Sample Chapter 5 Thesis

Sample Chapter 5 Thesis

CHAPTER 5 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS This chapter summarizes the findings, generated conclusions and recommendations based on the analysis of the results of the study on Underscoring the Operations Management of MCX Motor (Phils) Inc to Uphold Filipino Standards in the Motor Industry done by the researchers. The respondents of the study were composed of thirty-two (32) management people of MCX Motor Inc. located in Bulacan. The study was conducted during the first semester of the school year 2011-2012.

The descriptive method was applied by the researchers and designed questionnaires as their primary instrument in gathering data. Preliminary research and unstructured interviews were also conducted to further increase their understanding about the subject matter. To ensure impartiality on presentation, analysis and interpretation of data, the researchers used statistical tools such as: Frequency and Percentage Distribution, Ranking, Weighted Mean, One – Way Analysis of Variance and Likert scale. Statement of the Problem This study aimed to underscore MCX Motor (Phils) Inc Operations Management.

Moreover, the profile of the company representative, the business perspective, operations management, financial perspective, problems encountered and possible solutions, socio-economic contributions and any significant difference among variables were factored in. Specifically, this study endeavored to answer the following: 1. 0 What is the profile of MCX Motor (Phils) Inc. ‘s management people in terms of the following: 1. 1 Age; 1. 2 Gender; 1. 3 Civil Status; 1. 4 Highest Educational Attainment; 1. 5 Department Assigned; and 1. 6 Number of Years in the company? 2. 0 What is the perspective of the business in terms of the following: . 1 Nature of Business; 2. 2 Number of Years in Operation; 2. 3 Most Preferred in the Product Portfolio; 2. 4 Most Common Customer; and 2. 5 Most Availed Form of Sales? 3. 0 How does the company manage their Operations and their strategies on the following terms; 3. 1 Product Research and Development; 3. 2 Quality Management; 3. 3 Inventory and Material Requirements Planning; 3. 4 Scheduling; and 3. 5 After-Sales Services? 4. 0 What is the financial perspective of MCX Motor (Phils) Inc in terms of the following: 4. 1 Policies and Procedures; 4. 2 Book of Accounts/Documents; 4. 3 Accounting System; 4. 4 Tax Implications; and . 5 Financial Statement and Reporting? 5. 0 What are the problems encountered and the possible solutions thereto? 6. 0 What are the socio-economic contributions of the company? 7. 0 Is there a significant difference between the profile of the respondents and its: 7,1 Operations Management; 7. 2 Financial Management; 7. 3 Problems Encountered and Possible Solutions; and 7. 4 Socio-Economic Contributions? Summary of Findings In light of the data analyzed by the researchers, summary of findings were stated. 1. Profile of the respondents Findings showed that 37. 50% of the selected management people of MCX Motor (Phils. Inc. are below 30 years old, followed by those who were from 30 up to 39 with 31. 25% of the respondents. There were respondents who aged from 40 up to 49 years old which were 18. 75% and those who aged from 50 above took 12. 50% of the total respondents. It also showed that 59. 38% were male and 40. 63% were female. As to civil status, finding showed that 37. 50% were single and 62. 50% were married. Respondents attained different levels of education. 3. 13% of them have college units while 81. 25% did finish their college degree. A measly 3. 13% of the respondents had their master’s while12. 0% had their master’s degree. The respondents came from different departments of MCX Motor (Phils. ) Inc. Spare Parts Warehouse took 5. 13% of the respondents, while Research and Development had 2. 56%. 7. 69% of the respondents were distributed each of the three following departments, namely, Production Planning and Inventory Control, Production, and Human Resource Management and Development. 10. 26% of the respondents were from Manufacturing Engineering, 12. 82% from Quality Management, and 5. 13% each from Customer Service, Sales, and Marketing. The last share of 12. 82% came from the Finance Department.

All of the respondents had been with the company from one (1) up to (5) years. 2. Company Perspective Findings showed that MCX Motor Inc. was a manufacturing company and was already in operation for more than 1 year but not more than 5 years. All the respondents agreed that the most preferred product of the company were motorcycles and that their most common customers were motorcyclists and racers. The company’s most availed form of sale was Credit or Installment sales. 3. Operations Management With an average mean of 4. 57 on Inventory and Material Requirement Planning, 4. 60 on Scheduling, and 4. 5 on After Sales Services, these findings showed that the respondents strongly agreed with most of the Operations Management that MCX Motor (Phils. ) Inc. applies. However, the respondents agreed on two more variables for operations management, Product Research and Development and Quality Management, with an average mean of 4. 39 each. 4. Financial Perspectives With an average mean of 4. 54 on Book of Accounts/documents, 4. 52 on Accounting System, and 4. 55 on Financial Statements and Reporting, these findings showed that the respondents strongly agreed with the financial perspectives of MCX Motor Inc.

