A Brief Note On Hon Hai Precision Industry Co. Ltd

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“You don’t understand, we have no additional capacity!” has claimed and showcased the condition of considerable labor-intensive enterprises currently. Doubtlessly, over 99.99% of the enterprises are always working their tails off to augment productivity with least costing,thus contributing to workers’ overwhelming workloads probably—Apple’s important foundry, Hon Hai Precision Industry Co. Ltd (also known as Foxconn) in Taiwan,used to be condemned strongly by the public due to intensive operators’ suicidal jump in Shenzhen, China in 2010. What’s worse, most of those suicidal jumpers experienced overwhelming overtime working before their death, which shocked whole China and provoked public to concentrate on the sweatshop issue around us.…show more content…
Likewise, the firm worked its tails off to enhance productivity by increasing direct labor and direct materials as input typically, reaching to threshold as much as possible, which was regarded as “working-hard” organizational style. However, one problem is coming up: what if we are not accessible to more direct labors and direct materials? Here the theory of constraint adequately attempts to tackle the problem. In lieu of simply increasing or even squeezing direct labors or direct materials, as those sweatshops did, the firm ameliorated operational details, such as cleaning out the trapped work-in-process, to reduce the trivial processing time. For instance, this company reduced batch-size from 1/2 to 1/8, resulting in the emancipation of productive force eventually. Such negligible changes save numerous manufacturing times, manifesting that none of the detailed should be ignored since it may also change the organizational style profoundly. Apparently, TOC was broadly applied in multiple industry fields based on its overwhelming advantages, which was instantiated in Enterprise Airspeed. Initially, TOC envisages the existing of the bottleneck constraints, differentiating treatment on the planning and scheduling of bottleneck and non-bottleneck respectively. In a word, TOC
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