Increase the profitability by improving supervisor’s management and leadership skills – the case of pomina 2 steel JSC

1 Author:PhamNguyenKhanh–ISBMBA9| INCREASETHEPROFITABILITYBYIMPROVINGSUPERVISOR’ SMANAGEMENTANDLEADERSHIPSKILLS– THECASEOFPOMINA2STEELJSC... 6649 7000 3586 3279 2016 2017 2018 Unit: Bill

MASTEROFBUSINESS ADMINISTRATION

HoChiMinhCity–Year2020

MASTEROFBUSINESS ADMINISTRATION

SUPERVISOR:TranVi

HoChiMinhCity–Year2020

1 Author:PhamNguyenKhanh–ISBMBA9|

INCREASETHEPROFITABILITYBYIMPROVINGSUPERVISOR’

SMANAGEMENTANDLEADERSHIPSKILLS–

THECASEOFPOMINA2STEELJSC.

I EXCECUTIVESUMMARY 2

II COMPANYOVERVIEWS 3

1 Overviews 3

2 Productsof the Company 3

3 Companygroupmodel 3

4 Procedureofproduction: 4

III SYMPTOMS: 7

IV RESEARCHMETHODOLOGY 9

1 ResearchMethod 9

2 DataCollectingMethods 9

V PROBLEMANALYSIS 10

1 Problemdefinition: 10

2 Problemvalidation 19

VI CAUSEANALYSISANDVALIDATION 25

1 Possiblecauses: 25

2 Causesvalidation 30

VII ALTERNATIVESOLUTIONS 32

1 Proposedsolution 32

2 Evaluationand solutiondecision: 34

3 Actionplan: 35

4 Expectedoutcome: 37

VIIISUPPORTING DOCUMENTS 38

1 InterviewGuide 38

2 SurveyTable 40

3 Reference 42

I EXCECUTIVESUMMARY

PominaSteelJointStockCompany(POM)isajointstockcompanyproducingandtradingsteel,mainlysteelusedincontractionandsheet.Po mi na isawell-

knownbrandwithaleadingmarketshareofconstructionsteelnationwide.Formanyyears,theirproductqualityisthemostimportantvaluet h a t keepst h e b r a ndgrowing.Currently,i t ‘ so n e o f t h e l e a

d i n g steelmanufacturersw i t h r e v e n u e r a n k i n g t o p a m o n g t h e biggest3 steelp r o d u c e r s

i n t h e Vietnammarket

Butdespitet h e s t e a d y growingrevenues,there’rea l o t o f managerialp r o b l e m s happenedi n

s i d e

thecompany.Work-place-accidents,wasteofmaterials,constantdecreaseinnetprofit,aswellascomplainsaboutecologyfortheharmfuleffectsto the environment

Midof2019,anseriouswork-placeaccidenthappenedandcausedbiglosses.PominaSteel2’sfactoryhadtoshutdownformorethan6months,andcouldopenagainonlyinOctoberof2 0 1 9 T h i s wasa recentaccidentw e h a v e

t o remembert h a t i n t h e p r e v i o u s years,2 0 1 6 , 2 0 1 7 similardisastersa l r e a d y happenedw i t h

m o r e s e r i o u s damages.T h e s e accidentsm a d e a h a r d impactonthecompany,costmanylivesofworkersandalotofmoney.Theymadethenetprofitgonedowndramaticallybutuntilnowthemanagementstillcouldn’tdecideforareliables o l u t i o n t o s o l v e thedeeprootofit

Thist h e s i s w o u l d l i k e t o focuso n formulatingsuggestionst o improvet h e p r o f i t a b i

l i t y startingfroma n a l y z i n g factst o f i n d t h e causeso f “ whywo u l d t h e a c c i d e n t s happened”andh o p e f u l l y suggestofapplicablesolutions.Themethodologyisidentifyingtheproblemsbasedonempiricalanalysis,process-orientedanalysisfromtheinterviewofkey-

person,aswellassurveyprocesses.T h e validationo f t h i s t h e s i s w o u l d b a s e o n analyzingt h e company’sdata,processauditandliteraturesupport

