|
Information about the Manufacturing Business Practices Survey 1997 |
 | |
| Document Map |
| Jump to: Availability |
| Jump to:Design |
| Jump to:Output Variables |
| Jump to:Guide To Interpreting Data |
| Jump to:Customised Output |
| Jump to:Catalogue & Reference Numbers |
| Jump to:Commercially Available Tables |
| Jump to:Other Comments |
| Jump to:Classification(s) Used |
| Jump to:Glossary of Terms |
| Jump to:Contact Details |
Availability
| Valid From: .. | |
| To: .. | Ongoing |
| Frequency: .. | One off |
Design
Purpose: The data collected from this survey forms one part of a research project to quantify business behaviour, capability and performance in the manufacturing industry. Other data was provided by Ministry of Commerce site visits to manufacturers, and financial information was provided from Statistics New Zealand business surveys.
The purpose of the survey was to provide data to:
- Develop business practices indices to measure the organisational capability of manufacturing sites.
- Examine the relationship between business practices and business performance measures.
- Examine the relationship between business practices and business profile.
- Examine the relationship between performance measures and business profile.
- Investigate the intention of manufacturing sites to improve their current business practices in the next three years and examine how this relates to their current business practices.
- Provide the Ministry with information for the development of better input and advice on national policy and programmes.
- Improve our understanding for ongoing research in this area.
General Information ..Target Population
All manufacturing sites in New Zealand employing 10 or more full-time equivalents (FTEs), excluding those involved in publishing.
Population covered
All live geographic units on Statistics New Zealand's Business Frame which:
are classified to ANZSIC division C (manufacturing), excluding ANZSIC 2421 (Newspaper Printing or Publishing) and ANZSIC 2422 (Other Periodical Publishing), have 10 or more FTEs, and belong to an economically significant enterprise.
Economically significant enterprises are those that have an annual GST turnover figure of greater than $30,000.
Statistical Unit
Geographic unit
Selection Unit
Geographic unit
Collection Unit
Geographic unit
Under Coverage
Because the Business Frame is based on GST registrations and GST financial data, it should be of a high quality with good coverage, and undercoverage is likely to be minimal.
Population and Sample Size
There were approximately 4300 geographic units meeting the above criteria on the survey frame. The sample design resulted in a sample of approximately 1450 geographic units.
The achieved sample size was be less than 1450 units due to non-response.
MB/97/01 - Manufacturing Business Practices SurveyOutput Variables
Output variables are pieces of individual information that can be extracted from the survey/output data. Often output variables can be cross tabulated with other output variables, for example sales by industry classification. The list below contains all current and past output variables which have been released for this survey/output.
| 1. | Does this business have a mission statement? |
| 2. | Does this business have a formal planning process (e.g. periodic meetings and/or written documents) which sets short-term goals? |
| 3. | Does this business have a formal planning process (e.g. periodic meetings and/or written documents) which sets long-term goals? |
| 4. | When future goals are being set for this business, how many of its employees are consulted? |
| 5. | Tick one box for each item. In developing goals, how often does this business incorporate the requirements of: - its customers - it suppliers |
| 6. | Is it part of the regular work of one or more people to assess whether the business is achieving its goals? |
| 7. | Does this business have a human resource development policy? |
| 8. | To what degree does that policy support the achievement of the stated business goals? |
| 9. | Does this business have a policy for managing the use of technology at this site? |
| 10. | To what degree does that policy support the achievement of the stated business goals? |
| 11. | Does this business have an environmental management policy? |
| 12. | To what degree does that policy support the achievement of the stated business goals? |
| 13. | Over the last 3 years has this site’s manufacturing technology changed? - not at all - to a minor degree - to a major degree - completely - don’t know |
| 14. | Has this technology come from: - developing new technology within the site - further refining a technology developed by others - using technology developed by others - improving own existing technology |
| 15. | Tick one box for each item. Over the last 3 years, to what extent has this site improved: - its production costs - the quality of its products - the flexibility of its production processes - delivery on time to its customers - the design of its products - the branding of its products - the service it offers - the marketing of its products - product or service innovation - the price of its products |
| 16. | Tick one box for each item. Over the last 3 years, how much positive contribution has each of the following made to this site’s attempts to improve its competitive position? - leadership - planning - management skills - ability to innovate - ability to adopt technology - employee relations - customer relations - supplier relations - marketing capability - operations management |
| 17. | Tick one box for each item. Over the last 3 years, to what extent has this site introduced: - new products - new processes - improved products - improved processes |
| 18. | Over the next 3 years, does this site intend to introduce: - new products - new processes - improved products - improved processes - none of these |
| 19. | Over the next 3 years, does this site intend to change its manufacturing technology? |
| 20. | Over the next 3 years, which of these markets does this site plan to focus its efforts on? - existing domestic markets - existing export markets - new domestic markets - new export markets |
