Bunge brings food from where it is grown to where it is needed, whether it comes from close to home or thousands of miles away. We partner with farmers to help them produce larger and better harvests. Bunge helps farmers grow more crops. We transport and process agricultural commodities efficiently and safely. And we create high-quality food products enjoyed by people worldwide.
Founded in 1818, Bunge is a leading agribusiness and food company with integrated operations that circle the globe, stretching from the farm field to the retail shelf. The world is our market – six billion people and counting. Bunge’s over 35,000 employees in over 35 countries are dedicated to improving the global agribusiness and food production chain.
Bunge Vietnam has commenced construction within the Phu My Port complex of a $100 million integrated soybean processing plant, the first of its kind in Vietnam. The facility will have soybean crushing and multi-oil refining/bottling capabilities with 3000-tons-per-day crushing line with related flat and vertical storage for raw materials and end products.
The plant will be located on ten hectares within the Phu My 1 Industrial zone in the Tan Thanh district, approximately 70 kilometers southeast of Ho Chi Minh City on the Thi Vai River. The site is adjacent to the Baria Serece Phu My Port in which Bunge shares ownership. The rapidly developing area houses significant feed milling and oil refining operations that form the foundation of the plant’s prospective customer base.
CiCC Consult Bunge implement as: BUNGE VN CI MASTER PLAN
| I | Step I: CI assessment (diagnosis) |
| 1.1 | Interview all Department |
| 1.2 | Review history data |
| 1.3 | Factory onsite and on the job assessment |
| 1.4 | Assessment report and presentation to board of director |
| II | Step II: Preparation and Awareness Training |
| 2.1 | Identify CI training room (NOTE: CI-Continuous Improvement) |
| 2.2 | Visual display assessment result |
| 2.3 | Design CI poster and print out CI process |
| 2.4 | Visual display CI poster and CI process |
| 2.5 | Establish organizational chart for CI and continuous improvement |
| 2.6 | Identify 4-6 key weakness topics need to improvement (Kaizen project) |
| 2.7 | Team leader and team members selection |
| 2.8 | CI Team organizational chart |
| 2.9 | Detail implement plan for each group |
| 2.10 | Support team finish “Statement of problem – SOW) |
| 2.11 | Support team make the data collection plan |
| 2.12 | Visual display project and team activities |
| 2.13 | CI awareness training for leaders (Kaizen, Lean, Six Sigma Foundation) |
| 2.14 | CI Awareness Training for Employees (Kaizen, Lean, Six Sigma Foundation) |
| 2.15 | CI Awareness Training for operator shift 1 (Kaizen) |
| 2.16 | CI Awareness Training for operator shift 1 (Kaizen) |
| III | Step III: Onsite and on the Job support for deployment (5S, TPM-AM, KAIZEN EVENT) |
| 3.1 | Joined CI day every month |
| 3.2 | 5S Plan (Appendix A) |
| 3.3 | TPM – AM Plan (Appendix B) (Taskforce for each area) |
| 3.4 | TWO KAIZEN EVENT Plan (Appendix C) (Using DMAIC Methodology)(Around 8 Kaizen project) |
| IV | Step IV: Expansion with LEAN SIX SIGMA GREEN BELT Plan (Appendix D) (Around 3 Green Belt project) |
| V | Step V: Standardization- “Validation” |
| 5.1 | Support measurement and report after improvement |
| 5.2 | Support standardization of improvement activities |
| 5.3 | Continuous improvement recognizing the contribution system |
| 5.4 | Next plan |
| 5.5 | Awarded and Certificate |
| 5.6 | Year 1 report and presentation – Finish |
A. 5S Plan
| Steps | Activities | ||
| 1 | SEIRI – Separate | 1.1 | Identify waste through an initial inspection |
| 1.2 | Place a 5S tag on fixtures, tools and materials | ||
| 1.3 | Eliminate unnecessary items | ||
| 2 | SEITON – Simplify management | 2.1 | Classify items by frequency of use |
| 2.2 | Find suitable locations for tools, equipment and material | ||
| 2.3 | Clearly identify each location and support compliance with new order | ||
