kpi lean ieeeeeeeeee bahasa indonesia.pptx

HFNE–VNAM Lean Performance Evaluation.

Focus: Action Plan, Root Cause Analysis, Corrective Action.

Goal: Improve KPI performance and operational efficiency.

Includes analysis, evaluation, and solutions for improvement.

1. HFNE-VNAM Lean Performance Total PPH(1) MLT(1) Effectiveness (3) Evaluation/Audit(5) 2024’01 2024’02 YTD 9.94 1.00 1.00 3.00 494

2. Problem Identify Action Plan Responsible Person Estimated Timeline PULLPRODUCTION From Cutting to Preparation :Indistinct production round set, Unclear standard lead time between processes found. Narrow scope of Pull Production Planning team, production site and Lean team have to1.specialize the production round from Cutting to Preparation to ensure the standard lead time between processes are clear and accurate. Ongoing Pull Production implementation, with total 11 Pull lines in Q2, 2024 In Q2 2024, the factory will carry out the layout transformation of building B and expand 5 small pull production lines to promote the Pull implementation in a new renovation. Ouyang Hui xia Xie Yuan lai Liao Qi di Scott Lee 2024/07/31 KAIZEN Limited Kaizen cases submitted monthly. Haven't seen kaizen contribution from operator level Production managers continue to encourage all members, especially employees level in Kaizen activities participation to contribute to production improvement. The target is 6 kaizen per month, including 3 kaizen from employees. Conduct training on thinking methods, how to come up with ideas improve kaizen for 100% of production employees. Ouyang Hui xia Hu Chia hao Scott Lee 2024/02/29 Evaluation- Action Plan HFNE-VNAM

3. Problem Identify Action Plan Responsible Person Estimated Timeline 6S-VM5 Poor 6S VMIS in many area such as Finished good warehouse. B-grade shoes area, outsole area, 6S standard 's visibility is extremely limited. Enhance 6S, VMS training for all the supervisors in FGWH, B-grade shoes area & outsole warehouse area total 34 people within 3 hours, 90 score reaching is considered PASS. Strengthen 6S training for all the employees in the above areas, increase training frequency from once a week to twice a week. Design S highly visible 6S standard kanban in each department of each building (including the warehouse)and disclose standard to 100% employees. Ouyang hui xiaXie Yuan ialLiao Qi di Scott Lee 2024/03/30 TRAINING internal Lean trainer quantity increase but still limited Continuously training-trainer implementation from 19people to 30 people in 2024, emphasize on production supervisors training with12 more people, estimate 4 trainers in Q1 Trainer's capability will be evaluated by not only theorical test (with standard pass score is 90) but also practical aspects (being able to identify and address at least 15 Lean issues per month . Scott Lee 2024/03/30 Evaluation- Action Plan HFNE-VNAM

4. Evaluation- Root Cause Analysis 3 2 1 4 5 6S-VMS Poor 6s VMS in many area such as Finished good warehouse, B-grades hoes area outsole area 6S standard’s visibility is extremely limited Internal Lean trainer quantity increase but still limited TRAINING From cutting to Preparation: Indistinct production round set Unclear standard lead time between processes found PULL PRODUCTION Narraw scope of Pull Production Limited Kaizen cases submitted monthly Haven't seen kaizen contribution from operator level KAIZEN TPM performance is under expectation regarding machine cleanliness, broken indicator, sensor Updated TPM practices such as defining critical component lifespan preventive maintenance with computerized control system operator engagement and involvement in PMTPM budget are still limited TPM Metrics Evaluation Score (5.0) HFNE VNAM 4.94

5. Problem identified Action Plan PIC Estimated Timeline Kaizen & Kaizen Incentive Submit at least 4-5 kaizen per month and one of them is operator IE LEAN Supervisor: Pifen operators 2024.1-2024.3 TPM Define critical component lifespan for 5 more machines; hot pressing, stroble stitching, binding, heat oven, multi funcional pressing Perform periodical maintenance on machines and complete component lifespan list as soon as possible Train operators on “machine operation safety” and “ level 1 maintenance”. Monthly target : Cutting – 8, Stitching – 10, Assembly – 12 Launch meeting between senior manager of the factory to budgeting for TPM activities such as buy machinery components, reward improvement that lead significant production efficiency FactonDirector : Thomas HuangIEFAN Supervisor: PifenIE-LEAN.Tran ThiThuy VanTPM Supersor . Cui Erde CutLihaoTeM Foremen Nguyen VanTruong Pham Tien Nha 2023.1-2023.3 LEAN Training Choose out 8 potential candidates (IE-LEAN: 2 Cutting 1. Stitching:1, Assembly:4) for 2024 TOT training based on monthly training activities and raise total internal trainer quantity from 18 to 26. Make training plan with detailed training contents that focus more on practical practice IE-LEAN Pham Khanh Linh 2023.1-2023.3 QCO Review the knowledge discussed among 3 factories and customer in charge of the factory (Brian) Train QCO for about 15 Line leaders in 1 hour. Check by the post test. Target point: 85/100Pass rale.100% Train QCO for about 200 workers from 6 Stitching lines in 3 hours. Check randomly by the questionaire At least 20 workers take the test, Target point: 3/5. Pass rate: 100%Ask Brian to observe QCO at factory and give advice for better performance. IE-LEAN Supervisor: Pifen IE-LEAN: Pham Thi Huons TranThi Hue 6 Stitching Line leaders 2023.1-2023.3 Evaluation- Corrective Action Plan HFNE-VNAM

6. Problem identified Action Plan PIC Estimated Timeline Project timeline should be better visualized and controlled step by step Use another format of project timeline table to show more clearly project progress IE-LEAN: Nguyen Hai linh Less creative kaizen when balancing line when only Combine and Rearrange are used in ECRS Keep on applying C and well Study on using E and S like Eliminate NVA processes Nor Value Added), Simplify NVAN processes (Non Value Added but Necessary) Production Manager: Shao Shuaqai , All line leaders lt is still not so clear how QCO affect to Assembly line performance Before starting the project, collet data or COT , COPT and Efficiency up time of the previous change-over on chosen Assembly line When the project ends. show the improvement data in g for better comparison IE-LEAN: Nguyen Hai linh , Pham Thi Huong Evaluation- Corrective Action Plan HFNE-VNAM