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CAPE FAST TRACK PERFORMANCE IMPROVEMENT PROJECT |
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CLIENT |
| 9 Clothing & Textile Firms & Project Sponsors |
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DURATION |
| October 2006 – December 2007 |
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DESCRIPTION |
| 9 Clothing & Textiles plants in the Cape participated in a performance improvement project funded by CTFL Seta, ILO/Swiss Government, Province & CT City
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RESULTS |
| Close to R2million in savings due to reduction in waste were reported across the participating firms. Projects include improvement in efficiency, throughput, reduction in reworks, absenteeism/lost time. These gains exclude an average efficiency improvement of 15% across firms. All firms now have basic HR policies & procedures in place.
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CLOTHING AND TEXTILE FAST TRACK PROJECT FEASIBILITY |
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CLIENT |
| Department of Economic Development, KZN |
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DURATION |
| 3 months |
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DESCRIPTION |
| Feasibility study into the establishment of a Fast Track performance improvement initiative for clothing and textile firms on KZN. This study was modeled on the approach developed by PSA in the Enterprise Competitiveness Development Project undertaken on behalf of the ILO and involved:-
• Interfacing with potential participants
• Programme design
• Project funding and feasibility
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RESULTS |
| Project report indicating the potential feasibility of the initiative |
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ENTERPRISE COMPETITIVENESS DEVELOPMENT PROJECT |
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CLIENT |
| International Labour Organisation |
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DURATION |
| January 2004 – May 2005 |
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DESCRIPTION |
| Performance improvement programme for clothing and textile companies in Newcastle / Ladysmith, KZN comprising the following:-
• Baseline assessments of improvement opportunities
• Training in manufacturing best practices
• Training of team leaders, trainers and teams
• Specialist HR support
• Profit improvement projects realisation |
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RESULTS |
| At the five best performing companies the following was achieved:
• 10% improvement in operating efficiencies
• 50% improvement in quality
• Average absenteeism of 2,8%
• R 1,3 million signed off savings through improvement projects
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FREIGHT LOGISTICS BENCHMARKING CLUB |
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CLIENT |
| Johannesburg City Council |
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DURATION |
| 3 months |
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DESCRIPTION |
| Feasibility study into the viability of establishing a benchmarking Club for the Freight Logistics industry in Johannesburg involving:-
• Interfacing with industry stakeholders
• Development of organisational options
• Sourcing of funding
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RESULTS |
| Business plan for the establishment of the Benchmarking Club |
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FURTHER EDUCATION AND TRAINING COLLEGE RECAPITALISATION RESEARCH PROJECT |
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CLIENT |
| Mthashana FET College |
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DURATION |
| October 2005 – January 2006 |
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DESCRIPTION |
| Alignment of the institutional strategy and the curriculum with reference to local socio-economic development priorities which included implementation of a performance management system based on:-
• Review of strategic objectives of college
• Linking department goals to strategic objectives
• Training managers in performance management skills |
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RESULTS |
| Projects and curriculum development linked to local market requirements performance management system is effective. |
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INSTITUTIONAL ALIGMENT |
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CLIENT |
| KZN Department of Economic Development |
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DURATION |
| June 2005 |
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DESCRIPTION |
| A programme of facilitation to refine, integrate and align organisational activities and provide proposals for an institutional framework and memorandum of agreement to ensure, in particular, the effective collaboration between KZN Dept of Economic Development and Trade & Investment KwaZulu Natal (TIKZN).
