Data Analysis and Interpretation
This part of the study discussed the findings based on the collated information on the survey and interview conducted by the researcher. The primary objective of this study is directed towards the analysis on the effectiveness of Lean Manufacturing and Outsourcing among International Business Organizations in the electronics industry. The study intends to investigate the effects of lean manufacturing and outsourcing to international electronic business industry. For this study, primary research and secondary research was used. Primary research was conducted using anonymous questionnaires that were sent to selected individuals in different organizations. The researcher also be conducting focus group interview with managers and administrators. The questionnaires were used to collect quantitative data and the interviews were used to provide qualitative insights into the data collected. This study was divided into several parts. The first part shall provide a general description of the respondents. Particularly, it conversed to the respondents’ age, gender, civil status, educational attainment and occupation. The second part discussed the perception of employees pertaining to the status of lean manufacturing and outsourcing. The third part discusses the perception of the interviewed respondents regarding lean manufacturing and outsourcing. And lastly the final part of the study discussed the analysis of the collated data that includes the discussion of problems and solution and statistical analysis. The researcher place figures for greater clarity on the discussions.
Part I. Profile of Respondents
This part of the chapter shall be discussing the general profile of the respondents. The first to be taken into consideration is the age of the respondents. The responses are summarized in the figure below. The exhibit shows that a major part of the respondents are rather mature (31 above), consisting of 65%. This might be reflected by the fact that the predominant positions of the respondents are in the managerial level, which requires a considerable amount of working experience. This is further asserted by the 37% who were in their early thirties and the 35% in their late twenties.
Exhibit 1. Age of Respondents
The next to be taken into consideration is the gender of the respondents. Apparently, a major part of the respondents constitute the male gender. This also states that majority of the respondents related to electronic industry adheres to more masculine perspectives. Nevertheless, a 47% of the respondents are female. On the other hand, with the seemingly patriarchal culture in organization, it could be posited that females were not that good in the position.
Exhibit 2. Gender of Respondents
Exhibit 3. Civil Status of Respondents
Exhibit 3. The above illustration shows the civil status of the respondents. 33% of the total respondents, which is the dominated response is single. There are only 43% who are married from the overall respondents. As the figure was interpreted, there is a little percentage of respondents who are separated or widow. Likewise, the respondents were asked for their civil status and the report shows 33% of them are single and 43% are married. This is due to the large number of young adult in the sample as compared to those who are adult.
Exhibit 4. Educational Attainment of Respondents
Exhibit 4. Likewise, the respondents were asked for their educational attainment and the report shows 53 % of them are college level. The survey indicates that most of the respondents are college level that is engage to the study. The diversity of the population is further asserted when the respondents were asked regarding their professional history. This data illustrate the maturity of the respondents particularly in terms of experience. On the other hand, the apparent youthfulness of the respondents, provided by their age and their lack of professional experience could not be considered as deterrence to their responses considering that the researcher has made sure the respondents have been connected with the business industry for at least a month. Moreover, there is a noticeable distinction of the respective positions of the younger generations in their respective perceptions towards the impact of lean manufacturing and outsourcing to international electronic business industry.
Exhibit 5. Occupation of the Respondents
Occupation of the Respondents
%
Business Managers
16
Supervisors
20
Business Executive
25
Staff
33
Admin-assistant
5
Student
1
Exhibit 5. The above table shows the different occupation of the respondents. From the surveyed individuals, the researcher gathers 6 different positions of the respondents that are illustrated on the above table. The most dominated occupation according to the survey is the staff that is 33% of the total respondents. Followed by business executives that is only 25% of the surveyed individuals. The analysis shows the fair distribution of occupation. The table also indicates that most of the respondents were in the company because of their own business transaction. However, there were 1% respondents who were students. Meaning to say, most of the surveyed individuals are all knowledgeable about outsourcing. Some respondents are very much interested about lean manufacturing and outsourcing because they wanted to determine the possible impact of variables with respect to their business interests.
Part II. Perception of the Respondents
This part of the study illustrates the perception of surveyed respondents. As discussed in the previous chapters, a total of 150 respondents were surveyed. Their perception towards lean manufacturing and outsourcing were sought.
