Research and Development

Research attempts to develop new knowledge and ideas in order to solve a particular problem or opportunity. Development is the attempt to try to utilize and operationalize the ideas stemming from research.

Creativity in a company

Creativity is the soul of entrepreneurship and is required in spotting the patterns and trends that define an opportunity.  It subsequently becomes imperative in developing innovative business concepts.  The corporate entrepreneur has to be highly creative in getting a sponsor, building and using a network, obtaining management buy-in for the concept forming a team, gathering resources and overcoming the many obstacles that will be thrown into his/her path.

Much of the work on creativity tends to focus on the ability to relate and connect and to put things together in a novel way.  In a business context, creativity is not mere originality.  It is a pragmatic dimension in that creative approaches or solutions must also be useful and actionable in the context of the company and its competition.

There are three components of successful creativity in organizations: expertise, motivation and creative thinking skills.  Expertise is defined as what you know and can do.  Motivation can be primarily a passion or interest or the desire to achieve company rewards and awards.  The individual is solely driven by the challenge and joy of accomplishment.  Creative thinking can be explained as the ways individuals approach problems differently, seeking insights from other fields of endeavour, challenging assumptions etc

Employees should, however, be provided the freedom and access to resources to practice these components.

Where should quality checks take place?

The key tasks for operations managers is to identify the critical points at which the service or process need to be checked to ensure that it will conform to specifications.  These checks may be carried out at the start of the process, during the process and after the process.

At the start of the process the incoming transformed resources could be inspected to ensure that they are to the correct specification.

During the process checks may take place at any stage but there are a number of particularly critical points in the process where inspection might be important:

• Before a particularly costly part of the process
• Before a series of processes during which checking might be difficult
• Immediately after part of the process with a high defective point
• Before a part of a process that might conceal previous defects or problems
• Before a point is reached, after which rectification and recovery might be impossible
• Before potential damage or distress might be caused
• Before a change in functional responsibility

Checks will take place after the process as well to ensure that the service conforms to its specification or that customers are satisfied with service they have received.

Understanding the project environment

The project environment consists of all the factors which may affect the project during its life.  It also determines the setting and circumstances in which the project is executed.

The environment influences the way a project is executed.  The scale, timing and nature of any other projects being carried out by an organization could affect the plans which are drawn up for a new project.  The history of previous projects carried out for a customer might influence how a current project is managed.

The environment is the main determinant of the uncertainty which will be inherent in it.  For example, the political uncertainty in a country might influence the timing and resourcing of the separate activities of the project.

What is method study?

Method study is the part of scientific management which makes a direct contribution to job design.  It is a systematic approach to job design and not solely a set of techniques to be followed by management.  This method study approach involves systematically  following six steps: select the work to be studied; record all the relevant facts of the present method; examine the facts critically and in sequence; develop the most practical, economic and effective method; install the new method and maintain this method by checking it in use.

Operations usually have many hundreds and possibly thousands of discrete jobs and activities which could be subjected to study.  The specific job selected for method study would give the most return on investment of time spent studying it.  It would be unlikely that it will be worth studying activities which may soon be discontinued or are only performed occasionally.  The type of jobs which should be studied as a matter of priority are those which seem to offer the greatest scope for improvement, or which are causing bottle-necks, delays, or  other problems in the operation.

There are different recording techniques used in method study which include recording the sequence of the activities in the job, the time interrelationship of the activities in the job or the path of movement of some part of the job.Recording the present method can give a far greater insight into the job itself and could lead to new ways of doing it.  It is also a good starting point from which to evaluate critically and improve the method.  It would be easier to improve the method by starting from the current method and then criticizing it in detail rather than starting with a blank sheet.

Examining the facts is probably the most important stage in method study and is often done by using the questioning technique.  This technique exposes the reasons behind existing methods in order to detect weaknesses in the rationale and develop alternative methods.  Typical questions would be:  the purpose of each element; the place in which each element is done; the sequence in which the elements are done; the person who does the element and the means by which each element is done.

