Research report presented to SBL, Unisa, Midrand. / Lean manufacturing is a very good and effective concept of managing a company. The philosophy of reducing wastes found in a manufacturing business is a sound idea. When these wastes are minimized, the quality of the products or services is improved, the production time and the cost of manufacturing the goods is reduced. With this in mind, many companies go through lean manufacturing training to get the most out of their systems. But this is only achieved if there is a proper implementation lean manufacturing plan. However, despite the training and plans, some companies have trouble in implementing lean manufacturing systems. There are different reasons in the failure of implementing lean manufacturing principles in projects. One of them is the difficulty in grasping the true nature of lean manufacturing from a human capital perspective.

Research report presented to SBL, Unisa, Midrand. / Lean manufacturing is a very good and effective concept of managing a company. The philosophy of reducing wastes found in a manufacturing business is a sound idea. When these wastes are minimized, the quality of the products or services is improved, the production time and the cost of manufacturing the goods is reduced. With this in mind, many companies go through lean manufacturing training to get the most out of their systems. But this is only achieved if there is a proper implementation lean manufacturing plan. However, despite the training and plans, some companies have trouble in implementing lean manufacturing systems. There are different reasons in the failure of implementing lean manufacturing principles in projects. One of them is the difficulty in grasping the true nature of lean manufacturing from a human capital perspective.

Since South Africa is a developing state, the roles of the parastatals in stimulating economic growth and contributing to the alleviation of unemployment and poverty eradication are inevitable. South African parastatals find themselves with numerous initiatives that become projects as part of these initiatives. The projects vary from small to large capital investments. Parastatals are strategic assets that need to account for taxpayers’ funds. This thesis considers that the executed projects can add value only if there is a link to the strategic objectives. The effectiveness of this link can be established by having benefit realisation metrics. The metrics should have a process of measuring performance of projects based on strategic objectives. The thesis views projects that are executed outside strategic objectives as not viable. Without a clear process of using strategic objectives as a guide to measure success of projects, the expenditure in parastatals will remain unaccounted for, resulting in what could lead to a PFMA issue. The argument in this thesis, as well as its theoretical concept, is that the lack of strategic leadership has resulted in the challenges facing parastatals with regard to capital expansion and small projects that are executed without linking them to strategic objectives. Aggravating this situation is the blind loyalty to the PMBOK framework used by parastatals in executing projects; yet the framework has a gap regarding the knowledge areas of leadership and change management. The development of the thesis is through in-depth interviews carried out in two parastatals, namely, Eskom and Transnet. The interviews were conducted with respondents who are involved in projects, ranging from senior executives down to project administrators. The research was done in order to assess whether the projects executed in parastatals do, indeed, support strategic objectives. The effectiveness of the link between projects and strategy was based on the premise that when strategic leadership components are practised by the leadership, an execution process requiring proof of value add to the business through a link to the strategic objectives will be the basis for executing projects. The research found organisational structures that were rigid, and bureaucracy was the norm. The PMBOK framework that had been adopted was inadequate. Major findings were that most projects were not linked to strategic objectives and that there was poor strategic leadership at all levels. In view of this, there is a need to get the right leadership and have a rigorous process of ensuring that initiatives that become projects are, indeed, linked to the strategic objectives. 13

