Paris Graduate School of Management Thai Nguyen University INTERNATIONAL EXECUTIVE MASTER OF BUSINESS ADMINISTRATION PROGRAM THESIS TITLE THE STRATEGY OF EFFECTIVE PRODUCTION & QUALITY MANAGEMENT AND PROJECT INVESTMENT TO 2020 AT SUFAT VIETNAM CORPORATION FOCUS ON THE PRODUCTION STRATEGY FOR SUFAT VIETNAM CORPORATION 2013-2017 Student’s name: DINH AN Intake I October, 2012 Final Thesis – Dinh An ABBREVIATIONS No Abbreviate Meaning SXKD Business DN Enterprise SXLR Production and Assembly ISO 9001:2000 Quality Management based on ISO P.KCS Quality Control Department P.Vật tư Material Department PX Gia công Producing workshop BGĐ Ban Giám đốc KCN Industrial zone SX Production 10 R&D Reaserch and developing 11 SP Product 12 CBCNV Employees 13 BLĐ Leader ship 14 NSNN Government budget 15 CLSP Product quality 16 FDI Foreign Investment 17 NĐH Localization 18 NCC Supplier 19 TNHH Limited liability company 20 21 22 Final Thesis – Dinh An FOREWORD Thesis origin After more than five years of joining the WTO (01/11/2007) Vietnam's economy in general, Vietnamese enterprises in particular have moved and achieved remarkable initial achievement Economic growth in 2009 reached 5.2% (estimated 7-7.5%); 2010 was 6.78% (expected 6.5%); 2011 is 5.89% and Vietnam stands in top countries in the world with high growth rate (Source: http://www.vcci-hcm.org/tt-907) In that Vietnam's total industrial output increased steadily over the years (see Appendix 1) In 2010 it increased 14%, exceeding the previous forecast of 12% But that's not the signs of sustainable growth Competitiveness of Vietnamese goods in three class: country, sector and enterprise is less, in that their cost remains high, low compared to international standards, service quality and lack of professionalism Impact consecutive world economic crisis of 2007, 2009 plus inflation lasts and high credit interest rates in the country pushed Vietnamese businesses in danger of closing It is on a general level On the particular level, the Vietnamese motorcycle industry was formed, in development for more than 10 years and specially rapid development in the period 2001-2005 Apart from four Motorcycle manufacturers (first foreign-invested, developed in the 1990s) is VMEP (1984), Honda, Yamaha, Suzuki (1986), there were more firms both FDI and local participated in the industry Through many years , the overall picture of the industry now show a clear negative signal that since 2008 almost all of the domestic motorcycle market share by FDI enterprises dominate Final Thesis – Dinh An VIETNAM MOTORBIKE MARKET SHARE (2008-2010) 79% 80% 66% 60% 44% 40% 29% 27% 20% 20% 14.3% 15% 6% 0% 2008 DN nước 2009 FDI 2010 Nhập Among the more than 10 domestic enterprises and "left", SUFAT VIETNAM Company facing an intractable problem: What need to to be able to "live" under strong competitive pressure from FDI? Continue to exist for the development or preservation and withdrew from an industry where product cycles in the recession? If they stayed, how to overcome challenges to the survival and sustainable development, and what is the core competitiveness of enterprises? Answer the question comes from hardness practices, a comprehensive development strategy, creative and feasible for the companies in the industry in general, Company SUFAT VIETNAM particular can be applied in practice within years is essential Besides the functions strategies of Marketing, Finance , "Production Strategy for SUFAT Company Vietnam for the period 20132017" played a very important role The analysis in the next chapter (the thesis content) will show Production-Operations is one of the core value chain create competitive advantages of the SUFAT VIET NAM company Thesis objects 1) Introduce all the resources involved in production activities in enterprises, systematic chain of operations by operated schemes; working process; statistics tables or operating notes… Final Thesis – Dinh An 2) To analyze the state of all production activities of SUFAT VIET NAM Company at both view points: inside of enterprise and motorcycle production