Globalisation has opened up international markets for South African companies, but has also introduced competition in the domestic market. As a result, South African organisations are forced to attain global efficiency levels if they are to compete on the world market as well as maintain their domestic market share. Organisations have to come with creative methods that can enhance their competitiveness, one of them being the Six Sigma. Six Sigma is a measurement-based strategy that focuses on process improvement and variation reduction as a means towards performance improvement. The methodology has a reputation of success, however a number of organisations believe that the methodology is not relevant to their specific competitive needs. Six Sigma is seen as another continuous improvement tool applicable to first world country organisations which will fade away with time. The study was undertaken to find out challenges and successes of implementing a Six Sigma methodology at Continental Tyre SA. The findings of the study revealed that the experience of implementing Six Sigma methodology at Continental Tyre SA is similar to those experienced by first world organisations. It is concluded that Six Sigma methodology can improve organisation processes and yield financial benefits irrespective of organisation location or background. However, organisations must follow a systematic guideline when implementing the methodology. The study provides recommendations on how Continental Tyre SA can align their strategy in order to achieve organisational objectives. The following recommendations were made: Roll out Six Sigma to support departments; Align the strategy to address critical success factors; Improve project turnover time and measure the success on financial savings and number of projects completed.

In order for the democratic government in South Africa to eradicate segregatio. It was necessary to introduce new policies with school teachers being expected to be agents of change. Teachers have a big role to play in the transformation of the country. This research investigated Integrated Quality management Systems (IQMS) for improving performance of selected schools in the King Williams Town Education District. Three schools were selected in the King Williams Town District . The aim of this research was to examine the implementation of IQMS in the selected schools. The introduction of IQMS by the Department of Education in 2003, did not help the schools in the King Williams Town district improve their performance. IQMS is a government policy. The intention of public policy is to solve a problem. The findings of this study indicates that in the selected schools the problem of poor performance was not solved by the introduction of IQMS. Scholars have written extensively on performance appraisal. Different writers agree that the main purpose of appraisal is to improve performance. The Constitution (1996) and policies provide a strong foundation for the effective implementation of IQMS and public administration provides a good support for the effective implementation of IQMS. Additionally, legislation and subsequent policies give guidelines of how to implement the system successfully. In this study, questionnaires were given to 15 educators to investigate how schools understand and implement the IQMS. Qualitative analysis was undertaken to interpret the responses from the educators. Themes were formulated based on the responses received. Findings were generalised from the responses received. The research discovered that educators do implement IQMS, but they do not see it as a mechanism of improving performance. Teachers demonstrated an inadequate understanding of IQMS.

The cable manufacturing industry may not be well known to some people, yet people’s very lives depend on products and services it produces. Today people live in a highly technological or digital world where most of the technology used by society has at least one electrical cable in it or is connected to a countrywide electrical or communications network through electrical cables in order to work. Well trained and experienced corporate and business leaders recognize the importance of lean supply chain and of being closer to one’s business suppliers for efficient running of the business. Like in all other countries where these industries exist, it is vital that the cable manufacturing industry survives and prospers in South Africa, for the benefit of South African telecommunications, electricity suppliers, computer networks and many more industries. However, today there are almost no boundaries in business owing to globalization which enhances free trade. The business environment is changing and there is fierce competition amongst international rivals. What happens then when customers are not happy with low quality products of one supplier? Would they not leave that supplier and look to the competition in order to get good quality products at reasonable prices? Of course they would. Consequently such a supplier would lose market share and ultimately be forced out of business. This research investigates the shortcomings in terms of the implementation of the principles of total quality and technology management in the cable manufacturing industry. It identifies the internationally recognised principles in the fields of total quality management and technology management as a means of enhancing a competitive advantage. Training and development are identified as extremely important supporting mechanisms which should be done professionally for the best results in the implementation of total quality and technology management principles. Finally, suggestions and recommendations based on best management practice are made.

