The utilisation of change management and problem-solving in the automotive component manufacturing industry.

Abstract

In South Africa the automotive component manufacturing industry is embarking upon a growth strategy but the questions remain as to whether employees at all levels (Managers or Shop Floor) are adequately equipped to deal with the massive rate of change, are they able to solve problems and implement solutions in order to keep up with industry demands. The objective of this study is to examine problem-solving tools and relevant change management in order to ensure the success of initiatives or projects within the Automotive Component Manufacturing environment. An explanatory sequential design allowed the qualitative exploration of 13 Companies and 25 Team Leaders which determined the frequency and type of problem-solving tools used by Kwa-Zulu Natal based Automotive Component Manufacturers. Focus groups were then conducted which included interviews that explored the use of change management to assist solution implementation. From this initial exploration, the qualitative findings can be used to develop assessment measures that can be administered to a larger sample of participants within the Automotive Components Manufacturing industry. The investigation of Iuga and Rosca’s categories as discussed in the recommendation related to the qualitative, descriptive study where the questionnaire results would lend themselves to the starting point of a Problem-solving Model for all South African Automotive Component Manufacturers to address root cause analysis and solution determination. Models for both problem-solving and change management in an Automotive Component Manufacturing environment must be developed by the Automotive Supply Chain Competitive Initiative (ASCCI) to have a conceptual and theoretical framework for Managers within the industry to assist root cause analysis as well as solution determination and implementation.