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History of our Company

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Marike Brink

on 19 August 2016

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Transcript of History of our Company

1997 LIW & Vektor separated

First Infantry Turret (LCT20) export contract

2nd G5 Export Contract

2004 Integration of LIW, Vektor & Ordnance = Denel Land Systems

Biggest Machine Gun export in History
The History of our company
Late 1990s & early 2000’s
Early years
July 4500 rifle-barrels were manufactured.
“Verdedigings Werksplaas” placed under SA management.
Production of FN Spares – to later become a 100% South African produced product, that became known as the R1 Rifles.
1964 name changed to Lyttelton Ingenieurswerke
manufacturing of 60mm mortars.
The History of our company
The Krygkor Era
The History of our company
1968 – early 1990’s
1968 registered as a Private Company & incorporated into ARMSCOR as a full subsidiary.
Lyttelton Engineering Works started an Apprentice Training Programme
Production of the Musgrave RSA Target Rifle
Development of G5
Development of G6
Rooikat Development
SS77 in Production
First G5 Export Contract
Rooikat & G6 in Production
First G6 Export Contract
The History of our company
The Defence Council of SA was asked to do an investigation to establish an ordnance factory, instead of the small calibre factory. It was decided to establish a workplace, and the location was to be Lyttelton, Pretoria.

In 1953 the buildings were completed and production was started by mid 1953, with Rifle-barrels being the first items to be manufactured.

On 21 October ‘53 the Defence Production Office was officially opened by the minister of defence, FC Erasmus.
Under BSA management. He pointed out that the company was to be an engineering workshop that was designed to provide wood- and metal spares for weaponry.
Founding of the “Verdigings Werksplaas” (Defence Production Office)
Denel Era
1991-1992 Member of the Technology 100 Companies, and winner in ’92, Category: Industrial Production & Manufacturing
1992 Establishment of Denel Pty Ltd – 25 Divisions, Manufacturing division of ARMSCOR.
1April ‘92 becomes a division of Denel, name changed from Lyttelton Ingenieurs Werke to LIW.
LIW takes over control of the Nature Reserve from the City Council of Pretoria
1993 Gold Award for its involvement in the Groenkloof Nature Reserve
Nosa 5* award for its Health and Safety Management System
Engineering Week’s Company of the Year
T6 Turret Development started
LIW becomes Denel’s division of the year
Rooikat 105 development started
The History of our company
The Groundwork
The Defence council of SA realized the need for a small calibre gun-factory. This factory was to be founded, with the following requirements:
The capital, initiative, implementation and administration to be handled by the private sector.
Must be linked to an existing Engineering firm.
Must fulfil the needs of the Army.
The Government must be allowed to inspect the factory.
Thus, the Department of Defence will place all orders at this firm, as long as all the prerequisites of the Government are fulfilled.
The History of our company
Rooikat Armoured Reconnaisance Vehicle upgrade order
Fired world record range of 75km with the G6-52
Approved System supplier for the Infantry Fighting Vehicle Program (HOEFYSTER)
Malaysian deal
2012 Mechem Integration
The History of our company
2006 - Now
Allow me to take you back to a time..
A time of drive-thrus, iconic movie stars and what many people call a more wholesome way of life..
A time known for its leading ladies, such as Marilyn Monroe, and Doris Day.. A time when the young Queen Elizabeth accepted her crown..
From automobiles to televisions to stilettos, it was a time of growth..

The 1950’s

..It was also a time of war and international conflict..

In a time when people came to work in suits and ties..
..A time when pc’s did not exist..
..A time when people drove cars that are now considered to be classic or collectible cars..
..A time of great innovation

It was at this time, specifically – September 1953 that the Defence Production Office (“Verdedigings Werkplaas”) was founded, currently known as Denel Land Systems.
In the Business Excellence department we may be knocked down, BUT we always get up again!!
Rita - History of the Company
Johnny - Some interesting snippets from the past

- Quality 1

Marike - a farewell message
Marinda - saying farewell
Tienie - saying farewell
Johan IJ Meyer - a thank you to metrology


30-Nov '12
Snippets from the past
Margaret Atwood, Canadian author has a sign in her study:
Wanting to meet a writer because you like his work-is like wanting to meet a duck because you like paté.
In other words focus on the work not the artist.