Fromthoseanalyses,thepoorqualityofthesupervisors’managementandleadershipskillwasidentifiedasthemainproblemtomaketheaccidenthappened,consequentlybroughtdownt h e

i r net-profittonegative

II COMPANYOVERVIEWS

1 Overviews

OnJuly1 7 / 2 0 0 8 , t h e c o m p a n y wasgrantedt h e Licenseo f BusinessRegistrationJ o i n t S

t o c k CompanyNo.4603000570bytheDepartmentofPlanningandInvestmentofBinhDuongProvince,operatingundertheVietnamEnterpriseLaw,withchartercapitalof500billiondong.Currently,Pomina'schartercapitalreachesVND 1,630 billion

Pominahasonesubsidiaryandtwofactories,including5productionlines,3steelrollinglinesand2steelrefininglines,andis currentlythelargeststeelsupplierinVietnamfor:

EstablishedinFebruary2012,inheritingtheentire productionlinesystemfromPominaSteelJointStockCompany,including02productionlines,eachwithacapacityof300,000tonso f constructionsteel/year,EquippedwithmoderntechnologyofVai-

Thereare6 mainsstepsinthemoderntechnologyofsteelproduction:

 Step 1–Theironmakingprocess

Therawmaterialssuchaslime,ironore,andcokearemixedinahi-temperaturefurnaceandbeingmeltedthere.Theresultofthisprocessisthemolten iron.Afterthemaincomponentofsteel,iron isbeing melted, itshouldbe cleanedo f impurities(approximately 4%-4,5%)whichm a k e themetalto bebrittle Thenextstepwould beasfollowing

 Step 2–Primarysteelmaking

ThetwomodernprimarymethodsformakingsteelsareBasicOxygenSteelmaking(BOS)andElectricArcFurnaces(EAF).TheBOSisthemethodthataddingscrapsteeltothemolten

ironwhenitstillisinthefurnace.Neutralgassuchasheliumandargonareaddedtothefurnaceu s i n g theBessemerprocesstocutdown the impurities down tolessthan1%

s sold 4.452 4.656 6.228 2.962 3.547 91,4% 93,7% 90,3% 98,9%Operatingc

ost 15,78 17,56 23,59 10,46 9,98 0,3% 0,4% 0,3% 0,3%Netoperatin

gp ro fi t 388 323 299 261 (42) 6,3% 4,5% 8,0% -1,2%

Netprofit 350 294 277 238 (42) 5,8% 4,2% 7,3% -1,2%Thec o m p a n y hadi t s revenuegrowingu p e v e r y year:4 8 5 6 b i l l i o n VNDi n 2 0 1 6 u p t o 6 6 4 9 billionVNDin2018.Theircostwasstablethroughtheyears,butrecentlytheirnetprofitwasdecreasing,from350billionin2016,andconstantdroppedto277billionin2018.Thepeakwasi n quarter2/ 2 0 1 9 , theyrecordedab i g d e f i c i t ont h e i r profit,m i n u s

4 2 billionVND,comparedw i t h t h e samequarterof2 0 1 8 was2 3 8 b i l l i o n VND.Heres o m e graph

sf o r yout o haveabetterviewofthesituation:

Hereonec an o b s e r v e t he revenueo ft he c o m p a n y hadb e e n i n c r e a s i n g e v e r y year,from4 , 8 5 6 billionVNDin2016to6,649in2018,andinQ2.2019is3,586billionVND,increasing

9 4 % comparedtothesamequarterof2018.Thiswasagoodtrenduntilwelookatthenumberso f profitandloss

6649 7000

3586 3279

2016 2017 2018

Unit: Billion

downtrendthroughtheyears,anoppositewiththerevenue,andworsewecanseealossoccuredinthe2ndquarteroftheyear2019.Thisphenomenonraisesaquestionworthinvestigating:Whydoesthishappenwhiletherevenuekeepsincreasing?Whatarethecauses?A n d whatwecando toimprovethesituation?

