INTRODUCTION
Plastic construction industry
Vietnam's plastic industry is home to over 2,000 companies, with the construction plastic segment representing 18.2% of the industry and 14% of its production value, experiencing a growth rate of 15-20% annually The growth of this segment is primarily driven by the real estate market and the revival of large-scale infrastructure projects The national housing development strategy, approved by the Prime Minister in 2011, outlines comprehensive solutions to address challenges in the real estate market As the construction and real estate sectors continue to develop, they are expected to significantly boost the construction plastic industry in the coming years.
BMP in Viet Nam market
Binh Minh Plastic Joint Stock Company, established over 40 years ago, has evolved from the Binh Minh Plastic Public Private Factory in 1977 to a leading manufacturer of UPVC plastic pipes, notably supplying UNICEF for the "Rural Clean Water Program" in 1986 The inauguration of the Binh Minh Binh Duong Factory in 1999 marked a significant advancement with modern European equipment, covering an area of 20,000 m² Following its equitization on January 2, 2004, the company rebranded as Binh Minh Plastic Joint-Stock Company (BMPLASCO) and has since focused on sustainable development, operating three factories in Saigon, Binh Duong, and Long An Today, Binh Minh Plastic is recognized as a leading and reputable enterprise in Vietnam for producing a wide range of plastic pipes and fittings for water supply, drainage, telecommunications, and electrical industries, as well as industrial and civil construction.
Binh Minh Plastics holds a significant position in the plastic pipe industry, commanding approximately 50% of the market share in the Southern region and around 25% nationwide With a robust network of nearly 1,600 distributors across the country, the company effectively reaches a wide customer base.
Competitors: Tien Phong Plastic, DNP Corporation (dnpcorp), Hoa Sen Group (hoasengroup)
Products of HVB
Pipes and fittings group UPVC tube
UPVC hard pipes and fittings, ranging from 20mm to 630mm in diameter, are essential for the water supply and drainage sectors, as well as for underground cable installations These products comply with ISO 1452-2: 2009 and TCVN 8491: 2011 standards, and are certified in accordance with the National Technical Regulations QCVN 16: 2017 / BXD.
- UPVC pipes and fittings are used to protect underground cable lines in: Postal underground cable systems (fiber optic cables, copper cables, ), electric underground cable systems (electric cables, )
HDPE pipe and fittings groups
HDPE pipes and fittings, ranging from 16mm to 1,200mm in diameter, are produced using high-density Polyethylene PE 100 compound These products comply with ISO 4427: 2007 and TCVN 7305: 2008 standards, and are certified for conformity with the National Technical Regulation QCVN 16: 2017/BXD.
- HDPE double-wall corrugated pipes and fittings with diameters from 110mm to 500mm are manufactured from high density Polyethylene (HDPE) compounds PP-R pipe and fittings groups
PP-R pipes and fittings, ranging from 20mm to 160mm in diameter, are produced using Polypropylene Copolymer compound (PP-R80) and adhere to the standards set by DIN 8077: 2008-09, DIN 8078: 2008-09, and TCVN 10097-3: 2013 / ISO 15874-3: 2013 These products are certified to meet the National Technical Regulation QCVN 16: 2017 / BXD, ensuring their quality and compliance with industry regulations.
- Sprayers used in agriculture of 1 liter, 5 liters, 10 liters produced according to TCVN 5931: 1995 standards for watering ornamental plants or spraying pesticides
- Solvent cements for UPVC pipes and fittings
Chart of Organization
Source: Binh Minh Plastics Joint Stock Company
Vision, Mission and Core Value
Vision: Maintaining the status as a leading enterprise in plastic building materials industry in Vietnam Active improve capacity for competition in the region and in the world
Mission: Providing products and services to meet increasing demands of the market Ensure harmonization of interests of customers, employees, shareholders and the society
High consensus Respect of the past Strong development at the present Confidence for the future
PROBLEM INDENTIFICATION
Symptom - Production outcomes do not meet plan of the Solvent cements product
Based on the company's production demand plan, the factory develops a production schedule overseen by the plant director and planning department Once finalized, this plan is communicated to the production department for implementation The factory focuses on four main product groups: solvent cements, sprayers, UPVC fittings, and PP-R fittings Quarterly data from the past five quarters is analyzed and presented in the accompanying charts.
