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Proposal of Online Training and Certification System
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BPMN 6053
MANAGEMENT INFORMATION SYSTEMS
Individual Project
Proposal of On-line Training and Certification System for Carsem (M) Sdn Bhd
Prepared for:
Lecturer : Siti Noratisah Bt Mohd Nafi
Prepared by:
Student : Roshanizam Bt Che Pee Matric no : 802251 IC No : 720621-02-5290
Proposal of Online Training and Certification System
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Proposal of on-line Training and Certification System for Carsem (M) Sdn Bhd.
1. Abstract
To be effective in today’s dynamic and competitive business environment, an
organization must think in the system mode. With appropriate management information
systems in place, the organization able to focus their attention on the creative elements of
management such as developing strategy, searching for new opportunities and
competitive advantages, and optimizing the use of the organization’s resources.
More organizations have begun using information systems strategically to reap
significant competitive advantage in their operations. They are increasingly interested in
managing the strategy-technology connection to develop new systems of achieving
competitive advantage (Das et al., 1991). Information technology is a key ingredient in
this emerging recipe for competitive advantage through manufacturing (Coates, 2000;
King and Teo, 1997; Lederer and Sethi, 1996; Sambamurthy et al., 1993)
2. Introduction
2.1 Background
Carsem (M) Sdn Bhd is a leading provider of turnkey packaging and test services to
the semiconductor industry, and offers one of the widest range package & test
portfolios in the world. Founded in 1972, Carsem is among the most experienced
companies in semiconductor industry and is recognized as one of the largest in unit
volume production. Carsem has over 8,000 employees and ship in excess of 100
million units each week and more than 65% of this volume is shipped as fully tested
Proposal of Online Training and Certification System
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product. Carsem is a member of one of South East Asia's most successful
corporations, the Hong Leong Group, who views semiconductors as a core business.
It has three high technology factories. Two are located in Malaysia, and a new third
factory is located in China. The two factories in Malaysia, Site1 and Site2, are 10
miles (16Km) apart. The factories are supported by extensive Research &
Development and failure analysis staff and incorporate highly sophisticated, "state of
the art" automated equipment, ensuring quality products which meet the exacting
standards of all the automotive, telecom, computer and consumer goods industries.
Both factories maintain world-class quality standards having achieved ISO/TS
16949, ISO-9001 and ISO-14001certifications and comply with the Sony Green
Partner Program. They are supported with a global network of sales and technical
support offices.
2.2 Problem Statement
To maintain the quality standards of the product, the company has to ensure their
employees are well equip with relevant and latest information, knowledge, and skills
in order to be able to face the changes in technologies and being competitive
advantage. Due to this, training has become crucial for the organization to keep up
with these changes.
At the same item, the organization is also facing with shirking budgets, an
increasingly mobile workforce that makes traditional mode of training difficult as
employees may not be able to place at a location for a prolonged period. There is
also the issue of training effectiveness, how to measure the outcome of the training
Proposal of Online Training and Certification System
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as well as to determine if an employee have benefited from the training they have
attended.
For a big organization in this globalization world, the problem is exacerbated by the
sheer number of workers that it will need to be trained and continue training to keep
their effectiveness. In fact, training is one of the key parameters top management and
key customers evaluate a company. It is therefore imperative that with the constraints
and the increasing importance, the company is looking at more effective training
system that not only help them to train their workers faster but also manage the
process so that they are not bogged down with administrative details but concentrate
on the core task of developing the best training possible.
As training are not only resource intensive but at the same are also administratively
heavy, Carsem is taking the first step in exploring and investing on information
system known as e-Learning and on-line Certification System that will help to reduce
the costs, improve the effectiveness, as well as to make the transition from classical
training model to one utilizing the latest training methodology.
3.0 Challenges in Training
Carsem is generally facing with 3 main challenges in the management of their
training process:
3.1 Quality of Training
Manufacturing industry processes are complicated processes which the
organization requires their employees to not only understand but master.
This often translates into a very structured method of training and
Proposal of Online Training and Certification System
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certification to ensure that the employees continue to maintain their skills
and knowledge. Such retraining may mean a certification validity period
of between 3 to 6 months. Translating this to thousands of employees that
need to be recertified in such a short period gives an indication of the
resources, time and manpower needed in order to ensure these employees
are kept in tip-top condition.
However such trainings may not necessary be very interesting. Because it
involved a very structure process and when trainers went through these
processes, it can sometimes be very dry and monotonous. The difference
in quality of the trainers and conditions may mean that the delivery of the
training content is not consistent all the time. Coupled with the fact the
class may consist of 10 – 30 employees makes it difficult for trainers to
monitor the progress of the employees.
3.2 High Administrative Overheads
The administration of the training process and schedule necessitate a high
level of overheads for the training administrators and supervisors. They
must not only keep track of the training schedule but any results from the
training will have to be manually entered into a computer for record
keeping.
Management reports or specific information may have to be manually
constructed and generated especially those on ad-hoc requests from
customers or even top management. These takes away time from
Proposal of Online Training and Certification System
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supervisors or trainers whose key role is not to generate reports but to
supervise their employees or conduct training.
3.3 Integration with other systems
Training is part of the integrative process of manufacturing and will thus
have to be integrated with the manufacturing system of the plant. Systems
that integrate with the HR Information System (HRIS) will be able to
know if there are any new recruits or hires to the company and based on
their designation, administrators can place them to a training road map
which the system will help to maintain and facilitate.
Training System should also be integrated to the back-end system like the
Manufacturing Execution System (MES) so that employees who are not
certified for certain skills will not be allowed to operate the machines or
provide the service. This open and transparent system will help to ensure
product and service quality.
4.0 Solutions to the challenges
Adoption of online training system is emerging due to the availability of advanced
information system (IS). Information system (IS) speed up activities, facilitate
decision making as well as distribute operation with collaboration (Huang and Nof,
1999). According to Dilts and Wu (1991), knowledge-based system (KBS) connects
each individual database through a common intelligent interface for each
Proposal of Online Training and Certification System
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manufacturing application program.
Other researchers approached manufacturing information integration by developing
quality systems for total quality control from various perspectives, such as user
involvement (Tait and Vessey, 1998), user friendliness (Adams at al, 1992), ease of
use (Davis, 1989), and system performance (Saunders and Jones, 1992).
According to (Salazar, 2003a; 2003b), the cross-functional teams may contribute in
the implementation of new IS, promote the use of the system as well as sharing the
information across management functions.
In addressing the challenges faced by an organization as outline above, Online
Training System seeks to achieve the following objectives.
4.1 Reduce Administration Overheads
a. Cut down administrative duties by leads and supervisors on
reports and training supervision
b. System to be able to monitor the complete training workflow
c. Provide one click report from employee level to management
An organization able to achieve the above objective through training certification
and workflow engine that manages the complete training process from the day an
employee joins the company to the day she/he leaves. Complete training history
of every course she/he takes and test results will be kept by the system.
Proposal of Online Training and Certification System
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4.2 Makes Training More Interesting
a. Reduce number of trainers
b. Shift from “training by norm” to “training by exception”
c. Instruction to coaching
Online Training addresses these issues by moving the training from classroom
base to online; which require efficient and effective information system to be
implemented in the organization.
Multimedia developed content with videos, photos and illustrative graphics help
to spice up the lessons. Coupled with voiceovers that goes with text make the
lessons clearer as the trainees not only get to read the notes, listen to the
explanation and at the same time get to look at the supporting
videos/pictures/graphics that help to reinforce the pointers. At the same time when
they take an online test, it is not only just text, but the questions can be graphics,
videos or a different variety of combinations. This makes assessment more
relevant and interesting to the trainees.
As the same set of content can be accessed by as many numbers of trainees as
there are computers around, the size of the training department does not
necessarily scale proportionately to the growth in employees headcount.
Proposal of Online Training and Certification System
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Through online training, the system is also able to identify employees who have
difficulty understanding the lessons. In this way, trainers are able to focus on
these weaker employees and spend more time to take them up to speed. Trainer
role will be more interesting as they will be able to spend more time to coach
those employees who really need extra help. Training paradigm can move from an
“Instructional Model” to a “Coaching Model”.
According to Lentell (2003), trainers should facilitate and guide the learning of
their students, in this case new hired employees, in order for them to develop their
knowledge and understanding.
With online system, a standard set of content can be deployed across multiple
sites or plants, (example a big company which has 3 plants; one plant located in
Suzhou, China and two plants located in Ipoh, Malaysia). With the global
development of digital age and information technology, management information
system (MIS) plays a significant role in today’s business competition and
significantly impacted the way business is conducted today.
5.0 Recommendation
5.1 Learning Management System (LMS)
LMS provides three basic functions of Administration, Collaborations and Content
Management. In addition it also includes the Certification Management Module as
well as the Content Authoring Module which will help to facilitate the development
of Online Content suitable for a manufacturing environment. The description of the
different functionalities is shown below:
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Figure 1: E-Learning (online) Platform
For the Administration, the screen capture below shows the Administration tools:
Figure 2: The Administration Tools
In developing the eLearning platform, the following tools are required to facilitate the
learning process.
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5.2 Course Management Tools
The Course Management Tools consists of the following modules:
a. Course Management
This module manages the creation of courses and all the tools related to
the contents. Feature within the Course Management Module is one of the
most comprehensive that allows the trainers to manage the learning
process. The tool provided in the course management is shown below:
Figure 3: Course Management
b. Question Bank
Question Bank is created which will allow questions to be developed and
stored in the database. These questions can be drawn from any of the
trainers within the cluster to allow them to create assessments for their
students.
c. Coursework Component
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5.3 User Management Tools
The User Management Tools includes the following:
a. User Registration
b. Course and User Search
The system is also includes search facilities which will allow the user
not only to search for the courses but also the users within the system.
This is especially ideal for instructors or administrators who want
review certain individual’s performance or learning records.
c. Sub-Administration Management
The sub-administration management allows the flexibility of defining
sub-administration whose roles and functions can be specified to allow
a more flexible administration
6.0 Certification Module
6.1 Build-in certifying flow
The whole training and certification process is built within the system. The
system will arrange the training, the certification and recertification process
automatically without requiring the administrator’s manual intervention.
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Figure 4: Certification flow
6.2 Efficient and effective report
There are various types of reports available in the system. Efficient and effective
IS is required in order to be able to generate right reports for the right end users.
Figure 5: Reports
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7.0 Conclusion
Great challenges have placed on Training Department on human resources
development all over the world; faced with increasing changes in technologies,
economic and even politic underpinning, training have become crucial for any
corporations to keep up these changes.
With the proposal to implement the on-line Training and Certification System for
Carsem (M) Sdn Bhd, it is expecting the new IS will be able to resolve some major
short comings faced among proprietary systems, an open system that allow the
porting of content to third party software and vice versa. The web based technology
enable end users to conduct their learning at anytime at their convenience.
The close loop certification system which will be linked up with Manufacturing
Execution System (MES) access rights will be able to block uncertified employees
and those with expired certification from performing product and information
transaction.
A well defined and structured management information system initiative is likely to
secure any competitive advantage to the organization.
8.0 References
Huang, C.Y and Nof, S (1999), “Enterprise agility: a view from the PRISM lab”,
International Journal of Agile Management Systems, Vol. 1, pp.51-61.
Dilts, D.M. and Wu, W. (1991), “Using knowledge-base technology to integrate CIM
database”, IEEE Transactions on Knowledge and Data Engineering, Vol. 3 No. 2,
pp. 237-45.
Proposal of Online Training and Certification System
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Tait, P. and Vessey, I. (1998), “The effect of user involvement on system success: a
contingency approach”, MIS Quarterly, Vol. 12 No. 1, pp. 90-106.
Adams, D.A., Nelson, R.R. and Todd, P.A. (1992), “Perceived usefulness, ease of use,
and usage of information technology: a replication”, MIS Quarterly, Vol.16 No. 2,
pp. 227-47.
Davis, F.D. (1989), “Perceived usefulness, perceived ease of use, and user acceptance of
information technology”, MIS Quarterly, Vol. 13 No. 3, pp. 318-410.
Saunders, C.S. and Jones, J.W. (1992), “Measuring performance of the information
systems function”, Journal of Management Information Systems, Vol. 8 No. 4,
pp.63-82.
Das, S.R., Zahra, S.A. and Warkentin, M.R. (1992), “Integrating the content and process
of strategic MIS planning with competitive strategy”, Decision Sciences, Vol. 22
No. 3, pp. 953-84
Coates, J. (2000), “Manufacturing in the 21st century”, International Journal of
Manufacturing Technology and Management. Vol. 1 No. 1, pp. 4
King, W.R. and Teo, T.S.H. (1997), “Integration between business planning and
information systems planning: validating a stage hypothesis”, Decision Sciences,
Vol. 28 No. 2, pp. 279-308.
Lederer, A.L. and Sethi, V. (1996), “Key prescriptions for strategic information systems
planning”, Journal of Management Information Systems, Vol.12 No.2, pp. 35-62.
Sambamurthy, V., Venkataranam, S. And DeSanctis, G. (1993), “The design of
information technology planning systems for varying organizational contexts”,
European Journal of Information Systems, Vol.2 No.1, pp. 23-35.
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Salazar, A (2003a) Business Process Improvement, in: Rodrigues, RJ., Oliver, N.C.
Monteagudo, JL., Hernandez, A. And Sandor, T. (eds) e-Health in Latinoamerica
and the Caribe: Trends and Emergent Themes, Pan America Health Organization
with Medical Informatics Foundation, and Instituto de Salud Carlos III,
Washington , DC.
Salazar, A (2003b) Knowledge Management, in Rodrigues, RJ., Oliver, N.C.
Monteagudo, JL., Hernandez, A. And Sandor, T. (eds) e-Health in Latinoamerica
and the Caribe: Trends and Emergent Themes, Pan America Health Organization
with Medical Informatics Foundation, and Instituto de Salud Carlos III,
Washington , DC.
Lentell, H. (2003). The importance of the tutor in open and distance learning. En A.Tait
& R. Mills (Eds.) Re-thinking Learner Support in Distance Education: Change and
Continuity in an International Context (pp. 64-76). London: Routledge Falmer.
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