Honda Vietnam Final
TABLE OF CONTENTS
1. INTRODUCTION 2
1.1. Introduction of the organization 2
1.2. Organization’s Customers 3
1.3. Operation objectives 4
2. ANALYSES AND FINDINGS 5
2.1. Analyses of transformation process 5
2.2. Analyses of transformed resources 7
2.3. Analyses of transforming resources 8
2.4. Analyses of value-added output 10
3. RECOMMENDATION TO ACHIEVE OPERATION OBJECTIVES 11
4. CONCLUSION 11
5. REFERENCES 13
1. INTRODUCTION
1.1. Introduction of the organization
Honda Vietnam was established in 1996 and started operation after one year. Currently, the company has two motorcycle manufacturing factories and one car manufacturing factory. Within this report’s scope, Honda Vietnam, the motorcycle manufacturer, is discussed in details.
The first factory was opened in 1998 and the second in 2008 in Vinh Phuc province, with a total capacity of 1.5 million motorbikes a year and total workforce of 4,935 workers. If the first factory was an evidence of a serious and long – term investment of Honda in Vietnam, the second factory is a great effort of Honda Vietnam to prove that it focuses a lot of attention to the environmental and social issues, which is the harmonious combination of three natural sources of energy: Wind, Light and Water to generate environmental and friendly technology. Recently, the third plant was officially inaugurated in Ha Nam province, increasing the total capacity to over 2 million motorbikes a year.
There is no doubt that Honda Vietnam has had the greatest contribution to the motorcycle industry of Vietnam, in meeting a variety of demands and needs of the customers. Honda Vietnam is proud to become one of the biggest motorcycle manufacturers in the Asian region as well as in the globe (Honda Vietnam, 2014)
From the perspective of operation management, managers should take the highest responsibility in quality control and quality assurance of the products, making sure that all the motorbikes produced satisfy the customers’ needs to the optimal
1. INTRODUCTION 2
1.1. Introduction of the organization 2
1.2. Organization’s Customers 3
1.3. Operation objectives 4
2. ANALYSES AND FINDINGS 5
2.1. Analyses of transformation process 5
2.2. Analyses of transformed resources 7
2.3. Analyses of transforming resources 8
2.4. Analyses of value-added output 10
3. RECOMMENDATION TO ACHIEVE OPERATION OBJECTIVES 11
4. CONCLUSION 11
5. REFERENCES 13
1. INTRODUCTION
1.1. Introduction of the organization
Honda Vietnam was established in 1996 and started operation after one year. Currently, the company has two motorcycle manufacturing factories and one car manufacturing factory. Within this report’s scope, Honda Vietnam, the motorcycle manufacturer, is discussed in details.
The first factory was opened in 1998 and the second in 2008 in Vinh Phuc province, with a total capacity of 1.5 million motorbikes a year and total workforce of 4,935 workers. If the first factory was an evidence of a serious and long – term investment of Honda in Vietnam, the second factory is a great effort of Honda Vietnam to prove that it focuses a lot of attention to the environmental and social issues, which is the harmonious combination of three natural sources of energy: Wind, Light and Water to generate environmental and friendly technology. Recently, the third plant was officially inaugurated in Ha Nam province, increasing the total capacity to over 2 million motorbikes a year.
There is no doubt that Honda Vietnam has had the greatest contribution to the motorcycle industry of Vietnam, in meeting a variety of demands and needs of the customers. Honda Vietnam is proud to become one of the biggest motorcycle manufacturers in the Asian region as well as in the globe (Honda Vietnam, 2014)
From the perspective of operation management, managers should take the highest responsibility in quality control and quality assurance of the products, making sure that all the motorbikes produced satisfy the customers’ needs to the optimal
References: AutoCar, 2013. AutoCar Vietnam. [Online] Available at: http://autocarvietnam.vn/tin-tuc/946/airblade-125-duoc-lap-rap-nhu-the-nao/prints Fujita, M., 2007. Local Firms in Latecomer Developing Countries amidst China’s Rise: The case of Vietnam’s motorcycle industry, s.l.: s.n. Honda , 2014. Honda WorldWide. [Online] Available at: http://world.honda.com/news/2014/c141110Vietnam-Third-Motorcycle-Production-Plant/ Honda , 2014. Honda WorldWide. [Online] Available at: http://world.honda.com/news/2014/c140402Power-Products-Sales-Subsidiary-Vietnam/ Honda Vietnam, 2014. Honda Vietnam. [Online] Available at: http://www.honda.com.vn/vn/gioi-thieu/gioi-thieu-chung/ Hung, L., 2014. The Saigon Times. [Online] Available at: http://english.thesaigontimes.vn/37793/Honda-Vietnam-opens-third-plant.html Investment Review, 2014. Vietnam Enterprise. [Online] Available at: http://doanhnghiepvn.vn/chuyen-thuong-truong/honda-viet-nam-93-va-giac-mo-noi-dia-hoa.html Nguyen, H. T., Nguyen, H. V. & Tran, C. N., 2005. Vietnamese Case Study. Investment Strategies in Emerging Markets, pp. 276-306. Slack, N., Brandon-Jones, A. & Johnston, R., 2013. OPERATIONS MANAGEMENT. 7th ed. Edinburgh: Pearson Education Limited. Tan Viet Securities, 2012. Domestic News: Finance. [Online] Available at: http://finance.tvsi.com.vn/NewsDetail.aspx?NewsID=215318&lang=EN Tiep, N. D., 2006. The Honda motorcycle business in the Vietnamese emerging market. International Journal of Emerging Markets, 2(3), pp. 298 - 309.