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1
TECHNOLOGY AUDIT (TA)
Case Studies Food Industry
By
Technology Transfer Centre (AU)
Prepared by
Prof Dr. Magdi El Messiry
Dr. Khaled El Saadany
Eng. Dina Roushdy Gohar
June 2013
2
Content
Executive summary
First Part
1.1. Structure of Egyptian Industry
1.1. 1. Introduction
1.2. SWOT Analysis of Egyptian Industry
1.3. Summary of Results from the First Part Diagnosis
1.4. Methodology and Instrumentation
1.4.1. Methodology
Second Part
2.1. Problems Identified
2.2. Action Plan
2.2.1. Technology Auditing for the Egyptian Industry
2.2.2. Training Action Plan Template
2.3. Results of the Activities
2.4 Examples of Case Studies
3
Executive summary
The primary purpose of a technology audit is to create an accurate list of
all of the technology-related equipment and programs owned or operated by an
organization. There are three areas of focus for a technology audit: production line,
technology, human resources infrastructure. A technology audit typically is completed
once per year as part of the organization's year-end procedures. The data collected
during a technology audit is used to create a snapshot of the current level of technology
benchmark. For financial statements, equipment valuations can be updated based on
the auditing results. The other use for this data is to create benchmarks for long-term
and short-term technology plans. Technical audits can cover a wide variety of reviews
relating to business practices. Companies use audits as an objective review of business
and operational activities. Auditors will use a checklist that outlines the specific activities
which they must follow when conducting audits.
The objective of the document is a preliminary audit of some SME’s in
several governorates in order to survey their need for technology transfer. The study
deals with the mapping and assessment of some Egyptian technology and innovation
infrastructures. The data was collected by the researchers of the Technology Transfer
Center at (GITIC), ALEXANDRIA UNIVERSITY. Since 2012 the number of carried out
courses are 245 for 3150 trainees.
4
FIRST PART
1.1 STRUCTURE OF EGYPTIAN INDUSTRY
1.1 Introduction
The Egyptian industry can be divided into the following sectors;
Pharmaceutical Products
Jewelry Sector
Textiles and Apparel
Industry
Processing
Materials
iture
5
It consists of about 2995762 Establishments with total investment costs of about
3.500 billion EG (2009).
The number of the workers in the different industries reaches 1.9 million (2009).
Table (1) shows the total number of companies and their distribution by the
different industrial activities.
Table (1). Total Number of Factories Registered in IDA and Distributed by
Industrial Activities
Activity No. of
Establishments
Investment
Costs
Production
Value
No. of
Labor
Annual
Wages
Worker's
Average
Wage
Pound
Productivity
/ Wage
Intensity of
Invested
Money
Factory's
Average
Production
Value
Plant & Animal
Production 24 207 337 1957 12 0.0568 30.6 2.6 14.7
Coal
Extraction &Processing
4 424 85 950 10 0.01081 7 0.4 35
Petroleum &
Refining &
Natural Gas
Products
17 42350 30037 24486 369 0.03018 40.7 1.7 1876.9
Mineral Ore Extraction
2 237 137 882 10 0.01134 13.7 0.3 68.5
Mines &
Quarries
Exploitation
47 473 275 6411 51 0.00794 5.5 0.1 5.8
Foodstuffs &
Beverages &
Tobacco
6052 49146 96562 527280 2367 0.00819 41.1 0.2 15.5
Spinning & Textile &
Clothing &
Leather
6480 28339 41834 450281 2197 0.00482 18.9 0.1 6.3
Wood and its Products
2598 5897 8042 33000 210 0.00633 38.5 0.2 3.1
Paper & Paper
Products &
Printing & Publishing
1752 11366 9024 66042 437 0.00663 20.1 0.2 5.1
Basic Chemicals
and their
Products
3505 51597 66517 206012 2621 0.01125 27.6 0.3 18.4
Building
Materials &
Ceramic & Chinaware &
Refractories
2054 27812 23611 118477 1041 0.00899 21.2 0.2 11
6
Basic Metallic 599 40931 61506 73109 1233 0.01637 44 0.6 87.5
Engineering & Electronic &
Electrical
Industries
7555 50531 112251 281556 2585 0.03194 12.2 0.2 18.9
Other
Manufacturing
Industries
568 1151 7885 8674 39 0.00458 192.2 0.1 13.9
Lighting Electricity &
Power
Production and Distribution
33 36059 7360 20002 258 0.01290 26.3 1.8 206
Service &
Maintenance
Centers
64 1540 59 2814 12 0.00424 4.9 0.6 0.9
TOTAL 29576 348063 465523 1821933 13450 0.01255 22.6 0.2 15.1
NB: (production value – investment costs – wages) in million LE. Source: IDA, 2/2/2009
Table (2) shows the distribution of the companies holding operation license in
different governorates. This indicates that most of establishments are
concentrated in Cairo and Alexandria governorates.
