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.

A research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, Johannesburg, in partial fulfilment of the requirements for the degree of Master of Science in Building, 2016 / South African public sector clients use a variety of Total Quality Management (TQM) practice in infrastructure project delivery. However, there is a dearth of information on the impact of TQM on these projects. The three main drivers of public projects delivery are time, cost and quality. In many instances, the quality of the work is lacking and this in return hamper service delivery and consequently cost and time overruns are experienced. Furthermore, The public sector in the South African construction industry is the main employer of consultants, contractors and professionals in the construction fraternity, could lead from the front by bring the culture of quality in the construction industry. The study is investigating the level of TQM adoption in the public sector and is motivated by the limited academic research that has been done locally in TQM with respect to construction industry, especially from the client’s perspective. Internationally there have been extensive studies that were conducted on the subject. In general, there are ten elements of TQM, if practiced, there is an opportunity for positive results which can be attained both in short and long term basis. A questionnaire was used to collect the qualitative data, from public sector engineers and technicians, Consulting engineers and Contractor, which is then analysed using a range of statistical techniques, tables and graphs. In general, TQM concepts are used in the South African public sector infrastructure projects. There public sector should work towards quality management certifications, which will translate into standardised quality process. TQM can only be achieved if there are already process in place. Keywords TQM, Infrastructure projects, Project management, Service delivery Public sector, South Africa / EM2017

Thesis (M. Admin.)--University of South Africa, Pretoria, 2002.

Submitted in fulfilment of the requirements of the Degree of Master of Technology: Quality, Durban University of Technology, 2014. / Creativity and innovation drive organisational progress and is being heralded as the next competitive frontier for organisations. This study was initiated by current research which showed that the soft (infrastructure) quality management practices which focuses on people and culture had a greater effect on the pursuit of quality and innovation than the hard (core) quality management practices which focuses on techniques and methodology. Adopting a culture of innovation and creativity in quality instead of mere compliance, should drive the corporate quality strategy. This study made use of qualitative and quantitative research techniques by reviewing national and international related literature and used a questionnaire to investigate 54 ISO 9001 accredited South African organisations, respectively. It also investigated the degree to which creativity and innovation are practiced in these organisations, thereby exploring the gap between the importance of a factor to an organisation and the practice of the same factor. Results from Chapter 4 show that implementing innovation, the role of management and the role of government in encouraging innovation are very important but insufficiently practiced. The questionnaire revealed that hard/core factors are sufficiently practiced in quality but that the soft/infrastructure factors, which are important to innovation, are not. The respondents indicated that pursuing both quality and innovation simultaneously is an important goal and that the external and internal environment impact on innovation as much as the characteristics of the individual does. A model which attempts to consider all the factors that impact on innovation and quality is proposed. The model, called the Qic Model, consolidates previous research on innovation and quality through the Composite Model of Innovation and Quality and then proposes a tool called the Qic Assessment Matrix which can be used to strategically position an organisation or assess effort in innovation and quality. / Durban University of Technology

Dissertation submitted in partial fulfilment of the requirements for the degree of Master of Business Administration, Business Studies Unit, Faculty of Commerce, Durban University of Techology, 2007. / Quality improvement is a fundamental and important attribute of a company’s business strategy and competitive positioning. The Durban-based paint factory of Dulux (Pty)Ltd, is the primary manufacturing and distribution site in South Africa. This site has to ensure that the consumers and customers in the target market, are satisfied with the quality of product and service received from the factory. This research focuses on the determination of employee perceptions of quality during 2006 at the paint factory site. In particular, how could these perceptions be effectively used by management as a basis for improving the quality ethic on the site. An improved quality ethic ensures a value- added product and service offer to the target market. The research investigates employee perceptions for various site departments and job grades within the context of several quality themes. Employee perceptions were determined by means of a quantitative survey conducted on the site population using a survey questionnaire. The study shows a primarily positive perception of quality by the employees. The subsequent descriptive and inferential statistical analysis quantifies these perceptions as statistically significant in relation to the research questions that were used in the research. There were some perceptions of quality that highlited potential areas for improvement within the site quality management system and the scope of application. These areas need to be considered by management in order to restore positive perception and support for the quality management system. It is recommended that an annual survey of employee perceptions be conducted by the Quality Assurance department and feedback discussed at the annual quality management review forum. An effective quality improvement and communications strategy can then be determined for implementation. It is also proposed that future research consider conducting a similar study at the service oriented Dulux Alberton site and another survey for the management team at the Durban factory.

