HANOI UNIVERSITY OF SIENCE AND TECHNOLOGY SCHOOL OF ECONOMICS AND MANAGEMENT EVALUATION INTERNSHIP PROGRESS Name of student: Nguyen Thi Thao Van Student ID: 20198049 Class: EM-NUK64 Fiel
GENERAL INTRODUCTION ABOUT ENTERPRISE
Overview and development of enterprise
Postal Equipment Joint Stock Company (Postef) was established in 1954, formerly known as Postal Equipment Factory, and was transformed into Postal Equipment Joint Stock Company in 2004 Until July 1, 2005 Postef officially switched operations to the Joint Stock Company configuration
The main activities of the company are trading, manufacturing, importing, exporting, and supplying specialized equipment for the post, telecommunications, electronics, and informatics The Company’s products are designed and manufactured by a team of highly qualified, experienced technical staff on the basis of modern technology systems, plugs, and sockets according to SMT technology, and power systems NC, CNC automatic control mechanical strike, and automatic plastic injection machine system
1.1.1.1 About Post and Telecommunication Equipment Joint Stock Company
• Company name: Post and Telecommunication Equipment Joint Stock Company
• Company address: No 61 Dien Bien, Dien Bien Ward, Ba Dinh District, Hanoi City
• Industry: Equipment for the post, telecommunications electronics, and informatics
• The legal representative of enterprise: Tran Hai Van
• Email address: postef@hn.vnn.vn
• Website address: http://www.postef.com.vn/
1.1.1.2 About Branch of Postal Equipment Joint Stock Company Factory 123
• Name: Branch of Postal Equipment Joint Stock Company Factory 123
• Company address: No 12, Street 15, VSIP Industrial Park, Phu Chan Ward, Tu Son City, Bac Ninh Province
Figure 1 2: Branch of Postal Equipment Joint Stock Company Factory 123's
Before 1954, the predecessor of Postal Equipment Joint Stock Company (POSTEF) was the Postal Equipment Factory - an independent accounting member of the Vietnam Posts and Telecommunications Corporation In 1954, after the Government took over Hanoi's capital, the factory was named Central Post Factory
In 1967, the General Department of Post and Telecommunications separated the Radio Equipment Factory into 4 factories During the years of fighting against the American Empire's destructive war, factories still based in Hanoi took part in combat production and served the southern battlefield by producing hundreds of thousands of mobile phones for field trips for the Army
In the early 70s, to meet business development requirements, the General Department of Post and Telecommunications decided to merge 4 factories into Postal Equipment Factory The factory's products were initially diversified such as wired and wireless equipment, radio and radio equipment, etc
In December 1986, at the beginning of the renovation period, the General Department of Post and Telecommunications once again separated the factory into two, namely the Postal Equipment Factory located at 61 Tran Phu, Hanoi, and the Electromagnetic Materials Factory, located at 63 Nguyen Huy Tuong, Hanoi
After that, after many development steps, the Postal Equipment Factory was re- established in 1996 and since then has been under the Vietnam Posts and Telecommunications Corporation (VNPT)
In 1997, the factory continued to receive the warehouse area A02 - Lim, Bac Ninh to invest in renovating and building it into the 3rd production base of the factory In 2001, the factory deployed the fourth production base in Le Minh Xuan Industrial Park - Ho Chi Minh City Ho Chi Minh In 2003 deployed the fifth production base in Lien Chieu industrial park - Da Nang city
Post and Telecommunications Equipment Joint Stock Company was equitized under the decision of the Ministry of Posts and Telecommunications on November 15, 2004, and officially operated in the form of a Joint Stock Company from July 1, 2005, marking a turning point I am new in my development history of more than 50 years After being approved by the State Securities Commission and the Hanoi Securities Trading Center, the shares of Postal Equipment Joint Stock Company were officially listed on the Hanoi Stock Exchange from the date of issuance December 20, 2006, the stock code is POT
• In the period, before 2005, the Company operated under the model of a State-owned Enterprise
• From 2005 to now, the Company has transformed into a joint stock company with nearly 50% state capital
1.1.3.1 Mission, Vision, Goal and Core Value
▪ Mission: To become the leading OEM / ODM industry brand in the region and Vietnam in the field of manufacturing and trading solutions and services, post and telecommunications products and information technology, in service providers services, businesses, through excellence in design, and manufacturing
▪ Vision: As the leading industrial manufacturing enterprise in Vietnam and the region in the production of post telecom & IT products.-
• Become a supplier of auxiliary products in the chain of products made in Vietnam
• Provide products and services of high quality and meet international standards
▪ Goal: Become the main industrial production unit of VNPT group and pioneer in providing industrial and auxiliary products in the IT industry
• Developing into a smart factory by 2025
• Fulfill obligations to shareholders, employees and commitments to customers
▪ Core Value: Specialize in areas of activity to create the best products and services
• Make a difference in each product of service
• Constantly improving the efficiency of production and business activities.
