Khethelo Maphalala leads with a focus on quality, people, and performance. He emphasises scientific quality assurance, operational discipline, and leadership that empowers teams, all while preparing for a future where AI and human collaboration will shape manufacturing excellence.
Khethelo Maphalala, Manufacturing and Technical Manager at Coca-Cola Beverages Africa (CCBA) – South Africa, has a dual background in mechanical engineering and finance. His professional journey has spanned roles in packaging engineering, private equity, and supply chain technology before taking on his current position, where he leads manufacturing operations for one of the country’s most high-profile beverage companies.
Khethelo believes that working for Coca-Cola demands a global standard of excellence. “If you are the operator at a filling machine, you should be trying to be the number one operator in the world because you are filling the number one brand in the world,” he said.
This mindset is reflected in how teams are developed and performance is measured. According to Khethelo, striving to be number one drives growth at both individual and organisational levels. “If we hire the right people and invest in them properly, they deliver the best performance, and that performance ensures customer satisfaction and protects our market share.”
Product quality is a core part of his mandate. Khethelo distinguishes between quality control and quality assurance, preferring the latter for its focus on systems that build long-term confidence.
“Our job is to make sure that the products we produce tomorrow will meet customer requirements. That requires a scientific approach. We need to empower our quality specialists, especially microbiologists, to apply their training – not just do admin.”
In his view, modern manufacturing requires more than firefighting. “We need to move away from breakdown management and towards focused, continuous improvement,” he said.
Drawing comparisons with routine car maintenance, Khethelo emphasises standardisation and preventative maintenance as essential elements of a reliable production environment. “We expect our cars to work because we drive them consistently and service them on schedule. The same logic should apply to factory equipment.”
On sustainability, Khethelo frames environmental responsibility as an operational efficiency issue. “Less waste and better energy and water usage ratios naturally reduce environmental impact,” he said. But he also stresses the social and governance aspects of ESG. “We focus on diversity in teams and promoting from within. Governance is binary – you’re either compliant or not – but inclusion and operational efficiency take ongoing effort.”
Khethelo’s view is that leadership must balance high expectations with support. “My style is to define the end goal and let people find the path – but the key is adapting your approach to fit the person you’re leading.”
Looking ahead, he sees the rise of AI-human collaboration as a defining trend. “Jobs won’t be taken by AI, but by people who use AI. We need to ensure our people are equipped to keep pace with this shift.”
For young professionals, his advice is simple: “Excel where you are. That’s what gets you noticed. Just deliver in your current role.”