Lookingatthemostimportantindexofanycompany,thenetprofit,weobserveaconstantgoing-Asmentionedabove,thenetprofitofthecompanywasdecreasingsteadilyovertheyears.AccordingtothevariousresearcherssuchasGarrigosa(3)orCraig(4),allclaimedthatthisisaserioussituationthatcouldleadtobankruptcyinnearfutureifthecompanycouldnotfindanyreliablesolution.Weneed tofurther analyzethissymptom&theproblemmess

IV RESEARCHMETHODOLOGY

1 ResearchMethod

Thisthesisobjectiveistofindasolutiontostopthecompanytoloosemoneybyanalyzingallpossibilities, startingbycheckingthehighcosts ofoperation,costsofgoodssold, thepoorperformanceofemployees,workersandsupervisors,work-

placeaccidentsandcauses.Toachievet h i s , ana p p r o p r i a t e researchm e t h o d i s desirable.Becauset h e goali s t o p r o v i d e anapplicablesolution,DesignSciences t u d y whichwasdiscussedinVanAkenetal(1)researchf o r areal-

life“FieldProblemSolvingproject”seemstobethemostsuitablemethod.Thesearereal-worldbusinesssituationsthatcanorshouldbeimproved.Inkeeping VanAkenetal(1)'sidea,itisa“designprocessindividualsandteamsusetosolvereal-

lifeorganizationalproblemsthrought h e u s e o f s c i e n t i f i c evidenceandv a l i d a t e d localfacts”.F o

r t h i s study,t h e problem-s o l v i n g

methodologyistheory-informed Inother words,problem analysisandsolution designs h o u l d

b e basedoncomprehensive,criticalandcreativeof useofliterature

Inthis “FieldProblemSolving project”,"regulativecycle"meaning thatproblem

-solvingcyclewhichwasadoptedfromVanStrien(2)isused.Thiscycleconsistsoffiveprocesssteps:problemidentification,analysisandd i a g n o s i s , actionp l a n , interventionandevaluation.S e efigure formoredetails:

2 DataCollectingMethods

s i n g a participant-observerperspective,andp u r s u i n g a s o l u t i o n orientation”

Therefore,qualitativem e t h o d s w e r e u s e d Fort h i s fieldo f s t u d y , b o t h researchandpracticalinformationweredesired.Hence,literatureresearchandinternalinterviewswereconducted.Tostart,exploratorymeetingswerearrangedwithperson-in-

chargeofPominaSteel.Then,aliteraturestudywasconductedonthetopic.Thevalidationofproblemandsolutionarebasedonresearchesoftheauthoraswellastheagreementofthecompany’sdirectors

V PROBLEMANALYSIS

1 Problemdefinition:

Inordertofindthepotentialcausesoftheproblem,meetingandinterviewswasorganizedbetweenthestakeholderstofindoutwhatthereasonsareandhowtofixthemeffectively.Somek e y questionsneedto beanswered:

 Whythecompanyhas been losingmoneyfor alongperiodwithoutanysign ofrecovery?

industrializedcountrylikeVietnam.Accordingt o Kobak(5),thecostofgoodssold affectsdirectly totheworkingcapitalofacompany,this indicatorshould not beignoredandshouldbeseriouslyinvestigated

Mr.Toansaid:"Thisw a s t h e l a s t batcho f st ee l befores h i f t s change,i t mightb e d ue to maybeduetoahurry,theworkershaveshortenedthetimeofsteelmaking,forgettingtocloset h e

d o o r ofthefurnace againso theexplosionhappened."

followingthe steps of theprocess.