sector in Vietnam, thereby making the review and evaluation of these problems exist, the objective and subjective reasons; their effects 3) On the basis of the above analysis, make recommendations; choose the best Production-Operations strategy with specific objectives and synchronization solutions in the implementation of the business Research Methodology The way to approach and solve the problems of the thesis is briefly described in the following scheme: INFORMATION COLLECTION OUTSIDE: - Secondary information: from newspapers, internet… - Primary Information: market surveys; interview agents and consumers; insider sources… INSIDE: - Primary Information: from Company documents and books source; minutes of meetings; opinions, internally discusions; lessons learned from the past… ANALYSIS: - Working group discussions - Removes noise or unreliable information, processed by statistical methods, synthetic analysis to evaluate and draw conclusions ISSUES PROPOSAL - Working group discussions - Given the strengths, weaknesses, opportunities and threats PROPOSED STRATEGIES - Working group discussions - Provide strategies to consider and choose Final Thesis – Dinh An Thesis contents The main content of the thesis in chapter 03: - Chapter I: RATIONALE - Chapter II: ANALYSIS PRODUCTION SITUATION OF SUFAT VIETNAM COMPANY - ChapterIII: PRODUCTION STRATEGY FOR COMPANY PERIOD 2013 to 2017 SUFAT VIETNAM Final Thesis – Dinh An Chapter I: 1.1 RATIONALE The basic theory of strategy 1.1.1 Definition "Strategy is the direction and scope of an organization over the long term: a strategy will bring advantage for the organization through the optimal placement of resources in a competitive environment in order to meet market demand and expectations of the contribution of capital ” (Source: http://www.saga.vn) According to the traditional approach, the business strategy can be viewed as the long-term plan of an organization in order to achieve to long-term goals Management history researcher, Alfred D Chandler said that "strategy is the determination of the basic long-term objectives of a business and the implementation of the program working in conjunction with the allocation of resources necessary to achieve those goals." As such, following his ideas strategy clearly is a planning process with wisdom, in which firms choose their own goals and determine action plans to accomplish those goals best and seek to allocate resources accordingly Traditional approach has the advantage that makes it easy for businesses to figure out the need for strategic planning and see the benefits of the strategic aspects of long-term planning However, in a volatile business environment of today, the limitations of the traditional approach is that it does not have the ability to adapt flexibly to changing business environment With the current approach, the strategy may be larger than what the business intends to plan or to implement According to the concept of Mintzberg, strategy is a model of the flow of decisions and action plans This model can be any type of strategy: pre-designed strategy or mutations strategy Modern approach makes it easy for businesses to respond flexibly to changes in the business environment and promote the creativity of the enterprise’s members However, it requires leadership, management must have the ability to predict the conditions for implementation of the strategy and assess the value of the mutation strategy Final Thesis – Dinh An Through the above approach, we can understand that: the business strategy of a business is the art of building long-term goals and the policies implementing aimed at orientation and create competitive advantage of enterprises Characteristics of a firm's business strategy: - The long-term orientation: business strategy set goals and determine the direction of development of the business in the long term (3 years, years, 10 years) to orient in a business activityvolatile business - The goal: business strategy often define the basic objectives, the business orientation of each enterprise in each period