M.Ing. / This dissertation provides a study of ISO 9001:2000 based quality management in the consulting engineering environment. The motivation for carrying out this study was to assess why an ISO 9001:2000 based quality management system was not operating effectively in a particular consulting engineering company. A brief literature study of the topic of Quality Management is given, as well as an overview of the ISO 9001:2000 standard. A case study is made of the particular consulting engineering company (called ABC Projects as a pseudonym for the sake of confidentiality). The case study presents the results of two questionnaires, one circulated among the employees of the consulting engineering company, and the other circulated among the directors of the Group that owns the company. The case study also contains an assessment of the company’s quality management system at the hand of the ISO 9001:2000 standard. The assessment highlights various aspects of the company’s quality management system that needed to be improved. The case study concludes with a 6-point plan aimed at improving the operational procedures of the company, as well the quality management system used by the company.

D.Comm. / In recent years, the criticality of increased productivity and competitiveness has accelerated in step with global trends towards privatisation, marketisation, and democratisation, coupled with a more highly educated, more vocal and more demanding consumer market. At a time when the technological gap between South Africa, North America, Europe, and the Pacific Rim is shrinking, competitive boundaries are expanding and, as a consequence, consumers have a growing range of products from which to choose. Quality increasingly guides produce selection. Consumer spending patterns have also changed to reflect increased concern for durability, partially as a response to environmental concerns. Increasing recognition of the inadequacies of traditional quality control functions to address the demand for higher quality products and services has launched a seminal transition to a more comprehensive, integrated approach to quality management. Total Quality Management (TQM) refers to the implementation of a "continuous improvement" process to address inefficiencies at all levels of the organisation. There is no single theoretical formulation of the TQM approach nor any definitive short list of practices that are associated with it. It is the product of the work of such quality experts as Crosby, Deming, Juran, and Ishikawa. The writings of these Gurus, as well as characteristics typical of most successful TQM processes. TQM is best viewed as a management philosophy which combines the teaching of Deming and Juran on statistical process control and group problem-solving processes with values concerned with quality and continuous improvement. TQM is endorsed as a powerful vehicle in the transition from the traditional price focus to quality strategies driven by customer expectations. Improving quality and adopting a customer focused orientation are so fundamental that they must take root in the very essence of the organisation. To achieve ambitious quality goals, the TQM philosophy must permeate all aspects of organisational functioning, underscoring the criticality of human resource excellence to total quality processes. The TQM approach is frequently endorsed by the impressive results attributable to it. Marked improvements in productivity and efficiency, profits, customer satisfaction, management-employee relations, job satisfaction, morale, and reductions in costs, inventory, defects and inspection requirements are among an array of reported benefits to be derived from TQM initiatives. The positive relationship between quality and productivity may be largely rooted in the involvement of all employees to execute quality agendas. The benefits of employee involvement from increased productivity, job satisfaction and performance to reduced absenteeism and turnover are well documented. Great emphasis is placed on including all employees in the TQM culture. Employees are expected to take responsibility for quality in two important respects. They are expected to call attention to quality problems as they do their normal work. Perhaps more important, they are expected to accept the continuous improvement culture and look for ways to do their work better. They are also expected to look for ways in which the overall operation of the organisation can be improved to enhance customer service. The most important overall focus of employee involvement concerns locating decisions at the lowest level possible in the organisation. This approach consistently advocates a bottom-up approach to management. Jobs or work at the lowest level are thought of as designed best when individuals or teams do a whole and complete part of an organisation's work process. In addition, it is argued that the individuals or teams should be given the power, information, and knowledge they need to work autonomously or independently of management control. The task of management is seen as one of enabling and empowering individuals or teams to function in an autonomous manner. Management is an enabler, culture setter, and supporter rather than a direction of employee action. This study focuses on the development of the TQM philosophy, and the development of a TQM model to be used as reference in the design of a TQM process in a manufacturing environment. It also endeavours to formulate an implementation process that can be used as guideline for implementing TQM in an organisation. Research has been based on literature studies, extensive experience in the workplace, and interaction with a wide variety of practitioners in the TQM environment. The study concludes that South African organisations can address the issues prohibiting real economic growth by continuously improving every product and service produced through the involvement of an empowered workforce, operating in teams, with the objective of achieving optimum customer satisfaction in the long-term.

