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Read the case study below and answer ALL the questions that follow [100 Marks) An Obstacle to Operational Excellence: Employee Turnover To drive operational excellence, a company called Qaphelani developed Qaphelani Management System (QMS), which included the company's own approaches to process management, project management, change management, and continuous improvement. QMS included modules for various operational approaches such as process mapping and standardisation, root- cause problem solving, and frontline driven process improvement. In 2018, Sapholomzi hired Joseph Davids to lead Qaphelani's operations. Davids had spent more than a decade in the field of aircraft particularly dealing with engine and medical device divisions. A graduate of the University of Cape Town, Davids also had an applied math degree from the University of Stellenbosch and an aeronautical engineering degree from the University of Pretoria. At Stellenbosch, where Davids had been exposed to lean production systems, he internalised the importance of standardising and improving processes to improve quality, speed, and costs. Under his leadership, Qaphelani centralised procurement and began standardising patient services, specimen processing, and logistics. One of the problems Davids identified as a key to improvement was high employee turnover across the network, particularly in the customer-facing groups: "We had high employee tumover in our patient services centres We also had it in logistics, which, by the way, is customer-facing. They build relationships and those relationships matter." Davids' team found that taking into account the cost of recruiting, on boarding, training, and time to full productivity, turnover was costing Qaphelani between R30,000 and R50,000 per departing employee. With thousands of people leaving every year, that was a R50-70 million annual loss. Not only that, but the constant churn was undermining customer service. Once Davids that was a R50-70 million annual loss. Not only that, but the constant churn was undermining customer service. Once Davids' team quantified the cost of the problem, Davids noted that it needed to be solved immediately and he came up with strategies to solve the issue. After a while the company was doing much better and have tremendously improved their employee turnover significantly Answer ALL the questions in this section. Question One 1.1 (6 marks) In 2018 Sapholomzi hired Joseph Davids to lead Qhaphelani's operations. In other words, Davids became operations manager at Qaphelani. Identify 6 (SIX) ways in which the reporting, planning and control functions can assist Davids as the operations manager. 1.2 Discuss Mr. Davids's role at Qaphelani. (5 marks) 1.3 (14 marks) Identify and discuss any 7 (SEVEN) key decision areas in which Mr. Davids will be involved in his role at Qaphelani. Provide examples of issues that may require decision making in the areas you have identified Question Two 2.1 (10 marks) Assume you have been employed as the Human Resource Specialist to assist Mr. Davids. Explain to him what employee motivation is as well as the benefits of it. 2.2 (15 marks) Strategies exist at several levels in any organisation - ranging from the overall business (or group of businesses) through to individuals working in it. In order for Qaphelan to be a successful company it must formulate strategies at all levels. Discuss these levels and provide examples to substantiate your answer. Question Three 3.1 (12 marks) The employee turnover at Qaphelani has not only costed the firm financially in recruiting, on boarding and training but also in productivity. Productivity is argued to be a very important element of business Identify 6 (SIX) strategies that Qaphelani can adopt to improve its employee productivity 3.2 (6 marks) Before Mr. Davids's new position in the company, he had been exposed to lean production systems, which helped him internalise the importance of standardising and improving processes to improve quality, speed and costs, he also centralised procurement and logistics which are all important File - Tools - 3 2,073(+- P1 20 freeodsolutions Question Four (25 Marks) 4.1 One of the problems Davids identified as a key to improvement was high employee turnover across the network, particularly in the customer-facing groups because these groups of people are at the centre of building customer relationships in relation to how they will improve what the organisation seeks to achieve. With this in mind provide a critical discussion of the following concepts: Customer service, Procurement Process Product Development and commercialisation and Performance measurement and logistics END OF PAPER