Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The current transformation of Sasol Synfuels in enhancing overall business performance and realising organic growth is assessed. The framework for the assessment is based on the ideas expressed by Collins (2001), supplemented by other ideas found in the literature relevant to business performance improvement within manufacturing organisations. Gaps and opportunities are identified within the context of three of the Synfuels strategic elements of operations excellence, worldclass people and leveraging technology. Improvement areas identified are the further development of transformational leadership, reduction in fixed costs to ensure more flexibility and reduction in the current size of Synfuels. The development of transformational leadership needs to be extended to create fanatically driven, sheer workmanlike diligence, as well as determination and tenacity creating a culture of a strong disciplined work and performance ethic. Reducing fixed costs to enhance profitability can be achieved by applying risk-reward agreements and application of value based management principles to enhance the understanding amongst all employees of the value drivers of the Synfuels business model. A reduction in the size of Synfuels to facilitate easier change management and a stronger focus on delivering the same business results through the employment of fewer resources is also recommended. Barriers to achieving operations excellence identified are a lack of management consensus and underestimation of the task required to internalise the change management process. Neglecting the basics in achieving the fundamental manufacturing output elements and resistance to daily discipline are identified as the main focus areas. It is further recommended to establish a culture of discipline where employees are allowed to function effectively within the proposed framework of disciplined people, thought and action in combination with freedom to innovate and achieve growth in the business through constant adaptation as this is fundamental to enhancing the current performance of Synfuels. / AFRIKAANSE OPSOMMING: Die transformasie van Sasol Synfuels om die algehele besigheidsprestasie en realisering van organiese groei te weeg te bring is geevalueer. Die raamwerk vir die evaluasie is gebaseer op idees uitgespreek deur Collins (2001) en aangevul met ander idees soos gevind in literatuur relevant tot besigheidsprestasie verbetering in vervaardigingsorganisasies. Gapings en geleenthede is geidentifiseer om organiese groei teweeg te bring binne die konteks van drie van die Synfuels strategiese oogmerke van bedryfsuitnemendheid, wereld-klas mense en die benutting van tegnologie. Areas wat geidentifiseer is wat tot 'n verbetenng in die prestasie van Synfuels kan lei is die verdere ontwikkeling van transformasionele leierskap, vermindering in die vaste koste om meer buigsaamheid te verleen en om die organisasie se grootte te verminder. Die ontwikkeling van transformasionele leierskap moet uitgebrei word om professionele doelgerigtheid sterker te ontwikkel wat sal lei tot die skep van 'n sterk kultuur van werks-en prestasie-etiek, spesifiek gerig op drie gedragsaspekte om fanaties te dryf vir resulate, toegewyde harde werk en vasberadenheid, asook deursettingsvermoë. Verskillende wyses waarop vaste koste verminder kan word deur die toepassing van risiko-vergoeding beginsels en die toepassing van waarde gebaseerde bestuurstegnieke om die begrip van die ekonomiese beginsels van Synfuels se besigheid by alle werknemers te bevorder. Verder word ook voorgestel dat na maniere gekyk word om die grootte van Synfuels te verminder om makliker veranderingsbestuur en 'n meer doeltreffende fokus te plaas daarop om dieselfde besigheidsresultate met minder hulpbronne te behaal. Hindernisse in die bereiking van bedryfsuitnemendheid wat geidentifiseer is, is 'n potensiele gebrek aan konsensus by bestuur in terme van wat bereik moet word terwyl die taak van veranderingsbestuur onderskat word. Nalaat om aandag aan die basiese aspekte om vervaardigingsuitsette te behaal en weerstand teen daaglikse dissipline is ook aspekte waaraan aandag geskenk moet word. Dit word ook aanbeveel om 'n kultuur van dissipline te skep waarbinne werknemers toegelaat word om effektief te funksioneer binne die voorgestelde raamwerk van gedissiplineerde mense, denke en aksie in kombinasie met innoverende denke en deurlopende verbeteringsprosesse groei teweeg gebring deur deurlopend aan te pas aangesien dit fundamenteel is om die prestasie van Synfuels te verbeter.

