Track: Operations Management

Abstract

In a competitive market, most organizations try to efficiently manage their operations so that they stay viable.  Strategies are set to attain this.  This paper explored the impact of the implementation of the Theory of Constraints (TOC) and Lean Thinking (LT) on coal mining production and quality in South Africa.  The main objective of the research was to determine the effects that LT and TOC have on the production and quality of coal in South Africa. Additionally, the challenges faced were discovered and potential approaches to resolve them were discussed.  A qualitative and quantitative mixed approach was applied.  Data gathered from a sample drawn from major coal mining companies in SA was evaluated and quantified.  The work identified tools used for the implementation of continuous improvement (CI) within organizations, and barriers to the implementation of the tools and looked at the sustainability of the application of these tools within the coal mining industry in South Africa. Findings revealed that 91% of the organizations implemented continuous improvement tools.  The remaining 9% that did not utilize CI tools comprised Small, Medium and Micro Enterprises.  It was concluded that the implementation of CI tools has to be sustainable to yield any meaningful impact on an organization.  However, additional research on the implementation of these tools should be conducted with the actual personnel that implemented these tools.  This way information can be transferred to other organizations creating a more sustainable implementation of IC in the coal mining industry. In a competitive market, most organizations try to efficiently manage their operations so that they stay viable.  Strategies are set to attain this.  This paper explored the impact of the implementation of the Theory of Constraints (TOC) and Lean Thinking (LT) on coal mining production and quality in South Africa.  The main objective of the research was to determine the effects that LT and TOC have on the production and quality of coal in South Africa. Additionally, the challenges faced were discovered and potential approaches to resolve them were discussed.  A qualitative and quantitative mixed approach was applied.  Data gathered from a sample drawn from major coal mining companies in SA was evaluated and quantified.  The work identified tools used for the implementation of continuous improvement (CI) within organizations, and barriers to the implementation of the tools and looked at the sustainability of the application of these tools within the coal mining industry in South Africa. Findings revealed that 91% of the organizations implemented continuous improvement tools.  The remaining 9% that did not utilize CI tools comprised Small, Medium and Micro Enterprises.  It was concluded that the implementation of CI tools has to be sustainable to yield any meaningful impact on an organization.  However, additional research on the implementation of these tools should be conducted with the actual personnel who implemented these tools.  This way information can be transferred to other organizations creating a more sustainable implementation of IC in the coal mining industry.