Development of a lean implementation strategy in a South African dependency of an international automotive supplier

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dc.contributor.advisorKahlen, F Jen_ZA
dc.contributor.authorHartle, Heathcliff Johnen_ZA
dc.date.accessioned2014-11-05T03:50:35Z
dc.date.available2014-11-05T03:50:35Z
dc.date.issued2012en_ZA
dc.descriptionIncludes bibliographical referencesen_ZA
dc.description.abstractImplementing a lean strategy within a South African plant has its own benefits and pitfalls. This case study takes place at Donaldson Filtration Systems, a high volume, low mix automotive parts supplier in South Africa. This case study is performed within the framework of action science, aiming to highlight an implementation strategy that seeks to create a sustainable initiative that goes beyond the standard top-level-down implementations while still seeing the gains lean implementations have come to expect. A lean seed initiative is introduced to create a lean culture and develop the necessary tools relevant to creating a continuous improvement environment within the seed’s defined boundary. The strategy makes use of an improvement loop to introduce known lean tools to the system in question to generate buy-in and sustainability. The research showed that the lean seed provides a capable platform for companies to launch an effective lean implementation by following the strategy developed at Donaldson. The strategy confirmed that a sustainable implementation was possible provided the culture was created to introduce the known lean tools available to the continuous improvement movement. A step-by-step improvement loop guide to facilitate the introduction of the culture was developed to ensure practicable outcomes are always made relevant. Management drive, willingness to change company infrastructure, a capable seed team and the freedom to focus on sustainable solutions were key factors found during the implementation that are necessary considerations for a South African manufacturer or facility looking to implement the lean seed strategy. The main objectives of this study were to determine whether a lean seed implementation strategy could develop the necessary culture and understanding to create a successful and sustainable lean implementation.en_ZA
dc.identifier.apacitationHartle, H. J. (2012). <i>Development of a lean implementation strategy in a South African dependency of an international automotive supplier</i>. (Thesis). University of Cape Town ,Faculty of Engineering & the Built Environment ,Department of Mechanical Engineering. Retrieved from http://hdl.handle.net/11427/9138en_ZA
dc.identifier.chicagocitationHartle, Heathcliff John. <i>"Development of a lean implementation strategy in a South African dependency of an international automotive supplier."</i> Thesis., University of Cape Town ,Faculty of Engineering & the Built Environment ,Department of Mechanical Engineering, 2012. http://hdl.handle.net/11427/9138en_ZA
dc.identifier.citationHartle, H. 2012. Development of a lean implementation strategy in a South African dependency of an international automotive supplier. University of Cape Town.en_ZA
dc.identifier.ris TY - Thesis / Dissertation AU - Hartle, Heathcliff John AB - Implementing a lean strategy within a South African plant has its own benefits and pitfalls. This case study takes place at Donaldson Filtration Systems, a high volume, low mix automotive parts supplier in South Africa. This case study is performed within the framework of action science, aiming to highlight an implementation strategy that seeks to create a sustainable initiative that goes beyond the standard top-level-down implementations while still seeing the gains lean implementations have come to expect. A lean seed initiative is introduced to create a lean culture and develop the necessary tools relevant to creating a continuous improvement environment within the seed’s defined boundary. The strategy makes use of an improvement loop to introduce known lean tools to the system in question to generate buy-in and sustainability. The research showed that the lean seed provides a capable platform for companies to launch an effective lean implementation by following the strategy developed at Donaldson. The strategy confirmed that a sustainable implementation was possible provided the culture was created to introduce the known lean tools available to the continuous improvement movement. A step-by-step improvement loop guide to facilitate the introduction of the culture was developed to ensure practicable outcomes are always made relevant. Management drive, willingness to change company infrastructure, a capable seed team and the freedom to focus on sustainable solutions were key factors found during the implementation that are necessary considerations for a South African manufacturer or facility looking to implement the lean seed strategy. The main objectives of this study were to determine whether a lean seed implementation strategy could develop the necessary culture and understanding to create a successful and sustainable lean implementation. DA - 2012 DB - OpenUCT DP - University of Cape Town LK - https://open.uct.ac.za PB - University of Cape Town PY - 2012 T1 - Development of a lean implementation strategy in a South African dependency of an international automotive supplier TI - Development of a lean implementation strategy in a South African dependency of an international automotive supplier UR - http://hdl.handle.net/11427/9138 ER - en_ZA
dc.identifier.urihttp://hdl.handle.net/11427/9138
dc.identifier.vancouvercitationHartle HJ. Development of a lean implementation strategy in a South African dependency of an international automotive supplier. [Thesis]. University of Cape Town ,Faculty of Engineering & the Built Environment ,Department of Mechanical Engineering, 2012 [cited yyyy month dd]. Available from: http://hdl.handle.net/11427/9138en_ZA
dc.language.isoengen_ZA
dc.publisher.departmentDepartment of Mechanical Engineeringen_ZA
dc.publisher.facultyFaculty of Engineering and the Built Environment
dc.publisher.institutionUniversity of Cape Town
dc.titleDevelopment of a lean implementation strategy in a South African dependency of an international automotive supplieren_ZA
dc.typeMaster Thesis
dc.type.qualificationlevelMasters
dc.type.qualificationnameMScen_ZA
uct.type.filetypeText
uct.type.filetypeImage
uct.type.publicationResearchen_ZA
uct.type.resourceThesisen_ZA
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