Transcript + - tchaj-wan

University Of Finance & Administration
MODERN MANAGEMENT
[BA_MM]
Pavla Břečková [Ing., Ph.D.]
[email protected]
System of business
management
MRKTG
TRADE
1. Research
REMOTE
CLOSE
1. Sales plan
2. Plán
SWOT
AIMS
CHECKING
3. Receivables
2. Forecast
4. MGMT system
(motiv., report)
FIN
1.Fin.plans
2. Controlling
OPERATIVE
STRTG
SOURCES
1.FIN
2. HR
3. TECHNOL
4. Material
-KNOW
Zdroj obrázku: Karel Havlíček
PRODUCTION (manufacturing process)
PRODUCTION can be understood as:
 Area of MANAGEMENT between PURCHASE and SALE
 Overall, it is about the realizing of BENEFITS for customer
R&D
Purch
ase
Manuf
acture
Sale
Communication
– promotion of
COMP.
ADVANTAGE
and of
BENEFITs for
CUSTOMER
PROFIT
PRODUCTION MANAGEMENT
•
•
Standardization of INPUTS of the production process:
- of material standard (define material properties,
tech.norms)
- Standards of machines and equipment
- Standards of tools, equipment and tools
Minimum BATCH SIZE
•
TESTING SERIES
•
CHANGE management (drawing parts)
•
Technological standardization
- of working procedures
- of assembly procedures
- of technological processes
- of the control procedures + Q.REPORTs
Examples of MANUFACTURING approach
VIETNAM
 Vietnamese Socialistic
Republic
 East-South Asia
 90 million – density: 254
people/ km2
 Young population: 53% < 25 yr.
 Capital: Hanoi
 “Divided” into 2 parts: Hanoi /
Saigon – Ho Chi Minh City
 Est. 1945, united 1976
 Member of ASEAN
 Elements of free business
VIETNAM
+
• competitive advantage:
persistence, hardworking, humility
• education – better avg.in
south Asia (no illiteracy)
• not developed country
but growing rapidly (7-8%)
• relations to CZ (1/4
million of V.studied in CZ –
backbone of V.economy)
• opport. in state tenders
6.
• bad infrastructure
• no history and exp. in
industry / engineering
• corruption
• QM missing => low VA
industries, no experience
• business culture (no longterm relations / businesses)
• very low law enforcement
• not fully liberalised envi
• extreme difference state x
private business
VIETNAM
Business doing
– Patience, long meetings / negotiations
– No long contracts – chaos: changing mind,
no reliability in European understanding (effort
to satisfy)
– No business drive in Euro perception
(enq./offers – lengthy via email)
– Personal contacts necessary / local
– No win-win (‘loss of face’ danger)
– Business cards handling
– ‘YES’ even if meant NO
VIETNAM
Business doing
Examples of
MANUFACTURING approach
TCHAJ-WAN
TCHAJ-WAN
– Republic of China (ROC,
Taiwan)
– Capital: Taipei
– Population: 23 mil.
– Density: 668 /km2
– GDP per capita 20 958
USD
– Unemployment 4,2 %
(2013)
– Language: Chinese mandarin
– Religion: Taoism +
Buddhism
– Currency: Taiwanese
dollar
TCHAJ-WAN
+
• extremely hard-working
• good knowledge of English
(EU/USA education)
• industrial tradition (cca 30
years)
• no-VA parts (or normalised)
very cheap
• flexibility & professional
approach (enq./ sampling /
quality)
• ISO norms not a formality
• good infrastructure: airport /
HSR
• fully free market
11.
• raw materials import –
dependence on China
• changing EUR / USD
• status manipulation +
pretending “made in
Taiwan” (PRC reality)
• frequent typhoons
(supplies postponing)
TCHAJ-WAN
Business doing
–
–
–
–
–
Professional, very polite
Business cards handling
Quick response / sticking on agreed
Willingness to sort out the claims
No need to double-check understanding
– In machine production – taking shoes off in
offices
– Strong green teas at business meetings
TCHAJ-WAN
Business doing
QUALITY MANAGEMENT
The development of the achieved qualitative trends in comp.
– 4 LEVELS:
1 / supervision of the quality,
2 / quality control,
3 / quality assurance (models QMS - Quality Management
System)
4 / Total Quality Management (TQM models - Total Quality
Management).
