The principle aim of this study is to investigate the relationship between business process management and business performance, and the effectiveness of business process management in South African banking industry. This study has been undertaken with the specific objectives of understanding the difference between business process reengineering and business process management, whether business process management can be successfully implemented in a retail banking environment and, if so, how to implement and apply business process management in a banking industry in order to achieve business success. Banks are seeking to improve operational efficiencies, meet customer demands more quickly, and leverage existing technology investments. Business process management has the potential to deliver the benefits of process efficiency throughout all stages of a business process and to all areas of the organisation. Business process management focuses on business practices and management disciplines as the underlying enablers of a process-centric organisation The exploratory study was conducted to identify the process performance and readiness of a bank to implement business process management. / Prof. S. Kruger

This study is about the employee perceptions of the effect of the Quality Management System intervention that was implemented at one of South Africa’s government departments. This organisation’s Quality Management System being one of the first in the government or public sector in South Africa to be implemented, creates the possibility for this Quality Management System model to be used to develop Quality Management Systems in other departments or organisations belonging to the government or the public sector in South Africa and the Southern African region. According to Madu & Kuei (1995), Quality Management System describes a situation where all business functions are involved in a process of continuous quality improvement. This implies that the development and implementation of Quality Management Systems in government departments and the public sector will improve the quality of services delivery. The findings of this study indicated that a Quality Management System can be used to improve the level of service delivery in the public sector. The Quality Management System should be planned developed and implemented over a period of time in five phases (i) Phase 1 - Determination of the scope of Quality Management System implementation (ii) Phase 2 – Training (iii) Phase 3 – Development of Procedures (iv) Phase 4 – Pilot implementation of procedures (v) Phase 5 – Evaluation of Quality Management System and rollout. It usually takes three or more years to establish an organisation-wide Quality Management System, although technical improvement to the workflow can be as quickly as six to eight months. And finally, for the Quality Management System to be developed, implemented and maintained successfully, Maximisation of Performance objectives, Good Leadership, Motivation of staff, Implementation of Change Management, Employee Involvement, Long-term Top Management Commitment, Provision of Training, Introduction of Quality Improvement Projects, Measuring Quality Management System Progress and Reward Accomplishment, are the fundamental concepts or principles that should be considered.

The aim of this study was to determine what the requirements were for a South African construction company to successfully implement and maintain a system of quality control known as Total Quality Management. The need for the study originated from the higher levels of competition experienced in the construction sector due to globalisation together with the economic downturn experienced after the 1998 rise in interest rates. The study was based on a literature study of the writings of pioneers in the field of quality such as Crosby and Juran. From these works a better understanding of what is meant by the word "Quality" was extracted. The characteristics of quality, as well as its relationship to productivity were explored. The meaning of quality in the construction industry, methods for measuring quality and the costs pertaining to quality was also researched. The next step was to determine what a Total Quality Management system entailed. Three axioms of Total Quality Management were identified and these were Commitment, Scientific knowledge and Involvement. It was shown that Total Quality Management required Primary- and Secondary strategies and had various focus areas. In defining the critical success factors for the implementation of a Total Quality Management system, it was found that commitment; cultural change and empowerment were necessary. The process of installation also required the continuous repetition of fourteen steps. The critical success factors in maintaining a Total Quality Management system was found to be leadership's ability to motivate people through communication, recognition, rewarding and empowerment as well as the management of areas such as team building, training and education. Finally, conclusions were reached, recommendations made and possible subjects for future research identified. / Thesis (MSc (Project Management))--University of Pretoria, 2004. / Construction Economics / unrestricted

The introduction of a vehicle destined for world-wide export brought mass customization to BMW SA. This, together with a 29% headcount reduction, a model range increase, stringent profitability targets and increased customer satisfaction demands, made the previous, un-integrated quality systems used in the Sales&Marketing Division obsolete. A quality management system was required to provide structure to the processes supporting a product which was becoming more and more complex. The implementation of a quality management system is described. This system for the first time, described some of the procedures used in the mass customization process of the BMW SA Sales&Marketing Division. The quality management system is evaluated based on the principle that customer satisfaction and the failure of internal processes need to be measured. Various are identified and recommendations are made. Some of the recommendations described have already been implemented successfully. An integrated mass customization procedure was established. Recommendations regarding customer satisfaction are in the process of being implemented. The effectiveness of these recommendations will be evaluated by future customer satisfaction survey results. / Dissertation (MEng (Technology Management))--University of Pretoria, 2006. / Graduate School of Technology Management (GSTM) / unrestricted

Manufacturing processes should operate at optimal levels in order to remain competitive in current economic environment. The optimal manufacturing performance can be achieved by overall equipment efficiency which is also a measurement for Total Productive Maintenance (TPM). The successful implementation of TPM has been evaluated at Faurecia Interior Systems. The research consisted out of a literature review into the elements and benefits of TPM. A questionnaire was sent to all operator level personnel at Faurecia Interior Systems to establish their views on the implementation level of TPM at the East London site. In conclusion, this research paper has also led to the development of recommendations which should improve TPM at the site.