7
Table (2). Total number of industrial establishments holding operating licenses
in governorates (40,000 establishments)
(value in million LE)
Governorate No.of Establishments Investments No. of Labor Wages
Cairo 9676 39309 330504 3371
Alexandria 3329 100313 228801 6674
Port Said 372 3527 25984 228
Suez 136 24883 32536 555
Damietta 1100 3624 17699 103
Dakahlia 1502 5112 37286 249
Sharkia 4260 36283 223260 1471
Qaliubia 4120 36169 119100 2568
Kafr El Sheikh 541 1734 10320 74
Gharbia 2492 6496 99248 509
Menoufia 2568 13562 65541 384
Beheira 1592 6678 50743 696
Ismailia 202 2519 21352 174
Giza 2951 45321 215292 2057
Beni Sueif 696 2267 10163 63
Fayoum 215 2737 11369 78
Minya 403 1962 14298 101
Assiut 1015 8402 17841 153
Sohag 3182 5828 50831 313
8
Qena 173 8693 20822 295
Aswan 263 3770 14299 195
Luxor 16 6 238 1
Red Sea 119 551 6566 56
New Valley 48 1587 2212 12
Marsa Matruh 35 594 939 13
N. Sinai 972 2345 3987 41
S. Sinai 17 5748 4624 97
TOTAL 41996 369968 1735855 20530
Source: IDA, 15/10/2008
9
2 - SWOT ANALYSIS OF EGYPTIAN INDUSTRY
The SWOT analysis for the Egyptian Industry * results in the main points that
determine STRENGTH, WEAKNESSES, OPPORTUNITIES and THREATS
facing the Egyptian Industry, which are;
FIG.(1) SWOT analysis relations
10
STRENGTH
Well-diversified industrial base
Abundant cheap labor
Relatively-developed infrastructure base
Strategic location
Low cost of production inputs (energy and utilities)
WEAKNESSES
Low manufacturing value added per capita
Manufactured exports structure dominated by resource-
based and low-tech exports
Mismatch between output of education system and industry
skill needs
Low labor productivity in manufacturing
Insufficient R&D activities and low technological capabilities
Non-compliance of domestic products with international
standards
Unfavorable business conditions for SME’s
11
OPPORTUNITIES
Ongoing policy reforms pave the way for launching a full-
fledged industrialization strategy
Ongoing reforms in the business environment encourage
private investment
Capitalizing on bilateral and regional trade agreements
Large capital surplus in the Gulf region due to oil prices
could be attracted
THREATS
Continued inward-orientation and relying on the domestic
market
Marginalization in the global economy (failing export)
Intense global competition in low-wage activities from late
comers (mainly China and India)
Declining competitiveness due to low technological
upgrading
================
*http://www.imc-egypt.org/studies/FullReport/Egypt%20National%20Industrial%20Development%20Strategy_EN.pdf Egypt’s
Industrial Development Strategy Industry: The Engine of Growth
12
1.4. SUMMARY OF RESULTS FROM THE FIRST PART DIAGNOSIS
One of the weakness fundamentals is low labour productivity in the production,
mismatch between output of education system and industry skill needs, moreover
the unavailability of the skilled labour. This was the main target of the technology
audit concerned in this phase.
