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Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2007. / Includes bibliographical references.

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: World Class Manufacturing (WCM) was first introduced into Nampak in 1990, and since then, there have been three attempts by the organisation to re-implement WCM in the organisation. In the last 23 years, 1990-2013, no formal assessment has been done with regard to evaluating whether the introduction of WCM was effective or not in the organisation, according to the goals and objectives set when the projects were initially implemented. The aim of this research report was to evaluate whether the implementation of WCM was effective in the Nampak Plastic Rigids (PRs) clusters and the study focused on only three operations namely; Nampak Tubes, Closures and Megapak. Secondly, the research aimed to establish what elements were required to successfully implement and sustain WCM in an organisation. Through the research it was established that in order to implement and sustain WCM successfully the following elements are required; strategy alignment, strategy implementation or execution, benchmarking, employee involvement, change management and the correct selection of continuous improvement tools and tactics. The three operations selected in the study were then evaluated against these elements through a survey, in order to gauge their alignment against each element. The research found that none of the three operations met the ideal state of 85 per cent in aligning themselves to the six elements. Nampak Tubes was the only operation that came close to the required ideal level of 85 per cent, as the operation had re-implemented WCM in 2011 and as a result, the operations performance in terms of the selected KPIs was better than that of the other two. However, on average none of the three operations reached the 85 per cent ideal range. This was an indication that the PRs were not aligned to the required six elements in their attempt to implement WCM, and despite the three previous attempts, success had not been achieved. The elements could prove complex as regards their comprehension and implementation as guided by the literature review and research, thus leadership should take careful note of the relationship between all of them. The organisational leadership is responsible for ensuring that the WCM strategy is driven centrally and adopted by all the stakeholders in the organisation, as all the elements require a leadership intervention. World Class Manufacturing is more than a concept or a project; it is a philosophy which should be treated as a way of life, if organisations are to be successful in being competitive.

Thesis (M.S.)--Ohio University, August, 1994. / Title from PDF t.p.

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.

This master thesis consider the proposal for quality improvement of an industrial process. There are recomended proposals and methods for improvement of current situation of processing on the production of provided information here.

Thesis (Ph.D.)--University of Wollongong, 2006. / Typescript. Includes bibliographical references: leaf 243-265.

M.Tech. (Operations Management) / It has become a trend for organisations to implement and certify quality systems. The most common quality system that organisations currently implement is ISO 9001. Certification to ISO 9001 has in recent times been used as a marketing tool to enter new markets. Nowadays, customers expect their suppliers and potential suppliers to be certified to ISO 9001. It has become a primary requirement for doing business, and customers now demand it. There have been various studies conducted to establish the advantages of ISO 9001 and its impact on organisational performance. Laboratories are no exception to this developing trend. They are implementing laboratory quality standards like ISO 17025 and the Organisation for Economic Cooperation and Development Good Laboratory Practice (OECD GLP). Some laboratories are now applying for certification of compliance to laboratory standards. Implementing and certifying laboratory systems is an exercise that comes at a cost. The exercise is demanding in terms of human resources, time and capital. There has not been a study conducted to evaluate the impact of these systems on the operational performance of laboratories. This is the reason that resulted in identification of the need to conduct the study. A qualitative research approach was pursued in conducting the study, where the researcher investigated the impact of laboratory quality standards on the operational performance of commercial and non-commercial laboratories. Operational performance in this study is defined as health and safety; supplier selection and performance; human resources; customer satisfaction and profitability. Data was collected through interviews, and was then summarised, and analysed in order to address the research problem. Based on the data collected, it was concluded there is no notable difference in the performance of laboratories with or without quality assurance systems such as ISO 17025 and OECD GLP.

This diplom thesis deals with iprovement of serial production quality in a company. The first chapter is devoted to literature research. The second is devoted to definition of product quality. The third part is focused on production process analysis. The fourth part deals with analysis of internal scrap and customer claims. The fifth part is focused on risk areas based on previous analysis. The final part includes corrective measures and preventitive actions and their financial assesment.

American industry is about nine to 12 years behind in utilizing a new product development and introduction process known as Quality Function Deployment (Q.F.D.). American industry must learn to compete internationally; the American automotive industry alone directly and indirectly employs millions of workers and has billions of dollars in annual sales and profits at stake. With the cooperation of one American automotive company research has been conducted on Q.F.D. The research objectives were to identify: what variables affect Q.F.D., what are the outcomes from Q.F.D., what relationships exist between Q.F.D. variables and outcomes, and what guidelines may be offered to Q.F.D. practitioners. A Multiple Perspectives systems approach was used in developing both what and how Q.F.D. was to be researched. After a literature search a descriptive Q.F.D. model was developed. A Q.F.D. measurement instrument was developed and used to collect technical data. Interviews were used to collect organizational and personal data. An 80% questionnaire response was obtained. Of the model's four outcomes Improved Design and Improved Communications had strong positive results with Improved Cost and Improved Time-to-Market unchanged. Explanations of these results were offered. A Factor Analysis was performed which verified that the three-level Q.F.D. model was appropriate and explained most of the response variation. A Reliability Assessment was conducted and the scales were found to be within or have exceeded the acceptable beginning research coefficient alpha range. A MANOVA Analysis was conducted, and five of the 17 Q.F.D. model's variables were identified as candidates for deletion for this company's present Q.F.D. system. A Ratio Data Assessment was conducted and used to develop five guidelines for this company's practitioners. Organizational and Personal Data Assessments were conducted and their similarities with the Technical Data Assessment were noted. Top Management Commitment, Customer Information Availability, Team Composition and Dynamics and Project Completion Time were identified as important similar Q.F.D. variable findings. Improved Design and Improved Communications were identified as important similar Q.F.D. outcomes. No major discontinuities between the three assessments were found. Research conclusions, contributions and future research work were identified.