Chart 1: Solvent Cements completion rate compared to plan
Chart 2: Sprayers completion rate compared to plan
Chart 3: UPVC fittings completion rate compared to plan
Chart 4: PP-R fittings completion rate compared to plan
Source: Data of Factory office
The analysis of production data reveals that Sprayers, UPVC fittings, and PP-R fittings have consistently exceeded their production plans, achieving over 100% of the planned quantities However, the Solvent cements product group has fallen short of the company's quarterly production requirements A detailed examination of the production rates from Quarter 1 of 2019 to the end of Quarter 1 of 2021 highlights that the 25g tube product group, in particular, frequently fails to meet its production targets.
Chart 5: Tube 25g rate compared to plan
Chart 6: Tube 50g rate compared to plan
Chart 7: Tube 100g rate compared to plan
Chart 8: Tube 0,2kg rate compared to plan
Chart 9: Tube 0,5kg rate compared to plan
Chart 10: Tube 1kg rate compared to plan
The symptom indicating that the production outcomes of the Solvent Cements Tube 25g do not align with the planned targets requires thorough investigation to identify underlying issues A primary consequence of this discrepancy is an increase in backorders, which can lead to customer dissatisfaction if they are unable to wait for their orders.
2.2 Problem Analysis
Possible problems
The production process of solvent cements involves several key steps, starting with the filling of empty tubes with solvent, which is then subjected to quality assurance checks If a tube fails QC inspection, workers are notified to take corrective actions, including machine repairs Successfully passed tubes continue along the production conveyor to a testing machine, while defective tubes are directed to a re-processing box After passing initial checks, accepted tubes move to a stamping machine for labeling, where they undergo another round of QC verification Incorrectly labeled tubes are sent for reprocessing, while those that meet quality standards are packed and stored in the warehouse.
Source: Document of Factory office
In-depth interviews with Mrs Thanh, the Supervisor of manufacturing solvent cements, revealed critical insights into the production challenges faced by the company She acknowledged that the annual production consistently falls short of targets, despite her efforts to manage workers and oversee the production process The focus of production workers on volume often leads to neglect in quality control, resulting in defective products that require reprocessing Mrs Thanh emphasized the importance of effective team management by production supervisors to prevent defects and address issues early on Additionally, she highlighted how machinery breakdowns and the quality of input goods adversely impact output, as delays in maintenance and defective materials hinder production efficiency With the company implementing lean production practices, the inability to stockpile inventory exacerbates these challenges, making it crucial to ensure high-quality inputs.
The Vice Director of the factory emphasizes the importance of a detailed daily production plan to maximize resource utilization This plan outlines the necessary workforce for each day and is communicated to workers 10 days in advance, allowing them to organize their schedules effectively However, challenges arise when supervisors occasionally miscalculate the Bill of Quantities, resulting in either a shortage of raw materials that disrupts production or an excess that leads to warehouse overcrowding To mitigate these issues, the factory maintains a contingency supply of materials.
10 with this mistake of supervisor often lead to lack of materials for production that reduces the planned output
In an interview with key stakeholders, including Mr Quang, the Quality Supervisor, Mr Luc, the Maintainer of FM machines, and Ms Anh, the Vice Director and Production Planner, three potential issues were identified that contribute to production outcomes not aligning with planned targets This analysis was supported by a production process diagram of solvent cements and an audit of current practices.
2.2.1.1 Weak of quality control system:
Mr Luc identifies several key issues affecting the production line of solvent cements, including a lack of synchronization in input types such as semi-finished products and suppliers He notes problems like uneven tube heights, inconsistent paint colors, faded or missing markings, varying tube diameters, tube blockages, and missing caps These discrepancies are typically identified during the production process.