1.5 METHODOLOGY AND INSTRUMENTATION
1.5.1. Methodology
Table (3) Structure Methodology of Technology Audit
STEP OBJECTIVES TIME
Appointment • Finding the company and the right
person to contact.
• Contact and appointment.
1 day
Preparation
• Forward information to the company
• Self assessment and research
1
Auditing • Interview with key people and visit
facilities
1 day
Follow up Reporting to the company.
Receiving interest from the company
Set a real action plan
Keep a long term relationship
2 – 4 days
1 – 2 weeks
Questionnaire for the visit
To find technology transfer opportunities, it is very useful to define a
questionnaire to follow.
13
Main Parts of the questionnaire:
Questions about the company
Questions to find needs or opportunities
Tools for gathering information and defining
the strategy and/or priorities
The questionnaire for the visit should contain as the following;
AREA
CONTENT
About the company Basic information, data,
activities.
Identifiying needs Questions for detecting
needs, tech. opportunities,
problems, interests
Tools Tables and tools to fill
with data
Copy of the designed questionnaires and the visit reports are given in appendix (I).
14
SECOND PART
2.1. Problems identified
For this study 50 companies were chosen. Their training requirement was defined
as a need for upgrading the existing employees and newly employed. For this
purpose, the Technology Transfer Center at Alexandria University organized visits
and meetings to each company and planned the necessary courses, as given in
Figure (). The courses are classified according to the following areas:
TECHNOLOGY PROCEDURES
COMPUTER & INFORMATION TECHNOLOGY SKILLS
PERSONAL & PRODUCT SAFETY
COMMUNICATION SKILLS
TEAM WORK CAPABILITY
LABOUR LAW
ACCURACY & REGULATIONS
15
Fig. (2) Analysis of the companies’ requirements
The courses were designed and prepared by the experts of Alexandria University
and presented either on job training or at class training according to the request of
the company.
A contract with the company was signed to employ the trainees after they
successfully passed the required courses.
16
2.2. Action plan
2.2.1 Technology Auditing for the Egyptian Industry
The Technology Transfer Center at Alexandria University made a survey for the
diverse needs of the companies in the different areas of Egypt. It was found that
one of the most handicaps in all areas is the level of technical employees and they
need special skills essential for modern technology. Therefore, it was sought after
to start designing the training programs to fulfill the requirements of each mill. For
this purpose, groups of researchers were formed to survey the training
requirements on the number of the employees for these training modules. After
each visit, the questionnaire, shown below, was filled. For successful trainee the
company will guarantee him/her the job.
Fig. 3 Distribution of the serviced companies by governorate
17
Starting from June 2012, there have been several visits to a number of the
industrial companies with the following main purposes:
1) Assess their technology used in terms of effectiveness and
competitiveness.
2) Carry out research and development activities based on the company's
needs.
3) Determine each company's competitive advantage.
4) Offer local and international experts in the company's field of
manufacturing.
5) Train current employees on technical and soft skills.
6) Identify the number of vacancies available in each company to help them
employ job seekers after getting the training needed to do the job.
2.2.2 Training action plan template
Table ( ) gives the action plan template used for the determination of the training
requirements for each company.
18
Table (4) Training action plan template
Training Action Plan Template
What Who When Where How Complete
Briefly
describe
what
training is
required
Who needs
to be
trained?
Training
date(s)
and
time(s)
Venue /
location for
the training
What method
will be used to
provide the
training – e.g.,
toolbox
meeting,
coaching,
formal
training
course,
simulation
exercise, etc
Sign and date
when the
training is
complete
19
The company addressed should agree on the action plan before the course is
tailored. This is prepared through the meeting of our researcher and the
representatives of the company.
2.3 Results of the activities
Figure (1) shows the distribution of serviced companies by governorate, while
Table (5) gives the number of companies served by Technology Transfer Center in
different governorates.
