growth in South Africa. This has been done m an endeavour to relate how some of the current economic problems faced by the country can possibly be attributed to such policy. The method involved in the study consists initially of an attempt to justify economic intervention by the State. Applying this rationale to the policy of industrial protection in South Africa after the first quarter of this century, the conclusion that emerges, is that, although much of the initial arguments for protection were clouded by political considerations, there were several Important economic arguments for Industrial diversification that warranted the State protecting certain industries, It appears highly unlikely that secondary Industry in South Africa would have grown to the extent that it did, after the first quarter of this century, in the Absence of che tariff and other protective policies followed by the State, Similarly, it can be argued, that many of the problems that recently have manifested themselves would not have occurred were it not for the persistence and continuation of such policies beyond the initial period. Growth in secondary industry continued on a rapid basis until the nineteen sixties after which there was a levelling off and the economy began to suffer severe unemployment problems coupled with persistent deficits in the current account of the balance of payments. The study attempts to analyse these problems according to the type of protective policies pursued by the State during this period. The pattern of tariff protection in South Africa is analysed both on a historical basis, (according to various investigations into such policy over time) and on an effective basis (according to two recent attempts at this type of measurement that have recently become available), In addition, the study attempts to relate the predictions of some of the theoretical literature on effective protection and patterns of industrialisation to the South African situation. The broad conclusion that emerges is that the nature of protective policies in South Africa appears to have been such as to have induced a specific type of import substitution which although 'initially responsible for high levels of growth is presently proving restrictive, In addition, one can attribute the importation of vast amounts ef capital goods as well as the lack of exports ef manufactured goods to such policies, The major recommendation that emerges from the study is that, given the present situation in South Africa, a possible way for the country to recover from some of its present problems as regards unemployment and balance of payments difficulties is for the State to modify its protective policies. In addition, it is suggested that this modification be framed in such a way as to increase the level of tariff protection on more intermediate stages of the productive process. While this may encourage a greater amount of import substitution at these stages it may well induce local producers to substitute labour for capital and thus reduce the heavy reliance on imported capital goods that appears to be characterising local production. By encouraging the use of one of the country's most abundant resources, viz. labour, the country may yet develop a considerable comparative advantage that may facilitate exports of manufactured goods.

The most basic role of operations is to execute a strategy (Pycraft, Singh, Phihlela, Slack, Chambers & Johnston, 2010). The aim of this study is to make a contribution to operational performance by analysing the effectiveness of strategy execution at a confectionery manufacturing facility situated in the Nelson Mandela Bay (NMB). The primary objective of the study is to improve strategy execution at this manufacturing facility by investigating the influence of strategy; business processes; organisational factors; human resources; macro factors and leadership toward the success of strategy execution. The researcher gave consideration to whether this manufacturing facility measured on a strategy grid, is in a professional (champions’) league, headed towards a spectacular success; or headed towards being relegated and failure; or will it achieve somewhere in between like playing in the amateur (first division). The study was conducted in the quantitative paradigm. Data was collected using a structured questionnaire and sourced instruments were used to measure the variables in the hypothesised model. The objective of the questionnaire was to analyse the respondent’s understanding of how strategy is executed, thereby identifying the possible areas that need to be improved. It was found that most managers disagreed that the business processes, organisational factors and human resources effectively support the execution of the operational strategy and that the average response from the managers were neutral in respect of effectiveness of strategy and leadership. The inference is that although this manufacturing facility has a fair strategy, execution thereof is below average. The researcher therefore deduced that the most appropriate section for the manufacturing facility is between the first division and relegation. The research findings indicate that the management team is not effectively executing the operational strategy. The management implication of this finding translates into lost opportunities. These lost opportunities probably contributed to the poor results reported by the plant director in his quarterly performance review. The empirical results are discussed and recommendations are proposed to improve strategy execution, complementing the manufacturing facility’s goals to deliver the best performance and ultimately realise their stated vision: “to be the best and most loved confectionary site in the world”.