Nghiên cứu các yếu tố quản trị sản xuất cốt lõi tác động đến kết quả hoạt động kinh doanh của các doanh nghiệp cơ khí tại việt nam tt

FOREIGN TRADE UNIVERSITY FACULTY OF POSTGRADUATE STUDY -*** THESIS ABSTRACT STUDY ON CRITICAL OPERATIONS MANAGEMENT PRACTICES AFFECTING BUSINESS PERFORMANCE OF MECHANICAL ENTERPRISES IN VIETNAM Major: Business Administration DAO MINH ANH Hanoi, 2020 This thesis is completed at: Foreign Trade University, 91 Chua Lang, Dong Da, Hanoi Supervisor: Assoc Prof, Dr Nguyen Van Minh Reviewer 1: Reviewer 2: Reviewer 3: Thesis defense will be opened at the University’s Thesis Committee At At o’clock date month year The thesis can be viewed at National Library or Foreign Trade University Library PAPERS RELATED TO THESIS’ TOPIC I Foreign Journal Dao Minh Anh, Impact of Operations Management Practices on Firm Performance: An Empirical Analysis at Vietnam’s Mechanical Firms, International Journal of Business & Applied Sciences, Vol No 1, pp 13-21, 2020 ISSN: 2165-8072 (Đồng tác giả) II Domestic Journals Đào Minh Anh, Mối liên hệ yếu tố QTSX cốt lõi kết HĐKD: Nghiên cứu điển hình doanh nghiệp khí Việt Nam, Tạp chí Kinh tế đối ngoại, 121(9/2019), 46-63, 2019 Đào Minh Anh, Tầm quan trọng yếu tố QTSX doanh nghiệp khí Việt Nam, Tạp chí Khoa học – Đại học Đồng Nai, 15(2019), 1-16, 2019 III International Conference Dao Minh Anh, Best business practices and firm performance in the context of Vietnam’s manufacturing industry, The 2nd Asia Pacific Management Research Conference “Innovation and Strategic Alliance for Sustainable Development” APMRC 2018, Proceedings of the Conference organized by PPM School of Management and Hanoi University of Science and Technology, Foreign Trade University, Vietnam National University, Sept 2018, pp.125-138, 2018 INTRODUCTION Rationale of the research In Vietnam, mechanical industry has been seen an essential industry, which plays an important role in the industrialization and modernization of the country In the development strategy of mechanical industry up to 2025, with a vision to 2035, the industry is planned to with the majority of advanced technologies, high quality products with international standards, deeper participation in global value chains, highly disciple and productive labor force, active in reseach, design and manufacturing, basically meet the demand for mechanical products of the domestic market (Prime Minister, 2014) In the context of mechanical industry in Vietnam today, it is necessary to identify the critical operations management practices that affect the business performances of enterprises According to the author’s research, at the present, there have been many different studies on mechanical enterprises, the application of quality management models such as 5S, Kaizen, but there has not been one Which topics will research and identify the critical operations management practices of mechanical enterprises in Vietnam? The identification of those practices affecting to business performance is very significant for mechanical enterprises, helping them to improve the business result, thereby improving their ability and competitive advantage of the business, Therefore, the doctoral student has chosen the issue “Study on the critical operations management practices affecting business performance of mechanical enterprises in Vietnam” as her thesis topic Research situation From the summary and analysis of the overview of the research, it can be seen that the role as well as the importance of operations management practices in Vietnamese enterprises in general, mechanical enterprises in particular have not been evaluated properly; leading to failure of achieving business results according to the set plan, causing the risk of further lagging in the industry in general, and the loss of competitive advantage of Vietnamese mechanical enterprises in particular, compared to other regional countries and the world At the same time, previous studies only stopped at individual research in specific areas of corporate governance, but did not study how the combination of elements of operations management will affect business results of enterprises Therefore, the study of operations management practices suitable to the characteristics of Vietnamese mechanical enterprises is an urgent issue not only for researchers but also for enterprises themselves, for policy planning, in order to help businesses identify the critical operations management practices that help businesses improve their operating results, focus on investing resources and create a competitive advantage in the market Research objectives and tasks 3.1 Research objectives This study aims to identify the critical operations management practices affecting business performance of mechanical enterprises in Vietnam, thereby orienting the use of research results for these enterprises, helping enterprises improve their business performance 3.2 Research tasks In order to achieve the research objectives, the thesis needs to carry out the following research tasks: Firstly, preliminary identification of operations management practices affecting the business results and proposing the research model of the thesis based on theoretical basis related to the practices of operations management, business performance and the relationship between them; Secondly, generally identify the critical operations management practices affecting business performance which are suitable for mechanical enterprises in Vietnam and perfecting the research model; Thirdly, research the status of application of critical operations management practices affecting business performance of mechanical enterprises in Vietnam; Fourthly, analyze and identify the critical operations management practices affecting business performance in mechanical enterprises in Vietnam; Fifth, verify the results and orient the results to be used for mechanical enterprises in Vietnam Objects and scope of the research 4.1 Research objects The object of the thesis is operations management practices affecting business performance of mechanical enterprises in Vietnam 4.2 Research scope - Content The topic focuses on the enterprise's operations management practices, which are JIT practices, quality management practices and infrastructure practices for business operation At the same time, the author focuses on studying business performance using financial indicators such as revenue growth, profit growth, and non-financial indicators as follows: product quality, cost of production, on-time delivery, flexibility in changing the number of products produced, and customer satisfaction - Space The topic focuses on operations management practices in mechanical enterprises in Vietnam Mechanical enterprises are in Group C, belonging to processing industry, manufacturing industry codes from 24-30 according to Decision No 10/2007 / QD TTg dated January 23, 2007 of the system The mechanicl enterprises are small, medium and large (equivalent to the number of employees from 10 people or more) At the same time, these businesses have a history of three years or more - Time Research focuses on production management system with JIT practices, quality management practices and infrastructure practices for business operation, applied and implemented in enterprises from 2010-2018 Research methods The author uses qualitative and quantitative research methods to achieve research purposes and answer the research questions of the thesis Qualitative research: the author uses expert interviews to identify and select operations management practices impacting on business performance suitable for mechanical businesses in Vietnam At the same time, after identifying the critical operations management practices, the author also conducted a second expert interview to confirm the business performance Quantitative research: the author uses surveys The first survey to determine the role of the core operations management practices and business performance for mechanical enterprises in Vietnam to complete the research model The second survey to find out the current situation of applying critical operations management practices and business performance in mechanical enterprises in Vietnam, assessing the classification and identification of the critical operations management practices affecting business performance of the enterprises Thesis’ main results and contribution 6.1 Main results -The first research result: preliminary determination of 14 suitable operations management practices and groups of business performance for the research model of the thesis - The second research result: general identification of critical operations management practices impacting business performance suitable for mechanical enterprises in Vietnam through expert interviews and survey - The third research result: identifying the level of implementation of operations management practices and groups of business performance in 62 mechanical enterprises in Vietnam through the questionnaire survey The author has classified them into two groups of high and low implementation The research results show that the group of enterprises that carry out a high level of implementing operations management practices will have higher business performance than the group of enterprises performing at a low level This result has been tested and statistically significant - Fourth research result: identifying the critical operations management practices, as well as the degree of impact of each practice on business performance through quantitative research model These practices include: Facility layout; Supplier quality management, Information and feedback; Kanban; Cleanliness - The fifth research result: Proposal to propose successful application of critical operations management practices to mechanical enterprises in Vietnam 6.2 New contributions in theory and practice of the thesis  Contribution in theory Firstly, the thesis has systemized the literature related to critical operations management practices, business performance designed research and proposed scientific research methods to identify the critical operations management practices affecting business performance suitable for mechanical businesses in Vietnam This is an important academic contribution of the thesis Secondly, the thesis has proposed a research model of critical operations management practices affecting business performance suitable for mechanical enterprises in Vietnam This model has contributed to the theoretical basic system when studying operations management and its impact on operating results in the context of mechanical enterprises in Vietnam  Contribution in practice Firstly, the thesis analyzes and assesses the reality of applying the critical operations management practices and business performance in mechanical enterprises in Vietnam comprehensively Second, the thesis identifies the critical operations management practices, as well as the degree of impact of each practice on business performance Thirdly, the thesis proposes highly practical and scientific recommendations based on the above mentioned critical operations management practices Structure of the thesis - Chapter 1: Theoretical basis of the critical operations management practices and business performance in the enterprise - Chapter 2: Research design - Chapter 3: General identification of the critical operations management practices affecting business performance in mechanical enterprises in Vietnam - Chapter 4: Analyze and identify the critical operations management practices affecting business performance in mechanical enterprises in Vietnam - Chapter 5: Recommendations to use the critical operations management practices for mechanical enterprises in Vietnam CHAPTER 1: THEORETICAL BASIS OF THE CRITICAL OPERATIONS MANAGEMENT PRACTICES AND BUSINESS PERFORMANCE IN THE ENTERPRISE 1.1 Critical operations management practices in the enterprises 1.1.1 Some definitions  Production and Production Process Stevenson (2009, p28) introduced manufacturing as one of the three most basic functions of an enterprise, responsible for producing products for the business “The productions process is the process of converting inputs into outputs Inputs include materials, labor, machinery, capital, information, etc that are used in the production process to create the product” (Stevenson, 2009, t28)  Operations Management According to Truong Doan The (2007), operations management is the process of designing, planning, operating and monitoring the production system in order to realize the production targets In particular, the central element of production value is the transformation process It is the process of processing, converting inputs into desired goods or services, meeting social needs  Critical Operations Management Practices In operations management, the critical operations management practices are the practices that work best for the production system of the enterprise, helping to bring high operating results, thereby improving the competitiveness of enterprises (Voss and Blackmon, 1994 - cited from Davies and Kochhar, 2002) In this thesis, using the concept of "critical operations management practices" is the mode of operation appropriate to the conditions of the enterprise and when doing them methodically, the enterprise will achieve high business performances and growth 1.1.2 Critical operations management practices From a strategic competitive point of view, a well-thought-out production system will be one of the company's core competencies, a weapon to reduce production costs and improve business efficiency The application of JIT practices and other practices is considered necessary to help businesses control inventory and create a superior production system 1.1.2.1 Just-in-time Practices – JIT Practices The author will select the factors with high frequency of use in the studies: (1) Daily schedule adherence; (2) Facility layout; (3) JIT delivery by suppliers; (4) Kanban; (5) Setup time reduction 1.1.2.2 Quality Management Practices Cleanliness and organization; Customer focus; Maintenance; Process control; Supplier quality management 1.1.2.3 Infrastructure Practices Committed leadership; Multifunctional training; Employee Involvement; Information and feeback 1.2 Business performance 1.2.1 Definition Selvam et al (2016) stated that business performance of an enterprise is the effectiveness of the organization in terms of operational results and financial results Business performance can be accessed from a quantitative perspective (by financial indicators) and qualitative perspectiv (by quality indicators, corporate image, on-time delivery, flexibility in volume changed, customer satisfaction (Achim Borlea, 2012) 1.2.2 Financial Business Performance In studies of financial performance and its relationship with corporate governance factors, some commonly used indicators Revenue growth is an indicator of relative revenue growth over time Profit growth is an indicator of relative profit growth over time 1.2.3 Non-Financial Business Performance - Conformance of product quality - Cost of production - On-time delivery - Flexibility in volume changed 1.3 Relationship between critical operations management practices and business performance 1.3.1 Relationship between critical operations management practices and business performance in the project of High Performance Manufacturing – HPM) Cua et al (2001) confirmed the combination of production practices (quality management, production organization, maintaining overall productivity, human resource management, strategy and contextual factors) The core will help make the production program of the business more efficient Ahmad et al (2003) studied the role of infrastructure practices in the effectiveness of JIT production organization application Cua et al (2006) used a comprehensive program of comprehensive quality management (TQM) elements, organized production according to JIT and maintained overall productivity (TPM) to study their impact on operating results at 163 factories Matsui (2007) also focuses on the study of an integrated production system, which emphasizes the combination of production organization elements with quality management, production information systems, and industrial development, technology and production strategy, human resource management and their relationship with business results at 46 Japanese factories The research of Battistoni and Bonacelli (2013) also combines production practices (in terms of both production and supply), the influence of firm size on the application of production elements, and the relationship The relationship between operations management practices and production and business results in 100 small and medium-sized enterprises in Italy The results show that firm size does not affect the application of operations management practices, as well as a positive relationship between operations management practices and business performance 1.3.2 Relationship between critical operations management practices and business performance in Southeast Asian countries 1.3.2.1 Researches in Thailand Rahman et al (2010) also studied the impact of operations management practices on business performance The study was conducted at 187 manufacturing enterprises in Thailand, including large, medium and small-sized enterprises of all types owned by Thailand, 100% foreign-owned companies and joint-venture companies In Seedee's study (2012), the author selected 169 manufacturing enterprises in Thailand, using the management practices of the "Baldrige National Quality Award Program 2009-2010" 1.3.2.2 Researches in Malaysia Yusuff (2004) used the best operations management practices based on inheriting the factors of leading producing countries and their impact on financial and nonfinancial performance, applied to research at electrical and electronic businesses of Malaysisa Arumugam et al (2008) conducted a survey of 122 enterprises in Malaysia, to answer the question (1) What quality management practices are related to business performance; (2) Which quality management practices are more correlated with business performance 1.4 Approaches to determine critical opeartions management practices affecting business performance 1.4.1 Contingeny theory and Resource-based theory Context theory is one of the most important theories related to corporate governance This theory holds that the influence of an element is not optimal in every business environment and context Consumption index of processed and manufactured products compares the consumption of products, goods and services created by industrial production between the reporting period and the base period Inventory index reflects the current situation and situation of product inventory fluctuations in the mechanical industry Vietnamese mechanical products have very few domestic brands The quality of mechanical products of Vietnamese mechanical enterprises is generally low, high production costs and lack of competitiveness 3.1.2 Characteristics of enterprises and employees According to the General Statistics Office of 2018, the number of mechanical enterprises operating in the period 2010-2016 has increased from 10,000 to more than 21,000 By the end of 2017, the number of operating mechanical enterprises and business results was over 25,000, accounting for nearly 30% of the total number of manufacturing and processing enterprises; create jobs for over million workers, accounting for 16% of total employment in manufacturing enterprises (GSO, 2018) Despite the increase in the number of enterprises and the number of employees, the mechanical engineering industry in general and the mechanical engineering enterprises in particular still face a number of problems with human resources, particularly the shortage of skilled labor 3.1.3 Characteristics of quality management Currently, most businesses already have or are setting up quality management policies Enterprises often apply quality management according to ISO 9001: 2008, Japanese production management systems such as 5S, Kaizen, comprehensive quality management (TQM), etc In addition, some businesses operating in specific industries also apply quality management according to appropriate standards such as ISO 13485: 2003; ISO / TS 16949: 2009; ISO 9001: 2008; ISO 50001: 2011; CB certificate; UL certificate; UKAS certificate; ISO 14001: 2004 3.1.4 Characteristics of technological level and production capacity Currently, the country has a system of mechanical plants of all sizes Some breakthrough fields such as the manufacture of hydraulic equipment, oil and gas rig, electrical equipment, manufacture and supply of complete equipment, etc Domestic mechanical enterprise have also produced and installed almost all types of cars, trucks, passenger cars, especially motorbikes with the localization rate of 85-95%, meeting domestic demand and export 15 However, labor productivity is quite low due to not updating modern technology, lack of appropriate production management methods Normally, mechanical enterprises in Vietnam work only one shift a day According to the Vietnam Chamber of Commerce and Industry (VCCI), the 4.0 technology revolution took place, new technologies have completely changed the current production methods and modes, posing an urgent requirement in innovating and updating technology trends for mechanical enterprises, in which the ability of Vietnamese enterprises to participate in mechanical value chains is very limited 3.2 The results of the overall identification of critical operations management practices affecting business performance through expert interviews 3.2.1 JIT practices Experts discussed, explained and drawn out the production elements that they found necessary and suitable for the mechanical engineering business in Vietnam, including: (1) Daily schedule adherence; (2) Facility layout; (3) JIT delivery by suppliers; (4) Kanban; (5) Setup time reduction 3.2.2 Quality management practices According to experts, quality is a vital issue for any business It determines the existence and development of mechanical business Therefore, quality management needs to be done regularly, methodically, and seriously Cleanliness and organization; Customer focus; Maintenance; Process control; Supplier quality management 3.2.3 Infrastructure practices Experts agree and agree on five common fundamentals for running a business, including: Committed leadership; Multifunctional training; Employee Involvement; Information and feeback 3.2.4 Business performance Experts also agreed and agreed on the targets of business performance, including financial and non-financial results In addition, they all agree that customer satisfaction plays an important role in operating results, as this is the factor to increase sales and maintain sustainable growth 3.3 The results of the overall identification of critical operations management practices affecting business performance through 1st survey 3.3.1 JIT practices The role of OM practices for mechanical enterprises in Vietnam on the basis of assessing their importance on a 5-level Likert scale The five factors all have a score of 3.44 to 4.21, proving that these factors are quite important and important for businesses 3.3.2 Quality management practices 16 The importance of quality management practices for mechanical enterprises in Vietnam scores from 3.70 to 4.63, proving that these factors are quite important and important for businesses 3.3.3 Infrastructure practices The infrastructure practices are important and particularly important for the surveyed businesses, with scores between 4.04 and 4.75 3.3.4 Business performance Indicators related to business performance play a very important role for mechanical enterprises with a score of or higher Specifically, revenue growth (4.92); profit growth (4.95); conformance of product quality (4.79); cost of production (4.25); on time delivery (4.71); flexibility in volume changed (4.00); customer satisfaction (4.92) CHAPTER 4: ANALYZE AND IDENTIFY THE CRITICAL OPERATIONS MANAGEMENT PRACTICES AFFECTING BUSINESS PERFORMANCE IN MECHANICAL ENTERPRISES IN VIETNAM 4.1 Descriptive statistics 4.1.1 Number of enterprises Number of enterprises by labor size in six mechanical sub-sectors, with metal manufacturing enterprises (4.8%); manufacturing products from cast metal (38.7); manufacture of electronic products, computers and optical products (6.45); production of electrical equipment (9.67); Producing machines and equipment not classified in any category (29.03), manufacturing motor vehicles and trailers (11.35) 4.1.2 Level of implementing operations management practices  JIT practices The level of implementation of production organization at 62 enterprises: Daily schedule adherence (3.86); equipment layout (4.05); JIT delivery by supplier (4.07); Kanban (2.83), setup time reduction (3.75) Quality management practices The level of implementation of quality management practice reaches scores above 3.50 to 4.20 Infrastructure practices The level of implementation of the common infrastructure is quite high, from 3.81 to 4.16 Business performacne - Financial business performance It can be seen that financial business results achieved a relatively high average score (3.98); revenue growth reached 4.01 and profit growth reached 3.95 17 - Non - financial business performance This result is expressed through five criteria, with a total score of 3.75/5, namely: conformance of product quality (3.85); cost of production (3.43); delivery on time (3.87); flexibility in volume changed (3.75); customer satisfaction (3.81) 4.1.3 Reliability and validity of scales 4.1.3.1 Reliability JIT practices The Cronbach’s Alpha of all exceeded the point of 0.6 and the correlation coefficient of the total variable was greater than 0.3 Most scales have a value of 0.7 or more, showing that they are perfectly suitable for reliability Particularly, NCungcap2 has eliminated the correlation coefficient of total variables less than 0.3 Quality management practices The reliability of the scale belonging to the group of quality management factors is guaranteed, when Cronbach's Alpha coefficients are from 0.7 or more and the correlation coefficient of the total variables of the observed variables are greater than 0.3 Infrastructure practices Cronbach’s Alpha coefficients of these scales are all over 0.8, showing that they are completely suitable and reliable for conducting further analysis Business performance Financial business performance The reliability of this scale is also confirmed by the high Cronbach’s Alpha coefficient (0.93) Non - financial business performance The reliability of the scale is also guaranteed with a high Cronbach’s Alpha coefficient (0.84) 4.1.3.2 Validity EFA analysis results in table 4.7 show that each factor is appropriate All KMO coefficients ≥ 0.5 and significance of the Bartlett test 0.5 and the variance of explanation (TVE) is> 50%, ranging from 53.657% to 89.258% At the same time, to further evaluate the distinct values of the concepts, the author uses the value of the correlation coefficient (r) in Table 4.8 The values of the correlation coefficients of the research concepts are all 0,05 cho thấy mặt thống kê chúng chưa có ảnh hưởng đến kết HĐKD... nhiều nguyên nhân đến biến phụ thuộc Như giả thuyết nên phát biểu lại sau: Giả thuyết H1: Các yếu tố tổ chức sản xuất có ảnh hưởng dương (cùng chiều) đến kết kinh doanh - Lưu ý thêm: Các giả thuyết