M. Tech. (Department of Mechanical Engineering, Faculty of Engineering and Technology), Vaal University of Technology. / The subject of maintenance optimisation is not new, and many researchers have explored it. However, it is seen that one optimisation solution cannot be used in all industries. Each industry and equipment thereof are unique as the product streams differ, layouts and operation variables, to name a few. Though Turn-around management is the most used strategy in petrochemical industries. Equipment downtime remains the biggest challenge thus, the purpose of the study was to optimise the maintenance practices used on the critical electromechanical equipment in Sasol Synfuels Catalyst Preparation using both the Analytical Network and Analytical Hierarchy multi-decision approach. Data was collected from the SAP system database, of which the breakdown work orders was obtained from the period of January 2016 to June 2021. The data was collected for each 13 electromechanical equipment identified in the catalyst preparation unit. The applied maintenance strategies employed on the electromechanical equipment in the catalyst preparation unit was also analysed using the Meridium maintenance strategy software tool utilised in Sasol Synfuels. An analysis and identification of the critical equipment within the unit were obtained with the use of two different methods, namely the JADERI, (2019) and AFEFY, (2010) approaches. A theoretical distribution was drawn after that in order to assess the effectiveness of the current maintenance strategy compared to the identified key performance indicators. The theoretical distribution analysis was used to determine the plant utilisation, availability, and maintenance cost. The analytical network and hierarchy process application, and the super decision network model framework, were analysed to obtain the maintenance optimisation solution. Though the ANP and AHP approaches have different problem identification frameworks and cluster dependencies, it is seen that both methods portray more or less similar results. Both methods indicate that in order to achieve an optimised maintenance strategy within the catalyst preparation unit, condition-based maintenance strategy is the most weighed alternative node with 50% for optimal maintenance solution. The least most weighed alternative node is corrective maintenance, weighed at 7%. This is true as corrective maintenance is applied once a breakdown has occurred, of which the aim is to avoid unforeseen breakdowns. Fixed time maintenance is the second most weighed maintenance strategy with 30%, followed then by the operate to failure strategy at 13%. Considering that the operation to failure maintenance strategy is applied based on the consequence of failure and maintenance cost as well as mean time to repair, this is then concluded as practical as RCM priorities predictive and preventative strategies to be employed. It was drawn, for criteria nodes, that the ANP approach resulted in the environmental safety impact as the most important criteria to consider when applying the optimal maintenance strategy in the Sasol Synfuels Catalyst preparation unit. The environmental safety impact was rated at 0.33, followed by availability with a factor of 0.32. The least weighed criteria nodes are then the maintenance cost and MTTR, both with a factor of 0.17. This proves to true considering that the petrochemical industry is considered a high-risk industry as it processes and produces hazardous chemicals The AHP approach structure however, does not consider interdependencies through the criteria and alternative clusters thus the alternative weight could not be defined. The results obtained prove that the ANP approach is the most practical mutli criteria decision making method for maintenance optimisation compared to the AHP approach.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: The change management approach followed during the installation of a new maintenance work management process (termed SAMI Stage1) in Sasol Synfuels is assessed. A framework and a set of change management principles are derived from literature relevant to the topic and are used as a basis to assess the implemented change. The concept of physical asset management is also reviewed and incorporated into the overall framework. The assessment reveals the following positive aspects of the change management process followed: • Excellent executive sponsorship throughout the implementation of SAMI Stage 1. • The use of one team of Sasol Synfuels personnel to develop the strategic plan and another team to perform the design of the new maintenance work management process has resulted in a core group of change advocates within Sasol Synfuels. • Sasol Synfuels business units were declared SAM I Stage 1 competent, which included the achievement of outcome indicators as well as behavioural changes. • The SAMI Stage 1 change is reinforced through further changes such as SAMI Stage 2, SAM PI (production initiative), as well as the creation of a new department, OPEX, to facilitate operational excellence within Sasol Synfuels. • The overall SAMI roadmap, commencing with maintenance work management, is found to be an effective vehicle to achieve the future integrated state of asset management. However, the following negative aspects of the implemented change are also highlighted: • The concept of physical asset management as the ultimate objective of the SAMI process was inadequately explained and coached to the organisation. Although maintenance work management efficiency has improved, the organisation has not made the mental transition from a cost centre mentality to a profit centre mentality. • Production personnel were initially excluded to a large extent, since SAM I Stage 1 was installed as a predominantly maintenance-focussed initiative. However, production personnel are