|
Abstract
This field study focuses on the learning process and skill-development process. On the one hand, there is and evaluation of the automobile-manufacturing infrastructure of a joint venture between Dongfeng and France’s Peugeot in the production of Citroen. On the other hand, the study includes a joint venture between Yiqi (First Automotive Work of FAW) and Germany’s Volkswagen. The article contrasts the practices of the French automaker with its German counterpart. The operations of a Japanese automaker are also considered.
These joint ventures’ practices are contrasted with the status of human resources management in Vietnam. This comparative study seeks to understand the development of industrial skills, which reflects an ability to create a competitive cluster. The analysis deals with how human resources management is related to changes in the Hanoi cluster’s Production Network and New Work System. This analysis is based on a theoretical framework and data obtained from a field study which looks at foreign direct investment (FDI) in Vietnam. The emphasis is on how foreign direct investment in the area of manufacturing affects changes in management practices and technology transfer.
European practices appear to be based on a philosophy that aims not to restrict the flow of creative ideas and that aims to allow workers to efficiently dedicate their skills via an exchange of the learning process so as to enhance skill development. This philosophy advocates the use of the Socio-technical System (STS) for the purpose of control and coordination of people and their tasks by allowing the personnel to become owners of the manufacturing activities. It promotes independence and cooperation in developing new work methods, work standards, and excellence in performance. This system attempts to get workers to improve work potential and also to realize their opportunity to grow.
In contrast, te Japanese philosophy of the Lean System focuses on simplifying tasks, while minimizing learning and problem solving. Job activities are monotonous, and there is a high degree of restrictions imposed by experts and the standards of the work process. The data are used for the purpose of ensuring that quality will not deviate from the set standards. The success of lean manufacturing depends on workers’ good relationships and cooperative spirits.
The process of development of skills and abilities of the personnel is based on “job experience” derived from “job rotation” so as to develop multi-skills. Job rotation can be achieved via “inter-workshop mobilit” as well as “intra-workshop mobility” (i.e., whether inside or outside of the work unit). The goal is to promote learning of a new skill while allowing a unit to be independent in learning and cooperation in job improvement. The system is designed in such a way as to allow workers to feel that they are parts of the unit while benefiting from a team that has multiple skills. The learning process based on teamwork is a critical tool in developing skills and abilities, especially for innovations of the work process. Futhermore, the process of creating job stability, complete with the system for learning, should be beneficial in creating an organization’s competitive advantage.
|