Acceptable product quality is one of the central pillars of customer satisfaction, which is key to customer retention and business success. The quest to improve and maintain good product quality is as old as mankind himself. In the beginning of time, quality involved selecting edible plants, to craftsmanship then later to mass production. As time went on, various individuals and institutions made valuable contributions to quality control methods, tools and techniques as we know them today. The International Organisation for Standardisation initiated quality management standards, provide requirements, specifications and guidelines that can be used to ensure materials and products meet a certain quality level. These quality management systems were adopted by the global automotive organisations, adapted and tailored to suit their requirements. The result was the development of ISO/TS 16949, which is a requirement for all direct manufacturing suppliers to the automotive original equipment manufacturers (OEMs), like BMW, TOYOTA and GM. Some OEMs specify additional requirements their supplier base, in case of General Motors, Quality Systems Basics (QSB) is a mandatory quality management systems requirement. QSB is designed by GM to help suppliers reduce product defects, improve internal efficiencies and improve supply chain processes. A quantitative approach was chosen, which utilised an explorative and descriptive survey questionnaire in order to complete the research study. The study will show that the majority of the respondents believed that the implementation of QSB has resulted in positive implications in their manufacturing process and supply value chain.

The thesis describes Just in Time method and other important issues related to strategic management accounting. The goal is to set a general process of cost saving by using the method. To mention especially process management, activity based costing, activity based management and quality management. The Just in Time method is described individually in relation with supplying and producing. The empirical part of the thesis is divided to two subsections. The first one contains questions about propriety of Just in Time implementation in the producing company. The second part attempts to set a general process of cost saving by using the Just in Time method.

M.Ing. / This dissertation will aim to indicate a methodology on how to manage fast tracked projects efficiently and effectively. Initially, some conventional project management methods will be investigated. By using practical knowledge obtained from working on fast track projects and data collected, alternative approaches to conventional project management techniques will be investigated and identified. An attempt will be made to derive an accurate as possible methodology and technique for managing fast track projects. Projects and project management are utilised not only in the engineering industry, but are used extensively in Banking, Advertising and numerous other areas of the economy. In most instances, the primary goal of a project is to create a system or process that will generate revenue for a company or person. This is especially true for engineering related projects, where an Engineering, Procurement, Construction Management (EPCM) company does the project for and on behalf of a separate entity or client, generating revenue for both the client and the EPCM Company. With this in mind, the economical truth “higher risk generates higher income” must be acknowledged. Project management is the tool used to manage these risks so as to ensure the highest possible income and profit margin, without taking unacceptably high risks. The project management methodology implemented must define the level of acceptable risk and must be able to identify advances in available technology, building methods, etc. so as to ensure as high as possible risk hence ensuring the highest possible revenue. In recent years these advances were so great that it initiated a complete methodology shift in the project management process, hence the term fast track projects. As a closing note one should never assume that fast track project management is an escape code for being reckless in approaching projects. If the methods are applied correctly, it can and will lead to a successful project. What should be understood from the onset is that there is a definite limit on how quickly a project can be done. This limit must be acknowledged by all seeing that going beyond this limit is reckless and will result in a disastrous project. This term is also known as a project’s terminal velocity.

M.Phil. (Engineering Management) / Total Quality Management (TQM) as a management philosophy is driven by top management with employee participation. This encompasses all facets of an organisation, with the aim of producing products and services which meet the customer’s needs.TQM was adopted by project-based organisations in the 1990s in response to increasing global competition. Process engineering design firms are operating in a competitive, global business environment where outsourcing of process engineering design services from other countries is not an uncommon practice. It is argued that TQM is crucial for an organisation’s success and survival. Although various quality management techniques exist, TQM offers the holistic approach necessary to adequately manage design quality. The study investigates the effects of Total Quality Management (TQM) implementation on process engineering design firms. Secondly, the study investigates the extent of TQM adoption by South African process engineering design firms. Lastly, the study investigates the perceived importance of TQM principles. The research questions are: i. What is the effect of TQM on the performance of process engineering design firms? ii. To what extent has TQM been adopted by South African process engineering design firms? iii. What is the perceived importance of TQM principles in process engineering design? The first research question was answered by conducting a literature survey. The author was unable to find studies relating specifically to process engineering design firms. As a result, the literature study was done for engineering firms in general. The study indicates that TQM adoption has a favourable effect on engineering firms. The study reveals that TQM implementation improves employee satisfaction, customer satisfaction, and financial performance while providing a vision that channels the entire organisation towards improvements in product quality and customer-related performances. The second and third research questions were answered with the use of a questionnaire survey, which measured importance and adoption utilising a 5-point Likert scale. The study reveals that 70% of the firms which participated in the survey have formally adopted TQM while 30% have not. Eighty five per cent of the organisations that have adopted TQM are ISO9001 certified. An adoption rate of 70% indicates an above-average adoption of TQM by South African process engineering design firms. An ISO9001 certification of 85% indicates that South African process engineering design firms are conforming to international quality standards. The adoption of the TQM principles ranges from 66% to 80% (moderate to high). Customer Involvement and Management Commitment are the most highly adopted, while Supplier Quality Management and Continuous Improvement are the least adopted. The firms which have formally adopted TQM report 77% implementation rate, while the firms which have not formally adopted TQM report a 63% implementation rate. Although the firms which have not formally adopted TQM are implementing TQM principles, they have not been able to implement the principles as well as the firms which have formally adopted TQM. The perceived importance of the TQM principles ranges from 78% to 92% (“important” to “very important”). The most important principle is perceived to be Customer Involvement, while Continuous Improvement and Supplier Quality Management are perceived to be the least important. The firms which have formally adopted TQM rate the principles more highly in the importance scale (86%) compared to the firms which have not formally adopted TQM (80%). The results indicate that the firms which have formally adopted TQM find value in doing so. The mean score for the importance of TQM principles is 84%, while the mean score for the adoption of TQM principles is 73%. It is evident from the data that there is a gap between the perceived importance and adoption of the TQM principles. The data suggests that the policies and strategies of the organisation have not achieved full implementation of TQM and have room for improvement.

