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 Province CICC uses “on-site one-on-one coaching” structure. Our approach for Garment Industry includes steps: Lean assessment of current performance Visualize assessment result and set goals Initial Analysis Foundation and Awareness Training Develop 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 Shape Pilot Line Implementation Activity Expansion to 50% of lines conversion to PILOT lines Integration to 100% of lines conversion to Lean lines Sustain 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). I Step I: Lean assessment (diagnosis) and Initial Training for Team 1.1 Interview member of Pilot Factory Organization 1.2 Review history data 1.3 Factory onsite and on the job assessment 1.4 Identify suitable pilot value stream for activity 1.5 Clarify expectations and the role of leadership 1.6 Confirm participants for initial activity 1.7 Develop Communication Plan for all employees 1.8 Assessment report and presentation to board of director  1.9 Lean Foundation training for Pilot Factory Organization II Step II: Preparation and Visual Display  2.1 Identify Lean training room  2.2 Visual display assessment result  2.3 Design Lean poster and print out Lean process 2.4 Visual display Lean poster and Lean process  2.5 Establish organization chart for Lean 2.6 Identify Lean project for improvement: Improvement Productivity, Improvement Quality at Pilot line  2.7 Project Team leader and team members selection 2.8 Lean Project organization chart 2.9 Detail implement plan for each project III Step III: Data Collection and Initial Analysis 3.1 Support team finish “Statement of work – SOW) 3.2 Support team make the data collection plan  3.3 Visual display project and team activities  3.4 Initial draft – clarifying customer’s perception of “value”  3.5 Validate information by actual checking of the processes.  3.6 Clear identification of the points of mura, muda and muri  3.7 Set up target for improvement  3.8 Develop a Future State Map and Action Plan for the pilot 3.9 Validate with leadership and process owners the proposed future state and plan 3.10  Communicate with pilot line key members for confirmation.  IV Step IV: Training for Pilot Factory and Prepare for Kaizen Event 4.1 Prepare Layout, and buy tools for Kaizen Event 4.2 Visual display for Pilot Line and set up new line 4.3  Lean Awareness Training for operator Pilot line 1 4.4  Lean Awareness Training for operator Pilot line 2 V Step V: Factory Layout and Lean Pilot Line Implementation Activity 5.1 Introduction of visualization of abnormalities and real time practical problem solving activity at the process.  5.2 Application of Lean methodology and team member training to achieve the following; Stability, Line balancing/ Flow, Pull / Leveling, Kaizen  5.3 Daily 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.  5.5 Continuous communication of activity and results to all employees.  VI Step VI: Expansion to 100% line of Pilot Factory  6.1 Set up Kaizen Team 6.2 Implement Kaizen Project 6.3 Conduct Process Mapping / Value Stream Mapping 6.4 Aply the Lean Tool Box 6.5 Share Best Practice 6.6 Daily 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.  6.8 Continuous communication of activity and results to all employees.  VII Step VII: Standardization- “Validation” 7.1 Support measurement and report after improvement  7.2 Support standardization of improvement activities 7.3 Lean recognizing the contribution system 7.4 Support to make next continuous plan 7.5 Awarded 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: Hướng dẫn Dựng KPI PQCDSM tại Jinyu Tire Vietnam Lean Six Sigma — Đào Tạo & Tư Vấn Cải Tiến CASE STUDY: DỰ ÁN LEAN SIX SIGMA KIẾN TẠO HỆ THỐNG CẢI TIẾN LIÊN TỤC TẠI LITEON VIỆT NAM