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.

All world class manufacturing organizations have shop floor management in place. Shop floor management principles and tools are utilised to plan and to react in out of control conditions. Shop floor management is also utilised to involve people in decision making and to encourage continuous improvement. Various shop floor management principles exist and are applied differently depending on the nature of the business, however all these principles are present in all the companies researched. SA Canopy currently applies very little or no shop floor management principles. To be able to achieve its objectives and mission set by the new shareholders, shop floor excellence must be achieved. The objective of the study was to establish shop floor management principles utilised by the automotive industry as well as best in class organizations. To achieve this, a comprehensive literature study was performed on shop floor management. A questionnaire and audit schedule was designed based on guidelines in the literature study in order to establish what shop floor management principles are being utilised in the industry. The researcher used random sampling methods in distributing the questionnaire. An internal audit of the companies was conducted to support the responses in from the questionnaires. The opinions of the various respondents were compared with the guidelines provided in the literature survey in order to indentify shop floor management principles which would be suitable for SA Canopy. The following main recommendations were made: In order for SA canopy to achieve its objectives the company needs to develop a mission statement for everyone to work towards; SA Canopy needs to become more customer and supplier orientated. This will improve the overall performance of the business in respect of cost, quality and output; It is important that SA Canopy promotes teamwork so as to create a culture of continuous improvement; Problem solving skills need to be developed in the organization; Roles of Supervision need to be clearly defined and development programmes need to be put in place for supervision; A management process similar to the “Plan, Do, Check, Action “needs to be put in place to ensure effective actioning and monitoring of improvements and performance of stakeholders.

A research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, Johannesburg, in partial fulfilment of the requirements for the Degree of Master of Science in Engineering, October 2015 / A single case study of a major third party logistics provider (3PL) in South Africa was completed for this research. A total of four warehouses, including 43 workers partook in the study. The primary objective of this research was to determine how well employees within the warehousing industry understand Lean principles, and to illustrate the gap in Lean knowledge between the employment levels, i.e. Managers, Supervisors and Material Handlers. Group-administered questionnaires were used as the principle means of gathering data. All participants for each respective warehouse were present in a “classroom” format during completion of the questionnaires. The author was also present during all sessions to ensure consistency and to clarify any questions that participants had. The questionnaire tested each participant’s understanding with regards to seven key Lean principles in warehousing. These seven principles were identified from previous research on Lean within warehousing. The results gathered from the questionnaires were then validated using semi-structured follow-up interviews. It was found that a real gap in Lean knowledge exists between Managers and Material Handlers (shop-floor workers). Managers understand the key Lean principles within warehousing, as well as the importance thereof. While the employees actually working on the floor do not. The main reasons for this are due to a lack of suitable training and knowledge sharing. Based on the seven key Lean warehousing principles, the following were identified in the study as the most important ones to focus on: Continuous Improvement and Visual Management. These are believed to be basics in warehousing. However, employees still seem to struggle with the true understanding and significance thereof. It is imperative that the understanding of Lean principles and the involvement of management exist when striving to be successful with Lean. The gaps in Lean knowledge have been identified and laid out in this report. The reasons for each gap have also been investigated and discussed in detail. Finally, pertinent areas have been highlighted to assist with the development of Lean training material. This will ensure that the current gap of Lean understanding among warehousing employees is closed.

