published_or_final_version / Business / Doctoral / Doctor of Philosophy

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Dissertation submitted in compliance with the requirements for the Masters Degree in Business Administration, Durban University of Technology, 2008. / Increasing competitive pressure from global markets and technological developments has resulted in the continual demand for business improvement philosophies and methodologies to address this challenge. The LSS approach to business improvement has emerged in both the practitioner and academic literature as having a significant role in this area. In 2006, The Valspar Corporation embarked on a LSS initiative as a way to improve the business globally, to achieve sustained profitable growth and to enhance customer value. Valspar (SA) found the implementation of LSS a challenge because the organisation could not afford the appointment of a full-time Black Belt to manage the programme locally. Green Belts were appointed to lead LSS projects part-time. Management wanted to know if they have applied the LSS methodology correctly within the scope of the business, especially since not all organisations were successful in the implementation of LSS. The objective of this study was to determine the critical factors that affect the successful implementation of LSS at Valspar (SA) and to assess the degree to which these critical factors exist at Valspar (SA). In a census, the researcher used the questionnaire to gain information about the current views of employees on the LSS programme at Valspar (SA). The research highlighted the critical success factors for LSS implementation and the results of the evaluation revealed both the positive and negative aspects of the LSS programme at Valspar (SA). / Valspar Corporation

Dissertation submitted in compliance with the requirements for the Masters Degree in Business Administration, Durban University of Technology, 2008. / Increasing competitive pressure from global markets and technological developments has resulted in the continual demand for business improvement philosophies and methodologies to address this challenge. The LSS approach to business improvement has emerged in both the practitioner and academic literature as having a significant role in this area. In 2006, The Valspar Corporation embarked on a LSS initiative as a way to improve the business globally, to achieve sustained profitable growth and to enhance customer value. Valspar (SA) found the implementation of LSS a challenge because the organisation could not afford the appointment of a full-time Black Belt to manage the programme locally. Green Belts were appointed to lead LSS projects part-time. Management wanted to know if they have applied the LSS methodology correctly within the scope of the business, especially since not all organisations were successful in the implementation of LSS. The objective of this study was to determine the critical factors that affect the successful implementation of LSS at Valspar (SA) and to assess the degree to which these critical factors exist at Valspar (SA). In a census, the researcher used the questionnaire to gain information about the current views of employees on the LSS programme at Valspar (SA). The research highlighted the critical success factors for LSS implementation and the results of the evaluation revealed both the positive and negative aspects of the LSS programme at Valspar (SA). / Valspar Corporation / M

The objective of this research is to examine whether the implementation of the High level (Strategic) Balanced Scorecard at Mangosuthu Technikon could provide solutions to the following problems: Translating Vision and Strategy to operational tenus: The organisation's strategy must be executed at all levels of the organisation. The key to this transformation is putting strategy at the centre of the management process. Aligning the organisation around the strategy: For maximum effectiveness, the strategies and the scorecards of all business units should be aligned and linked with one another. Making strategy a continuous process: This is how the organisation get all its employees to make strategy part of their daily job. Strategy Evaluation and Selection: The organisation's strategy must fit within one of the following criteria: Consistency, Consonance, Advantage, and Feasibility. The Balanced Scorecard building process is designed to deliver the following: • Establishment/ Confirmation of the Vision • Establishment/Confirmation of the organization's strategy • Measurement perspective selection • Strategy development for each perspective • Identification of factors which are critical to the success of the strategy in each perspective • Definition of the measures which drive the critical success factors The Balanced Scorecard theory is such that by achieving each of the process outputs, clarity and focus for the organization's future is determined as well as how to achieve that future objective. This clarity and focus provides the basis to resolve the problems identified. A high level (Strategic) Balanced Scorecard can be built in a relatively short period of time. However, adherence to the methodology is crucial for the resulting scorecard to be meaningful and, therefore, useful. Senior management, and especially the CEO, have to be fully committed to both the project and methodology compliance. Deviations reduce the effectiveness of the effectiveness of the initiative and can completely undermine the resulting scorecard. Kaplan & Norton first suggested the Balanced Scorecard in 1992. It is still being implemented in organizations today, to provide a solution to a variety of organizational issues. This continued usage and support is a confirmation of the quality, durability and adaptability of the tool, as well as its ability to deliver. / Thesis (MBA)-University of Natal, Durban, 2003.