M.Ed. / Appraisal seems to be a relevant instrument to facilitate the professional growth of educators and school improvement. However, if the process of appraisal is to be part of the development of educators and of schools, it needs to be part of the pattern of school life and linked to the school’s developmental activities. It needs to be context-based within the legal framework provided by the Department of Education (DoE). Appraisal should be a natural progression from the staff development and school development planning. Staff and professional strategies should enable schools and educators to gain skills and understanding, necessary to participate in appraisal. Appraisal should be set in the context of the objectives of the schools which will generally be expressed in a school development plan. The school’s objectives in a particular year, should be linked with appraisal, so that for example, professional development targets arising from appraisal, may be related to agreed targets and tasks in the development plan. This will help to speed up the process of facilitation of the professional growth of educators. A school which is self-developing and self-evaluating, is likely to be one in which all educators exchange ideas, share concerns, contribute to discussion, take part in the process of decision-making and have individual areas of strength and weaknesses identified and supported (Jones, 1993:10). In basic terms, the facilitation of appraisal will assist with the setting of whole school targets and identification of professional needs. / Dr. P.J. du Plessis

Orientador: Eugenio Jose Zoqui / Dissertação (mestrado profissional) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica / Made available in DSpace on 2018-08-04T02:12:24Z (GMT). No. of bitstreams: 1 Viana_PlinioCesarLucas_M.pdf: 590507 bytes, checksum: 1dac350f57057d007d17f6d2c85dbba1 (MD5) Previous issue date: 2004 / Resumo: O presente trabalho apresenta como objetos de estudo, além da Gestão da Qualidade, os seguintes temas: a motivação, segundo a Teoria das Expectativas de Victor Vroom, que atribui valor e expectativa à atividade e os coloca como referência para a postura do trabalhador; e o Balanced Scorecard, que se apresenta como ferramenta para o gerenciamento das informações a serem disponibilizadas ao trabalhador para sua tomada de decisão / postura. A primeira proposição da dissertação diz que, para se implantar e manter uma Gestão pela Qualidade em uma organização, entre outras providências, deve-se desenvolver, gerenciar e melhorar continuamente os indicadores organizacionais que impactam fortemente a motivação das pessoas, pois elas são o diferencial da Qualidade. Diz ainda que a organização deve estabelecer o sistema de indicadores organizacionais baseado também nas Expectativas dos indivíduos. A segunda proposição diz que para se implantar e manter uma Gestão pela Qualidade em uma organização, de uma maneira mais objetiva, focada e priorizando alguns elementos, entre outras providências, deve-se desenvolver, gerenciar e melhorar continuamente os indicadores organizacionais que impactam forte e simultaneamente os três temas estudados neste trabalho. O embasamento das proposições foi feito por meio de pesquisa bibliográfica, análises comparativas entre autores de diferentes áreas e linhas ideológicas e aplicação de uma pesquisa com profissionais das áreas de Gestão, Recursos Humanos, Planejamento e Qualidade. Concluímos enfim, por meio de um método estruturado, que a Gestão pela Qualidade deve ser baseada nas pessoas e mantida por meio de indicadores, reforçando a tese de que a Qualidade, em sua essência, se faz por meios das pessoas / Abstract: In addition to Quality Management, this paper also presents the following themes: Motivation, according to Victor Vroom's Expectancy Theory, which ascribes value and expectancy to activities and uses them as reference for the worker's behavior; and the Balanced Scorecard, which presents itself as a tool for managing the information made available to the worker to help him/her in the decision making process and to establish a behavior. The first postulate of the dissertation is that, in order to be able to implement Quality Management in an organization, one should, among other things, develop, manage and continuously improve the organization indicators which cause a strong impact on people's motivation, since they are the factors that will make the difference in terms of Quality. This postulate also states that the organization should establish a system of indicators based on people's expectations. The second postulate states that in order to implement Quality Management in an organization in a more objective and focused manner, prioritizing some elements, it will be necessary develop, manage and continuously improve the organization indicators that can cause strong and simultaneous impact on the three themes studied in this paper, among other things. These postulates were based on extensive bibliographic research, comparative analysis among authors with different interests and ideology, and a survey carried out among Management, Human Resources, Planning and Quality professionals. Our conclusion, resulting from the use of structured methodology, is that Quality Management should be based on people and maintained by indicators, thereby reinforcing the thesis that Quality, in its essence, is achieved through people / Mestrado / Gestão da Qualidade Total / Mestre Profissional em Engenharia Mecanica