Dissertation submitted in partial fulfilment of the requirements for the degree of Master of Business Administration, Business Studies Unit, Faculty of Commerce, Durban University of Techology, 2007. / Quality improvement is a fundamental and important attribute of a company’s business strategy and competitive positioning. The Durban-based paint factory of Dulux (Pty)Ltd, is the primary manufacturing and distribution site in South Africa. This site has to ensure that the consumers and customers in the target market, are satisfied with the quality of product and service received from the factory. This research focuses on the determination of employee perceptions of quality during 2006 at the paint factory site. In particular, how could these perceptions be effectively used by management as a basis for improving the quality ethic on the site. An improved quality ethic ensures a value- added product and service offer to the target market. The research investigates employee perceptions for various site departments and job grades within the context of several quality themes. Employee perceptions were determined by means of a quantitative survey conducted on the site population using a survey questionnaire. The study shows a primarily positive perception of quality by the employees. The subsequent descriptive and inferential statistical analysis quantifies these perceptions as statistically significant in relation to the research questions that were used in the research. There were some perceptions of quality that highlited potential areas for improvement within the site quality management system and the scope of application. These areas need to be considered by management in order to restore positive perception and support for the quality management system. It is recommended that an annual survey of employee perceptions be conducted by the Quality Assurance department and feedback discussed at the annual quality management review forum. An effective quality improvement and communications strategy can then be determined for implementation. It is also proposed that future research consider conducting a similar study at the service oriented Dulux Alberton site and another survey for the management team at the Durban factory.

SMMEs play a crucial role in the economy of South Africa. They create employment, contribute significantly to the GDP and close the income gap. The growth and sustainability of SMMEs is important and government had put in place a number of policies, programs and strategies to address the plight of SMMEs. Institutions exist by public and private mandate to support the development of the SMME sector. However, internal constraints such as weak quality control hinder such growth and generally lead to low levels of entrepreneurial activity and high rates of business discontinuity. Generally, SMMEs are known for losing customers and resultantly discontinuing after establishment. Research needed to be conducted to establish the quality management practices of medium-sized enterprises. Available knowledge lacked practical orientation on quality management practices and rather focused more on development trends, problems and needs of SMMEs. Published research did not provide much knowledge on how medium-sized enterprises respond to the customers’ expectation of quality thereby pointing to a need for this study. The purpose of the study was therefore devised to determine whether medium-sized enterprises in the city of Mbombela are aware of and committed to quality management in order to satisfy their customers and to identify the quality management practices applied by the enterprises. The research was quantitative and was conducted using a non-experimental survey design. Participants were a group of 95 medium-sized enterprise owners or managers of which 47 returned the research instrument allowing the survey to obtain a response rate of 49.5%. The medium-sized enterprises were selected using probability based stratified random sampling. A standardised survey questionnaire was used to collect field data and a MoonStats program was used to perform statistical analysis and interpretation. The findings revealed that medium-sized enterprises in the city of Mbombela have a high level of quality awareness at the level of the owner or manager, are oriented towards customer and apply quality management practices in their operation. However, the level of quality awareness declines at the level of administrative, artisan or trade and general staff and the enterprises do not participate and compete in business excellence models and quality awards to assess their management practices, measure their growth and seek recognition. The study recommends that medium-sized enterprise owners and managers should raise the level of quality awareness amongst their staff and evaluate their management practices on a regular basis. Government, SMME development and support agencies should coherently promote business excellence models and quality award programs to medium-sized enterprises and provide incentive for participation in such programs as this will ensure that due diligence is paid to the development of the enterprises. / Business Management / M. Tech. (Business Administration)