However, they only agreed with the company’s financial policies and procedures and tax implications, having an average mean of 4. 44 and 4. 49 respectively. 5. Problems Encountered and Proposed Solutions Having an average weighted mean of 3. 45, the respondents were undecided that MCX Motor (Phils. ) Inc. does encounter problems with regards to the operations management strategic decisions. Also, the respondents agreed on the proposed solutions laid out by this research with an average mean of 4. 49. 6. Socio – Economic Contributions With an average weighted mean of 4. 5, this proves that the respondents agreed with the socio – economic and environmental contributions made by their companies to the community and among its personnel. 7. Difference between the profiles of the management people and the operations management, financial perspective, problems encountered and proposed solutions, and socio-economic contributions There were no significant differences between the respondents’ age and the perception with quality management and after sales services resulted to the acceptance of the null hypothesis (Ho).

This was evidenced by the tabular F-ratios of 3. 24 and 5. 14 that were greater than the computed F-value of 2. 26 and 1. 85. On the other hand, a significant difference existed between the respondents’ age and the perception with product research and development, inventory and material requirements planning, and scheduling which resulted to the rejection of the null hypothesis (Ho). This was evidenced by the tabular F-ratios of 3. 55, 3. 68, and 3. 68 that were less than the computed F-values of 4. 60, 15. 43 and 1. 85.

There were no significant differences between the respondents’ age and the perception with tax implications and financial statement and reporting which resulted to the acceptance of the null hypothesis (Ho). This was evidenced by the tabular F-ratios of 5. 14 and 5. 14 that were greater than the computed F-values of 3. 97 and 0. 93. On the other hand, significant differences exist between the respondents’ age and the perception with policies and procedures, books of accounts/documents, and the accounting system which resulted to the rejection of the null hypothesis (Ho).

This was evidenced by the tabular F-ratios of 3. 26, 3. 22, and 3. 89 that were less than the computed F-values of 8. 21, 53. 53 and 15. 97. There were no significant difference between the respondents’ age and the perception with problems encountered and possible solutions which resulted to the acceptance of the null hypothesis (Ho). This was evidenced by the tabular F-ratios of 4. 26 and 4. 26 that were greater than the computed F-values of 3. 43 and 0. 38.

There was no significant difference between the respondents’ age and the perception with socio-economic contributions which resulted to the acceptance of the null hypothesis (Ho). This was evidenced by the tabular F-ratio of 3. 89 that was greater than the computed F-value of . 02. There were no significant differences between the respondents’ gender and the perception with inventory and material requirements planning and after sales services which resulted to the acceptance of the null hypothesis (Ho). This was evidenced by the tabular F-ratios of 4. 96 and 7. 71 that were greater than the computed F-values of 4. 5 and 4. 69. On the other hand, there are significant differences between the respondents’ gender and the perception with product research and development, quality management and scheduling which resulted to the rejection of the null hypothesis (Ho). This was evidenced by the tabular F-ratios of 4. 75, 4. 23 and 4. 96 that was less than the computed F-values of 5. 71, 7. 01, and 8. 04. There was no significant difference between the respondents’ gender and the perception with financial statement and reporting which resulted to the acceptance of the null hypothesis (Ho).

This is evidenced by the tabular F-ratio of 7. 71 that was greater than the computed F-value of 0. 21. On the other hand, there were significant differences between the respondents gender and the perception with the policies and procedures, books of accounts/documents, accounting system and tax implications which resulted to the rejection of the null hypothesis (Ho). This was evidenced by the tabular F-ratios of 4. 26, 4. 20, 5. 42, and 7. 71 that was less than the computed F-values of 23. 20, 14. 28, 18. 93, and 7. 91.

There were no significant difference between the respondents’ gender and the perception with problems encountered and possible solutions which resulted to the acceptance of the null hypothesis (Ho). This was evidenced by the tabular F-ratios of 5. 99 and 5. 99 that were greater than the computed F-values of . 01 and 0. 12. There was no significant difference between the respondents’ age and the perception with socio-economic contributions which resulted to the acceptance of the null hypothesis (Ho). This is evidenced by the tabular F-ratio of 5. 32 that was greater than the computed F-value of . 04.