• Desktop research
• Interviews
• Workshops
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RESULTS |
| • Current state analysis
• Recommendations for alignment
• International Best Practice comparisons
• Proposal for Memorandum of Agreement outlining & governing relationship
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KRUGER NATIONAL PARK |
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CLIENT |
| Kruger National Park |
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DURATION |
| November 2006- December 2007 |
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DESCRIPTION |
| A Service Excellence Project was run in the Kruger National Park for 18 months funded by the Swiss Government through the International Labour Organisation (ILO) as well as the KNP itself. The focus of the project was improved service in the guided activities of the park. |
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RESULTS |
| • Strategy & business plan for guided activities
• Key Performance Measures to measure quality & effectiveness of guided activities
• Guided activities quality management system
• Visual Performance Measurement system for each camp
• Job Profiles
• Training Matrix
• NQF-aligned training in Customer Service Excellence |
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KZN FAST TRACK PERFORMANCE IMPROVEMENT PROJECT |
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CLIENT |
| 5 Clothing & Textiles Firms in KZN & Project Funders |
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DURATION |
| November 2006- December 2007 |
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DESCRIPTION |
| 5 Clothing & Textiles plants in KZN participated in a performance improvement project funded by CTFL Seta, ILO/Swiss Government, KZN Dept of Economic Development, KZN Clothing & Textiles Cluster, eThekwini Municipality. |
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RESULTS |
| A cumulative rand improvement of R2million was reported due to reduction in waste by the firms. Projects included reduction in raw material waste, machine downtime, overtime and set-up time during style changeovers. |
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KZN LEGISLATURE |
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CLIENT |
| KZN Legislature |
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DURATION |
| February 2007 – November 2007 |
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DESCRIPTION |
| • Undertake a review of processes and structures in the Legislature
• Revise job profiles and have these graded
• Develop training plans for management and staff
• Develop HR policies
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RESULTS |
| A new organogram based on customer requirements,
Key Performance Areas (KPAs) of each section and personnel requirements to deliver these KPAs
• Reporting lines for every post clarified and financial delegations established for managers
staff establishment reduced from 229 to 176 resulting in a saving of R10,25 million per
year
• No jobs lost - current staff complement will be increased by 28 to fill the 176 post establishment
• Every job profile re-written to align with the KPAs of each section and the legislature as a whole
• Every job graded in terms of Patterson
• Training plans developed for management and staff
• Key HR policies and procedures developed to support the processes above |
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MANUFACTURING LEADERSHIP DEVELOPMENT PROGRAMME |
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CLIENT |
| LEADING WORKWEAR AND GARMENT MANUFACTURER |
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DURATION |
| JULY - DECEMBER 2008 |
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DESCRIPTION |
| PSA was appointed in early 2008 to implement a performance improvement programme involving line managers and team leaders for one of South Africa's premier work wear and garment manufacturers.
The project ran from July - December 2008 and followed three set phases of implementation viz:
Phase 1: Conducting Baseline Assessments and setting improvement targets.
Phase 2: Training & Coaching of Senior Management, Line Managers and Team Teaders in 8 focus areas. Monitoring of performance against set targets.
Phase 3: Conduct Final Assessment and Award Ceremony |
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RESULTS |
| Factory performance was measured in terms of efficiency, re-work and absenteeism over a four month period. The results were as follows:
1. Efficiency - An average 5% improvement in the combined line efficiency in three of the four factories.
2. Quality - All factories began to measure and manage their re-work
3. Attendance - Absenteeism reduce by 2-3%, at three of the four factories and an average absenteeism rate of 3.7% was achieved for the duration of the project. |
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MASBUWO Supplier Development Programme |
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CLIENT |
| Grinaker-Lta (E.Cape) |
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DURATION |
| February - November 2011 |
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DESCRIPTION |
| A supplier development programme involving 8 of Grinaker-Lta's sub-contractors from Port Elizabeth ran from February to November 2010. PSA's MASBUWO programme formed the basis of this development process.
The programme commenced with a baseline assessment of the participating companies. 6 Modules from the MASBUWO suite were selected which were: Working With Customers; Measuring Your Business; Forecasting Cahflow; Managing Working Capital; Managing People and Addressing Risk & Compliance.
