EVALUATION OF QUALITY CONCEPTS INFLUENCING A MANUFACTURING ENVIRONMENT IN SOUTH AFRICA

This article evaluates the influence that quality concepts and tools in a manufacturing environment may have on parameters possibly affecting the future design and development of products in the same company. It attempts to establish how quality results can be utilised to determine the level of quality control tools used, such as Quality Function Deployment and Concurrent Engineering, in a company that designs for manufacture. By establishing links from quality results and customer requirements, the research determines what critical quality tools are necessary to determine the capability to manufacture an item without the use of excessive planning resources.Hierdie artikel evalueer die invloed van kwaliteitskonsepte en kwaliteitsgereedskap in ’n vervaardigingsomgewing ten einde die effek daarvan op toekomstige ontwerp en ontwikkeiling te bepaal. Die doel is om kwaliteitsresultate te gebruik om die gebruiksvlak van kwaliteitsbeheergereedskap soos bv “Quality Function Deployment” en “Concurrent Engineering” te bepaal in ’n maatskappy wat ’n ontwerpsfunksie vervul vir vervaardigingsdoeleindes. Deur hierdie verwantskap tussen kwaliteitsresultate en kliëntvereistes te ondersoek, word bepaal welke kritiese gereedskap benodig word om die kapasiteit van vervaardiging van ’n komponent te bepaal sonder die gebruik van ’n uitgebreide beplanningshulpbron

An analysis of the knowledge transfer paradox in projects with an operational improvement objective in mines

Presented at the 2rd International Conference on Industrial Engineering, Systems Engineering and Engineering Management, held from 2 to 4 October 2023 in Somerset West, South Africa.The execution of operational improvement projects can create new knowledge that can be used to contribute to the success of future projects. A paradox exists, in that new knowledge is seldom transferred to future projects, and so the associated value-adding opportunities are lost. The objectives of this study are to determine whether lessons learned are captured during operational improvement projects, and to identify contextual factors that support or hinder the knowledge transfer processes. Through the use of interviews and subsequent data analysis, the research shows that the transfer of knowledge can be better facilitated by addressing the knowledge transfer inhibitors, recognising the value-adding potential of knowledge transfer during the execution of improvement projects, and creating a culture that is conducive to sharing knowledge – in particular, the lessons learned from mistakes and poor management practices.Die uitvoering van operasionele verbeteringsprojekte kan nuwe kennis skep wat gebruik kan word en om by te dra tot die sukses van toekomstige projekte. 'n Paradoks bestaan, deurdat nuwe kennis selde na toekomstige projekte oorgedra word, en dus gaan die gepaardgaande waardetoevoegingsgeleenthede verlore. Die doelwitte van hierdie studie is om vas te stel of lesse wat geleer is tydens operasionele verbeteringsprojekte vasgelê word, en om kontekstuele faktore te identifiseer wat die kennisoordragprosesse ondersteun of belemmer. Deur die gebruik van onderhoude en daaropvolgende data-analise toon die navorsing dat die oordrag van kennis beter gefasiliteer kan word deur die kennisoordrag-inhibeerders aan te spreek, die waardetoevoegende potensiaal van kennisoordrag tydens die uitvoering van verbeteringsprojekte te erken en 'n kultuur te skep wat is bevorderlik vir die deel van kennis, – veral die lesse wat uit foute en swak bestuurspraktyke geleer word.http://sajie.journals.ac.za/pubam2024Graduate School of Technology Management (GSTM)SDG-09: Industry, innovation and infrastructur

An exploratory case study to validate a method for investigating the role of PMOs in knowledge transfer

