Orientador: Olivio Novaski / Dissertação (mestrado profissional) - Universidade Estadual de Campinas, Faculdade de Engenharia mecanica / Made available in DSpace on 2018-08-04T05:27:08Z (GMT). No. of bitstreams: 1 Cossolini_EmeraldoBattagin_M.pdf: 6782970 bytes, checksum: 2f0553147592074ff52f0af64747aaf6 (MD5) Previous issue date: 2004 / Resumo: A gestão por processos tem se demonstrado como um método eficiente para gestão da organização, tendo se apresentado como elemento fundamental dos prêmios de Qualidade FNPQ - Fundação para o Prêmio Nacional da Qualidade, EFQM- European Foundation for Quality Management, e outros. Na versão 2000 o modelo normativo ISO9001 estabeleceu que a gestão por processos deve ser adotada como base para otimização da gestão e a melhoria contínua das organizações. A implementação da gestão por processos confere às áreas envolvidas, a visão sistêmica da organização, interfaces claramente identificadas, e suficiência de dados e informações suprindo as necessidades da cadeia de relacionamentos internos e externos Complementada pela introdução de elementos de controle, indicadores de desempenho de processos, e monitoramento constante dos mesmos, solidifica-se como um modelo forte para geração de subsídios necessários para análises críticas as ações de melhoria contínua. É razoável afirmar, que os processos organizacionais ora definidos sejam os mais adequados, ou ainda, sejam perenes na organização. Seja por questões de mercado, pelas mudanças internas, ou ainda fatores impostos por outros elementos externos, o redesenho dos processos, é necessário, e de vital importância. Esta necessidade de redesenho deve ser identificada no "momento crítico", e deve ser iniciada de um modo ordenado e inteligente, de forma tal, a conferir um incremento substancial no desempenho com relação ao processo atual. O trabalho apresentado nesta dissertação foi desenvolvido em uma organização que atua no competitivo ambiente de telecomunicações, sendo constituído de três etapas: i) mapeamento dos processos organizacionais, ii) adequação dos processos identificados ao modelo normativo ISO900 1, e iii) o redesenho do processo chave do negócio (desenvolvimento de produtos e serviços) , o qual foi iniciado por uma forte necessidade interna. o trabalho foi intensamente suportado pelo uso de ferramentas de Tecnologia de informação (TI), por um forte embasamento teórico, por programas de treinamento que permearam grande parte da organização e pela participação efetiva de uma equipe adequadamente treinada e preparada. Gestores internos ainda, participaram de cada etapa identificando os problemas e propondo soluções. Esta participação foi delineada por um método de trabalho ordenado por uma gestão central, responsável principal pelo projeto como um todo / Abstract: The process management is efficient method to respond a organization's needs, and is a very important support for a Quality Prizes accomplishment. The process approach implementation confers to the involved areas, the complete vision of he organization, interfaces c1early identified, and sufficiency data and information, supplying the requirements of internal and external relationships. Complemented by, control elements, metrics of process performance, and constant accuracy monitoring, it makes a solid and strong model, giving a necessary subsidies for critical analysis, and corrective /preventive actions to all organizational issues. It is reasonable to affirm, that nor always, that the defined organizations process are totally adjusted, or still, they are perennial in the organization. Either by a market questions, the internal changes, or still, by other external elements, the redesigns of this processes, is necessary, and represent a vital importance. This redesign must be identified at the "critical moment", and initiate by a intelligent way, conferring to it, a substantial increment in performance in relation a current process The work presented in this job developed in an telecommunication organization, being consisting of three stages: i) mapping of the organizational processes, ii) adequacy of the processes identified to normative model ISO9001, and iii) redesign of the key process (products and services development), whose was started by a strong internal necessity. The work was intensely supported by the use of tools of Information Technology (IT), for a strong theoretical basement, by training programs (covering a relevant part of organization), and by adequately trained and prepared team. Managers had participated of each stage, identifying the problems and considering solutions. This participation was delineated by a method sponsored by a central management area / Mestrado / Planejamento e Gestão Estrategica da Manufatura / Mestre Profissional em Engenharia Mecanica

