Introduction 4 Body 4 I. Task 1 4 1. Key approaches and the role of leaders and managers

This report on the business and responsibilities of leadership and management will study the case of Ford Motor Vietnam. The first part of this report will outline the methods of managing the organization in this business and the responsibilities of leadership and management when implementing them. As well as, This report will explain the link between the aforementioned methods and the company's business objectives. The second part of this study will show the requirements of shareholders on Ford and the factors that influence decision-making and organizational management in the Ford business.

Introduction...................................................................................................................... 4
Body................................................................................................................................... 4

I. Task 1..................................................................................................................... 4
1. The key approaches and the role of leaders and managers...............................4
a. Lean Production...............................................................................................4
b. Just in time (JIT)..............................................................................................5
c. Continous Improvement (Kaizen)....................................................................7
d. Total Quality Management (TQM)..................................................................8
e. Role of leader and manager............................................................................10
2. Importance and value of operations management in achieving business
objectives..................................................................................................................11
II. Task 2................................................................................................................... 12
1. Analyse stakeholders........................................................................................12
a. Stakeholders’ expectations.............................................................................12
b. Stakeholders’ mapping...................................................................................15
2. Factors affecting the operational management and the decision-making
process...................................................................................................................... 16
2.1. Internal factors.........................................................................................16
a. CSR............................................................................................................16
b. Culture.......................................................................................................17
c. Core Values................................................................................................17
d. Ethics..........................................................................................................19
e. Sustainability..............................................................................................19
2.2. External factors – PEST..........................................................................19
Conclusion...................................................................................................................... 21
References....................................................................................................................... 22
Introduction
My report below will study the case of Ford Motor Vietnam. The first part of this report
will outline the methods of managing the organization in this business and the
responsibilities of leadership and management when implementing them. Soon, I will

explain the link between the aforementioned methods and the company's business
objectives. The second part of this study will show the requirements of shareholders on
Ford and the factors that influence decision-making and organizational management in
the Ford business.
Body
I. Task 1
A large corporation, such as Ford Vietnam Company, must use effective scientific
procedures in order to function successfully. These strategies are designed to reduce
goods or services wastage whereas maintaining offering clients with high goods that suit
their demands. Approaches are utilized to have a clearer understanding of operation
management. These strategies help in understanding the company's status and taking
suitable action. The section that follows explains what such approaches are and how they
affect organizational strategy and the roles and duties of leaders and managers.
To promote product efficiency, employee engagement, and customer retention, Ford
Vietnam implements four fundamental approaches: Total quality management, lean
manufacturing, six sigma, and kaizen.
1. The key approaches and the role of leaders and managers.
a. Lean Production
By definition, Lean Manufacturing, also known as Lean Production, is a set of
instruments and processes focused on continually reducing all waste in the
manufacturing process. The fundamental advantage of this method is that it reduces
manufacturing costs, increases productivity, and reduces manufacturing duration
(Pettersen, 2009). Overproduction, motion, waiting, inventory, overprocessing, flaws,
and transportation are the seven basic forms of waste (CGMA, n.d.).
In the instance of Ford, lean production has also been utilized to manage and benefit
from seven categories of waste. Ford has successfully implemented an operational
structure that flexibly mixes workers, machines, and physical resources to complete
tasks quickly and at a minimal cost. The Ford working model empowers each work

team to take accountability for its own accomplishments. Each employee is given a
particular duty, the performance of which is based on a consistent criteria, therefore
that they can understand their job and assure the goods’ final quality. Groups are also
expected to consider strategies to decrease repetitive operations that are not connected
to value-added to reduce wastage of time.
b. Just in time (JIT)
"Creating the proper goods in the right amount at the right place at the right time,"
according to the University of Cambridge (2016), is another word for Just-In-Time
(JIT). Every stage of the producing or services procedure generates precisely the
quantity required by the following manufacturing stage. Non-value-added procedures
must be eliminated. This is also accurate at the conclusion of the production
procedure, when the system just creates what the customer desires. To put it
differently, JIT is a producing approach in which the flows of resources, commodities,
and products exchanged throughout manufacturing and distributing are methodically
planned so that the next operation may start as soon as the previous one is completed.
As a consequence, no items are left inactive or expecting inputs, and no persons or
devices are required to seek for inputs in order to work.

