Purpose To investigate under which conditions SCD’s work with implementing a lean mindset and behaviour at key suppliers is successful. To help fulfilling the purpose this thesis aims to answer the question: What affects how the production unit of a Scania key supplier adopts a lean mindset and behaviour with focus on continuous improvements? Methodology An exploratory multiple case study with a qualitative data analysis and inductive approach. The cases consist of five Swedish first-tier suppliers to Scania CV AB, and a pilot case study conducted at Scania, Södertälje. Result The case study resulted in a categorisation of suppliers into three groups based on their characteristics and ability to adopt a lean mindset and behaviour: Group I:  Lack of direction, inconsistent management culture, no deeper understanding or interest in lean, no involvement or responsibility of operators in improvement work, a tendency to copy tools and methods given by external help directly into the organisation. Group II:  Strong sense of direction, strong management culture, a personal interest in lean and improvements, an “us and them” culture between managers and operators, and a strong sense to develop tools and working methods in-house and be very restrictive with applying external thoughts in the organisation. Group III: Clear long-term direction; primarily evident among managers, clear targets on an operational level to guide the rest of the organisation, a supportive management culture, an expectation on operators to perform improvement work, and openness to external help but a strong sense of filtering and adapting to the own organisation. Conclusion Our conclusion is that SCD is variously successful due to that the same approach has been used despite different needs of the suppliers. The recommendation is to analyse suppliers with tools provided in this research and adapt the development approach to specific supplier needs: Group I: No prioritisation of long-term development of this group. Group II: Provide guiding from experience to management team, focus workshop on operators and their nearest contact points. Group III: Provide possible solutions to specific problems.

Through this study, a strategy for the localisation and development of the South African nuclear industry was developed. As background, the Korean localisation experience was investigated, along with international recommendations regarding nuclear localisation, and South African governmental policies. This research was used as foundation for the formulation of a localisation strategy. The possibility of using localisation and nuclear industry development as a means to address governmental socio-economic development goals was investigated. From the literature investigation localisation principles were identified. The focus areas of the localisation strategy were subsequently based on these principles. The principles are:  Aggressive human resource development  Governmental leadership and support  International co-operation The localisation strategy addresses general localisation recommendations, needed human resource development, structure of the Nuclear Energy Project Implementation Organization (NEPIO), roles of the participants of the NEPIO, and finally the supply-chain development and technology transfer guidelines. It was assumed that three nuclear power plants, consisting of two reactors each would be constructed. For localisation to be successful, a fleet approach must be followed to ensure economy of scale, and local participation must be incrementally increased with each power plant. The localisation strategy was circulated to industry for validation, and changes were made, based on industry feedback. The needed human resource development amounts to the training of 4 012 labourers per year (see Table 1). The local participation for each consecutive power plant is 30%, 50%-55% and 75%-80%, respectively. It was found that 100% localisation is not feasible. The planned nuclear power programme is too small to justify the development of globally leading components such as ultra-heavy forgings. The structure of the NEPIO is shown in Figure 1. It was found that the localisation and nuclear industry development would serve as a vehicle to help achieve governmental socio-economic development programmes. It was finally concluded that South Africa has the potential for localisation, but obstacles such as a lack of governmental commitment, negative public perception, and lack of industry confidence will be detrimental to the localisation efforts. If these, and other obstacles are not urgently addressed, South Africa will miss out on a much needed development opportunity. / MIng (Development and Management Engineering), North-West University, Potchefstroom Campus, 2013

Through this study, a strategy for the localisation and development of the South African nuclear industry was developed. As background, the Korean localisation experience was investigated, along with international recommendations regarding nuclear localisation, and South African governmental policies. This research was used as foundation for the formulation of a localisation strategy. The possibility of using localisation and nuclear industry development as a means to address governmental socio-economic development goals was investigated. From the literature investigation localisation principles were identified. The focus areas of the localisation strategy were subsequently based on these principles. The principles are:  Aggressive human resource development  Governmental leadership and support  International co-operation The localisation strategy addresses general localisation recommendations, needed human resource development, structure of the Nuclear Energy Project Implementation Organization (NEPIO), roles of the participants of the NEPIO, and finally the supply-chain development and technology transfer guidelines. It was assumed that three nuclear power plants, consisting of two reactors each would be constructed. For localisation to be successful, a fleet approach must be followed to ensure economy of scale, and local participation must be incrementally increased with each power plant. The localisation strategy was circulated to industry for validation, and changes were made, based on industry feedback. The needed human resource development amounts to the training of 4 012 labourers per year (see Table 1). The local participation for each consecutive power plant is 30%, 50%-55% and 75%-80%, respectively. It was found that 100% localisation is not feasible. The planned nuclear power programme is too small to justify the development of globally leading components such as ultra-heavy forgings. The structure of the NEPIO is shown in Figure 1. It was found that the localisation and nuclear industry development would serve as a vehicle to help achieve governmental socio-economic development programmes. It was finally concluded that South Africa has the potential for localisation, but obstacles such as a lack of governmental commitment, negative public perception, and lack of industry confidence will be detrimental to the localisation efforts. If these, and other obstacles are not urgently addressed, South Africa will miss out on a much needed development opportunity. / MIng (Development and Management Engineering), North-West University, Potchefstroom Campus, 2013