Table (5) Number of served companies in the different Egyptian governorates
Frequency Governorate No
34 Alexandria 1
25 Cairo 2
10 Buhaira 3
9 Elsharkia 4
6 Elmonofya 5
7 Elmenia 6
4 Benisuief 7
3 Qena 8
1 Sharm El Sheikh 9
20
The services involved only in two sectors at the present stage, Food and Textile
Sector. This was due to the fact that the major number in the mills in the Egyptian
industry is the Food and Textile industry.
Table (6) Number of the companies and trainees served by SME’s by sectors
Number of trainees Number of companies Sector
3139 90 Food 1
11 1 Textile 2
Table (5) gives the number of courses and number of trainees classified by the
course category.
Table (7) Classification of the training courses
Number of
courses
Number of trainee
1 Machinery maintenance 7 80
2 Soft skills 101 938
3 Food technology 24 363
4 Poultry technology 2 22
5 Dairy technology 5 94
6 Agro-Technology 29 508
7 Personal and Industrial hygiene 33 516
8 Food safety 11 132
9 Management skills 8 121
10 Miscellaneous 25 376
11 Total 245 3150
21
Figure ( ) and Figure ( ) indicate that the soft skills courses were the highest in the
number and number of the trainees.
Fig. (4) Comparison between numbers of trained courses
Fig. (5) Comparison between numbers of trainees
22
2.4. EXAMPLES OF CASE STUDIES
CASE 1
COMPANY
Givrex
EMPLOYEES
NUMBER
500
PROJECT
IMPLEMENTATION
2013 ACTIVITY
Frozen fruits &
vegetables
Problems in: Computer illiterate staff – hygiene requirements- business ethics.
Employees needed more training on IT, personal higiene, & work ethics.
PROJECT CARRIED OUT:
Special coures were designed and accomplished. After achieving the required
results, the employer asked for more trainings courses on Decison making & Time
management.
………………………………………………………………………………………
CASE 2
COMPANY
Dakahlia Co.
EMPLOYEES
NUMBER
180
PROJECT
IMPLEMENTATION
2012 ACTIVITY
Agriculture
Problems in: Computer illiterate staff – hygiene requirements - business ethics -
team work deficiency.
PROJECT CARRIED OUT:
The required courses were designed and taught, however the employees needed
more training on IT, Personal hygiene, Team work, Work ethics, Puntuality. The
training environment was not very suitable, but changes were made to improve it.
………………………………………………………………………………………
23
CASE 3
COMPANY
Domty EMPLOYEES
NUMBER
25
PROJECT
IMPLEMENTATION
2012 ACTIVITY
Food
Technology
Problems in: Employees needed training on Communication skills, Team work, &
Punctuality.
PROJECT CARRIED OUT:
The training was a bit long for the trainees, so it was decided not to exceed 4
training hours/day.
…………………………………………………………………………………
CASE 4
COMPANY
Al etehad al
esteshary
EMPLOYEES
NUMBER
60
PROJECT
IMPLEMENTATION
2013 ACTIVITY
Food
technology
Problems in: Trainings needed for Agriculture engineers & labour.
PROJECT CARRIED OUT:
Special courses in food technology were presented for the engineers.
………………………………………………………………………………………
24
CASE 5
COMPANY
French Group EMPLOYEES
NUMBER
15
PROJECT
IMPLEMENTATION
2012 ACTIVITY
irrigation
Problems in: The irrigation system needed some modification. The irrigation
technicians needed to be trained.
PROJECT CARRIED OUT:
The irrigation system was modified using specially designed models to ensure
water access to high and remote places along with the maintenance. Training
basics and the irrigation network development courses were implemented.
…………………………………………………………………………
CASE 6
COMPANY
Chuck Wood
Restaurant
EMPLOYEES
NUMBERS
14
PROJECT
IMPLEMENTATION
2012 ACTIVITY
Restaurant
services
Problems in: Lack of sufficient expertise & unqualified labour to prepare fast food.
Personal hygiene & food sanitation issues.
PROJECT CARRIED OUT:
. The project team provided them with qualified training.
25
CASE 7
COMPANY
Mass Food
International
EMPLOYEES
NUMBER
200
PROJECT
IMPLEMENTATION
2012 ACTIVITY
Food
technology
Problems in: Employees needed training in the different fields as well as more
training on Personal higiene.
