Thesis (PhD)--University of South Australia, 1999

Thesis (Psy. D.)--Wheaton College Graduate School, 2007. / Abstract. Includes bibliographical references (leaves 35-40).

Thesis--University of Wisconsin--Madison. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 64-66).

Thesis (Psy. D.)--Wheaton College Graduate School, 2007. / Abstract. Includes bibliographical references (leaves 35-40).

The primary objective of this thesis is to provide an account of productive imagination in Kant's Critique of Pure Reason using Heidegger's interpretation in Kant and the Problem of Metaphysics. Kant's account of productive imagination largely remains in the context of his own project to establish the conditions for the possibility of experience which can ground a theory of knowledge. Thus, Kant's project can largely be read as a work of epistemology leaving an account of experience that is limited to knowledge of empirical objects. Therefore, in turning to Heidegger, I seek to provide an account of experience in the Critique that is not merely epistemic. Rather, in focusing on productive imagination in the Critique, as Heidegger has, one can obtain an account of experience that is revelatory of human finitude. Therefore, the thesis proceeds as follows. First, I offer an introduction providing proper context for the project. In Chapter 1, I offer a reading of both the A and B deductions from Kant's Critique of Pure Reason in order to establish the role and limits of productive imagination. Chapters 2 and 3 follow Heidegger through a large section of Kant and the Problem of Metaphysics in order to highlight the role of productive imagination and to move beyond the limits present in Kant's account. Lastly, I offer a conclusion.

Orientador: Silvia Selingardi Sampaio / Banca: Sandra Lencioni / Banca: Auro Aparecido Mendes / Resumo: Utilizando como fundamento conceitual o processo de reestruturação do sistema produtivo mundial -o qual manifesta mudanças nas relações de produção e de trabalho, diante da crise do modelo produtivo Taylorista/Fordista nos anos 70 -, esta pesquisa tem o propósito de analisar, na atividade industrial de Rio Claro, SP, a introdução/existência de relações flexíveis de trabalho, bem como a permanência (ou não) daquelas relações tradicionais (ou rígidas) de trabalho. A partir de um levantamento realizado em 2001, em 60 estabelecimentos industriais localizados no referido município, encontramos um quadro híbrido, o qual demonstra que as práticas "fordistas" de produção e de organização do trabalho, embora não sejam mais hegemônicas, continuam a ser utilizadas, de forma única, ou em arranjos/combinações mais flexíveis (subcontratação inter-firmas, contratação de trabalho temporário, em tempo parcial e a domicílio). Assim, ao articularmos a teoria de base adotada em nosso estudo, com as evidências percebidas na investigação empírica, concluímos que há em Rio Claro uma reprodução do que acontece em escala global, ou seja, a coexistência de dois sistemas antagônicos de produção industrial: um ainda baseado no paradigma Fordista, em reestruturação há três décadas, e outro "flexível", em progressiva difusão. Enfim, sabendo que as relações flexíveis de produção e de trabalho constituem uma das facetas do processo global de reestruturação produtiva da indústria, já se pode vislumbrar em Rio Claro, um exemplo de "local" que, ainda que de maneira tímida, está acolhendo o "novo" representado pelas mudanças derivadas de forças econômicas e políticas exógenas. Ainda mais notável é que esse exemplo, ao aparecer de forma híbrida, demonstra que mantém também o vigor/resistência da atividade industrial pautada no paradigma produtivo Taylorista/Fordista, ainda bastante arraigado na indústria. / Abstract: Using as conceptual basis the process of restructuring of the world productive system - which manifests changes in the relations of production and work, before the crisis of the Taylorist/Fordist productive model in the seventies - this research has the purpose of analyzing, in industrial activity of Rio Claro, SP, the introduction/existence of flexible relations of work, as well as the permanence (or not) of those traditional relations (or rigid) of work. Starting from a study accomplished in 2001, in 60 industrial establishments localized in mentioned city, we found a hybrid scene, which demonstrates that the "fordists" practices of production and organization of the work, although they are not more predominant, they continue to be used, as unique form, or in more flexible arrangement/combinations (subcontraction inter-firms, recruiting of temporary work, in part-time and household). Like this, to the we articulate the base theory adopted in our study, with the evidences noticed in the empiric investigation, we concluded that there is in Rio Claro a reproduction of that happens in global scale, that is to say, the coexistence of two antagonistic systems of industrial production: one still based on the Fordist paradigm, in restructuring three decades ago, and another "flexible", in progressive diffusion. Finally, knowing that the flexible relations of production and work constitute one of the facets of the global process of productive restructuring of the industry, it is possible to shimmer in Rio Claro, an example of "place" that, although in a shy way, is adoption the "new" represented by the derived changes of external economic and political forces. Still more notable is this example, when appearing in a hybrid form, it also demonstrates that it keeps the force/resistance of the activity industrial ruled in the Taylorist/Fordist productive paradigm, still quite rooted in the Brazilian industry. / Mestre

Total Productive Maintenance (TPM), recently interests many major industrial companies, for the need to maintain the physical assets and the continuity of work. According to the Japan Institute of Plant Maintenance (JIMP), the (TPM) is based on eight principles: focused improvement, autonomous maintenance, planned maintenance, training and skills development, initial phase management, quality maintenance, TPM in Office, and safety environment. Through the implementation of those principles, an increased productivity can be achieved by reducing faults, improving quality, delivering times when specified, improving working conditions and raising the morale of the workers. This Research focused on factors and obstacles that effect this program. The research aims to design a framework that identifies the most important factors that affect the success of the application of TPM, as well as the tools and techniques that help in the application process. To determine the factors and obstacles when applying TPM, Libyan Iron and Steel Company LISCO has been selected as case study. This study analyzed impediments and obstacles to the implementation procedure and revealed key success ranked factors concluding with a conceptual framework for a successful TPM implementation along with the identification of tools and techniques to support implementing TPM. Also, TPM cannot be applied unless there is cooperation and coordination between the maintenance department and other sections of the company. Accordingly, this research also provided several recommendations, including the application of the concepts and principles of TPM in the company and make it the responsibility of everyone, and work in light of the proposed improvement plan.

