Giải pháp giảm thiểu sản phẩm hư hỏng tại Sato Vietnam Solutions Co. Ltd

Luận văn thạc sĩ phân tích ueh reducing damaged products in sato vietnam solutions co ltd, đánh giá thực trạng, chỉ ra hạn chế, đề xuất giải pháp khả thi cho thực tiễn.

• Tác giả: Dang Thi Binh
• Người hướng dẫn: Dr. Phan Thi Minh Thu
• Trường học: University of Economics Ho Chi Minh City
• Chuyên ngành: Master of Business Administration
• Đề tài: Reducing Damaged Products In Sato Vietnam Solutions
• Loại tài liệu: Thesis
• Năm xuất bản: 2017
• Địa điểm: Ho Chi Minh City

Mục lục chi tiết

• ACKNOWLEDGEMENT
• 1. CHAPTER 1: COMPANY INTRODUCTION
• 1.1. General Information about Sato Vietnam Solutions CO.
• 1.2. Company background
• 1.3. Organization chart
• 1.4. Product definition
• 2. CHAPTER 2: PROBLEM IDENTIFICATION
• 2.1. Problem context
• 2.2. Symptoms
• 2.3. The first problem: Production’s capacity issue
• 2.4. The second problem: Mistake on delivery
• 2.5. The third problem: Damaged goods
• 2.6. The third problem: Lack of forecast
• 2.7. The forth problem: Forecasting from customer
• 2.8. The fifth problem: Mistake on sample approval
• 2.9. Initial Cause – effect map
• 3. CHAPTER 3: SOLUTIONS AND ACTION PLAN
• 5. CHAPTER 5: SUPPORTING INFORMATION
• 5.1. The performance appraisal
• 5.2. The exception of adding working effectiveness and internal – external communication into KPI form
• 5.3. Flow chart for factory

Tóm tắt

I. Tổng quan về giải pháp giảm thiểu sản phẩm hư hỏng tại Sato Vietnam Solutions

Sato Vietnam Solutions đang đối mặt với vấn đề sản phẩm hư hỏng trong quá trình sản xuất và phân phối. Việc giảm thiểu sản phẩm hư hỏng không chỉ giúp tiết kiệm chi phí mà còn nâng cao sự hài lòng của khách hàng. Để đạt được điều này, cần có những giải pháp hiệu quả và bền vững.

1.1. Tầm quan trọng của việc giảm thiểu sản phẩm hư hỏng

Giảm thiểu sản phẩm hư hỏng là một yếu tố quan trọng trong quản lý chất lượng. Nó không chỉ ảnh hưởng đến lợi nhuận mà còn đến uy tín của công ty. Việc cải thiện quy trình sản xuất và phân phối sẽ giúp nâng cao chất lượng sản phẩm.

1.2. Mục tiêu của Sato Vietnam Solutions trong việc giảm thiểu hư hỏng

Mục tiêu chính của Sato Vietnam Solutions là giảm tỷ lệ sản phẩm hư hỏng xuống dưới 5% trong năm tới. Điều này sẽ được thực hiện thông qua việc cải tiến quy trình sản xuất và nâng cao kỹ năng của nhân viên.

II. Vấn đề chính gây ra sản phẩm hư hỏng tại Sato Vietnam Solutions

Có nhiều nguyên nhân dẫn đến sản phẩm hư hỏng tại Sato Vietnam Solutions. Những vấn đề này cần được xác định rõ ràng để có thể đưa ra các giải pháp phù hợp.

2.1. Vấn đề về năng lực sản xuất

Năng lực sản xuất không đủ để đáp ứng nhu cầu thị trường là một trong những nguyên nhân chính dẫn đến sản phẩm hư hỏng. Việc thiếu hụt nguyên liệu và nhân lực cũng góp phần làm tăng tỷ lệ hư hỏng.

2.2. Lỗi trong quá trình giao hàng

Lỗi trong quá trình giao hàng, như giao sai sản phẩm hoặc giao hàng trễ, cũng là một nguyên nhân quan trọng. Điều này không chỉ làm giảm sự hài lòng của khách hàng mà còn làm tăng chi phí cho công ty.

III. Phương pháp cải tiến quy trình sản xuất tại Sato Vietnam Solutions

Để giảm thiểu sản phẩm hư hỏng, Sato Vietnam Solutions cần áp dụng các phương pháp cải tiến quy trình sản xuất. Những phương pháp này sẽ giúp nâng cao chất lượng sản phẩm và giảm thiểu lãng phí.