A conceptual model for the role of a project management office (PMO) in improving the usability of knowledge that is transferred between projects is proposed, and a method to investigate the role of PMOs in knowledge transfer is validated. The case of a PMO in a multinational engineering company was selected, and 24 codes within three themes were identified through qualitative data analysis of a semi-structured interview. Provisional support was found for three propositions related to three variables: the articulability of knowledge, the usability of knowledge, and the role of the PMO. The study fine-tuned a case study protocol for future investigation of the role of PMOs in improving the usability of knowledge that is transferred between projects.’n Konseptuele model vir die rol van ’n projekkantoor in die verbetering van die bruikbaarheid van inligting wat tussen projekte oorgedra word, word voorgestel, en ’n metode om die rol van projekkantore in die oordrag van kennis te ondersoek is gevalideer. Die geval van ’n projekkantoor in ’n multinasionale ingenieursmaatskappy is gekies, en 24 kodes in drie temas is geïdentifiseer deur kwalitatiewe ontleding van ’n semi-gestruktureerde onderhoud. Voorlopige ondersteuning is gevind vir drie proposisies aangaande drie veranderlikes — naamlik, die artikuleerbaarheid van kennis, die bruikbaarheid van kennis, en die rol van die projekkantoor. Die studie het ’n gevalstudie protokol vir toekomstige ondersoek na die rol van projekkantore in die bruikbaarheid van kennis wat tussen projekte oorgedra word, verfyn.http://sajie.journals.ac.zaam2021Graduate School of Technology Management (GSTM

The role of the project management office in knowledge transfer in a matrix-structured organisation : a case study

The knowledge transfer role of a project management office in a matrix-structured telecommunication organisation was investigated by means of focus groups and interviews, and the results were analysed with ATLAS.ti software. The results confirmed the key role that the project management office plays in knowledge transfer. Corporate culture was found to have a greater effect on knowledge transfer than the type of organisational structure. Conflicts and other challenges typical of matrix structures did not necessarily hinder knowledge transfer, and even contributed to it. The knowledge transfer roles of the project management office were primarily perceived as a moderator of the transfer of technical information and a mediator of project and business knowledge.Die rol van ʼn projekbestuurkantoor ten opsigte van kennisoordrag in ʼn telekommunikasie organisasie met ʼn matriks-struktuur is ondersoek met behulp van fokusgroepe en onderhoude. Die resultate is met ATLAS.ti sagteware ontleed. Die resultate bevestig die sleutelrol wat die projekbestuurskantoor in kennisoordrag speel. Organisasiekultuur het ʼn groter rol as organisasiestruktuur gespeel, terwyl konflikte en ander probleme wat tipies met matriks-strukture geassosieer word nie noodwendig kennisoordrag benadeel nie, en selfs kennisoordrag bevorder. Die rol van die projekbestuur-kantoor in kennisoordrag is hoofsaaklik beskou as ʼn moderator van oordrag van tegniese kennis en ʼn mediator in die geval van projek- en besigheidskennis.http://sajie.journals.ac.za/pubam2022Graduate School of Technology Management (GSTM

The role played by PMOs in the transfer of knowledge between projects

Projects are unique, temporary structures that produce unique knowledge. For organisations to gain competitive advantage, this knowledge needs to be transferred effectively between projects. Knowledge transfer across projects is thus an important and decisive competitive factor. However, project teams typically focus on short-term project goals, and often fail to regard capturing and transferring project knowledge between projects as important for the long-term benefit of the organisation. This theoretical study argues that Project Management Offices (PMOs) play an important role by supporting and facilitating the flow of knowledge between projects. A conceptual framework depicting the role of PMOs in the transfer of knowledge between projects is presented here, while empirical results will be reported on in a sequel to this paper.Projekte is unieke, tydelike strukture wat unieke kennis lewer. Vir organisasies om ’n mededingende voordeel te behaal, moet hierdie kennis effektief oorgedra word tussen projekte. Kennisoordrag tussen projekte is dus ’n belangrike en beslissende mededingende faktor. Projekspanne fokus egter tipies op korttermyn projekdoelwitte en slaag dikwels nie daarin om die vasvang en oordra van projekkennis tussen projekte as belangrik vir langtermynvoordele vir die organisasie te beskou nie. Hierdie teoretiese studie voer aan dat Projekbestuurskantore (PMOs) ’n baie belangrike rol speel deur die vloei van kennis tussen projekte te ondersteun en te fasiliteer, en stel ’n konseptuele raamwerk voor wat die rol van PMOs in die oordrag van kennis tussen projekte uitbeeld. Empiriese resultate sal in ’n opvolgartikel gerapporteer word.http://sajie.journals.ac.zaam2019Graduate School of Technology Management (GSTM

Extended critical success factor model for management of multiple projects : an empirical view from Transnet in South Africa