Quality Control (QC) processes often fail to identify substandard supplies, as highlighted in an interview with Mr Quang, a QC supervisor Despite regular inspections by QC in-process inspectors, there are instances where defective products and inadequate manufacturing supplies go undetected, resulting in production delays and the inability to address quality issues in a timely manner.
Quality control (QC) inspects supplies from suppliers, returning defective products for replacement batches that meet company standards However, since inspections are based on probability, some defects may go unnoticed, leading to errors in materials used in production These errors can cause the FM-014 tube extractor to stop, requiring workers to restart the machine, which negatively impacts operational efficiency and reduces actual output compared to planned targets.
During production shifts, quality control (QC) conducts regular inspections of products, but these checks are probabilistic in nature As a result, defective products may go undetected initially, which can necessitate re-processing of that day's batch and ultimately cause production output to fall short of planned targets.
In 2020 and the first quarter of 2021, the statistics on error tube data from suppliers revealed significant insights Table 1 illustrates the number and rate of error tubes in relation to the production plan, highlighting the discrepancies in quality control during this period Analyzing these figures is crucial for understanding supplier performance and improving production efficiency.
Source: Data of Factory office
2.2.1.2 The production supervisor’s poor performance
Human resource management (HRM) plays a crucial role in driving company growth, as highlighted by Bloom, Nicholas, and John Van Reenen in 2010 However, ineffective personnel management has resulted in poor performance from the production supervisor at Tube Solvent cements, leading to decreased production efficiency This has manifested in reduced output and increased downtime, primarily due to insufficient staffing to operate filling machines and the production of defective products.
Contingency labor plays a crucial role in an organization's workforce strategy, offering businesses enhanced flexibility in personnel management As reported by the US Bureau of Labor Statistics, over 40% of the US workforce consists of contingency labor, a trend that is further accelerated by economic growth.
Mrs Thanh, the Supervisor of manufacturing solvent cement, oversees four team leaders across three shifts, with each leader responsible for a specific production line All five, including Mrs Thanh, have been promoted from worker positions, bringing extensive experience to their roles—Mrs Thanh with over 30 years and the others with at least 10 years However, despite their experience, they struggle with organizing and supervising their teams effectively, which sometimes results in rushed productivity and defective products.
Unexpected leave taken by 14 workers has disrupted production plans, resulting in insufficient staffing levels This situation highlights the challenges faced when employees take leave despite the team's short-handedness, leading to days where production targets cannot be met.
BMP has implemented Key Performance Indicators (KPIs) to evaluate employees, which is crucial for maintaining motivation and productivity Without regular evaluations, employees may become disengaged and less committed to the company's goals, ultimately harming overall performance (Bach, S 2004) The KPIs at BMP encourage workers to focus on achieving production objectives, thereby preventing unplanned leave that could disrupt operations Additionally, effective human resource management policies and procedures, as outlined by Lorenzo J Hester (2005), are essential for fostering a motivated workforce.
Performance management is an official system designed to assess individual performance, as highlighted by Besma A in 2014 It plays a crucial role in enhancing specific skills and behaviors, ultimately impacting overall performance By effectively evaluating work performance, this system can lead to increased employee satisfaction and improved productivity in the workplace.
Main problem
The identified issues are expected to significantly impact production results compared to the plant's planned output Data collected on these issues reveal their effects on reducing overall output, as illustrated in Table 4, which details the quantities that fell short of the plan for 2020 and the first quarter of 2021.
Tube Solvent cements Quantity Loss (Unit)
Weak of Quality Control System
Source: Data of Factory office
The quality control system is currently weak, prompting the QC supervisor to collaborate with the factory's Board of Directors to implement a three-shift monitoring system This initiative aims to enhance product quality oversight and decrease the incidence of defective products.
The third issue identified is inefficient maintenance Although this problem arises infrequently and has a minimal impact on planned output, the author will present a proposed improvement plan in the solutions section.