and the policy in order to comply with the objectives set out - Relevance: this requires enterprises when building business strategies need to assess the true state of their business activities At the same time must be regularly reviewed and adjusted to suit the changes of the environment - Continuity: business strategy must be reflected during continuous from the elaboration, implementation, assessment of strategic adjustment - Business strategy in today's conditions can not be separated from the competition because of a business strategy to ensure business competitiveness in the market In the current process of globalization, the business operations are connected all over the world make up the influence and interdependence Since then has created fierce competition among enterprises in the same sector as well as between sectors in the economy 1.1.2 The process of strategy formulation Enviroment Ânalysic Strateric issues Opportunity /Threats Strateric goals setting (Source: Dr Vũ Thành Hưng Strategy Implement Strategy Assessment Deputy Director of the Institute of Business Administration, from the Enterprise Analysisc University of National Strength/ Weakness Economics ) Strategy Control Final Thesis – Dinh An "Strategies need more than just a dream A good strategy needs information from many source and analysis them It also takes the right decision " (Source: Thomas E AmblerStrateric Issues) 1.1.3 The tools to analyze, evaluate and select strategies PEST: Used to analyze and evaluate the impact of the external environment (macro environment) to the business operations of the enterprise PORTER’S FIVE FORCES Used to analyze and evaluate the impact of the external environment (industry environment) to the business operations of the enterprise (Source: Michael-Porter, Harvard Business Review, 1979) EFE (Internal Factors Enviroment) Final Thesis – Dinh An Used to assess the impact of environmental factors external to the business operations of the enterprise IFE (Internal Factors Enviroment) Used to assess the impact of these factors within the internal business operations of the enterprise 7M & I Used to analyze and evaluate the (Man; Material; Money; Machine; resources and capacity of the Method; Management; Moral Value and Informations) department within the enterprise (Source: http://wiki.answers.com/Q/What are the 7m and-i-of management) SWOT Used to aggregate summary of the strengths and weaknesses within the enterprise, external opportunities and challenges for businesses TOWS Used to suggest combination strategies for business : - SO Strategy: use strengths to exploit opportunities - ST Strategy: use strengths to avoid the risk WO Strategies: limited weaknesses to exploit the opportunity Final Thesis – Dinh An Work environment is 0.05 0.05 0.05 0.05 not good, motivation of staff is very low Key staff quit out of job the series Weight total: 100% Total score 3.25 3.4 3.75 Remarks: Quantified results by scores of three strategies proposed SO1, WO1 and ST1 (table 3.3) showed that ST1 strategy with a total score of 3.75 is the most appropriate strategy and that will be selected for the SUFATVIETNAM Company in next years That is: “Planning the whole operational production sector oriented narrow, shortened (LEAN production), giving priority to solving the stage of contraction; shorten delivery time; reduce the cost price by the reduction of all types of waste in the production process.” It can be interpreted more as follows: The dominant ideology of strategic ST1 is planning the entire production process in the company Sufat VN direction narrowed and shortened In which: 1) Dissolution some workshops or production stages, rearrange the remaining parts reasonably about equipment capacity, workers and management 2) Take advantage of all machinery and equipment capacity in the form of coproduction for outside demands 3) Identification of all types of waste in the production process from the stage of purchase input materials and components to the warehousing, packaging Planning to solve each type of waste one by one 