2.3 Analyse Production Situation in SUFAT VIET NAM Company
2.3.2 Production Situation in SUFAT VIET NAM Company
Period from 2000 – 2001was implementing construction project of motor cycles assembly-production factory of SUFAT VIETNAM Company at Pho IP located at PhoNoi B industrial park Hung Yen province.
In late 2001, turn the plant's workshops such as engine fitting workshop, vehicle assembly, welding workshop, painting workshop went into operation.
2002 continues to be processing workshop and 2004 casting workshop began ouput the first motorcycle details.
Production Activities:
a) Operation structure:
Chart 2.3.2a
b) Quy trình tác nghiệp chung:
Production Management
Assembling Workshop Plastic Workshop
M&E Service Storage
Design Dept
MAIN SECTORS SUPPORT SECTORS
Processing Workshop Welding Workshop
QC Dept.
Material Dept.
Acount Dept.
Sales Dept
Chart 2.3.2b
Operating Process Related Units
Sales Department
CEO
Material Department Account Department Production Department
Material Dept. /Suppliers
KCS1-QC Department
Production Department
KCS2-QC Department
Production Department
KCS3-QC Department
Warehouse Sales Department
Warehouse
Output Quality Check Material Supply
Production Order
Planning Order Confirm
Material Planning Financial Planning Production Planning
Quality Check Assembly
Quality Check
c) Technology process:
In year 90s, according to the Motorcycle localization policy of the Government (Ministry of Industry), the local companies produced motorcycle in Vietnam "forced" to invest in the procurement and installation of machinery and production lines to manufacture a certain group motorcycles parts to enhance the localization rate in their products.
Not to be outside the "mainstream" (as presented in the above sections), SUFAT VIETNAM Co. has invested to procure and install a lot of machinery to create the technology relatively closed line as follows:
Chart 2.3.2c
SIGNALS:
(Outside show the main work, Inside is extra works)
Actions Qty. Control
Processing and Cheeking at same time
Transportation
Qlt. Control Qty. and Qlt. Control Warehousing
Technology Order Materials for
Production
Motorcycle Parts for Assembly
ENGINE ÂSSEMBLY PLASTIC
WELDING
PROCESSING
PAINTING
MOTORCYCLE ASSEMBLY
d) Production Capacity:
There are three ways to determine the capacity of a production unit: i) the number of devices; ii) the production area; iii) the number of workers. In SUFAT VIETNAM Company, we do not use the first way because it will not reflect the real situation. Because although the expected capacity of the plant is 100,000 units / year (Section 2.2.1.3), but the output is in decline because there is no output, the equipment no working is a lot. The second way is also not selected because this way more appropriate for enterprise services such as warehouse, hotel ...
Production capacity of the SUFAT VIETNAM Company will be determined by the following formula and set in the table below:
- Nsp: Production Capacity (PC) - Scn: Number of workers at stage
- Tlv: Total working time (month, week)
- Tdm: The level time of processing one unit of product.
(Source: Lecture of Dr. Nguyễn Văn Nghiến-Hanoi Polytechnical Univercity) Table 2.3.2d Characters
Workshop
Number of workers (person)
Monthly working time
(min)
Norm time
(min) PC
(units) Plastic
Workshop (40-60 parts)
2/(total 23) (side cover part)
26*7*60 15 (4+11) (side cover part)
2.482
Welding Workshop (12 parts)
16/(total 26) (frame part)
26*7*60 4.7 (line time) (frame part)
2.323
Processing 9/(total 87) 26*7*60 5 (line time) 2.184
dm lv cn
SP T
T
N S .
Workshop:
(13 parts)
(cylinder head) (cylinder head)
Assembly Workshop:
- Engine Assembly
On line: 18 Off line: 14
26*7*60 1.4 (line time) 32.75
4672
- Motorcycle Assembly
On line: 22 Off line: 22
26*7*60 0.8 (line time) 61.3
3917
Remark:
Currently there is no balance on time of production rate between the workshops leading out of sync throughout the plant (see Table 2.3.2d)
Technology, automation technology is not appropriate investment resulted in some production stage mostly manual labor, low productivity, creating contraction phases in the entire production line installation assembly plant. For example: table 2.3.2d shows take up to 44min to complete one cylinder head part of the engine.
"Every production system also has a tighten places and they are always vary according to the conditions of the company. Therefore, we always have to find ways to identify, analyze and solve them quickly and accurately, it will improve efficiency in the production process of and create competitiveness of businesses on the market "
There are too many indirectly sections to support the production process especially at the stage of planning to make an order so that it’s easily lead to slow, overlapping and unclear responsibilities (see Chart 2.3.2b: there are three atleast
department collaborating for only one plan of order fulfillment). Changes in order for the production process lead to disordered plan, waste of time, management costs, electricity, water ... increase.
Waiting time due to the progress of supply of materials, assembly components from the suppliers extends financial and asynchronous because payments depend entirely on the collected. amount
A series of machinery and equipment after more than 10 years of operation has deteriorated, many devices in a damaged state should overhaul. Buildings and other infrastructure are in a similar situation.
Quality Management Activity a) Quality Management System:
SUFAT VIETNAM Co., is one of the first firm in the industry building a quality management system according to ISO 90001:2000. On 15/7/2003 the Certification Center of quality management system and safety under the Registry Department of Vietnam (VRQC) Certificate No.03 QMS 004 recognized that quality management system of the company is in accordance with ISO 9001:2000 standards.
The ISO 9000 International Organization for Standardization (Iternational Organization for Standardization) issued to provide guidance and quality management to determine the essential elements of a quality system to achieve secure sure of the quality of products or services that an organization provides.
The ISO 9000 for the first time in 1987, after the first review in 1994, this standard set consists of 24 standards with three basic model quality assurance (ISO 9001, ISO 9002 and ISO 9003 ) and some standard instructions. After the second revision in 2000, the ISO 9000:2000 was merged and converted the remaining four main criteria:
ISO Name
ISO 9000:2000 Quality management system - Fundamentals and vocabulary ISO 9001:2000 Quality management system - Demands
ISO 9004:2000 Quality management system - Improvement Guidelines ISO 19011: 2002 Guide for reviews of the quality management system and
environment.
- ISO 9000:2000 describes fundamentals of quality management systems and regulatory systems related terms.
- ISO 9001:2000 standard specifies requirements for a quality management system of organization with the desire to:
+ Demonstrate the ability of the organization to provide a stable of products / services that meet customer requirements and regulatory requirements related
+ Improve customer satisfaction through the effective application and constantly improving the system
(Source: QMS documents under the standard of ISO9001: 2000) b) Quality Management Process:
Thus all the quality management activities in SUFAT VIETNAM Company is done in compliance with requirements set by ISO 9001:2000. Include:
(ISO 9001:2000 item 8.2.4 Monitoring and measurement of products):
Three passages to control product quality from input to output of the production process in SUFAT VIETNAM Corp. are: i) Test the quality of components, raw materials and supplies purchased; ii)intermediate check during the production process in the factory; iii) quality control for the complete motorcycles before output the factory.
Three functions perform above testing stage called as: KCS1, KCS2 and KCS3 under the Company's QC department.
Corresponding materials used for testing process at the workshop (QP-752:
Test Procedure) and the technical standards for construction parts, motorcycle parts, motorcycles (QR-71 : Specification and quality spare parts).
(ISO 9001:2000 item 7.5.3 Recognize and identify the source; 8.3 Control inappropriate products)
In the above testing passages, it’s always appeared the products, components, materials and through the process of testing were found to have quality problems.
The identification and control is necessary to avoid the use of or transferred inadvertently confused.