Orientador: Ademir Jose Petenate / Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica / Made available in DSpace on 2018-07-31T18:21:25Z (GMT). No. of bitstreams: 1 Ferraz_JoseLazaro_M.pdf: 7414451 bytes, checksum: 2cf3a83becec29eb1295484b19d687ca (MD5) Previous issue date: 2001 / Resumo: O presente trabalho estuda a aplicação de Sistema de Qualidade aderente aos Padrões das Normas NBR ISO 9000 no desenvolvimento e implementação de um programa de gestão da qualidade total, adequado às necessidades de uma grande empresa nacional e os impactos que esta implementação causou na performance operacional desta organização. A aplicação das normas é apresentada por meio de estudo de caso, onde se demonstram todas as etapas realizadas pela empresa, para obter a certificação de seu sistema da qualidade de acordo com os critérios estabelecidos e condicionados pela ISO. Os resultados verificados no estudo permite-nos afirmar que a implementação séria e eficaz de um sistema de qualidade aderente aos critérios e diretrizes das normas NBR ISO 9000 podem contribuir de maneira efetiva para o desenvolvimento de um programa de qualidade total em uma empresa siderúrgica e impactar positivamente em sua performance organizacional, envolvendo melhorias de importância relevante para a competitividade empresarial / Abstract: The present work studies the application of the norms NBR ISO 9000 in the development and implementation of a quality management system, adapted to the needs and peculiarities of a large National Steel Company. Besides this, this work also aims to analyze the influences and results of this norms application in the quality system of the organization and the consequences in the general operation performance of this company. The application of a series of norms NBR ISO 9000 is demonstrated through a case study, in which, al1 the steps carried out by the company are presented. Such steps were taken in order to improve the quality of the company products and services and to get the ISO 9000 Quality System Certificate. For the obtained results in this study, we are able to assure that, since there is an affective and responsible application of the criteria of quality adherent to the guidelines of the NBR ISO 9000 norms, the company can develop and implant a total qua1ity system adapted to its reality and particularities. The results also show that these norms can cause positive impacts in the company performance, involving economic and organization improvements of relevant importance to business competitiveness in general / Mestrado / Gestão da Qualidade Total / Mestre Profissional em Engenharia Mecanica

