This report serves as the summary for my internship experience at Lam Viet embroidery thread division. Enclosed in this report is the brief introduction of the firm, the description of my duties and responsibilities as well as the analysis of the organization. Sample of my major assignment could be found in the appendix at the end of the report. | Table of Contents Acknowledgement3 INTRODUCTION:4 RESPONSIBILITIES:5 1. General description5 2. Major responsibilities:5 MAJOR ASSIGNMENT6 ORGANIZATIONAL ANALYSIS7 Good practice identification and discussion7 . Clear work flow7 2. Strong team play8 3. Good leadership10 SUMMARY11 APPENDIX12 Major assignment sample: Record for available stock12 Certification of the company and contact details:13 Acknowledgement The internship and this following report were made possible by Mr. Tong Van Lam, manager of Lam Viet Limited, and Mr. Tong Van Son, manager of the Thread trading division, who also offered me direct guidance. Thank you for your support and valuable lessons. INTRODUCTION: This report is the summary of my internship experience at Lam Viet Limited, a mall size company operated in the textile industry with specialization in embroidery. The company is located at No. 41 Block 10, Yen Son Street, Hoang Mai District, Hanoi and is privately owned by Mr. Tong Van Lam. Being one of the major companies in Hanoi which offers outsourcing service in industrial embroidery, the company takes orders from producers of textile products and creates the adornment of colorful threads. The company also receives orders to embroider symbolic badges for special clothing types, such as fashion brand logos or name tags, which are exported to foreign customers.
Since 2011, Lam Viet has derived a small division of thread trading from its original manufacturing unit. This establishment marked the company’s endeavor to vertical integration, by being able to secure the company’s supply of threads itself. Furthermore, Lam Viet has become a supplier of industrial embroidery thread in Hanoi, which uses the cost advantage to compete with other long term providers. A team of employees has been assigned the task of managing and running this division, which located at C33 Department 15 Nguyen An Ninh Street, Hoang Mai District, Hanoi.
For my final semester at the University, I was honored to assume the internship at this very division, where I can work in a small team and make contribution to the start up of the firm. RESPONSIBILITIES: 1. General description My internship at Lam Viet Limited started from December 20th and continues to the time this report is being written. During the first 2 months of the internship, due to the unfinished school work at the University, I was required to be present for two hours per day at the office to complete my tasks.
Since February 20th, I have taken the 5 hour shift, started from 9:30 to 12:00 and 13:30 – 16:00 every day. 2. Major responsibilities: My major responsibilities at the office include the following: 1. Recording data of stockings and sales into the company’s computer system. I have to ensure the correctness of the data so that supply orders can be made precisely in terms of amount and date. I also have to enter the sales figures in timely manner to facilitate accounting. 2. Managing purchases from individual customers.
Apart from major clients who often place their orders in standard forms through email, there are a number of individual customers who visit the office in person to buy the threads. I have been in charge of this group and my specific tasks include: greeting the customers, creating the bills, checking payments and delivering the required amount of stocks. 3. Conducting monthly examination of stocks. To ensure the recorded data of stocks match with the real amount, I have been required to review stocking once a month, especially on the product codes that are sold frequently.
This task must be implemented in weekends with a short report followed in the next Monday. MAJOR ASSIGNMENT When I first arrived at Lam Viet Embroidery thread, the division had commenced its operation for four months only, and the number of customers was sparse. There were no more than five medium purchases for a typical day and there were no transactions at weekend. Therefore, the bills and sales figures were recorded manually. The small number of thread types available back then allowed this practice to be correctly handled.
However, since the fifth month (December), as the brand had become more popular over the local market and the customer base started to expand, the need for a better means of recording arose, so that the management process could become more effective. As the result, I was assigned to generate an Excel model based on what had learned in Financial Modeling, to summarize stockings and sales. The result should be sufficient to administrate the goods in hand, make further orders to suppliers, timely provided goods to customers and assist sale performance evaluation at month end. The example of my work is provided in the appendix.