There were no significant differences between the respondents’ departmental assignment and the perception with quality management, inventory and material requirements planning, scheduling, and after sales services which resulted to the acceptance of the null hypothesis (Ho). This was evidenced by the tabular F-ratios of 2. 20, 2. 37, 2. 37 and 2. 85 that were greater than the computed F-values of 1. 60, 1. 11, 1. 36, and 2. 65. On the other hand, there was a significant difference between the respondents’ departmental assignment and the perception with product research and development which resulted to the rejection of the null hypothesis.

This was evidenced by the tabular F-ratio of 2. 32 that was less than the computed F-value of 9. 15. There were no significant differences between the respondents’ departmental assignment and the perception with policies and procedures, books of accounts/documents, and financial statement and reporting which resulted to the acceptance of the null hypothesis (Ho). This was evidenced by the tabular F-values 2. 21, 2. 19, and 2. 85 that were greater than the computed F-values of 1. 60 and 1. 68, and 1. 32.

On the other hand, there were significant differences between the respondents’ departmental assignment and the perception with the accounting system and tax implications which resulted to the rejection of the null hypothesis (Ho). This was evidenced by the tabular F-values of 2. 45 and 2. 85 that were less than the computed F-values of 17. 25 and 15. 28. There was no significant difference between the respondents’ departmental assignment and the perception with the problems encountered which resulted to the acceptance of the null hypothesis (Ho). This is evidenced by the tabular F-value of 2. 7 that was greater than the computed F-value of 1. 50. On the other hand, there was a significant difference between the respondents’ departmental assignment and the perception with the possible solutions which resulted to the rejection of the null hypothesis (Ho). This was evidenced by the tabular F-value of 2. 57 that is less than the computed F-value of 2. 62. There was a significant difference between the respondents’ departmental assignment and the perception with socio-economic contributions which resulted to the rejection of the null hypothesis (Ho).

This was evidenced by the tabular F-ratio of 2. 45 that was less than the computed F-value of 4. 37. Conclusions Based on the data gathered and analyzed by the researchers, the following conclusions were drawn: 1. Profile of Management People Most of the management people of MCX Motor Inc. are below 30 years old, and most of them are males, married and with a bachelor’s degree. All of them have been working in the company for 1 – 5 years. This means that the company adopted a forceful employee acquisition program to support business plans and operations. 2. Business Perspective MCX Motor Inc. s a manufacturing company and has been in operation for one (1) year but not over five (5) years. The company’s most preferred products in their portfolio are motorcycles and their most common customers are motorcyclists or racers who mostly avail credit or installment basis. 3. Operations Management MCX Motor (Phils. ) Inc. ‘s management people strongly agree that the present application of operations management of the company as to inventory and material requirement planning, scheduling, and after sales services, and agree on product research and development and quality management, is working effectively and efficiently.

This means that the company is concentrating on how to meet the demands and desires of the market, supply quality motorcycle to customers, provide proper technology requirement, make employment stability available and implement good time schedules and thorough maintenance. 4. Financial Perspectives MCX Motor (Phils. ) Inc. ‘s management people strongly agree on the condition of the financial perspective of the company as to books of accounts/documents, accounting system, and financial statement and reporting, and agree on two more variables which are policies and procedures, tax implications. . Problems Encountered and Proposed Solutions MCX Motor (Phils) Inc. ’s management people are undecided whether the problems presented by the researchers were encountered by the company. Also, they agree on the proposed solutions presented by the respondents. 6. Socio-economic Contributions In terms of the socio – economic of MCX Motor (Phils) Inc, the respondents generally agree on the statements regarding the socio – economic contributions of their company. 7.

Difference between the Profile of Management People and Operations Management, Financial Perspective, Problems Encountered and Proposed Solutions, and Socio-economic Contributions. There is no significant difference between the profile of the management people and the operations management strategic decisions with regards to age, gender, civil status, highest educational attainment and years of service in the company. However, there is a significant difference between the profile of the management people and the operations management strategic decisions with regards to the department assigned within the company.

This shows that the management people’ perception of the operations management, financial perspective, problems encountered and possible solutions, and socio-economic contributions of the company is influenced by the department they are assigned in the company. Recommendations Based on the data gathered and analyzed by the researchers, the following recommendations were drawn: MCX Motor (Phils. ) Inc should continue the application of the present operations management decisions, though they could enhance the implementation of product research and development and quality management.

The company’s financial perspective could use an improvement on the implementation of its policies and procedures and tax implications. MCX Motor (Phils. ) Inc. should identify the problems they encounter better so that the management can formulate ways to accurately deal with those. Also, MCX Motor (Phils. ) Inc. could give emphasis when it comes to its socio-economic contributions that will affect the satisfaction of employees and the community. Lastly, communication within the company and with the customers must be improved so that there will be efficiency with the company operations.