Orientador: Maria Carolina de Azevedo Ferreira de Souza / Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica / Made available in DSpace on 2018-07-31T18:19:47Z (GMT). No. of bitstreams: 1 Ferreira_AnaGlauciaVasconcelos_M.pdf: 7261742 bytes, checksum: 71d24f5259fc7ce4c92c159af99e0cdc (MD5) Previous issue date: 2001 / Resumo: A reestruturação do Setor Elétrico nacional e o processo de privatização parcial das energéticas de São Paulo trouxeram para as empresas estatais de geração, transmissão e distribuição de energia elétrica, a necessidade de adotar um posicionamento competitivo no novo mercado de energia, menos estável e menos estruturado, no qual novas variáveis foram inseridas. No caso da CTEEP - Companhia de Transmissão de Energia Elétrica Paulista (empresa originária da cisão parcial da CESP - Companhia Energética de São Paulo e que permaneceu estatal), a preparação para esse processo exigiu a adoção de estratégias que foram muito além da reestruturação e cisão. A principal preocupação foi a de preservar sua posição no mercado, de forma competitiva e saudável. A possibilidade de prever as mudanças e de preparar-se antecipadamente para elas foi um fator determinante para que todo o processo pudesse ser realizado sem traumas internos, por meio de um posicionamento flexível e adaptável. A operacionalização das mudanças teve como eixo de sustentação a Gestão da Qualidade que, tomada num sentido mais amplo, integra elementos de diversas Teorias da Administração, do Desenvolvimento Organizacional, da Cultura Organizacional e da Abordagem Sistêmica, além de considerar os aspectos técnicos e os parâmetros específicos da gestão setorial. Sob essa perspectiva, o Sistema de Gestão da Qualidade implementado na empresa extrapola o objetivo de padronização dos processos e assume a função de facilitar e estimular o processo interno de aprendizado organizacional contínuo e de compartilhamento do "saber organizacional" . A análise da evolução histórica e da transformação empresarial mostra a aplicabilidade dos conceitos da Gestão da Qualidade na organização. Ainda que seja uma empresa estatal, que não está isenta do atendimento à legislação, aos tribunais de contas e às questões políticas, advindas de sua constituição societária, é possível observar o modo como o Sistema de Gestão da Qualidade pode ajudar a preservar e ampliar o conjunto de recursos existentes na empresa, apesar da intensidade e dimensão das mudanças por meio de estratégias / Abstract: The rebuilding ofthe National Electricity generating segment and the partial privatization of electric power mills of São Paulo have brought to the State Companies (Companies of electrical energy, transmition, and distribution of electricity) the need of adopting a competitive position in the new-bom power market, less steady and less prepared, in which new approaches have been inserted. In the CTEEP - (Company ofElectricity Transmission), the company which had its origin in the partial breaking off of the CESP (Electrical Power Company of São Paulo), and that remained a state Company. The preparation for this process required the adoption of strategies which went beyond the rebuilding and the rupture. The main objective was to keep its position in the market, in a very healthy and competitive way. The possibility of, in advance, changing, and getting ready for them was a decisive factor for the whole process to be achieved without any traumas inside, through an adjustable and flexible position. The operating process of the changes had as a support the Quality Management, which seen in a wider sense, integrate elements from several Administration Theories, of the organizational Development, and of the systematic approach, besides taking into consideration the technical features, and the "specific limits" ofthe management of sectors. Under this outlook the Management Quality System which has been improved in the company goes beyond the process standardizing, and has the function of simplifying and busting the internal process of organizationallearning, and also the sharing of "organizational wareness". The analysis of the historical evolution, and of entrepreunership transformation shows the aplicability of the Concepts of Quality Management in the Company sectors. As a State Company though, it is not free from obeying the law regulations,from answering the National Treasure, and the political questions, alI ofwhich are originated in its constitution of associates. It's not difticult to notice how much the Quality Management System can help to keep and widen the set of existing resources in the company, in spite of the intensity and dimension of the strategical . changes that sometimes become necessary / Mestrado / Gestão da Qualidade Total / Mestre Profissional em Engenharia Mecanica