Browsing by Author "Stimie, Johann"

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    A mechanism for the early detection and management of physical asset management strategy execution failure
    (Southern African Institute for Industrial Engineering, 2016) Stimie, Johann; Vlok, P. J.
    ENGLISH ABSTRACT: The purpose of this paper is to present a mechanism that can assist physical asset management (PAM) practitioners and academics with the early detection and management of PAM strategy execution failure. In the pursuit of this objective, case studies were applied to develop the theory related to this topic the methodologies involved in the development of theory through case studies was were applied. The paper commences with a brief literature review of the contemporary literature on general business strategy, strategy execution, and, more specifically, PAM strategy execution failure (PAMSEF). The physical asset management strategy execution enforcement mechanism (PAMSEEM) is presented next. Validation of each one of the components of the PAMSEEM takes place within the context of an organisation that is highly dependent on physical assets (PA) dependent organization. The conclusion reached is that the PAMSEEM, can indeed assist organisations with the early detection and management of PAMSEF.
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    A Physical Asset Management Strategy Execution Enforcement Mechanism for the early detection and management of Physical Asset Management Strategy Execution Failure
    (Stellenbosch : Stellenbosch University, 2015-12) Stimie, Johann; Vlok, P. J.; Stellenbosch University. Faculty of Engineering. Dept. of Industrial Engineering.
    ENGLISH ABSTRACT: Organizations are becoming increasingly more capital- and asset intensive and spending on Physical Asset (PA)s and Asset Maintenance have been increasing steadily over the past number of decades. Organizations in general and Physical Asset Management (PAM) organizations specifically need to continuously redefine and adjust their strategies and action plans in order to increase operational effectiveness, increase revenue and customer satisfaction while reducing capital-, operating- and support cost. Many organizations however find themselves in a strategy crisis - not because executives and practitioners are unable to develop quality strategies but because these organizations fail to execute strategies effectively. The problematic assumption that good corporate performance indicates successful Strategy Execution (SE) while poor corporate performance is an indication of unsuccessful SE complicates matters even further. Unless a clear distinction is made between organizational performance and the extent to which strategies are effectively executed the cycle of endless formulation-implementation-performance-eformulation ultimately results in attempts at implementing a wrong strategy. When this happens, it is difficult to determine if poor performance is due to good execution of a bad strategy, or the result of poor execution of a good strategy. Despite the fact that there are clearly a number of theoretical and practical shortcomings within the exiting PAM Strategy Execution Body of Knowledge, this study aims to address the following central research problem: "There is no mechanism that can assist PAM practitioners and academics with the early detection and management of Physical Asset Management Strategy Execution Failure (PAMSEF)". The primary objective of the study is the development of a Physical Asset Management Strategy Execution Enforcement Mechanism (PAMSEEM) to address this problem. In support of the the primary objective a number of secondary objectives are also pursued. Firstly the research aims to evaluate the existing literature on emerging approaches, themes and challenges on general business strategy. The focus secondly shifts to an in{depth analysis of contemporary contributions on SE and Strategy Execution Failure. The third secondary objectives is to distill an organizational asset classiffication framework and a model illustrating how assets interact to create organizational value. The fourth secondary objective is to summarize recent developments within the PAM landscape. The fifth secondary objective is the presentation of a framework illustration the most important PAM strategy developments over the past 100 year. The sixth secondary objective is to define Physical Asset Management Strategy Execution (PAMSE) and by implication PAMSEF and to evaluate the most recent mainstream as well as empirical and theoretical contributions regarding PAMSE and PAMSEF to juxtapose this with the insights gained during the evaluation of general business strategy formulation and SE. Strongly grounded in the established theory of general business strategy and SE, as well as PAM strategy and PAMSE the PAMSEEM is developed thereafter. Validation of each one of the components of the PAMSEEM takes place within the context of a highly PA dependent organization. The conclusion reached at the end of the study is that the PAMSEEM when applied as recommended, will indeed assist organizations with the early detection and management of PAMSEF.
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    Shaping the future of residential housing projects – breakthrough in mindset and technology
    (South African Institute for Industrial Engineering, 2018) Stimie, Johann
    The objective of this paper is to illustrate how the application of Fourth Industrial Revolution principles and technology during the construction and management of a residential housing development can add value and contribute to the well-being of property owners, managers and residents. In the pursuit of this objective the methodologies involved in the development of formal theory seemed most appropriate to achieve these objectives. Building theory from case studies is a research strategy that involves using one or more cases to create theoretical constructs, from case-based, empirical evidence. In the paper the nature and extent of the South African residential housing landscape is firstly described. Some of the challenges inherent to the development and management of large scale residential developments are then discussed. A solutions framework to address some of these challenges consisting of six core elements is then presented. These core elements are a Centrailised Hot Water System powered by a PV plant, smart metering of three utilities (electricity, cold water and hot water), an automated shut-off mechanism for hot water, an Integrated Utilities Management Platform, an optimized utilities payment protocol and a Smart Payment Application. The paper concludes with an evaluation of the impact of the framework measured against the three core design objectives namely increased control, optimized operational efficiency and sustainability.