Vinastar: Apply PMS solutions to increase customer satisfaction

Applying PMS model to improve productivity and quality has brought Vinastar unexpected results.

VINASTAR Engineering Plastic Trading and Manufacturing Co., Ltd is now one of the leading plastic companies in Vietnam and few of them are able to provide customers with a comprehensive solution through a closed process, from mold design, mold production, sample testing, to production of plastic products with injection or blow molding, printing or labeling technology.

Participating in “The project of applying the overall model of productivity and quality improvement” of the Ministry of Industry and Trade implemented by Vietnam Productivity Institute, VINASTAR has built a very specific and effective strategy. VINASTAR’s PMS model of improving productivity and quality is basically based on 7 foundations and pillars: Building strategic goals to improve quality productivity in each period; Building the foundation of human resource management and encouraging employees; Efficient use of technology and equipment; Effectively manage production and business processes; Developing customer-oriented organization; Building a culture of continuous waste reduction.

However, depending on the specific characteristics of each industry, the role of the factors in the overall quality improvement model will vary. Based on the basic model, but when applied will be flexible for each business. Depending on the culture and type of products, businesses will design a model that is appropriate for their business, but still need to base on the pillars and foundations of the common model. Productivity and quality improvement tools will be used as means to achieve the goals of each pillar in the model.

Enterprises in each economic sector have different characteristics, capabilities and labor productivity. For plastic industry, the production capacity is mostly based on equipment and technology. Therefore, investing in technology development with modern machinery systems, improving the qualifications of workers and applying advanced management solutions help expect significant improvement in productivity.

After reaching agreement with consultants, quality improvement improvement groups were established at VINASTAR and implemented within 1 year from October 2018 to September 2019, consisting of 5 groups: Improvement advanced equipment performance; Improve delivery schedule; Improve quality and enhance customer satisfaction; Identify and reduce waste in the factory; Improve performance through KPI.

Below are descriptions of a typical project implemented as equipment performance improvements.

Based on the consultant’s survey, each root cause is discussed and improved by improvement groups, solutions can be improvements on equipment or management solutions.

Regarding equipment, the fact that the Company is facing includes: In addition to the unplanned production schedule that accounts for 60% of downtime, the number of downtime due to equipment failures accounts for up to 17% more. . Not to mention, the time to repair and replace the mold lasts. Solving these problems, the Company made a closer calculation of cycle time for planning. Planning more continuous production for orders to reduce downtime and mold, early production notice for mixing stages. Keep track of production output more continuously to notify mixing raw materials on schedule. The company also researches automation, investing in robots, improving the process of pouring materials into machines, etc. Especially, planning all stages related to molds so that mold parts can be proactive instead of passive as today. .

With regard to technology and equipment improvement solutions, the Company has launched three key solutions including: Reducing the number of manual plastic feeders, reducing labor by using automatic feeder. Increase the volume of 100% raw material tanks from 50 liters to 100 liters; Reduce errors (NG) of products and molds by improving fast cooling equipment by increasing the number of cooling lines; Increase automation: Arranging robots pick up products. Withdrawing manpower, a worker will be in charge of 2 machines instead of 1 worker in charge of 1 machine as before.

Besides, the Company also applies 4 management solutions including:

• Solution 1: Build a system of device performance data, updates and information on the management computer screen.
• Solution 2: Develop equipment instructions, visual inspection instructions, to help workers quickly grasp the job.
• Solution 3: Develop mold management process, ensure mold quality before production.
• Solution 4: Reduce mold replacement time, mold maintenance: standardize the area to reduce mold searching and transport time. Paint mold classification according to customers.

After seriously and methodically implementing the above solutions, the first recognizable result is raising the awareness of the workers. Instead of relying on the maintenance department, each worker now performs cleaning and checks the stages that do not need the support of maintenance such as eliminating all dust on the machine, lubricating, tightening. screws, hygiene and self-maintenance of simple stitches for machines.

The next step is to improve the role and professional capacity of the M&E team. From there set up training programs from simple to complex and share experiences for workers on repair and maintenance. Improving difficult-to-access areas for hygiene and oiling. Shorten inspection time and oiling. Knowledge and experience in technology and equipment have been included in operating instructions, maintenance standards, cleaning of machines and equipment, standardized and applied throughout the Company.

OEE results show that the overall equipment performance index has been increased from 59% to 75%, achieving a good level among manufacturing businesses.

In addition, the Company also carried out improvements to reduce waste. From identifying 7 wastes in production, the improvement team has focused on handling improvements that reduce the cost of repairing machinery and equipment; Improve staff waste reduction; Improve waste reduction in tools, tools, stationery in production; Improve waste reduction of materials; Improve waste reduction in transportation, storage, storage of raw materials, supplies, products, etc.

One of the factors contributing to the success of the improvement project is the enthusiastic participation of young, enthusiastic, eager to learn staff. After years of supplying products to large corporations in the world, the company has accumulated a lot of experience and formed a team of professional, enthusiastic and creative employees at work.

Although last year, the Company has achieved a lot of achievements in productivity improvement, but the Company will certainly continue its goal of further improvement, because the company management is well aware that “Productivity improvement is a journey without end points”.

Source: VNPI