A research report Submitted in partial fulfillment of the requirements for the degree Master of Management in strategic marketing In the Faculty of Commerce, Law and Management at the University of the Witwatersrand Wits Business School, Johannesburg March 2018 / The automotive industry has experienced immense pressure as a result of global factors - inflation, competition, technology and political factors. Changing trends in consumer expectations have put the automobile industry under increasing pressure with more choices available. The practise of using Social Media Advertising by organisations and clients has revolutionalised the advertising and business landscape as it might be the most cost-effective way that organisations can promote their goods and services in the future. The marketing environment has evolved and marketers need to keep up and find innovative, cost effective ways to build brands. The main aim of this research was to examine the effects of Social Media Advertising on Brand Image of motor cars in South Africa. The study was grounded using 2 theories , AIDA (Attention, Interest, Desire, Action) and DAGMAR models. Social media involved the use of Facebook, Twitter, Instagram and Linkedin social media platforms. The study introduced the Keller Model of Brand Knowledge and investigated the relationship between Social Media Advertising, Brand Image, Types of Brand Associations, Benefits (Functional, Symbolic and Experiential) and Attitudes. The research design entails a quantitative approach and involves a cross sectional study design. The sample (N = 254) comprises owners and drivers of motor vehicles. A snowball sampling technique was used in selecting the final sample for the current study. This method was the most practical and feasible to arrive at the selected sample. The data involved a 2 phased approach. This study emphasises the use of Social Media Advertising in brand building strategies, particularly through social media platforms - Facebook, Twitter, Instagram and LinkedIn. The findings also suggest that through social media platforms consumers’ attitudes are influenced towards advertising, brands and intentions in forwarding messages to other users. The conclusions of this study have implications for brand managers. The study reveals practical value because it demonstrates that social media activities do have a positive effect on brands because they are supportive of the buying process. / MT 2018

In this intensely competitive environment of the global economy, the survival of even the most established manufacturers depends on their ability to continuously improve quality whilst reducing costs. The resulting productivity of producing more with less is the only key to market leadership and sustainable competitive advantage. Changing production methods from mass-production to Lean Manufacturing has become the essential practise for successful manufacturers (Rogers and Sim, 2009). The purpose of this study is to investigate what factors negate the adoption and implementation of Lean Manufacturing as a means to gain competitive advantage. The focus was on companies that have participated in the AIDC Tirisano cluster programme. The study investigated what effect Organisational Culture, Leadership Behaviours, Employee Involvement and Strategy Integration have on Lean Manufacturing adoption and implementation. This study applied the mixed methodologies of qualitative and quantitative approaches using methodological triangulation. A cross sectional analytical survey approach in a descriptive case study was undertaken. The findings from the questions and the interviews from the respondents who participated in the survey indicated that the practices in some companies enable the successful adoption and implementation of Lean Manufacturing whilst in some others the practices will negatively affect the adoption and implementation. The study concludes by stating that South African automotive component manufacturers are under immense pressure to improve quality and reduce costs. Initiatives like Lean Manufacturing should be undertaken in order to bring about these improvements. But this improvement comes about by changing the current way of doing things. Companies need to undertake a total approach when implementing Lean as part of the business strategy and this must be driven by management as leaders and a team culture that involves all employees needs to be present.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The aim of this paper was to prove the contribution of the Works Order Close-Out Meeting process at Nampak Flexible Ndabeni, through the development of a Close-Out Meeting contribution evaluation model. Although the value of the Close-Out Meeting process is intuitively understood, a formal measurement would underscore the importance of the process. Using a funnel-based analysis, a total of 63 Close-Out Meeting findings was identified for formal benefit review and were categorised into five finding groups. For each of these five groups a contribution measurement methodology was developed. The methodology was rooted in sound management and ERP theory and then applied to the findings in each group. The following key groups were identified and discussed: Incorrect standards. The importance of correct standards was shown, and the potential misstatement due to incorrect standards was quantified. The analysis showed that effective, ongoing variance review can identify errors in standards and that changes can be initiated and authorised in a short timeframe. ERP process review. Findings that specifically addressed lack of proper process were reviewed and real benefit was calculated for three categories, namely information misstatement, risk mitigation and productivity gains. Formulas were