LostradioactivesourceofPominaSteelFactory3 (7).In5/2014,aseriousaccidenthappened,theirradioactivesourcehadbeenmissing.ThelostradioactivesourcewastheCo-

60(radioactivesourceofgroup4)importedbyPominaSteelJointStockCompanysince2010tomeasureliquidsteellevelonthecastinglineNo.3,outoffivelinesofthefactory.Untilnow,thereisnosignofthelostradioactivesourcehasbeenreported

In4/2019,therewasanotheraccident(fireatthefactory)atPhúMỹIndustrialParkmadet h e factorytoshutdownfor30days.Theaccidentbrokethesupplychainofsteeldeliveredtocustomers.T h i s accidenthoweverwasc l a s s i f i e d asinternalinformationo f t h e company,t h e authorcouldonlygettheevidencethroughaninterviewwiththeViceDirector,Mr.Toanaboutt h i s accident.Onlylittledetailabout thisaccidentwaspublic (8)

Theauthorw o u l d deeplyi n v e s t i g a t e eachproblembyl i t e r a t u r e r e s e a r c h aswellbya ninterviewwiththecompany’skeyperson

Problem number1: Thepercentageofthe costofgoodssold/revenue increased

CostofgoodssoldoftheCompanywasstableandmaintainedaround91%-

94%oftotalrevenuefrom2016-2018.Themainrawmaterialsofsteelproductionarescrapsteelandbillet.However,inthefirst6monthsof2019,theCompany'scostofgoodssoldsoaredupquitehigharound 98.9%,8.6%higherthanthesameperiodin2018

Cost of goods sold

Specifically,i n 2 0 1 9 , t h e priceofscraps t e e l i n c r e a s e d

by5-10%fromt h e endo f 2 01 8 E a r l y 2019adamfailureinBrazilaffectedtheworld'soresupplyandimpactedthepricesoftheinternationalmarket.Int h e secondq u a r t e r o f 2 0 1 9 , t h e governmentseta newretailp r i c e f o r e l e c t r i c i t y w i t h ahikeof8-10%fromthefirstquarterof2019,leadingtoahigherincreaseofthecostofgoodssold

Inaddition,thecompanywasalsoaffectedbytheincreasing financialcostsofthecompanyd u e toextrabankloans to payforincreasedsalesandadministrativeexpenses

e forustosuggestsomethingtoimproveforthissituation,theauthorwouldnotdeeplyinvestigatethisproblemastheresearchsubjectfor thisthesis.

Problem number2:Accidentshappened

Asmentionedabove,manyaccidentshappenedinthe3factoriesofPomina,andthemainreasonwash u m a n e r r o r s m a d e byt h e workersandmanagers.T h e a u t h o r w o u l d focuso n t h e accidentthathappenedintheApril/2019,thequarterwhenthe lossoccurred

TheconversationsbetweentheauthorandMr.NguyenBaToan–Vice-presidentofP o m i n a 2 SteelJ o i n t StockC o m p a n y t o o k p l a c e i n meetingr o o m s o f t h e f a c

t o r y i n P h u MyIndustrialPark,locatedatBaRiaprovince.Thisconversationaimedtoobtaininformationofthec o m p a n y andgaini n s i g h t s o f t h e currentsituation.Duringt h e interview,n o t e s wer

em a d e i n

whichthemostimportantinformationwaswrittendown.Thisisanin-

depthinterviewwithmostopen-endedquestions,aimedatgainingdeeplyawiderangeofinsightsonspecificissues.Thistypeofinterviewwaschosenbecauseitprovidesreliable,comparablequalitativedata,and,theintervieweewasablet o expresst h e i r viewsi n t h e i r ow n way.T h e p ur pos eo ft hi s s t u d y ist o helpsfind outthepotentialproblems,aswellascluesfor anapplicablesolution

Hereis theinterviewoftheauthorwithMr.Toan–Vice presidentof thecompany:

were:

AfterthemeetingwithMr.Toan,aproblemwaspresentedtoseewhatpotentialsproblems

Author:PhamNguyenKhanh–ISBMBA9| 15

Highaccidentrate

Lack of supervisor’s management and leadership skill.”

