(Đồ án hcmute) monitoring and controlling the deployment project at avery dennison rbis vietnam

MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION CAPSTONE PROJECT INDUSTRIAL MANAGEMENT MONITORING AND CONTROLLING THE DEPLOYMENT PROJECT AT AVERY DENNISON RBIS VIETNAM LECTURER: PhD NGUYEN KHAC HIEU STUDENT: BUI THI HUYNH NHI SKL 0 Ho Chi Minh City, December, 2021 n MINISTRY OF EDUCATION AND TRAINING HCMC UNIVERSITY OF TECHNOLOGY AND EDUCATION FACULTY OF ECONOMICS GRADUATION THESIS TOPIC: MONITORING AND CONTROLLING THE DEPLOYMENT PROJECT AT AVERY DENNISON RBIS VIETNAM Student: Bui Thi Huynh Nhi ID student: 18124202 Course: 2018 Major: Industrial Management Instructor: Ph.D Nguyen Khac Hieu Ho Chi Minh City, December 2021 n INSTRUCTOR’S EVALUATION HCMC, date …month…year…… Instructor Trang i n ACKNOWLEDGEMENTS First of all, the author honestly wants to express my gratitude toward all the lectures at HCMC University of Technology and Education for teaching the author within years at the university They truly gave the author valuable knowledge and help the author to grow myself every single day In particular, the author would like to thank my instructor – Ph.D Nguyen Khac Hieu for taking his time and dedication to give the author the right direction with great advice to complete the thesis on time Secondly, the author genuinely thanks the Avery Dennison RBIS Vietnam Company for giving the author an amazing opportunity to take an internship in such a great and professional environment Through that, the author can learn a lot of new things from other experienced members and expose to real and challenging tasks at the workplace to improve and develop my skills The author sincerely would like to thank all the members of the GPD department especially the project management team where the author was mainly evolving into The author especially thanks my manager Mr James Li for guiding and sharing with the author useful information about the company business Huge thanks to Mr Lam Nguyen & Mr Uy Huynh for assigning the author tasks and enthusiastically guiding and supporting the author complete the tasks well during the internship period Finally, the author also would like to give tremendous thanks to all of my friends as well as my family who always motivate and support the author along the way HCMC, date …month…year…… Student Bui Thi Huynh Nhi Trang ii n LIST OF ABBREVIATIONS ABBREVIATION EXPLANATION ACS Avery Commerce Suite AD Avery Dennison ADVN Avery Dennison Viet Nam AW Art Work BTC Benchmark Target Costing C&C Care & Content CFE Commercial Front End CS Customer Service DRF Development Request Form HC Headcount E2E End to End EHS Environment, Health & Safety ETA Estimated Time of Arrival FC Forecast FMEA Failure Mode & Effect Analysis FT Fast Track GPD Global Program Deployment GSPD Global Sampling and Product Deployment IC Internal Company IPPS In-Plant Printing solution LT Lead time MOQ Minimum Order Quantity O2D Opportunity to Deployment OE Order Entry OS Outsource PA Production Artist PE Production Engineer PIC Person in charge Trang iii n PLN Planning PM Project Manager PO Purchase Order PPC Production Planning Coordinator RBIS Retail Branding & Information solution SB Service Bureau SC Supply Chain SKU Stock Keeping Unit SOP Standard Operating Procedure STD Standard Time Delivery TA Talent Acquisition TQ Total Quality UPH Units per hour WD Working Day Trang iv n LIST OF TABLES Table 2.1 Project life cycle 18 Table 3.1 Pre-deployment process in detail _27 Table 3.2 The deployment process in detail _28 Table 3.3 Basic project deployment model _30 Table 3.4 Project initiating 33 Table 3.5 Project planning 35 Table 3.6 Project executing _36 Table 3.7 Project monitoring and controlling _38 Table 3.8 Project monitoring and controlling in detail 39 Table 3.9 Program specification of Coach RFID _48 Table 3.12 Steering committee _49 Table 3.13 Core team 50 Table 3.10 Item list 51 Table 3.11 Forecast _52 Table 3.14 Action plan _52 Table 3.15 Gantt chart of the Coach RFID project _53 Table 3.16 Factory list _55 Table 3.17 Material information _56 Table 3.18 Items information 57 Table 3.19 Item information _57 Table 3.20 Capacity readiness status 58 Table 3.21 Updated action plan for COACH RFID project _60 Table 4.1 Online courses _71 Table 4.2 Lesson learned _73 Table 4.3 Checklist question 73 Appendix 1: Updated Gantt chart for COACH RFID project _78 Trang v n LIST OF FIGURES