developed and applied for the benefit calculation. The analysis showed it is dangerous to assume that processes are cast in stone or fundamentally sound, and that the Close-Out review process not only identifies deficiency of these processes, but initiates corrective action. Shop floor process review. The investigation into findings that addressed process conformance showed that in most cases the process breakdowns related to the accuracy of information captured into the ERP. The impact of poor information, process non-conformance and corrective action was clearly shown. Actions to improve performance. Targeted actions to improve production performance were subdivided into actions that improved productivity and actions that reduced the risk of recurrence of a negative event. Benefits were calculated using established methods, and in both cases the benefit was substantial. Business decision confirmation. The Close-Out Meeting sometimes forced analysis that did not lead to action but to a better understanding of the business reality. What was shown is that the ability to identify, list and analyse findings of this nature added value. By expanding the benefit analysis beyond a simplistic implementation of corrective action, the scope of benefits was increased. The study achieved several objectives. The analysis showed that corrective actions taken by management have a scientific base and that the implementation of corrective actions delivered real business value. This allowed the business to place the Close-Out Meetings in the correct context, as the business could conclude that Close-Out Meetings were fundamental to its continued success. From a theoretical point of view the body of knowledge around Close-Out Meetings was expanded, while the results also supported the Nampak ERP value case. Close-Out Meetings at Nampak Flexible delivered clear, measurable benefits when discussion points were converted to actions that were acted upon by the business. The value was of such a nature to confirm the importance of Close-Out Meetings as a component of good ERP-manufacturing practice. / AFRIKAANSE OPSOMMING: Die doel van hierdie werkstuk was om die bydrae van die "Works Order Close-Out Meeting" proses by Nampak Flexible Ndabeni te bewys met behulp van 'n "Close-Out Meeting" evaluasiemodel. Alhoewel die waarde van die "Close-Out Meeting"-proses intuitief aanvaar word, aksentueer die ontwikkeling van 'n formele maatstaf die belangrikheid van die proses. 'n Evaluasieproses het 'n totaa1 van 63 bevindinge opgelewer vir analise. Die bevindinge is ingedeel in vyf groeperings en vir elke groepering is 'n ste1 maatstawwe ontwikkel ten einde die bydrae van die bevindinge te meet. Hierdie maatstawwe was gebaseer op bestaande, aanvaarde ERP- en bestuursteorie. Die volgende vyf groepe was geidentifiseer en bespreek. Foutiewe standaarde. Die belangrikheid van akkurate standaarde in die stelsel is bewys, en die skaal van informasiefoute as gevolg van verkeerde standaarde is gekwantifiseer. Daar is bewys dat effektiewe, voortdurende variasie-analise foute kan identifiseer en dat die nodige korrektiewe aksie vinnig implementeerbaar is. ERP-proses. Bevindinge wat voortspruit uit swak prosesse is geidentifiseer en die waarde van die korrektiewe aksie is op drie vlakke geanaliseer, naamlik informasiefoute, risikobeheer en produktiwiteitsverbetering. Formules is ontwikkel en toegepas om die waarde van die korrektiewe aksie te bepaal. Daar is bewys dat dit gevaarlik is om aan te neem dat besigheidsprosesse fundamenteel korrek is, en dat die "Close-Out Review"-proses nie net foutiewe prosesse uitgewys het nie, maar ook die nodige korrektiewe aksie gedryf het. Fabrieksvloerproses. Die ondersoek na bevindinge wat prosesafwykings uitgewys het, het aangedui dat afwykings meestal voorgekom het as gevolg van foutiewe informasie in die ERP-stelsel. Die impak van foutiewe informasie, prosesafwykings en inisiatiewe om die akkuraatheid van informasie te verbeter is duidelik gewys. Produksieverbetering. Bevindinge wat gelei het tot inisiatiewe om produksie te verbeter is verdeel tussen produktiwiteitsverbetering en risikobeheer. Die waarde van die inisiatiewe is bereken met die gebruik van ontwikkelde metodes en in beide gevalle was die resultate baie positief. Ondersteuning by besluitneming. Die "Close-Out Meeting"-proses het somtyds gely tot analise wat nie aanieiding gegee het tot korrektiewe aksie nie, maar wel daartoe gelei het dat bestuur se begrip van besigheidsrealiteit verbeter het. Daar is bewys dat 'n proses wat besigheidsinformasie aan bestuur kan weergee ter ondersteuning van bestuursbesluite, waardevol is. Die mate van voordeel wat uit die proses stem is vergroot deur die waarde-analise uit te brei sodat dit meer is as die blote analise van korrektiewe aksie. Die berekende voordeel uit die "Close-Out Meeting"-proses is groter wanneer die hestek van die voordeel vergroot word om meer as net die direkte waarde van korrektiewe aksie in te sluit. Die studie het voldoen aan verskeie doelwitte. Daar is bewys dat bestuursaksie 'n wetenskaplike basis het en die uitvoer van hierdie aksies besigheidswaarde toevoeg. As gevolg hiervan kon die besigheid "Close-Out Meetings" in die regte konteks plaas en tot die slotsom kom dat hierdie proses 'n fundamentele drywer van besigheidsukses is. Ten slotte is die teorie oor "Close-Out Meetings" uitgebrei en die resultate het ook die waarde onderskryf wat Nampak uit sy ERP-implementasie gekry het. "Close-Out Meetings" by Nampak Flexible het duidelike meetbare voordele opgelewer wanneer die probleme wat geidentifiseer is gelei het tot korrektiewe aksie. Die waarde was van so 'n aard dat die belangrikheid van "Close-Out Meetings" as 'n komponent van goeie vervaardigingsbestuur in 'n ERP-konteks duidelik bewys is.

