Implementing quality improvement projects in South African automotive firms

Abstract

This study investigates the implementation of quality improvement projects (QIPs) within a South African automotive manufacturing firm in the Eastern Cape. Drawing on Human Capital Theory, the Resource-Based View, and Total Quality Management, the research examines the critical success factors that enable or hinder effective QIP delivery in resource-constrained environments. A case study approach was adopted, combining survey responses from seventy employees across organisational levels with follow-up interviews and thematic analysis. Findings reveal that while management commitment is consistently strong, challenges persist in resource availability, communication, and technology adoption. Perceptions of QIP effectiveness vary by organisational role, with senior managers reporting higher levels of effectiveness than shop-floor employees. The study highlights the importance of workforce development, cross-level communication, and contextually appropriate technological solutions in embedding sustainable quality improvement practices. A conceptual framework is proposed to link workforce skills, cultural alignment, and resource utilisation to measurable improvements in defect reduction, operational efficiency, and stakeholder satisfaction. The research contributes practical recommendations for automotive firms seeking to enhance competitiveness through structured QIPs, while acknowledging the limitations of single-case generalisability and the need for longitudinal and comparative studies.