The global and competitive market environments have led to new challenges for both organizations and individuals in them. There has been a major change in the last twelve years since South Africa obtained independence in 1994 leading to internationalization of the economy, the increased use of technology and rapid and technological change. These changes influenced management practices forcing organizations to invest in production machines and other methods in order to stay ahead of their competitors. The importance of equipment is increasing in the advancing and demanding technological era in the South African context. Consequently, proper maintenance is required to keep equipment in top operational form. The objective is to reduce equipment breakdowns, increase equipment reliability and improve productivity.This will result in increased equipment utilization and life, reduced work stoppages and machine slowdowns, closer adherence to production and delivery schedules as well as increased employee morale. The Total Productive Manufacturing (TPM) concept addresses these goals. The aim of TPM is to keep the plant and equipment at its highest productive level through the cooperation of all areas of the organization. TPM is a partnership between maintenance and production organization to improve product quality, reduce waste, reduce manufacturing cost and increase equipment availability With the increase in the use of technology, and integrated human resources strategy should be introduced to cope with the dynamic needs of technology. One of the most important elements in this equation is the employees of an organization who will operate those machines. Less attention has, over the years, been afforded to these operators since emphasis has been on equipment and productivity. It is important to combine the human resource strategy with equipment utilization to make the manufacturing system efficient and effective. It has been proven that the skills, knowledge and experiences of operators have economic value in the market place and also potential value to an organization because they enable it to be productive and adaptable. A real world case study in the South African environment was carried out at a renowned manufacturing company in order to asses whether the combination of TPM and a human resource strategy can produce improved results. A survey was carried out on two sister companies located next to one another. It was observed that TPM had progressed significantly more in the one company that had better human resource systems than in the other that did not apply an effective human resource system. The main conclusion reached was that when human resource practices are applied properly in and integrated fashion, they will promote machine efficiency and hence increase the productivity of the company. The research highlights the type of human resource practice that needs to be applied to enable operators to be efficient and productive as part of the machine system in a South African context. / Professor L. Pretorius Professor A. Strauss

The Struandale Engine Plant (SEP) was set up in 1924 and was the 16th Ford plant outside North America. The plant has since produced a variety of different components ranging from wheel hubs, to engine components such as crank shafts and cylinder blocks, to the assembly of engines. Manufacturing at this plant has predominantly been via the job-shop method, where mass production techniques were used. The RoCam programme preparation started in 1999. In 2001, SEP experienced a very steep ramp-up due to an unexpected surge in volume requirements. This forced the plant’s Human Resources team to embark on an “emergency” recruitment drive to cover the required human resources to support the programme. Due to this action being taken by the Human Resources department, the educational level of the employees was at a very basic level and had an adverse effect on productivity. The SEP operating committee made a decision in 2004 to focus on the implementation and maintenance of the Ford Production System (FPS). This initiative was important because ageing equipment needed to be maintained at predetermined intervals through continuous improvement techniques that form part of the FPS programme. If these techniques are not in place, the Overall Equipment Efficiency (OEE) suffers. This programme comprises a number of critical elements such as FTPM that requires a certain education and skill level in effort to completely comprehend the system. Evidently, education was an issue and an effort had to be made to upgrade the workforce skill’s level, specifically the team leaders. On the 30th January 2008, Ford Motor Company of Southern Africa (FMCSA) had announced plans to invest more than R1.5-billion to expand its operations in South Africa for the production of Ford's next-generation compact pick-up truck iv and Puma diesel engine. In an effort to secure and retain the Puma contract at SEP, the plant had to prove that it could compete globally; hence it had to improve OEE levels to the world-class standard. The Puma engine contract had been contracted to South America, Turkey, Thailand, and South Africa. This was a strategic move in order to retain flexibility within the supply chain i.e. if one supplier / plant cannot deliver, demand can be shifted to one of three alternative suppliers. The problem statement which will be addressed by this research is: What are the main causes for the poor Overall Equipment Efficiency level (OEE) at the Struandale Engine Plant of Ford Motor Company of Southern Africa? The Primary Objective of this research is to: Identify the main causes for the poor Overall Equipment Efficiency level (OEE) at the Struandale Engine Plant of Ford Motor Company of Southern Africa

Organisational energy is described as a renewable organisational resource that can be viewed as the differentiator between excellent performance and mediocre performance by organisations (Bruch&Ghoshal, 2003; Cole, Bruch,&Vogel, 2005). The intensity of this energy has a positive or negative effect on the performance of the organisation. The objective of this research was to empirically build on the drivers of productive organisational energy as found by Lamberti (2010) in a qualitative study and develop a framework that can be used to manage the enabling and inhibiting factors of productive organisational energy. Exploratory qualitative research was used in the form of the Nominal Group Technique. The sample consisted of 56 employees at three different levels on two different coal mines in South Africa. The unit of analysis was their perceptions and opinions about the enabling and inhibiting factors of organisational energy. The main enabling factors were found to be personal influencing factors with recognition, job security and management support being extremely important. The inhibiting factors are mainly organisational influencing factors which inhibit employees from dealing with the demands as required by the organisation. Bureaucracy, lack of discipline and lack of resources are energy sappers which demoralise individuals having a negative impact on organisational performance. The differences between the three organizational levels and between the two organisations were explored. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted