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INFOSYS.110 BUSINESS SYSTEMS:

DELIVERABLE 2: BUSINESS SECTION
2014

Name Ruya Yang
NetID ryan359
Group Number: 146
Website Link: http://www.infosys1102014s1group146.blogspot.co.nz/
Tutorial Details
Tutor: Day: Time:
Olivia Wednesday 9am
Time Spent on
Assignment:
30 hours Word Count:
1594(exclude
cover page and
reference list)

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TECHNOLOGY INNOVATION-THE ELECTRIC SEAT BELT
INTRODUCTION
In the early 19
th
century, an English engineer first invented the seat belts which
even before cars were invented. The purpose of wearing a seat belt is that it can
protects people in car crashes from bei ng injured or even death. However,
nowadays, people tends to not wear a seat belt due to it is not comfortabl e or they
might forget to wear it. Serious consequences arise in safety issues which coul d
actually prevented by wearing seat belts. We are going to introduce an innovative
seat belt that functions in a different way as the traditional seat belts based on the
use of technology that could help to solve thi s problem.
3. BUSINESS SECTION
3.1 Vision
Provide the most advanced seat belts with high quality that satisfy both safety issues
and comfortable feeli ng in order to encourage more people to wear them.
3.2 Industry Analysis: Seat belt Industry
Industry: Seat belt Industry in New Zealand.
Force: High/Lo
w:
Justification:
Buyer
power:
High
There are several alternatives for the buyers to choose from such as
Spring Belt, Autoliv, Seatbelt Solutions and Business Venture Limited etc.
(Industrial SeatBelts Ltd. (n.d.). Safety Belts for the Nation's Operators.
Retrieved from http://www.ind-seatbelts.co.nz/, Business Ventures Ltd.
(n.d.). Retrieved from http://www.bvl.co.nz/, SeatBelt Solutions. (2013).
Retrieved from http://www.seatbeltsolutions.co.nz/. )
Supplier
power:
Low
There are many alternative suppliers for the business to choose from such
as Ebay, Firesales that provides seat belt parts. (Ebay. (n.d.). Retrieved
from http://www.ebay.com/sch/Seat-Belts-Parts-/33725/i.html ,
Firesales. (n.d.). price comparison "Seat Belt Parts". Retrieved from
http://firesales.co.nz/Seat%20Belt%20Parts?p=gcb&gclid=CJG57bW2w74
CFUNvvAod42IAHA.)
Threat of
new
entrants:
High
The seat belts are not expensive to make according to the prices of
the raw materials and dont require a high demand of technology
therefore this industry is easy to enter and the threat of new
entrants is relatively high. (Ebay. (n.d.). Retrieved from
http://www.ebay.com/sch/Seat-Belts-Parts-/33725/i.html)

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Threat of
substitute
s:
Low
There are lots of seat belt companies in NZ however they all provide
similar products with few differences.
Rivalry
among
existing
competit
ors:
Low
The competition is relatively low among the different companies
because they provide similar products and there is nothing to
compete.
Overall attractiveness of the industry: The overall attractiveness for the seat belt industry
in NZ is relatively attractive. Although the buyer power and the threat of new entrants is
high, but the supplier power is low and also low threat of substitutes and low rivalry among
the competitors.
3.3 Customers and Thei r Needs
People have different reasons for not wearing seat belts; however the most common
reason that appears i n several researches is that seat belts make them feel
uncomfortable. We focus on the customers who find that the traditi onal seat belt is
uncomfortable to wear and people who always forget to wear. We also target
customers that dont know how to drive and always sit in the front passenger seat or
rear seat. Customers need the seat belt to have features such as feel safe with them
on but dont feel restrained when wearing them as well. Furthermore, for customers
who dont have a habit of wearing seat belt and always forget to wear them, they also
need something to remind them to wear the seat belt.
3.4 The Product and Service
The electronic seat belt is padded and the electric system is embedded in the belt for
comfort therefore they will not make passengers feel restrai ned and tight. It also
triggers the massagi ng, heating, cooling functi ons. For example, when passengers go
into the car and sit down, they click their seat belts on; the whole system is triggered
and is ready to work. If the passenger stays in the car for too long and feels very tired
they can choose massaging function and t he seat is starting to perform like a massage
armchair. Other functions can also work as the same way and they can provide the
passengers a wonderful experience. As passengers are seeking for the different
treatments, they have to wear the seat belts and as time goes by, passengers start

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remembering to wear them. However, we consider that these functions might distract
drivers attention therefore it is not recommended for the drivers to use.
3.5 Suppliers and Partners
One of the suppliers could be companies or factories that provide seat belt parts.
Although the electronic seat belts have a different technology to support the
functions they still look similar to the traditional seat belts and therefore need similar
parts to assemble. For example, belts, seat belt buckles and padding material.
Another possi ble suppl i er is quality testing institution such as seat belt safety testing
companies which provide us the service of testing the quality and safety and make
sure that our products achieve the standard.
One of the partners could be automobile companies such as Toyota, Hyundai etc. We
can work as partners that they use our seat bel ts in their cars and we provide the
technology for them. Another partner could be some educational institutions such as
universities engineeri ng department. The university provides us experts that have
professional skills and we give them opportunities to do practice and gain experience.