D.Phil. / The progress of the South African economy relies heavily upon earnings from physical exports, which depend increasingly upon the competitiveness in global markets of the maritime supply chains that serve the country. Competition in world markets is becoming increasingly stronger as production resources are obtained globally and subsequently the competition exists between the effectiveness of whole supply chains rather than only production costs. South Africa therefore has great interest in ensuring that its maritime supply chains compare with world best practice. Amongst other things, this world best practice requires those chains to function as entities structured to serve their logistical purpose, i.e. that it should not include links consisting of separate transport businesses. In practice, this requires that links traditionally provided by third parties be structurally integrated as cost centres instead of profits centres in the chains. Such integrated maritime supply chains will inevitably only be developed by the intervention of chain leaders. South Africa’s major supply chains conveying commodities and manufactured products are examined in order to determine the scope for the integration of their links as a means of raising their efficiency as ‘complete chains’. Features of selected maritime supply chains serving other countries that could serve as models for the structuring of South Africa’s are identified. Transnet’s role in the existing maritime supply chains in accordance with the policy of the Government is examined and attention is focused on the under-investment in recent years that has led to the deterioration in the company’s performance. The rejection by the Government of the privatisation of the core assets of the railways and ports in favour of public-private partnerships, as a means of overcoming the problems, is considered in order to conclude whether a solution will be forthcoming in that manner. Special consideration is given to Transnet’s proposed spending of R40bn on infrastructure projects and attention is focused on the fact that this will not address all the problems. The marine links in South Africa’s maritime supply chains are currently provided by foreigners. Virtually all South Africa’s bulk exports are sold free-on-board, which concedes control over the shipping of the cargo to foreign importers. Reasons for such arrangements are complex and chartering by South African exporters in order to maintain control is often not feasible, although it is done in the fruit trade and by Australian exporters of iron ore competing with South African exporters. Ship owning by South Africans will facilitate new legislation to increase the market share of citizens in the country’s exports and imports, but price-wise market entry will be difficult and it is debatable whether exporters will make use of their services. In the liner trades, the trend is for shipping companies to integrate port and overland links into their services, and the efficiency of South Africa’s container supply chains will need to be raised in that manner. The criteria for determining maritime supply chain efficiency and the integration of the links of particular South African chains based on their cost structures, as well as the leadership needed to pursue such development, are motivated. Proposals are also made for the integration of the links of the iron ore and coal supply chains under the leadership of public-private partnerships, as well as for a container supply chain incorporating both a dedicated terminal in the Port of Ngqura and the railway between Coega and Gauteng, under the leadership of a liner shipping company or consortium of companies. The conclusion is reached that the present role of Transnet in accordance with the declared policy of the Government is not conducive to improving maritime supply chain efficiency through the structural integration of the links. It is also concluded that the efficiency of the chains could be raised through private leadership with public participation, subject to a change in the Government’s policy towards the role of Transnet in order to allow such leadership. / Prof. J. Walters Prof. G.C. Prinsloo

No abstract available. / Thesis (MBA)-University of Natal, 2002.

The South African Ports are considered a key engine for the economic growth of the country for import and export trade as well as passenger ships. In order to provide such services, the ports' waterside / wet concrete assets are pivotal to the business as trade and travel are reliant on the availability of safe and well-maintained concrete assets. Transnet is a State-Owned Company (SOC), wholly owned by the Government of the Republic of South Africa and is the custodian of rail, ports, and pipelines. The asset management and maintenance of Transnet's infrastructure assets are, therefore, the cornerstone of delivering on their mandate as a SOC. Moreover, to deliver on their mandate, systematic, holistic, and integrated approaches to asset management and maintenance of their assets are imperative. This dissertation focuses on the Transnet National Ports Authority (TNPA) division. It has a very large asset base of Infrastructure, in particular its marine concrete infrastructure. Regulated by the National Ports Act 2005 (Act No. 12 of 2005), some of their core functions are the planning, provision, maintenance, and improvement of port infrastructure. This dissertation gives a background on the structure of the South African Ports and operations and the types and age of concrete structures within the ports. The study also critically assesses the existence of and the type of Infrastructure Asset Management & Maintenance (IAMM) systems currently in place for the Asset Management and Maintenance of TNPA's concrete infrastructure assets. The approach and methods of managing and assessing assets' condition and maintaining their existing concrete structures are reviewed to ascertain whether their asset management systems are aligned and conform to certain IAMM standards, codes, and guidelines. The Asset Maintenance Principles & Procedures (AMPP) document is also reviewed for its effectiveness in maintaining assets. In order to get a holistic idea of the extent of the possible shortcomings of TNPA's current maintenance and asset management strategies, other ports around the world with similar or the same concrete infrastructure are identified and assessed for commonalities and deviations from best practices. The research methodology used is qualitative using the analysis of existing text and literature as well as case studies of other ports as a source of data. The findings of the research show that although there are good maintenance systems and guidelines in place with some elements of asset management principles, an all encompassing civil infrastructure asset management framework for the marine concrete assets does not exists where the benefits of a properly implemented asset management framework can be realised. The research also shows that asset management is largely treated as a financial exercise with finance being the custodian of asset management. Recommendations are made for dealing with the shortcomings identified. Recommendations are also made for a more in-depth case study for the TNPA to conduct based on the findings of this dissertation.

