Continuous Improvement Programs and Elements

Discuss about the Continuous Improvement Programs and Elements.

According to “The International Journal of Business in Society” written by Chiu, Chien & Lin (2017) explains the establishment of world leading Telecommunication and Information Technology Company known as ZTE. ZTE Company was established in the year 1985 and listed to both the Hong Kong and Shenzhen Stock Exchanges. The company has been committed to provide a world class and integrated end to end innovations for the deliverance of excellence and precise to clients, carriers, public sector consumers and businesses both globally and locally. Thus, over 180 countries around the globe have increased they productivity and connectivity due to ZTE Company current innovation in ICT (Huang et al., 2018).

ZTE deems in the technology innovation as the core value of the company. It has invested more than 10 percent of the revenue in R& D as mentioned by (Huang et al., 2018). The company has founded center of state of the art R&D in various parts of the world including Canada, Sweden, China and USA. Hence, the Corporation as employs more than 30000 professional researchers to develop the next generation technologies such as the 5G, the wireless Internet of Things, SDN, NFV, Big Data and Cloud Computing Network. ZTE has also been able to file numerous applications for not less than 69,000 patents, with more than 30,000 approved. Since the year 2010, ZTE Company ranking as improved extensively has it was ranked among the globe top three for patent submission beneath the (PCT) Patent Cooperation Treaty every year as accorded through WIPO.

ZTE is a member of UN Global Compact (Nguyen et al., 2015). It is committed to balanced vision, environmental awareness, and economic arenas, and sustainable development in the society. By promoting the freedom of communication around the globe, the cooperation has included innovation, technological junction and the product life cycle concept of going green. The product life concept cycle “going green” include the R&D, logistic, production and effective customer support services. The organization is also committed to increase energy efficiency and decrease carbon discharges. On the other hand, (CRS) Cooperate Social Responsibility is the key precedence to the company is enabled the company to play an active role in reprieve efforts following events such as the Nepal Earthquake 2015. It has as well as formed ZTE Special Children Care Fund which is the biggest charity fund in China. The company is looking forward to be the pioneer in telecommunications industry by taking lead in standardization, commercialization and technical perception, and dynamic innovations in communications and ICT. The company technological business continues to evolve globally as the needs for better connectivity are being raised (Rosenzweig & Murokh 2014).

The company vision is to become as world class and distinguished globe leader in the M-ICT new generation era. While it mission is to spare more and no stab to provide cool, green, friendly and ICT open products as well as experience to globally. Thus, the company do share its vision with the partners and they are working together to establish an open, safe and collaborative policy to assist them achieving their objectives (Wilson, 2015). ZTE has the most competitive telecommunications in the world as compared with other organizations. The products line covers every sector of hub network, wireless network, bearer and access networks, terminals markets and services with the best achievement in the next generation communications needs.

ZTE Daily Operation

ZTE has set its goals which as enable the company to successfully manage them up and down on the daily operation. The daily operation of the cooperation constitutes of its backbone. Chiu, Chien & Lin (2017) suggested that various aspects can help the successfully running of the business. The aspects include the managing finances, planning operations, protection of the business, benchmarking with other companies, supply chain management, leadership management, existing the business and company design. The factors have been considered by ZTE as well (Shukla, 2017).

Financial management of the company has been understood by the financial concepts such as the daily budgeting, analyzing finance and keen bookkeeping which are the helpful resources to the organization. Planning company operation on the daily basis has increased the step in product quality improvement; maximize productivity, and effective management. The company protection system is safeguarded as it has discovered several option of its protection from both internal and external business environment. Benchmarking has allowed the organization to evaluate its performance (Hatziargyriou, 2014). Benchmarking has enabled it to ensure that it is operating at an optimum level. The company supply chain management helps to create a flawless process of the day to day pre-production accurate via consumption and delivery. The leadership management of ZTE is strong in making managerial decision on the behalf of the company. The business environment, directorial design business existence have been well catered for at the ZTE Cooperation on it daily operations.