Basically, the main information in the model covers the thread codes, which amounts to more than 500 codes, the sales day by day in a month period, the summary, and a section which helps recognize which stock of thread code is currently low (under 10 items left). The assignment has provided me a valuable opportunity to apply a subject at school into one of the most practical situation. Furthermore, because all the tasks I have undertaken directly affect the business performance, my sense of responsibility has been nurtured, and a great attention to detail has been cultivated.
ORGANIZATIONAL ANALYSIS Good practice identification and discussion 1. Clear work flow The first successful practice to be mentioned is the division’s clear workflow. Although the tasks at the office appear rather simple, they involve different and small steps that call for meticulous design of workflow. The daily schedule is therefore created to standardize the tasks, especially ones related to transaction implementation. The general flow of work could be described as followed: for half an hour after the working day starts, the division manager checks orders of regular and emails.
He then passes the list of thread codes ordered to the sales assistants to prepare adequate stocks and invoices. If any codes are found out to be out of stock at this stage, the sales team is responsible to place orders to the supplier and contact customers in case it takes longer time to deliver the ordered amount (for example, if the thread code is of specific, rare types, or if the amount of stock is too big to employ regular shipping). After the ordered threads are delivered and receipts from customers are gathered, the invoices are passed to me so that I can record the date into the division’s computer system.
The priority information I should pay attention to are the size of purchase, number of each code sold to customers and bought from the supplier. The accountants then utilize these data to calculate profits and other financing items. The sales team also take charge of customer inquiries and stocking management, which includes receiving and arranging new stocks, and my opportunity to assist this team whenever these tasks occurs greatly enrich my experiences. The benefits of this clear workflow are tangible.
Firstly, by clarifying to each position about his or her duties and responsibilities, employees at the division understand more clearly what they are supposed to do. In other words, the planned activities help ensure that no overlapping may happen. Furthermore, this practice enhances human resource management. The manager has this workflow as a reliable guideline to conduct performance evaluation and send feedbacks accordingly. Obviously, the more standardized the tasks are at this division, the more benefits customers, from business to individual ones can enjoy when they conduct transactions with the company.
I have witnessed peak day when a large amount of stock was ordered from more than 20 business customers. In the same morning I had to take charge of 12 individual purchases of individual customers. However, by getting the workflow in routine order, all the salespersons can efficiently check the available stocks and preparing invoices in 2 hour, then offer me a hand in treating retailing buyers. No single customer of this category had to wait for more than 10 minutes for their order to be fulfilled satisfactorily. 2. Strong team play
It is also worth mentioning a second good practice at Lam Viet embroidery division, which is the strong team play. Despite the clear delegation of tasks described above, the effective performance at the office can still be seen as the result of good teamwork. This statement is reinforced through my own observation of the practice of feedback providing amongst members and the assistance to intern. At Lam Viet embroidery thread division, it is not only the manager that sends feedbacks to his employees. The other bottom-up flow of feedback is not only conducted through some weekly meetings or discussion sessions, either.
Making constructive feedback is rather a culture at this division, and it is therefore implemented among all the members, whenever the need for any improvement in performance arises. This should take into account the small size of the division with its small number of staff, which allows this practice to be done effectively. However, in my opinion, when the division expands in terms of scale in the future, this practice which was established in the foundation will continue to create positive result. Although clearly divided, there is no single task in the division that does not link to the others.
This encourages members to provide relevant feedback to their colleagues, so that the performance as a whole can achieve the most favorable outcome. I have observed, for example, the accounting staff consulted sales staff for the most efficient delivery method (i. e to employ another courier and save costs), although the available courier back then was considered an economical investment already. Thanks to the accountants’ suggestion, a month later, the cost of delivery was cut down 15% more and the time of delivery for large orders was reduced from 5 days to 3 days.
