Công ty TNHH Hansae Việt Nam

Về Công ty TNHH Hansae Việt Nam

CONSULTING SERVICES FOR 24 MONTHS AT HANSAE TG (2015 – 2016)CiCC implement Lean system at factory: Lot BIII, BIII-25, Tan Huong, Chau Thanh District, Tien Giang ProvinceCICC uses “on-site one-on-one coaching” structure. Our approach for Garment Industry includes steps:Lean assessment of current performanceVisualize assessment result and set goalsInitial AnalysisFoundation and Awareness TrainingDevelop and implement improvement activates with balanced roadmap.Monitor progress on the site and do on the job training/coaching.Overall Facility layout and Lean layout follow U ShapePilot Line Implementation ActivityExpansion to 50% of lines conversion to PILOT linesIntegration to 100% of lines conversion to Lean linesSustain and share best practice/ Standardization- “Validation”Our consulting approach includes analyzing the current situation; identifying the problem and then applying Lean tools to solve each problem in order to achieve specific improvement’s goals in consistency with the agreement of both parties before project starts

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The goals of project are wastes reduction, processes variation reduction, productivity and quality improvement, and cost saving.Our method is not only set the boundary of the current state but also show your company how to prepare future’s expectations and assess the progress of Lean implementation. We try to support your company to have ownership in improvement by developing a desire for change and ability to change in the organization. Then we provide a set of Lean tools and techniques to make such changes happened. To sustain the results, your company must do it for yourself – no one else can do it for you company.In garment industry, there are 5 to 7 key processes such as Product development, raw materials, planning, production and delivery. These process will be analyzed and identify issues/ problems that need improvement. Since then, the most important and potentially effective goal will be determined (On the basis of ability to perform with your company’s resources and time to project).IStep I: Lean assessment (diagnosis) and Initial Training for Team1.1Interview member of Pilot Factory Organization1.2Review history data1.3Factory onsite and on the job assessment1.4Identify suitable pilot value stream for activity1.5Clarify expectations and the role of leadership1.6Confirm participants for initial activity1.7Develop Communication Plan for all employees1.8Assessment report and presentation to board of director 1.9Lean Foundation training for Pilot Factory OrganizationIIStep II: Preparation and Visual Display 2.1Identify Lean training room 2.2Visual display assessment result 2.3Design Lean poster and print out Lean process2.4Visual display Lean poster and Lean process 2.5Establish organization chart for Lean2.6Identify Lean project for improvement: Improvement Productivity, Improvement Quality at Pilot line 2.7Project Team leader and team members selection2.8Lean Project organization chart2.9Detail implement plan for each projectIIIStep III: Data Collection and Initial Analysis3.1Support team finish “Statement of work – SOW)3.2Support team make the data collection plan 3.3Visual display project and team activities 3.4Initial draft – clarifying customer’s perception of “value” 3.5Validate information by actual checking of the processes. 3.6Clear identification of the points of mura, muda and muri 3.7Set up target for improvement 3.8Develop a Future State Map and Action Plan for the pilot3.9Validate with leadership and process owners the proposed future state and plan3.10 Communicate with pilot line key members for confirmation. IVStep IV: Training for Pilot Factory and Prepare for Kaizen Event4.1Prepare Layout, and buy tools for Kaizen Event4.2Visual display for Pilot Line and set up new line4.3 Lean Awareness Training for operator Pilot line 14.4 Lean Awareness Training for operator Pilot line 2VStep V: Factory Layout and Lean Pilot Line Implementation Activity5.1Introduction of visualization of abnormalities and real time practical problem solving activity at the process. 5.2Application of Lean methodology and team member training to achieve the following; Stability, Line balancing/ Flow, Pull / Leveling, Kaizen 5.3Daily follow up by Process Leaders to practice the Lean Leadership roles and behaviors. 5.4“Learn by doing” together and reflecting on progress and issues. 5.5Continuous communication of activity and results to all employees. VIStep VI: Expansion to 100% line of Pilot Factory 6.1Set up Kaizen Team6.2Implement Kaizen Project6.3Conduct Process Mapping / Value Stream Mapping6.4Aply the Lean Tool Box6.5Share Best Practice6.6Daily follow up by Process Leaders to practice the Lean Leadership roles and behaviors. 6.7“Learn by doing” together and reflecting on progress and issues. 6.8Continuous communication of activity and results to all employees. VIIStep VII: Standardization- “Validation”7.1Support measurement and report after improvement 7.2Support standardization of improvement activities7.3Lean recognizing the contribution system7.4Support to make next continuous plan7.5Awarded and Certificate 📚 Tài liệu tham khảo & Liên kết hữu ích Bài viết liên quan từ CiCC: Giới Thiệu CiCC – Tư Vấn Cải Tiến Liên Tục Chương Trình Đào Tạo Tại CiCC Khách Hàng Tiêu Biểu CiCC Nội dung liên quan tại lean.vn: KHÓA HỌC NHÂN SỰ VÀ NHÂN LỰC Khóa Học Lean Six Sigma Champion: Dẫn Dắt Chuyển Đổi Mô Hình Cho Ban Lãnh Đạo Doanh Nghiệp (2 Ngày) KHÓA HỌC TÀI CHÍNH VÀ KẾ TOÁN