3.1. Tối ưu hóa quy trình sản xuất

Tối ưu hóa quy trình sản xuất bao gồm việc cải tiến công nghệ và quy trình làm việc. Sato Vietnam Solutions cần đầu tư vào công nghệ hiện đại để nâng cao hiệu suất sản xuất.

3.2. Đào tạo nhân viên

Đào tạo nhân viên là một yếu tố quan trọng trong việc giảm thiểu sản phẩm hư hỏng. Nhân viên cần được trang bị kiến thức và kỹ năng cần thiết để thực hiện công việc một cách hiệu quả.

IV. Ứng dụng thực tiễn và kết quả nghiên cứu tại Sato Vietnam Solutions

Các giải pháp đã được áp dụng tại Sato Vietnam Solutions đã mang lại những kết quả tích cực. Việc theo dõi và đánh giá kết quả là rất quan trọng để đảm bảo rằng các giải pháp đang hoạt động hiệu quả.

4.1. Kết quả từ việc cải tiến quy trình

Sau khi áp dụng các giải pháp cải tiến, tỷ lệ sản phẩm hư hỏng đã giảm đáng kể. Điều này cho thấy rằng các biện pháp đã được thực hiện là hiệu quả.

4.2. Phản hồi từ khách hàng

Phản hồi từ khách hàng cũng cho thấy sự hài lòng tăng lên. Khách hàng đánh giá cao chất lượng sản phẩm và dịch vụ của Sato Vietnam Solutions.

V. Kết luận và tương lai của Sato Vietnam Solutions trong việc giảm thiểu sản phẩm hư hỏng

Sato Vietnam Solutions cam kết tiếp tục cải tiến quy trình sản xuất và nâng cao chất lượng sản phẩm. Tương lai của công ty phụ thuộc vào khả năng đáp ứng nhu cầu của khách hàng và giảm thiểu sản phẩm hư hỏng.

5.1. Kế hoạch dài hạn

Sato Vietnam Solutions sẽ xây dựng kế hoạch dài hạn để tiếp tục cải tiến quy trình sản xuất và nâng cao chất lượng sản phẩm. Điều này sẽ giúp công ty duy trì vị thế cạnh tranh trên thị trường.

5.2. Định hướng phát triển bền vững

Công ty sẽ tập trung vào phát triển bền vững, đảm bảo rằng các sản phẩm không chỉ chất lượng mà còn thân thiện với môi trường.