A half-day group workshop was run each module. on a monthly basis In addition, a 4 hour, one-one coaching session was run after each module to assist delegates in the application of what had been learnt. |
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RESULTS |
| For full accreditation, a total of 18 outputs had to be implemented by each business owner. These outputs were signed off by their coach. All businesses which successfully implemented the 18 outputs received preferred supplier status from Grinaker-Lta. Where some of the outputs were not fully implemented but acceptable progress had been made, conditional preferred supplier status was awarded. Certificates of attendnace were issued to delegates who attended the programme but hadn't completed the outputs to the required standard. 3 delegates received preferred supplier status, 3 received conditional preferred supplier status and the remaining 2 certificates of attendance. |
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MERGER INTEGRATION PROCESS |
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CLIENT |
| Durban Institute of Technology |
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DURATION |
| January 2002 – June 2005 |
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DESCRIPTION |
| Facilitate the process of merger between the ML Sultan Technikon and Technikon Natal to form the Durban Institute of Technology involving:-
• Facilitating the integration of departments from each institution
• Development of institutional and departmental organograms
• Profiling and grading of all administration posts
• Support to the HR function |
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RESULTS |
| • Organograms developed for all administrative departments
• Over 300 jobs profiled & graded for all support posts
• Cost benefit analysis on
grading alignment
• Assessment of HR Department
• Assessment of HR Practitioners
• Recommendations for performance improvement of HR Deptartment
• Customised training programme for HR Practitioners
• Development of HR Policy for the institution
• Proposed performance management system for executive team
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NORTHERN KZN SECTOR BUSINESS SUPPORT CENTRE |
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CLIENT |
| Department of Economic Development, KZN |
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DURATION |
| January 2005 – February 2006 |
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DESCRIPTION |
| Feasibility and set up of the NKZN SBSC including the following:- • Local industry and stakeholder consultation
• Feasibility study
• Programme development
• Ongoing support to Centre and specific projects
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RESULTS |
| Feasibility study determined viability, projected membership, 15 companies |
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PERFORMANCE MANAGEMENT |
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CLIENT |
| NPC |
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DURATION |
| 3 MONTHS |
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DESCRIPTION |
| The first phase of this project was to review and to make improvements to the company's existing performance management process and documentation. The company's performance management documentation was revised and this formed the basis of Phase 2.
A highly customised and practical two-day workshop was developed and run for all the NPC Cimpor Leaders.
The training was conducted in small groups of between 8-12 delegates. A total of 8 workshops were conducted which were attended by a total of 73 leaders. In addition, a half day workshop was run for the Management Committee of the company.
The workshop focussed on training leaders to use the revised performance management documentation and process. The process now had direct links to the individual/team component of the BSC. Participants were required to identify Key Performance Areas (KPA's) for an identified position and then had to decide on the Key performance Indicators (KPI's) to measure performance in each area. . |
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RESULTS |
| The overall evaluation of the course by the delegates was very positive with 62% rating it as excellent, with a further 37% rating it as very good. |
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PMDP 2010 |
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CLIENT |
| KZN Department of Basic Education |
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DURATION |
| June - December 2010 |
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DESCRIPTION |
| Given the success of the 2009 Pilot Principals Management Development Programme (PMDP) PSA, along with its consortium partners from PWC and UKZN, commenced the roll out of the PMDP to 600 Principals and 60 Ward Managers in June 2010.
The PMDP is a highly practical management development programme which requires delegates to work with their School Management Teams (SMT's) to implement a total of 24 outputs over the 6 month duration of the programme. The programme consists of 6 Modules with each module having its own specific and relevant outputs for implementation.
The programme methodology includes group training sessions followed by individual coaching sessions with each Principal at their school. The aim of the coaching sessions is to assist with the development and implementation of the outputs. |
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RESULTS |
| The programme has been positively received by the participating Principals as well as the Ward Managers. Practical improvements in the management of the participating schools is beginning to be seen. The programme is currently at its mid-point.
A mid-term report is attached with this project overview. |
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PRINCIPALS MANAGEMENT DEVELOPMENT PROGRAMME (PMDP) |
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CLIENT |
| Department of Education (KZN) |
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DURATION |
| July - December 2009 |
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DESCRIPTION |
| The PMDP was specifically designed to assist school principals to enhance their management skills so as to be able to run their schools more effectively.
The methodology followed in the programme was to have 6 one day training sessions followed by intensive individual mentoring and coaching at the principal’s school. The modules were trained approximately one month apart at a centralised venue. Each module had a number of school specific outputs which had to be completed and signed off in order for accreditation to be achieved. There were a total of 24 outputs which had to be implemented.
The Pilot Programme involved 50 Principals and 6 Ward Managers from the Illembe, Vryheid and Othukela Districts.