4) Maintain the operation of the R & D because this is one of the unique strengths of the business which the competitor is difficult to imitate But just focus on the export market 60 Final Thesis – Dinh An 5) Construction of standard operation procedures for each stage, a standard job description for each work site Each worker in each production location must understand what is his input and how the output meet requirements 6) Planning the Quality control department in accordance with the schedule as: abolish KCS2 stage, followed by the final KCS3 and just keep only KCS1 stage (quality control input) 3.4 Implementing Plan 3.4.1 Goals - Keep the average cost of production for one unit of motorcycle did not exceed over 2% per year (see Appendix 4a, b) - Reduce delivery time on a standard lot (70 vehicles) from order confirmation to delivery as: 10 days - Reduce the number of errors of one set of engine: 0-3% per year and of one motorcycle unit: 3-5% per year (see Appendix 2a, b) 3.4.2 Actions Plan Set up the detailed action plan of the production strategy for SUFATVIETNAM Company including: objectives to be achieved; expected time; assigned personnel organization ; estimated cost as followed: Table 3.4.2 No Contents Consider removing workshop, production stage…which are inefficient according to the following criteria: - Production costs are higher than outside - Quality is not stable - Do not create a difference in design or product quality Person in charge Estimated Estimated Notes Time cost - CEO - Production 3-4 weeks Management 61 - Research data were taken from material dept.,accounti ng dept., personal dept Final Thesis – Dinh An Liquidation of equipment and property in these areas; re-training workers to move to other stages - Financial Management - M&E service months 100 mil VND 4-6 months 1.5-2 bil VND Revenues will balance for item No.3 - Account Dept Make a plan to repair and maintenance of large equipment, workshop after restructure - CEO - M&E service Determining the stage of contraction during production; planning for settlement - Production 2-3 Management months 300-500 mil VND Build production process apply principles of Lean Production: set the BOM; MRP; Kanban card - Production 02 months Management 50 triệu Rearrange the QC department towards just quality control at the two gates: input & output Priority to eliminate the causes of errors than find a fix Planning the entire personnel of production sector in order of priority as follow: sorted, appointment and recruitment - CEO - QC Dept 01 month - CEO 1-2 - Production months Management Sum: months Nội tự xây dựng - 100 mil VND 2.050 - 2.750 mil VND While this thesis is being written, some of the contents identified in the Action Plan (in table 3.4.2) have been implemented in practice For example: the BOM (Bill Of Materials); MRP (Manufacturing Resource Planning) in item 5, Table 3.4.2 has been set up for some sort of motorcycle products (see Annex ) 62 Final Thesis – Dinh An 3.4.3 The support solutions 1) Commitment of leadership All the board of Managements of SUFAT VIETNAM Company expressed their commitment by taking from the beginning to the end of process: strategy formulation, strategy implementation and to the ending period with the assessment objectives as well as strategic adjustment 2) Support Policy Include: - Finance: review, balance and approval of estimated expenditures and time schedule required in the plan of action (Table 3.4.2) - Personnel: Sort direction collapse, recruit senior personnel in key positions to be able to absorb, understand and maintain the management method according to Lean Production - About time: aside time for the information communicated to all employees in the Company so that everybody understand and are willing to act in the spirit, goals, the way to get strategic objectives outlined 3) Change in organizational structure Organization chart of Company according to functions model is still applied The biggest change is used is shortened and empower each sector, department Board of Managements QC Dept Production Dept