The ZTE value chain is pedestal on the process perception of the company ideas of seeing its services comprising of the system, sub-systems where inputs are being transformed in inputs to outputs. The consumption resources of the company and acquisition are being involved in the process of input transformation. The resources are labour, materials, equipment, land, building and funds.  Hence, the chain value activities are done for the determination of costs and profits at ZTE Company. According to Huang et al. (2018) the Porter chain value consists of both primary and secondary activities in an organization. The primary actions are the inbound logistics, operations, outbound logistics, marketing and sales, and services. The minor activities include the procurement, HRM, infrastructures and technological development in the company. The Porter 1985 chain value have been well implemented in ZTE Company.

Linking LB 5230 Theories with Company Operations

The Evolution of Management Theory can be linked with the business operation managed as suggested by (Huang et al. 2018). The management theory provides as common conceptual structure for the organization operation knowledge and actions to guide company in releasing their objectives. However, the contributors of the past have molded the company operation system to be accommodated by its operation (Rosenzweig & Murokh 2014). The Evolution Management Theory is the starting point for the operation of any business aspects as applied by (Huang et al. 2018). The management theory have been linked by company operation using several approaches including the human resource approach, information technology approach, system perspective approach and classical approach of the organization operations.

The second theory is the Summary Strategic Management Theory which is a process as well as the approach of identifying the corporation goals, development policies and operations plans. By linking Summary Strategic Management Theory and company operation the objectives and allocation of the company resources can be implemented inside the organization plans and policies (Chirinos et al., 2017). Other theories which are applicable or can be linked to company operations are the profit –increasing or maximizing and competition based theory, the resource-based theory and the agency theory. Finally, the linking of company operation and LB5230 theories has led to swift and smooth running of ZTE Corporation.

According to Doppelt (2017) the sustainability of ZTE have been give the key priority. It has led to effective products innovation in the market which has been possible through extensive improvement in the existing cohort. The business has considered the business ethics such as fairness in competition, environment protection and clients’ protection. In addition, ZTE Corporation has been using favorable channels to compete with other telecommunications company in the globe. The ethical marketing strategies adopted by the organization include web-based advertising, search engine sales promotion and use of main stream media (Chirinos et al., 2017).


Boswell, J. (2013). Community and the economy: the theory of public co-operation. Routledge

Chirinos, O., Pralus, M., Habchi, G., & Messaoudène, Z. (2017, July). Company sustainability,  an overview of the existing literature: in search of a common definition and its influence    over continuous improvement endeavours. In 20th World Congress of the International Federation of Automatic Control, IFAC2017.

Chirinos-Colmenares, O., Pralus, M., Habchi, G., & Messaoudene, Z. (2017, May). Continuous     Improvement Programs and the key elements characterizing their Sustainability, a first attempt. In 12th International Conference on Industrial Engineering, CIGI2017.

Chiu, S. C., Chien, C. C., & Lin, H. C. (2017). Audit quality following the Public Company Accounting Oversight Board’s operation. Corporate Governance: The International             Journal of Business in Society, 17(5), 927-946.

Doppelt, B. (2017). Leading change toward sustainability: A change-management guide for business, government and civil society. Routledge.

Hatziargyriou, N. (Ed.). (2014). Microgrids: architectures and control. John Wiley & Sons.

Huang, G., Xu, X., Song, H., & Lim, H. (2018). Analysis on the Development of International Freight Forwarding Company-Taking Changbao International Freight Forwarding     (Shanghai) Co., Ltd as an Example. GLOBAL FINANCE REVIEW, 1(1).

Nguyen, P., Felfe, J., Fooken, I., & Ngoc, H. T. (2015, August). Commitment to a parent company and a local operation: A comparison between local employees and Western          expatriates working for multinational companies. In Evidence-based HRM: a Global Forum for Empirical Scholarship (Vol. 3, No. 2, pp. 181-204). Emerald Group Publishing Limited.

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Rosenzweig, J., & Murokh, A. (2014). RadiaBeam Technologies-Company Overview (No. CERN-ACC-SLIDES-2016-0005).

Shukla, S. (2017). Company overview and reason of low sales of men’s formal trousers and decoding denim business. NIFT-Mumbai.

Wilson, B. W. (2015). Company Overview. Instructor.
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