The next stage is developing the new method.  This involves taking these ideas further in an attempt to eliminate parts of the activity altogether, change the sequence of events so as to improve the efficiency of the job or simplify the activity to reduce the work content.

Installing the new method concerntrates on project managing the installation process rather than examining the reactions of the staff whose jobs and methods are being affected.  The effectiveness of the job designs after they have been installed will need to be monitored regularly.  Although this cannot be viewed as a “continuous improvement” initiative it can be used as an opportunity to rethink and improve methods on a continuous basis.

The importance of new ventures

For all economies to compete in today’s global marketplace successfully, large firms must become more innovative and entrepreneurial.  The overall health of larger companies is however, affected by the performance of thousands of new ventures started by entrepreneurs.

New ventures consistently create more jobs each year than do large companies and are an excellent source of employment for workers with all types of skills.  Although it is often risky, some people are attracted by the excitement of being a part of a new business.

The efforts of those working in new ventures often result in innovative products which enhances the nation’s ability to compete successfully in the global market place.

New ventures can stimulate competition by giving consumers innovative products that encourage companies to improve the quality and reduce the prices of their offerings.  New ventures accelerate the advance and spread of new technology as well. These would naturally improve the population’s standard of living.

A definition of entrepreneurship

Entrepreneurship is a creative act.  It requires perception, drive, tenacity, dedication and hard work to pursue identified economic opportunities.  There is a general acceptance of entrepreneurial risk regarding time, financial resources and psychological well being. 

Entrepreneurship is a process intended to create wealth and accomplished by gathering and managing human, financial, physical and informational resources to pursue a business opportunity with acceptable levels of risk.

Entrepreneurship is manifested once the introduction of new and innovative goods, services or processes into the marketplace occurs.  This inevitably creates opportunities for additional goods, services and processes.

Entrepreneurship is instrumental in the development of any society, however, entrepreneurship needs a society that encourages and supports individual initiative.  Conditions aiding entrepreneurs include readily available investment capital and a cultural acceptance of business people who tend to operate in unconventional manners.

What is your operation’s contribution to the organization’s goals?

The ability of any operation to play a strategic role within the organization can be judged by considering the organizational aims or aspirations of the operations functions.

A Four-Stage Model was developed, by Professors Hayes and Wheelwright of Harvard University, with later contributions from Professor Chase of the University of California, to evaluate the competitive role and contributions of the operations function of any company.  Particularly, black owned companies in South Africa that are in dire need to breach the private sector.  This model traces the progression of the operations function, of  from a largely negative role of Stage 1 operations to the dynamic element of competitive strategy in Stage 4 operations.

In a Stage 1 organization the operation is considered as a “necessary evil” as other functions regard it as holding them back from competing effectively.  The operations function becomes reactive and inward looking and contributes minimally towards competitive success.  The rest of the organization would inevitably not look to operations as the source of any originality, flair or competitive drive.  The operation becomes “internally neutral”, a position it attempts to achieve not by any positive aspirations but by avoiding the bigger mistakes.

Breaking out of Stage 1 begins by comparing itself with similar companies or organizations.  During this stage of progression, the organization may not yet be particularly creative in the way it manages its operations but is attempting to be appropriate, by adopting best practice from its competitors.  Using the best ideas and norms of performance from the rest of its industry is trying to be externally neutral.

Stage 3 operations aspire to be clearly the very best in the market.  Organizations try to achieve this by understanding the company’s competitive or strategic goals and then organize and develop the operation’s resources to excel in the sector that the company needs to compete effectively.  Operation managers will now develop appropriate resources and assuming the role of implementers of strategy.  The operation will soon become internally supportive by providing a credible operations strategy.

A Stage 4 company views the operations function as providing the foundation for its competitive success by focusing on all long term goals.  Likely changes in markets and supply will be forecast and operations-based strategies will be developed to provide the company with the performance required to compete in future market conditions.  It becomes central to strategy making.  Stage 4 operations are creative and proactive and are likely to organize their resources in ways which are innovative and capable of adaptation as markets change.  After all, market leaders tend to be one step ahead of competitors in the way they create products and services and organize their operations.