✓ S1 – Seiri: Remove unncessary things from the workplace
✓ S2 – Seiton: To keep everything tidy in a certain order,
✓ convenient and safe to use
✓ S3 – Seiso: Clean machinery, equipment and workplace.
✓ S5 – Shitsuke: Create awareness and practice 5S habits in the workplace
Source: Docs on Postef 1.1.3.2 Short-term and Long-Term Business Development Plans and Strategy
▪ Short-term business development plans and strategy:
The company has realized that sustainable development is the top criterion, and it is necessary to combine economic development and social development Therefore, towards sustainable development, the Company has a plan to gradually innovate the management system through a digital transformation program to improve the efficiency of production and business; enhance the company's responsibility for technological innovation, increase labor productivity, and focus on using environmentally friendly technology The company always strictly abides by the provisions of the Law in production and business and has built a quality management system according to the ISO system to create conditions for sustainable development
▪ Long-term business development plans and strategy: o Structure of capital ownership in the company to suit the situation of the period o The company's operational apparatus organization is flexible and suitable for the current period o Innovating growth model: Increasing the proportion of revenue outside the industry VNPT: Expanding other lines in production and business activities o Maintain traditional products, on the other hand continue to invest, innovate technology, purchase modern machinery and equipment, automate production lines to create products of high quality and reasonables price o Having policies to attract suitable talents o Implement the contents of enterprise digital transformation set out in 2022 o Focus on developing international markets according to VNPT’s strategic plan in Asian countries o Tranforming products and services in line with VNPT 4.0 Strategy and VNPT Group’s Digital Transformation Strategy, associated with the digital transformation process of locaties
POSTEF's head office is at 61 Tran Phu Street, Ba Dinh District, Hanoi The company has branches and subsidiaries in Hanoi, Ho Chi Minh, Da Nang and 1 joint venture limited company in Laos In addition, the company also has 3 production factories in Bac Ninh, Da Nang and Ho Chi Minh
Source: postef.com.vn With such a large business scale in many countries and branches, the company's human resources are also very large to be able to ensure the best production and business process
Table 1 1 Employee Data During the Most Recent Two Years :
2 Classification of labor by level
Source: POT 2021 Annual Report More specifically about business activities, we can see the most recent data Two years in the table below
Table 1 2 Revenue During the Most Recent Two Years :
Year 2020 (million VND) 2021 (million VND) Increase/Decrease
(%) The total value of assets 2.096.536 2.313.265 +10,34%
Net profit from operation activities
Products/service of the enterprise
Since 1998, POSTEF Company has implemented and controlled management, production and business activities according to the processes of the international quality management system ISO 9001 are manufactured and strictly controlled to ensure to meet the quality standards of Vietnam (TCVN) and international quality standards (IEC, UL, )
Main business lines or products and services accounted for 10% of total revenue in the last two years:
Table 1 3 Main business lines and products and services :
1 Producing and trading in fiber optic cables and subscriber wires of all kinds
2 Producing and trading in telecommunications and civil batteries of all kinds
3 Manufacturing, trading, installing telecommunications sources, warning and monitoring of all kinds
4 Producing and trading in antennas of all kinds used in telecommunications
5 Producing equipment for optical peripheral networks (Floor boxes, optical accessories, )
6 Trading all kinds of Gpon, transmission, swchitch equipment
7 Producing and trading in mechanical products of all kinds
8 Producing the main types of products
According to information at POSTEF’s website, there are 5 types of products this company can process
Table 1 4 Current products of POSTEF :
Fiber optic cables and accessories
• AC-DC power distribution cabinet
Organizatioal hierarchy
* Operating model of the company:
- The highest is the Board of the founding shareholders of the company related parties.-
- Board of Directors of the company - related parties
- CEO – has the most important role in the Quality Management System
- Branches, factories, functional units, etc belong to the company's quality management system
Figure 1 4: POSTEF Company’s management hierachy
Source: Docs on Postef, updated: September 2022 1.3.2 The function of departments a Department of Planning – Investment
• The focal point for developing the Company's annual/quarterly/monthly production and business strategy and plan
• The focal point for building forms and guiding the Units to report data on the production and business situation
• The focal point for gathering and reporting on the implementation of the Company's
• Appraisal of production norms and product costs
• Synthesize and build a database of product prices
