Recent comments received from participating stakeholders (both management and labour):

q            “It’s one of the best things that’s happened. We could see that Government was involved in promoting South African businesses and competitiveness.” Ronald Govender, Foreman and former Union Representative

q            “I used to feel like a number, now I feel appreciated” Faheem Makda, Welding Operator

q            “Implementing the Workplace Challenge Programme has had far more impact than I expected. Initially, I thought the programme was more for the factory than other areas, but I was proved wrong. Seeing the pride in people - the general cleanliness and neat environment - has rubbed off on me. I am amazed how people have embraced the programme.”  - Mike Parnaby, Production Director

q            “We are now more confident about our ability to compete. We know more about our business. Day-to-day management communication flows both ways now.”  - Kylie Griffin

q            “Initially, people were under the impression that the programme was for the shopfloor. At the cluster meetings, when the admin teams from other companies talked about the programs' relevance to them, they discovered that it was for everyone.” Romita Chetty, Human Resources Manager.

q            “Before Workplace Challenge, when clients requested a site visit, we would need to prepare for them. Now things are such that clients can just arrive and everything is in its place.” Amy Chetty, Sales Manager

q            “The cluster concept encourages healthy competition – we motivate each other to achieve more and share examples of innovations.” Widney Transport Components

q            “The programme encourages continual interface between workers and management. People want information and that’s what this project and programme gives them.” Widney Transport Components

q            “When we first heard of Workplace Challenge, we feared that particularly supervisors and foremen would be made redundant. Once we had understood the modules however, we discovered that it could actually help us secure jobs; these functions would still be in demand, to encourage team work and morale.” Mike Mereotlhe, Supervisor and Union Shop Steward

q            “The union has been especially pleased by the clear paper trail that has been created that has made things clear and above board. We see now that if we can ensure quality, we can market the product as far afield as Australia. … Many things have changed for the better. I would encourage more companies to align themselves with the programme.” Mike Mereotlhe, Supervisor and Union Shop Steward

q            “The cluster concept allows for cross-pollination between big and small companies, who can share problems and find solutions together. It works well as there’s a friendly competitive rivalry between companies.” Keith Laing, Managing Director

q            “At first, we struggled to get going with the programme. Then, about three months ago, it suddenly got brilliant.  It’s the people doing it now – now, people are doing it for themselves.” Achmat Rockman, Production Controller.

q            “People see how important they are – they need a vision.” Winston Lodewyk, Team Leader.

q            “We still need to improve, but the only way to eat an elephant is piece by piece ... Company site visits are what convinced me to push this programme. Those were really my inspirations to implement it here.” Achmat Rockman, Production Controller.

q            “You need to involve people in the change process to get them on board.” Carl Butlion, Distribution Supervisor.