This dissertation reports the investigation and combination of optimization methodologies and the result of implementing them within a production environment. A literature survey was conducted on the optimization methodologies Lean Manufacturing and theory of constraints (TOC). A number of production optimization methodologies were studied and considered for application to the case study organisation. Due to the small size and relative simplicity of the operation, these methodologies had to be simplified and combined into a more relevant form. A refractory manufacturer was used as a case study for the investigation into the optimization of the dry batch plant. Lean Manufacturing and TOC are optimization methodologies that could be employed to optimize the dry batch plant. Tools from these methodologies were used to investigate problems identified within the production process that were causing the batching plant to perform non-optimally. A time and motion study was conducted and a process flow chart was created to understand the production process. Wasteful activities were identified using a value stream map and a flow process chart was used to visualise the movement within the production process. A 5-Why analysis was conducted to determine the root causes. An optimization plan was created to eliminate the wasteful activities and the operational measures, that is throughput, inventory and operating expense, were used as to determine what the effect the optimization plan would have on the wasteful activities (Lean Manufacturing) found within the batching plant and the organisation. The results of the combined effect of the optimization plan are discussed focusing on the improvements in the operational measures and the increase in profit from sales. Future research is suggested to improve the benchmarking of the optimization plan and any future improvements that the organisation might implement. / MSc (Development and Management Engineering), North-West University, Potchefstroom Campus, 2015

This dissertation reports the investigation and combination of optimization methodologies and the result of implementing them within a production environment. A literature survey was conducted on the optimization methodologies Lean Manufacturing and theory of constraints (TOC). A number of production optimization methodologies were studied and considered for application to the case study organisation. Due to the small size and relative simplicity of the operation, these methodologies had to be simplified and combined into a more relevant form. A refractory manufacturer was used as a case study for the investigation into the optimization of the dry batch plant. Lean Manufacturing and TOC are optimization methodologies that could be employed to optimize the dry batch plant. Tools from these methodologies were used to investigate problems identified within the production process that were causing the batching plant to perform non-optimally. A time and motion study was conducted and a process flow chart was created to understand the production process. Wasteful activities were identified using a value stream map and a flow process chart was used to visualise the movement within the production process. A 5-Why analysis was conducted to determine the root causes. An optimization plan was created to eliminate the wasteful activities and the operational measures, that is throughput, inventory and operating expense, were used as to determine what the effect the optimization plan would have on the wasteful activities (Lean Manufacturing) found within the batching plant and the organisation. The results of the combined effect of the optimization plan are discussed focusing on the improvements in the operational measures and the increase in profit from sales. Future research is suggested to improve the benchmarking of the optimization plan and any future improvements that the organisation might implement. / MSc (Development and Management Engineering), North-West University, Potchefstroom Campus, 2015

Bank capital has a critical role in banking business the world over. Capital is a principal aspect of regulation and will determine how long a bank remains in business from a regulatory point of view. Its cost and the regulatory amount have an impact on the competitiveness of an institution and will influence the rate of expansion of a bank. The contribution of capital to the profitability and survival of a commercial bank remain an unresolved empirical issue. Prior research on the relationship between capital and profitability has largely focused on developed economies, especially the USA, and Europe. However, the results have been inconclusive. There is no evidence of such kind of a research done to date that focuses on an emerging economy such as South Africa. The seemingly conflicting finding coupled with regulations imposing equity capital adequacy from the Basel 11 Accord present an opportune platform for further research on the relationship between capital and profitability. Using South Africa as a unit of analysis and using the Generalised Methods of Moments (GMM), and Panel Two Stage Least Squares (2SLS) or Pooled IV method as the estimation techniques, this study tested the hypothesis that there is a positive and statistically significant relationship between bank capital and profitability. The results from the study provide evidence of a positive relationship between capital ratio (CAR), return on equity (ROE) and return on assets (ROA) and supported the generally held notion that there is a positive relationship between bank capital and profitability. This research output provided new insights into the long-run impact of bank capital on profitability and survival. From a bank specific strategic decision-making perspective, this would assist financial institutions and investors in tailoring investment decisions in response to policy decisions that relate to bank capital. From the public policy perspective, this would assist both governments and regulators in formulating better- informed policy decisions regarding the importance of bank capital. / Business Management / D. Com. (Business Management)