required to play a large role in the maintenance work management process and their initial exclusion required significant stakeholder management during the advanced stages of the change. • There have not been significant changes to the recognition and reward systems in Sasol Synfuels in order to enhance the integration of specifically the maintenance and production functions. The organisation is thus still very much focused on functional excellence as opposed to the integrated concept of asset management. The effectiveness of installing a maintenance work management process first and then addressing equipment failures is also reviewed. It is concluded that this approach of firstly establishing discipline in the execution of maintenance work is indeed a viable approach. However, the overall objective of asset management must be considered from the onset and the organisation must be continuously aligned to that objective. Based on the above observations, recommendations are made on futu re Sasol implementations of maintenance work management processes. In essence there should be more focus on the concept of physical asset management before and during such an implementation. It is also recommended that a post SAM I Stage 1 project analysis should be performed (using appropriate questionnaires andlor interviews) to assess the positive and negative aspects as encountered by the organisation. These learning pOints should be documented and used for future, similar interventions. It should also be established whether the changes in behaviour and outcome are due to predominantly compliance to the work management process, or whether there is significant commitment to the process. Commitment to the process by the majority of the organisation is required to ensure sustainability there of. / AFRIKAANSE OPSOMMING: Die benadering soos gevolg ten opsigte van veranderingsbestuur gedurende die implementering van 'n nuwe instandhoudingswerk bestuursproses in Sasol Synfuels (genaamd SAM I Fase 1), word ondersoek. 'n Raamwerk en 'n stel beginsels met betrekking tot veranderingsbestuur word uit die relevante nagevorste literatuur ontwikkel en word gebruik as 'n basis waarteen die geimplementeerde verandering geevalueer word. Die beginsel van fisiese batebestuur word ook ondersoek en in die oorhoofse raamwerk geinkorporeer. Die volgende positiewe aspekte van die veranderingsbestuur proses wat gevolg was, word deur die ondersoek openbaar: • Uitstekende borgskap deur uitvoerende bestuur tydens die verloop van die implementering van SAMI Fase 1. • Die gebruik van een span Sasol Synfuels personeel om die strategiese plan te ontwikkel en 'n ander span om die ontwerp van die nuwe instandhoudingswerk bestuursproses te behartig, het gelei tot die ontstaan van 'n kern groep in die organisasie wat die verandering ondersteun. • Besigheidseenhede in Sasol Synfuels is SAM I Fase 1 bedrewe verklaar, wat die behaling van uitkomsindikators, sowel as gedragsveranderinge insluit. • Die SAMI Fase 1 verandering word versterk deur verdere veranderings soos SAMI Fase 2, SAMPI (produksie inisiatief), sowel as die daarstelling van 'n nuwe afdeling, OPEX, om operasionele uitnemendheid in Sasol Synfuels te fasiliteer. • Die algehele SAMI proses, beginnende met die bestuur van instandhoudingswerk, is effektief bevind om die toekomstige, geintegreerde toestand van batebestuur te verwesenlik. Die volgende negatiewe aspekte van die geimplementeerde verandering word egter ook uitgelig: • Die beginsel dat fisiese batebestuur die uiteindelike doelwit van die SAMI proses is, was nie voldoende verduidelik en oorgedra aan die organisasie nie, Alhoewel die effektiwiteit van instandhoudingswerk bestuur verbeter het, het die organisasie nie die paradigma skuif gemaak van 'n kostegesentreerde denkwyse na 'n winsgesentreerde denkwyse nie. • Aanvanklik was produksiepersoneel grootliks uitgesluit uit die proses, aangesien SAMI Fase 1 hoofsaaklik as 'n instandhoudingsinisiatief aangepak is. Produksiepersoneel het egter 'n groot rol om te speel in die instandhoudingswerk bestuursproses en hulle aanvanklike uitsluiting het gelei tot aansienlike bestuur van belanghebbendes gedurende die gevorderde stadiums van die verandering. • Daar is nog nie betekenisvolle veranderinge gemaak aan die vergoedings -en erkenningssisteme in Sasol Synfuels om sodoende die integrasie van spesifiek die instandhouding en produksiefunksies te bevorder nie. Daar is dus nog steeds 'n sterk fokus in die organisasie op funksionele uitnemendheid in teenstelling met die geintegreerde beginsel van batebestuur. Daar word ook gekyk na hoe effektief dit is om eers 'n instandhoudingswerk bestuursproses te installeer voordat toerustingfalings ondersoek word. Die gevolgtrekking word gemaak dat hierdie benadering om eers dissipline in die uitvoering van instandhoudingswerk daar te stel, inderdaad 'n haalbare benadering is. Die oorhoofse doelwit van batebestuur moet egter vanaf die begin oorweeg word en die organisasie moet gedurig op koers gehou word rakende daardie oogmerk. Voorstelle, gegrond op bogenoemde waarnemings, word gemaak vir die toekomstige implementering van instandhoudingswerk bestuursprosesse in Sasol. In wese moet daar meer gefokus word op die beginsel van batebestuur voor en gedurende so 'n implementering. Daar word ook aanbeveel dat 'n nabetragting gehou word rondom die implementering van SAMI Fase 1 (met behulp van gepaste vraelyste en/of onderhoude) om die positiewe en negatiewe aspekte, soos ondervind is deur die organisasie, te evalueer. Hierdie inligting moet dan gedokumenteer word en gebruik word vir toekomstige, soortgelyke intervensies. Daar moet ook bepaal word of die verandering in gedrag en resultate die gevolg is van oorwegend die navolging van die proses of toewyding aan die proses. Die meerderheid van die organisasie moet toegewyd wees aan die proses om volhoubaarheid te verseker.

