D.Ed. / Educator teams in secondary schools of the Kathorus area, lack the formal decisionmaking authority to implement the Integrated Quality Management System (IQMS) successfully. These teams lack the formalised horizontal structure that could empower them to decentralise decision-making authority among educator teams at all levels of the school and provide a lateral communication system in which members of teams communicate directly with one another in an organisation. The educator teams have not received effective training on the implementation of the IQMS from the Department of Education (DoE) and the DoE has not provided these teams with regular training programmes in their schools on implementing the IQMS successfully. Consequently, educator teams have been frustrated and have shown feelings of hopelessness, despair, and apathy, and a lack of commitment to their profession. The general aim of the study was to determine how educator teams can be empowered to implement the IQMS in secondary schools successfully. In order to investigate the empowerment of educator teams for implementing the IQMS successfully in these schools, the specific objectives were to: • explore the meaning of empowerment and determine the implications of empowerment for implementing the IQMS. • determine the perceptions of educators and school management teams (SMTs) on empowering educator teams to successfully implement the IQMS in secondary schools. The study introduced the problem of this inquiry and presented the background of the research problem, which was associated with the failure to successfully implement the IQMS in schools and the lack of authority of educator teams to implement the IQMS effectively. The problem statement, research questions and specific sub-research questions, the aims and objectives of the study and the research methodology, ethical considerations and the significance of the study were discussed.

M.Ing. / The purpose of this research investigation is to develop and simulate a current manufacturing production line, for a company by the name of Aerosud, using a 3- dimensional software tool called Delmia Quest ®. The company in question is a mechanical and aeronautical manufacturing organisation that supplies components to both the civil and military sectors to a variety of global points. The aim of this investigation was to develop a simulation model that, initially, mapped the actual workings of the real production line with the use of actual time data recorded through measurement. Secondly, various observations were made to discover how much work-in-progress (WIP) remains idle during the manufacturing procedure and how much productivity is reached after a standard production week of forty-five hours. Hence, the aim of the simulation model is to improve those two factors by increasing the productivity of the entire production line and reduce the amount of WIP idle to a minimum. To achieve this, the author created a baseline model for both the throughput time and the WIP at each cell of production. The results of these curves were obtained using actual statistical time data obtained during the observation period. These results were then plotted onto individual axis to visually identify the outputs. Next, the author analysed the baseline model, within the 3D virtual world of the software, to witness where possible errors exist in terms of throughput time and the amount of WIP idle at various stations of production. It was clearly identified that the cell with the most production problems, was assembly. The author thus identified possible methods of reducing these problems and simulated those actions. The results showed various improvements in the amount of throughput time gained as well as a significant reduction to the amount of WIP idle at that particular cell. The simulations were thus mapped onto the same axis as the baseline model, in terms of throughput time and WIP respectively. This provides visual identification to the outcome of such simulations so that the reader can identify clarity in the results. A basic comparison of each simulation was described with reference to the baseline curve in order to clarify what the results had shown. Finally, the investigation was concluded highlighting that the baseline model created was a good start to analysing the company’s production line; however, as further research, it was recommended that various types of improvements can still be made to this model in order to improve its realism when compared to the real production line.

M.Tech. (Operations Management) / It has become a trend for organisations to implement and certify quality systems. The most common quality system that organisations currently implement is ISO 9001. Certification to ISO 9001 has in recent times been used as a marketing tool to enter new markets. Nowadays, customers expect their suppliers and potential suppliers to be certified to ISO 9001. It has become a primary requirement for doing business, and customers now demand it. There have been various studies conducted to establish the advantages of ISO 9001 and its impact on organisational performance. Laboratories are no exception to this developing trend. They are implementing laboratory quality standards like ISO 17025 and the Organisation for Economic Cooperation and Development Good Laboratory Practice (OECD GLP). Some laboratories are now applying for certification of compliance to laboratory standards. Implementing and certifying laboratory systems is an exercise that comes at a cost. The exercise is demanding in terms of human resources, time and capital. There has not been a study conducted to evaluate the impact of these systems on the operational performance of laboratories. This is the reason that resulted in identification of the need to conduct the study. A qualitative research approach was pursued in conducting the study, where the researcher investigated the impact of laboratory quality standards on the operational performance of commercial and non-commercial laboratories. Operational performance in this study is defined as health and safety; supplier selection and performance; human resources; customer satisfaction and profitability. Data was collected through interviews, and was then summarised, and analysed in order to address the research problem. Based on the data collected, it was concluded there is no notable difference in the performance of laboratories with or without quality assurance systems such as ISO 17025 and OECD GLP.

M.Tech. (Operations Management) / Total Quality Management is a management philosophy embracing all activities through which the needs and requirements of customers and the objectives of the organisation are satisfied in a cost effective way through a drive for continuous improvement. Kaizen is a Japanese philosophy and is defined as a process of continuous improvement. It reflects a common-sense, low-cost approach to managing an organisation. A literature review was undertaken on the subjects of Total Quality Management (TQM)principles and Kaizen philosophy and a TQM model was developed for the cellhouse at Manganese Metal Company basedon information from literature review. The cellhouse is part of an organisation that has ISO 9002 accreditation and produces electrolytic manganese metal for customers world-wide. The quality assurance system defines guidelines for producing a quality product, on time and conforming to the required product specifications. The model is designed to complement current quality control philosophy and provide guidance for maintaining and improving the quality assurance programme. All cellhouse employees will be actively involved in participating in a process of improvement on an ongoing basis.