D.Litt et Phil. / Dynamic organisations with information technology driven infrastructures are invariably in a state of change, which can be attributed to a multitude of planned (as opposed to forced) interventions. Planned interventions can vary greatly in format and the following serves as examples: • Change required as a result of a new management structure being introduced. • New systems or technology being implemented. • Processes being improved or changed. • New corporate cultures being established. • Changing market focus. • Business Process Reengineering initiatives. Business process reengineering flowing from a planned intervention would normally culminate in a requirement for a further planned intervention in the form of change management to be implemented. This is required to not only ensure that end to end processes are established to ultimately culminate in sustained process improvement and competitive advantage, but also that the impact of such process changes map to the subsequent cultural and organisational change requirements. Should these entities however be undertaken against the background of a forced intervention, a new approach is required to ensure that not only processes are catered for, but also include behavioural and organisational considerations. Research hypothesis validation was conducted in two organisations of which one served as a Control Group, while the other organisation was split to form two separate and distinct research groups. Into the first research group of the latter organisation (Experimental Group B), the Transformation Process model, which forms the focus of this thesis was introduced to facilitate the implementation of business process reengineering and change management as planned interventions and affirmative action as the forced intervention. In terms of the methodology of the Transformation Process model, any process entity is required to be infused and mapped to a change entity and thereafter superimposed onto the applicable forced intervention in symbiotic unison to test the hypothesis. Into the second research group (Experimental Group A) the same interventions were implemented as in the case of Experimental Group B, however not in terms of the Transformation Process model, but in the traditional way whereby process change was followed by organisational change the latter, which included the forced intervention.

M.Comm. / Telkom is currently busy with extensive re-engineering of its customer interface operational structures. The primary goal of this study is to measure the impact of these re-engineering processes on Telkom customers' perceptions of service quality by way of tracking the impact of the current Telkom re-engineering process on customer satisfaction. The study consists of both a literary review and an empirical survey. The literature review consist of a study of service quality, the re-engineering process required in order to improve service quality, and service quality improvement in the South African environment with specific reference to Telkom. The empirical survey consist of comparing two research reports on customer service quality in Telkom. The research reports are the result of the customer satisfaction satisfaction monitor program that Telkom initiated to track customer perceptions of service quality. The main conclusions of the study are as follows: Many organisations' transformation efforts fail because of ineffective planning and execution. Research have identified various reasons why transformation efforts fail and what steps are crucial to the success of any transformation process. The studies have shown that there are no single success recipe when it comes to organisational transformation methodology. The micro environment as well as the macro environment influencing the organisation determines the manner in which a transformation process is structured, implemented and managed. This includes the strategic intent guiding the organisation, the architecture (or design) of the organisation; and the relationships between all the organisational stakeholders. The implementation of a chosen transformation process is essentially a team effort with strong leadership crucial to its successful management. The process can succeed or fail depending on the success of this alone. Culture change within the organisation is also crucial to success. The hardest part of transformation is getting employees not only to act differently, but to think differently as well. Employee's styles (the ways they think and behave) and their attitudes (what they believe is important about their work) must be realigned to fit the new process. It appears that South African organisations are not sufficiently prepared for the opening of its markets to international competition. Especially in highly competitive environments, a lot of South African organisations have been adversely affected. These organisations have not planned sufficiently for this threat and as a result few or no transformation efforts have been initiated to improve service levels to the standards of their international competitors. Telkom will play a key role in the future competitiveness of South African businesses. Through the effective provisioning of telecommunications, businesses are provided with one of the most essential competitive tools. According to the Telecommunications Act no 103 of 1996, Telkom are excluded from competition for the largest part of its business until 2001. Telkom has until then to raise service levels to international levels so as to attain customer loyalty when the period of exclusivity expires. To be as successful as possible in this task, Telkom started on a road of transformation in order to attain maximum effectiveness. Part of this transformation includes the constant re-engineering of processes and procedures involving all levels of Telkom. Telkom's Total Quality Management initiatives together with the Customer Satisfaction Measurement programme is geared toward identifying the critical areas where customers perceive Telkom to provide ineffective service quality, implementing action plans to improve the service level standards in these areas and continuously tracking the effect of these improvement initiatives on customer satisfaction levels.

M.Tech. (Operations Management) / This dissertation elaborates the reengineering of the personal loan application process in a South African bank operating in Africa. The research provides an understanding of the current situation and issues encountered with the current personal loan application process. It presents the framework for reengineering of the process and the methodology used in the research. The primary objective is to improve the existing process for personal loan credit applications in order to create improvements in the process. The research methodology used is quantitative analysis using statistical methods and qualitative research focusing on qualitative aspects with research reasoning being inductive allowing the researcher to draw conclusions from facts, assumptions and observations established through the data collection processes. The article offers a comprehensive understanding of the challenges faced in processing of loan applications. Businesses and institutes are built on good control systems which are needed to address the challenges faced in the processing of personal loan applications. The study contributes to customers service discourse in operations. The recommendation of the research is to reengineer the current personal loan process, taking into consideration the technology needed to improve the process, training of existing employees, implementation of a reward system and implementation of the redesigned process.