Walter Shewhart 1891-1967 - age 76 (1917 - 95 yrs app td)
W Edwards Deming 1900-1993 - age 93 (1917 - 95 yrs app td)
Joseph M Juran 1904-2008 - age 104 (1924 - 88 yrs app td)
Kaoru Ishikawa 1915-1989 - age 74 (1939 - 73 yrs app td)
Philip Crosby 1926-2001 - age 75 (1952 - 60 yrs app td)
Armand Feigenbaum 1922- age 90 (1958 - 54 yrs app td)
The Quality Prophets
“Take care of your customers, and take care of your people and the market will take care of you.”
“You can order the average person who reports to you to come to work five days a week and work his or her eight hours a day. But you cannot order anyone to perform in an excellent fashion-excellent meaning courteous, creative. Excellence, by its very definition and at all levels, is a purely voluntary commitment.”
“There is one little problem here in America-management already knows everything so it doesn’t need to learn anything new. That is a very pleasant state to be in, but it turns out to be merely a dream. People are going to have to relearn, under the handicap of thinking that they already know.”
W Edwards Deming
The nonfulfilment of a requirement related to an intended use.
The nonfulfilment of a specified requirement.
Prevention costs
The costs of trying to ensure that we do it right the first time.
Appraisal costs
The costs of checking to see if we actually did do it right the first time.
Internal failure costs
The price we paid for failure when we found out we didn’t do it right the first time.
External failure costs
The price we paid for failing to discover we didn’t do it right the first time.
Quality is the absence of waste. Waste is the opposite of value, customers are not prepared tom pay for any waste. The absence of waste equals freedom of trouble, no failures. This definition is cost related since better quality translates to less cost, both to the supplier and to the customer.
Waste (Jap: muda) anything which does not add value to the product.
Quality Assurance
That part of quality management focused on providing confidence that quality requirements will be fulfilled.
Within an organization internal quality assurance is a management tool. In contractual situations external quality assurance provides confidence to the customer.
In some references quality is defined as “fitness for use” or as “customer satisfaction” or as “conformance to requirements”. Whilst these definitions are appealing because of their brevity, they represent only certain facets of quality.
The question then is, “does better quality cost more , or does better quality cost less?”
Product value involves both quality and price. Price is never a facet of quality.
In practice the definition of quality may be interpreted in two quite distinct but equally valid ways:
Quality includes those features of a product or service which are of value to customers. This definition is income related since better quality translates to more revenue from satisfied customers either from original or from repeat sales.
The degree to which a set of inherent characteristics fulfils requirements.
Needs or expectations that are stated, generally implied or obligatory.
The result of a process. There are four generic product categories, services, software, hardware, processed materials or a combination of them.
Customer satisfaction
The customer’s perception of the degree to which the customer’s requirements have been fulfilled.
Customer complaint
Are a common indicator of low customer satisfaction, but their absence does not necessarily imply high customer satisfaction.
Is a group technique for generating constructive and creative ideas from all participants.
Flow charts
A flow chart is a prerequisite to analysing and improving any process. Characterize a process by measuring each step to discover the most significant obstructions and delays, these are then flagged for improvement.
Check sheets
A check sheet is a simple document that is used for capturing data in real-time and at the location where that data is generated.
A histogram is a graphical summary of variation in a set of data, providing a visual impression of the distribution of data.
Quality Principles
“Most quality programs fail for one of two reasons: They have system without passion, or passion without system. You must have both.
Quality begins precisely with an emotional attachment, no ifs, ands or buts. You should not manage anything that you don’t care passionately about.
Quality above all is about care, people, passion consistency, eyeball contact and gut reaction.
Quality comes from the belief that anything can be improved.
Quality involves living the message of the possibility of perfection and infinite improvement, living it day in and day out, decade by decade. You can’t pay attention to quality 80 percent of the time or even 90 percent of the time, and let it lapse every now and then. You can’t allow spelling mistakes in internal memos, and then turn around and demand perfection in customer reports. There is no such thing as being perfectly conscientious part time”
Tom Peters

Quality Introduction
Presented by Ad Sparrius
Denel Land Systems
Practical Quality 1
“One cannot define quality without knowing its cost – it is impossible to do quality planning, quality control and quality improvement.”
“Quality management which cannot show financial results is meaningless. Engage in quality management which makes so much money for the company that it does not know what to do with it.”
“Most quality programs fail for one of two reasons.”
They have system without passion, or passion without system.
You must have both.”
Organizations are only as great as the people that work in them.
People are only as great as the organization empowers them to be.
“There is very little difference between people, but the little difference makes a big difference.
The little difference is attitude.
The big difference is whether it is customer-repellent or customer-friendly.”
Tom Peters
Quality control
That part of quality management focused on fulfilling quality requirements.
Quality control involves operational techniques and activities aimed at both monitoring the production process and at eliminating causes of unsatisfactory performance.
Quality improvement
That part of quality management focused on increasing the ability to fulfil quality requirements.
Quality improvement can relate to improved effectiveness, efficiency or traceability.
Pareto charts
Pareto charts are used to prioritize problems to be solved. It does not solve a problem but merely indicates where to start.
Fishbone diagrams
A fishbone diagram does not in itself solve a problem but it is the first step in diagnosing its root cause by identifying various possible causes for the symptom.
Scatter diagrams
Scatter diagrams are used to determine the relationship between two variables so that the performance of the dependant variable can be predicted, controlled or improved from the results of the independent variable.
Stratification as an analysis technique and stratification as a sampling technique.
Quality Principles
Expose the learner to the modern principles and practices of quality management in accordance with generally-accepted international standards, specifically the ISO 9000 family including modern principles of Total Quality Management.
The famous Magnificent Seven tools for solving quality problems are handled in detail; Brainstorming, Flowcharts, Check sheets, Histograms, Pareto charts, Fishbone diagrams, Scatter diagrams and Stratification.
Full transcript