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Submitted by Marcia Scarpin (mrs.scarpin@gmail.com) on 2016-06-15T20:33:38Z No. of bitstreams: 1 TESE _2016_MarciaScarpin.pdf: 8479445 bytes, checksum: 6461eb5a2c0335091a054924d454d4c9 (MD5) / Approved for entry into archive by Pamela Beltran Tonsa (pamela.tonsa@fgv.br) on 2016-06-16T12:04:40Z (GMT) No. of bitstreams: 1 TESE _2016_MarciaScarpin.pdf: 8479445 bytes, checksum: 6461eb5a2c0335091a054924d454d4c9 (MD5) / Made available in DSpace on 2016-06-16T12:11:10Z (GMT). No. of bitstreams: 1 TESE _2016_MarciaScarpin.pdf: 8479445 bytes, checksum: 6461eb5a2c0335091a054924d454d4c9 (MD5) Previous issue date: 2016-04-07 / Operational capabilities are characterized as an internal resource of the firm and source of competitive advantage. However, the literature of operations management provides inadequate constitutive definitions of operational capabilities, does not cover the relativization to different contexts, has limited empirical grounding, and does not adequately explores the more extensive empirical literature on operational practices. When practices are operationalized in the internal environment of the firm, they can be incorporated as organizational routines, and through the pre-existing tacit knowledge of production, become operational capabilities, thus creating barriers to imitation. But, a few scholars have explored operational practices as an antecedent of operational capabilities. Based on this review, we investigated about nature of operational capability; the relationship between operational practices and operational capabilities; types of operational capabilities characterized in the firm’s internal environment; and the impact of the operational capabilities on operational performance. Therefore, we conduct a mixed methods research. In qualitative stage, we conducted case studies in four firms, two multinational American firms operating in Brazil and two local Brazilian firms. We collected data through semi-structured interviews with open-ended questions, based on our theoretical review of operational practices and operational capabilities. The interviews were conducted face-to-face. In total, 73 interviews were performed in four different firms (21 - first case, 18 - second case, 18 - third case, 16 – fourth case). All interviews were recorded and transcribed literally in NVivo software. In quantitative stage, the sample was composed of 206 firms. The questionnaire creation involved an extensive review of the literature and also the use of the results of the analysis of the qualitative phase data. Q-sort was performed. Pre-test was administered to production managers. Measures were conducted to reduce Common Method Variance. A total of ten scales were used: 1) Continuous Improvement; 2) Information Management; 3) Learning; 4) Customer Support; 5) Innovation; 6) Operational Efficiency; 7) Flexibility; 8) Customization; 9) Supply Management; and 10) Operational Performance. We use Confirmatory Factor Analysis to conducted reliability, content, convergent, and discriminant validity. The data were analyzed using regressions. Our main results were: First, relate the operational practices as an antecedent of operational capabilities. Second, the creation of a typology divided into two constructs. The first construct is called Standalone Capabilities. This group consists of zero order capabilities such as Customer Support, Innovation, Operational Efficiency, Flexibility, Customization, and Supply Management. These capabilities aim to improve operational processes of the firm. They have a direct relationship with operational performance. Second construct is called Across-the-Board Capabilities. It is composed of first order capabilities such as Learning, Continuous Improvement, and Information Management. These capabilities are considered dynamic and they have the role to reconfigure Standalone Capabilities. / Operational capabilities são caracterizadas como um recurso interno da firma e fonte de vantagem competitiva. Porém, a literatura de estratégia de operações fornece uma definição constitutiva inadequada para as operational capabilities, desconsiderando a relativização dos diferentes contextos, a limitação da base empírica, e não explorando adequadamente a extensa literatura sobre práticas operacionais. Quando as práticas operacionais são operacionalizadas no ambiente interno da firma, elas podem ser incorporadas as rotinas organizacionais, e através do conhecimento tácito da produção se transformar em operational capabilities, criando assim barreiras à imitação. Apesar disso, poucos são os pesquisadores que exploram as práticas operacionais como antecedentes das operational capabilities. Baseado na revisão da literatura, nós investigamos a natureza das operational capabilities; a relação entre práticas operacionais e operational capabilities; os tipos de operational capabilities que são caracterizadas no ambiente interno da firma; e o impacto das operational capabilities no desempenho operacional. Nós conduzimos uma pesquisa de método misto. Na etapa qualitativa, nós conduzimos estudos de casos múltiplos com quatro firmas, duas multinacionais americanas que operam no Brasil, e duas firmas brasileiras. Nós coletamos os dados através de entrevistas semi-estruturadas com questões semi-abertas. Elas foram baseadas na revisão da literatura sobre práticas operacionais e operational capabilities. As entrevistas foram conduzidas pessoalmente. No total 73 entrevistas foram realizadas (21 no primeiro caso, 18 no segundo caso, 18 no terceiro caso, e 16 no quarto caso). Todas as entrevistas foram gravadas e transcritas literalmente. Nós usamos o sotware NVivo. Na etapa quantitativa, nossa amostra foi composta por 206 firmas. O questionário foi criado a partir de uma extensa revisão da literatura e também a partir dos resultados da fase qualitativa. O método Q-sort foi realizado. Um pré-teste foi conduzido com gerentes de produção. Foram realizadas medidas para reduzir Variância de Método Comum. No total dez escalas foram utilizadas. 1) Melhoria Contínua; 2) Gerenciamento da Informação; 3) Aprendizagem; 4) Suporte ao Cliente; 5) Inovação; 6) Eficiência Operacional; 7) Flexibilidade; 8) Customização; 9) Gerenciamento dos Fornecedores; e 10) Desempenho Operacional. Nós usamos análise fatorial confirmatória para confirmar a validade de confiabilidade, conteúdo, convergente, e discriminante. Os dados foram analisados com o uso de regressões múltiplas. Nossos principais resultados foram: Primeiro, a relação das práticas operacionais como antecedentes das operational capabilities. Segundo, a criação de uma tipologia dividida em dois construtos. O primeiro construto foi chamado de Standalone Capabilities. O grupo consiste de zero order capabilities tais como Suporte ao Cliente, Inovação, Eficiência Operacional, Flexibilidade, e Gerenciamento dos Fornecedores. Estas operational capabilities têm por objetivo melhorar os processos da firma. Elas têm uma relação direta com desempenho operacional. O segundo construto foi chamado de Across-the-Board Capabilities. Ele é composto por first order capabilities tais como Aprendizagem Contínua e Gerenciamento da Informação. Estas operational capabilities são consideradas dinâmicas e possuem o papel de reconfigurar as Standalone Capabilities.

