Operational Excellence
Change is the phrase that most long-time businesses are most afraid of every mention. Because it’s been a long time, everything that has gone into the process and new changes if not right can affect the huge machine worth billions of dollars.
That is why the right approach, creating trust and asserting value for businesses will greatly help this change or optimization. As soon as they do the above, businesses, no matter how old or big, can be persuaded and they are assured to accompany and choose to change.
With the project of Optimizing new factory design in My Xuan, BRVT of a Taiwanese corporation specializing in high elastic fabric, OPEX has proved the above affirmations when it obtained satisfactory results:
In order to get the above results, in addition to experience and specialized knowledge, it is crucial to feel and understand the inherent values of a factory established over 10 years. The way OPEX approaches the factory is not simply by thinking of “getting customers to do” but it comes from creating values that are parallel. To find out what this parallel value is, follow this OPEX story later in the article.
Between 2012 and 2017, Duc – CEO OPEX was Nike’s first Lean Manager in Vietnam for the apparel and equipment segment, and then managed additional shoe factories.
The Taiwan-based factory, with more than 10 years of experience in Vietnam, has also invested in establishing its own complex from knit fabric to garment. This group is famous for its elastic fabric line for sports such as jogging clothes, yoga … Therefore, it is quite understandable when the enterprise has large customers who are usually brand clothing. famous sports such as Nike, Adidas, Under Armor and many other global brands.
At this time, OPEX Team work with customers who are both managers and direct system requirements, how to do it, as well as a professional advisor giving advice and advice to the factory to overcome barriers in the past. implementation process. It was the predestined cooperation from 3 years ago, good support for businesses and building trust with the results of previous projects, OPEX quickly had the opportunity to continue to accompany the group in the project to build a new factory. in 2016.
In 2016, recognizing the benefits for the garment industry in the changes of the times when Vietnam joined the Trans-Pacific Trade Agreement – TPP, the group decided to invest in building a new factory with scale of 10.8ha with total investment capital of US $ 50 million in My Xuan Industrial Zone, BRVT (next to the existing fabric factory).
Normally, Taiwan and South Korean corporations when opening new factories, they already have models and designs of old factories, just a little modification. With deep working experience to optimize the operation of many different factories, and also cooperating in dozens of previous improvement projects, OPEX sees this is a rare opportunity to help customers take a leap. on production efficiency when optimizing the factory from the design stage.
Opening a new branch necessarily the same as the old way, building a new one based on an old design that has taken decades. Is this method too outdated and no longer enough to create competition with other heavyweight competitors? If innovation is chosen, who will be responsible for implementation, risk management and payback period? In addition, the lack of setting up a new facility could completely push the project to the brink of bankruptcy.
Understanding the above issues when having the opportunity to work with the previous factory of the facility group in Nhon Trach – Dong Nai, OPEX quickly contacted the new project manager and proposed to support himself. in this new construction. OPEX has faith, with previous work experience and know-how to optimize the factory, OPEX and fortifications can help this new customer base to be more complete and eliminate mistakes and waste. worth it before.
The old values of the long-term enterprise still preserve and develop new ones to ensure the optimal cost of sustainability and the commitment of OPEX when accepting any project. The results will be real numbers that demonstrate improvements under the lean method – lean manufacturing.
Meet and persuade
As soon as he learned about the project information, OPEX quickly contacted the new plant manager and set up a Lean team to join in the implementation. OPEX and its team have focused on advising customers to optimize green design energy to help the factory in this supply chain (based on previous experience). As a manager, this faith of cooperation and support undoubtedly creates parallel value, good for people and good for oneself. Not only does it help customers improve the process, deliver high product quality, but it also helps Nike to get back the same value on large orders.
The first step of troubleshooting is to first understand the person with the highest rank. The factory has a Taiwanese business owner and they have their own chief engineer for the project. At that time, OPEX was introduced to work with a Chief Engineer. Reportedly, this doctor is the designer of all the nooks and crannies of the previous factory and is also the person who understands the long-running business operation apparatus. All construction contractors and design consultants are under this authority.
The task of OPEX is to work with this doctor, giving appropriate advice to make all new adjustments but still not go from the original trajectory.
In addition, OPEX must also work with the Vice President of Financial Groups (CFO) to consider changes in costs and investment. The success of persuading CFOs is very significant because this person will then work with the CEO first to decide whether or not to do it. If there is not enough faith and specific evidence, then what is presented is only relative, it is difficult to create trust for this CFO to discuss with the higher level. It is important that they trust you to help you in the final step.
Upon receiving the project’s nod, OPEX and colleagues discussed with the plant’s management board, advised on the optimal location to build the supply chain factory: near the port, near the airport, near the airport. suppliers … Being located in a prime location is a huge advantage for every business because of the limited delay of goods due to inconvenient traffic or difficult weather conditions.
In production, OPEX successfully finds sub optimal points in material flow, and human movement. The closer the factories are to the supply chain, the better the time is. Here, the problem of the warehouse is the unreasonable placement, cycle around like a spaghetti dish with no outlet. It is both time consuming and difficult to control operation. OPEX quickly supports and helps the factory streamline flow and optimize transport efficiency. This solution has resulted in a satisfactory increase of 50% of the machine flow (specific results presented in OPEX at the beginning of the article).
After choosing a location, the next guide is to optimize the design of factories inside the factory. In the process of working and deploying in the previous factories, OPEX realized that the construction of rectangular buildings and narrow widths would be easier to manage. The benefits of this design can be said to be easy to install the cooling system, optimize the flow of semi-finished products, optimize the path area, minimize space waste …
In addition, where the garage is located for workers to access and ensure security, the canteen should be located for travel and fire safety because the cooking area often cooks gas stoves. proper investment. Fire safety and occupational safety alerts in this area are also raised to ensure the safety of cooks and employees throughout the company.
As a result, the factory quickly reduces waste in transportation, unnecessary construction and reduces travel time. Optimize the workshop area to increase the number of production lines. OPEX and colleagues also found a solution to save energy: cooling, lighting, steam, burning …
In addition, the safety design for hazards outside the workshop (by trucks, containers, canteens with gas stoves …) to hazards inside the workshop (high quality goods, forklifts, working posture …) is also very necessary.
Finally, it is product safety: against loss of products and product security (unpublished product lots, foreign objects, metals in the product) before leaving the factory, to avoid affecting customers and company reputation.
For Vietnamese companies combining Taiwan, feng shui elements in building site layout play an important role and are considered to be the decisive factor in the harmony of life and work. They believe that following the feng shui science standards will bring the machine and help the company grow every day. If you work for these companies, you definitely cannot skip this cultural step of the company.
Optimizing the factory right from the design stage is much more effective than after the construction is completed. It is possible to optimize from the location, the supply chain, to arrange the workshops, where to reduce transportation, travel, errors or labor accidents, then to optimize inside each workshop. Doing this not only saves time but also optimizes the company’s budget, limiting repairs many times when the plant has been put into operation.
Finally, OPEX wants you to know that the project that you just shared is just one of dozens of projects that OPEX and its team work with this Taiwanese corporation. The belief that OPEX built for this successful cooperation comes from the previous results, helping businesses to build and optimize each activity in the entire production process.
This is not an easy job because as OPEX at the beginning of the article, it requires sensitivity in the profession. Positive, effective and effective communication with customers, partners and associates is the key to the success of this case – Understanding to work.
OPEX Conssulting – Operational Excellence Your Bussiness