Worker’s skill not well trained

Managers lack of leadership skill

Job safety is loosen

Managers do not know deeply the machinery’s standard procedure

Accidents happened

Lack of skill labors & engineers

Unskilled worker has to work high level jobObsolete machinery and equipment & not well maintained

Problemmess

s mentioned above,therevenueofourcompany increasedc o n s t a n t l y everyyear,from4856billionsVNDin2016to6649in2018,andinQ2.2019is3586b i l l i o n s VND,9 4 % upcomparedwiththesamequarterof2018

Butl o o k att h e companyfinancialreport,t h e a u t h o r observesa c o n s t a n t decreasei n t h e f i

x e d assetsbookingvalues, showastable below:

Whati s t h e meaningoft h i s decreasingo n f i x e d assett h r o u g h t h e year?

Itshowedt h e decreasedo f t h e m a c h i n e r y andequipmentv a l u e afterdepreciation Thatmeansf

o r o v e r 3 years,thecompanydidn’tinvestforanyadditionalnewfixedasset,onparticularmachiner

yandequipment.That’swhyaccidenthappenedi n A p r i l 2 0 1 9 T h e e q u i p m e n t failedbecaus

et h e c o m p a n y didn’thavenecessaryre-investment

 Worker’sskill notwelltrained

IntherecordoftheHRdepartment,intheyears2017and2018,therewasahighresigningrateofskilledworkers,particularlyinthePomina2’sfactory.The

numberoflabordroppedfrom8 2 5 peoplein2017to718peoplein2019,mainlyoftheskilledworkerswhohadmorethan3yearsofexperience

Andsowhatwereleftwere

mostlyunskilledworkers.Theydonothaveenoughexperienceb u t

havetoworkathigh-leveljobssuchasthecasting.Thiscouldbeafactorthatmadeaccidenti n April2 0 1 9 happened,p o o r q

u a l i t y ofunskilledworkers.T h i s i s o n e o f t h e problemsw e s h o u l d l o o k i n deeper

Numberof total resignedemployeesin 2019

Resignedemployee’sposition in2019

 Lackofsupervisor’smanagementandleadershipskill

Anotheraspectofthecompany’sHR,thenumberofmanagersisonlyasmallpercentagecomparedwiththenumberoftotalemployees.Accordingtothecompanyinternalinformation,i n

t h e year2019therewere718employeesworkingin thePomina2 factory:

Vice director 2 2 2

Supervisor 26 3,15% 23 3,19% 23 3,2%Skilledworker/Engineer 226 27% 158 22% 158 22%Unskilledworker 570 69% 536 74% 534 74%

Wecanseethereductionof thenumbersofskilledworkersfrom 226 people in 2017 to158i n theyear2018and2019,27%downto22%,andthenumberofsupervisorsalsoreducesfrom2 6to23.Notes:engineersmusthaveatleast3yearsofexperienceandforasupervisoratleast5yearsof

workingexperience

Onpractice,t h e s k i l l e d workersarei n chargeo f

high-levelw o r k s u c h asc a s t i n g a n d steelmaking,t h e s e j o b s requireexperienceandknowledge,mistakesareunacceptable,i f anym i s t a k e happenedi t couldmake amajor impactf o r thew h o

l e factory.O n theotherhand, theunskilledworkersi n c h a r g e ofth el es s importantj o b s u c h asr u

n n i n g m a c h i n e f o r t h e s t e p ofr o l l i n g steelortransportmaterialswithinthefactory.Eachworkingstephasseveralteams,andeachteammanagedbyonesupervisor

Themanagerso f th e c o m p a n y technicallyare ski ll ed workersw i t h m o r e th an 5 yearso fexperience.Theyarecertificateengineers,sotheyhavegoodworkingskills,butitdoesn’tmeant h a t allo f t h e m haveskillo f leadershipt o managet h e e n t i r e team.Sometimest h e y h a d t o d i r e c t

l y o p e r a t e t h e processi f t h e j o b i s t o o complicatedo r lacko f workers.O n e cansaysuperv

isorsknow deeply how,butit isn’tsurethattheyknowh o w toperformt h e i r leadershipskillandmanagementskills

technicalknow-toorganize works,coach,trainotherteammembers.BackattheaccidenthappenedinApril2019,Mr.Toansaidthatthemainerrorcomesfromt h e factthatsupervisorsdidnotfollowstrictlythecompanystandardsafetyprocedure.Thiswasa seriousproblemthat thecompanyhasto find solutions for