Financial Dept Marketing Dept Technical Sector Production workshop Account Domestic Market QC Sector Planning Service AS Material K.toán TK Foreign market Finance Budget Sales Warehouse Marketing ME Service 63 PR Dept Personel Dept Media Policy Events Training Recruitment Publish Administration Brand building Project Final Thesis – Dinh An 4) Control of the implementation At the business environment without many changes, schedule for the content, the task is relatively short (see table 3.4.2), therefore we use the following model to control the implementation process of production strategy for SUFAT VIETNAM Company period 2013-2017 CONTROL MODEL UNDER RESULTS Strategy Implement Strategy Building - Hình 3.4.3 Results Assessment Advantages: It’s appropriate in conditions of business environment is relatively stable, implementation control time is short - Disadvantages: Inflexible, it’s slow to respond to changes to the environment (Source: Doctor Vu Thanh Hung-Institute of Business Administration ) 3.4.4 Coordination with other function strategies in the business - With Marketing strategy: ST1 production strategy will enable SUFAT VIETNAM Company to continues to asserting its brand in the rural and mountainous areas of quality and reasonable price Special focus on locating the right products and the right target market - With Finance strategy : ST1 production strategy is consistent with the solutions to increase working capital turnover and increase profits by reducing production costs of Finance Strategy - With HR strategy: With it’s compact orientation; streamlining the production process, ST1 manufacturing strategy sets the new requirements for improving the quality of human resources for the business impact of competitive economy 64 Final Thesis – Dinh An - With the development of information technology strategy: ST1 production strategy with the target of reducing the delivery time from 01 months to 10 days requires the support of effective communications solutions, especially softwares such as: manufacturing planning (MRP) ; warehouse management (ERP) 65 Final Thesis – Dinh An THE CONCLUSION In general, we can see the businesses like a unit that consists of three basic modules: Finance, Production and Marketing Among of them, production stage is decided to create products (or services) and adding-value for enterprise, contributing to economic growth for the nation Finance function ensure providing full and timely financial need of production activities; consider investment options for procurement of machinery and equipment, new technology Production function produce goods and provide services to the market demand Meet the requirements of the marketing with good quality, in time and lowest cost CUSTOMER Marketing function provide information about the market for production planning Bring revenues and ensure the implementation of corporate financial targets Building a good production strategy through streamline and efficient use of all resources needed in business, investment in key of contraction stages, reduce costs, increase productivity and product quality along with two remaining functions: Marketing and Finance will assist enterprises to achieve the objects of general development strategy The theme of the thesis only refers to a functional strategy as: "Building Production Strategic for SUFAT VIETNAM Company period 2013-2017 " but in the overall development strategy of the company, this is one of the most important 66 Final Thesis – Dinh An function strategies because it can create a core competitive advantage over its competitors in the same industry Although there are many limitations in knowledge, the level of theory as well as the volume and quality of information collected in the dissertation process but with the passion, enthusiasm and working experience over 12 years for SUFAT VIET NAM Company along with the active cooperation of colleagues, in the end I have finished this essay I believe that, the Production Strategy for SUFAT VIETNAM Company period 2013-2017 in an overall strategy with determination