PROJECT CARRIED OUT:
The courses in core subjects of the food technology were developed.
………………………………………………………………………………………
CASE 8
COMPANY
unifood EMPLOYEES
NUMBER
160
PROJECT
IMPLEMENTATION
2013 ACTIVITY
Food
technology
Problems in: Employees had insuficient skills in the áreas of IT, work ethics, &
punctuality.
PROJECT CARRIED OUT:
The especial courses in required subjects were developed.
………………………………………………………………………………………
26
CASE 9
COMPANY
Speria Egypt EMPLOYEES
NUMBER
550
PROJECT
IMPLEMENTATION
2012 ACTIVITY
Plastics
Problems in: IT, communication, team work, work ethics, & punctuality.
PROJECT CARRIED OUT:
The Project prepared the required personel with the skills suit technical need of a
new production line established in the company.
………………………………………………………………………………………
CASE 10
COMPANY
Chuck Wood
Restaurant
EMPLOYEES
NUMBER
14
PROJECT
IMPLEMENTATION
2012 ACTIVITY
Restaurant
services
Problems in: menúe design
PROJECT CARRIED OUT:
The Project developed new menues & the Project expert trained the staff on new
menu preparation.
………………………………………………………………………………………
27
Appendix I
1 - FORM No.1: IDENTIFING TRAINING NEEDS SURVEY FORM
2 - FORM No.2: IDENTIFING NEEDS OF THE NEW TECHNICAL LABOUR
3 - FORM No.3: EVALUATION AND FOLLOW-UP
28
FORM No.1 IDENTIFING TRAINING NEEDS SURVEY FORM
استمارة استطالع تحديد االحتياجات التدريبية القائم باالستطالع: أوالً بيانات عامة:
اسم الشركة: النشاط االساسى للشركة: رقم السجل التجارى أو الصناعى: التليفون: الفاكس:العنوان:
:E-mailلمسئول: الوظيفة:اسم ا رقم المحمول : رقم هاتف العمل:
بيان العمالةاجمالى عدد الموظفين
و العاملين
عمالة مساعدة عمالة إدارية عمالة فنية
مؤقتة دائمة مؤقتة دائمة مؤقتة دائمة
األعداد
اسم القائم بالمقابلة: التاريخ:
ثانياً: التدريب بالشركة:
أمام أوجه القصور ( ما هى أوجه القصور فى المعارف و المهارات التى ترونها فى هؤالء العاملين ؟ )ضع عالمة
المهاراتأوجه القصورفى المعارف و م
المعلومات و المعارف المتعلقة بالوظيفة 1
مهارات الكمبيوتر وتكنولوجيا المعلومات 2
اتباع تعليمات الصحة و سالمة الغذاء و السالمة المهنية 3
مهارات االتصال 4
امكانية العمل كفريق 5
االلمام بقانون العمل 6
الدقة و االنضباط 7
م يتم ذكرها:أوجه قصور ل 8
..............................................................................................
ال هل يوجد بالشركة/ المصنع أدارة تدريب؟ نعم -
ال نعم هل يوجد بالشركة /المصنع مركز تدريب؟ -
يرجى تحديد احتياجتكم التدريبية من منظوركم لكل حرفة أو مهنة فى الجدول التالى: -
الحرفة)المهنة( المستوى الوظيفى
.....(-مشرف -مهندس–)عامل البرامج التدريبية المطلوبة
العدد المطلوب تدريبه
29
_____________ بأن كل البيانات الواردة أعاله صحيحة .نقر نحن شركة _____
التوقيع : أسم المسئول :
التاريخ :
ختم الشركة :
30
FORM No. 2
R UNEEDS OF THE NEW TECHNICAL LABOING IDENTIF
تحديد االحتياجات من العمالة الفنية الجديدة
أوالً بيانات عامة:
اسم الشركة: النشاط االساسى للشركة:
لتجاري أوالصناعي :رقم السجل ا
العنوان : الفاكس: التليفون:
:E-mailاسم صاحب الشركة : الوظيفة:
رقم هاتف العمل : رقم المحمول :
بيان العمالةاجمالى عدد الموظفين و
العاملين
دةعمالة مساع عمالة إدارية عمالة فنية
مؤقتة دائمة مؤقتة دائمة مؤقتة دائمة
األعداد
اسم القائم بالمقابلة: التاريخ:
ثانياً: موقف العمال و التوظيف و التدريب بالشركة:
:الفنية بالشركة أوالتدريب المهنى ضمن العمالة هل يوجد خريجين من التعليم الفنى أو الزراعي -
نعم ال
اذا كانت االجابة نعم فكم عددهم .............
