(Đồ án hcmute) evaluating solutions for enhancing quality of employees participation by ahp approach a case at suggestion scheme programme of bosch vietnam co,ltd

HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION FACULTY FOR HIGH QUALITY TRAINING THESIS INDUSTRIAL MANAGEMENT EVALUATING SOLUTIONS FOR ENHANCING QUALITY OF EMPLOYEES’ PARTICIPATION BY AHP APPROACH: A CASE AT SUGGESTION SCHEME PROGRAMME OF BOSCH VIETNAM CO,.LTD INSTRUCTOR: NGUYEN PHAN ANH HUY STUDENT: PHAN THI HONG NGOC STUDENT ID: 15124035 SKL 0 5 Ho Chi Minh City, 07/2019 an HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION FACULTY FOR HIGH QUALITY TRAINING THESIS EVALUATING SOLUTIONS FOR ENHANCING QUALITY OF EMPLOYEES’ PARTICIPATION BY AHP APPROACH: A CASE AT SUGGESTION SCHEME PROGRAMME OF BOSCH VIETNAM CO,.LTD Student: PHAN THI HONG NGOC Student ID: 15124035 Class of 2015 Major: INDUSTRIAL MANAGEMENT Instructor: Dr NGUYEN PHAN ANH HUY Ho Chi Minh City, July 2019 i an HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION FACULTY FOR HIGH QUALITY TRAINING THESIS EVALUATING SOLUTIONS FOR ENHANCING QUALITY OF EMPLOYEES’ PARTICIPATION BY AHP APPROACH: A CASE AT SUGGESTION SCHEME PROGRAMME OF BOSCH VIETNAM CO,.LTD Student: PHAN THI HONG NGOC Student ID: 15124035 Class of 2015 Major: INDUSTRIAL MANAGEMENT Instructor: Dr NGUYEN PHAN ANH HUY Ho Chi Minh City, July 2019 ii an ACKNOWLEDGEMENTS First of all, I thank Bosch Vietnam - the push belt Bosch manufacturing plant in Vietnam Especially, Thank Ms Nguyen Thi Anh Nguyet (my direct instructor), all of the QMM6's members and colleagues in Bosch Vietnam factory They helped me a lot when I began working at the company Besides, she devoted a lot of time to providing and explaining in detail to me like the knowledge, skills, and experience working here, motivating me to apply what learned and practiced in practice Thank you for taking the trouble to help me I really appreciate it Moreover, I thank Mr Nguyen Trong Tai who created an opportunity for me to work in the professional environment of Bosch As well as giving me the opportunity to collide with many jobs His dedication is what I appreciate Each task besides instruction, he always let me take the initiative in my work Since then, I understand the standards, processes, and contacts of business partners in Bosch Next one, I would like to express my deep gratitude to Nguyen Phan Anh Huy (instructor for thesis) for taking the time and devotedly guiding me to formulate this graduation thesis During the implementation of this thesis, I have been able to avoid errors and wish the teachers and all of colleagues Bosch Vietnam to ignore them In addition, my theoretical and practical experience is still limited, so this report has many shortcomings I look forward to receiving valuable comments from Mr Nguyen Phan Anh Huy and other teachers to gain more experience and to successfully complete the upcoming thesis I would like to wish all teachers a great deal of health and success in teaching I also wish my colleagues at Bosch Vietnam to achieve much success in work and life iii an LIST OF ABBREVIATIONS Abbreviation Stands for SS Suggestion Scheme Dept REP Department representative HoD Head of department BOM Board of management HcP Ho Chi Minh Plant CSR Corporate Social Responsibility AHP Analytic Hierarchy Process Suggestion Scheme categories CS Cost Saving PI Productivity improvement HSE Safety, health, environment improvement WI Work efficiency improvement No Number of suggestions Name of department TEF Technical function MFG Manufacturing LOG Logistics FCM Facilities Management QMM Quality Management & Method HRL Human Resources iv an PJM Project Management PRS Protection & Security HSE Health, Safety & Environment CI Corporate Information PM Plant management v an LIST OF TABLE Table 1.1: Overviews of Bosch activities in Vietnam (Bosch Introduction) Table 2.2: Saaty’s pairwise comparison scale (Saaty, 1980) 26 Table 2.3: As an illustrative example consider the following situation (author) 28 Table 2.4: Consistency indices for a randomly generated matrix (Saaty, 1980) 29 Table 3.1: Suggestion categories (Bosch Vietnam, 2015) 32 Table 3.2: People supporting the process (Bosch Vietnam, 2015) 34 Table 3.3: Overview SS 2016 (Bosch Vietnam, 2016): p.2 38 Table 3.4: Overview of SS – Manufacturing (Bosch Vietnam, 2017): p.2 39 Table 3.5: Overview SS – Office (Bosch Vietnam, 2017): p.2 40 Table 3.6: Overview of SS (Bosch Vietnam, 2018): p.2 40 Table 3.7: Overview of SS – Office (Bosch Vietnam, 2018): p.2 41 Table 3.8: First interview series: Information of interviewees (author) 41 Table 3.9: Pending suggestion of 2017 (Bosch Vietnam, 2017): p.3 43 Table 3.10: Second interview series: Information of interviewees (author) 45 Table 3.11 : SS categories based on employees' perception (author’s result from interview) 46 Table.4.1: Bosch Connect: SS introduction (author’s suggestion) 51 Table 4.2: The layout of topics and suggestions in sharing section (author’s suggestion)57 Table 4.3: Information of Suggestion Scheme software (author) 59 Table 4.4: Information of interviewees (author) 67 Table 4.5: Scale of criteria & solution (Saaty, 1980) 68 Table 4.6: Pairwise comparison matrix with intensity judgment (author) 68 vi an Table 4.7: Column addition (author) 69 Table 4.8: Normalized matrix (author) 69 Table 4.9: Calculation of priorities: row average (author) 69 Table 4.10: Presentation of results: original judgments and priorities (author) 70 Table 4.11: Consistency indices for a randomly generated matrix (Saaty, 1980) 71 Table 4.12: Prioritization results (author) 71 Table 4.13: Priorities as factors (author) 71 Table 4.14: Calculation of weighted columns (author) 72 Table 4.15: Calculation of weighted sum (author) 72 Table 4.16: Calculation of λMax (author) 72 Table 4.17: Pairwise comparison matrix with intensity judgment (author) 73 Table 4.18: Comparison with respect to cost (author) 74 Table 4.19: Preference with respect to cost (author) 74 Table 4.20: Results with respect to cost (author) 74 Table 4.21: Pairwise comparison matrix with intensity judgment (author) 75 Table 4.22: Comparison with respect to cost (author) 75 Table 4.23: Preference with respect to cost (author) 76 Table 4.24: Results with respect to cost (author) 76 Table 4.25: Pairwise comparison matrix with intensity judgment (author) 76 Table 4.26: Comparison with respect to cost (author) 77 Table 4.27: Preference with respect to cost (author) 77 Table 4.28: Results with respect to cost (author) 77 Table 4.29: Priorities table as a base (author) 78 vii an Table 4.30: Preparation for weighing of priorities (author) 78 Table 4.31: Calculation of overall priorities (author) 79 Table 4.32: Synthesis of the model (author) 79 Table 4.33: The alternatives ordered by the overall priority or preference (author) 80 Table 4.34: The summary of benefits’ technology solution (author’s appreciation) 81 Table 4.35: Overall timeline (author’s suggestion) 82 Table 4.36: Timeline of SS page on Bosch Connect (author’s suggestion) 82 Table 4.37 : Timeline of SS Workshop (author’s suggestion) 83 Table 4.38 : Timeline of SS award (author’s suggestion) 84 Table 4.39: Timeline of SS software (author’s suggestion) 86 viii an LIST OF FIGURE Figure 1.1: Information and data of Bosch Group 2018 (Bosch Introduction) Figure 1.2: HcP organization chart (HcP Introduction) 14 Figure 2.2: Factors that affect knowledge sharing among employees in companies (Lyu J, Runyan RC, 2010): p.1 20 Figure 2.3: A model of knowledge sharing among employees in companies (Lyu J, Runyan RC, 2010): p.2 20 Figure 2.4: The iceberg model (Wheeler B, 2005 May 1) 22 Figure 2.5: An ice-berg motivation of Bosch Vietnam’s employees (author) 24 Figure 2.6: Developing a model (author) 26 Figure 3.1: SS BOM structure (Bosch Vietnam, 2015) 31 Figure 3.2: The suggestion procedure (Bosch Vietnam, 2015) 33 Figure 4.1: The software toolbar for submitting proposal (author) 62 Figure 4.2: Template for Suggestion form (author) 63 Figure 4.3: The software toolbar for Email reminder to Expert/ Process owner (author) 64 Figure 4.4: Example of the gently reminder email notification of system sent to Expert/Process owner (author) 65 Figure 4.5: Decision hierarchy for choosing a suitable solution (author) 66 ix an 14 Because our suggestions have to be written in English so that mangers and HoDs, who are foreigners, to understand and evaluate our suggestions There are some specialist words which I did not know so it really took time to translate my ideas from my mother tongue into English I also concern