• Presiding over the development of investment plans, pre-feasibility study reports, feasibility study reports to serve the Company's expansion investment projects and coordinate with relevant departments to complete the projects investment legal procedures for expansion investment projects of the Company
• Coordinate with the Finance - Accounting Department to make a report to evaluate the effectiveness of the expansion investment project b R&D Center
➢ Scientific and technological research and development:
• Proposing and organizing the implementation of product R&D, application, training, and technology transfer tasks
• Organize the implementation of topics, and research projects on new products, technologies, and services with ministries, universities, research institutes, and other units
• Organizing the implementation of R&D orders for new products, new technologies, new services, consulting and training on technology transfer, and other S&T requests from units inside and outside of POSTEF
• Consulting and supporting factories in applying new technology in production
• The focal point for implementing inspection, standardization, and regulation procedures and issues related to the legality of the Company's equipment and products
➢ Management of the Company's production technology:
• Manage technical and technological dossiers of products
• Participate in technical support for the Company's bidding packages and coordinate with factories to improve product quality
➢ Management of the company's information technology infrastructure:
• Building, maintaining, upgrading, and maintaining important data of the Company c Financial Accounting
• Develop principles for organizing the system of accounts, sub-accounts, and code of accounting entries of the Company in accordance with the Company's financial regulations and the provisions of law; guide and inspect the implementation of the Company's Branches/Factory and Subsidiaries
• Regulating cash flow between branches, factories, and subsidiaries
• Receive payment documents and documents and check the reasonableness and validity of the payment requests of the Departments/Units in charge of the Finance and Accounting Department and the Branches/Factory in accordance with the regulations accounting standards and regulations of the Company
• Synthesize and prepare financial reports for management to serve the purpose of effective management of production and business activities of branches, factories, member units, and the whole Company on a monthly, quarterly, and annual basis and according to the extraordinary requests of the Board of Directors
• Presiding over the implementation of internal audit, controlling branches/factories/subsidiaries, and working with auditing agencies, state inspection, and inspection agencies on finance and accounting d Department of Human Resources - Organization Administration –
• Logistics and secretarial work e The Department of Import and Export
• Focus on building and developing working relationships with assigned customers (Headquarters of corporations, telecommunications companies, technology )
• Lead and coordinate with the Department of Planning, Investment and Import- Export, and Factories to update information on prices and progress of imported goods/goods processed, manufactured, and searched for by the Company ensure the required progress, profit, and business plan
• Report on contract progress, prepare documents and documents for handover, payment, acceptance, and liquidation of contracts/contract items deployed by the Department in charge
• Supervision of contract implementation; reported on contract progress and debt collection
• Sales Department is organized into 02 divisions: (i) the Sales and Market Department and (ii) Project Department
• At the Branches: organized into 02 departments: Sales Department and Accounting - General Department In there:
- The Branch Sales Department is organized into two divisions: (i) Sales and Market Department and (ii) Project Department;
- The Accounting - General Department is organized into 02 divisions: (i) Accounting Department and (ii) Administration - Human Resources Department;
• Coordinate with Sales Department and Branches to build a plan to import and buy goods from abroad
• Finding and developing working relationships with partners supplying goods for the Company; Review, evaluate and advise the CEO on the option of selecting partners to supply goods
• Collecting and processing information on prices and quality of materials and supplies of foreign partners; advising Factories, Branches on the plan to choose materials and listed raw materials
• The focal point for feedback with suppliers about the quality of materials and goods; propose adjustment and improvement plans according to recommendations of branches, factories, and centers
• The focal point for negotiation, selection, negotiation, and organization of drafting and signing of economic contracts with foreign suppliers
• Search and evaluate export markets; Market development focal point, export cooperation partner
• Carry out sales-related work for foreign partners (quote, negotiation, contract signing…) and export procedures
• Coordinating with Finance - Accounting Department to track debts and payments of customers.