This study attempts to examine and comprehend the connection between human resources management (HMR) practices and effective supply chain management (SCM) implementation by means of a conceptual framework and construct developed through a literature study and previous studies conducted in this area. The focus of this study was to determine whether a South African automotive manufacturer, implements identified human resources practices and to establish to what extent these practices enhance effective supply chain management implementation. A quantitative research approach was used to conduct this study. A census survey was used to collect data. Electronic data was collected using a monkey survey, and paperbased questionnaires were collected by the researcher at the participating organisation. Seven hypotheses were formulated to guide this study. The data analysis of this research was done for the purpose of testing these hypotheses and achieving the empirical research objectives. The findings from descriptive statistical analysis summarised the strong HR practices which facilitate the implementation of effective supply chain management in the participating automotive manufacturing organisation, and also focused on weak HR practices which might hinder the implementation of effective supply chain management. Some areas in which improvement is possible were identified. By taking into account that this study focused on one leading South African automotive manufacturer, further research is recommended with an expansive scope of South African automotive manufacturing organisations. The study aimed to provide recommendations on the adoption of human resource management practices for the purpose of facilitating the implementation of an effective supply chain management. It is of crucial value for the participating South African automotive manufacturing organisation to apply the study’s findings (The South African manufacturer should revise its compensation practices by ensuring that compensation is comparable to what other employees in similar jobs elsewhere are being paid, and it should also provide a sociable and transparent working environment to its workers). / Business Management / M. Com. (Business Management)

M.A. (Anthropology) / The scope of this study covers the deployment and application of black labour within the Roodepoort Municipality. In order to fulfill certain so-called obligations the Municipality is dependent on cheap labour which is appointed and applied within the framework of South African law and according to specific methods. The Municipality gives preference to homeland labourers who are recruited on average once every three years in Venda. The preference for recruiting labourers in Venda stems from the relationship which exists between Venda and the R.B.A. at government level, and the ensuing relationship which the Municipality has fostered with the Venda Embassy. In this respect the Municipality exploits the political system in the R.S.A. to satisfy its own needs. The Roodepoort Municipality functions as an arm of the central authority in as much as it subscribes to the dominant ideology of the country. The political and economic systems of South Africa form the basis of bargaining power which influences the patterns of control and domination. The interaction between the central government and the municipal authorities influences the functioning and policy of the latter. This liaison enables, amongst others, the Municipality of Roodepoort to enforce its policy and to put certain directives to its workers. In addition to the constitutional framework, mechanisms such as the municipal structure as well as rules and regulations are used to control the workers. The workers do not; , however, accept the administration and control of the Municipality without further ado. They respond by making use of certain strategies aimed at adapting their working environment. Despite the loss of certain liberties, the workers adapt relatively quickly to the conditions in their working environment. The circumstances in Venda which result in large numbers of migrant labourers leaving their home to work in highly industrialized areas is related to the historical development of the territory and consequently its economic dependence and political restrictedness. Despite being "independent" since 13 September 1979, Venda is still dependent on South Africa judging by the financial support it receives and the reliance of the population in respect of job opportunities in white areas. Without the revenue it receives from its migrating labour as well as the remittances sent back, Venda would not be capable of its reproduction. Limited resources and insufficient capital input from the central government leads to minimal development in Venda and this results in there being insufficent means to fulfill the needs of reproduction. Blacks are therefore compelled to work outside their homeland for meagre wages and under circumstances over which they have virtually no control.