Magister Commercii - MCom / This pilot research survey was undertaken as a result of the need to assess the service quality within Higher Education in general and the Department of Management at UWC in particular. This report focuses on the complexities of measuring service quality in higher education. The quality of service delivery within education is becoming more important as the competition for students increases.The literature was searched to find a suitable measure with a sound theoretical structure. This measure was then adapted for the department.In a preliminary way this instrument was then applied to students in the department and initial results are reported on.The results revealed that undergraduates overall were uncertain in their attitude to the service quality in the department. On the other hand, postgraduate students tended to rate the service quality rather more negatively (p < 0.004). Furthermore there were no gender differences except for tangibles (p = 000.5).This pilot study could serve as a pilot study of the service quality in an academic environment. It is the main contention of this report that students themselves should be part of defining quality. / South Africa

Magister Philosophiae - MPhil / No abstract available. / South Africa

Please read the abstract (Summary) in the 00front part of this document) / Thesis (PhD (Education Management))--University of Pretoria, 2007. / Education Management and Policy Studies / unrestricted

It is expected from highly technical first line supervisors to manage an underground coal mining production unit and to reach stretched targets when they have very little operational management skills. A myriad of operational management philosophies are available that were not developed for a mining environment as such. These philosophies are focused on company level implementation and not on production unit level. To be used in the mining production unit is therefore necessary to adapt these philosophies. The first line supervisor needs an operational management business model that will assist and guide him/her in managing the production unit in order that production, cost and quality targets can be achieved. The first line supervisor must also be able to adapt quickly to changing requirements. The answer lies in the application of current world-class operational management philosophies to the management of the coal mining production unit. In the thesis an operational management model to assist the first line supervisor is derived from current operational management philosophies. The research approach that was followed is: -- Current world-class operational management philosophies were investigated. -- The management philosophies to be analysed in detail were identified as Total Quality Management, Just-in-Time and Theory of Constraints. -- From these philosophies the key elements to be used in the development of an operational management model for an underground mining production unit were determined. -- These key elements were used as building blocks to develop the mining model. -- The developed model was illustrated utilizing real data from a production section. The developed mining model provides a framework for managing the production unit on a day-to-day basis, but with a long-term vision. To achieve this a strategic and operational level exist in the model, with different focus areas. The purpose of the strategic level is to focus the unit on the requirements of the customer, and to plan for a longer time horizon. The operational level assists the first line supervisor in managing the day-to-day operations of the production unit. The model also provides tools to continuously monitor and improve the performance of the unit. For any new initiative to be successful proper planning, training and an implementation plan are necessary. The planning phase includes change management and creating awareness of the mining model. Training consists of various training modules, presented over the implementation period. Each production unit that is introduced to the mining model follows a predetermined implementation plan with constant feedback on the progress made. The support from top management is actively demonstrated during the implementation period. A phased in rollout of the mining model is prescribed, i.e. not all production units will be introduced to the model at once. The research highlighted the similarities that exist between the three operational management philosophies, leading to a cohesive set of building blocks for the mining model. Where differences between the three philosophies existed the most appropriate approach was selected, based on the evaluation of the elements. This highlights the impact that the evaluation process has on the design of the mining model, and forces one to scrutinize the process for ambiguity and partiality. This is one area where the research can be refined. It is suggested that a cross-functional team is used in the evaluation and design process. To conclude, the mining model developed and illustrated provides the coal mining company with a tool that will assist a highly skilled technical first line supervisor with operational management practices based on world class operational management philosophies. / Dissertation (MSc(Industrial Engineering))--University of Pretoria, 2006. / Industrial and Systems Engineering / unrestricted

This study focussed on drafting a framework for Total Quality Management (TQM) for the South African Police Service (SAPS) in the Eastern Cape as a public non-profit organisation where quality of services is fast becoming a key organisational imperative. The early pioneers of Quality laid the foundation for Total Quality Management (TQM). The literature review highlighted that TQM has its origins in the manufacturing industry where it has a proven track record, and that the theory could be purposely adapted use by a specific industry, i.e. SAPS. This study extends the applicability of the TQM theory to the SAPS by using a mixed method approach to gather information by means of interviews and questionnaires. A combination of primary and secondary data was used in determining the Critical Success Factors (CSF). The Primary CSF’s were originally identified as Leadership, Strategic Management, Empowerment of employees, Teamwork, Continuous improvement, Customer satisfaction and Culture. The Secondary factors were identified as Communication, Training, Partnership development, Support structures, Systems and Resources, Systems thinking, Selfassessment, Processes; Elimination of barriers, Adoption of a Prevention approach and Change management. Data was analysed using frequency and other means, as well as correlation analysis. After the data was analysed two CSF’s were discarded, i.e. Training and Elimination of Barriers. The results show support for the applicability of the theory to the SAPS. Critical Success Factors were determined and a framework for implementation specifically for this industry, was presented. The study identified Leadership as the most important primary factor with the ultimate goal of meeting the quality expectations as defined by the customer.

Driving a vehicle while it is within the warranty period provide customers with assurance that should a failure occur on the vehicle, there would be no financial obligation for the customer to repair the vehicle. For the manufacturer, it is a huge financial obligation to repair or replace components that fail on the vehicle. The research conducted in this study explores and identifies the main reasons for high warranty costs as well as the reasons that do not influence high warranty costs at VWSA. The purpose of this research is to provide VWSA with a potential starting point to reduce warranty costs and increase profits. The study revealed that the main cause of high warranty costs at VWSA was related to the quality of vehicles. By improving the quality of vehicles produced, VWSA could reduce a significant portion of the warranty costs it spends each year. With reduced warranty costs, VWSA could increase the warranty period and thereby attract more customers to purchase VW products. In a cutthroat automotive industry, this would ensure a competitive advantage over rivals; maintain longevity, increase profits and continued success.