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

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.