The second issue identified is the inadequate performance of the production supervisor According to the BMP job description, the supervisor is responsible for on-the-job training for workers, managing the quality and quantity of goods produced, maintaining equipment, and ensuring sufficient materials for production However, data analysis indicates that production managers are failing to fulfill these essential duties effectively.
Table 5: Quantity not meet the plan in 2020 and quarter I/ 2021:
Tube Solvent cements Quantity Loss (Unit)
Source: Data of Factory office
Supervisors play a crucial role in quality control and development within manufacturing companies, as highlighted by research on their impact in both TQM and non-TQM firms They are responsible for translating top management plans into actionable short-term goals, ensuring that product quality standards are effectively communicated to factory workers To enhance the efficiency of production teams, organizations should provide management skills training for supervisors By offering assistance and feedback, supervisors can significantly influence their team's productivity and product quality Additionally, their key responsibilities include maintaining workplace safety, achieving production and quality targets, addressing quality issues, and training all team members, including newcomers.
In summary, solvent cement is a significant revenue generator for the company, yet production outcomes fall short of planned targets, impacting both factory results and customer supply Various issues contribute to decreased productivity, preventing the achievement of production goals However, analysis of the collected data reveals that the production supervisor's performance is a key factor in these challenges.
19 performance in manufacturing solvent cements causes the highest damage to the production output of the factory (accounting for 2.93% of the planned output).
Problem definition and consequence
Supervisors play a crucial role in training workers and ensuring quality control to achieve productivity goals However, our observations and data analysis reveal that inadequate performance by supervisors significantly hampers production outcomes A lack of sufficient training and oversight from production supervisors leaves workers ill-equipped to produce quality products Additionally, supervisors often struggle to inspect processes effectively, preventing them from identifying errors in the bill of quantity and earlier procedures.
Supervisors play a vital role in ensuring workplace safety and product quality, as well as addressing and assessing manufacturing process challenges while providing essential training for their teams, according to Senker's report Additionally, research by Micheal et al indicates that effective supervisors can enhance business efficiency and product quality By acting as role models, supervisors influence their employees through guidance and feedback on performance Overall, these studies underscore the significant impact of competent supervisors on a company's overall success.
The primary consequence of this issue is the inability to fulfill customer orders adequately, resulting in insufficient products available for shipment This can lead to delivery delays and may drive customers to choose competitors’ products, ultimately harming profit margins.
Inefficient production management leads to a high rate of defective goods, forcing workers to invest additional time in repairs and resulting in the disposal of some products This not only generates significant waste in the production process but also diminishes the company's profits due to wasted labor and raw materials If these defects persist, the financial impact on the company could be substantial.
20 be found and they are shipped to the customer, the company not only incurs a tangible cost, but also damages the company's reputation
Ineffective monitoring by the production supervisor leads to errors in tracking the bill of quantities, resulting in a shortage of semi-finished products for production This shortage causes interruptions that not only decrease overall production output but also waste time reallocating workers to other tasks, such as producing solvent cements Consequently, this situation negatively impacts worker job satisfaction.
According to Imai, there are two types of Standard Work Instruction (SWI): managerial standards, which guide administrative tasks and policies, and operational standards, which instruct workers on performing their jobs efficiently and safely while maintaining product quality Both types are crucial for organizational success Tornquist emphasizes the significance of job motivation in enhancing work performance and collaboration among employees Additionally, research on leadership training at Communication Network Support Services Limited suggests that providing executives with leadership training can improve their effectiveness and boost company productivity Many supervisors, often promoted from within, may lack essential management skills, facing challenges as they juggle personnel management with direct production involvement Without proper training in human resource management, these managers often rely on subjective decision-making The author identifies three key issues contributing to these challenges: inadequate Standard Work Instructions, insufficient job motivation, and a lack of leadership training.