This is one of many examples that show how members at Lam Viet continue to seek for a better solution, share ideas to others by means of useful feedbacks on the current practices and enhance the whole performance. Another aspect of strong teamwork is Lam Viet staff’s enthusiastic assistance to interns. From my very first assignment, I received supports from the manager and other coworkers. My completion of tasks was treated as little accomplishments and my mistakes were regarded as valuable lessons.
During my internship, I used to ask for rotating my position as an accounting assistant to sales assistant so that I could experience the activities of sales. Rather than restricting my responsibilities into what I had initial applied for, the sales team accepted my request and allowed me to perform the task of preparing invoices. Although it seemed simple enough, I made several mistakes in writing out invoices that did not match between the parts to be sent to customers and the parts to be kept for reference.
This misconduct caused the customers to wait longer for the purchase to be completed. I was then instructed to employ available formats and tips to review the bills quickly. The sales team also gave me chance to practice over and over again with this task until I got fully acquainted with it, then assign me to assist in servicing individual customers. 3. Good leadership The final good practice I consider exemplary at Lam Viet embroidery thread division is the good leadership, which is shown first through how the division manager empowers his subordinates.
It is apparent that both the strong team work and effective task dividing are not able without the manager’s approval and encouragement. He further demonstrates his strong leadership by serving as a role model to his employees. Employee empowerment is a key factor that helps all the staff at the division freely express their ideas and work to their full potentials. In all the company discussions, for example, the manager takes the role of a chairman who listens attentively rather than manipulates with his own opinions.
He often suggests his staff to evaluate the general performance first, and then comments on each point of view. He shows his willingness to change and orientation to further improvement. As I also noted in my major assignment description, when realizing the conventional method of recording data, which was convenient to him, no longer effectively served the regulation of work, he agreed to establish a better method and even gave me the chance to create the model before it was revised by his staff afterward.
Thanks to this encouragement, the staff at the division, including me feels more motivated to work and committed to the organization. In addition, he demonstrates a good model to all the division’s employees. Considering that most of the tasks at the office concern reporting and calculating exact numbers, two qualities that are valued the most from all employees are being fast yet careful. While encouraging the application of these attributes into work, the division manager himself leads the way.
The papers of every single day are reviewed by him at the end of the day. He himself double checks the monthly stock calculation by taking out sample codes and counting. When directly instructing me on preparing the invoices, he took time to serve 2 individual customers for me and turned my experience into on the job training. He pointed out clearly which steps should be taken when and after the bills came out and necessary criteria to be met when going over the transactions, yet how to keep the whole process rapid enough.
The above organizational analysis reveals three good practices at Lam Viet embroidery thread division. While the two first ones concerning clear workflow and strong team work, the last one reflects the leadership style of the manager. This brief insight of the business and provide an overview for working condition at the division, which, to my evaluation, proposes a lot of potential for new employees to learn and grow. SUMMARY I would like to firstly address some minor drawbacks I have encountered during my internship at Lam Viet embroidery thread division.
Firstly, the size of the division is relatively small. This means while I could enjoy the close communication and had chances to easily observe other fields of operation, my opportunity to study from issues of a bigger scale business, such as conflicts, human resource dealing, etc. is rare. Besides, the standardization and the numeric nature of work are somehow demotivating to me. On the other hand, the valuable experience at this small office provided me with much more lessons than the mere application of the subject Financial Modeling.
I have learnt to be part of a small team and follow the serious attitude to work of others. I have also learnt to be trusted and take others’ trust as responsibility. My attention to details was sharpened, and so was my time management skill. I have been trained on facing the mistakes and solving the problems following them. Since I would like to associate my future career in the textile and fashion industry, especially in fashion merchandising, this internship is highly of value as it provides me a touch of the supply chain in textile.
Further study of the sales performance which goes in line with the market for textile products should equips me with deeper understanding of the field. This job can level my application for a post of merchandiser or equivalent position in a clothing/ textile company and I am grateful for this opportunity. APPENDIX Major assignment sample: Record for available stock Certification of the company and contact details: Please turn to the next page for more information.