Performance analysis of immigration operation by discrete event modelling and simulation

Discrete event modelling and simulation were used to analyse the performance of immigration operation in Botswana. The relationships between length of queues of immigrants, queuing time, service time and engagem-ent of duty officer were investigated. Data collected by direct observation and clock-timing of processing immi-grant request at an inland office on a normal working day was used to determine whether to increase or reduce the number of serving officers to balance the operations. The findings indicated that the system of operation was balanced or fairly matched by 75 % utilization of the officer, average immigrant queuing time of 4.2 min, and required no changes. The pilot study could be replicated at other boarder posts and airports prior to the expected influx of tourists during the 2010 World Cup Football Competition in South Africa

Manufacturing strategy - a potential competitive tool for J&S Botswana (Pty) Ltd [case study]

It is quite common a practice for organizations in developing countries with manufacturing functions, particularly small to medium enterprises, to operate without a defined strategy for competitiveness. This has seen many potential businesses failing to survive the competition in the dynamic business environment. In order to thrive in any chosen market, an organization needs to have a well-defined manufacturing strategy that is periodically audited. An effective manufacturing strategy must clarify and define the links between overall competitive strategy and the development of the company’s resources. Strategy formulation provides direction, purpose and coherence; ensures that manufacturing’s interests are taken into account at corporate level; clarifies and emphasizes priorities and potential conflicts; and helps integrate functions. An understanding of the consumer’s needs is critical and a clear awareness of order winning and order qualifying criteria is essential. Thus a manufacturing strategy sets the destination (and course), and implementation of the same defines how to get there. This work therefore outlines a customized methodology for formulating a manufacturing strategy through a strategic audit of a local case study company. The results of the audit carried out indicate that the company is operating without a defined strategy for competitiveness and is performing very badly with respect to the desired levels of competitive performance objectives. Suggestions are made for the effective implementation of a performance improvement programme within the context of the company’s current limitations.Keywords: Competitive strategy, Competitive performance objectives, Manufacturing strateg