The production supervisor's poor performance in manufacturing solvent cements
Lack of leadership training/traning skill
Lack of reward and reconition
The job dissatisfaction of workers Damage to Reputation of company
Figure 4: Initial cause and effect map
The analysis reveals that the company's current operational challenges stem from outdated methods of monitoring production data, particularly within the solvent cements team, which relies heavily on Excel Production supervisors have expressed frustration over the inefficiency of manually inputting data from process control sheets, leading to delays and inaccuracies in information sharing This lack of timely updates and verification steps has hindered coordination among the Sales, Production, Quality, and Warehouse departments, resulting in errors during the Bill of Quantity process Implementing a robust Information Technology system could address these issues by ensuring real-time data validation, enhancing inventory management for raw materials and finished products, updating purchase orders and delivery schedules, and fostering better collaboration across all departments.
The supervisor expressed concerns that while production team leaders possess the necessary skills to perform as production workers, they lack essential management abilities This deficiency hinders their capacity to organize, coach, train, and supervise their team members effectively, ultimately impacting the workers' job performance The absence of adequate management training contributes to a significant lack of competence within the team.
An effective evaluation system is essential for ensuring job satisfaction, as it provides the necessary data for companies to make informed decisions regarding rewards, recognition, and career development Career growth is a key factor influencing job satisfaction, yet at BMP, the only advancement opportunity currently available is to the position of Production Manager, leaving supervisors with limited chances for upward mobility.
The management level is currently facing challenges, as only one Production Manager is overseeing operations Many supervisors have expressed dissatisfaction with the performance appraisal system, feeling that their hard work is not accurately reflected in their evaluations Despite their efforts, some supervisors report receiving average or low ratings from their managers, which they believe undermines their contributions.
Less career improvement The production supervisor's poor performance in manufacturing solvent cements
Lack of reward and recognition Subjective evaluation
Technology in management manufacturing not yet optimized
Information are not real time update
Figure 5: Cause fishbone diagram Evaluation System
2.3.5 Main cause validation The author conducted a survey that was done at BMP The survey is designed and the interviewees are senior workers of the company, all 1 supervisor of solvent cements production, 16 solvents cements production team leader and production manager A total of 18 interviewees were invited to participate in this survey The results of the survey are shown in the table below:
Table 6: Cause validation survey result:
No Survey question Most answered % Amount of responds
1 How long have you been at your current position?
2 What would you think about your company's evaluation system?
3 What is your opinion about your company's SWI?
4 What do you think about your
Lack of training skill: Excel, ERP 44% 8
Do you feel motivated after working here for a few years? If not, what are your opinions?
Lack of reward and recognition 6% 1
Technology in management manufacturing not yet optimized 67% 12
Information are not real time update 83% 15
From the survey, the author obtained a reliable result about the real cause The two answers with the most agreement (over 50%) are: Poor Evaluation system, Weak IT system
The factory director highlighted the challenges posed by a weak IT system, noting that data tracking in the production department primarily relies on Excel To enhance efficiency, the ISM department is exploring ERP solutions tailored for production management Training will be provided to staff to facilitate smoother data handling and output management While the weak IT system is a significant concern, the company plans to address it effectively, allowing the focus to shift to other pressing issues Most factory managers have a long tenure with the company, as evidenced by 89% of employees having worked there for 5-10 years With the rising demand for solvent cement, production pressures are mounting, yet the evaluation system remains stagnant, causing dissatisfaction among employees Research indicates that employee recognition is crucial for motivation, and a deficient evaluation system can diminish performance by fostering disengagement Effective performance appraisals are linked to reward systems, emphasizing the need for objective evaluations to enhance employee motivation and alignment with organizational goals.
The current evaluation methods heavily rely on the subjective opinions of superiors, leading to employee dissatisfaction due to a lack of transparency, specific metrics, and adequate rewards for high performance Therefore, it is essential to enhance the factory's evaluation system to foster a more fair and motivating work environment.