M.Ing. / The aim of this research is to develop a Project Management Maturity Measurement Model to evaluate project management efficiency in a large Parastatal such as Eskom Distribution. This model will identify areas of improvement to assist a large Parastatal in improving their project management performance. It will eventually assist the organisation to build a culture of project management excellence. The hypotheses for the study were that firstly, the Parastatal does implement project management practice processes as advocated by project management bodies of knowledge. Secondly, a Project Management Maturity Measurement Model can be successfully implemented at a large Parastatal and help the Parastatal to identify project management grey areas that require improvement. Thirdly, a Project Management Maturity Measurement Model could assist a large Parastatal with project management improvement as a result of areas of recommendations. The method used to collect the required data for analysis and interpretation was the descriptive survey method. A customised survey questionnaire was developed to obtain data from research sample. Data was analysed using appropriate statistical techniques. The research sample was defined as the people who are primarily responsible for project, programme and portfolio management at a large Parastatal. The results of the data analysed pin pointed project management process weaknesses and possible improvement opportunities. Three main areas of improvement have been identified, namely applying lessons learned from previous project into future project, performing benchmarking to improve performance and project control processes. The findings of this study support the abovementioned hypotheses, and the insights provided and recommendations made will be of great help to a large Parastatal on its road to continuous improvement and building a culture of project management excellence.

M.Ing. / The telecommunications industry worldwide is experiencing massive downsizing activities as the mobile telecommunications market is flooded with mobile operators. In Europe and other leading countries world wide, fixed line operators are able to cover more than 90% of the population of the country and there is not such a necessity for a mobile service as in a country such as South Africa, where less than 50% of the population is connected to a fixed line operator. Together with many investors, planning to create substantial returns on investments saturated the communication market in these worldleading countries. When mobile data transfer, in the form of GPRS (General Packet Radios Services) and UMTS (Universal Mobile Telecommunication System), was developed it was estimated that the amount of mobile data transferred (via mobile operators) per annum would exceed the amount of data transferred by normal fixed line transport (fixed line operators). Many mobile cellular operators worldwide have invested in these technologies but their ROI (Return on Investment) is not nearly as good as was estimated in the initial feasibility study of the technologies. Together, these issues have had a negative impact on all the world leading mobile communication infrastructure suppliers, which had to downsize to accommodate the decrease in world business. Only 3rd world countries (such as in Africa) are still expanding their mobile networks and are creating some business opportunities for the world leading suppliers, but it is unfortunately not sufficient to sustain the current business. With the initial roll out of GSM (Global system for mobile communication) network infrastructure suppliers could ask what they want for the equipment and services supplied, as these were hard to imitate, but as the market grew, more competitors were able to meet their standards in equipment quality and better the price and service.

M.Comm. / A modern electronic telephone exchange is very flexible in terms of size. Such exchanges can vary in size from a few lines to more than 50 000 lines. They can be expanded at any time to cater for more subscribers. This means that the telecommunications service provider is able to build the exchange just large enough to supply service to the subscribers in the area, and then expand the exchange on a regular basis as needed to cater for any growth in demand for exchange connections. The main advantage of this flexible approach is that money is not tied up in very expensive exchange equipment which is not being used.

M.Tech. (Construction Management) / This research provides an overview of intra-organisational centralised/decentralised structures and inter-organisational consortia. It then aims to provide a theoretical explanation of Management Shared Services, prior to providing case study evidence of management shared services performance and proposed areas of improvement, comprising business units and services departments of the Council for Scientific and Industrial Research. The research provides empirical evidence of the proposed improvement areas of selected processes of management shared services as a viable structural option for improving services provided to the business units and a starter to currently untapped reservoir of potential research. It suggests an additional improvement options to be considered in determining the optimum management shared services model and to provide business case evidence and suggestions for optimum usage of the management shared services. The research assessed the actual level of performance of Management Shared Services Unit in order to provide a basis on which to identify potentials for efficiently improving and optimising existing Management Shared Services Unit. The research identified two areas as success areas in the current set-up and six other areas as requiring improvement if Management Shared Services Unit is to serve the purpose of providing non-core services to the Business Units. The first area of success is the organisation, governance and compliance in the Management Shared Services Unit. The second is in the area systems and technology. The areas identified by research as requiring improvement are strategy, customer relations, human resources, business processes, performance management and continuous improvement.