This article examines the appropriateness of applying the South African Excellence Model for Public Service Performance Excellence in developing a strategy for the South African Military Health Service (SAMHS) to enhance Military Health Service delivery and performance excellence. The need for a strategy to improve Military Health Service delivery and performance excellence was theoretically, empirically and practically informed by different strategic imperatives. The production of the White paper on the Transformation of the Public Service by the South African Department of Public Service and Administration highlighted one of the main reasons for undertaking a study of this nature. The White Paper provided a framework to enable public services to develop performance excellence strategies. The results achieved by the application of the South African Excellence ModeI for Public Service Performance Excellence Self-assessment Questionnaire provide potential benefits for the SAMHS to enhance Military Health Service delivery and performance excellence. The Excellence Model identifies SAMHS strengths and areas for improvement based upon well-established internationally accepted theoretical frameworks and recognised criteria for performance excellence. From this study it is inferred that determining Military Health Service performance excellence continues to be a challenge. It became evident that applying the South African Excellence Model for Public Service Performance Excellence as an integrated self-assessment framework within the SAMHS as a public service health care organisation could be the starting point for a regular strategic planning process within the organisation and could ensure continuous improvement in the performance excellence levels of Military Health Service organisations. / Prof. J Uys

Introduction: Performance management is an important driver in most companies today. Companies regard this as the tool to ensure that the people working for them will deliver as per the agreed contract and objectives which were set mutually. This study will reveal the importance of a well managed performance management system and what benefits one will derive from it. Intent: The purpose of this research project is to conduct a critical analysis of the performance management system used by Nampak Research and Development. They have been using a system since 2001 to the present without any changes to the system. The study focused on key areas to ascertain the level of change in the above respect that needs to take place. The study addressed (a) the understanding of performance management, (b) the management attitude towards performance management, (c) staff development, (d) the mentoring system, and (e) the performance appraisal method used. Findings: the main findings were that: (a) loss of management skill due to retirement, (b) staff has a negative attitude towards the performance management system, (c) staff does not trust the system, (d) management is the only group that is positive about the system, (e) there are no staff development strategies and no staff development, (f) ineffective mentoring system, (g) no mentor and mentee relationship, and (h) the performance appraisal method raised concerns in terms of departments not being consistent with the rating scores. Conclusion: the researcher has recommended what needs to be put in place to help the system work. Due to the complexity of the system, the researcher then recommended that a specialist in the field of performance management be approached to resolve the situation.

published_or_final_version / Business / Master / Master of Philosophy

The audit expectations gap is a prominent issue in the private sector. However, in the public sector, the audit expectations gap is an emerging issue that has received little attention by reseachers. To date, only a limited number of studies on the audit expectations gap in the public sector are available, either in the context of a financial audit or a performance audit. This study focused on the audit expectations gap in the context of the latter. The importance of the performance audit function in the Malaysian public sector, combined with recent developments related to this type of audit in the country (such as increasing expectations among the users and associated problems in practice) were the reasons for conducting the study in this area. Thus, the study aims to identify the existence of the audit expectations gap in the Malaysian public sector. In achieving this objective, it explores the perceptions of auditors and Public Account Committee (PAC) members, auditees and ‘other users’ (consisting of journalists, politicians and academics). The conceptual framework in this study was developed based on Chowdhury’s (1996) and Porter’s (1993) approaches. Utilising the accountability-based framework as suggested by Chowdhury, six audit concepts (auditor independence, auditor competence, audit scope, auditor ethics, audit reporting and auditing standards) were examined. Porter’s model was subsequently utilised to identify the nature and the components of the gap. This study employed two types of research methods: interviews and audit report analysis. Interviews were conducted with 37 participants comprising of auditors, PAC members, auditees and ‘other users’. The second research method involved the examination of four performance audit reports. The findings of this study indicated that the audit expectations gap exists in the Malaysian public sector in the context of performance auditing. The analysis of interviews and audit reports clearly suggest that the audit expectations gap exists over a number of auditing issues. These comprise fraud detection exercises, the influence of management, executive and other parties on auditors, outsourcing the audit to private audit firms, content and format of the audit report and extending the audit mandate to cover the question of merits of policy.

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 Engineering. Johannesburg, 2016 / This research report addresses the question: Is BRM (Benefits Realisation Management) a valid method for MES (Manufacturing Execution Systems) development and implementation? While the technical aspect of implementing MES is standardised and well documented, a clear approach to tackling the activity on a company specific level is missing. Literature shows that there is ambiguity in where ownership should lie and further details common organisational problems that companies experience. Limited guidance is given to how these problems can be tackled. An evaluative case study is conducted at the WMMEA (WEIR Minerals Middle East and Africa) machine shop to determine whether BRM methodology is able to improve the MES system and its implementation by adding a previously unexplored structure to the undertaking. The research method focuses on two aspects of the case. The initiative, where the researcher aims to identify whether BRM methodology is able to specify a complete set of requirements for MES implementation. The outcomes, where the researcher quantifies the benefits gained from the implementation. This report describes an adapted BRM methodology and the outcomes of its application. These outcomes consist of the issues faced by the company, the enablers developed to overcome these issues, and the benefits derived from MES. The BRM methodology is shown to be valid in the case of WMMEA by the confirmed realisation of predicted benefits. The business objectives achieved are an improved on-time delivery to customers and an increased part value. / MT2017