This research study had two distinct objectives. The first objective was to determine in which areas in South African banks the most severe operational risk losses are likely to occur (based on the Basel II seven loss event types and eight business lines). Severity was assessed based on single operational risk events that might have significant monetary values attached to them. The likely frequency of single operational risk events was also assessed. The investigation of the aforementioned research problem was explorative and quantitative of nature, as the researcher made extensive use of survey research in the form of a questionnaire to all registered banks. The second part of the research study’s objective was to assess the range of practices in collecting internal loss data for operational risk purposes as required by Basel II. This part was approached from a qualitative perspective, by benchmarking the research findings against the Basel II text, the researcher’s experience in risk management in banks, the Basel Committee on Banking Supervision’s Sound Practices for the Management and Supervision of Operational Risk, and related literature. The literature review, including reference to certain surveys and studies, focuses on the main concepts of operational risk within banks that are pertinent to the research problem. The literature review also includes several references to the Basel II text and other relevant publications and papers issued by the Basel Committee on Banking Supervision. The research results revealed that respondents in South African banks believed that ‘business disruption and system failures’ is the loss event type that is likely to result in the most severe single operational risk loss. ‘Trading and sales’ scored the same high average rating as ‘business disruption and system failures’ as the business line where the most severe single operational risk loss is likely to occur in South African banks. ‘External fraud’ and ‘execution, delivery and process management’ scored the highest average ratings as the loss event types where the most frequent operational risk losses are likely to occur. Respondents indicated that ‘retail banking’ is the business line where the most frequent single operational risk losses are likely to occur in South African banks. Based on the above-mentioned findings the researcher recommends that these high-risk areas be highlighted to the Bank Supervision Department of the South African Reserve Bank, the boards of directors and senior management of banks in order for them to strengthen banks’ internal controls. The researcher recommends the inclusion of near misses and opportunity cost in operational risk loss databases. Banks should at least capture the date of the discovery of an operational risk event as this represents acceptable practice among the majority of banks. Operational risk losses should be assigned to the multiple business activities in which it occurred on a pro-rata basis. All recoveries of operational risk losses should be processed separately, but associated with the original loss event. Replacement cost is seen as the most appropriate way to capture gross loss amounts for the damage to fixed assets. The researcher encourages the recording of overtime cost for fixing systems failures. Market risk losses due to operational risk events should be treated as market risk losses, while loan-related losses due to operational risk failures should be treated as credit risk losses by banks. The researcher’s view is that banks should set different thresholds for the collection of operational risk losses for its various business units based on each business unit’s operations and nature of business. Banks should, as a starting point, map operational risk events to the Basel II 8x7 matrix. Operational risk losses should be assessed by both legal entity and on a consolidated basis.