Exhibit 6. Survey Question Results
thought than it used to be. Gaining competent employees at all levels of the organization is more than a matter of training. It stems from changes in recruitment and selection philosophy. Staffing the most competent employees for each and every organization is continuous challenge for the effective outsourcing. Faced with the problem of conducting Staffing effort to fill critical position in any level of organization, the effective outsourcing must create an Employee Staffing Policy to identify the critical activities in the recruitment process and monitor its results.
In order to create Employee Staffing Policy, planning is an important element of most aspects of effective outsourcing. Depending on the personnel function considered. Effective outsourcing often have very different ideas on how to go about the recruitment process and when it should be done. Staffing new employees to fill existing vacancies is an important function within effective outsourcing.
These routine dimensions of the Staffing process are integrated into the daily routine of many HR departments and once a system is established, there appears to be little need for additional planning or analysis with regard to how the Staffing process should proceed. From time to time, however, it is necessary to recruit a person to fill a high level vacancy. This is to ensure that the management is giving the most deserving employees the chance to hold higher positions. This must be done also in order to ensure quality management within the organization which may result in creating quality products and quality service for the customer satisfaction.
III. Specific Processes to Successfully Implement the Lean manufacturing Plan
After the planning phase is over (and agreed), it is a signal of the doing phase begins. Once the project is in motion, it acquires a direction and momentum which is totally independent of anything that was predicted. The key elements to the control of a project are the milestones and established means of communication. The milestones are a mechanism to monitor progress; for the team, they are short-term goals which are far more tangible than the distant completion of the entire project. This maintains the momentum and encourages effort for the team; it allows the team to judge their progress and to celebrate achievement throughout the project rather than just at its end.
The simplest way to construct milestones is to take the timing information from the work breakdown structure and sequence diagram. When it has been guesstimated how long each sub-task will take and have strung them together, it can be identified by when each of these tasks will actually be completed. In order to apply the TQM to lean manufacturing of international business especially to be used in the its competition to the business industry, the management of the electronics industry must be able to accept the whole concept of the improvement, which means that all the people within the electronics industry must agree that there is a need for a total transformation especially for the quality of the products and services that electronics industry will be offered. Furthermore, the management should be willing to participate to all the improvement, value each and every ones opinion in order to achieve total quality management and provide a total quality operations and services to satisfy their customers.
Managers and experts disagree about how to effectively implement Total Quality Management to their organizations. Eventually, customer satisfaction has always been regarded as the driving force behind quality improvement; others suggest quality management is achieved by internal productivity or cost improvement programs. In other applications, Total Quality Management is regarded as a technique to introduce the context of participative type of management. Thus, the management should be more straightforward to provide the potential role of applying the Total Quality Management as an overall strategy of the electronics industries.
In addition, since Total quality management is based on internal or self-control, which is embedded in every element of the work system (technology and people), the employees or the people behind the production and other employees that are responsible for the effective outsourcing purposes must be able to determine the problems beforehand, to anticipate its occurrences. In applying total quality management and the effective outsourcing plan, international business organizations must be able to combine it with the core strategy of the industries; this does not mean that international business organizations related to electronic industries must have total changes. It is important that in application of the Total Quality Management Plan to international business organizations must also consider that an appropriate strategy should be used in order to produce total quality products that would satisfy all clients and customers.
IV. Dangers in review
There are dangers avoiding this project reviews, it is either too frequent or too drastic. The lack of sustainability to the project can lead to plan revisions which shake the team’s confidence in any particular version destroying the stability of the project designed. Decide objectively, and explain beforehand, when the review phases will occur and make this a scheduled milestone in itself.
Even though the situation may have changed since the last review, it is important to recognize the work which has been accomplished during the provisional. First, the organisation do not want to abandon the project since the team will be demodulated feeling that they have achieved nothing. Secondly, this work itself is part of the new situation which has been done, it should provide a foundation for the next step or at least the basis of a lesson well learnt. Existing achievements of team should always be building up.
V. Time
Time is sometimes one of the problems since there are companies that are demanding for unrealistic time. For this project, realistic schedule viewed by the team should be imposed. Outside world are not allowed to deflect team form what knows to be practical. If the impose a deadline upon which is impossible, the team will clearly state this and give reasons. For this instance, the project teams must determine the most appropriate time to start the implementation of the project; the sooner, the better.
VI. Planning for error
One of the most common errors in planning is that assuming there will be no errors in the implementation which in effect, the schedule is not based on the plan. On the other hand, recognizing that errors will occur is the reason for implementing a monitoring strategy on the project. However, by cautiously considering errors in advance can make changes to the original plan to enhance its tolerance.