This Four-Stage Model assesses the performance of the operation compared to the function’s latent aspirations.  As companies move from Stage 1 to Stage 4 there is a progressive shift from its contribution being negative  through to a paradigm shift of strategic contributions.

The roles of the operations function

Any part of your organization will have their own role to play in achieving its success.  At the simplest level the role of each of these functions is reflected in its name.  In an era when operations are continually being outsource, the operations function will need to justify its continued existence within the business.

One role of the operation is to support business strategy.  It must develop its resources to provide the capabilities which are needed to allow the organization to achieve its strategic goals.  All important elements of the operation, its technology, staff and its systems and procedures, must be appropriate for the company’s competitive strategy.  The better the operation is at maintaining its infrastructure, the more support it is giving to the company’s strategy.  A different business strategy would require the operations function to adopt different objectives.

Companies continue to formulate some kind of strategy during its existence but it is the operation which puts it into practice.  Strategies are by no means tangible and all you can see is how the operation behaves in practice.  In essence, the most original and brilliant strategy can be rendered totally ineffective by an inept operations function.

Another role of the operations part of the business is to drive strategy by giving it a long-term competitive edge.  Different functions within the business have different effects on a company’s ability to prosper.  For example, if the finance function does not control cash flow accurately, the business could run out of cash and all business activity would soon cease or have a serious short term effect on business.  Poor marketing management will hamper the company in the medium term.  No amount of efficient financial and marketing management can compensate for poor operations performance though.  Sloppy service, slow delivery, broken promises, too little choice of services or an operations cost base which is too high will prove detrimental to company long term goals.  Any business which makes its services better, faster, on time, in greater variety and less expensively than its competition has the best long term advantage any company could desire.  All the things which promote long term success stems directly or indirectly from the operations function.  In effect, this function becomes the custodian of the organizaton’s competitiveness.  It ultimate role is to do things better and deliver services better than similar operations.

In conclusion, operations must support strategy by developing appropriate objectives and policies for the resources its manages, make strategy happen by translating strategic decisions into operational reality and provide the means to achieve competitive advantage.

The responsibilities of operations managers

Operations managers are responsible for all activities in the organization which contribute to the effective production of a service.

The responsibility of operations management also explores the possible consequences of the actions of the other functions and their impact on the operation.  This becomes an indirect responsibility of the operations manager, namely, to inform other functions of opportunities and constraints provided by the operation’s capabilities.  They will need to discuss with other functions how both operations’ plans and their own plans might be modified for the benefit of both functions.  Other functions will subsequently be encouraged to suggest ways in which the operations function can improve its service to the rest of the organization.

This approach of mutual responsibility for other functions’ activities seem somewhat idealistic underlying what should be good practice in any organization.  However, internal customer-internal supplier relations yield huge benefits in breaking down some of the traditional organizational barriers.

Regarding the direct responsibilities of operations management, the exact nature of these responsibilities depend on the way the organization has chosen its operation function.

When the operations management team attempts to understand what it is trying to achieve two sets of  decisions are involved.  The first is to develop a clear vision of what role the operation is to play in the organization illustrating the operation’s contribution to the organization achieving its long-term goals.Then determine whether these goals have any implications for the organization’s performance objectives.  These performance objectives include the quality of the service, the speed with which they are delivered to the customers, the dependability with which the operation keeps its delivery promises, the flexibility of the operation to change what it does and the cost of producing the service.

Operations management involves hundreds of minute-by-minute decisions throughout the day as well as week.  It becomes imperative for operations managers to have a set of general principles which can guide decision making towards the organization’s longer-term goals called an operations strategy.  This involves placing operations strategy in the general strategy hierarchy of the organization, connecting functional and business strategies together.  Operations performance objectives will need to be prioritized to positively affect customer needs and competitor behaviour.