Orientador: Sergio Tonini Button / Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica / Made available in DSpace on 2018-08-14T13:38:08Z (GMT). No. of bitstreams: 1 Zago_ElisabeteAparecidaGeneroso_M.pdf: 1262858 bytes, checksum: c2818c450eae6e67220abed7c01e7761 (MD5) Previous issue date: 2009 / Resumo: A implementação de um sistema de gestão e a obtenção da acreditação formal podem melhorar de forma significativa a confiabilidade e credibilidade de laboratório de ensaios e calibração. No entanto, sua viabilidade pode ser comprometida pelos custos de implementação relativos principalmente à calibração de equipamentos, bem como ao tempo de dedicação de pessoal especializado se a implantação ocorrer sem ajuda especializada, pois isso pode demandar mais tempo e maior custo. Quando o laboratório faz parte de uma organização maior e que mantém o sistema de gestão da qualidade implantado pela NBR ISO 9001, a implementação do sistema de gestão do laboratório pela NBR ISO/IEC 17025 pode ser facilitada, como foi o caso do laboratório-objeto de estudo, que faz parte de uma organização do setor de telecomunicações certificada NBR ISO 9001:2000. Este trabalho pretende relatar a implantação e a implementação da NBR ISO/IEC 17025:2005, requisitos gerais para competência de laboratórios de ensaios e calibração, e dar orientações quanto ao processo de acreditação por um organismo independente, se esta for a necessidade ou o desejo da direção do laboratório. Fatores como a capacitação dos recursos humanos com experiência na qualificação de materiais, a infraestrutura moderna de laboratórios, a calibração de equipamentos realizada por laboratório de calibração próprio e, principalmente, o fato de ser parte de uma organização com sistema de gestão implantado pela NBR ISO 9001:2000 facilitaram a implementação dos requisitos da direção exigidos pela NBR ISO/IEC 17025:2005. / Abstract: The implementation of a management system and the formal accreditation can significantly increase the reliability of the tests and calibration laboratory. However, its feasibility may be affected by the implementation costs related to equipment calibration and qualified staff when this deployment is performed without qualified support, which may be costly and timeconsuming. When the laboratory is part of a larger organization that adopts the quality management system deployed by the NBR ISO 9001 standard, the deployment of the laboratory management system by the NBR ISO/IEC 17025 becomes simpler. That is the case of the laboratory which is the subject matter of this study and is part of a telecommunications organization certified by NBR ISO 9001:2000. The objective of this work is to report the deployment and the implementation of the NBR ISO/IEC 17025:2005 standard, the general requirements for tests and calibration laboratories expertise, and to provide guidelines for the process of accreditation by an independent body, according the laboratory management board requirements. The human resources qualification experienced in material qualification, the modern infrastructure of the laboratories, the equipment calibration processes performed in the organization's own laboratories and mainly the deployment of the management system by the NBR ISO 9001:2000 standard make the implementation of the requirements established by the management board easier as established by the NBR ISO/IEC 17025:2005 standard. / Mestrado / Materiais e Processos de Fabricação / Mestre em Engenharia Mecânica

The research describe the Total Quality System implementation at a pulp and paper manufacturing. The objective was evaluate the productive process management using a Total Quality Management Model, comparing the results before and after Total Quality System implementation, using the quality efficiency index and the downtimes at two process, uncoated and coated paper process. The methodology used 38 months with the results of quality efficiency index and down time to evidence the improvement on organization with the Total Quality System implementation. The methodology previewed a sample analyses, comparing the medium results of the index, before and after the implementation and a population analyses, using the Student test. As result, the organization had improvement increasing the quality efficiency index at both process. The organization had good results reducing the down time of the machines, increasing the production of paper. The organization had better results after the implementation using a new manufacturing management system. / O presente trabalho aborda a implementação do Sistema da Qualidade Total (SQT) em uma empresa do segmento celulose e papel. O objetivo foi avaliar os ganhos obtidos pelo gerenciamento do processo produtivo utilizando-se um modelo de gestão da Qualidade Total, comparando-se os resultados antes e após implementação do SQT, por meio dos indicadores Índice de Eficiência de Acabamento (IEA), tempo de horas paradas e horas quebras em dois processos, fabricação de papel não revestido e revestido. A metodologia aplicada para evidenciar as melhorias obtidas pela organização com a implementação do SQT abordou a coleta de 38 meses do indicador IEA, tempo de horas quebras e horas paradas. Foi realizada uma análise amostral comparando-se a média das amostras antes e após implementação e uma análise populacional das amostras, utilizando-se o teste t de Student, com grau de confiabilidade de 95%. Como resultado, a organização obteve ganhos significativos como aumento do Índice de Eficiência de Acabamento em ambos os processos, permitindo a empresa disponibilizar mais produtos no mercado. A organização obteve êxito na redução de horas paradas e horas quebras nos processos de papel não revestido e revestido, permitindo aumento de produção de papel. Portanto, os indicadores após implementação apresentaram resultados bastante significativos para a organização com a adoção de um novo sistema de gestão da manufatura.