In its search for world class manufacturing, Murray & Roberts is
continually breaking ground in its training and development initiatives,
particularly at the critical management level
One such example is its
Manufacturing Management
Development Programme
(MMDP), a tailor-made
programme that is unique
not just to Murray & Roberts, but was
a first for academic institution Gordon
Institute of Business Studies (GIBS).
The novelty of the programme is that it
transfers international best practices to
delegates who then use them to assess
a designated Murray & Roberts plant
operation and recommend improvements,
said GIBS project leader Colin Rowley,
speaking at the graduation.
The initial idea came from Brian Bruce
and the concept was taken up by a
steering committee led by Edwin Hewitt.
“The idea,” explains Ian Holmes, “was
to extend the traditional management
development programme to product
manufacturing, combining the theory of
world class manufacturing techniques
with practical application.”
Murray & Roberts jointly developed
the programme with GIBS. It consists
of five modules, fairly standard fare, run
over one year. The first two modules
– lean management and people
management – were held at Birchwood
Conference Centre. The programme then
relocated to Alucast in Port Elizabeth
to look at a world class manufacturing
facility for the next module – shop floor
management. The final two modules
– operations management and supply
chain management – were delivered at
GIBS’ Johannesburg facility to access its
knowledge resources.
The final Action Learning Project, which made the programme so innovative, involved splitting the delegates into four syndicates to apply what they had learned directly to a Murray & Roberts business unit – in this case Roodepoort-based Rocla – and to make recommendations as to what they would change. “The value of the course
is the insights gained immediately applied
to the business.”
What made the programme rare is
that business units are seldom prepared
to open themselves to this extent of
critical scrutiny.
Rocla was selected not because it
was in need of assistance, but quite
the opposite, explained Ian: “The idea
was to take a business that was already
performing very well and see if the
delegates could extract value from what
they had learned by implementing world
class practices in a live situation.”
A key aspect of any management development programme is to bring together people from different backgrounds and specialisations, to facilitate the sharing of ideas. In this manner, as much is learned from each other as from the syllabus, and invaluable networking opportunities set the platform for the future swapping of workplace experiences.
On 26 July 2005 the four syndicates each presented their proposal to a panel of judges, which evaluated them and after extensive debate, selected Syndicate 3’s presentation as the winner. The standard of the presentations was viewed by the panel as acceptable and very good in some cases. The panel felt that all presentations provided significant food for thought.
The programme delegates were:
Syndicate 1: Francois Beukes,
Wiseman Buzane, Peter Deacon and
Darryl Jorgensen.
Syndicate 2: Garth Miller, Mandla Ndlozi,
Jan-Louis Nel and Gert Marais.
Syndicate 3: Antony Funston,
Deon Pretorius, Ian Watson and
Renier Strydom.
Syndicate 4: Stefan du Toit, Andrew
Gcaba, Werner Kruger and Andre Venter.
The programme is curently being upgraded and revised by the steering committee and will recommence later this year.
BY EAMONN RYAN |