The design of the service is crucial to an area which is always under the direct responsibility of the operations function which is the transformation process itself.  This process design means designing the whole network of operations which provide inputs to the operations function and deliver its output to customers.

In order for design activities to work effectively they need to be planned and controlled.  This involves the deciding of what the operation’s resources should be doing, then ensuring that they are really doing it.

The strategy has been formulated, the services and processes designed and the work is being planned and controlled on an ongoing basis. The continuing responsibility of the operations manager is to improve the performance of this operation.  Failure to improve at least as fast as competitors or at the rate of the customers’ rising expectations is to allow the operations function to fall short of organization expectations.  Or simply making operations better is stopping them from going wrong in the first place.

The elements of job design

Job design defines the way in which people go about their working lives and positions their expectations of what is required of them.  Perceptions will also be influenced as to how they contribute to the organization’s goals and vision.  Interactions with colleagues will be governed and channeled and formalizing the flow of communication between different parts of the operation.  It helps to develop the culture of the organization: its shared values; beliefs and assumptions and should be viewed as the central aspect of the design of any transformation process.

Delivering a service on a continuous basis involves a whole range of different tasks which need to be divided between all role players in the operation.  The different task allocations will depend on your job design approach.  One operation might include a repetitive task to encourage simplicity and efficiency.  Or allocate a wide variety of tasks to each staff member to reduce monotony.

Sometimes the sequence of tasks is dictated by the design of the service or the sequence is determined by the desire to avoid mistakes. A standardized sequence of tasks is designed largely to prevent errors in the process.

Some jobs can be performed effectively in more than one place.  However, different locations could also mean different task allocations.

Instead of allocating a well defined set of tasks to each person in the operation, a larger set of tasks are allocated to a group of people.  This group might choose, or be guided to, a flexible task-sharing, or a task-rotation, pattern of working.  The success of this group depends on its size and its interactions with other groups and individuals.

Very few jobs do not involve interaction with tools, equipment, machines or facilities.  Inappropriate positioning of the hardware elements could result in an ineffective interface even though the task is well defined.

The conditions under which jobs are performed could have a significant impact on personnel’s effectiveness, comfort and safety and not the details of the tasks themselves.  Typical decisions include determining lighting intensity, noise control or air quality.

There is a difference between allocating tasks and encouraging autonomy depending on what the job implies.  Allocating the responsibility for the effectiveness implies that the staff can also modify the way a task is performed.

The decisions in the elements of job design have implications for the skills and capabilities which staff will need to perform their jobs effectively.  The skills necessary might include simple manual skills, monitoring and measurement skills, scheduling skills or even problem-solving skills for improving the job.

The impact of energy production on the environment

Energy is generated at power plants that convert some sort of raw material into power and system has its advantages and disadvantages but mainly posing environmental concerns.  All non-renewable fossil fuels release carbon dioxide into the atmosphere causing global warming.  These orthodox methods of energy production sunsequently result in hazards to the environment, to wildlife and to human health.

            Nuclear power poses the obvious dangers of radio activity released into the air, water and soil.  There are also concerns of unknown future risks from waste storage and old power stations.  Furthermore, unpredictable dangers from major accidents causing cancer to people exposed to low level radiation from nuclear waste.

            Oil-fired power causes atmospheric pollution and acidification by waste gases from furnaces.  Pollution from accidental oil spillages still continues causing mass destruction of marine life, from plankton to fish and birds.  Stored oils pose a risk of explosion as well.

            Coal-fired power results in dereliction of land by mining, especially with surface mines.  Besides causing atmospheric pollution and acidification from impurities, mining wastes poisons plant life as well as some risk to waterlife through waterbourne pollution.  The sulphur dioxide produced by emissions also poses as an indirect health hazard and there are considerable hazards during mining.

            Gas-fired power, although causing a minor degree of air pollution as a result of burning, habitats are being destroyed by pipelines and the risk of explosions persists.

            Hydroelectric power poses no pollution hazards but could cause loss of land through flooding and the risk of landslides.

