Bunge Việt Nam với các Dự án Cải tiến Lean Six Sigma và TPM

Về Bunge Việt Nam với các Dự án Cải tiến Lean Six Sigma và TPM

Bunge brings food from where it is grown to where it is needed, whether it comes from close to home or thousands of miles away. We partner with farmers to help them produce larger and better harvests. Bunge helps farmers grow more crops. We transport and process agricultural commodities efficiently and safely. And we create high-quality food products enjoyed by people worldwide.Founded in 1818, Bunge is a leading agribusiness and food company with integrated operations that circle the globe, stretching from the farm field to the retail shelf. The world is our market – six billion people and counting. Bunge’s over 35,000 employees in over 35 countries are dedicated to improving the global agribusiness and food production chain.Bunge Vietnam has commenced construction within the Phu My Port complex of a $100 million integrated soybean processing plant, the first of its kind in Vietnam. The facility will have soybean crushing and multi-oil refining/bottling capabilities with 3000-tons-per-day crushing line with related flat and vertical storage for raw materials and end products.The plant will be located on ten hectares within the Phu My 1 Industrial zone in the Tan Thanh district, approximately 70 kilometers southeast of Ho Chi Minh City on the Thi Vai River. The site is adjacent to the Baria Serece Phu My Port in which Bunge shares ownership. The rapidly developing area houses significant feed milling and oil refining operations that form the foundation of the plant’s prospective customer base.CiCC Consult Bunge implement as: BUNGE VN CI MASTER PLANIStep I: CI assessment (diagnosis)1.1Interview all Department1.2Review history data1.3Factory onsite and on the job assessment1.4Assessment report and presentation to board of directorIIStep II: Preparation and Awareness Training2.1Identify CI training room (NOTE: CI-Continuous Improvement)2.2Visual display assessment result2.3Design CI poster and print out CI process2.4Visual display CI poster and CI process2.5Establish organizational chart for CI and continuous improvement2.6Identify 4-6 key weakness topics need to improvement (Kaizen project)2.7Team leader and team members selection2.8CI Team organizational chart2.9Detail implement plan for each group2.10Support team finish “Statement of problem – SOW)2.11Support team make the data collection plan2.12Visual display project and team activities2.13CI awareness training for leaders (Kaizen, Lean, Six Sigma Foundation)2.14CI Awareness Training for Employees (Kaizen, Lean, Six Sigma Foundation)2.15 CI Awareness Training for operator shift 1 (Kaizen)2.16 CI Awareness Training for operator shift 1 (Kaizen)IIIStep III: Onsite and on the Job support for deployment (5S, TPM-AM, KAIZEN EVENT)3.1Joined CI day every month3.25S Plan (Appendix A)3.3TPM – AM Plan (Appendix B) (Taskforce for each area)3.4TWO KAIZEN EVENT Plan (Appendix  C) (Using DMAIC Methodology)(Around 8 Kaizen project)IVStep IV: Expansion with LEAN SIX SIGMA GREEN BELT Plan (Appendix D) (Around 3 Green Belt project)VStep V: Standardization- “Validation”5.1Support measurement and report after improvement5.2Support standardization of improvement activities5.3Continuous improvement recognizing the contribution system5.4Next plan5.5Awarded and Certificate5.6Year 1 report and presentation – FinishA. 5S PlanStepsActivities1SEIRI – Separate1.1Identify waste through an initial inspection1.2Place a 5S tag on fixtures, tools and materials1.3Eliminate unnecessary items2SEITON – Simplify management2.1Classify items by frequency of use2.2Find suitable locations for tools, equipment and material2.3Clearly identify each location and support compliance with new order3SEISO – Find out problems through cleaning3.1Clean and check if the order set in the previous step is maintained3.2Tag all the deviations from the desired situation3.3Analyse all the repetitive tags in order to find out the root causes of the deviations3.4Define and carry out the countermeasures3.5Make a list of the required standards4SEIKETSU – Standardise4.1Define cleaning and order standards4.2Define the check list to verify that standards are respected4.3Visual management improvement5SHITSUKE – Sustain continuous improvement5.1Plan audits to verify standard observance5.2Make problem continuous analysis and identify countermeasures5.3Monitor Audit scores5.4Set new improvement targetsB