Figure 1.1 AD Labelling Figure 1.2 Car graphic wrap Figure 1.3 AD retroreflective material Figure 1.4 One of the AD apparel solutions Figure 1.5 RFID tag Figure 1.6 One of AD Printers solutions Figure 1.7 Pressure-sensitive tapes Figure 1.8 One of AD medicals Figure 1.9 One of AD fastener solutions .8 Figure 1.10 Avery Dennison RBIS Vietnam Figure 1.11 AD Logo Figure 1.12 HTL product 11 Figure 1.13 PFL label 11 Figure 1.14 Woven label .12 Figure 1.15 POS label 12 Figure 1.16 RFID Hangtag 12 Figure 1.17 Organizational chart 14 Figure 2.1 Project kick-off factors 17 Figure 2.2 Risk register 23 Figure 2.3 Kanban board .24 Figure 2.4 Probability and Impact Matrix .24 Figure 3.1 GPD Organizational chart 25 Figure 3.2 The pre-deployment process 27 Figure 3.3 The project deployment process 28 Figure 3.4 Program specification template 34 Figure 3.5 A3 tracker 41 Figure 3.6 Action plan 42 Figure 3.7 Team register .42 Figure 3.8 Risk register 44 Figure 3.9 Weekly report 45 Trang vi n Figure 3.10 Risk register for the COACH RFID project 60 Figure 4.1 Kanban board .68 Figure 4.2 Backup plan 70 Trang vii n TABLE OF CONTENT INSTRUCTOR’S EVALUATION i ACKNOWLEDGEMENTS ii LIST OF ABBREVIATIONS iii LIST OF TABLES v LIST OF FIGURES vi PREFACE .1 Introduction .1 Research Objectives Research scope and subjects Research Methodology Report Structure CHAPTER 1: INTRODUCTION TO AVERY DENNISON RBIS VIETNAM 1.1 Introduction to global Avery Dennison Corporate 1.2 Business Areas 1.3 An overview about Avery Dennison RBIS Vietnam 1.4 Mission and vision 1.5 Core Values 1.6 Key Product Lines at Avery Dennison RBIS 11 1.7 Key Customers .13 1.8 Sustainability Goals 13 1.9 Organizational Structure 14 CHAPTER 2: LITERATURE REVIEW 16 2.1 Overview about project .16 2.1.1 Definition of project 16 Trang viii n The training helps to enhance the knowledge and skills of the members especially for those who are new hires From there, they will understand deeply how everything works and implement better at their works Thanks to that, the unwanted mistakes can be minimized along with the project implementation, and the project deliverables can be completed quickly and on time 4.2.2 Monitor and control projects in a more agile way Solution rationale: When it comes to project, the collaboration between members is very important If a member doesn’t commit extensively to the project progress, it will impact other members’ performance and constrain the project progress Because of that, this solution is referred to the depicted limitations above “Long waiting time to get the response when checking” The author recommends that the PM should monitor and control the projects more actively to keep everyone on the same page and visualize the progress and tasks through the Kanban board This will be a lot easier for everyone to catch up with the up-to-date progress and strengthen the coordination between members as well Detailed content: Based on the list of core team members, the PM will regularly get the members together through daily meetings via the google meet platform The short daily meetings will last about 15-20 minutes Through that, every member can share and update the progress of their tasks Each person briefs the team on what they completed the day before, what they plan to finish today, any highlights, and any help they need If there are any issues, the PIC will tackle them after that and report to the team at the next daily meeting Based on the updated information during the meeting, the PM will track the progress as well as remove obstacles to drive the project on track so team members can focus on their work After the daily meeting, the PM will integrate and send out to the team a followup email about the status of current tasks within the week on the project and the follow-up actions mentioned in the meeting as well The updated tasks will be conducted on the Kanban board template as below: Trang 67 n Figure 4.1 Kanban board In the Kanban board, the available action plans within the week or identified actions will be updated based on three statuses: To do, Doing, Done They are also accompanied by the PIC through the colorful icons put on the right corner Each color is represented by a member of the team To – when an action is thought through but not yet started In progress – once the task is assigned to a member or group and the task is actively proceeding Done – when the task is fully completed with nothing more to Benefits of the solution: By having a short daily meeting, the PM will be more active to monitor and control the progress of the tasks The members of the team also quickly get the status of the project If any problems come up, the PM can refocus the team’s attention to swiftly find a way to mitigate them and keep things on track because, in the end, verbal communication is always a better way to express ideas and get things straight Besides that, the Kanban board helps to manage the flow of tasks in the project This aims to achieve a smooth movement of tasks from to-do to done status Everyone can have a better visual of the works on the project This also helps to boost the collaboration between members more effectively and efficiently Trang 68 n 4.2.3 Creating a backup plan Solution rationale: There are inevitably always some unexpected things that can arise along the project life cycle They can be subjective factors or objective ones Whether what it is, those are considered risks to the project and will affect the project performance Due to that reason, it is better to make a preparation plan to respond to those unprecedented events once it is likely to occur The author suggests that the PM team should create a backup plan for events that the PM team can likely face to better react to them when they become in reality It is essential to have a Plan B for a general event that can happen to quickly respond to situations in case things don't go smoothly as expected This will resist the project from delaying during the project execution and get it done on time to meet the customer’s expectations PIC: the PM team Detailed content: The PM team should gather together to pinpoint and identify what generally specific events that might happen during the project deployment process according to their experience The PM team needs to determine basic points for each event of the backup plan such as what the event is, what the likelihood of the event is to happen, what the action should be, who should be informed The PM team should fill in those events into a backup plan template designed on Google sheet for everyone to easily access when needed This file will be put into the PM team guideline The PM can also use this template to make a backup plan for events in specific projects that the PM leads Depending on the projects, the events can vary so this file on the PM team guideline can be adjusted or added in needed new events by the PM if there are any This is the template that the author suggests: Trang 69 n Figure 4.2 Backup plan The likelihood of the event is defined as: Low: the probability of an event happening is rare, but if the event has been identified, follow-up is required Medium: the probability of the event happening is mild, which has to be carefully kept an eye on High: the probability of the event happening is high, which requires a close focus Benefits of solution: Having a general backup plan, the PM can easily backup in different ways When things not go as expected, a backup can be swiftly implemented to respond to it instead of spending time to find a way This will help to minimize unnecessary project delays This is also a good document for new members to watch on 4.2.4 Adding more recommended online courses on the E-learning Solution rationale: As a matter of fact, communication is the key point for successful performance in the workplace and even everywhere When it comes to project, communication is even more important than ever It is important to make sure every member is on the same page and keep things running as smoothly as possible This solution aims to respond to the third limitation “Inadequate communication” the author addressed above The author suggests that the company should be adding more Trang 70 n recommended online courses on the E-learning list related to topics of communication, problem-solving, and the like on prestigious platforms like LinkedIn so that the employees can easily get access and learn freely whenever they have time This will help them accumulate useful information and tips from real-world experts as well as boost their skills and improve their performance in a self-directed way These are some online courses on the LinkedIn Learning platform that the author recommends the company to offer to employees at ADVN: Table 4.1 Online courses No Course name Effective Duration Email 1h13m Communication Contents How to write emails for maximum readability and impact, discover how to craft a compelling opening, how to leverage etiquette to use email as one of many communications tools Multinational 40m12s Effectively facilitate multinational meetings, as Communication well as how English speakers can make their in the workplace phrasing easier for nonnative speakers to understand, effectively communicate in English, write and read business emails and manage phone conversations Interpersonal 39m Communication Communicating with your colleagues more effectively, communicating with your supervisor, communicating in tricky situations, communicating across cultures in the workplace Conflict 51m13s Effective conflict resolution, reveals simple, Resolution repeatable techniques that apply in most business Foundation situations, a practical framework for exploring and navigating conflict resolution (Sources: Author collected) Benefits of solutions: By providing online courses, the team members can expand their knowledge and leverage their skills Thanks to that, they can be much better at work and get things Trang 71 n done more effectively as well as eliminate the misinformation during the working process 4.2.5 Making more documentations Solution rationale: This solution aims to solve the second limitation “Lack of record in the team” The author proposes that the team should complement more documentation in the PM team such as the “lesson learned” and the question checklist for the PM to better the monitor and control process In the “lesson learned”, the PM can write down noticeable problems that the PM faces during the project life cycle linked with a specific RB at the end of the project implementation With that, the PM can also mention the ways that the team solved them and the key points the team learned and especially noticed through those experiences As for the checklist question, the PM can address the common key points of categories that the PM has to check and get information Along with tasks given to team members, the PM needs to regularly check more information related to them to track the project progress better But as mentioned in the above section, there is not any instruction about what information the PM needs to check more The author finds it hard for a new member to monitor the project when he or she is still not familiar with the type of projects in the company So with the checklist question, can be a useful reference for members to watch over and base on especially for new hires Thanks to that, the PM can have a greater preparation for what needs to check with other members throughout the monitoring and controlling process Detailed Content: As for the “lesson learned”, the author recommends that at the end of project execution, the PM should take some time to fill in the table of “lesson learned” through a file google sheet shared with the whole team This file will be put into the PM guideline for members to easily get access This would be a great source for controlling and attaining greater results in future projects The table is going to indicate how a “lesson learned” in a single project looks like: Trang 72 n Table 4.2 Lesson learned PROJECT NAME: PROJECT MANAGER: Category Issue name Describe of Root issue cause Impacts Solutions As for the checklist, the PM should write down the common questions based on the five common categories on the projects at ADVN Every new hire can base on this checklist to define what he or she generally needs to check with other members to get clear information on the project Below is the checklist question with some common questions based on specific categories that the author recommends to the PM team to facilitate the project monitoring: Table 4.3 Checklist question Category Checklist questions Checked? (Yes/No) Commercial Have F Sales approached the vendors? Agreed on the quotation? What is the volume? Are there any special remarks? Confirmed to reserve or buy extra material? When will we have the first order? Material How much material is on hand? Are there any plans to consume it? Is it overseas or local material? What is the lead time to buy? Trang 73 n Remark When will it arrive? Capacity What is the current capacity? Can it be sufficient to fulfill the demand? If not, how many resources we need to prepare? Item setup Follow global material or alternative material? What is the production method? Has GPD done the VN SPEC? Has GPD set up the data on the system? How many pieces can we make for each meter? Has GPD checked FOD? What is the plan for sampling? Has GPD requested enough sampling material? Have GPD prepared data for sampling? Process Is the test passed? Is the result submitted to Hub? Order alignment? Benefits of the solution: With the above documentation, the PM members especially new members can have more resources to reference and understand better the common problems that the PM often has to go through related to different RBs as well as what the PM has to check and monitor to make the project tasks clear Facilitate the monitoring and controlling process of the PM From that, the PM can have an insight understanding of projects at ADVN and actively work to keep the project on track and reach the expected target 4.2.6 Using the probability and impact matrix in rating the risk Solution rationale: Regarding the final limit point that the author mentioned above “Rating the risk randomly”, the author suggests the PM team use the probability and impact matrix in rating the risk level That can help the PM rate the risks more accurately, get a better view of the project risks, and focus closely on those that may make major impacts on the project Detailed content: Trang 74 n The author recommends that the PM should apply the probability and impact matrix in assessing the risk level by simply putting the uncertain events into the cells of the matrix The matrix includes two scales for probability and impact (very low, low, moderate, high, very high) The probability indicates how likely it is for the event to occur The impact is how severe the negative outcome can bring to the project This is the matrix that the author recommends the team use: Probability Very High High Moderate Low Very Low Very Low Low Moderate Impact High Very High : Low (Unlikely to occur) : Mild (Possible to occur) : High (Likely to occur) Benefits of the solution: • Provide a graphical representation of risks based on project or task • Simplify and effectively the process of risk management • Provide a more detailed view and better manage the risk Trang 75 n CONCLUSION In today’s business, the competition among companies is getting stronger than ever One of the most important factors that can strongly affect how the business operates is the customer The company that wants to gain a decent share in the market has to make an effort and utilize its operation to fulfill its customer expectation As a global company, Avery Dennison is striving to make the most of everything the company does to bring value to customers worldwide Project-based works are the potential way to help the company obtain strategic goals and more importantly retain customer trust and satisfaction to the company Implementing projects is needed in the current market This graduate thesis about "Analyzing the deployment project monitoring and controlling status at ADVN” shows the way a project is initiated and things we need to implement as well as give close attention to monitor and control to get the project done on time and bring value to the customer Monitoring and controlling are considered the most important phase in the project as it helps the PM gauge the performance of the project The graduate thesis is a chance for the author to reflect more about the essential factors we have to cover when it comes to monitoring and controlling the project at ADVN The author had a chance to expose to project works, the way project is deployed, monitored, and controlled as well as risk identification in such a global company The author can have a better awareness of how things work and the ability to recommend some solutions to enhance the monitoring and controlling process at the PM team in the GPD department The author hopes the monitoring and controlling project will become better with greater coordination between members and more resources for members to reference to effectively keep projects on time and meet the customer expectation as well as achieve the expected goals in future Trang 76 n REFERENCES APM (Ed) (2006) APM body of knowledge (5th ed.) London, England: Ingmar Folkmans Avery Dennison Talent Network Avery Dennison RBIS VIETNAM Retrieved from https://averydennison.talentnetwork.vn Chowdhury (2020) Deployment planning: Everything you need for success Retrieved from https://www.plutora.com/blog/deployment-planning-success Cole & Scotcher (2015) Brilliant agile project management Harlow, UK: Pearson Education Limited European Commission [EC] 2007 Strengthening project internal monitoring European: EC Institute of Internal Auditor [IIA] (2021) Risk management USA: IIA Institute of Risk Management [IRM] (2002) A risk management standard London, UK: IRM ISO Guide 73 (2009) Risk management – Vocabulary Retrieved from https://www.iso.org/standard/44651.html James Li (2019) PM training document Long An: ADVN 10 Melton (Ed) (2007) Project management toolkit: The basics for project success (2nd ed.) Oxford, UK: Elsevier Ltd 11 Moreira (2013) Being Agile: Your roadmap to successful adoption of agile New York, USA: Apress Media 12 Our World Avery Dennison homepage Retrieved from https://ourworld.averydennison.com/ourworld/ 13 Pinto (Ed) (2013) Project Management (3th ed.) Essex, England: Pearson Education Limited 14 PMI (Ed.) (2017) A guide to project management body of knowledge (6th ed.) Pennsylvania, USA: Project Management Institute, Inc 15 Satyendra (2017) Project Monitoring Retrieved from https://www.ispatguru.com/project-monitoring/ 16 Taylor & Russell (2011) Operation Management New York, USA: John Wiley & Sons Trang 77 n APPENDIX Appendix 4: Updated Gantt chart for COACH RFID project Jun Deliverable Jul Aug Status Responsible 23 24 25 26 27 28 29 30 31 32 33 34 build-up Project sign off & Team build-up Kickoff meeting $1 PM Clarify special requirement $1 Judy List of factories $1 Justin Commercial Meeting with customers Judy/Justin Re-validating the FC Justin Operations Capacity alignment $1 Nghia PO issued $1 Joe Follow the ETA confirmation Checking IC support from other sites Checking the potential scenarios Joe PM Nghia Process/Quality Creating order form Klara Item setup/development Item development Request sampling & setup Sampling & testing GPD Hub Klara Khiem/Nhan Launch project (Source: PM team) Trang 78 n BIÊN BẢN CHẤM KHÓA LUẬN TỐT NGHIỆP DÀNH CHO GVHD Tiêu chí đánh giá Nội dung Trích dẫn tài liệu tham khảo Câu văn từ ngữ Yếu 0-3.0 Nội dung chương khơng có liên kết Những vấn đề cần nghiên cứu, mục tiêu nghiên cứu, nội dung không phù hợp với tên đề tài Các phân tích cịn lan man, chưa chi tiết Tất phân tích nhận định khơng có sở Nhiều ý phân tích thiếu mạch lạc, mâu thuẫn 0-0.4 Có tài liệu tham khảo Khơng có trích dẫn lý thuyết (khái niệm) nêu đề tài Có nhiều bảng biểu chưa đặt tên, đánh số ghi nguồn Trung Bình 3.1-4.0 Nội dung chương thiếu liên kết Những vấn đề cần nghiên cứu, mục tiêu nghiên cứu, nội dung chưa phù hợp hoàn toàn vào tên đề tài Các phân tích cịn lan man, chưa chi tiết Có nhiều phân tích nhận định khơng có sở 0.5-0.6 Tài liệu tham khảo không phong phú Khơng có trích dẫn lý thuyết (khái niệm) nêu đề tài Có nhiều bảng biểu chưa đặt tên, đánh số ghi nguồn Khá 4.1-5.0 Nội dung chương có liên kết Những vấn đề cần nghiên cứu, mục tiêu nghiên cứu, nội dung phù hợp với tên đề tài, phân tích sơ sài, chưa chi tiết, chưa tập trung giải toàn vấn đề nghiên cứu Một số phân tích, nhận định thiếu sở 0.7-0.8 Tài liệu tham khảo phong phú Có số lý thuyết (khái niệm) chưa trích dẫn Có số bảng biểu chưa đặt tên, đánh số ghi nguồn đầy đủ Giỏi 5.1-6.0 Nội dung chương có liên kết Những vấn đề cần nghiên cứu, mục tiêu nghiên cứu, nội dung phù hợp với tên đề tài Phân tích chi tiết, tập trung giải vấn đề nghiên cứu Các phân tích nhận định có sở 0.9-1.0 Tài liệu tham khảo phong phú Có trích dẫn đầy đủ lý thuyết (khái niệm) nêu đề tài Các bảng biểu đặt tên, đánh số đầy đủ, ghi nguồn đầy đủ (trừ bảng biểu tác giả tự phân tích, tính tốn) 0-0.9 1.0-1.3 1.4-1.7 1.8-2.0 Triển khai ý thiếu Triển khai ý thiếu Triển khai ý thiếu Triển khai ý rõ n Điểm rõ ràng, mâu thuẫn lộn xộn Rất nhiều lỗi sử dụng từ ngữ (chưa phù hợp với hoàn cảnh) Câu văn thiếu mạch lạc, nhiều lỗi tả 0-0.4 Rất liên lạc với GV để duyệt rõ ràng lộn xộn Nhiều lỗi sử dụng từ ngữ (chưa phù hợp với hoàn cảnh) Câu văn thiếu mạch lạc, nhiều lỗi tả rõ ràng Có số lỗi sử dụng từ ngữ (chưa phù hợp với hồn cảnh) Câu văn thiếu mạch lạc, có số lỗi tả ràng, liền mạch Sử dụng từ ngữ phù hợp với hoàn cảnh Câu văn mạch lạc, khơng có lỗi tả 0.5-0.6 0.7-0.8 0.9-1.0 Thỉnh thoảng liên lạc Thường xuyên liên lạc Rất thường xuyên liên Thái độ với GV để duyệt với GV để duyệt lạc với GV để duyệt Điểm thưởng dành cho sinh viên viết báo cáo tiếng Anh dao động từ 0,1-1,0 điểm Tổng điểm: Kết luận: ¨ Cho SV bảo vệ trước hội đồng ¨ Không cho SV bảo vệ trước hội đồng Ngày ….tháng… năm …… Giảng viên chấm KLTN n S n K L 0