This study is an exposition of research into the effect of operational efficiency to global competitiveness, with the Richards Bay Dry Bulk Terminal (DBT) being the case study. The Richards Bay DBT is the main dry bulk terminal in the South African ports, operated by Transnet Ports Terminals (TPT), which is a division of the state-owned Transnet Ltd. Because of the strategic position of the DBT as the main dry bulk terminal of the country and also that it is a state owned entity, its competitiveness or otherwise is a reflection of South Africa the country as a trade destination. The research seeks to investigate the problem of the declining volumes handled by the DBT, which is traced to the possible operational inefficiencies and is likely to impede competitiveness of the DBT. While this study will not propose the ultimate solutions to the DBT’s problems, it will identify the root causes and symptoms of the problems, which will ultimately guide what needs to be tested as a better solution. Based on this, it is argued that this topic should generate a lot of interest to the stakeholders both locally and internationally.

The aim of this study was to investigate the effect of frequent operational changes on the repairs and maintenance of public lighting in the Energy and Electricity Division of the City of Tshwane Metropolitan Municipality as a result of management decisions. The results of the study showed contrasting opinions and perceptions amongst all participants on the repairs and maintenance activities of public lighting. Both employees working in the maintenance operations and public lighting sections agreed that their sections were performing the repairs and maintenance of public lighting satisfactory. Customers and community leaders on the other hand agreed that the maintenance operations sections are performing the repairs and maintenance of public lighting satisfactory as compared to public lighting section. All employees were in favour and support of decisions taken respectively since these decisions were beneficial to their respective sections, but however they were concerned on the frequency of decisions taken by top management and changes implemented within their respective sections as these decisions and changes created confusion and conflict amongst employees. All sections involved in the repairs and maintenance of public lighting were faced with numerous similar challenges that created deficiencies and ineffectiveness on the maintenance activities of public lighting and that contributed to enormous complaints from customers and community leaders on the service rendered by the division.