(BTEC, n.d)
Ford improved its production procedure to create productively, cost-effectively, and in
conformity with client demands by constructing a manufacturing operation focuses on
three major manufacturing stores, body assembly, painting, and final assembly, which
can be manufactured in large volumes at low cost. This is a continual producing
procedure with 5 producing procedures at the last assembly phase that may be changed to
meet the needs of the client. This manufacturing line's speed may be adjusted to meet the
demands of the customers. The larger the demands, the faster the pace, but only up to a
certain point. The manufacturing flow of Ford is depicted as below:
c. Continous Improvement (Kaizen)
Continuous improvement, also known as Kaizen, is a process of creating numerous
relatively minor but continual changes to increase efficiency rather than explosive but
infrequent innovations, as the term indicates. Continuous improvement is among the
requirements for organizations to thrive, sustain, and compete in today's market
(American Society for Quality, 2019). According to Mr.Hng, a senior manager and guest
speaker, Ford Vietnam has used the PDCA cycle.

The PDCA cycle is a simple and effective strategy for problem resolution and changes
administration. It lets businesses to develop hypotheses regarding what needs to be
changed, evaluate those hypotheses in a continual feedback loop, and gain critical
insights. It promotes small-scale test enhancements prior to continually upgrading
procedures and working methods (ASQ, 2019). In the framework of Ford Vietnam, the
PDCA cycle consists of four steps:
 Plan: Define the issue, gather relevant statistics, and establish the root causes of
the issue. Make theories regarding what the issue may be, and then pick which
ones to test.
 Do: Create a strategy and take action to improve. Choose a metric to evaluate the
solution's efficiency, subsequently put it to the test and monitor the results.
 Check: To confirm results, evaluate before and after statistics. Analyze the results,
compute the effect, and decide if the hypothesis is accurate.
 Act: Capture the findings, apply the adjustments throughout the procedure, alert
others of the modifications, and create suggestions for further PDCA cycles. Such
that, if the solution succeeds, Ford will adopt it. Otherwise, Ford will rectify the
fault and restart the PDCA cycle.

Ford Vietnam has used the PDCA cycle efficiently to generate hypotheses regarding what
requires being modified, evaluate those hypotheses in a continual feedback loop, and
gather useful information and insights.
d. Total Quality Management (TQM)
TQM is a managerial technique that focuses on quality, is based on the involvement of all
participants, and is focused at lengthy success via client satisfaction as well as the
interests of all participants (Pegels, 1994). TQM's purpose is to increase goods quality
and please consumers as much as possible. TQM differs from past systems of quality
administration in that it offers a complete framework for controlling and enhancing all
elements of quality while including public engagement, every department and every
employee to accomplish the defined quality objectives (Miller, 1996). Within the
framework of the presented case study, total quality management incorporates all eight
elements, which include leadership, mutually beneficial supplier relationships, process
approach, customer focus, people participation, and, finally, a systematic approach to
management.
The first to be discussed in the perspective of Ford is systematic method. According to
ISO (2015), the systems approach is a method of controlling all aspects of an enterprise
such that the whole company operates towards a single purpose. This strategy will
function properly for the company by identifying, analyzing, and controlling a system of
procedures that are tied to a particular aim. Ford is the first firm in Vietnam to acquire
worldwide quality certification ISO 9001-quality management system. Not only that, but
Ford also received other quality management certifications, including ISO 14001-
environmental management system; QS 9000 quality system, which is based on ISO
9000 and is relevant to the car sector; and ISO/TS 16949:2002 - global standard
established by the International Automotive Task Force (IATF). Having those
international certifications, FordCompany has demonstrated the effectiveness of its
manufacturing system, enhancing user satisfaction and allowing the company to operate
and extend consistently in the Vietnamese market.

Customer focus is the principle that is being used. The consumer eventually decides if a
firm's attempts to increase quality are valuable, whether via staff training, integrating
quality in the design procedure, or modernizing systems or software (International
Organization for Standardization, 2015). Clients' needs, according to Ford, are a necessity
for success since they decide the quality of goods and services. As a result, Ford's
manufacturing system is successfully intended to deliver items in terms of quality
control, production design, production cost, and production time. Ford has developed
considerably as a result, drawing many clients in the Vietnamese market and boosting
sales by more than 40% compared to 2014.
At Ford, a method known as people involvement is also implemented. This concept
implies that all human components are required in business and that their contributions
will assist the firm run more effectively. Ford invites staff to talk on ways to work more
successfully, and their feedback will assist enhance Ford's manufacturing process.
In terms of the leadership approach, leadership establishes vision and objectives so that
the organization may work effectively to attain them. Leadership is responsible for
creating a quality ecosystem in the company, mobilizing all resources, and ensuring that
quality targets are suitable and met. As a result, whether or not quality administration is
efficient is strongly tied to leadership. In the case analysis, Ford not just to establishes
aims and targets for its workers, but they also coach them, allocating people to complete
specific jobs in accordance with an existing standard. Individuals work in a more
intelligent path - specialization - as a result. Ford executives delegated authority to
subordinates by separating production processes into separate units, each with their own
set of tasks. Staff are motivated to communicate ideas in order to enhance manufacturing
procedures. Leadership has ultilized this technique to make Ford’s systems better and
more effective, boosting productivity and minimizing waste.
In terms of the process approach, this strategy helps the business to control the linkages
and interrelatedness among the systems' procedures, hence improving the company 's
general operation. Many interrelated actions must be identified and managed by a
successful corporation. A procedure is a resource-intensive action that is controlled so