            With all these risks considered, the amount of energy spent on heating and cooling add up to three quarters of domestic energy use.  The waste is colossal and reducing domestic heat consumption plays a significant part in reducing the pollution caused by burning fuel.

Electricity is not clean

The industry has dubbed its product as “clean power” as electricity does not choke whole neighbourhoods with sulphurous fumes and the streets and cities like London are not blackened by soot or omnipresent smoke clouds.  However, in the modern era of electric homes there is probably a power station pouring out smoke into the atmosphere.  This will be expected to happen day and night, all year round, in order to produce electricity for factories, offices and millions of fuel-hungry households as well as your own.

            Power station towers are up to 300 metres high as contemporary engineering assumed that they would disperse the fumes over a larger area, far above towns and cities. Although the fumes are dispersed they are by no means harmless.  These power stations are now spreading environmental havoc on a grand scale.

            Electricity generation from the combustion of fossil fuels contributes substantially to unhealthy air quality, acid rain  and global climate change.  A sharp, acrid gas pours out of all fossil fuel power stations and around 100 million tones of these emissions are released annually making sulphur dioxide the greatest of all man-made environmental hazards apart from radioactive  waste.

            Fumes are dispersed by these towers across land and sea transforming in close proximity as “dry deposition” but dissolves during its ominous journey in water vapour to produce sulphuric acid or more commonly known as acid rain.

            Political will, keen entrepreneurship and feasible technology will allow consumers to resort to alternatives.  Or prefer to remain subjected to more traditional ways of power production, no matter how dangerous, dirty or short-term these are.

A definition of clean technology

Clean technology is a diverse range of products, services and processes that harnesses renewable materials and energy sources that reduces the use of natural resources and eliminates or minimizes emissions and wastes.

Why companies should outsource their business processes

Companies that outsource any of their business processes overseas do so because of the competitive rates outsourcing companies can offer in comparison with the cost of retaining permanent staff to fulfill the same needs.  Organisations gain lower operating costs, improved information access and a reduced business risk, as well as an enhanced service for their customers.

The primary motive in outsourcing a business process is to allow the business to invest most of their time, financial and human resources into building effective, growth strategies.  Fixed costs are transformed into variable ones and the burden of managing a large workforce and provisions of company benefits are reduced. The variable cost structure helps companies to respond to changes in required capacity and does not require a company to invest in assets.  Flexibility in resource management is increased and response times to major environmental charges are reduced.  Companies can focus on core competencies without being burdened by the demands of bureaucratic restraints.  Key employees will subsequently be released from performing non-core or administrative processes and can invest more time and energy in building the organisation’s core business to create a competitive edge.  Furthermore, a company can maintain growth goals while avoiding standard business bottlenecks.

The business should thus focus on improving productivity while trimming down unnecessary costs.  Non-core business processes should effectively be outsourced as these tasks consume time, essential resources and energy realizing a more cost-efficient system.  These processes range from production to customer service to support functions.  Outsourcing these business processes should not be viewed as a waste of time and financial resources, but rather a rewarding strategy to be followed.

Business processes that are typically outsourced are: Customer Relationship Management; Tele-servicing and Product Support; Finance/Accounting/Billing; Logistics; Supply Chain Management; Back Office Operators; Legal Database Maintenance; Information technology and Web Design/Development/Maintenance.

Business process outsourcing also poses as an opportunity to get a foothold in any new country by making new clients, setting up new business offices understanding the domestic market etc.  In the midst of a pending recession, US companies would do well to outsource their non-core business processes to reduce their fixed running costs and maintain their focus on organizational goals.

Corporate responsibility in Third World regions

The goal of corporate responsibility, or CSR, of global brands is to embrace responsibility for the company’s actions and encourage a positive impact on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere.  CSR focused brands should proactively promote the public interest (PI) by encouraging community growth and development and eliminating practices that harm the public sphere.  It also serves as brand insurance against changing social expectations, affluence and globalization.  Corporate actions or lack thereof that violate societal expectations damage, even destroy, brand image among affluent stakeholders.  Public interest will subsequently be deliberately included into corporate decision making and the honouring of a triple bottom line: people, plane, profit.  Unfortunately, this merely results in window-dressing, or in an attempt to forestall the role of governments as a watchdog over these powerful multinational corporations.

