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|Title:||The introduction of lean manufacturing in a selected South African organization||Authors:||Moorthi, Vougan||Issue Date:||2008||Abstract:||The aim of this research is to analyze the introduction of lean manufacturing in a selected South African organization viz. Smiths Manufacturing. The research, together with its conclusions, may identify problematic areas which, once addressed, will improve the implementation in other areas and identify the benefits, if any, of lean manufacturing. Three research objectives exist and two methods of research were used to solve the research questions. The first and second research objectives (i.e. to analyze the manner in which lean manufacturing was introduced in Smiths Manufacturing and its benefit on the company's competitive position and future existence) were analyzed qualitatively with the aid of personal interviews. The third research objective (i.e. to determine the financial benefit of lean manufacturing introduction on the respective assembly line) was analyzed quantitatively. This research revealed three pertinent findings: Firstly, Smiths Manufacturing has adhered to eight of Liker's 13 Step Implementation Procedure with two areas of non-conformance being identified and insufficient information present to comment on the remaining three steps. Secondly, improvements in the manufacturing process have enabled the company to be more price competitive. Areas of improvement were in labour, raw materials and finished goods. These improvements will assist in ensuring the company's future existence. Thirdly, there has been a substantial amount of savings by the introduction of lean manufacturing. This research has identified that communication involving lean manufacturing is vital to introducing a system into a company. This communication enables people at all levels to understand the roll out procedure and the corresponding actions of the company. In addition, the research revealed that the||Description:||Submitted in partial fulfilment of the requirements for the Degree of Masters in Business Administration, Durban Institute of Technology, 2008.||URI:||http://hdl.handle.net/10321/2089|
|Appears in Collections:||Theses and dissertations (Management Sciences)|
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