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Continuous change has become one of the major characteristics of the South African manufacturing environment. Such an unstable dynamic environment, where continuous change is a normal occurrence, necessitates an appropriate response in order to regain or sustain competitive advantage. The environment is changing so fast that most small and medium manufacturing enterprises barely have the ability to survive the day-to-day challenges, without even seeing or thinking about the real challenges of surviving in the future, and more importantly, not only surviving, but actually prospering through these new challenges. The conventional approaches of strategic management do not satisfy the fast decision making requirements of today's organisations. The development of the different schools of strategic planning clearly shows how the strategic management process has developed with the changing times. One of the enduring problems facing the field of strategic management is the lack of theoretical tools available to describe and predict the behaviour of firms and industries. The fundamental problem is that industries evolve in a dynamic way over time as a result of complex interactions among firms, government, labour, financial institutions and other elements of the environment. These interactions are strategic in the sense that decisions by one party take into account anticipated reactions by others, and thus reflect recognition of interdependence. Existing models tend to assume relatively simple linear relationships without feedback. Chaos theory, which is the study of non-linear dynamic systems, promises to be a useful conceptual framework that reconciles the essential unpredictability of industries with the emergence of distinctive patterns. To understand the relevance of chaos theory to strategy, industries need to be conceptualised as complex, dynamic, non-linear systems. A basic strategic planning model was developed, incorporating some aspects of chaos theory, containing the following basic elements: vision, environmental scanning, strategic objectives, measurements, strategies and performance evaluation. The final aspects covered are some aspects of strategy implementation, concluding with some final notes confirming that one of the main reasons for strategic assessment of the organisation's situation is to exploit possible advantages from external, discontinuous changes and so gain first mover advantages by surprising the 'enemy'. To cope with chaos, a quickly responsive, organic corporation needs to be crafted. / AFRIKAANSE OPSOMMING: Een van die hoofkenmerke van die huidige Suid-Afrikaanse vervaardigingsomgewing is voortdurende verandering. Ten einde 'n mededingende voordeel in hierdie veranderende, dinamiese milieu te verkry en te behou, verg besondere vaardighede en innoverende tegnieke. Die meeste klein- en mediumgroot-ondernemings bevind hulself midde-in hierdie vinnig veranderende omgewing, waar hulle nie net daagliks moet oorleef nie, maar ook die uitdaging van langtermyn oorlewing die hoof moet bied. Ongelukkig vorm langtermynoorlewing en groei dikwels nie deel van meeste ondernemings se beplanning nie. Konvensionele benaderings tot strategiese beplanning kan nie meer die moderne onderneming se behoefte aan vinnige besluitneming bevredig nie. Die ontwikkeling van die verskillende denkskole oor strategiese beplanning toon ook 'n duidelike beweging in die rigting van sneller verandering in strategiese bestuur. Een van die probleme ten opsigte van strategiese bestuur, is die gebrek aan teoretiese modelle om die gedrag van ondernemings te beskryf en te voorspel. Die onderliggende probleem is egter dat ondernemings oor 'n lang tydperk groei en ontwikkel as deel van 'n komplekse interaksie met ander ondernemings, asook met die regering, arbeid, kapitaal en ander elemente binne die bedryf. Sodanige interaksie is van strategiese belang, aangesien 'n spesifieke rolspeler telkens antisipeer watter impak elke besluit wat geneem word, op die res van die omgewing gaan hê. Bestaande teoretiese modelle impliseer relatief eenvoudige, lineêre verwantskappe wat geen terugvoer bied nie. Daarteenoor skep die sogenaamde chaosteorie, dit wil sê die studie van dinamiese, nie-lineêre stelsels, 'n konseptuele raamwerk met bepaalde patrone waarmee die onvoorspelbaarheid van ondernemings verklaar en beskryf kan word. Die relevansie van die chaosteorie vir strategiese beplanning en bestuur kan egter slegs begryp word indien ondernemings as komplekse, dinamiese, nie-lineêre stelsels beskou word. In hierdie studie is 'n basiese strategiese beplanningsmodel ontwikkel. Belangrike aspekte wat gedek is, is einddoel, omgewingstudie, strategiese doelwitte, meting, strategieë en prestasie-evaluering. Daar word ook kortliks gekyk na moontlike probleme om dié model te implementeer, met verwysings na die impak van chaosteorie op die tradisionele beplannings- en implementerings-modelle. Ter afsluiting word daar klem gelê op die geleenthede wat deur die snelveranderende omgewing geskep word, en die noodsaaklikheid daarvan dat 'n onderneming gereed moet wees om binne hierdie omgewing vinnig en effektief op te tree. Die kern van enige onderneming se sukses lê in sy vermoë om verandering raak te sien, geleenthede te identifiseer en onmiddellik daarop te reageer.

M. Tech. Business Administration / The aim of this research is to investigate the effectiveness of the entrepreneurial development programme (EDP) implemented by the Soshanguve Manufacturing Technology Demonstration Centre (SMTDC) in supporting existing and nascent entrepeneurs to establish and grow their small manufacturing venture. South Africa, like most developing countries, has a high unemployment rate, low economic growth and a dismal early-stage entrepreneurial activity. EDP's are developed to assist aspiring entrepreneurs in successfully starting and managing their ventures.

