Improve productivity at the business: Constantly replicating typical models

After nearly 10 years of implementing the national program “Improving productivity and product quality for Vietnamese enterprises until 2020”, there have been many models applying pilot management of quality management systems to date. quality and advanced productivity improvement tools. In particular, these models have brought practical benefits for businesses to improve productivity, product quality, and the ability to participate in global supply chains.

Disseminate standards and regulations for businesses

Statistics show that as of December 2018, Vietnam’s current national standard system (TCVN) has more than 11,000 TCVN and over 700 national technical regulations (QCVN) in the fields related to hygiene, safety, health, security and environment, meeting the requirements of state management of ministries, branches and localities and the needs of society and enterprises.

Regarding this activity, the project “Building and applying standards and technical regulations” under the national program “Improving productivity and product quality of Vietnamese businesses by 2020” approved in Decision No. 1041 / QD-TTg dated July 1, 2011 of the Prime Minister, also stated that it is the duty to organize “Dissemination of standards, technical regulations, guidelines for enterprises to apply in activities of production and trading of key products ”.

Typically in the implementation of this project, the Vietnam Institute of Quality Standards has organized 99 conferences to popularize 936 TCVN and 19 QCVN for nearly 3,900 enterprises with Vietnamese Standards and QCVN in the fields of key commodity products.

In addition, there are also newly published and promulgated TCVN and QCVN and fields of social and business interest such as TCVN on natural gas, TCVN on fire prevention and fighting, biofuels, management. environment, information technology, traceability, etc.

Many pilot models of improvement and productivity enhancement

Recognizing the importance of applying innovative tools, there have been many successful point models in enterprises that have been successfully deployed over the past time. Typically, applying the MFCA management method (Accounting of Costs of material flows) at Dai Dung Central Steel Structure Joint Stock Company.

Mr. Vo Dinh Tan – Representative of Dai Dung Central Steel Structure Joint Stock Company said that during the production process, the company has applied MFCA to control the best raw material sources, thereby minimizing Most of the waste comes out during production.

“The situation before applying MFCA, the company’s materials such as permeable steel, shaped steel have not been strictly controlled and wasted, creating faulty products, waiting to be taken advantage of and some products are cannot take advantage of”, Mr. Tan said.

In order to reduce costs for businesses and avoid wastefulness, the Company collaborated with the Small and Medium Enterprise Development Support Center 2 to research and implement MFCA tools for 6 months. Conducting an analysis of material flow, the MFCA team at the Company divided the production process into 7 stages; in which, the biggest cost is in stage 1 and stage 7.

Mr. Tan calculated, the cost before applying MFCA in phase 1 is VND 31,963,000, for production lots of 15 top-quality rafter trees; while the cost in stage 7 is VND 394,000. After applying MFCA, the cost in stage 1 has been reduced by 14% and 50% in stage 7. If multiplied by the number of production lots, it is estimated that in 1 month, MFCA will save VND 117 million and 1.4 billion / year.

Another example of applying productivity improvement tools is Hanoi Rubber Joint Stock Company. Mr. Pham Hong Viet – Director of Hanoi Rubber Joint Stock Company said that he had approached ISO 9000 very early and was particularly impressed with the latest version ISO 9001: 2015 because of its greater flexibility. compared to the old version. In the past, many businesses thought that ISO 9001 was a machine regulation, a “formula” for designing quality management systems. However, each business has its own orientation and type of manufacturing business, so ISO 9001: 2015 requires businesses to analyze their current and future business context to have an appropriate approach, effective.

According to Mr. Tan, businesses that want to apply improved tools, apply ISO 9000 quality management system first; At the same time, it is necessary to plan clearly and need the determination, great effort from the Board of Directors to the employees to implement the improvement projects effectively.

Productivity and Quality Office