that inputs may be converted into outputs (ISO, 2015). Ford standardised the production
procedure to decrease waste and boost efficiency, and they used the PDAC cycle for
continual improvement, as well as lean manufacturing strategies that comprise three
major shops and five sub-processes to maximise efficiency while supervising the process.
These factors also assist Ford in identifying flaws and continuously improving.
e. Role of leader and manager
Leader: Quality standards and goals are established and maintained by Ford executives
within the business. Leaders in lean manufacturing divide and strengthen each team of
staff, and also urge workers to admit responsibilities toward their own job while also
encouraging staff members to engage in production operations. When it comes to JIT,
leaders ensure that the whole business is centered on client demands, recognizes client
needs, and transforms such needs into a plan to serve those demands. They also guarantee
that proper procedures are in place to meet and exceed the needs of customers and
interested stakeholders. Leaders use continual enhancement to guarantee that workers are
active in the firm's manufacturing operation, to evaluate the outcome of this continual
improvement strategy on a regular basis, to select strategies for development, and to
enhance the quality administration system. For TQM, leaders must maintain engagement
throughout departments to guarantee that departments collaborate appropriately.
Manager: Managers give specialised responsibilities to every individual in Ford
Vietnam, supervise procedures to verify that unnecessary procedures are avoided, and
notify to senior management. They direct and train staff to perform in line with Ford's
ideals. Managers verify that staff are aware of their task and inspect the technology that
will be utilized in manufacturing and operations to guarantee optimum waste reduction
while reducing production inefficiencies. Rather than promoting the continual
improvement approach used in the organization like a leader, the manager listens to the
recommendations of the staff and focuses on the little changes for continuous
improvement.

2. Importance and value of operations management in achieving business
objectives.
As aspect of The Plan, Ford indicated in a financial analysis released on its homepage
that it has been improving quality, decreasing expenditures, and accelerating the
reorganization of worldwide businesses. Within its business objectives are high quality,
client satisfaction, operational effectiveness, and top-line growth (Ford.com, 2021). Ford
has developed a very excellent strategy to continuous development for quality
enhancement, consistently developing and improving every minor stage in the
manufacturing procedure to eliminate the mistakes and wastage that adds little value to
the goods. From there, it is feasible to increase the the productivity of the manufacturing
process as well as the good’s quality. Furthermore, by continually fixing minor defects,
the PDAC cycle improves the efficiency of the manufacturing process. Enhanced quality
also contributes to client satisfaction. Additionally, Ford's JIT approach creates goods
which are suited to consumers' demands in regards to time, quantity, quality, and design.
Ford considered the demands of its consumer, merging JIT with Lean manufacturing,
more particularly, building a continual manufacturing procedure to assure the production
of automobiles in huge volumes that can be created dependent on demands. Furthermore,
as a result of the use of TQM, Ford has received several worldwide quality management
certifications, that promotes consumer trust and satisfaction in the Ford manufacturing
procedure. There are still flaws in administrative activity. However, Ford's capabilities in
the manufacturing process are undeniably greater. Quality is improved as a result of
franchise leadership and operational uniformity, as well as specialising in skillsets for
each individual. Furthermore, the use of the PDAC cycles in the approach of continual
improvement assists Ford in continually refining its manufacturing procedure, generating
revenues, boosting value of a product, lowering prices, and boosting consumer happiness.