أمام أوجه القصور ( ضع عالمة ما هى أوجه القصور فى المعارف و المهارات التى ترونها فى هؤالء العاملين ؟ )
صورفى المعارف و المهاراتأوجه الق م
بالوظيفة المتعلقة والمعارف المعلومات 1
المعلومات الكمبيوتروتكنولوجيا مهارات 2
اتباع تعليمات الصحة و سالمة الغذاء و السالمة المهنية 3
مهارات االتصال 4
امكانية العمل كفريق 5
االلمام بقانون العمل 6
الدقة و االنضباط 7
أوجه قصور لم يتم ذكرها: 8 .......................................................
.......................................
31
هل يوجد بالشركة/ المصنع أدارة تدريب نعم ال -
ال نعم هل يوجد بالشركة /المصنع مركز تدريب -
كيف تقوم الشركة بالحصول على احتياجتها من العمالة الجديدة؟ -
االعالن بالصحف االعالن الداخلى االعتماد على العالقات
العمال أو الموظفين أنفسهم الحصول عليها من مصانع/شركات أخرى
شاكل فى توفير احتياجتها من العمالة الفنية الجديدة ؟ هل تواجه الشركة م -
نعم ال
o اذا كانت االجابة بنعم فما هى المشاكل ؟
ضعف مستوى المتقدمين عدم توافر العمالة
توفير اإلقامة للعاملين من خارج ارتفاع أجور العاملين من خارج المحافظة
كيف تقوم الشركة بتأهيل العمالة الفنية الجديدة للعمل بها؟ -
من خالل دورات تدريبية منتظمة من خالل التدريب بالممارسة أثناء العمل
طرق أخرى ) تذكر(
ما هو معدل دوران العمالة بالشركة / المصنع سنوياً؟
يد احتياجتكم التدريبية من منظوركم لكل حرفة أو مهنة فى الجدول التالى:يرجى تحد -
البرامج التدريبية المطلوبة الوظيفة المطلوبة العدد المطلوب تدريبه
و توظيفه
نقر نحن شركة __________________ بأن كل البيانات الواردة أعاله صحيحة .
أسم المسئول : قيع :التو
التاريخ :
ختم الشركة :
32
FORM No.3
Evaluation and Follow-Up
استمارة التقببم والمتابعة
؟ كم عدد من قاموا بالتدريب -1
اء من قامو بالتدريب ؟ ماهي اسم -2
من قام بالتدريب العملي ومن قام بالتدريب النظري؟ -3
مامدي جودة المادة العلمية وتطابقها مع العمل ؟ -4
ماهي نسبة العملي الي النظري ؟ -5
ماذا عن المدة الزمنية للبرنامج ؟ -6
التدريب من أجل التوظيف؟ ماذا عن امكانية الوصول للمكان في حالة -7
ماذا عن جودة العدد واألدوات والمعامل داخل المصنع ؟ -8
ماذا عن اتساع قاعة التدريب؟ -9
ما مدى تطبيقهم للمعلومات التى اكتسبوها؟ -11
؟ post & pre testهل يوجد -11
هل تم اعالمهم مسبقا بوجود امتحان فى نهاية الدورة؟ -12
للمصنع قبل بدء الدورة؟ TNAهل تم عمل -13
ريبهم؟ كم عدد الذين تم تد -14
هل يوصون اخرين بحضور مثل هذه الدورات؟ -15
هذه مجرد اسئلة استرشادية و يمكن اضافة المزيد