for a duplication of ideas which may makes my idea rejected Because I not know other’s ideas, existing ideas or implemented ideas, I am honestly also afraid of being seen as mimicking other ideas 15 Honestly, I have not had any conversation with colleagues about SS in general B1 and their problems related to this topic for the specific 16 Now, they not know I not share them with my supervisors because I think it is not their task to consult me about SS and out of their required duties, I think 17 Sure Because there are a lot of suggestions per day, they cannot check all That is why it takes time But it is very long time to get a result Surely it makes people feel boring about suggesting In contrast, I think I can sympathy for them and wait because they have to check and figure out if it will be suitable and then their boss needs to review again Maybe people lost their motivation because they have to wait for a long time to get results and money I have some suggestions which are accepted but still not implemented, which really reduces my enthusiastic Admittedly, when someone proposes ideas, they expect for implementation so that we can take advantage of that B2 15 I am not sure whether that experience the same problems and other concerns because SS is not our topic to discuss and we don’t talk about SS 16 They don’t know 117 an 17 I think that is really a significant factor As normal, I receive feedback after month to months, but also have suggestions which have not received any response for a year 14 No 15 There is very fell problems and they are really not significant enough to be seen as something to discuss B3 16 They know and help us a lot As I said, they assist giving advices and sharing knowledge for us to make a good suggestion and have higher opportunity to be accepted 17 I think we should be more proactive to ask Rep for the suggestion’s status after week submitted, I will receive feedbacks 14 There is no problem with me when joining in SS If there is the same suggestion, I not have any hard feeling though 15 Sometimes, my colleagues come to me to ask for the SS card form 16 No, they not know because we seem to communicate among colleagues B4 within our levels 17 Yes, I also witness this situation My suggestion which was submitted last year in November has not received any response yet I and the REP were so busy that we cannot push evaluators to send feedbacks It really and partially demotivates me in continuously sending another suggestion 14 There is not much problem As I said, I did not know how evaluation process B5 goes in different departments, and the suggestion tended to take longer to receive response 118 an 15 Frankly, I don’t know much about other problems since if they are small, they tend to ignore it If the problem is big, they would bring to the department meeting to discuss 16 Yes of course, but mainly in terms of psychology 17 This statement is widely known by many people But I think each suggestion needs time to review and each department has their own process, so we should wait until we receive the response 14 Because Bosch has established for a long time so everything seems to be standardized and modern Therefore, we not have many fields to contribute the ideas And I partly affect my motivation because everything seems to be complete, B6 which makes suggestion is like trying to find mistakes and correct them 15 They also suffer from time pressure as deadline is coming 16 I hardly communicate other about suggestions scheme 17 Half a month Others Q18: Ideas and hints to make SS meet your expectation Q19: What should SS be changed? Q20: A webpage’s willingness to read Person Answers B1 18 Bigger reward If the reward is bigger, they will be worthy for the waiting of people 119 an 19 Don’t have to change The standard is now suitable If it needs change, it should be faster in checking solutions and reply the results for the initiator in the shorter time 20 Yes, I love to 18 A system for tracking implementation status, sections to inform associates about SS I see that in factory are, there is a SS box where people can put their suggestions into, I think we should have ones in office area, which will make the B2 system more visual Thus, we can perceive SS live lively with us 19.Implementation 20.Yes, of course 