3.6 Strategy: Differentiation
The reasons why the strategy is defi ned as differentiation is because:
From the cost perspective, electric seat belts are highly technology based products
and therefore the price will be higher than the traditional seat belts.
From the market perspective, broad market is targeted as we provide our products to
everyone that want to have a great experience while sitting i n the car remaining their
safety assured.
The overall strategy is therefore Differentiation.
3.7 Value Chain Activity: Make the product
The most important value chain activity for this business is make the product.
The electric seat belts has a totally different way of performing its functions from the
traditional seat belts. Also there hasnt been any similar soulutions occurred before
therefore our products are very innovative which need professional knowledge to design
and manufacture. The product need to achieve our main purpose which is safety issues and
at the meantime also satisy customers needs, therefore we are looking for high return on
our investment of manufacturing this product.

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3.8 Business Processes
3.8.1. MANUFACTURING PROCESS
During the manufacturing process, raw materials need to be assembled together
in order to achieve the final products. Empl oyees that work at the production
line should be able to check the storage l evel for the raw materials to make
sure that there is enough inventories to produce a specific amount of products.
If they find out that there wont be enough inventories then they can
immediately order more raw materials form the suppliers as they can continue
the production process smoothly.




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Manufacturing Process Model
Start
Budget how many
inventories are
required.
Check whether
there is enough
inventory.
Decide how many
products need to
be made.
Order the
inventories.
NO
Start making
the products.
YES
End
Inventory Ordering System
Warehouse

3.8.2. PRODUCT TESTING PROCESS
After the products have been made, the next step is to test them. This part is
necessary because we need to make sure that the quality of those seat belts
achieve the standard and is safe to use before they can be introduced to the
market.


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Product Testing Process Model
Start
Choose the products
that need to be tested
Test the
products
Product Testing System
Whether the
products meet the
standard?
Return to the
factory and fix
NO
Ready to be
sent to the
market
YES
END
Manufacturing



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3.9 Functionalities
3.9.1. MANUFACTURING PROCESS
Control the movement of work through the manufacturing process.
Determine the process sequence of manufacturing.
3.9.2. PRODUCT TESTING PROCESS
Automate the product testing process.
Interconnected network between the product testing workers and
manufacturers.
3.10 Systems

3.10. 1. DATABASE-BASED WORKFLOW SYSTEM All the steps that involved in the
manufacturing process are stored as a document in a central location. The system will
automatically ask the individual in the production line to access the document and see what
they need to do next for example which part they need to assemble to the product. This
system allows workers to concentrate on their own task at the meantime ensure the
product quality can meet customers needs.
3.10. 2. COMPUTER-AIDED PROCESS PLANNI NG SYSTEM This system is able to translate the
product design into the manufacturing process sequence and instructions that tell how to
manufacture products effectively and efficiently. Also the system enables workers in the
production line use manufacturing resources more efficiently. By using this system, it
ensures the accuracy of the production process and furthermore increase the quality of the
products.
3.10. 3. CONTENT MANAGEMENT SYSTEM- This system provides tools that can allow
employees to create; edit and publish information in a cooperative environment
which in this case hel ps the communication between the product testing
workers and the manufacturers. After testing all the products, workers can
publish the results to the manufacturers and enable the producers to know
which products didnt meet the standard and what is wrong with it and
furthermore they are able to fix them. By doing this, the qualities of the seat
belts are assured before they can be sent to the market.

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3.11. Summary Table: Value Chain to Systems

Value Chain
Activity
Processes Functionalities Specific Information
System(s)
Broad Information
System(s)


Make the
product
1. Manufacturing
process
1. Control the movement of work.

2. Determine the process sequence of
manufacturing.
Database-based workflow
system

Computer-aided process
planning system
Collaboration System

Enterprise Resource
Planning
system/Manufacturing
Resource Planning System
2. Product testing
process
1. Automate the product testing process.

2. Interconnected network between the
product testing workers and
manufacturers.
Process Automation
System

Content Management
System
Manufacturing Execution
System

Collaboration System

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CONCLUSION
Overall, the purpose of our product is to motivate more people to wear seat belts . Seat belt
industry in NZ is relatively attractive, the competitive advantage we have is that our product
is comfortable and innovative by using technology whereas other traditional seat belts dont
have. Information system plays an important role in our business processes that enables the
company to improve its performance by increasing workers productivity, efficiency and
effectiveness.
REFERENCES


1. Seat belt.(2014). Retrieved from http://en.wikipedia.org/wiki/Seat_belt
2. Michelle,V.(n.d.). Deaths Due To Not Wearing Seat Belt. Retrieved from
http://www.ehow.com/about_5347923_deaths-not-wearing-seat-belt.html
3. Industrial SeatBelts Ltd. (n.d.). Safety Belts for the Nation's Operators. Retrieved
from http://www.ind-seatbelts.co.nz/

4. Business Ventures Ltd. (n.d.). Retrieved from http://www.bvl.co.nz/
5. SeatBelt Solutions. (2013). Retrieved from http://www.seatbeltsolutions.co.nz/
6. Ebay. (n.d.). Retrieved from http://www.ebay.com/sch/Seat-Belts-Parts-
/33725/i.html
7. Firesales. (n.d.). price comparison "Seat Belt Parts". Retrieved from
http://firesales.co.nz/Seat%20Belt%20Parts?p=gcb&gclid=CJG57bW2w74CFUNvvAo
d42IAHA
8. Tim. (2009). 8 Reasons Why People Dont Wear SeatBelts. Retrieved from
http://saferbychoice.com/2009/07/reasons-why-people-dont-wear-seatbelts/
9. Steve, S. (n.d.). Why People Dont Wear Seat Belts. Retrieved from
http://www.ehow.com/about_5456493_people-dont-wear-seat-belts.html
10. Process automation system. (2013). Retrieved from
http://en.wikipedia.org/wiki/Process_automation_system
11. Computer-aided process planning. (2014). Retrieved from
http://en.wikipedia.org/wiki/Computer-aided_process_planning






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