Chi tiết & Ứng dụng

TPM-AM PlanStepsActivitiesExpected Outputs1AM Targets, organisation  & Planning1Link Losses to AM contribution & establish targetsLoss Model realting to AM. Loss Deployment for AM in shopp floor level by area, by machine2Define AM pillar KPI’s & targets (loss reduction and people empowerment)KPI trees of AM responsibility3Plan of AM Roll out (by machines and steps)Detail AM Plan rol out of the factory4Define the organisation to support AM Roll out (e.g. Maintenance Support )2Standards & Roll out of Step 1- Initial cleaning1Initial Cleaning and regular cleaning according to a cleaning scheduleCleaning Standards in place2Tagging, visualise and eliminate lacksWhat is tag, tag format, how to tag, tag KPIs3Working place organization, AM activity BoardAM activitis Board for each machine4Make sure continuous tagging process is permanentCounter measures for de-tagging5De-tagging activities and promotion for continous tagginganalysis detagging – action plan6Define initial cleaning standards3Standards & Roll out of Step 2- Eliminate sources of dirt and hard to clean & inspection areas1Identify sources of dirt and difficult to access areasList of area sour of dirts, anlysing source of dirt,  action to termination, isolat the dirt sources.2Comparision with cleaning timecleaning time monitoring, reducing cleaning time3Analyse the causes and define countermeasuresideas for detagging – difficults to access areas4Improve difficult to inspect areasHidden inspection points are visible4Standards & Roll out of Step 3- Create and maintain Cleaning, Inspection, Lubrication Standards (CIL Stds)1Definition of the necessary CIL maintaining measuresCleaning, Inspection, Lubrication standards (CIL STDs)  developed and applicable2Study the lubrication systemOperator trained about how to do CIL themselves.3Simplify the lubrication systemHow to reduce the lubrication time4Introduce lubrication scheduleHow to reduce the lubricant5Training opertorsHow to set up cleaning , lubrication stations6Standardised measures with equipment layout and CIL maintenance planCIL time monitoring and redution7Visual management of CIL standards in shop floor environmentVisualise the CILs points8AuditingHow to audit the AM step 1,2,3C. KAIZEN EVENT PlanNo.Task Name1KAIZEN – LEAN tools Training and Coaching (Just using DMAIC Methodology for Kaizen)2Onsite support “Define Phase” KAIZEN ProjectI.Project Mission1.1. Strategy map and drill down tree1.2. Statement of problem1.3. Project objectiveII.Project saving $ and expectation2.1. Project saving $ and expectation2.2. Saving explanation and caculation2.3. Main strategy for implementIII.Project scope and boundaryIV.Project organizational chart and role – responsibility of memberV.Define phase summary5.1. Detail project plan5.2. Statement of problem sheet and signature of approval5.3. Update Project scheduleVI. Edit Define phase presentation and approval3Onsite support “Measure Phare) KAIZEN ProjectI.Current state map by VSM, SIPOC, IPO1.1. VSM or IPO or SIPOCII.Current process performance (using Cp, Cpk)III.Data collection plan (using 7QC tools)IV.Current process capabilityV.Measure phase summaryJoined CI day every month5.2. Update project progessVII. Edit Measure Phase presentation and approval4Onsite support “Analyze Phase” KAIZEN ProjectI.Detail VSM, SIPOC, IPOII.Cause and Effect DiagramIII.List of potential causeIV.Analyze Phase summaryV. Edit Analyze Phase presentation and approval5Onsite support “Improve Phase” KAIZEN ProjectI. Improvement strategy (Pilot)II.Improvement using Lean tools for causesIII.Improvement taken summary and update new processIV.Remain ImprovementV.Improvement trend and compare before and after improvementVI.Expand to plant wide and summary of Improvement phaseVII. Edit Improve phase presentation and approval6Onsite support “Control Phase” KAIZEN ProjectI.Update improvement and next deployment planII.Control planIII.Update result of projectIV.Conclusion and caculate the project realy saving $V.Lessons learned and standardizationVI.Update project progress and suggest next project need to doVII. Edit Control phase presentation and approval7Step IV: Standardization- “Validation”  KAIZEN ProjectSupport measurement and report after improvementSupport standardization of improvement activitiesContinuous improvement recognizing the contribution systemAwarded and CertificateD. LSS GREEN BELT PlanNo.Task NameActionsTrainingGREEN BELT Training and CoachingDefineEntered Into OpportunitiesOnsite asessmentPrevious Project ?Review Kaizen project, OPLDetermine Core TeamBrainstomming with managerKick Off meetingPresent the roadmapProject Timeline / PlanBrainstomming and asignMeasureProcess Map / IPO / Map verifiedHigh Level SIPOC, Detail SIPOC, Actual activities and DocumentsMSAData Collect Plan, Gage R&RBaseline Sigma, capability Yp & YcCollect Data, and AnalyseGraph performance over time Yp & YcCollect Data, and AnalyseReview target & objectivesMeeting and DiscustionPhase Exit ReviewPresentationAnalyzeC&E X’sBrainstomming, FDM, FMEAHypo testsData Collect Plan, Gage R&RCorrelation / regressionCollect Data, and AnalyseHypothesis test sheet completeSummaryImprovement commitmentMeeting and DiscustionPhase Exit ReviewPresentationImproveCounteractions IdentifiedTeam work, Brainstomming, and Idea,Select Optimal CounteractionsMeeting and DiscustionVerify CounteractionsImplement Idea ImprorvementFull Implementation / Action PlanExpant Improvement to anotherCollateral Y assessmentAssessment and measure YNew process mapRelease New Process mapJoined CI day every monthPresentationControlControl planMake control planNew Sigma level / capabilityCollect Data, and AnalyseControls in place – Poka YokeVisual DesplayMonitor results / tracking set upData Collect Plan, Gage R&RBefore and after graphsData Collect Plan, Gage R&RPhase Exit ReviewPresentationValidationGraph resultsCollect Data, and AnalyseCalculate dollarsCollect Data, and AnalyseFinal reportPresentationProject close outPresentationAwarded and Certificate 📚 Tài liệu tham khảo & Liên kết hữu ích Bài viết liên quan từ CiCC: Tư Vấn TPM Tại CiCC Tư Vấn Bảo Trì TPM Nâng Cao Khóa Học Hướng Dẫn Triển Khai TPM Nội dung liên quan tại lean.vn: Founder Khóa học tạo dòng chảy liên tục Continuous Flow Báo cáo 8D Eight Disciplines of Problem Solving