A research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, in fulfilment of the requirements for the degree of Masters in Engineering: Industrial Date: 11 October 2016 / This research investigates Transnet‟s Foundry Quality System, focusing on the quality issues in the Foundry. This includes determining the total cost of quality for the business, investigating the impact of the specific defects on the productivity of the business. Two products were analysed namely, the top centre casting and the brake shoe holders. Root cause analysis was done on each stage of the Foundry process to understand the causes of defects. Data was collected and analysed and most of the defects that occur were found to be the result of poor quality management which consequently causes low productivity and low profits. Also identified was a lack of skilled personnel in specific areas in the Foundry. Furthermore data collection as part of the quality system in the Foundry is not effectively executed and this implies that performance cannot be fully measured. Non Compliance reports from customers were analysed and the total cost of quality was calculated to be R1 214 690.73 based on the data that was available. The impact of defects on productivity was also analysed for the financial year 2014/2015 and it was calculated to be 47% for the brake shoe holders. The target for the Foundry for the financial year was R4 048 799.30 for the actual productivity in sales amounted to R 1 915 510.60. For the top centre the estimated target for the financial year 2014/2015 was R6 271 500.00 and the actual productivity amounted to R3 305 250.00. Statistical process control charts were drawn and it was discovered that some of the machines owned by the business are not capable of producing to specification. Qualifound was identified as a framework to improve the Transnet foundry quality system. It is recommended that top management be educated in the concept of cost of quality and its impact on business profitability and that skilled quality coordinators be appointed to facilitate continuous quality maintenance. / MT2017

Thesis (M.Com. (Development Theory and Policy))--University of the Witwatersrand, Faculty of Commerce, Law and Management, School of Economic and Business Sciences, 2014. / Economic activities such as mining extraction and farming have in the past been supported by railway infrastructure, which continues to provide a cheap transportation option for the movement of freight. This research paper looks at the apparent bias that exists in the shared-use of railway infrastructure in South Africa between coal miners and citrus growers in Mpumalanga. The study is specifically concerned with the regulatory regime governing access and the extent to which it enables or hinders the shared-use of rail infrastructure, which is critical in the movement of freight for different sectors of the economy. The paper uses literature on regulatory practices and a case study of Mpumalanga’s coal miners and citrus growers, to investigate South Africa’s regulatory regime and its role in creating particular biases in the use of rail infrastructure.

Project failure continues to be a concern even though standards and procedures have been in place for years to counteract the issue. Many reasons for the high rate of project management failure have been purported in the research literature (Bauer, 2006; Hammoud, 2008 & Kerzner, 2002). This study analyzes the problem of high failure rate of major capital projects within Transnet Freight Rail. In addition to reviewing research literature that addresses projects failure concepts, critical success factors, project management principles, strategic alignment, skills and capabilities of project managers and how these factors might relate to major capital projects failure, the study will examine possible problems at the organizational and functional level that might be contributing to the high failure rate of major capital projects within TFR. / Graduate School of Business Leadership / M.B.A.

Thesis (MBA (Business Management))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: Transnet, the entity responsible for port infrastructure and the operating thereof, are faced with the difficult task of ensuring that the port system in South Africa is always ready to cater to all import and export requirements of the country. A major portion of these volumes will enter and leave the country in the form of containerised cargo, which effectively unitises the cargo for easier handling. What makes the task for Transnet that much more difficult, is that volumes are not easily forecasted and when one takes into account that ports need to be looking at least ten years down the line to ensure infrastructure can be put in place in time, it makes the problem that much more difficult. International studies show that trade between India, Europe and South America are growing, which provides South Africa with the opportunity to become a hub port based on the countries central location between these three areas. Currently Durban and the recently opened port of Ngqura are and will be serving as hub ports to cater for these and other volumes, but it is not certain under what conditions there would be a need for an additional hub port, if at all. Through the course of this research report three scenarios of growth are examined in an effort to answer this question. / AFRIKAANSE OPSOMMING: Transnet, die entiteit verantwoordelik vir hawe-infrastruktuur en die werking daarvan, is met die moeilike taak geplaas om te verseker dat die hawe-stelsel in Suid-Afrika altyd gereed is vir al die invoer en uitvoer vereistes van die land. 'n Groot gedeelte van hierdie vereistes sal die land betree en verlaat in die vorm van houers, wat goedere unitiseer vir makliker hantering. Wat die taak vir Transnet soveel moeiliker maak, is dat die volumes nie maklik geskat kan word nie, en wanneer Transnet ten minste tien jaar in die toekoms moet skat om seker te maak dat die infrastruktuur in plek kan gestel word in tyd, maak dit die probleem soveel moeiliker. Internasionale navorsing dui dat die handel tussen Indië, Europa en Suid-Amerika groei, wat vir Suid-Afrika die geleentheid skep om 'n ‘hub port’ to word wat gebaseer is op die land se sentrale ligging tussen hierdie drie lande. Op die oomblik sal Durban en die onlangs geopende hawe van Ngqura, as ‘hub ports’ funksioneer om voorsiening te maak vir hierdie en ander volumes, maar dit is nie seker onder watter omstandighede sou daar 'n behoefte vir 'n ekstra-hub port wees nie. Deur die loop van hierdie navorsing word verslag gelewer van die drie scenario's, en word hierdie vraag ondersoek in 'n poging om hierdie vraag te beantwoord.