Companies are constantly expected to be more competitive while working in an environment in which time and cost are limited, thereby preventing such companies from taking the time required to be responsive. It is, therefore, important that companies understand that conventional knowledge and methods will not serve unless there is a concerted focus on improvement of organisational performance toward fulfilling increased expectations, not just maintaining that which is comfortable. A more sustainable approach may be the introduction of lean manufacturing techniques. The lean manufacturing process is one that continuously strives to eliminate waste, thereby increasing the percentage of time that may be devoted to value-adding activities. Lean manufacturing principles were applied in the Can Coating Plant of Duco Speciality Coatings. This study was intended to identify waste in the current production process in the Can Coating Plant and then to use lean tools and principles to eliminate such waste. Implementation of these lean tools proved to result in a leaner and more value-adding process. The new process rendered a positive result on Duco Coating’s costs, quality and product performance. Recommendations on further improvements were also offered.

Submitted in partial fulfilment of the requirements for the Degree of Masters in Business Administration, Durban Institute of Technology, 2008. / The aim of this research is to analyze the introduction of lean manufacturing in a selected South African organization viz. Smiths Manufacturing. The research, together with its conclusions, may identify problematic areas which, once addressed, will improve the implementation in other areas and identify the benefits, if any, of lean manufacturing. Three research objectives exist and two methods of research were used to solve the research questions. The first and second research objectives (i.e. to analyze the manner in which lean manufacturing was introduced in Smiths Manufacturing and its benefit on the company's competitive position and future existence) were analyzed qualitatively with the aid of personal interviews. The third research objective (i.e. to determine the financial benefit of lean manufacturing introduction on the respective assembly line) was analyzed quantitatively. This research revealed three pertinent findings: Firstly, Smiths Manufacturing has adhered to eight of Liker's 13 Step Implementation Procedure with two areas of non-conformance being identified and insufficient information present to comment on the remaining three steps. Secondly, improvements in the manufacturing process have enabled the company to be more price competitive. Areas of improvement were in labour, raw materials and finished goods. These improvements will assist in ensuring the company's future existence. Thirdly, there has been a substantial amount of savings by the introduction of lean manufacturing. This research has identified that communication involving lean manufacturing is vital to introducing a system into a company. This communication enables people at all levels to understand the roll out procedure and the corresponding actions of the company. In addition, the research revealed that the / M

M.Phil. (Engineering Management) / This dissertation uncovers the importance of the application, utilisation and implementation of total quality management in the South African organisations specifically manufacturing industry. The study focuses on the application, utilisation and implementation of TQM at ASSA ABLOY (SA) PTY (LTD). This study need to outline ways in which total quality management, implementation and quality improvement is applied and utilized in within ASSA ABLOY (SA). The organisation believes but does not have clear understanding and commitment to implementation of total quality management and continuous improvement tools. This research seeks to come up with methods that will eventually be used to train employees on total quality management (TQM) related issues at ASSA ABLOY (SA) PTY (LTD) and in the South African manufacturing industry as a whole. The research design was both qualitative and quantitative in nature. The primary data was collected by using a structured questionnaire, interviews, surveys and observations with people within ASSA ABLOY (SA) Pty (Ltd). The secondary data was collected from library searches and access to information gathered with the organisation that supports this journey. The questions were coded up for ease of analysis and the questions gave the respondent choice to respond on the 5 point-linkert scale, where 1 -“Very dissatisfied”, 2-“Dissatisfied”, 3-“neutral or unsure”, 4-“Satisfied” and 5-“Very satisfied”. A Linkert item is simply a statement which the respondent is asked to evaluate according to any kind of subjective or objective criteria; generally the level of agreement or disagreement is measured. It is considered symmetric or "balanced" because there are equal amounts of positive and negative positions. Top management support on quality policy is a concern to the employees. Employees seem not to be getting enough training on quality related matters and their training needs are not fully addressed because they are not consulted enough when training is planned. This will mean that the needs analysis is left with the managers or the supervisors. Employees feel strongly that their level of education must be taken into consideration when training is planned for them. Employees in the organisation would like to be mixed up in continuous improvement projects and training or quality department could initiate these. They would also like to have more acquaintance of how the quality department in general functions and to play a role in the implementation of quality by good value of being trained on things that they can apply instantaneously. Top management is committed to quality management initiatives but they do not involve their employees on quality decisions and efforts. Dynamic team working is encouraged by the managers of the departments within the company. Quality training is a concern to the employees, employees are also not aware of the quality department that exists within the company.