Trích đoạn nội dung tài liệu

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ------------------------------ Dang Thi Binh REDUCING DAMAGED PRODUCTS IN SATO VIETNAM SOLUTIONS CO. MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2017 LUAN VAN CHAT LUONG download : add [e-mail] UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ------------------------------ Dang Thi Binh REDUCING DAMAGED PRODUCTS IN SATO VIETNAM SOLUTIONS CO. MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Dr. PHAN THI MINH THU Ho Chi Minh City – Aug, 2017 LUAN VAN CHAT LUONG download : add [e-mail] TABLE OF CONTENT ACKNOWLEDGEMENT . 2 CHAPTER 1: COMPANY INTRODUCTION .1 General Information about Sato Vietnam Solutions CO. 5 CHAPTER 2: PROBLEM IDENTIFICATION .1 The first problem: Production’s capacity issue.2 The second problem: Mistake on delivery .3 The third problem: Damaged goods .4 The third problem: Lack of forecast .5 The forth problem: Forecasting from customer .6 The fifth problem: Mistake on sample approval .4 Initial Cause – effect map . 18 CHAPTER 3: SOLUTIONS AND ACTION PLAN . 37 CHAPTER 5: SUPPORTING INFORMATION .5 The performance appraisal .6 The exception of adding working effectiveness and internal – external communication into KPI form.7 Flow chart for factory . 53 LUAN VAN CHAT LUONG download : add [e-mail] LIST OF TABLES Table 1: The number of late shipment from Jan, 2016 to Jun, 2017 Table 2: The factors impact to the late delivery Table 3: Calculation of Product (SAM) Table 4: The average number of orders from Hirich customers Table 5: Overload order number from SVS from May to July 2017 Table 6: Number of damaged goods from May to July 2017 Table 7: Forecasting Table 8: Order listing Table 9: Stock agreement for retail customers Table 10: Plan to make stock agreement for retail customers Table 11: Lead time table Table 12: Plan to rebuilt the flow charge for factory Table 13: Training schedule for salesman and label development member Table 14: Plan to build a good training program for staffs Table 15: The survey results of adding more condition into KPI format Table 16: Plan for employee performance review 1 LUAN VAN CHAT LUONG download : add [e-mail] ACKNOWLEDGEMENT I am grateful to my supervisors, Dr. Phan Thi Minh Thu, whose expertise, understanding, generous guidance and support made it possible for me to work on a topic that was of great interest to me. It was my pleasure working with them. I am hugely indebted to Managers of Sato Vietnam Solutions CO. Nobuhiro Matsumura, Mr. Mitsuhiro Inaba, Ms. Quyen and Board of Managers at Hirich factory for finding out time to response to my questions for being ever so kind to show interest in my research and for giving their precious and kind advice regarding to my topic. I would like to express my gratitude to co-workers at Sato Vietnam Solutions CO., LTD for being so generous to reply to my questionnaires. Words can never be enough to thank your all kindness. 1 LUAN VAN CHAT LUONG download : add [e-mail] EXECUTIVE SUMMARY This project is conducted at Sato Vietnam Solutions CO. The purpose of this project is figuring out the reasons for increasing late delivery from 25.0% for first haft of 2016 to over 41.5% for second haft of 2016 and 39.5% for first haft 2017, the increasing in customers complains according to the report from Operations department. The late delivery is the serious problem because it leads to customer satisfaction and company development between literatures informed reviews and the collected data from Sato Vietnam Solutions CO., LTD during deep interviews with managers, mini-survey on staffs and reports from Label development division of Operations department, and sales admin. In a further investigation, the root causes of late delivery are figured out and corresponding solutions are given to improve the situation. There are four steps of alternative solutions proposed as following: (1). Make the flow chart and public on each division in factory (3). Providing training program to production workers , label development member (4). Developing a proper performance plan 2 LUAN VAN CHAT LUONG download : add [e-mail] CHAPTER 1: COMPANY INTRODUCTION 1.1 General Information about Sato Vietnam Solutions CO. Sato Vietnam Solutions CO., LTD (SVS) is a 100% foreign invested by Sato Corporation which has offices in 26 countries and a business presence of over 90 countries. It was established in 2012. With the mission that is to create new value for our customers through products and services of superior quality, and to contribute towards a better and more sustainable world. And the vision of SVS is to aim to be the leader and most trusted company in the Auto-ID solutions industry worldwide, exceeding customer expectations in an ever-changing world. As digital advances and automation affect the world around Sato, we continually seek new ways to stay ahead of the game. Integrating Auto-ID technology with revolutionary materials, we bridge the last inch of the last mile challenges for our customers with solutions that ensure accuracy and sustainability, save labor and resources, offer reassurance and build emotional connections.2 Company background Company name: SATO VIETNAM SOLUTIONS CO. Established: 10 September 2012 Capital: VND 6,284,400,000 Sales revenue: 61,282,694,189VND (as of 29 March 2017) Head office: 6th Floor, Saigon Finance Center Building, 9th Dinh Tien Hoang St., Ho Chi Minh City Tel.: (+84) (28) 3910 1350/1351 Fax: (+84) (28) 3910 1352 Representative Office: Ha Noi (Established: 24 April 2015) 13th Floor, TTC Tower, 19 Duy Tan Street, Cau Giay District, Hanoi Tel.: [phone] LUAN VAN CHAT LUONG download : add [e-mail] Total number of members (as of October 2017): 35 people (HCMC: 25 people; HN: 10 people) Departments: Sales, Operations, Accounting, Technical, HR-GA, Software Development. Main products: Consumable, barcode printer, barcode solutions, RFID solutions. Website: http://www.com Sato partner: Hirich Corporations (is a Vietnamese company) – producing consumable and providing to Sato Vietnam Solutions CO. It is main supplier of consumable