Thesis (MTech (Quality)) -- Cape Peninsula University of Technology, 2010 / Since 1996, the South African clothing and textile industries have been under tremendous pressure to improve the competitiveness of the industry. Various attempts to save the industry have been considered by both industry and Government. The attempts included the introduction of quotas with the aim to limit imports, the formulation of clusters, and improving the value chain between the clothing manufacture textile companies and the clothing retail companies. More specific, focus was leveled at the improvement of the industry’s productivity and quality management systems. In spite of these efforts, sectors of the South African clothing and textile industries are closing down. Although the clothing and textile industries are experiencing a decline in large companies, there has been a steady increase in the number of emerging Small Medium Enterprises (SME’s) commonly referred to as CMT’s (Cut Make and Trims) within the context of the clothing industry. The research question which was researched within the ambit of this dissertation read as follows: What actions are required for Total Quality Management (TQM) to be successful implemented within South African clothing manufacturing SME’s?” The objective of this research was to determine what challenges are facing South African clothing manufacturing SME’s, and the reasons for the lack of successful implementation of TQM systems within the South African clothing manufacturing SME’s. Furthermore, to determine if there is a relationship between the planning behavior of SME’s and lack of TQM implementation and to what extent the accreditation process impact upon TQM implementations within SME’s. The survey conducted within SME’s provided positive feedback with respect to quality processes being followed. In spite of this the following challenges were identified: The lack of employee involvement in decision-making, miscommunication between management and employees, and the dissatisfaction of employees.

Thesis(Mtech (Industrial Engineering)--Cape Peninsula University of Technology, 2010 / In the nuclear industry, Quality Management Systems are extremely important, especially if one wishes to improve public acceptance of radioactive solutions. There is normally minimum communication between the public and scientists, especially in nuclear science. People are not comfortable with nuclear technology, based on the past history of the Chernobyl catastrophe. Consequently, it is difficult to discuss important and sensitive issues like disposing of nuclear waste. Quality Management Systems can improve public confidence and communication. Integrated Management Systems in the project planning stage of the project can be a proactive step towards preventing unnecessary delays and costs. There is a perception that quality is implemented or executed at the implementation stage of the Project Life cycle. Most people believe that a Quality Management System is quality control only and forget the aspect of Quality assurance. The project managers are more concerned with finishing the project and saving costs. Quality holds together the three pillars of project management, which are schedule, costs and scope. There are a plethora of things that can go wrong if the Quality Management System is not implemented on time, like scope changes that are not captured, monitored and controlled. This can lead to scope creep, unnecessary costs and schedule overruns. If there is no cost control, the project can also overrun its budget and consequently be stopped. PBMR is the only company that is active in new nuclear projects in South Africa, except Koeberg, which was commissioned about thirty years ago.

A dissertation submitted in fulfillment of the requirements for the degree Master Technology: Quality in the Faculty of Engineering at the Cape Penisula University of Technology / Uneven surfaces on national roads that often lead to difficulty and even danger can be extremely hazardous when wet, due to mud and cracks, and also create dust pollution for motorists, pedestrians, residents and business. The continuing use of low quality raw materials in producing hot mix asphalt for national roads, leads to regular maintenance at a very high cost. The quality aggregates (stone that is used to produce asphalt), and the quality of bitumen are often inadequate for the correct composition of hot mix asphalt. The mst important factors affecting initial and long term performance of the highways is the inferior pavement structure and condition, due to poor aggregates (raw material)from suppliers. The performance of asphalt i s largely determined by the characteristics of its constituents, the asphalt binder and aggregates.