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Faculty of Management Sciences

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Subject: search.filters.subject.Quality assurance

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    Factors affecting the implementation of quality management practices in construction projects : $b the case of Transnet Capital Projects
    (2020-11) Mokwena, Pearl Lucky; Ramchander, Manduth
    This study examined the factors affecting the implementation of Quality Management Practices in construction projects at Transnet Capital Projects (TCP). The study sought to establish the factors determining success in delivering quality at TCP and identify the barriers to quality policy implementation at TCP. The study further sought to establish the degree to which top management drives quality at the project sites and to discover project managers’ perceptions of Quality Management Systems at TCP. This study employed a quantitative approach for data collection. A questionnaire was administered to respondents who participated in the survey. Participants were selected using a stratified random sampling technique. The data was analysed using SPSS 25.0, and statistics were generated for analysis and interpretation. The factors affecting the implementation of quality management practices including the inherent challenges in the QMS in construction projects in the TCP Waterberg coal line were identified, together with the role played by key players, such as management and employees. Thus, the objectives set for the study were satisfactorily achieved. This research revealed that TCP management is very committed to the promotion of quality in projects by ensuring that a QMS is always available. However, other challenges require attention, such as the lack of project compliance monitoring (regular inspections and audits) and assessment of technical competence of subcontractors to assure that projects are completed on time and at the expected quality level. Quality Management Systems (QMS) are implemented in the construction industry to improve organisational effectiveness and ensure company objectives. The study recommends that the TCP management conduct regular project meetings to instil and enforce a quality culture amongst all employees; offer employees who properly follow the quality management practices rewards or awards; make sure that compliance inspections and audits are done as regularly as required; constantly provide resources to facilitate QMP and improve clients’ involvement in quality management practices. Above all, management must follow-up on all the QMP strategies to see if they are being implemented as is expected. The study recommended that project stakeholders apply critical quality management practices to ensure that projects are completed timeously and that all requirements critical to ensuring the quality in project management are met. Also, it recognised the need to enforce gender parity since males appeared to dominate management positions. Another significant recommendation was to engage staff in continuous professional development training. Amid the Fourth Industrial Revolution starting point, training, retraining, and reskilling are paramount in the growth of an organisation. The study finally recommends further research in exploring other factors that affect the implementation of quality management practices, such as, organisational culture and communication and their influence on TQM, organisational performance, and customer satisfaction.
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    The effectiveness of quality management systems in project management : the case of Transnet Group Capital
    (2021-09) Kumalo, Duduzile Emmah; Ramchander, Manduth
    Transnet’s infrastructure development projects foster economic growth through the country’s ports, pipelines, and rail networks expansion and modernisation. To this end, Transnet has taken up several capital expansion projects across all its operating divisions to develop and expand its infrastructure. However, the reported figures on compensation events in rail project execution, comprising defects and double handling was found to be notably high. The study aimed to assess the effectiveness of project quality management systems within the life cycle of projects implemented by Transnet Group Capital. The study was cross sectional in nature and a quantitative research design was adopted involving both primary and secondary research. A questionnaire was used to collect primary data based on a stratified random sampling technique. The data was collected at Transnet Group Capital (TGC). The statistical programme, SPSS version 26.0 was used to analyse data. The secondary data was obtained from TGC management information systems (Primavera databases), wherein a repository of the required documentation is maintained. The secondary data was analysed using quantitative content analysis. It was found that gender parity has not been achieved throughout all the disciplines. Overall, women’s representation remains lower than men. On a positive note, Transnet Group Capital projects are selected in line with business goals. This further confirms that the projects are subjected to an independent Gate Review as specified in the Project Lifecycle Process methodology and as per the project’s classification outcome. Findings indicate that the end users are not consulted throughout the construction processes and project timelines are prolonged. This is coupled by an unclear scope which is not adequately communicated to all stakeholders, incapacitated project managers, as well as lack of quality assurance and control processes. The document analysis presented the impact of compensation events at an average of 4% of the contract value. These findings give Transnet Group Capital a reason to improve their project execution and the monitoring process. The study recommends that gender equity be prioritised. There should be agreements on the expected outcomes of the project to allow each milestone of the project to stay on target. An emphasis of core values is also necessary to transcend differences in culture. There is a need to institutionalise quality awareness and to implement a risk mitigation plan.
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    School-based evaluation to improve learner performance
    (Business Perspectives, 2016) Mathaba, Richard Siphamandla Ryan; Dorasamy, Nirmala
    The article focuses on the periods of program and school evaluation in particular. The article traces school evaluation through various periods. These periods are: Age of originality (1444-1700), Age of reform (Prior 1900), Efficiency and testing (1900-1930), Tylerian period (1930-1945), Age of innocence (1946-1957), Age of development (1958-1972), Age of professionalism (1973-1983) and Age of expansion and integration (1984-2000). From these ages, the article is able to identify as to how Whole-school Evaluation in South Africa has been able to draw important lessons towards ensuring quality assurance in education.