2 Problemvalidation

Afteridentifyingthepotentialproblems,nowwehavetovalidatetherealreasonsmakingt h enetprofitdropped.T h i s processi s alsoc a l l e d selectingProblemf r o m ProblemM e s s o r Validationo f Problem.T o checkt h e v a l i d i t y oft h e p o t e n t i a l problemsstatedabove,actualinformationhastobecollectedasspecificaspossible.Indetails,qualitativemethodswereused.Forthisfieldofstudy,bothdeskresearchaswellaspracticalinformationisdesirable.Therefore,literaturereviewandinternalinterviewswere carried out

Tobeginwith, deskresearchthrough documentr e v i e w s helpstoidentify thekeyfactorst h

a t canimpacton themanagementskill

 Obsoletemachineryandequipment&notwellmaintained

Beginwiththefirstpotentialproblem,machinesareobsolete&notwellmaintained.Thisproblemcaneasilybespottedwhenwe

lookatthefinancialreport,theauthorwouldliketodrawf o l l o w i n g table:

%ofvariance Unit:BillionVND 2016 2017 2018 30/06/2019 2017-

2016

2017

2018-30/06/2019– 30/06/2018

Tangiblefixedassets 538,16 488,26 523,47 452,22 -9,3% 7,2% -13,6%

Originalprice 1.995,25 2.021,28 2.029,49 2.036,03 1,3% 0,4% 0,3%

Accumulateddepreciation (1.457,09) (1.497,81) (1.541,23) (1.583,80) 2,8% 2,9% 2,8%

Wecouldseethatthefixedassetswerealmostfullydepreciated.Thetangiblefixedassetwasdecreasingthroughthe years,from539billion VNDto452 billion VND.Althoughevery yearthecompanydidbuysomefixedasset,butitwasmostlypartstoreplacebrokenequipment,b u t this valuewastoosmall comparedwiththe accumulateddepreciation made everyyear(In2 0 1 7 , theoriginalpriceincreased1.3%butaccumulateddepreciationwas2.8%,0.4%increased

and2.9%depreciatedin2018,andthesamewith2019,0.3%increasedoriginalpriceand2.8%).Anothertableforthereaderseasiertounderstandthesituation,thefollowingisatableshowingt h e percentageofthecurrent valueoffixedassetcomparestotheiroriginalprices

%Tangiblefixedassets/Originalprice,onaverageinthesteelindustry,shouldbebetween50-6 0 % , less than 40%would beanalert forthe qualityofequipment

Forthisproblem,theauthor took aquickinterviewwithMr.Toan,andhesaidthatthiswast h e

p o l i c y ofthecompany.With 3factories,thevalueofmachinery&equipment was huge(total

~7.600billionVNDfor3factories),ifreplacethemcyclically,inasynchronizedmannerforallmachines

i t wasa financialburdent h a t t h e c o m p a n y couldn o t take.S o t h e p o l i c y o f t h e c o m p

a n y wastokeepusingtheoldmachines,andtoreplaceonlywhatwasbroken–

couldnotb e usedanymore.Ifamachinewasfullydepreciated,theywouldreplacewiththesamemachinebymovingfromanotherfactorythatstillcanoperate,andbuyonlynewonesifthatwastheonlyway.T h i s

s t r a t e g y coulde xtendt h e machine’sl i f e from1 0 yearst o 1 5 years.That’swhytheoriginalp r i c ewasincreaseds o l i t t l e e v e r y year,andt h i s p o l i c y isk e e p i n g thecostburdenasl i t t l e aspossible,b u t thesituationwast h a t t h e revenuea n d netprofitk e p t decreasingast h e authormentionedabove.Ashesaid,althoughheknewthedangerofusingout-of-

