Công ty TNHH Hansae Việt Nam


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:

  1. Lean assessment of current performance
  2. Visualize assessment result and set goals
  3. Initial Analysis
  4. Foundation and Awareness Training
  5. Develop and implement improvement activates with balanced roadmap.
  6. Monitor progress on the site and do on the job training/coaching.
    1. Overall Facility layout and Lean layout follow U Shape
    2. Pilot Line Implementation Activity
    3. Expansion to 50% of lines conversion to PILOT lines
    4. Integration to 100% of lines conversion to Lean lines
  7. 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. 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).

IStep I: Lean assessment (diagnosis) and Initial Training for Team
1.1Interview member of Pilot Factory Organization
1.2Review history data
1.3Factory onsite and on the job assessment
1.4Identify suitable pilot value stream for activity
1.5Clarify expectations and the role of leadership
1.6Confirm participants for initial activity
1.7Develop Communication Plan for all employees
1.8Assessment report and presentation to board of director 
1.9Lean Foundation training for Pilot Factory Organization
IIStep II: Preparation and Visual Display 
2.1Identify Lean training room 
2.2Visual display assessment result 
2.3Design Lean poster and print out Lean process
2.4Visual display Lean poster and Lean process 
2.5Establish organization chart for Lean
2.6Identify Lean project for improvement: Improvement Productivity, Improvement Quality at Pilot line 
2.7Project Team leader and team members selection
2.8Lean Project organization chart
2.9Detail implement plan for each project
IIIStep III: Data Collection and Initial Analysis
3.1Support team finish “Statement of work – SOW)
3.2Support team make the data collection plan 
3.3Visual display project and team activities 
3.4Initial draft – clarifying customer’s perception of “value” 
3.5Validate information by actual checking of the processes. 
3.6Clear identification of the points of mura, muda and muri 
3.7Set up target for improvement 
3.8Develop a Future State Map and Action Plan for the pilot
3.9Validate with leadership and process owners the proposed future state and plan
3.10 Communicate with pilot line key members for confirmation. 
IVStep IV: Training for Pilot Factory and Prepare for Kaizen Event
4.1Prepare Layout, and buy tools for Kaizen Event
4.2Visual 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
VStep V: Factory Layout and Lean Pilot Line Implementation Activity
5.1Introduction of visualization of abnormalities and real time practical problem solving activity at the process. 
5.2Application of Lean methodology and team member training to achieve the following; Stability, Line balancing/ Flow, Pull / Leveling, Kaizen 
5.3Daily 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. 
5.5Continuous communication of activity and results to all employees. 
VIStep VI: Expansion to 100% line of Pilot Factory 
6.1Set up Kaizen Team
6.2Implement Kaizen Project
6.3Conduct Process Mapping / Value Stream Mapping
6.4Aply the Lean Tool Box
6.5Share Best Practice
6.6Daily 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. 
6.8Continuous communication of activity and results to all employees. 
VIIStep VII: Standardization- “Validation”
7.1Support measurement and report after improvement 
7.2Support standardization of improvement activities
7.3Lean recognizing the contribution system
7.4Support to make next continuous plan
7.5Awarded and Certificate
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