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ASMUNTI LTD’S DILEMMA

ASMUNTI LTD’S DILEMMA. THE FINNISH CASE STUDY BY KTUAS AND NKUAS. Luciana Ribeiro, Delphine Sabatier , Loïc Santini , Rafaela Leguíssimo , Samira Taybi , Kalle Heikkinen , Kim Satokangas , Ferran Martí , Linda Krievane , Marja Pajari . CONTENTS. Introduction to the case study

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ASMUNTI LTD’S DILEMMA

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  1. ASMUNTI LTD’S DILEMMA THE FINNISH CASE STUDY BY KTUAS AND NKUAS Luciana Ribeiro, DelphineSabatier, LoïcSantini, Rafaela Leguíssimo, Samira Taybi, KalleHeikkinen, Kim Satokangas, FerranMartí, Linda Krievane, MarjaPajari.

  2. CONTENTS Introduction to the case study • Regionpointofview • Familypointofview • Firmpointofview • Humanresourcesaspect • Workhealthandsecurity • BSC • Leanmanagement Conclusion

  3. INTRODUCTION • ASMUNTI LTD’S, LOCATED IN TORNIO (FINLAND) • OWNED BY A FAMILY (FAMILY BUSINESS) • 200 EMPLOYEES. • LOSS OF COMPETITIVENESS (2 YEARS OF LOSSES) • CHINESE PRODUCTS COMPETENCE • DOWNFALL OF PRODUCTIVITY (5% IN 2 YEARS)

  4. EMPLOYEES SITUATION • AVERAGE AGE: 41 • 25% BETWEEN 48 AND 62 • ON AVERAGE, 25 SICK DAYS A YEAR • DEMOTIVATION (30%) • ALCOHOLISM AND SMOKING PROBLEMS: • HIGH BLOOD PRESSURE • HEART PROBLEMS

  5. OPTIONS FOR THE COMPANY • SELLING THE COMPANY TO A CHINESE FIRM FOR 3 MILLION € • CHANGE THE PRODUCTION TOTALLY: COOPERATION WITH A LATVIAN INVENTOR • KEEP THE COMPANY AND DEVELOP IT DIFFERENT POINTS OF VIEW • REGION • FAMILY OWNER OF THE COMPANY • FIRM

  6. REGION POINT OF VIEW

  7. SEA LAPLAND REGION • The total population is 65176 • The total area is 6426,13 km2 • Population density is 10,14 people/km2.

  8. DEVELOPING THE COMPANY IN TORNIO • Potentialnewworkplacesandinvestments for thearea: • Chance ofattracting more people to liveinthearea • Increaseintaxincome • More activities

  9. SELLING OR CLOSING DOWN • Dramatic increase in unemployment • Total loss of around 800 workplaces • Fall in the prices of property • Huge loss of tax income • Losing potential investments in the area

  10. FAMILY POINT OF VIEW

  11. POINT OF VIEW OF THE OWNER FAMILY Selling to a Chinese firm: • 3 million € • Maybe they can live by this income for the rest of their life • If the company has debts after selling, they will receive less than 3 million • The end of family business Cooperate with the Latvian inventor: • They lose 10% of the ownership of the company • Company changes their product portfolio totally • Owners should spend a lot of money for changing equipment and retraining workers • Company can win a lot of money but the risk of failure is big because of the new products which they would start to produce

  12. POINT OF VIEW OF THE OWNER FAMILY Keep the company and develop it: • They continue the family business • Company has to do lots of developments and changes into their production • They have the possibility to increase profits but they have also the risk that company keeps on going down and making bigger losses • Family companies have different values than other type of companies and they want to keep their ownership of the company more often

  13. FIRM POINT OF VIEW

  14. HUMAN RESOURCES ASPECTS

  15. WORK HEALTH AND SECURITY Thehumanhealthis a veryimportantissueineverybody´slives. Ifwehavemanydiseasesandwe’renotfit, wecan notenjoylifefully. • Theinterventions are: • Promote medical consultancy; • Help the employees about alcohol and smoking problems; • Promotephysicalexercises; • Giveinformationabouthealthierfood; • Controlemployeesbloodpressure, blood glucose, cholesterolandweight; • Support and help the employees to solve their problems: • Teachergonomicpositionsinworking.

  16. BALANCED SCORECARD

  17. Leanthinking, a managementphilosophy • Leanthinkingfocuseseliminating 7 wastes • Unprofitablefunctions, for ex. inventories Customersatisfaction, betterquality, lowercosts, betterproductionflow • JIT, JustIn Time • Rightamount, right time, rightplace, goodquality

  18. Tool for qualitymanagement

  19. EnterpriceResourcePlanning (ERP) • Informationsystem • Integratesdifferentfunctions: production, warehousemanagement, billing • designed to improve business efficiency both functionally and economically • All data in the same database when the real-time data sharing between the different functions is easy. • Enables the entire enterprise to improve its operations instead of optimizing only departmental activities

  20. CONCLUSIONS • OUR ADVICE: KEEPING THE COMPANY • KEEPING MEANS MAINTAINING THE FAMILY BUSINESS • ACTIONS NEED TO BE TAKEN IN THE COMPANY: • NEW MANAGERIAL SYSTEM: MOTIVATION, CORPORATE CULTURE • IMPROVE THE EMPLOYEES HEALTH • ROTATION OF THE WORK • TAKING INTO ACCOUNT THE OLDER EMPLOYEES • HUGE BENEFITS FOR THE REGION • EMPLOYMENT CREATED • INCREASE IN INCOME TAXES • = CORPORATE SOCIAL RESPONSIBILITY

  21. -THE END-

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