.AccordingtoTamandLe(10),themanagersshouldbeabletodelivertherelevanceofemployee’sworkandhowtheycontributetothefirmbyexcellingattheirwork.Inthiscase,thesupervisorsofthefactorycouldn’tconveythenecessaryworkingspiritandworkingstandardtot h e i r workers.BacktotheinterviewwithMr.Toan,hementionedthatonthedayofaccident,themanagerrushedtofinishthejob,hepushedtheworkerstomakeshortcutintheprocess,andtheaccidenthappened.Aftertheaccidentthecompanyhasfiredthemanager.Anyhow,notonlythesupervisorwasnotableorrefusedtofollowthecompanyworkingsafetyprocedure,buthealsocouldn’ttrainandc o a c h a d e q u a t e l y h i s w o r k e

r s T h e workers’s k i l l c a p a c i t y couldo n l y beincreasediftheirsupervisorswerecapabletotrainthemskillsthatneededtoworkmoreefficiently,statedbyCornelius(11).ReturntoTamandLe(10)’sstatement,thisproblemcouldb e solvediftheworkerhadabettersuperior,whocouldsupportthemandtrainthemknowhowt o i m p r o v e theirworkingcapacity

 Lackofsupervisor’smanagementandleadershipskill

Nowforthethirdpotentialproblem,lackofsupervisor’smanagementandleadershipskill.AccordingtoresearchesofSenker(12),th e supervisorsareresponsibleoftheworksafetyandproduct’squality,aswellassolvingandanalyzingproblemsofthemanufacturingprocessandtoprovideappropriatetrainingfortheirteammembers.AnotherresearchconductedbyMichealetal(13),mentionedthatcompaniescouldimprovetheirproductivityandproductqualitybytheirsupervisors.Supervisorsaregreatexamplesf o r t h e i r teamm e m b e r s , t h e y c a n influencet h e i r subordinateteamm e m b e

r byp r o v i d i n g t h e m a d v i c e s o r feedbacksa b o u t t h e i r performance.Overall,theseliteratureresearchesallpointedouttheimportantroleofagoodsupervisorforthebusinessofanycompany.Tostrengthentheanalysis,theauthorconductedanothersurveywitht h e workers,includingsupervisors,ontheCastingprocess(about80people).Theauthors p e c i f i c a l l y choset h i s p r o c e s s , b

e c a u s e t h i s w a s wheret h e a c c i d e n t happenedandt o n a r r o w d o w n

t h e numberofrespondents,eliminatejamminginformation

First,asu rv ey questionnaire wasdesigned,whichincluded allthee l e m e n t s affectingthe p o t e n t i a l problem.ThequestionnairewasthendirectlyhandledbytheauthortotheHRdepartmentofthecompany.The expectedrespondents shouldbe 60—80,equivalentto75%-

100%.Theauthorchosetoconductdirectsurveyratherthanonlinesurveybecausemostoftheworkerswerelocalpeoplelivingaroundthecompany’slocation,locatedatPhuMycommuneatBaRiaprovince,aremotearea,about100kmtoHoChiMinhCityand40kmtoVungTauCity.A l s o , accordingtotheHRdepartment,around60/80workershadonlyaneducationlevelbelowgrade1 2 , andf o r u n s k i l l

e d workerstheo n l i n e

s u r v e y m e t h o d w o u l d notworki f a p p l i e d Anotherreasonw a s t h e directs u r v e y could

b e do ne mu ch f a s t e r andmorec on ve ni en t f o r th e authorwhohadtotravelfromHoChiMinhCity,andcouldgetimmediatelytheresultswithouthavingtowait.Thequestiongivenwas"Whatarethefactorsthataffectedthestandardp r o c e d u r e ? ”whichruleshaveb e e n violatedint h e accidenth

a p p e n edi n April2 0 1 9 ? ” T h e authorwasablet o collect6 8 r e s p o n d s o u t o f 8 0 , t h e r e s u l

t s o f t h e surveytogetherw i t h t h e answersweredescribed inthefollowingtable: