Read The Case: Attacking The Roots Of Shiraishi Garments

Read The Case Attacking The Roots Shiraishi Garments Company And An

Read the case “Attacking the Roots: Shiraishi Garments Company and an Evolving Thicket of Business Ethics in China” and watch the movie “China Blue.” Write your report to address the following discussion questions: 1. What are the OM problems in the movie “China Blue”? 2. Do you have any solutions to improve labor conditions in the movie? The report should be at least one page, single space, 1 inch margins, and #12 font.

Paper For Above instruction

The assignment requires an analysis of labor issues depicted in the documentary film “China Blue,” incorporating insights from the case “Attacking the Roots: Shiraishi Garments Company and an Evolving Thicket of Business Ethics in China.” The primary focus is to identify the operations management (OM) problems portrayed in the film and propose potential solutions to enhance labor conditions. This paper explores these themes in detail, contextualizing the ethical and managerial challenges faced by garment factories in China, and offers actionable recommendations grounded in ethical business practices and operational improvements.

Introduction

The global apparel industry has long been associated with complex supply chains and contentious labor practices, especially in developing countries such as China. The documentary “China Blue” exposes the harsh realities faced by young garment workers working in factories under oppressive conditions. These conditions include excessive working hours, low wages, unsafe environments, and violations of workers’ rights. Analyzing these issues through the lens of operations management (OM) reveals specific problems within the production processes, worker management, and corporate social responsibility that contribute to ongoing ethical dilemmas.

Operations Management Problems in “China Blue”

One of the core OM problems evident in the film is the intense pressure to maximize productivity at the expense of worker safety and well-being. The factories operate under tight deadlines, often requiring workers to endure long shifts—sometimes exceeding 60 hours weekly—to meet production quotas set by global brands. This focus on rapid output leads to inefficiencies such as high error rates, worker fatigue, and increased risk of accidents, which underline the lack of effective quality and process control systems.

Additionally, the low wages and limited bargaining power of workers reflect a misalignment between operational goals and ethical considerations. The factories often prioritize cost reduction through minimal wages and poor working conditions, which hampers worker motivation and productivity over time. The absence of proper training, insufficient ergonomic supports, and lack of worker representation or feedback mechanisms further show deficiencies in operations that could otherwise promote sustainable work environments.

Another OM problem relates to supply chain pressures. Global brands place aggressive timelines on manufacturers, pushing for quick turnarounds without regard for workers’ rights or long-term operational sustainability. This creates a “race to the bottom” in labor standards, where factories cut corners to stay competitive, leading to systemic ethical issues and operational inefficiencies.

Solutions to Improve Labor Conditions

Addressing these pervasive labor issues requires an integrated approach grounded in ethical operations management practices. Firstly, manufacturers should adopt a comprehensive set of standards aligned with international labor laws, ensuring fair wages, reasonable working hours, and safe working environments. Implementing strict adherence to These standards can improve worker morale, reduce turnover, and enhance productivity in the long term.

Secondly, embracing technological innovations such as automation of repetitive tasks or improved process controls can reduce manual labor's physical toll while maintaining high productivity levels. Automation can also help enforce consistency and quality, leading to fewer errors, waste, and rework—benefiting both management and workers.

Thirdly, empowering workers through the creation of independent labor unions or worker councils can facilitate better communication between employees and management, enabling grievances to be addressed promptly and effectively. Such mechanisms help foster a culture of transparency and accountability, which is vital for sustainable operations.

Fourth, global brands sourcing from these factories must take responsibility for the working conditions of their suppliers. This can be achieved through rigorous auditing, third-party inspections, and tying purchase contracts to compliance with labor standards. Transparency in supply chains enables consumers and stakeholders to hold corporations accountable for ethical manufacturing practices.

Finally, the adoption of corporate social responsibility (CSR) initiatives focused explicitly on improving labor standards can play a pivotal role. These initiatives include investing in worker education programs, providing health and safety training, and ensuring access to fair grievance processes, thereby creating a more sustainable and ethical supply chain.

Conclusion

The “China Blue” documentary vividly illustrates the pressing OM problems associated with labor practices in Chinese garment factories. These issues stem from a focus on cost minimization, production speed, and supply chain pressures, often at the expense of workers’ rights and well-being. Addressing these problems involves implementing ethical standards, leveraging technological innovations, empowering workers, and ensuring corporate accountability through responsible sourcing practices. By adopting such measures, companies can improve labor conditions, uphold their ethical responsibilities, and promote sustainable operational excellence.

References

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