M.Phil. (Information Management) / An efficient document management system is one that considers the user’s needs for information and the ability of the system to provide valuable information that matches certain characteristics. When users utilise a document management system (DMS) they require a system that they perceive will make their work easier. The efficient and effective use of a DMS depends on how receptive the users are to technology and their intention in using the system. The documents in the document management system are corporate knowledge and should therefore be stored in a central repository such as the DMS, where the company’s corporate memory cannot be lost. The DMS has all the capabilities to keep documents safe where the documents can be accessed again. To measure the technology acceptance of end users, research has identified the technology acceptance model (TAM) as the ideal method. TAM is tailored to elaborate on computer usage, perceived ease of use, attitudes toward using and usage behaviour. The research stream on technology acceptance and use has become one of the most prolific and is claimed to be the most mature research in the modern information system field. The problem identified was to analyse the user’s behavioural intent towards effectively utilising the Eskom in-house document management system. The purpose was to investigate the use of the document system that is currently in place at Eskom and determine user perspectives. Employees working in Eskom cannot afford to neglect using the document management system on a regular basis. Important documents relevant for everyday work are stored in the system, and all employees are granted access to these documents. Given these considerations, users’ perceptions of the in-house document system cannot be taken for granted, and these issues were researched. The findings from the TAM variables showed that perceptions of users towards the DMS were divided, while half of the users were satisfied with the information, system, usefulness and ease of using the system the other half was not satisfied. A division in opinion emerged whether the system should be replaced or rather improved. Benefits of both options were weighed and the study suggested that the system be replaced.

Die doel van hierdie studie was om te kyk hoe effektief die Geïntegreerde Gehaltebestuurstelsel (GGBS), en wel die taksering van opvoeders, bestuur kan word om positiewe resultate by skole te bereik. Die studie is gedoen binne die Interpretivistiese benadering. Data-invordering is gedoen deur middel van vraelyste, observasie en onderhoude. Die studie het getoon dat opvoeders onseker was, juis omdat die Onderwysdepartement nie die nodige leiding gegee en die nodige hulpbronne gehad het nie. Die afgelope twee jaar ( 2006 en 2007 ) egter het die Departement skouer aan die wiel gesit en hulp aan skole verleen, hetsy deur die beskikbaarstelling van die nodige vorms, of die aanstel van ‘n koördineerder om hulp aan skole te verskaf. Die belangrikste uitkomste van die studie was die besef dat opvoeders se vrese en aannames aangespreek moet word om ‘n gehaltebestuurstelsel effektief te maak. Slypskole moet gehou word om hulp en bystand aan die getakseerdes te verleen. Die bestuurspan van die skool moet ook indiensopleiding ondergaan, sodat hulle presies kan weet wat van hulle verwag word. Op hierdie manier word onsekerhede uit die weg geruim, want onsekerheid was die grootste probleem waarmee opvoeders te kampe gehad het in die implimentering van die GGBS.

Prof. T.C. Bisschoff

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.

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.