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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 SKL005537 Ho Chi Minh City, 07/2019 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 Major: INDUSTRIAL MANAGEMENT Instructor: Dr NGUYEN PHAN ANH HUY Ho Chi Minh City, July 2019 i 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 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 Abbreviation SS Dept REP HoD BOM HcP CSR AHP CS PI HSE WI No TEF MFG LOG FCM QMM HRL iv PJM PRS HSE CI PM v LIST OF TABLE Table 1.1: Overviews of Bosch activities in Vietnam (Bosch Introduction) .9 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 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 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 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 tend to ignore it If the problem is big, t to discuss 16 Yes of co 17 This state needs time to review and each departm wait until we receive the response 14 Because standardized and modern Therefore, w ideas And I partly affect my motivation which makes suggestion is like trying t B6 15 They also 16 I hardly c 17 Half a mo 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 18 Bigger reward If the reward is bigger, they will be worthy for the waiting of B1 people 119 19 Don’t have to change The standard is now suita should be faster in checking solutions and reply the shorter time 20 Yes, I love to 18 A system for tracking implementation status, se about SS I see that in factory are, there is a SS box suggestions into, I think we should have ones in off B2 system more visual Thus, we can perceive SS live 19.Implementation 20.Yes, of course 18 The process should be clearer 19 The prize should be more valuable and match with the values it brings for the B3 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 19 We should have any kinds of SS advertisement sharing tips and contact B4 persons so that newcomers can get understanding by themselves 20 Yes, of course, I always want to have a website to get information proactively 18, 19 Since on-site workers focus on doing a good the new angle to make the process worker, we shou B5 suggestions 20 Yes, of course since I want to learn and love to k other colleagues 120 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 * 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 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 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 : Compare solution with solution 2? Compare solution with solution 3? Compare solution with solution 4? Compare solution with solution 3? 123 Compare solution with solution 4? Compare solution with solution 4? * With respect to the motivation criterion, which alternative is preferable : 1/9 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 Average N1 value Criteria [Which criterion is preferable: compare cost with standardization?] 124 [Which 4.333 compare cost with motivation?] [Which compare motivation?] * With respect to the cost criterion, which [Compare solution with solution 2?] * With respect to the cost criterion, which [Compare solution with solution 3?] * With respect to the cost criterion, which [Compare solution with solution 4?] * With respect to the cost criterion, which [Compare solution with solution 3?] * With respect to the cost criterion, which [Compare solution with solution 4?] standardization * With respect to the cost criterion, which alternative [Compare solution with solution 4?] * With respect to the standardization criterion, whi preferable: [Compare solution with solution 2?] * With respect to the standardization criterion, whi preferable: [Compare solution with solution 3?] * With respect to the standardization criterion, whi preferable: [Compare solution with solution 4?] * With respect to the standardization criterion, whi preferable: [Compare solution with solution 3?] * With respect to the standardization criterion, whi preferable: [Compare solution with solution 4?] * With respect to the standardization criterion, whi 126 preferable: [Compare solution with solution 4?] * With respect to the motivation criterion, whi preferable: [Compare solution with solution 2?] * With respect to the motivation criterion, whi preferable: [Compare solution with solution 3?] * With respect to the motivation criterion, whi preferable: [Compare solution with solution 4?] * With respect to the motivation criterion, whi preferable: [Compare solution with solution 3?] * With respect to the motivation criterion, whi preferable: [Compare solution with solution 4?] * With respect to the motivation criterion, preferable: [Compare solution with solution 4?] whi 127 Appendix Time spend on the Suggestion Scheme process (for Representative) No Process Collect suggestions Review of Rep Collect additional calculation Review of owner Review of HoD Grade suggestions 128 Assign responsible person Documentation Update suggestions Weekly 10 suggestion scheme display board 11 12 13 Weekly meeting Select suggestions of the month Monthly HOD 129 Prepare 14 presentation monthly meeting 15 Monthly meeting 130 ... 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. .. introduced by Saaty (1977 and 1994) The AHP has attracted the interest of many researchers mainly due to the nice mathematical properties of the method and the fact that the required input data are rather
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