Intense training was undertaken to assist employees’ focus on the need to be more innovative. Quality and rework was of primary importance. The employees were extremely proud and motivated to be part of this initiative. They were encouraged to share their knowledge with the Senior Managers on how they implemented change at a practical level on the production line. They were also rewarded by sharing in the monetary savings created as a result of their efforts.


Innovative design cannot be sustained in any manufacturing facility if it is not fully supported by the supplier networks. Intense investigation went into each supplier, locally and internationally, to ensure sustainability and support for the ultimate achievement of doubling volume in South Africa.


A major success factor was the fact that synergies were created by everyone pooling ideas together to achieve the same goal of improved performance for competitive advantage. Visits to competitors1


in South


Africa were undertaken to benchmark and also create synergistic relationships that were of mutual benefit. (See editor’s note)


The overall result was that the German


parent company accepted the local proposals and provided the necessary financial support


April 2012 | Management Today 23


About the author: Richard Chetty is the Customer Services Director (Aftersales and Technical) for Jaguar Land Rover South Africa and Sub- Saharan Africa. Chetty previously worked in the Research, Finance and Automotive sectors of business. He studied through Harvard Business School, where he completed the Management development program, specialising on High Performance Management.


Chetty has an MBA through MANCOSA and last year served as a judge for the South African Tourism awards. He can be found speaking various Customer Services and Business Management Conferences. Chetty says “my passion is linked to challenging the norm to perform at the highest level of excellence”.


You can connect with Richard Chetty on LinkedIn: www.linkedin.com/in/ richar4


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