Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2004. / Includes bibliographical references.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2003. / Includes bibliographical references.

Thesis (M.S.)--State University of New York at Binghamton, Systems Science Dept., 2007. / Includes bibliographical references.

Thesis (Ph. D.)--Ohio State University, 2005. / Title from first page of PDF file. Document formatted into pages; contains 172 p. Includes bibliographical references. Available online via OhioLINK's ETD Center

Thesis (M.S.)--University of Louisville, 2002. / Department of Industrial Engineering. Vita. "December 2002." Includes bibliographical references (leaves 62-63).

Thesis (Ph. D.)--Ohio State University, 2005. Thesis (Ph. D. in Philosophy)--The Ohio State University, 2005. / Microfilm copy: University Microfilms No. 3161111. Includes bibliographical references (p. 143-162). Also available online online via OhioLINK's ETD Center

Aspen Pharmacare is listed on the Johannesburg Securities Exchange South Africa (JSE) and is Africa’s largest pharmaceutical manufacturer. The company is a major supplier of branded pharmaceutical and healthcare products to the local and selected international markets. For decades, Aspen has manufactured a basket of affordable, quality, and effective products for the ethical, generic over-the-counter (OTC) and personal care markets. Aspen is also the leading supplier of generic medicines to the public sector, providing comprehensive coverage of the products on the Essential Drug List. Aspen continues to deliver on its commitment toward playing a role in social responsibility diseases such as HIV/AIDS, tuberculosis and malaria. In August 2003 Aspen developed Africa’s first generic anti-retroviral drug, namely Aspen-Stavudine. Aspen’s manufacturing facilities are based in Port Elizabeth (PE) and East London. Aspen has recently completed an Oral Solid Dosage (OSD) manufacturing facility worth approximately R150 million in PE. The Group manufactures approximately 20 tons of product daily and in excess of 400 tons of solid dosage pharmaceuticals, which equates to more than 2 billion tablets. In addition, more than 3 million litres of liquid pharmaceuticals and over 200 tons of pharmaceutical creams and ointments are produced per year [1]. Aspen excels at delivering quality products and services, exceeding customer expectations, complying with international standards in an environment that cultivates technical expertise and innovation. Following this philosophy through to the shop floor areas mean that there are always initiatives in continuous production improvement. One of these improvement projects introduced is called Six Sigma. 8 Ten members of the staff, selected from different expertise fields in the company were trained in Six Sigma. Knowledge gained from the two week training course were applied to different areas in the factory using Six Sigma principles. This dissertation focuses on the study undertaken in one of production areas, namely the filling process of the ointments and creams at the Aspen Port Elizabeth facility.

Dissertation submitted in compliance with the requirements for the Masters Degree in Business Administration, Durban University of Technology, 2008. / Increasing competitive pressure from global markets and technological developments has resulted in the continual demand for business improvement philosophies and methodologies to address this challenge. The LSS approach to business improvement has emerged in both the practitioner and academic literature as having a significant role in this area. In 2006, The Valspar Corporation embarked on a LSS initiative as a way to improve the business globally, to achieve sustained profitable growth and to enhance customer value. Valspar (SA) found the implementation of LSS a challenge because the organisation could not afford the appointment of a full-time Black Belt to manage the programme locally. Green Belts were appointed to lead LSS projects part-time. Management wanted to know if they have applied the LSS methodology correctly within the scope of the business, especially since not all organisations were successful in the implementation of LSS. The objective of this study was to determine the critical factors that affect the successful implementation of LSS at Valspar (SA) and to assess the degree to which these critical factors exist at Valspar (SA). In a census, the researcher used the questionnaire to gain information about the current views of employees on the LSS programme at Valspar (SA). The research highlighted the critical success factors for LSS implementation and the results of the evaluation revealed both the positive and negative aspects of the LSS programme at Valspar (SA). / Valspar Corporation

Dissertation submitted in compliance with the requirements for the Masters Degree in Business Administration, Durban University of Technology, 2008. / Increasing competitive pressure from global markets and technological developments has resulted in the continual demand for business improvement philosophies and methodologies to address this challenge. The LSS approach to business improvement has emerged in both the practitioner and academic literature as having a significant role in this area. In 2006, The Valspar Corporation embarked on a LSS initiative as a way to improve the business globally, to achieve sustained profitable growth and to enhance customer value. Valspar (SA) found the implementation of LSS a challenge because the organisation could not afford the appointment of a full-time Black Belt to manage the programme locally. Green Belts were appointed to lead LSS projects part-time. Management wanted to know if they have applied the LSS methodology correctly within the scope of the business, especially since not all organisations were successful in the implementation of LSS. The objective of this study was to determine the critical factors that affect the successful implementation of LSS at Valspar (SA) and to assess the degree to which these critical factors exist at Valspar (SA). In a census, the researcher used the questionnaire to gain information about the current views of employees on the LSS programme at Valspar (SA). The research highlighted the critical success factors for LSS implementation and the results of the evaluation revealed both the positive and negative aspects of the LSS programme at Valspar (SA). / Valspar Corporation / M

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2004. / Includes bibliographical references (leaf 68). / In the early 1980's and 1990's, companies began to build upon the principles of Total Quality Management and developed there own unique quality systems. The most popular and well known of these systems is Six Sigma that was developed by Motorola and successfully adopted by others such as Allied Signal (now Honeywell) and most notably, General Electric. Six Sigma can be characterized as a highly formalized, process oriented improvement tool that is data focused. The Six Sigma process is normally performed by a diverse team, who attack a quality/process problem by analyzing process variation or in statistical terms, sigma. The foundations of Six Sigma are commitment from upper management, detailed training and a regimented diagnostic approach. Another quality operating system is the less known, but very successful, Achieving Competitive Excellence (ACE) operating system. This system was developed and is practiced by United Technologies Corporation (UTC). The ACE system is broader based than the Six-Sigma approach, however, ACE is not as data oriented as the Six Sigma approach. ACE revolves around the three principle categories of process improvement and waste elimination tools, decision-making tools, and problem solving tools. These tools impact issues as diverse, but not limited to, factory floor cleanliness, market feedback analysis, machine tool preventative maintenance and set up reduction. ACE is a combination of lean manufacturing and quality improvement philosophies. This paper provides an analysis of both the Six Sigma and ACE Quality Operating Systems. In the paper the systems are compared and contrasted. Further, strengths and weaknesses of each system are discussed. In particular, the analysis focuses on how ACE can leverage elements / (cont.) and aspects of Six Sigma. The analysis concludes that there are elements of Six Sigma that would benefit ACE. The paper identifies that the strength of Six Sigma's statistical approach and its positive impact on process certification could be beneficially applied to the ACE system. Further, there are recommendations for UTC to place more of an emphasis on ACE training and to accelerate its current efforts to better link quality and lean improvement to product engineering and design. / by Thomas C. Hutton. / M.B.A.