27 have a fairer and more effective evaluation for the production supervisor as well as other employees of the factory
Figure 6: Final causes and effect map
The production supervisor's poor performance in manufacturing solvent cements
The job dissatisfaction of workers
Damage to Reputation of company
Production outcome do not meet plan
SOLUTION SELECTION
The author analyzes the primary issues within the factory's weak evaluation system and explores potential solutions for improvement According to Wilson B, effective evaluation distinguishes varying levels of individual contributions, particularly in participation and idea generation during the development of reward structures, as outlined in job descriptions and evaluation processes Gary Dessler's book presents a range of appraisal methods, allowing companies to select the most suitable approach Several of these assessment methods can be effectively applied to enhance our company's evaluation system.
360-degree feedback is a comprehensive evaluation process where employees receive reviews and comments from various sources, including department heads, colleagues, and direct reports This method provides managers with valuable insights into each employee's strengths and weaknesses through objective assessments, while also reflecting employees' relationships with their peers.
The forced distribution method is a performance evaluation technique that ranks employees according to a bell curve, assuming that their performance follows a normal distribution According to Lawler III's study, this method typically allocates fixed percentages within each department: 10% of employees are rated as excellent (A), 30% as above average (B), 40% as average (C), 15% as well done (D), and 5% as not meeting job requirements (E).
The graphic rating scale method is a straightforward employee evaluation technique where managers assess employee performance across various categories using a scoring form This widely utilized tool enables raters to evaluate employees on a continuous scale, facilitating a clear and organized assessment of performance.
The author has evaluated the advantages and disadvantages to choose the solution:
Benefits Limitation Cost (the most economical propose)
- Give an objective view from many subjects and in all aspects related to employees
- Be useful for communication skills, teamwork
- Builds Confidence and Boosts Morale
- Not easy to conduct a reliable feedback form
- High potential for internal conflict
- 250 million VND to hire a feedback agency, including creating a feedback form and one year of consulting, ensuring output
- Members of a high-performing team may be rewarded less than members of a low- performing team
- 40M VND for training courses for HR employees to become specialist
- 90M VND for Cooperate with consultant PMS
- Focus on some key KPIs at work
- Easy to understand, easy to implement
- Many behaviors and jobs are unsatisfactory but cannot be evaluated
- 40M VND for training courses for HR employees to become
- Depends heavily on the subjectivity of the evaluator specialist
- 130M VND for Cooperate with consultant PMS
After thorough analysis and consideration of various solutions, a meeting with the factory's board of directors, human resources, the production general director, and supervisory staff led to the selection of the most effective option: a combination of 360-degree feedback, collaboration with a consultant, and training in the Force Distribution method for HR Establishing clear objectives at the outset of the due diligence period is crucial, as it allows the company to implement a robust system for tracking KPIs, ensuring that quantitative criteria are easily measurable by validators and stakeholders Moreover, an objective framework is essential for conducting employee evaluations in a manner that is both effective and appropriate.
Appraiser Objective KPI Reward KPI Periodic KPI tracker
(managers to workers, workers to managers, managers to director, )
- Have practical ideas and suggestions to serve at work
Since we've decided on a solution, we'll need to create a detailed action plan including a cost estimate The following are some requirements that must be archived:
- A well-defined statement of the desired outcome
- Tasks/steps that must be completed in order to achieve the goal
- Individuals that will be in responsible of completing each assignment
- When are these tasks expected to be completed? (deadlines and milestones)
- To accomplish the tasks, you'll need the following resources (cost distribution)
Figure 7: Action plan and time line
This project aims to enhance the factory's evaluation system to address the issue of the production supervisor's inadequate performance in manufacturing solvent cements By improving the Rate Loss/Performance ratio, the project seeks to align the supervisor's output with the production plan The budget required for this initiative is minimal compared to the significant benefits anticipated from the new evaluation system Furthermore, the project is expected to positively impact all employees, including managers and workers, by fostering higher motivation, loyalty, job satisfaction, and overall labor efficiency.
SUPPORTING INFORMATION
Interview with Production Supervisor Ms Truong Thi Thanh, who is in charge of the production process of solvent cements
Location: Binh Minh Plastic Joint Stock Company
Question: Hi Mrs.Thanh, do you know why the production volume is not reaching its target?