Abstracts in English and Zulu / Quantitative and qualitative research methods, which are descriptive in nature, were employed in this study to investigate the ineffective and insufficient implementation of policies, procedures and processes of supply chain management and demand management. This topic was explored with particular reference to the Immovable Asset Management Component of the South African Police Service (SAPS). Data were gathered from managers and officials responsible for demand management in the SAPS through personal interviews and self-administered questionnaires. The collected raw data were analysed through the identification of key themes and the use of statistical methods and graphs. The findings revealed that the SAPS does not set realistic timelines and does not budget for all identified needs relating to immovable assets. End-user demands are subsequently not met. It was found that non-compliance with statutory requirements leads to inadequate implementation of generally accepted principles of supply chain management. It was also established that the SAPS does not have the capacity to fulfil its facility management needs. Importantly, there is a shortage of appropriately qualified technical officials. In addition, it was found that the commitment and accountability of officials involved in the implementation of demand management may be enhanced by creating a better common understanding of the meaning of demand management policies and procedures. Consequently, recommendations were made on how to strengthen demand management within the supply chain of the SAPS. The study therefore contributes to the effective implementation of demand management in public administration in South Africa, particularly at the SAPS. / Izindlela zocwaningo ezencike kumanani nakwizinga lengxoxo (Quantitative and qualitative research methods), okuyizindlela ezichaza ngokwezimpawu, zisetshenzisiwe kulolu cwaningo ukuphenya ngokungasetshenziswa ngokwanele kwemigomo, kwezingqubo nangokwezinhlelo zokuphathwa kochungechunge lwemisebenzi yokukhiqiza (supply chain) kanye nokuphathwa kwezinga lemikhiqizo efunekayo. Isihloko siye sahlolwa ngokubhekisisa kakhulu kohlelo Lwesigaba Sokuphathwa Kwempahla Engahambi/engagudluki Yophiko Lwezesiphoyisa (Immovable Asset Management Component of the South African Police Service) (SAPS). Idatha yaqoqwa kubaphathi kanye nkubasebenzi ababhekene nokuphathwa kwezinga lomkhiqizo ofunekayo ophikweni lwe-SAPS ngokusebenzisa izinhlolovo kubantu kanye nemibhalo equkethe imibuzo (self-administered questionnaires). Idatha eqoqiwe eluhlaza engekasetshenzwa yahlaziywa ngokwehlukanisa izindikimba ezibalulekile kanye nokusetshenziswa kwezindlela zamanani kanye negilafu (statistical methods and graphs). Ulwazi olutholakele lukhombise ukuthi uphiko lwe-SAPS alubeki uhlelo lwezikhathi zoqobo futhi lolu hlelo alwenzi ibhajethi lazo zonke izidingo ezimayelana nezimpahla ezingahambi/ezingagudluki. Izimfuno zabasebenzisi bokugcina bomkhiqizo azifinyeleleki. Kutholakele ukuthi ukungalandelwa kwezimfuno zomthetho kuholele kwizinga lokusetshenziswa ngokungagculisi kwemigomo eyamukelwa uwonkewonke yokuphathwa kohlelo lochungechunge lwemisebenzi yokukhiqiza. Kuye kwatholakala ukuthi uphiko lwe-SAPS alunamandla okufeza izidingo zalo zokuphathwa kwezinhlaka zokusebenza. Okubalulekile, kunokusweleka kothisha kanye nabasebenzi abanekhono elifanele lesithekhinikhali. Ngaphezu kwalokhu, kutholakele ukuthi ukusebenza ngokuzibophelela nangokuziphendulela kwabasebenzi kubandakanye ukusetshenziswa kohlelo lokufuneka kwempahla kungaqiniswa ngokwakha ukuzwisisana okungcono okuchaza imigomo kanye nezingqubo zokuphathwa kwezinga lempahla edingekayo. Okokugcina, kuye kwenziwa izincomo mayelana nokuthi amaxhama ezinga lokufuneka kwempahla ngaphakathi kohlelo lochungechunge lwemisebenzi yokukhiqiza ophikweni lwe-SAPS. Ngalokho-ke ucwaningo lufake igalelo ekusetshenzisweni kahle kohlelo lokuphathwa kwezinga lokufuneka kwempahla ohlelweni lokulawulwa kwezinhlaka zombuso eNingizimu Afrika, ikakhulukazi ophikweni lwe-SAPS. / Public Administration and Management / M. P. A. (Public Administration)