II. Task 2
1. Analyse stakeholders
a. Stakeholders’ expectations

b. Stakeholders’ mapping
Each stakeholder has varied level of impact and participation, according to the above
map.
Customers and the government are the ones who have great power yet show little care.
Customers are a company's key source of sales, therefore it's critical to think about and
Customer
Government
Shareholders/
Investors
Director
Local
communities
Employees
Suppliers
Interest
Power

meet their desires and requirements. Furthermore, the standards for Ford development in
Vietnam are specified by the government. As a result, satisfying the government
represents a huge commitment to Ford Vietnam's future success.
Shareholders and investors are two types of company owners. As a result, they have a
significant influence and a legitimate interest in the plans and ideas that are developed. In
addition, they have a vested interest in the methods specified, and they invest in exchange
for revenue. They believe that Ford's management will be able to properly manage the
programs in order for them to be successful. The sharing of transparent information and
the scheduling of meetings to bring customers up to speed on market conditions builds a
solid bond with Ford while also addressing their demands. Not only do
shareholders/investors have great rights and interests, but the CEO also does because they
are the ones that directly oversee the business as well as the organization's activities. The
CEO is actively engaged in the strategy that the firm implements.
A collection of low-level yet hardworking employees and suppliers to the firm. Both are
concerned with business. Employees want preferential treatment, perks, and prospects for
promotion. Furthermore, they are concerned with welfare problems such as pay policy,
bonuses, health insurance, social insurance, and so forth. However, because they are
merely a source of labor, they can only accept orders and work on demand; they do not
have much clout in the organization. Suppliers are drawn in by advancements in
cooperation prospects and fair market policies. Despite their keen interest in the
company's operations, they are volatile supply partners. If they and the firm disagree on
the approach or objective, the company may totally find another supplier, therefore their
influence on the organization is minimal.
2. Factors affecting the operational management and the decision-making process
2.1. Internal factors
a. CSR
As being one of the world's top vehicle producers with intelligent transport technologies,
Ford comes to Vietnam with a determination to reconcile two principles: economy and
social responsibility. Ford VN regards social contributing activities as a key component

of the firm's civic responsibility. FVL has carried out several operations in the sectors of
transport safety, nature conservation, and state cultural heritage conservation, as well as
other humanitarian projects. Regarding terms of traffic safety measures, in September
2004, the Hanoi-based project "Children Get to School Safely" was started with the
purpose of distributing safe driving awareness via games and workshops. Primary school
kids in Hanoi take an exam. The Ford Grants project, which started in 1983 and finances
historical and ecological heritage initiatives within Ford Motor Company, is among the
world's biggest grant projects. Ford has much to say in Vietnam. It also hosts the
"Guidance on safe and ecologically responsible driving," which launched in 2008, as well
as a variety of other initiatives (Ford Vietnam, n.d.)
b. Culture
FordCompany is a family business in many ways, including race, gender, age, and so on
(Ford, n.d.). Executives ought to be adaptable to the organization 's culture. Taking full
advantage of diversity, leaders and managers should not act like tyrants or autocrats,
making plans and forcing others to accept them. Ford's corporate culture necessitates
managers and executives encouraging people to contribute ideas, guide, rather than
direct. Before making choices, they must respect the ideas of their staff and take their
recommendations into account.
c. Core Values
Put people first: Ford places a high priority on staff training and development, and it has
created an atmosphere in which staff may learn and improve their talents. Administrators
and executives at FordCompany not only motivate people to engage in the manufacturing
procedure, but they also integrate and listen to workers' suggestions to enhance the
organization, since people are the primary source of labour that generates value. To
operate successfully, executives at Ford empower followers and separate staff into small
teams; also, collaboration helps staff enhance efficiency. Furthermore, with a
concentration on the client, Ford built a manufacturing system capable of meeting the
client 's demands on all of the standards stated by the customers, employing lean
techniques, JIT, and continuous improvement.

Do the Right Thing: Ford managers and leaders are always trying to assimilate comments
and assess insights relying on acquired data in order to achieve the most correct
judgments based on the firm 's objectives in order to improve the business in the
appropriate path.
Create Tomorrow: Continuous improvement strategies are used at Ford to build sustained
growth and enhancement in administration and operating procedures. Using this method
efficiently, Ford executives and administrators have utilized the PDCA cycle, a four-step
loop to continually find development possibilities and push improvements in the
manufacturing systems. builds Ford automobiles Furthermore, the administration team
regularly absorbs the thoughts of the staff in this procedure, which are then chosen to
enhance for the company 's success.
Play to Win: Ford has recently implemented an effective, lean production process with
TQM, especially in a methodical way, minimizing waste and improving performance.
This characteristic assists leaders and managers in setting targets, such as being among
the most famous vehicle producers in Vietnam and having a quality-leading
manufacturing method. This has assisted Ford in obtaining a number of global quality
control certifications in Vietnam.
Be Curious: This has aided leaders and managers in creating a vibrant working
atmosphere for staff, as well as labor policies and motivation to assist to manufacturing
procedures. Workers were inspired to think out of the box that assisted Ford develop as a
result of the output.
Built Ford Tough: In order to consistently expand Ford, managers and leaders must
continually analyze manufacturing methods as well as the elements that impact the
company, highlighting the limitations and difficulties. Possibilities and risks from which
to take choices that enable Ford expand, Ford techniques like as JIT also enable Ford
rapidly share advantages more efficiently between consumers and suppliers, building
connections. A good partnership serves as a springboard for Ford's future development.
One Ford: This can be considered an auto strategy for all marketplaces, similar to what
the Ford Model T did previously. To reach this objective, which is a large-market