ANALYSIS OF PRODUCTION MANAGEMENT AND LOGISTICS,
Production and Operation Management
As the company's main production factory with the largest capacity and scale of 5 factories, before 2014 the factory was at the address: 63 Nguyen Huy Tuong, Thanh Xuan Trung, Thanh Xuan, Hanoi
In early 2014, the whole factory moved to the POSTEF complex at No 12, Street
15, VSIP Industrial Park, Phu Chan, Tu Son, Bac Ninh
The factory specializes in manufacturing, combining goods consumption, business system, sales, service The company's system includes 3 branches distributed in 3 North, Central, and South regions
Source: Docs of Factory, updated May 2020
Administration department Quality control departmen
As an industrial enterprise, with a relatively wide scale and field of operation, there are many establishments and branches Centers are located in different locations, to ensure the link between departments, maximize the capabilities of the departments and the unified leadership of the highest level, the management apparatus of the joint stock company postal equipment section – Factory 123 , is set up based on a combination of online and functional model
• Exporting and importing materials and equipment specialized in post, telecommunications, electronics, informatics,
• Producing and assembling machinery and equipment in the fields of post, telecommunications, broadcasting, electronics and informatics;
• Trading in materials and equipment specialized in post, telecommunications, electronics and informatics;
• Construction, installation, maintenance and repair of post and telecommunications equipment, information technology;
• Business services: construction and installation of post and telecommunications, information technology and other value-added services
• Providing services: construction, installation, consulting, engineering in the fields of post, telecommunications, electricity, electronics, informatics;
• Lease activities: real estate investment and business, construction and business of houses and offices for lease
To understand the current state of product quality management of the factory, we need to understand the current status of the product production process, thereby considering the implementation of that product quality control at the stage in the product formation process
2.1.1.1 Process of managing raw materials in the warehouse:
Before being imported into the warehouse, the input materials will be evaluated by the Quality Management Department, if they meet the standards, they will carry out the warehousing procedures, if they do not meet the standards, the following steps will be taken:
Figure 2 2: Inappropriate product control flowchart
Source: Postef’s ISO 9001-2015 set of procedures
Step 1: The detection of nonconforming products is the responsibility of every individual and Unit/department in the Company
Step 2: When detecting non-conforming products, it is necessary to promptly notify your Direct Leader and the quality officer there At the same time, the product must be separated and there are signs that identify it as a nonconforming product
Step 3: Quality officers of units and workshops that discover nonconforming products must make a report on nonconforming products according to the form If the nonconforming product is related to other units/departments, this report must be copied and sent to the relevant units/departments
Step 4: Leaders of relevant units, when receiving reports of nonconforming products, must send their quality officers to analyze the causes of nonconformities, come up with a handling plan, designate units/units handling department, implementation time limit and handling plan must be approved
Step 5: Processing is performed in one of the following ways:
- Allow the use, approval or acceptance of concessions (downgrading the product, adding steps to reproduce and repair…) The products ordered by the customer must have an exchange with the customer (or through the Leaders of the branch) and must clearly state the level of customer acceptance
Step 6: The individuals/units/departments designated to handle must strictly follow the approved plans in the report The inspection after processing to conclude whether the product meets the requirements or not is the responsibility of the Quality Officers of the units/departments that have detected the nonconforming products
- If the processed product meets the requirements, the unit or workshop that detects the nonconforming product will close the report, keep the file and send it to the unit/department that makes the nonconforming product 01 copy for storage
- If the processed product is unsatisfactory, the analysis of the causes must be reviewed again and a report must be opened to propose another treatment plan
- Every month, quality officers at units/departments with nonconforming products must make a list of nonconforming products according to the form TT-KPH/BM-02, Leaders of units/departments approve and send 01 copy to the Quality Management Board/Quality Management Subcommittee