- the first two stages has been fairly inadequate quality
management tools in the hyper-competitive environment
- QMS and TQM models are generally considered essential
systems in the modern concept of corporate governance.
Quality management models
Norms
QMS models
Quality Management System
TQM models
Total Quality Management
Procedures
Selected groups of
employees
Strategy of steady
improvements
Philosophy
All staff
Balance :
BSC models
Balanced Score Card
Finance – Customer –
Internal procedures Innovation
Source: Karel Havlíček
QMS – certification acc. to ISO norms
Advantages of implementation of QMS models (ISO
certification):
-
In the company there is defined and established order at many levels of
business activity
it increases the credibility of the company, (especially customers in the
industrial markets), quality certificate from their suppliers is even required
as well as other stakeholders (banks, investors, employees and others.)
perceive quality certificate as an element of stability
implementation of quality policy in the company and marking the company as
a quality certificate holder could be a competitive advantage.
Disadvantages of the ISO norms implementation :
-
-
If wrongly implemented, it might be quite bureaucratic
Might be time-consuming and costly, paying to the certification authority and
to a consulting firm helping to implement, investing into employees through
training of internal auditors etc
Does not necessarily guarantee the quality of the product or service
provided
TQM – total quality management
= business and management philosophy based on promoting
quality and management practices that lead to the overall quality of
the organization
 TQM is more a philosophy than the norm, not even any general guidance
(unlike QMS) how to implement the quality policy TQM
 to introduce the the model means also to set up a framework of quality systems
and procedures to measure quality.
 It is also suitable to prepare incentive plans for employees who will put TQM
model in practice
 QMS models may be a part of the overall corporate quality policy implemented
within the framework of TQM.
 The introduction of TQM is not certified, nor is there a general rule, when the
enterprise has already implemented TQM model. It is up to each company to create
such a quality management model that suits its focus and that reflects the wishes
and requirements of customers
Examples of QUALITY approach
worldwide
JAPAN
Area: 377.835 km²
Population: 127,433 milion
Density: 340 people/ km²
Aging population:
25% > 64 yr.
Capital: Tokio
Language: japanese
Religion: Shintoism (51 %),
Buddhists (38 %)
Nationalities: Japanese (99
%)
JAPONSKO
+
• hard working
• industriál tradition, stress on
quality and reliability
• value of partnership = opening
of new opportunities
• high willingness to cooperate
with Czech SMEs (but tough
selection)
• willingness to co-finance
larger projects
• QM required on professional
level
• infrastructure
19.
• large culture differences,
habits
• relatively low flexibility
• very long pre-contract
and decisive process
(multiple meetings)
• stress on extremely fast
realization (after the
decision is made)
JAPAN
Business doing
– Patience, long “courting” x extremely fast
realization afterwards
– Profesionál, very polite
– Business cards – importance, key thing
– Specific habits (from European point of
view) – eye contact, role of silence etc.)
– Value of partnership – new opportunities
opening
– Stress on quality and faultlessness
(multiple checks, verifications)
Examples of QUALITY approach in
the world
INDIA
INDIA
– Capital: Delhi (11 mil.) /
largest: Mumbai (12,5
mil.)
– Language: Hindi,
English
– Population: 1,255
bilion
– Religion: hindu (80%)
- Density: 382 /km2
- GDP per capita: 3,100
USD
INDIA
23.
+
-
• good education
• English (unlike China
e.g.)
• bank sector highly
developed
• large market / growing
purchasing power
• distinctive ability in Q
• relatively low
productivity
• secluded economy
(extremely high import taxes)
• changing EUR / USD
• saying clear NO is not
in mentality
• personal connections
with business or politics
inevitable
INDIA
Business doing
– English
– Demanding negotiations, long (several hours),
multiple meetings
– Half-truths common
– Verbal promise – not to rely on
– Personal contact necessary
– Compromise necessary (Indian - bargaining) +
keep the positions (manipulation resistance)
– Written agreements – sticking on
– Non-verbal typical nodding
12. Lecture
• Summar of the course MODERN MANAGEMENT
• Discussion about selected topics
• Individual comments, interaction with students
Thank you for your attention
Ing. Pavla Břečková, Ph.D.
[email protected]