Thesis (MBA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: Corporate governance codes such as King III are focussing on IT governance due to the strategic nature of IT systems and the impact security breaches or failure of IT systems can have on a company’s sustainability. The convergence of Operational Technology (OT) and IT brings about both risks and opportunities for OT systems, while further entrenching their strategic nature within organisations. These systems are therefore key to the sustainability of an organisation and this necessitates the extension of sound governance not only to IT but also to OT. In many organisations, due to the previously closed or proprietary nature of OT systems, no governance controls or frameworks have traditionally been needed or put in place for OT systems. The aim of this research was to explore whether the lack of OT governance controls or framework within OT reliant organisations could be addressed by adapting and implementing leading IT governance models for OT systems due to the convergence between traditional IT and OT. The research methodology employed was a literature review followed by the selection and adaptation of a leading IT governance framework for OT governance. Additional data regarding OT incidents was gathered from the author’s own organisation and documented as mini case studies to determine if OT governance could have mitigated or minimised the impact of the documented OT incidents. The research showed that IT and OT are converging on two fronts, firstly due to integration between IT and OT and secondly due to the sharing of common technologies at a hardware, software and network layer. The research also indicated that the security risks facing IT continue to grow in number and sophistication. By extension, due to the technology convergence, these risks are now extending to OT systems, adding to the risks already facing OT systems. Leading corporate governance codes are espousing holistic governance to ensure the sustainability of an enterprise. Certain codes such as King III from South Africa have specifically called out IT governance as a key element of a holistic governance practice. Due to the convergence between IT and OT as well as the increasing risk, the lack of governance in OT can have a material impact on the sustainability of an OT reliant enterprise, necessitating the extending of governance to cover not only IT but OT as well. The research showed that a leading IT governance framework such as COBIT 5 can be applied to OT with little or no adaptation firstly due to the closeness between IT and OT brought about by the convergence between IT and OT, and secondly due to the way that COBIT 5 has been developed to serve as an overarching governance framework that can be adapted and applied by Enterprises to suit their unique requirements, one of which could be OT governance.

Landings are an integral part of New Zealand Harvest operations where extracted trees are processed into logs and loaded out onto trucks. Forest owners need to balance the cost and environmental considerations when designing and constructing landings, with the productivity and safety of the harvesting crew that will use the landing. The objective of this study is to gain a greater understanding of landing size and how they affect forest harvest operations. This study investigates the relationship between landing size and processing delays. A time study was carried out for ten harvest operations predominantly in the lower North Island. The time study recorded all delays on the processing task of measuring and cutting stems into logs. The delays were then categorised so that only processing delays that are influenced by the size of the landing remained. These processing delays were then expressed per m3 and used as the response variable in regression analysis to test their correlation against landing size and a range of other predictor variables. A very strong, linear relationship between processing delays per m3 and actual landing size was found. This indicates that harvest operations on smaller landings exhibited higher delays per m3 than those on larger landings. Loading of the deck was the most significant processing delay; this is a direct result of not having enough room for surge piles as delimbing was not able to be carried out during loader downtime. The significance of the relationships developed in this study can help forest owners realise the implications of building landings that are too small for the intended purpose. Not only will small landings affect productivity, but have the potential to financially affect the forest owner also.

Landings are an integral part of New Zealand Harvest operations where extracted trees are processed into logs and loaded out onto trucks. Forest owners need to balance the cost and environmental considerations when designing and constructing landings, with the productivity and safety of the harvesting crew that will use the landing. The objective of this study is to gain a greater understanding of landing size and how they affect forest harvest operations. This study investigates the relationship between landing size and processing delays. A time study was carried out for ten harvest operations predominantly in the lower North Island. The time study recorded all delays on the processing task of measuring and cutting stems into logs. The delays were then categorised so that only processing delays that are influenced by the size of the landing remained. These processing delays were then expressed per m³ and used as the response variable in regression analysis to test their correlation against landing size and a range of other predictor variables. A very strong, linear relationship between processing delays per m3 and actual landing size was found. This indicates that harvest operations on smaller landings exhibited higher delays per m3 than those on larger landings. Loading of the deck was the most significant processing delay; this is a direct result of not having enough room for surge piles as delimbing was not able to be carried out during loader downtime. The significance of the relationships developed in this study can help forest owners realise the implications of building landings that are too small for the intended purpose. Not only will small landings affect productivity, but have the potential to financially affect the forest owner also.

This work contains the analysis and redesign of a translinear circuit. This circuit appeared in the article by Robert Blauschild. The Blauschild circuit was analyzed on H-SPICE, a VAX computer circuit analysis program, with Burr-Brown Integrated Circuit Process 30 models. Circuit improvement to input voltage to current converter stage and circuit simplification of the output stage were implemented and simulated in the redesign. The results of the two simulations were compared, which showed that the improvements were valid and useful. Going through this redesign cycle of circuit analysis, computer simulation and bread-boarding served as an actual design engineering application with a real problem, solution, and result scenarios.

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