Human capital is the only resource within an organisation that can learn. Developing high levels of competence in employees is one of the most challenging issues in organisations. Off–the–Job training programs either miss the mark or are too far away from the performance setting to have the desired impact on employee competence. Studies have shown that unstructured On–the–Job Training (OJT) leads to increased error rate, lower productivity and decreased training efficiency, compared to structured On–the–Job Training(S–OJT). The proven efficiency and effectiveness of S–OJT make it especially suitable to meet this challenge. Though S–OJT has been around for a while there has not been a proper integration of technology into the process. Every training approach, including S–OJT, is merely a means to an end, not an end in itself. The use of S–OJT helps to develop consistent appropriate levels of employee competence. When employees have these competencies e.g. better knowledge of the production processes, they can increase productivity, complete projects on time, lower defect rates, or achieve other outcomes of importance. These are the outcomes that matter to the organisation and the effectiveness of S–OJT should be judged from this perspective. Researchers have consistently found that one way to improve learners' success is to increase the frequency of exams. Classes meet for a set number of times. An instructor's decision to give more exams typically means that students have less time for learning activities during class meetings. How then can one have the best of both worlds, increasing the number of assessments and at the same time having enough time for learning activities? This can only be accomplished by integrating computer–based assessment into S–OJT programs. Computer–based testing and training can provide flexibility, instant feedback, an individualised assessment and eventually lower costs than traditional written examinations. Computerised results create opportunities for teaching and assessment to be integrated more than ever before and allow for retesting students, measuring growth and linking assessment to instruction. This research aims to evaluate the effectiveness of integrating computer–based testing and training into S–OJT programs using the Air Separation unit of Sasol Synfuels as a case study. The null hypothesis is used to investigate the draw backs of OJT and S–OJT programs. A framework is also developed for the effective integration of CBT into S–OJT programs. / Thesis (M.Ing. (Development and Management))--North-West University, Potchefstroom Campus, 2011.

Human capital is the only resource within an organisation that can learn. Developing high levels of competence in employees is one of the most challenging issues in organisations. Off–the–Job training programs either miss the mark or are too far away from the performance setting to have the desired impact on employee competence. Studies have shown that unstructured On–the–Job Training (OJT) leads to increased error rate, lower productivity and decreased training efficiency, compared to structured On–the–Job Training(S–OJT). The proven efficiency and effectiveness of S–OJT make it especially suitable to meet this challenge. Though S–OJT has been around for a while there has not been a proper integration of technology into the process. Every training approach, including S–OJT, is merely a means to an end, not an end in itself. The use of S–OJT helps to develop consistent appropriate levels of employee competence. When employees have these competencies e.g. better knowledge of the production processes, they can increase productivity, complete projects on time, lower defect rates, or achieve other outcomes of importance. These are the outcomes that matter to the organisation and the effectiveness of S–OJT should be judged from this perspective. Researchers have consistently found that one way to improve learners' success is to increase the frequency of exams. Classes meet for a set number of times. An instructor's decision to give more exams typically means that students have less time for learning activities during class meetings. How then can one have the best of both worlds, increasing the number of assessments and at the same time having enough time for learning activities? This can only be accomplished by integrating computer–based assessment into S–OJT programs. Computer–based testing and training can provide flexibility, instant feedback, an individualised assessment and eventually lower costs than traditional written examinations. Computerised results create opportunities for teaching and assessment to be integrated more than ever before and allow for retesting students, measuring growth and linking assessment to instruction. This research aims to evaluate the effectiveness of integrating computer–based testing and training into S–OJT programs using the Air Separation unit of Sasol Synfuels as a case study. The null hypothesis is used to investigate the draw backs of OJT and S–OJT programs. A framework is also developed for the effective integration of CBT into S–OJT programs. / Thesis (M.Ing. (Development and Management))--North-West University, Potchefstroom Campus, 2011.