Answer: I know this problem We have to commit to high daily product output
Question: Hello Mrs Thanh Why do I know the output of the periods is not meeting the plan but not improving?
Answer: Customer demand has increased since the beginning of this year We had to work overtime to meet the boss's quota If you do not produce enough quantity,
Points will be deducted for failing to meet production results When we identified issues with our product, we attempted to resolve them quickly, but the process proved to be labor-intensive and time-consuming I oversee 16 supervisors, each responsible for a specific stage in the production of solvent cement, all of whom were promoted from their roles as workers due to their strong skills Despite their extensive experience, they lack the necessary organizational, coaching, training, and supervisory skills to effectively manage their teams Although they have received management training, the desired improvements have yet to materialize.
Output not meeting the production plan has been a long-standing issue, but it became critical as production was rapidly increased to satisfy market demand The planned completion rate has not aligned with actual output, highlighting the need for a thorough analysis of the underlying reasons for this discrepancy.
To meet the factory's starting KPI since early 2021, increased worker productivity has led to higher speeds and longer hours, raising the likelihood of errors Effective management by production supervisors is crucial for early detection and prevention of issues, allowing for timely solutions before they escalate Quality problems within the production process are our responsibility, and supervisors must promptly report any concerns to management or quality control By addressing issues quickly, we can prevent widespread problems and ensure timely resolution prior to delivery.
Question: Do you have anything want to say about your problem when follow the plan?
Managing the production process has proven challenging due to the focus of workers on output volume rather than product quality Despite frequent reminders and the efforts of the quality control (QC) team to identify defects, issues often go unaddressed until they escalate Effective supervision by production managers could help mitigate these defects early on Additionally, the impact of damaged machinery and the quality of input goods further complicates production outcomes, as delays in maintenance can hinder timely resolutions.
Quality control (QC) evaluates the quality of incoming goods; however, some defective items still pass through, resulting in shortages for production As the company implements lean production practices, the ability to stockpile inventory has diminished, making it increasingly challenging to manage production disruptions caused by defective inputs.
Interview with Quality Supervisor Mr Tran Chan Quang:
Location: Binh Minh Plastic Joint Stock Company
Question: Hi Mr.Quang Did you know that the quality control of solvent cements is sometimes missed, leading to defective goods that need to be re-processed?
Answer: Yes, I know about that from my General Manager This is a quality problem, but QC doesn't check it often We don't have any major problems with this product
As the leader of the Quality team responsible for final inspections prior to shipping, it's crucial to understand why some quality issues may go undetected Various factors, such as time constraints, human error, and limitations in testing processes, can contribute to the oversight of potential problems Additionally, certain defects may only become apparent during actual use, making them difficult to identify during standard inspections Implementing comprehensive quality assurance protocols can help mitigate these risks and ensure that products meet the highest standards before reaching customers.
Due to limited manpower, I am unable to conduct a thorough inspection of shipments before they are dispatched Quality Control (QC) checks supplies from suppliers, and any defective products are returned for replacements that meet company standards However, since inspections are based on probability, some defective items may go unnoticed, leading to errors in production Such errors can halt the FM-014 tube extractor, requiring workers to restart the machine, which negatively impacts operational time and overall productivity, resulting in actual output falling short of planned targets Although QC performs regular checks during production shifts, the probabilistic nature of these inspections sometimes fails to catch defects early, necessitating reprocessing of that day's batch and causing further discrepancies in production output.
Interview with Vice Director Factory (Production planner) Mrs Nguyen Hoang Anh:
Location: Binh Minh Plastic Joint Stock Company
Question: Hi Mrs.Anh With experience as a production planner Do you know why the production volume is not reaching its target?
To optimize resource utilization in the plant, a detailed daily production plan is developed, specifying the number of workers needed for each day Workers receive notification of the production plan 10 days in advance, allowing them to arrange their jobs and leave schedules accordingly to minimize disruptions However, challenges arise when supervisors create bills of quantities that either underestimate raw material needs, resulting in shortages that disrupt production, or overestimate, leading to warehouse overcrowding.