products.3 Organization chart General Director General Manager Ha Noi Representative Ho Chi Minh Head Office Office Sales Ops HR Chief CS Manager Admin Manager Manager Manager Accountant General Sales Leader SD Leader CS Leader Ops Leader HR leader Sales Acountant Sales admin SD staff CS admin Label HR staff Accountant CS division Shipping Sales staff CS staff SD division WH division 4 LUAN VAN CHAT LUONG download : add luanvanchat@agmail.4 Product definition Because of the name and group of products at Sato Vietnam Solutions are quite general. Therefore, the writer gives the some definition as below to make the readers understand correctly about the type of product. Label: is a piece of paper or other material that gives you informative matters about the object such as a brand, mark, tag, origin of products, quantity or description of product. It is attached to products, carton boxes or anywhere that you want to describe any information of your products. Based on the using purpose, the label will be in different sizes, designs, types or colors. Consumable: Goods which not returned after issuance from stores or factories, become incorporated into other goods and lose their identity, or cannot be used for their intended purpose without extinguishing or transforming their substance1. 5 LUAN VAN CHAT LUONG download : add [e-mail] CHAPTER 2: PROBLEM IDENTIFICATION 2.1 Problem context From the meeting at the end of June 2017 between General Director, General Manager, Managers and all heads of department, there were some issues about operations and management which were raised. Firstly, the person in charge of label development division of operations department report that they received a lot of complain from sales team about delivery issues and this keep increasing for years. To be specific, the number of late shipment was increasing dramactically for the first six months of 2017 in comparision to the number at the same period in 2016. This situation caused a lot of problem for company including the increasing of transportation fee, labor cost, production cost and the decreasing of customer trust. The head of Operations depart also presented her opinion about the lack of forecast, the increasing number of damaged goods and delivery issue with unclear procedure from related departments. She believes that this is the main reasons of high rate of late delivery. Besides that, the mistake come from sample approval process also effected to the delivery process of Sato Vietnam Solutions to customers. Secondly, the manager of sales department expressed his worry about changing of suppliers from customers in consumable business in the near future as this sensitive business requested stress lead time, especially retailers and garment companies. He said that his team almost received complaint from customer every day; they needed to take more time to visit customers to solve the problem. In addition, the complaints which received from customers increase definitely. They suggest that company should have some actions to improve operations and production as well as forwarder to make sure that goods are delivered to customers in time as their request. Thirdly, the head of Operations department proposed that the company should improve the internal procedure firstly by building the forecast monthly and all information related to product as well as shipment must be provided exactly to operations department right after receiving the confirmed purchase orders from customers. Besides that, we also need to set up the meeting with our partner – Hirich corporations to find out the cause of problem, and then cooperate with them to find the way to improve this. In the other hand, one of roots of late delivery is forwarder issue. We also need to review the paper procedure at warehouse person in charge and check how they 6 LUAN VAN CHAT LUONG download : add [e-mail] transfer and deliver goods to customers. After that we will request them to report the action plan for new improvement. Obviously, a clear and deeper understanding the issues which were reported during the June meeting is essential for SVS to success in its business. Based on the importance of issue, the author decided to conduct a research within the company to collect more information and clarify the real problem.2 Symptoms At the first steps, the writer approach the person in charge of shipping division to collected the data from operations base on real situation and calculated the rate of late delivery for each period. The detail is following. Table 1: The number of late shipment from Jan, 2016 to Jun, 2017 Jan to Jun Criteria Jan to Jun 2016 Jul to Dec 2016 2017 No. of shipments 2,776 3,122 3,896 No. of shipments delayed 694 1,296 1,537 Rate of shipment delayed 25.5% From the above table, SVS business is going well by years. The number of shipment is increasing quickly from Jan 2016 to Jun 2017. The number of shipments of the second half of 2016 increased 11% compared with the first half and this number kept increasing up to 20% in first half of 2017. In the parallel, the delayed shipments also increase significantly and the highest rate is in the second half of 2016 – 41.5% from the total of shipments in this period. 7 LUAN VAN CHAT LUONG download : add [e-mail] The number of late shipment from Jan, 2016 to Jun, 2017 6000 3,896 5000 3,122 4000 No. of shipments 2,776 3000 No. of shipments 2000 1,537 delayed 1,296 1000 694 0 Jan to Jun 2016 Jul to Dec 2016 Jan to Jun 2017 According to the general manager, the late delivery issue is very popular in trading companies which are in barcode – auto ID industry. However, the percentage is about 10% as maximum. With the given numbers, the rate of late delivery at SVS is too high compare with industry’s rate. Next, from the first symptoms, the writer discuss with operations team to figure out the number based on the internal record of operations department to make clear the root of problem as below table: Table 2: The factors impact to the late delivery Criteria Rate 1. Mistake on delivery: wrong goods, wrong receiver's information.