[Integrative Summary] This study is situated in the complex field of change management, and strategy execution. The study focuses on the corporate level restructuring of Ellerine Holdings Limited (EHL), subsequent to its acquisition by the micro lending financial institution African Bank Investments Limited (ABIL). The interest of the researcher was aroused by the uniqueness of the relationship. This was the first of its kind in a South African context, where a banker owned a furniture retailer. The restructuring was undertaken shortly after the acquisition. This research paper adopted a case study approach, in describing the restructuring initiative that took place in EHL, focusing on the period between January 2008 and the end of 2010/ 11 financial year on the 30th of September 2011. The case captures the significant phases of the restructuring including a background of (1) the protagonist, Toni Fourie (Chief Executive Officer), (2) EHL as the researched company, (3) the industry it operates in, and (4) the case content. Brief teaching notes have been provided to explain the teaching value of the case and to assist with its delivery in the classroom. Attention is drawn to a presentation by the protagonist in November 2011, named 'A CEO Insight' where he gave an overview and insights of the road travelled in restructuring Ellerine Holdings Limited, and more importantly highlights the following about the purpose and nature of the restructuring of the organisation. • A plan to change the way the industry works. • The creation of a profitable, stand-alone retail business through: o The sale of two companies, the closure of two companies and consolidating from thirteen to six brands. o Separating financial services from retail. o Moving the financial services component to African Bank, also a subsidiary of ABIL. o Redesigning the credit model. o Completion of twelve system changes. • Over R600million reduction in cost • A place where people want to work. The restructuring outlined above represents a major shake-up in many aspects of the corporation. The main challenge for Toni Fourie and his team was: how best could they restructure EHL to extract synergies between their two subsidiaries Ellerine Holdings Limited & African Bank to increase shareholders ' value at Group level. The case seeks to describe this in detail. The overarching strategy underpinning the restructuring of the researched corporation is premised on the price volume elasticity equation, by reducing the cost of credit, thereby driving pricing down within the brands, and facilitating more people having access to affordable credit. The case study of the restructuring is presented in Section 1. A review of relevant literature on strategy implementation is presented in Section 2, focusing on restructuring. Successful implementation of strategies only takes place with structures that are developed by organisations to support the achievement of their strategic objectives. Organisational architecture and design have a critical role to play in the execution of organisational strategies. Nadler and Tushman (1978) emphasise the importance of congruence in the organisational design, for the organization to not only deliver superior results but to sustain them over a period of time. Research by Okumus (2005) seems to tell us that the lack of credible framework to implement strategy, has contributed the high failure rate of strategy initiatives. Although this is a strategy implementation case, it also touches on aspects of leadership - mainly the architectural role - and the role, or influence of strategic leadership, in restructuring the corporation. The results of this research paper were achieved by following a specific research methodology. The aim of the research was to analyse the restructuring of the researched company at corporate level, having the following objectives in mind; • Understanding the strategy. • Analysing the design decisions in the light of the strategy chosen by the top management of Ellerine Holdings Limited. • Analysing what monitoring and control measures had been designed to facilitate the corporate restructuring. Data was collected through documentation of the corporation that was made available to the researcher on request, as well as those that are in the public domain, and an interview with the CEO of the researched company. The interview was conducted after analysing the documentation (Hakim, 2000). The Methodology is detailed in Section 3. The researcher hopes that the case study will contribute to learning about business leadership and strategic management. The case should develop an understanding of the complexities related to strategy execution at corporate level, particularly the restructuring aspect of it.

Information technology developments in software and hardware have enabled radical changes in information systems, culminating in the paradigm Business Process Management. There has been a concomitant rise in the importance of information security and security engineering due to the increased reliance by society on information. Information is seen as a critical success factor which needs protection. Information security is the response to increased hazards created through recent innovations in Web technology and the advent of intra and inter enterprise-wide systems. Security engineering is based on a variety of codes of practice and security metrics which aim at ameliorating these increased security hazards. Its aim is to produce a balanced set of security needs which are integrated into the system activities to establish confidence in the effectiveness of the security counter-measures. It is generally accepted that security should be applied in an integrated approach, for example, in Information Systems development. This has proved to be a noble thought but is the exception to the rule. Security, historically, is generally applied as an after-thought in an Information Technology implementation. This motivated the concept of formulating a model of integrating security inherently within the paradigm of BPM. The overarching requirements of the model are to align the overall organisational security initiatives and ensure continuous improvement through constant evaluation and adaptation of the security processes. It is the intention of this research to show that these requirements are achievable through aligning the process management methodology of BPM, with the security paradigms of Information Security Management (using the ISO 17799 standard) and security engineering (using the Systems Security Engineering Capability Maturity Model – SSE-CMM). The aim of the Business Process Security Maturity model as the output of this research, is to link the SSE-CMM, as the security metric and appraisal method, to the ISO 17799 security standard, which provides the guidance for the information security management framework and security control selection, within the Business Process Management environment. The SSE-CMM, as the security version of the Capability Maturity Model, provides the necessary strategy to control the security engineering processes that support the information systems and it maintains that as processes mature they become more predictable, effective and manageable. The aim of the model is to provide an integrated, mature security strategy within the business process and monitor and correct the security posture of the implemented counter-measures.