| 21. | Is it part of the regular work of one or more people to identify the business risks or business opportunities arising from changes in: - technology - competitors - government policy - market conditions - law and regulations - human resources - none of these |
| 22. | What scope do non-managerial staff at this site have to innovate in their work? - some (suggestions welcomed) - a reasonable amount (discretion to make small changes) - a lot (expected to make changes) |
| 23. | How many reporting levels exist at this site? |
| 24. | Are production employees actively encouraged to identify problems? |
| 25. | When problems arise, do this site’s production employees have the authority to contact external suppliers? |
| 26. | How many production employees have authority to take immediate action (e.g. stopping the line, stopping delivery) if they identify a significant quality problem? |
| 27. | How many employees treat the next employee down the line as though they were a customer? |
| 28. | How often is employee satisfaction assessed at this site? - every 6 months or more often - every year or more often - every 2 years or more often - less often than every 2 years - never - different frequency for different employees |
| 29. | Are formal employee performance review systems used: - at no levels at this site - at some levels at this site - at all levels at this site |
| 30. | At this site, how many production employees are on “pay for performance” schemes (e.g. productivity based incentives)? |
| 31. | How many employees are able to do more than one job at this site? |
| 32. | On average, how often are production employees moved to a different job at this site (i.e. job rotation)? - every 6 months or more often - every year or more often - every 2 years or more often - less often than every 2 years - as required- never |
| 33. | Does this business have formal training and development programs for: - none of the employees - a few employees - many employees - all employees |
| 34. | Do the programs for training and development of employees focus on: - giving them new skills - improving their existing skills - giving them new tasks - other (please specify below) |
| 35. | Tick one box for each item. How often are non-managerial employees at this site consulted about: - changes in the business environment - competitive strategy - business performance - community involvement (e.g. sponsorship, or plant visits) - technological change |
| 36. | Tick one box for each item. How many employees at this site are: - consulted about new technology acquisition - trained to make sure that the implementation of new technology is effective - organised to make sure technology is used efficiently |
| 37. | Is customer feedback used in the business to initiate improvements in current products or services? |
| 38. | Does this business have set procedures for dealing with customer complaints? |
| 39. | How often does this business systematically measure final customer satisfaction? - every 6 months or more often - every year or more often - every 2 years or more often - less often than every 2 years - not at all - don’t know |
| 40. | Do any of this site’s most senior manager(s) ever visit customers? |
| 41. | How often do they visit the most frequently visited customers? - once a month or more often - every 3 months or more often - every 6 months or more often - once a year or more often - less than once a year - don’t know |
| 42. | Tick one box for each item. How much does this business work with each of the following on product development? - customers - suppliers |
| 43 | Does this site have systems for measuring the quality of materials sent by: - all suppliers - most suppliers - some suppliers - very few suppliers - no suppliers |
| 44. | How much does this site work with suppliers to improve each other’s processes? |
| 45. | Tick one box for each item. Is this business involved with any other business(es) (in the domestic country or overseas) in sharing any of the following activities? - information - product research and development - manufacturing processes - marketing/branding - distribution - quality improvements - training - safety - other activity (please specify below) * group is defined as a number of businesses related through their ownership structure |
| 46. | In relation to the activities in question 45, has this business ever: - decided to stop sharing such activities - considered sharing such activities but decided against it - neither - don’t know |
| 47. | Was that decision or decisions based on concern about: - loss of control - disclosing commercial secrets - financial costs - administrative/legal burden - additional time commitments - personality difficulties - lack of trust - other (please specify below) |
| 48. | Tick one box for each item. In the last 12 months, which of the following have been valuable sources of external advice or assistance to this site? - parent or related companies - other international or overseas firms - other domestic firms - industry or employers associations - banks - accountants - universities or business schools - management consultants - participation in quality awards - government departments - other (please specify below) |
| 49. | Tick one box for each item. How would you say this site compares to its major domestic competitors on each of the following? - labour cost per unit of product is: - material costs per unit of product are: - cost of marketing, distribution and administration per unit of production is: - new product introduction lead time is: - order to delivery time is: - time lost to industrial disputes is: - overhead costs per unit of product are: - lost time due to accidents per year per employee is: - finished product defect rate is:- return on net assets is: - gross profit (sales less cost of sales) is: - stock turnover (ratio of annual sales to average total stock) is: |
| 50. | Is it part of the regular work of one or more people to manage the relationship of this site with people/groups in the community who have a stake in the site’s business or an interest in what it does? |
| 51. | In the last 12 months has this business put any money into sponsorship of, or donations to, any community activities? |