- Quarterly, the Quality Management Subcommittee must send reports to the Quality Management Board
Here is an example of a nonconforming product report by the Quality Control Department:
Source: Photo taken by students on December 20, 2022
Raw materials released from warehouse will usually be distributed to workshops for production activities or raw materials will be processed outside
In order to leave the warehouse for processing, the person in charge will have to have a request for supply of materials signed by the Planning - Purchasing Department, the General Department of the factory and the signature of the warehouse keeper in charge of exporting that single
Figure 2 4: Request form for supplies, goods and services
Source: Photo taken by students on November 23, 2022
• Arrange goods according to categories in a scientific way with identification plates to make them easy to see, easy to get, and easy to check Ensure goods are always in the best condition
• Avoid mold, termites, away from heat and water sources Comply with regulations on fire prevention
• Adhere to the principle of first-in, first-out, last-in-first-out
• Some special goods can be stacked directly outdoors, covered to avoid rain and sun Reasonable height according to each category is convenient for export, import and regular inspection
• Warehousekeepers regularly self-invent the goods in the warehouse to ensure the accuracy of data and identify the status of goods in time to have a decision to handle
• Regularly clean warehouses, racks containing materials and goods, fight termites, cockroaches and mice
2.1.1.2 Product processing process of the factory:
With the above technology diagram, the parts in the factory perform the following main jobs:
- Includes plastic preparation, cut to size, press molds and machining (grinding) in a production-ready position To prepare for this work, the materials department needs to ensure the supply of Plastic and auxiliary materials such as tools, tools, packaging materials, etc., ready for production
- After pressing, the product has cooled at normal temperature, then rough grinding
➢ Stage of Via edge, corner:
- The inspection must be in accordance with the required drawing size, Full details such as Bulon, ecu, check the pressed surface, through the edges The arrangement must be in the correct position and specification of the factory
- After the components have cooled down, such as edges, corners, etc., the Pressing workshop transfers its products to the Assembly team at the Mechanical Workshop
External Production
Although Postef is a company that manufactures telecommunications-related equipment, Postef still has to outsource some of the specific parts of the product Some illustrations of outsourcing activities:
Figure 2 18: Outer processing details Although Postef has a manufacturing plant, there are still a few products that the factory does not have the capacity and equipment to make, so it is necessary to find and cooperate with other businesses This also causes quite a lot of risks and problems in the machining process.
Analyze production and opeation management
Currently, There are some advantage and disadvantage in POSTEF production management:
Table 2 2 Advantage and disadvantage of operation management :
Combining in-house production andcooperation, linking with other outsourcing parties and branches helps to reduce costs and waste
Sometimes cooperating with outsourcing units can cause the risk of substandard product quality, leading to delays in production and delivery.
There are managers in each separate workshop, making it
The management is still simple and manual easy and close to managing and monitoring progress
The layout Large space, divided into separate production areas
Convenient for moving semi- finished products to production areas
There is a lot of free space left, and that easily leads to waste
Transportation Use forklifts and trolleys to transfer heavy materials and semi-finished products to production areas
The investment cost for transportation is high
Planning When customers place orders, departments will meet to discuss new orders
There is coordination between departments
Planning is made manually, it is difficult to track production progress, leading to delayed delivery times
Machine There are quite a lot of modern machines to carry out production
Machines are also quite old, leading to increased maintenance and repair costs
Some machines still need workers to operate, so labor costs also increase Quality QC inline and QC endline to minimize the defect
The quality control process is still not close and manual
Difficult to track and evaluate, data analysis
Warehouse The warehouse space is quite spacious
The work of tracking and checking is still quite manual, so it takes a lot of time, the data is easily wrong
Separate factory warehouse and company warehouse
The procedure for entering and leaving raw materials is quite cumbersome and manual takes a long time.