Microsoft’s mission is to assist people and businesses throughout the world to realize their full potential.  However, many Africans, for instance, do not see the benefits of the brand to their immediate environment if no meaningful investment is made that alleviates poverty or simple solutions that lowers the dependency on fossil fuel usage.  Bearing in mind Bill Gates’ keen interest in breakthrough solutions to reduce carbon emissions in the environment the brand has an ideal opportunity to show more commitment to good corporate citizenship in order to realize their vision of strengthening economies.

Walmart’s history, on the other hand, has been tainted by scandal from discrimination against women to harmful labour practices to racism.  Walmart has bought Africa’s Massmart clearing the way for expansion into a fourth continent.  Investment have, however, been made in wind energy recently yet no commitment has been made to the niche market facing a plethora of socio-economic challenges.

South Africa offers attractive opportunities for prospective investors and Africa will probably see a modest rise in foreign capital inflows.  Yet high levels of poverty, poor infrastructure, bureaucratic red tape, corruption and fears of political instability have led most investors to steer clear from the African situation. The subsequent challenge remains two-fold though as foreign governments are not marketing Africa to investors oblivious to this unexplored market.

Benefits of a wood burner energy solution

Green energy production is expected to be a multi-billion dollar industry by 2013 and the general outlook of the future appears to be green due to pressure by lobby groups and investors would do well to invest wisely in this trend.

Wood burners, in particular, can lower dependency on conventional energy installations as the cheapest form of biofuel is notably wood which costs less.   Wood logs are most commonly used but pellets and chips are also available. The “zone heating” of these burners also allows users to heat an area and let the rest of the house be cooler.  In effect, you don’t waste energy heating areas you are not using.

The manufacturers of wood burners spend huge amounts of resources on designers and that engineers to ensure that they get maximum heating efficiency, as well as maintaining particle emissions at all-time lows.  Many households with heating systems are aware that even though the thermostats say we are supposed to be comfortable, the contrary is proven to be true.  The radiant heat of a wood burner warms in a way that hot air systems cannot emulate.

The green aspect is self explanatory.  Wood is a renewable and easily obtainable source for burning.  Wood is carbon neutral.  It absorbs as much carbon dioxide in its growth as it releases when its burnt.  Medical Research by the Solid Fuel Association have demonstrated that people living in houses with solid fuel heating are significantly less likely to suffer from asthma and hay fever compared to those living in houses with other forms of heating.

Wood burning water heaters can be incredibly energy efficient as well.  It is estimated that traditional electric of gas heaters devour 25 – 50% of an average home’s energy consumption.  The water tank capacity allows less water to be processed through the unit at any given time.  While conventional geysers store up and heat large quantities of water, a wood burning option creates less hot water and lessens the need for a higher amount of conventional energy.  The heated water produced by the wood burner typically runs hotter than more standard varieties.  Since the tank is usually fairly small, it does not take a long time to heat and a constant stream of wood is not necessary to maintain the temperature.  Furthermore, wood burners can be installed as a primary or secondary heat source for a home.  Now if only this basic technology be functional with the minimal use of wood.

New energy efficient technology

Ebrahim Petersen and his partner designed a sysytem that has the ability to warm water without the use of electricity or solar technology. In addition it can be used to make food, warm drinking water and warm geyser water plus through a condensation process generate water for drinking.
We use to introduce this system to niche markets globally like holiday resorts where people need this solution where no electricity exists.