Transnet Freight Rail in South Africa has faced projects delays in its multi-project environment. This study takes South Africa as representative of developing countries, and develops the Critical Success Factors (CSFs) model for multiple projects success, with the goal of expanding the conventional model by adding the demographic characteristics of the business units involved in the multiple projects. The empirical results showing the greatest number of success factors are people-related, with the focus on team selection and team commitment. Two demographic characteristics are of importance when managing multiple projects: the size of the business unit, and the employees’ project experience.Transnet, ‘n spoorvragentiteit in Suid-Afrika, ondervind gereeld projekvertragings in hul multi-projekomgewing. Suid-Afrika, as ‘n voorbeeld van ontwikkelende lande, word in die studie gebruik en hierdie studie ontwikkel ‘n reeks suksesfaktore vir ‘n multi-projek-omgewing deur ‘n bestaande konvensionele model aan te pas om ook die demografiese eienskappe van die verskillende besigheidseenhede betrokke in die organisasie te inkorpo-reer. Die resultaat van die studie wys dat die grootste aantal suksesfaktore mens-geörienteerd is, met die fokus op die samestelling en toewyding van die betrokke projekspanne. Twee demografiese eienskape is belangrik by die bestuur van multi-projekte, naamlik die grootte van die besigheidseenheid asook projekondervinding van die werknemers.http://www.journals.co.za/ej/ejour_indeng.htm

FACTORS THAT IMPACT KNOWLEDGE DISSEMINATION IN PROJECTS

Knowledge dissemination, as part of the knowledge exchange process, is particularly challenging in any project environment due to the temporary nature of projects. Although several studies in the earlier literature studied the factors that influence knowledge exchange, very few examined them from the ‘knowledge push’ perspective. This study aims, therefore, to highlight the critical factors that impact knowledge dissemination in a project environment. This empirical research found ten critical factors, such as individual experience, trust, source credibility, shared understanding, motivation, and articulability. These individual factors seem to have a dominant influence on knowledge dissemination from the view point of the knowledge source.Kennisverspreiding, as deel van die kennis uitruilproses, is besonders uitdagend in enige projek omgewing as gevolg van die tydelike aard van die projekte. Alhoewel verskeie studies in die literatuur die faktore wat kennis uitruiling beïnvloed, bestudeer het, is daar min studies wat dit vanuit ʼn “kennisuitstoot” perspektief oorweeg. Hierdie artikel lig dus om die kritiese faktore wat kennis verspreiding in ʼn projek omgewing beïnvloed, uit. Hierdie empiriese navorsing het tien faktore identifiseer, onder andere individuele ervaring, vertroue, bronbetroubaarheid, gedeelde verstaan, motivering en artikuleerbaarheid. Hierdie individuele faktore blyk om ʼn dominante invloed op die kennis verspreiding vanuit die oogpunt van kennisbron te hê.http://www.saiee.journals.ac.zaam2017Graduate School of Technology Management (GSTM

Factors that impact knowledge dissemination in projects

Knowledge dissemination, as part of the knowledge exchange process, is particularly challenging in any project environment due to the temporary nature of projects. Although several studies in the earlier literature studied the factors that influence knowledge exchange, very few examined them from the ‘knowledge push’ perspective. This study aims, therefore, to highlight the critical factors that impact knowledge dissemination in a project environment. This empirical research found ten critical factors, such as individual experience, trust, source credibility, shared understanding, motivation, and articulability. These individual factors seem to have a dominant influence on knowledge dissemination from the view point of the knowledge source.Kennisverspreiding, as deel van die kennis uitruilproses, is besonders uitdagend in enige projek omgewing as gevolg van die tydelike aard van die projekte. Alhoewel verskeie studies in die literatuur die faktore wat kennis uitruiling beïnvloed, bestudeer het, is daar min studies wat dit vanuit ʼn “kennisuitstoot” perspektief oorweeg. Hierdie artikel lig dus om die kritiese faktore wat kennis verspreiding in ʼn projek omgewing beïnvloed, uit. Hierdie empiriese navorsing het tien faktore identifiseer, onder andere individuele ervaring, vertroue, bronbetroubaarheid, gedeelde verstaan, motivering en artikuleerbaarheid. Hierdie individuele faktore blyk om ʼn dominante invloed op die kennis verspreiding vanuit die oogpunt van kennisbron te hê.http://www.saiee.journals.ac.zaam2017Graduate School of Technology Management (GSTM