For goods and materials purchased:
i) Satisfactory: to enter the store and save the check and coupons enter; ii) Failure to meet requirements but errors can edit: Enter the warehouse and mark the shipment if the decision of the Director, inform the Manufacturer level of error detection and save the check and coupons enter; iii) unsatisfactory: not for warehousing, returned to suppliers, store card check.
(Source: Company document QP-83; QP-753 và QR-71):
For spare parts and components manufactured in the Company:
i) Satisfactory: to enter the store and save the check and coupons enter; ii) Failure to meet requirements but errors can edit: mark identification, stored in the warehouse or workshop when convenient will conduct edit and check, store card check; iii) unsatisfactory: marked aware, transferred to the waste storage area awaiting processing instructions of the Board of Directors of the company.
For finished products:
i) Satisfactory: to enter the store and save the check and coupons enter; ii) Unsatisfactory but errors can edit: marked aware, edit and test it again immediately, store card check ; iii) unsatisfactory: marked aware, the Board of Directors to decide on the treatment plan (internal consumption or sell brand ...), save the test instrument.
(ISO 9001:2000 item 7.6 Calibration the measuring equipments )
QC Department is responsible for preserving and using the whole management devices, measuring instruments, special purpose or value used in the final check.
(Tools, fixtures simple measureintermediate used in the test during the production process managed by the manager of workshop).
Appoint technical expertise to use and storage to avoid damage, false instruments, equipment complexity.
Details of spare parts, components form (of the firm HONDA, YAMAHA) used as standard control testing is also considered as a kind of measuring instrument and managed by the QC Department.
With special equipment related to safety issues such as ultrasonic testing equipment, pressure measurement equipment company to conduct periodic inspection by the authorities as the standard Department quality measurement, implementation Register. The test results will be storaged in QC Department.
(Source: Company Documents QR-76) b) And results as:
The following chart sum errors which detected for engines and motorcycles in our company SUFAT VIETNAM by the KCS3 sector implementing.
Chart 2.3.2e
0%
5%
10%
15%
20%
25%
6 Tháng 2012 2011
TỈ LỆ % LỖI ĐỘNG CƠ 6 THÁNG ĐẦU NĂM 2012
Bộ ly hợp Biên Đầu bò Xi lanh+pittong Hệ thống cam Số
Vô lăng, cuộn điện Chế + bầu lọc gió Bộ đề
Chart 2.3.2f
0%
5%
10%
15%
20%
25%
30%
6 tháng 2012 2011
TỈ LỆ % LỖI XE 6 THÁNG ĐẦU NĂM 2012
Đèn, tín hiệu Điều khiển Phanh Truyền động Khung và các chi tiết phụ Màu, tem nhãn Mối ghép Lỗi khác
Light; signal.
Control Brake Tranmission Frame Painting Assembly Other
RATE OF MOTORBIKE’S ERROR IN FIRST 6 MONTH 2012 RATE OF ENGINE’S ERROR IN FIRST 6 MONTH 2012
Clutch.
Crank shaft Cylinder head Cylinder Cam Gear
Magnetic Ass., Filter
Starter
Remark:
The quality control of products in the Company SUFAT VIETNAM according to the ISO 9001:2000 system is generally good. The QC Department with three parts KCS1, KCS2, KCS3 work efficiently, most of the products do not match are found (see chart 2.3.2e, 2.3.2f the relative uniformity of the motor error and motorbikes over time).
However, the problem lies in the error rate over time no signs of decline, place signs up and
Trends consequences after treatment to detect errors (corrective action) still dominates over the tendency to cause processing after error detection (preventive action).
The QC Department itself, especially its part as KCS2 no errors but the existence of this part makes the production stage, each worker at each production location become irresponsible with the self-control of quality product done by themselve (contrary to the philosophy of the modern production of LEAN, KAIZEN, TQM, etc.)
"The person responsible for the quality not the inspectors, they are the people who make their products: worker, the captain, giving, receiving, supply etc..
depending on each particular case.”