The team that would implement Total Quality Management Project must try to predict where the errors will occur by examining the activities’ list. The risky areas might then be given a less strict time-scale – actually planning-in time for the mistakes. Another option is to apply a different strategy, or more resources, to such activities to minimize the disorder in the project.
Conclusion
As mentioned on the result of the previous chapter, international business organizations in the electronics industry are doing ways to assess the critical success factors of their business operations. In addition to this, most of them are giving enough consideration to TQM in lean manufacturing and outsourcing since these factors affects and contributes to their operational success. Most international business organizations in the electronics industry wanted to maintain the loyalty of the customers; they are willing to do anything for the benefit of the customers and for them to stay loyal to the company. International business organizations in the electronics industry believe that the customer should be their first priority; they also want the customers to remain loyal to the company. By focusing on the customer’s needs and wants international business organizations in the electronics industry is getting more loyalty from the consumers. As mentioned on the result chapter, international business organizations in the electronics industry are continuously changing their strategy for the success of operations management of their business.
The international business organizations in the electronics industry are doing these things to maintain its consumers and have more loyal consumers. Basically, the international business organizations in the electronics industry is offering the best service it can. They also updating the standards of services they offer to customers. Based on the findings of this study, the researcher concludes the following:
1. The respondents who took part in this study are already mature in age, responsible and reliable. They are also aware of what’s happening in international business organizations in the electronics industry and are deeply concerned about the improvement of operations management in their respective companies.
2. The respondents have given an overall rating of “Agree” to each of the criteria. Most of the respondents believe that operational management has something to do with his business strategies. This shows that they are satisfied with the current state of things in the international business organizations and the electronics industry.
3. There are several factors affecting the rise and fall of some business establishments in international business organizations in the electronics industry. We also have to consider the political and security issues in these countries since these are one of the biggest factors to consider.
4. Aside from lean manufacturing and outsourcing, the other factors that affect the success of international business organizations in the electronics industry are Procurement, Product and Service Management, Total Quality Management, Inventory Management, Logistics and Transportation Management, Facilities Management, Software Configuration Management, and Distribution Channels.
5. From the analysis of results of related literature and data from the respondents, it is reliable to state that international business organizations in the electronics industry is in good condition considering the factors in operation (i.e. lean manufacturing and outsourcing).
6. The study also reveals that all the variables in operation should be consider in attaining the great results in business progress. It is also important to have trainings of staff in international business organizations in the electronics industry.
Recommendations
The general, long-term development of these businesses is one characterized by a series of evolutionary periods that at times can best be described as revolutionary in nature. In line with this observation, international business organizations in the electronics industry need to constantly be on the lookout for strategies which would help in maintaining their market leadership. Problems in the industry today appear from so many angles, at so many levels and in so many directions that their pursuit without a regular path will soon become lost in details. Different business model can help any organisation to determine the direction in which they are going to take through. Using this tool, international business organizations in the electronics industry, as well as other firms, is challenged to understand an industry’s profit potential and the strategy necessary to establish a defensible competitive position, given the industry’s structural characteristics. Overall, international business organizations in the electronics industry is a highly attractive industry which contributes a large share of the total profits. With the intensity of rivalry kept in check by the business giants, high threat of industry entry, low supplier and buyer power, prospects for business holds much promise.
All things considered, there is still no substitute for good management in the strategic positioning and implementation process of international business organizations in the electronics industry. That means:
Ø targeting markets that are large and growing and increasingly concentrated, where the firms has a shot at being one of the dominant players;
Ø knitting together those markets that extract the maximum value from scale and scope linkages that may exist.
Ø setting up change management teams to handle the change management aspect of the potential alliances.
Based on the foregoing summary of findings and conclusion, the researcher recommends the following:
1. Update the facilities, equipment, and training strategies to their respective international business organizations in the electronics industry. Moreover, there should be a strict implementation of the training programs pertaining to enhancement of operations management.
2. Maintain open communication lines between the management, administration and employee.
3. Review the program of the each of the company and update the content to increase the standard of the company. Employee must also be given stricter training requirements to ensure that they understand their job well.
4. Industries open communication lines between employees and administrators especially in disseminating information and communication. This is to ensure that the employees know what the administration is up to and vice-versa.
Credit:ivythesis.typepad.com
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