Interview with Maintainer FM machines Mr Luc:
Location: Binh Minh Plastic Joint Stock Company
Question: Hi Mr.Luc, From your experience, can you explain to us what leads to the problem of damaged solvent cements filling machine?
Machine failure can stem from several common issues, including sensor signal loss due to dust or glue, dirty machine molds caused by unsanitary glue spills, broken spring molds, damaged damping seals, and incorrect mounting These problems often arise from inadequate cleaning operations, which can inadvertently lead to improper assembly.
The cheeks are tilted, dirty The reason is because the glue spills out into the cheek is not cleaned The consequence is a faulty folding tube
Cam devices, motion mechanisms (belts, chains, gears, shaking bearings, shaking joints, bearings) are worn or damaged Reason: by not cleaning the tip of the glue cutter
The amount of steam is unstable; the actuator is stuck Consequences: make actuators damaged, bent and broken, damaged mold
In addition to the problem that the machine is not clean, glue and dust, there are some reasons why the machine is affected:
Suppliers delivering non-quality materials can lead to significant issues, such as unequal tube diameters, oversized tubes, loose fittings, and missing caps These defects can cause the FM-014 tube extractor to malfunction, necessitating a machine restart by the operator Ensuring high-quality materials is crucial for maintaining operational efficiency and preventing downtime.
The machine check tube in the correct direction or not:
Products are produced at an impressive speed of 70 tubes per minute However, when the team pushes the glue tubes, they can sometimes splash and end up facing either the right or wrong direction The conveyor belt then transports these tubes to the receiving point, where correctly oriented tubes are accepted and subsequently pushed into the basket.
Improper alignment of the tube, often caused by excessive force during handling, can lead to the tube flipping in the wrong direction, resulting in sensor malfunctions This misalignment not only disrupts the workflow but also significantly reduces productivity, as workers spend additional time addressing the issue.
Interview with General Manager Mr Phuc:
Location: Binh Minh Plastic Joint Stock Company
Is your factory's production team effectively managing all essential documents and data, including production quantities, inventory levels, and delivery schedules? Are these details being tracked in real-time using Excel sheets, or is there a more efficient method in place?
Currently, we utilize Excel to monitor real-time data at the factory, as our ERP system's relevant module is not yet operational Consequently, to access today's production data, one must generate an ERP report the following day, as data and documents will only be fully processed by then.
39 entered After many meetings with factory and company managers, this issue was discussed Currently, the ISM department is researching solutions to meet the needs of
IT support in the factory's work
No Survey question Most answered
1 How long have you been at your current position?
2 What would you think about your company's evaluation system?
Insufficient KPI tracking system Subjective evaluation
3 What is your opinion about your company's SWI?
Inadequate Product standard Insufficient standard work instructions Acceptable
4 What do you think about your
Poor Leadership & management training Lack of training skill: Excel, ERP Acceptable
Do you feel motivated after working here for a few years? If not, what are your opinions?
Less career improvement Lack of reward and recognition Keep motivate
Technology in management manufacturing not yet optimized
Information are not real time update
1 Nguyen Bao Phuc Production General Manager
3 Bui Pham Duy Loan Production Senior worker
5 Phan Vinh Phat Production Senior worker
6 Nguyen Thanh Giang Production Senior worker
7 Pham Xuan Duom Production Senior worker
8 Hoang Hai Yen Production Senior worker
9 Phung Tu Mai Production Senior worker
10 Duong Van Hoang Production Senior worker
11 Bui Thi Oanh Production Senior worker
12 Pham Thi Thu Thuy Production Senior worker
13 Dao Thi Kim Sang Production Senior worker
14 Vuong Thanh Thang Production Senior worker
16 Nguyen Thi Cam Production Senior worker
17 Ngo Da Vinh Production Senior worker
18 Mai Thi Duyen Production Senior worker
Total tube Solvent cements quantity loss = 615.893 (tube Solvent cements)
Total cost of Rate Loss/Performance = Total tube Solvent cements quantity loss x Price
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