of Company leadership will be applied in practice and bring success to the business I’d like to thank you, Dr.Vu Thanh Hung, Deputy Director of the Institute of Business Administration from the University of National Economics for his enthusiastically guiding throughout dissertation process THE END October, 2012 67 Final Thesis – Dinh An APPENDIX AND REFERENCES APPENDIX: Appendix VIETNAM INDUSTRIAL GROWTH OF THE YEAR 2005-2009 2005 The Economic Sectors 2006 2007 2008 2009 (Tỷ đồng) TOTAL 988540,0 1199139,5 1466480,1 1903128,1 2298086,6 Kinh tế Nhà nước 246334,0 265117,9 291041,5 345278,3 420956,8 Trung ương 189275,9 207964,0 232495,7 286593,7 352573,5 Địa phương 57058,1 57153,9 58545,8 58684,6 68383,3 309087,6 401869,6 520073,5 709903,3 885517,2 4009,8 4650,3 4910,3 6640,9 8730,3 225053,6 306967,0 407537,2 572723,3 722550,9 80024,2 90252,3 107626,0 130539,1 154236,0 433118,4 532152,0 655365,1 847946,5 991612,6 Kinh tế Nhà nước Tập thể Tư nhân Cá thể Khu vực có vốn đầu tư nước (Cơ cấu - %) TOTAL Kinh tế Nhà nước 100,0 100,0 100,0 100,0 100,0 24,9 22,1 19,9 18,1 18,3 Trung ương 19,2 17,3 15,9 15,1 15,3 Địa phương 5,8 4,8 4,0 3,1 3,0 31,3 33,5 35,5 37,3 38,5 Kinh tế Nhà nước Tập thể 0,4 0,4 0,3 0,4 0,4 Tư nhân 22,8 25,6 27,8 30,1 31,4 8,1 7,5 7,3 6,9 6,7 43,8 44,4 44,7 44,6 43,2 Cá thể Khu vực có vốn đầu tư nước ngồi Source: General Bureau of Statistics http://www.gso.gov.vn Appendix 2a ERROR SUMMARY SHEET OF ENGINE Type of error Bộ ly hợp Biên Quater I Quater II months 2012 (3182 động cơ) (1800 động cơ) (4982 động cơ) 2011 Số lỗi Tỉ lệ % Số lỗi Tỉ lệ % Số lỗi Tỉ lệ % Tỉ lệ % 118 121 3.7% 4.2% 74 26 68 4.1% 1.4% 192 147 3.9% 3.0% 5.5% 2.5% Final Thesis – Dinh An Đầu bò Xi lanh+pittong Hệ thống cam Số Vô lăng, cuộn điện Chế + bầu lọc gió Bộ đề 897 173 33 78 535 18 27.9% 5.6% 0.9% 2.3% 0.3% 16.3% 0.6% 203 35 16 43 137 11.3% 1100 22.1% 14.8% 1.9% 208 4.2% 3.2% 0.9% 49 1.0% 0.9% 2.4% 121 2.4% 1.1% 0.1% 0.2% 1.0% 7.6% 672 13.5% 10.0% 0.1% 20 0.4% 0.7% (Source: Company Documents) Appendix 2b ERROR SUMMARY SHEET OF VEHICLE Type of error Đèn , tín hiệu Điều khiển Phanh Truyền động Khung chi tiết phụ Màu, tem nhãn mác Quater I Quater II months 2012 (3035 xe) (2278 xe) Số lỗi Tỉ lệ % Số lỗi Tỉ lệ % Số lỗi Tỉ lệ % 320 10.54% 269 11.8% 589 11.1% 495 16.31% 304 13.3% 799 15% 221 7.28% 273 12% 494 9.3% 662 21.81% 520 22.8% 1182 22.2% 2011 Tỉ lệ % 14.5% 22.8% 13.6% 27.4% 259 8.53% 254 11.2% 513 9.66% 18.5% 38 1.25% 17 0.75% 55 1.04% 1.5% Các mối ghép 365 12.03% 191 8.38% 556 10.5% 30% Lỗi khác 364 11.99% 192 8.43% 556 10.5% 21% (Source: Company Documents) Appendix PRODUCTION CAPACITY No Sectors Lắp ráp Động Hàn SKL Nhựa SN Gia công (6 months 2012) Average Capacity 1.2 2.3 3.6 4.6 4.2 5.1 1.3 69 Number of workers 27 14 11 12 8 16 Current Capacity 32 32 39 55 34 40 21 Final Thesis – Dinh An 10 11 12 Đúc KCS KV Cơ điện Cơ khí Trung bình 6.4 3.0 6.5 3.8 14.5 15 26 45 33 26 44 4.7 10.8 35.5 (Source: Company Documents) Appendix 4a MOTORCYCLE’S PRODUCTION COST Cost Signal 2011 2012 No Content I TỔNG SẢN LƯỢNG SX 20,015 A TỔNG XUẤT 20,530,637,310 5,264,285,369 Chi phí NVL 17,838,282,502 4,417,869,645 Chi phí NVL phụ 1,565,081,712 456,684,859 Chi phí điện nước 1,127,273,096 389,730,865 Chi phí khấu hao thiết bị Chi phí phát sinh khác B TỔNG KIỆN Linh kiện lắp xe (82) 60,185,806,965 14,756,639,875 Linh kiện lắp động (81) 47,299,345,421 12,422,815,888 C TỔNG CHI PHÍ NHÂN CƠNG CHI CHI PHÍ PHÍ SẢN LINH 5,128 107,485,152,385 27,179,455,763 7,672,521,474 2,827,973,966 Trực tiếp sản xuất (SXLR) 5,134,345,041 1,770,283,525 Chi phí cho phận gián tiếp 1,609,352,343 650,597,870 70 Notes Final Thesis – Dinh An Chi phí quản lý cho sản xuất 928,824,090 407,092,571 D TỔNG KHÁC 700,904,614 263,540,325 Chi phí ăn ca 583,024,850 234,218,125 Chi phí thêm 117,879,764 29,322,200 Chi phí khác II TỔNG CHI PHI CHO SX (5=1+2+3+4) III GIÁ THÀNH SX BÌNH QUÂN/XE CÁC CHI PHÍ IV TỔNG CHI PHÍ NĂM 136,389,215,783 35,535,255,423 6,814,350 6,929,652 139,470,163,333 37,210,914,641 Tổng chi phí cho sx 136,389,215,783 35,535,255,423 Chi phí hoạt động bán hàng Chi phí lương