18 The process should be clearer B3 19 The prize should be more valuable and match with the values it brings for the company 20 Yes of course 18 I think suggestion on my work should be appreciated rather than just suggestions for outside my department, which can more motivates me B4 19 We should have any kinds of SS advertisement sharing tips and contact persons so that newcomers can get understanding by themselves 20 Yes, of course, I always want to have a website where I can access to in order to get information proactively 18, 19 Since on-site workers focus on doing a good job rather than looking on the new angle to make the process worker, we should encourage them to submit B5 suggestions 20 Yes, of course since I want to learn and love to know other suggestions of other colleagues 120 an 18 It should be based on voluntary contribution because there is not much to change B6 19 The prize should have value equivalent with the value that suggestion brings to us 20 Yes Appendix SUGGESTION SCHEME QUESTIONNAIRE Dear all With the aim of the survey serves my thesis with the topic: employees' participation at Suggestion Scheme (SS) The questionnaire is designed a linear scale I proceeded to gather opinions Judgment on topics: - Compare the importance of elements to choose the most suitable for the factory - In a like manner, the solutions that I propose to choose the relevant solution to apply to the factory For all the things you My heartfelt thanks to you! The solutions are summarized as follows: * Solution 1: Bosch Connect webpage Develop a webpage where employees can proactively get understanding and knowledge by themselves and actively informed about new update of SS * Solution 2: Efficiency workshops Create a section where employees have a chance to discuss together their problems at work and brainstorm new ideas and solutions to tackle these inconvenience * Solution 3: Informal focus days Create an event which occurs every half year for employees to present their outstanding suggestions (which are chosen by the general council), to get rewarded and honored 121 an * Solution 4: Suggestion Scheme software Create a software that supports raising and reviewing suggestion Hence, the time to evaluate a suggestion is shortened Reducing significantly consumption of paper I QUESTION FOR THE CRITERIA : Equal important ; : Slightly Important ; : Strongly important ; : Very strongly important ; : Extreme important 1/9 1/7 1/5 1/3 Which criterion is preferable: compare cost with standardization? Which criterion is preferable: compare cost with motivation? Which criterion is preferable: compare standardization with motivation? II.QUESTION FOR THE SOLUTION : Equal preferred ; : Slightly preferred; : Strongly preferred ; : Very strongly preferred ; : Extreme preferred * With respect to the cost criterion, which alternative is preferable : 122 an 1/9 1/7 1/5 1/3 Compare solution with solution 2? Compare solution with solution 3? Compare solution with solution 4? Compare solution with solution 3? Compare solution with solution 4? Compare solution with solution 4? * With respect to the standardization criterion, which alternative is preferable : 1/9 1/7 1/5 Compare solution with solution 2? Compare solution with solution 3? Compare solution with solution 4? Compare solution with solution 3? 123 an 1/3 Compare solution with solution 4? Compare solution with solution 4? * With respect to the motivation criterion, which alternative is preferable : 1/9 1/7 1/5 1/3 Compare solution with solution 2? Compare solution with solution 3? Compare solution with solution 4? Compare solution with solution 3? Compare solution with solution 4? Compare solution with solution 4?  Result for survey N1 N2 Average N3 value Criteria [Which criterion is preferable: compare cost with standardization?] 124 an 4.333 [Which criterion is preferable: 1/3 1/3 0.548 1/9 1/7 1/5 0.151 4.333 1/3 4.111 1/7 1/3 1/9 0.196 3.000 1/7 1/5 1/5 0.181 compare cost with motivation?] [Which criterion compare is preferable: standardization with motivation?] Solution * With respect to the cost criterion, which alternative is preferable: [Compare solution with solution 2?] * With respect to the cost criterion, which alternative is preferable: [Compare solution with solution 3?] * With respect to the cost criterion, which alternative is preferable: [Compare solution with solution 4?] * With respect to the cost criterion, which alternative is preferable: [Compare solution with solution 3?] * With respect to the cost criterion, which alternative is preferable: [Compare solution with solution 4?] 