| 52. | Tick one box for each item. Over the last 3 years, how much weight have senior managers put on each of these measures when assessing this site’s performance? - financial measures (e.g. profits, return on investment, return on assets, sales growth) - cost measures (e.g. on budget, costs per unit of output, inventory costs, overtime costs) - operational measures (e.g. asset utilisation, throughput time, on time delivery) - quality measures (e.g. first past yield, defect rates, customer returns) - innovation measures (e.g. process innovation, speed of new product development, new value added services) - human resources (e.g. job satisfaction, skills development) |
| 53. | Tick one box for each item. Please make an estimate of how large each of the following has been at this site over the Last twelve months: - defects as a percentage of production volume - warranty claims as a percentage of total sales research and development as a percentage of total sales3 - employee education and training expenditure as a percentage of pre-tax average payroll |
| 54. | Over the last three years, has the business's market share: |
| 55. | Over the last three years, has this site's profitability: |
| 56. | Over the last 12 months, has this site's net cash flow been: |
| 57. | Over the last 12 months, has the site's sales volume (in $): |
| 58. | Please estimate the proportion of the sales from this site in the last 12 months that have been: - completely new products introduced in the last 3 years - products significantly improved in the last 3 years - long established products (including minor changes) - other (please specify below) |
| 59. | Would you say that this site's cost of quality (i.e. error, scrap, rework and inspection) as a percentage of total sales was: |
| 60. | Approximately how many employees at this site are primarily responsible for quality (e.g. Quality Control Inspectors etc. |
| 61. | Approximately how many production operators are there at this site? |
| 62. | What proportion of products from this site are delivered in full, on time, to specification to customers? |
| 63. | What proportion of production operators at this site are currently involved in teams who meet to work out how to do things better? |
| 64. | Tick one box for each item. What sort of effect has each of the following factors had on this site’s operations over the Last 3 years? - automation - “just-in-time” (materials delivered shortly before use) - machine set-up time reduction - warehousing and materials management - production planning and control - statistical process control - preventative maintenance - production work teams |
| 65. | Over the last 3 years has this site’s performance been compared in a systematic way with: - the performance of companies in the same industry? - the performance of companies in a different industry? - the performance of companies located domestically? - the performance of companies located overseas? - none of the above - don’t know |
| 66. | In which of the following areas have performance comparisons been made? - return on investment - relative profitability - relative cost position - operating processes - technology - quality procedures - customer service - human resource procedures - other (please specify below) |
| 67. | Does this site have documented manufacturing operating procedures? |
| 68. | How many parts of the manufacturing operation do they cover? |
| 69. | Does this site have written procedures in place for disaster recovery (e.g. total plant failure)? |
| 70. | Have measures to reduce the environmental impact of this site been introduced over the Last 3 years? |
| 71 | What was the reason(s) for the introduction of those measures? - regulatory pressure - community pressure - perceived cost savings - perceived market opportunities - voluntary initiatives - other (please specify below) |
| 72 | What is the reason(s) such measures have not been introduced? - no negative environmental impacts - no benefit to the business in such measures - no pressure from outside to do so - other (please specify below) |
| 73. | Does this site have ISO14000 (environmental certification)? |
| 74 | Is the site implementing or planning to implement systems to gain ISO14000 (environmental certification)? |
| 75 | Does this site have ISO9000 (quality management systems certification)? |
| 76. | Is the site implementing or planning to implement systems to gain ISO9000 (quality management systems certification)? |
| 77. | What are the 3 products that are manufactured in greatest volume (in units) at this site? Please specify. |
| 78. | Did this business export in the last 12 months? |
| 79. | What proportion of sales (in $) were exports? |
| 80. | Which 3 of the following areas were the 3 main markets (by total value of sales) for the business in that period? - New Zealand - Australia - Japan - other Asian countries - America (North, Central and South) - Europe (including UK) - other countries (please specify) |
Changes in Output Variables over time
Guide to Interpreting Data
Summary of Changes to Survey/Output ..
Usage and Limitations of the Data ..
Related Data Sources ..Leading the Way 1 - this was a similar study carried out by Ministry of Commerce in September 1994.
Sampling Errors ..In the cases where the sampling error would have been greater than 0.10, the sample size in the relevant stratum was increased until the sampling error fell to 0.10. Hence the final sample size ensures that the absolute sampling error for measuring a proportion, at any of the levels of output discussed in "Sub-populations", is at most 0.10.
Non-sampling errors
Caveats on Release ..
Customised Output
Statistics New Zealand can release customised output from the MBPS datasets.
Catalogue & Reference Numbers
Classification(s) used
Glossary of Terms
| Term | Description |
| |
| FTE | Full-time Equivalent Person Engaged |
Contact Details
| Customer Service E-mail Contact: | info@stats.govt.nz |
| |
| Survey Enquiries E-mail Contact: | mark.jackson@stats.govt.nz |
Liability
Statistics New Zealand gives no warranty that the information or data supplied contains no errors. However, all care and diligence has been used in processing, analysing and extracting the information. Statistics New Zealand shall not be liable for any loss or damage suffered by the customer consequent upon the use directly, or indirectly, of the information supplied in this product.