Low-voltage switchgear and controlgear assemblies with a rated short-circuit withstand strength above 10 kA, are required, by law, to conform to the South African standard, SANS 1473-1 (Low Voltage Switchgear and Controlgear Assemblies: Part 1: Typetested, partially type-tested and specially tested assemblies with rated short-circuit withstand strength above lOkA). Standard SANS 1473-1 stipulates three categories of assemblies i.e. type-tested, partially type-tested and specially tested assemblies. The specially tested assembly is unique to the South African market, while the other two categories are stipulated in standard SANS IEC 60439-1 (Low Voltage Switchgear and Controlgear Assemblies: Part 1: Type-tested and partially type-tested assemblies), which is internationally accepted in many countries as the applicable low-voltage assembly standard. Standard SANS 1473-1 specifies seven type-tests for certification as a type-tested assembly (TTA), but specifies, at most, three type-tests for certification as a specially tested assembly (STA). The underlying purpose of a technical standard is to provide for the safety of people and property, with the purpose of the research being twofold: 1. To investigate if the testing requirements specified for a specially tested assembly (STA), in accordance with standard SANS 1473-1, are correctly applied, and do not pose any safety risks. 2. To investigate any safety risks that stem from the fact that four type-tests are excluded for verification as a specially tested assembly (STA), as opposed to the seven type tests required for verification as a type-tested assembly (TTA). The document highlights the technical inadequacies of an assembly that is certified as a STA, in accordance with standard SANS 1473-1, and the potential safety risks associated with this type of assembly classification. / Thesis (M.Sc.)-University of KwaZulu-Natal, Durban, 2004.

There are a number of challenges that are facing the South African manufacturing industry today. Companies within this sector are trying all they can to ensure the optimal utilisation of physical and human resources and the maximisation of profit, all this at a very minimal possible cost. Each company within the industry is struggling for a competitive edge and bigger market share compared to other companies manufacturing the same product. Haas et al. (2005: 1) suggest that the manufacturing companies need more flexible labour strategies, like multiskilling, as a way of dealing with these challenges. Hulett Aluminium (Pty) Ltd, South Africa's largest aluminium producer and based in Pietermaritzburg, was used by the researcher as a case study. The company was founded in 1946 as a subsidiary of the international Alcan Aluminium Group. It is South Africa's largest manufacturer of semi-fabricated and finished aluminium products. The company introduced multiskilling in 2000, the main objective being to equip the employees with a variety of skills for the benefit of both the company and the employees themselves. This research study was undertaken to establish the extent to which Hulett Aluminium (Pty) Ltd has taken advantage of the theoretical benefits associated with multiskilling. To achieve this the following issues were investigated: preparation of a suitable environment for the application of multiskilling, effects of new, advanced technology on multiskilling, effects of absenteeism due to workshops, training programmes and personal matters, productivity levels, labour turnover, labour costs, trend towards selfmanaged groups, job satisfaction , employee motivation and industrial conflicts. This study first discussed the theoretical perspectives on multiskilling. This is followed by the description of Hulett Aluminium (Pty) Ltd, with specific description of the company's profile, the organisational structure, the aluminium supply chain and the company's core business . The description of the company is followed by the methodology used for the collection of data as well as the outline of the interpretation procedures followed. Research findings and discussion are also given. The key findings of this study are that both managers and shop floor employees at Hulett Aluminium agree that multiskilling contributes to increased organisational labour productivity, reduced organisational overall costs, and reduced industrial conflicts. Other areas of agreement include the fact that multiskilled employees need appropriate resources for the application of their skills; training is an essential tool for multiskilling and that rewards for a multiskilled workforce are a motivating factor for in the workplace. The final conclusion drawn is that much as Hulett Aluminium (Pty) Ltd has embraced multiskilling, there is still a lot the company needs to do or improve on, so that it could enjoy the benefits of the programme. Based on the findings of this study, some of the recommendations made for Hulett Aluminium are: • A detailed planning process for proper implementation ofmuItiskilling • All the relevant stakeholders within the company should be part and parcel of the implementation of the programme • Benchmarking with other manufacturing companies which have implemented multiskilling • Training of new recruits so that they could be at equal par with the old employees and also contribute positively to increased organisational productivity. 11 / Thesis (MBA)-University of KwaZulu-Natal, Pietermaritzburg, 2006.