M.Tech. Business Administration. Business School. / In their attempt to continuously improve their operations, Sasol Mining has since 1998 embarked on several different improvement initiatives including Operation Excellence with the improvement Lean Six Sigma in 2008. The main reason for choosing Lean Six Sigma was that the latter is a general, standard, well-documented improvement methodology, which is not dependent on any specific consultancy group to ensure successful and sustainable implementation. For sustainable Lean Six Sigma programme implementation, Sasol Mining has to ensure that human resources skills development and motivation enabling systems such as training and reward systems are in place. This research focuses on the assessment of the extent to which Operation Excellence employees perceive that there are benefits associated with their participation in the Lean Six Sigma programme during 2010 at Sasol Mining. In particular, how these perceptions could be effectively used by management as a basis for creating the environment where people are content and motivated to perform their best. The research investigates employee perceptions of various levels of Lean Six Sigma training within the context of categories of rewards most frequently associated with Lean Six Sigma; extrinsic, intrinsic, organisational and social rewards.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:tut/oai:encore.tut.ac.za:d1000261 |
| Date | January 2012 |
| Creators | Sesane, Tshavhuyo. |
| Contributors | Rugimbana, Robert |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Text |
| Format | |
| Rights | © 2012 Tshwane University of Technology |
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