Thesis (Ph. D.)--Lehigh University, 1997. / Includes vita. Bibliography: leaves 149-155.

Thesis (Ph.D.)--Michigan State University, 2008. / Adviser: Morgan L. Swink. Includes bibliographical references.

Thesis, PlanB (M.S.)--University of Wisconsin--Stout, 2005. / Includes bibliographical references.

Thesis (M. Phil.)--University of Hong Kong, 2005. / Title proper from title frame. Also available in printed format.

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2006. / Includes bibliographical references.

First tier automotive suppliers in the Nelson Mandela Metropole are under continued pressures created by the process of globalisation. To stay globally competitive suppliers, have to rethink their supply chain strategies. It is important that suppliers understand the environment that it operates within, this environment present first tier automotive suppliers with numerous problems and challenges. An analysis of this problems and challenges are needed and supply chain strategies need to be developed to overcome these problems and challenges. Before these strategies can be developed a full understanding of the supply chain is necessary. This dissertation aims to assess the problems and challenges facing first tier automotive suppliers, give a full understanding of the supply chain and present strategies to overcome these problems and challenges. The supply chain has become less structured and closer partnerships are needed between trading partners. The connectivity, transparency and visibility of the supply chain have improved through developments in the communication technology field. Strategies need to utilise these technologies to create a competitive edge. Effective supply chain strategies need to enable first tier automotive suppliers to deliver materials: At the right time; In the right quantities; At the right quality.

M.Tech. (Production Management) / This thesis provides some information, techniques and innovations that will equip operations managers in the service industry to develop technical, conceptual and interpersonal skills. These skills will help them make better operating decisions.

South Africa is experiencing a shortage of skills in key industries and many organisations have listed the retention of staff as a key objective in their annual sustainability reports. The factors that affect an employee’s intent to turnover have received greater attention as a study field of late but the literature is not all in agreement on the principal factors that influence an employee’s decision to leave an organisation. Many authors suggested that more empirical evidence are necessary to validate the significance of the identified precursors of employee turnover. Prince (2001) and other contributing authors postulated a causal model that tries to explain the complex interactions between the principal constructs that influence the job satisfaction and organisational commitment of an employee, ultimately leading to the employee’s decision to stay at the organisation or turnover. A Structural Equation Modelling technique was applied to the survey data gathered from a South African organisation to validate its fit to the postulated causal relationships defined in Prince’s (2001) model. Many of causal relationships could be validated for the company under study but this study had to conclude as so many other authors has done before that more empirical research is necessary to test the principal constructs of labour turnover as this research could not confirm all the factors postulated by Prince (2001). Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

South African producers are constantly facing competition from foreign organisations in their domestic markets. The adverse effects of this competition stem, in part, from the low levels of productivity which characterise South African industry and which is well documented by the National Productivity Institute of South Africa. The concept of continuous improvement offers a proven methodology for increasing the effectiveness and efficiency of production processes. Given the situation that faces South African producers, it would seem appropriate to investigate how the concept of continuous improvement can be applied to a specific South African manufacturing organisation, like the Aspen Pharmacare General Facility, in order to improve its effectiveness and efficiency.

With global advances in technology, many organizations are finding it difficult and quite challenging to do business as usual. Japanese companies are on top of the world economy, while many Western companies are struggling to find ways to compete with them (Womack, et al., 1990). The Japanese secret weapon “Lean Production” is no longer a secret; more and more western companies are now learning and adopting Lean techniques to remain relevant and competitive. Lean management is a consistent philosophy and a set of practices that must be maintained over time in order to see the gains (Losonci & Demeter, 2013). Lean is not a quick fix to reduce costs, but a continuous improvement journey that will transform an organization into a cost efficient value-driven system. Lean is still a fairly new phenomenon in South Africa, particularly in the Eastern Cape. The road towards the lean implementation is viewed by many as a challenging and yet rewarding journey. South African organizations are following the trend of implementing lean in order to eliminate waste, improve quality, speed, customer satisfaction and thereby increasing profits. It is however still a long journey towards achieving total perfection. The main challenge facing South African organizations is the ability to sustain the lean improvements over a longer period. This study will focus on identifying and analyzing the main barriers that inhibit many successful organizations from sustaining lean improvement efforts.