Department of Safety and Security - Community perception survey

In 2009, the Department of Community and Safety reviewed its focus and subsequently decided to strengthen its civilian oversight function. The evaluation of the LEA's service delivery, by measuring how resources are distributed and utilized in the Province was identified as a key area. The importance of evaluating the distribution and utilization of resources cannot be over emphasized in the context of problem solving and attempt to increase the safety in the Province. The success of The Police in general is partly attributed to the effective allocation of resources and efficient use thereof. Hence a need was identified to initiate this pilot project that focuses on evaluating LE distribution and utilization and human and vehicle resources.
QUICK PMS was awarded the tender to conduct the surveys in the 5 geographical areas. We used our own field staff and also selected staff from the community to do the survey. QUICK PMS designed the questionnaire for the DOSS and it was signed off by the department.
We trained all the field staff on the rationale of the project and how to complete the questionnaire. We allocated geographical areas to the staff and provided them with all the tools. Each area was allocated a project manager to manage the staff of the precinct. The project was successfully done over a period of 3 weeks and the quality assurance done during the survey process. The department was provided with weekely progress reports. The project was succesfully completed on time.

Monitoring and evaluation/control measures

Our success in all our projects is the monitoring and evaluation being used as a tool from implementation and during project.  Our Field supervisors accompany surveyors on different days and perfrom spot checks completed by going back to the respondent and verify the information.  The projectmanager is responsible to monitor the entire project and ensure that timelines are met.  Field workers have to report to a central point before being transported to the respective precinct to discuss the progress and quality of the surveys from day one.

Proven project management skills

Telkom introduced the first pre-paid fixed line in the world and Ebrahim Petersen was responsible for migrating this technology into the Telkom contact centre as part of it Value Added Services.  This project was not only done successfully but also a milestone within the industry.
We have also completed the Mandela Park and Mitchell's Plain project where we established a project plan and communicated this plan to all role players.  The team of Quick Project Management has extensive high level project management skills and has the proven ability to exceeed expectations.

High standard and professionalism

We have received extensive compliments from various clients especially the City of Cape Town.
A Netherlands delegation recently approached us to forge a business partnership that entailed promoting a specific water management system they wish to introduce in SA to the various municipalities.  We were approached as we maintain high standards and conduct business in an ethical and professional manner.
Our philosophy "your word is your honour" has set the foundation in terms of our principles and business approach to all projects.
We have educated, qualified staff on board that held prominent positions in their previous jobs.

High level of commitment, results orientation and integrity

The Quick PMS team members have many years of experience in the respective fields and held high positions in various orgainizations.  We are an unique, results-orientated team that delivers positive results on all our projetct with complete effectiveness and efficiency.
We have processed confidential information on all projects in the public sector and our work ethic embraces high integrity that allowed us to grow as a business.  For example, the Corporate Call Centre built so much confidence in Quick PMS that we were awarded with Research and Deveolpment projects four years in a row.  Our internet security measures have secured the highly confidential information and a firewall on our network  prevented any "hacking" into our systems.
At our offices we have 24 hour security which eliminates access to client information/reports that we have on our network.

Gender and cultural representivity and sensitivity

Ebrahim Petersen was the BEE manager for Telkom over a period of time and has extensive knowledge in the arena.
The importance of gender equality in planning practice is a core part of any project we have completed.  We apply significant regional variations in terms of the relative importance when we apply our technical skills, communicative skills and analytic skills in projects as cultural diversiy and sensitivity of the audience.

Our ability to communicate with target focus groups and audiences

We have demonstrated that we have the ability to communicate with target groups and audiences.  We also conducted motivational sessions to large audiences of up to 300 people per occasion as well as being capable of delivering presentations to large audiences.
We addressed the Mandela Park residents in a hall monitored by the Minister of Housing to carefully explain the purpose of the survey in Mandela Park.  These large audiences will be addressed in a professional manner that is understood on all levels in the 3 official languages: English, Afrikaans and Xhosa.
We also conducted successful focus group discussions with various representatives and local community leaders, police forums representatives, religious leaders, school principals, business and non profit organizations.  We facilitated the group discussions and all the information was captured and analyzed and presented to the steering committee and the sub-council meeting.