Reliable and valid measurement scales for determinants of the willingness to accept knowledge

Before any acquired knowledge is used or adds value to the receiving project (members), it must be accepted by its recipients, leading to an increase in their positive attitudes towards, and intended use of, the acquired knowledge. To be willing to accept knowledge, the receiving project’s team members must perceive it to have value and be easy to use. The focus of this exploratory paper is to develop and empirically test relevant sub-dimensions of perceived value and ease-of-use. The sub-dimensions were identified through a literature review, and measurement scales were developed empirically by applying a well-established scale development methodology.Voordat enige verkrygde kennis vir ʼn projek gebruik word of waarde toevoeg tot die projek en sy projeklede, moet die kennis aanvaar word deur die ontvangers daarvan. Dit sal die positiewe ingesteldheid van die ontvangers tot die kennis verhoog. As voorvereiste vir die gewilligheid om kennis te ontvang, moet die verkrygde kennis dus van waarde wees en moet dit maklik lyk vir die projeklede om die kennis te kan gebruik. Die fokus van hierdie artikel is dus om dimensies vir die meting van die gewilligheid om die verkrygde kennis te aanvaar te identifiseer en om die skalese dimensies te ontwikkel. Die dimensies is vanuit ’n literatuuroorsig identifiseer, en die skale is empiries bepaal met behulp van ʼn bewese skaal ontwikkelingsmetodologie.http://sajie.journals.ac.za/pubam2022Graduate School of Technology Management (GSTM

An empirical study on the critical success factors of small-to medium-sized projects in a South African mining company

Projects that fail, for whatever reason, can impact negatively on society, organisations, and other stakeholders. A number of researchers have identified various critical success factors (CSFs) that can influence the outcome and success of a project. This research therefore aims to determine the CSFs that influence various success measures of small- to medium-sized projects at a South African mining company, Exxaro Resources’ Grootegeluk Coal Mine. Other objectives of this research include determining the extent of the impacts of these CSFs on the different success measures of a project. The investigation suggests that there are correlations among CSFs, and that certain factors impact the outcome of projects far more than others. This research finds that the single most important CSF for small- to medium-sized projects is the selection of a competent project manager. The competent project manager is characterised by a group of interrelated CSF factors: good leadership, commitment, and learning from past experiences. Based on the research results, other CSFs are discussed and explored in order for recommendations to be made on how this mining company, and possibly other organisations, can achieve greater project success.Mislukte projekte kan negatiewe impakte op die samelewing, organisasies en ander belanghebbendes hê. In die literatuur is daar reeds verskeie kritiese suksesfaktore geïdentifiseer wat die uitkoms en sukses van ‘n projek kan beïnvloed. Hierdie navorsing mik daarna om die kritiese suksesfaktore wat verskeie suksesmaatstawwe van klein- tot mediumgrootte projekte by Exxaro Resources se Grootgeluk steenkoolmyn in Suid-Afrika beïnvloed. Nog ‘n doelstellings van die studie sluit in die bepaal van die mate van die impak van hierdie kritiese suksesfaktore op die verskillende suksesmaatstawwe van ‘n projek. Die ondersoek dui daarop dat daar korrelasies onder kritiese suksesfaktore bestaan en dat sekere faktore ‘n baie groter invloed op die uitkoms van projekte het as ander. Die belangrikste kritiese suksesfaktor vir klein- tot mediumgrootte projekte is die aanstel van ‘n bevoegde projekbestuurder. ‘n Bevoegde projekbestuurder word gekenmerk deur etlike onderlinge kritiese suksesfaktore, naamlik goeie leierseienskappe, toewyding en ervaring. Ander kritiese suksesfaktore word op grond van hierdie studie bespreek en ondersoek om aanbevelings te maak oor hoe die mynboumaatskappy, en moontlik ander organisasies, verbeterde projek sukses kan behaal.The author was enrolled and completed the MEng (Project Management) degree in the Graduate School of Technology Management, University of Pretoriahttp://sajie.journals.ac.za/am201