quản lý cơng ty 533,715,533 Chi phí lương cho phận ngồi khối sản xuất 2,547,232,017 1,489,018,000 V CHI PHÍ BÌNH QUÂN/XE (7=6/0) 6,968,282 7,256,419 186,641,218 (Source: Company Documents) Appendix 4b PRODUCTION EFFICIENCY IN COMPARISON (2011-2012) Unit Cost No Content A TỔNG CHI PHÍ SẢN XUẤT 2011 2012 1,025,763 1,026,577 71 The differency 814 Final Thesis – Dinh An Chi phí NVL 891,246 861,519 (29,727) Chi phí NVL phụ 78,195 89,057 10,862 Chi phí điện nước 56,321 76,001 19,679 TỔNG CHI PHÍ LINH KIỆN 5,370,230 5,300,206 (70,024) Linh kiện lắp xe (82) 3,007,035 2,877,660 (129,375) Linh kiện lắp động (81) 2,363,195 2,422,546 59,351 TỔNG CHI PHÍ NHÂN CÔNG 383,339 551,477 168,138 Trực tiếp sản xuất (SXLR) 256,525 345,219 88,694 Chi phí cho phận gián tiếp 80,407 126,872 46,464 Chi phí quản lý cho sản xuất 46,406 79,386 32,980 35,019 51,392 16,373 29,129 45,674 16,545 5,890 5,718 (172) 6,814,350 6,929,652 115,302 340 1,351 1,011 IV TỔNG CHI PHÍ NĂM 6,968,282 7,256,419 288,137 Tổng chi phí cho sx 6,814,350 6,929,652 115,302 26,666 36,396 9,731 127,266 290,370 163,104 B C D TỔNG CÁC CHI PHÍ KHÁC Chi phí ăn ca Chi phí thêm II TỔNG CHI PHI CHO SX (5=1+2+3+4) III GIÁ THÀNH QN/XE SX BÌNH Chi phí lương quản lý cơng ty Chi phí lương cho phận không thuộc khối sản xuất (Source: Company Documents) Appendix 6a TESTING INTRUMENT LIST 72 Final Thesis – Dinh An No Intrument Unit Qty Current Status Đồng hồ đo điện Chiếc Hoạt dộng bình thường Panme điện tử 50-75 Chiếc Hỏng Panme pháp tuyến 25-50 Chiếc HĐ bình thường Đồng hồ so + dưỡng(50-100) Chiếc HĐ bình thường Panme 25-50 Chiếc HĐ bình thường Thước cặp đồng hồ 200 Chiếc Mất Thước cặp 300 Chiếc HĐ bình thường Thiết bị đo xung(bình AQ) Chiếc HĐ bình thường Đồng hồ so + đế nam châm Chiếc HĐ bình thường 10 Thước Bộ HĐ bình thường 11 Thước đo độ cao điện tử Chiếc HĐ bình thường 12 Thước đo độ sâu Chiếc HĐ bình thường 13 Bộ dưỡng đo khí Chiếc HĐ bình thường Appendix 6b TESTING EQUIPMENT LIST No Equipment Qty Place Current Status Máy kiểm tra khung PXH HĐ bình thường Máy đo 3D PXGC HĐ bình thư ờng Máy KTTT động LRĐC Dây truyền KTTT xe LRXE Máy phun muối KCS1 Hỏng hệ thống nhập dư liệu vào máy tính Đã bàn giao xong dây truyền kiểm tra tổng thành xe HĐ bình thư ờng Máy KT IC,cao áp KCS1 HĐ bình thư ờng Máy KT rơ le đề , nháy KCS1 HĐ bình thư ờng Máy đo độ cứng KCS1 Máy đo độ bóng KCS1 Đã bổ xung đầu đo ( đầu kim cuong 01 đầu đo Bi ) HĐ bình thư ờng (Source: Company Documents) 73 Final Thesis – Dinh An REFERENCES - Fred R David, (1969), Prentice Hall, Strategic Management - Thomas E Ambler, Strategic Issues: The Pivotal Process for Strategic Success - Michael-Porter, (1979), Harvard Business Review, Porter’s Five Forces - Tuan Anh – Business Director of Vietnamese DT Group, Interserco, Guide to build some Matrix - wiki.answers.com , What are the 7m's and -i- of management? - Do Hoa, Imevietnam.com, Enterprise Resource - David J Collis Cynthia A Montgomery, (1995), Harvard Business Review, Competing on Resources - www.saga.vn, Business Management with intergrated model LEAN – SIGMA - erpsolution.com.vn, KANBAN system in JIT; Comparison KANBAN system in MRP - www.saga.vn, Copyright © SAGA 09/2007 – Total Quality Management (TQM) - Philip Kotler , forum.speed.vn , What’s strategy ? - Michael Porter, strategy.vn, What you understand about strategy ? - Strategic Research Institue of Industry & Trade Ministry, Planning the development of Vietnamese motorcycle industry for 2006-2015 to 2020 74 ... predict the conditions for implementation of the strategy and assess the value of the mutation strategy Final Thesis – Dinh An Through the above approach, we can understand that: the business strategy. .. optimization Two these models combined together will form a very effective management strategies One to reduce management costs, the other to improve the quality and reduce process variation of the. .. Issues) 1.1.3 The tools to analyze, evaluate and select strategies PEST: Used to analyze and evaluate the impact of the external environment (macro environment) to the business operations of the enterprise