automobile at an accessible budget in a competitive industry, Ford enhanced the existing
procedures, and had to take actions that enhanced effectiveness to generate positive
improvements, decrease waste, boost productivity, and lower product costs.
d. Ethics
One of the primary issues at Ford is ethics. Human leaders and managers always consider
the viewpoint of staff before deciding depending on ethical norms. They also have a rules
of behaviour in the firm to avoid problems and will take disciplinary action if the rules of
behaviours is violated. In terms of the ecosystem, senior officials at Ford are always
looking for methods to reduce pollution and handle waste in the manufacturing process in
order to safeguard the surroundings.
e. Sustainability
Operations management guarantees that the corporation's facilities are utilised properly
and without mishandling the organisation 's cash. This method is crucial for any company
because every company wishes to portray itself to the community as an accountable
entity. Ford’s leaders must evaluate the firm's business, rivals, and stakeholders, among
other things, for this factor. A variety of things come into play. As a result, depending on
survey results and industry trends, this is a procedure that requires critical analysis.
2.2. External factors – PEST
Because Vietnam has a steady political situation, it draws international investment,
providing excellent circumstances for Ford's growth. Regarding the financial element,
prior to the COVID-19 pandemic, Vietnam's GDP in the 2 years 2018 and 2019 was over
7%, which seems to be a favorable indication for Vietnam's development and
manufacturing. Since this implies that people 's living conditions and needs would rise,
Vietnam's vehicle consuming marketplace will develop. Furthermore, the inflation
condition in Vietnam is improving as a result of the Party and State's initiatives to support
economic growth. This has a good influence on the growth of technologies for leaders
and managers since technological development leads to a sequence of advances in
manufacturing and business in organizations; nevertheless, it is vital to address the

associated hazards such as security concerns. Leaders and managers must address social
considerations since the Vietnamese community is crowded in cities due to limited streets
and a preference for motorcycles over vehicles.
My report below will study the case of Ford Motor Vietnam. The first part of this report
will outline the methods of managing the organization in this business and the
responsibilities of leadership and management when implementing them. Soon, I will
explain the link between the aforementioned methods and the company's business
objectives. The second part of this study will show the requirements of shareholders on
Ford and the factors that influence decision-making and organizational management in
the Ford business.
My report below will study the case of Ford Motor Vietnam. The first part of this report
will outline the methods of managing the organization in this business and the
responsibilities of leadership and management when implementing them. Soon, I will
explain the link between the aforementioned methods and the company's business
objectives. The second part of this study will show the requirements of shareholders on
Ford and the factors that influence decision-making and organizational management in
the Ford business.

Conclusion
In general, through this personal study, I gained a better understanding of the position of
operations management team, the critical role in operations management, and the ways to
improving head efficiency. Subsequently, I also comprehend the contemporary business
environment's relationship between leadership, management and operations, as well as
the consequences for organizational management.
My report below will study the case of Ford Motor Vietnam. The first part of this report
will outline the methods of managing the organization in this business and the
responsibilities of leadership and management when implementing them. Soon, I will
explain the link between the aforementioned methods and the company's business
objectives. The second part of this study will show the requirements of shareholders on
Ford and the factors that influence decision-making and organizational management in
the Ford business.
My report below will study the case of Ford Motor Vietnam. The first part of this report
will outline the methods of managing the organization in this business and the
responsibilities of leadership and management when implementing them. Soon, I will
explain the link between the aforementioned methods and the company's business
objectives. The second part of this study will show the requirements of shareholders on
Ford and the factors that influence decision-making and organizational management in
the Ford business.
My report below will study the case of Ford Motor Vietnam. The first part of this report
will outline the methods of managing the organization in this business and the
responsibilities of leadership and management when implementing them. Soon, I will
explain the link between the aforementioned methods and the company's business
objectives. The second part of this study will show the requirements of shareholders on
Ford and the factors that influence decision-making and organizational management in
the Ford business.

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