125 an * With respect to the cost criterion, which alternative is preferable: 1/9 1/7 1/9 0.122 5.000 5.000 1/5 1/7 1/9 0.151 1/3 1/5 1.178 1/7 1/3 1/3 0.270 1/7 1/9 1/7 0.132 [Compare solution with solution 4?] * With respect to the standardization criterion, which alternative is preferable: [Compare solution with solution 2?] * With respect to the standardization criterion, which alternative is preferable: [Compare solution with solution 3?] * With respect to the standardization criterion, which alternative is preferable: [Compare solution with solution 4?] * With respect to the standardization criterion, which alternative is preferable: [Compare solution with solution 3?] * With respect to the standardization criterion, which alternative is preferable: [Compare solution with solution 4?] * With respect to the standardization criterion, which alternative is 126 an preferable: [Compare solution with solution 4?] * With respect to the motivation criterion, which alternative is 1/3 2.778 1/7 1/9 1.085 1/9 1/3 1/5 0.215 1/3 1/9 1/5 0.215 1/5 1/9 1/7 0.151 1/7 1/7 1/9 0.132 preferable: [Compare solution with solution 2?] * With respect to the motivation criterion, which alternative is preferable: [Compare solution with solution 3?] * With respect to the motivation criterion, which alternative is preferable: [Compare solution with solution 4?] * With respect to the motivation criterion, which alternative is preferable: [Compare solution with solution 3?] * With respect to the motivation criterion, which alternative is preferable: [Compare solution with solution 4?] * With respect to the motivation criterion, which alternative is preferable: [Compare solution with solution 4?] 127 an Appendix Time spend on the Suggestion Scheme process (for Representative) Unit: 2-3 suggestions/day Estimated Time No (minutes/day) Process Pending time Before After Collect suggestions 15 Review of Rep 45 20 Remark Going to workshop 15min/day, 2-3 suggestions/day Pending time due to lack Collect data, additional of information, or need 120 80 3-4 days more calculation calculation, cannot or discuss with time for initiators Pending Review of System owner 30 20 2-3 weeks suggestions related to other Dept, or big ideas, or need to escalate… Need Review of HoD 30 discussion/translation 15 with owners Grade suggestions the 60 45 128 an 3-4 days Rep or system Pending time due to lack Assign to responsible person of information, or need 30 15 2-3 days more calculation, cannot discuss or with initiators… Documentation 30 30 Scan for evidence, update to Track list… Tracking Update status of suggestions suggestions status (accepted, no go, 30 15 2-3 days done, overdue) Pending time: cannot meet technicians to confirm Weekly report on 10 suggestion scheme 15 15 display board 11 12 Weekly Council meeting Select suggestions of the month hr/week 2-3 hrs/mont h hr/week 1hr/mont h Need discussion with system owners Total No Of suggestions, 13 Monthly report to HOD 45mins/m hr/month onth in each categories, best of the month, done and overdue suggestion, pending problems… 129 an Prepare 14 presentation monthly for council meeting 15 Monthly Council meeting Total hrs/month Discrepancy hrs/month 2-3 2-3 hrs/mont hrs/mont h h 2 hrs/mont hrs/mont h h 148 99 50 130 an Need to collect more 2-3 days detail information and/or pictures from initiators and system owners an ... OF TECHNOLOGY AND EDUCATION FACULTY FOR HIGH QUALITY TRAINING THESIS EVALUATING SOLUTIONS FOR ENHANCING QUALITY OF EMPLOYEES? ?? PARTICIPATION BY AHP APPROACH: A CASE AT SUGGESTION SCHEME PROGRAMME. .. OF TECHNOLOGY AND EDUCATION FACULTY FOR HIGH QUALITY TRAINING THESIS EVALUATING SOLUTIONS FOR ENHANCING QUALITY OF EMPLOYEES? ?? PARTICIPATION BY AHP APPROACH: A CASE AT SUGGESTION SCHEME PROGRAMME. .. Instruction, Forms, target within Department and record all suggestions and relevant data Gathers all additional information and data necessary for given suggestion evaluation and implementation Initiatively