The following modules were focused on: (1) School Direction & Planning; (2) School Governance; (3) Curriculum Management; (4) Resource Acquisition & Management; (5) Financial Management and (6) People Management |
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RESULTS |
| Given the success of the pilot it was announced at the PMDP award ceremony, by the MEC for Education, the Honourable Mr ES Mchunu, that the programme would roll out in 2010.
98% of the principals met the programme requirements for accreditation and received their certificates. This pass rate exceeded the 75% target which was set at the start of the project.
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Principals Management Development Programme (PMDP) 2010 |
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CLIENT |
| KZN Department of Basic Education |
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DURATION |
| June - December 2010 |
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DESCRIPTION |
| Given the success of the 2009 Pilot of the Principals Management Development Programme (PMDP), PSA along with its consortium partners from PWC and UKZN, commenced the roll out of the PMDP to 600 principals and 60 Ward Managers in June 2010. The PMDP is a highly practical management development programme which requires delegates to work with their School Management Teams (SMT's) to implement a total of 24 outputs over the 6 month duration of the programme. The programme consists of 6 modules with each module having its own specific and relevant outputs for implementation. The programme methodology includes group training sessions followed by individual coaching sessions with each principal at their school. The aiim of the coaching sessions is to assist with the development and implementation of the outputs. |
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RESULTS |
| Pilot schools achieved a 21.3% improvement in their Grade 12 pass rate in 2009 and 2010.
Of the 197 High Schools participating in the 2010 roll out their was an average 15.8% improvement in their Grade 12 results.
78% of the roll out schools improved their results in 2010. |
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STRATEGIC HUMAN RESOURCE DEVELOPMENT PROJECT |
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CLIENT |
| Chinese Garment Manufacturers/Global Training Partnership |
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DURATION |
| May 2004 – July 2004 |
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DESCRIPTION |
| Development of strategic HR tools & training to support compliance to retailer codes of good practice, including:
• HR assessment
• Facilitation of development of key Job Profiles
• Facilitation of development of key HR Policies & Procedures
• Facilitation of development of Training Plan
• Implementation training
• Development of communication tools
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RESULTS |
| • Introduction of key HR metrics & policies
• Communication of key Job Profiles
• Development of Training Plan
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STRATEGIC SOURCING AND COMMUNITY LIAISON |
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CLIENT |
| Afrisun |
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DURATION |
| January 2001 – November 2004 |
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DESCRIPTION |
| Sourcing of small black businesses ( SMME ‘s) and labour as well as community liaison for the Sugar Mill and Sibaya casino’s in Umdloti, KZN which involved:-
• Management of an on-site office
• Management of labour recruitment
• Sourcing and assessment of SMME’s
• Identification of interested and affected parties (IAP’s)
• Liaison with local communities
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RESULTS |
| BEE Sourcing Targets achieved |
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SUPPLIER DEVELOPMENT PROGRAMME |
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CLIENT |
| GRINAKER-LTA |
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DURATION |
| FEB-AUGUST 2009 |
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DESCRIPTION |
| The Construction Division of Grinaker-LTA, headed by Mr Kurt Scwechheimer, agreed to participate in a Supplier Development Programme funded by Swiss Contact.
Following intensive discussions , seven suppliers-essentially subcontractors in formwork, brickwork and carpentry were selected to particpate in the 6 month programme.
Assessments were conducted at each of the suppliers and given that the requirements of the lead company and key business challenges were common across all suppliers, a common programme was adopted.
Six modules from PSA's MASBUWO SMME Development suite were selected, and these modules were taught once a month at a central venue. The centralised training was followed by approximately 4 hours of individual coaching for each enterprise owner after each module.
Each of the selected modules contained a number of outputs which had to be customised for use at each of the subcontractors concerned. |
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RESULTS |
| 6 of the 7 subcontractors achieved preferred supplier status.
All partcipants receiving preferred supplier status had implemented the following for their business:
1. Business Opprtunities Plan;
2. Marketing Plan;
3. Process Map;
4. Balanced Scorecard with basic systems to track performance;
5. Employment contracts;
6. Employee Code of Conduct;
7. A sales budget
8. A cashflow forecast;
9. Systems for managing working capital
10. A Risk management Plan |
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