|
|
WPC Case studies
| Corruseal (KwaZulu-Natal) |
| The WPC programme offered Corruseal the opportunity to both improve productivity and develop staff, although initially it was perceived as increasing the workload. The fact that Corruseal also achieved ISO accreditation assisted staff acclimatises to the WPC process. |
| Read More |
| |
| Dunlop - Ladysmith (KwaZulu-Natal) |
The union was suspicious because management acted unilaterally - there was little trust between the two parties. There was a lot of resistance to change.
The fact that the programme is a national government initiative to benefit workers and not just management, or the company, worked in its favour. |
| Read More |
| |
| Duzi Computer Forms (KwaZulu-Natal) |
In 2000, when joining WPC, the company was losing about 40 hours per week in machine downtime and needed to put in place systems to turn that around.
The programme was easy to understand and to follow and the visual nature of the modules were attractive. |
| Read More |
| |
| Ecola Plastic Case studies |
| The purpose is to highlight the importance of the principles of Sustaining World-class, by showing how Ecola Plastics, a WPC company, went about making them part of their normal operating practice. |
| Read More |
| |
| Feltex Fehrer (Pty) Ltd (Eastern Cape) |
Feltex were looking for a suitable continuous improvement tool. They realised the company could only improve and go forward with happy employees.
Workplace Challenge puts systems in place to allow management to monitor while at the same time empowering workers. |
| Read More |
| |
| GP Fabchem |
A notable success of the Workplace Challenge has been Fabchem Mining. This Springs-based manufacturer
and installer of mining roof support commodities and machinery, approached Productivity SA two years ago and
became involved in the Workplace Challenge (WPC). |
| Read More |
| |
| GP Inso Aluminium |
| In this, our second newsletter, we are sharing the experiences of Inso Aluminum, who introduced the 5S’s last year as their starting point. Martin Beverley the MD decided to give his staff free reign in instituting the 5S’s thereby allowing them to own the process. |
| Read More |
| |
| Guestro Wheels (Eastern Cape) |
The company’s main objective was to identify and use a continuous improvement tool that was going to assist in improving productivity. Various Mission Directed Work teams’ improvement techniques, like cost, speed and quality improvement techniques were employed to eliminate bottlenecks and eliminate non-value adding activities.
Management’s decision to drive the Workplace Challenge Programme was a significant factor in its success within the company. The Managing Director’s enthusiasm and support had an effect on management and on production teams, resulting in notable successes such as reduced lead times, improved quality and lowered reject rate. |
| Read More |
| |
| HP Electroplating and Trading CC (North West Province) |
| Workers did not comprehend what was expected from them; ownership levels were low. The programme demanded of both management and workers to become involved at different levels and the result has been the development of people’s skills to an unprecedented level. |
| Read More |
| |
| Jurgens-CI (North West Province) |
| Poor communication led to low morale and less than optimal productivity levels.The visual nature of the programme helps to maintain and grow understanding among staff. |
| Read More |
| |
| Nestlé (Babelegi) (North West Province) |
| Employee involvement was identified as one initiative to drive productivity. Joining a cluster afforded the company access to the WPC grant, commensurate with its size and workforce, as well as the opportunity to share experiences and ideas with the other seven companies in the cluster. |
| Read More |
| |
| PFK Electronics (Pty) Ltd (KwaZulu-Natal) |
| Management needed to understand they had to work smarter and that we needed a mechanism to make people relearn to think. It took a new generation of people to recognise and work with the inevitability of change. It was the “new blood” in the organisation that was able to counter the resistance among some long-standing staff and senior management. |
| Read More |
| |
| Ramsay Production Engineers (Pty) Ltd (KwaZulu-Natal) |
| The main aim with joining WPC was to improve management and union relations, largely through improving communication between the parties. The decision of top management to drive the WPC programme played a significant role in its success. The MD’s enthusiasm and support had an effect on management and on production teams. |
| Read More |
| |
| Shutterprufe Ga-Rankuwa (Rosslyn) (North West Province) |
| The entering of international competition and the stronger rand posed a challenge to the business, which resulted in most OEM’s urging us to cut our prices when benchmarked against import prices. WPC was used as a vehicle to educate both management and employees on importance of full commitment, participation, transparency and was also used to drive the new vision. |
| Read More |
| |
| Smiths Plastic Pty Ltd |
| Smiths Plastics (Pty) Ltd has been in business for the past five years. It manufactures plastic mouldings for Toyota and other automotive manufacturers. It joined the Workplace Challenge in June 2004. |
| Read More |
| |
| Smiths Plastics (Pty) Ltd (KwaZulu-Natal) |
As is often the case with organizations that are embarking on a world-class manufacturing journey; there is always a sense among the team members of uncertainty about the security of their employment and the threat of new technology such as robots replacing the people. It was a tough challenge to get all team members across the levels to see the inevitability of market changes and that meeting the demands of the customers means sustainability for the company.
Through deliberate and tactful introduction of the Workplace Challenge Programme and development of mini-businesses, communication vertically and laterally has significantly improved. |
| Read More |
| |
| Sonnendal Case study |
The purpose is to highlight the important role the principles of Sustaining World-class, played in the success of Sonnendal Dairies, a WPC company, and how they went about making these principles part of their normal operating practice.
Background |
| Read More |
| |
| TFM Industries (Alberton) (Gauteng) |
| The management of TFM felt that there was a lack of effective communication between individuals and departments and between shop floor and management. TFM saw the adoption of the programme as a vehicle to achieving world-class status for the company. |
| Read More |
| |
| TFM Industries (Pty) Ltd (Gauteng) |
There was a lack of effective communication between individuals and departments and between shop floor and management. In addition, manufacturing and quality issues were not always effectively addressed and the combination of these factors was affecting staff morale generally.
The continuous training of our personnel in the Workplace Challenge processes, as well as the participative nature of the programme where all our staff are involved makes us confident that we will meet the challenge of becoming a leader in our industry. |
| Read More |
| |
| The Dairy Connection |
| The Dairy Connection manufactures dairy and fruit juice products for the higher-quality sector of the retail market. |
| Read More |
| |
| Vithale Electrical Case Study |
| Vithale Electrical was founded in 2002 when IST, a diversified engineering solutions company, offered Rene Pillay an opportunity to start his own company and subcontract to IST. |
| Read More |
| |
| Wispeco Alluminium |
Wispeco Aluminium is an excellent example of a company that continues to apply all of the 12 principles of ustainability. The most important principle applied, being the company’s commitment to a long term philosophy of continuous mprovement! They can truly be regarded as a company that
displays many characteristics of World-class! |
| Read More |
| |
| ZF Sacks SA (Pty) Ltd (Gauteng) |
The company elicited the assistance of Productivity SA in aligning their goals and improving communication between management and the workforce.
This was done by introducing the Workplace Challenge programme. Training the workforce in other spheres of business understanding, will result in ownership of mini-business units. |
| Read More |
| |
< Back
|
|
|
|
|
| Current And Future Events |
|
|
Leadership Capacity Building (LCB) Programme
|
The LCB workshop will be held at Aspen Nutritionals in Clayville on the 11th May 2009 and the 19th May 2009. |
|
|
Milestone Workshop
|
Ekurhuleni After Care Cluter's first Milestone Workshop to be held at Productivity SA, Midrand on the 11th Of June 2009. |
|
|
|
|
|