| 3 | SEISO – Find out problems through cleaning | 3.1 | Clean and check if the order set in the previous step is maintained |
| 3.2 | Tag all the deviations from the desired situation | ||
| 3.3 | Analyse all the repetitive tags in order to find out the root causes of the deviations | ||
| 3.4 | Define and carry out the countermeasures | ||
| 3.5 | Make a list of the required standards | ||
| 4 | SEIKETSU – Standardise | 4.1 | Define cleaning and order standards |
| 4.2 | Define the check list to verify that standards are respected | ||
| 4.3 | Visual management improvement | ||
| 5 | SHITSUKE – Sustain continuous improvement | 5.1 | Plan audits to verify standard observance |
| 5.2 | Make problem continuous analysis and identify countermeasures | ||
| 5.3 | Monitor Audit scores | ||
| 5.4 | Set new improvement targets | ||
B. TPM-AM Plan
| Steps | Activities | Expected Outputs | ||
| 1 | AM Targets, organisation & Planning | 1 | Link Losses to AM contribution & establish targets | Loss Model realting to AM. Loss Deployment for AM in shopp floor level by area, by machine |
| 2 | Define AM pillar KPI’s & targets (loss reduction and people empowerment) | KPI trees of AM responsibility | ||
| 3 | Plan of AM Roll out (by machines and steps) | Detail AM Plan rol out of the factory | ||
| 4 | Define the organisation to support AM Roll out (e.g. Maintenance Support ) | |||
| 2 | Standards & Roll out of Step 1- Initial cleaning | 1 | Initial Cleaning and regular cleaning according to a cleaning schedule | Cleaning Standards in place |
| 2 | Tagging, visualise and eliminate lacks | What is tag, tag format, how to tag, tag KPIs | ||
| 3 | Working place organization, AM activity Board | AM activitis Board for each machine | ||
| 4 | Make sure continuous tagging process is permanent | Counter measures for de-tagging | ||
| 5 | De-tagging activities and promotion for continous tagging | analysis detagging – action plan | ||
| 6 | Define initial cleaning standards | |||
| 3 | Standards & Roll out of Step 2- Eliminate sources of dirt and hard to clean & inspection areas | 1 | Identify sources of dirt and difficult to access areas | List of area sour of dirts, anlysing source of dirt, action to termination, isolat the dirt sources. |
| 2 | Comparision with cleaning time | cleaning time monitoring, reducing cleaning time | ||
| 3 | Analyse the causes and define countermeasures | ideas for detagging – difficults to access areas | ||
| 4 | Improve difficult to inspect areas | Hidden inspection points are visible | ||
| 4 | Standards & Roll out of Step 3- Create and maintain Cleaning, Inspection, Lubrication Standards (CIL Stds) | 1 | Definition of the necessary CIL maintaining measures | Cleaning, Inspection, Lubrication standards (CIL STDs) developed and applicable |
| 2 | Study the lubrication system | Operator trained about how to do CIL themselves. | ||
| 3 | Simplify the lubrication system | How to reduce the lubrication time | ||
| 4 | Introduce lubrication schedule | How to reduce the lubricant | ||
| 5 | Training opertors | How to set up cleaning , lubrication stations | ||
| 6 | Standardised measures with equipment layout and CIL maintenance plan | CIL time monitoring and redution | ||
| 7 | Visual management of CIL standards in shop floor environment | Visualise the CILs points | ||
| 8 | Auditing | How to audit the AM step 1,2,3 | ||
C. KAIZEN EVENT Plan
| No. | Task Name |
| 1 | KAIZEN – LEAN tools Training and Coaching (Just using DMAIC Methodology for Kaizen) |
| 2 | Onsite support “Define Phase” KAIZEN Project |
| I.Project Mission | |
| 1.1. Strategy map and drill down tree | |
| 1.2. Statement of problem | |
| 1.3. Project objective | |
| II.Project saving $ and expectation | |
| 2.1. Project saving $ and expectation | |
| 2.2. Saving explanation and caculation | |
| 2.3. Main strategy for implement | |
| III.Project scope and boundary | |
| IV.Project organizational chart and role – responsibility of member | |
| V.Define phase summary | |
| 5.1. Detail project plan | |
| 5.2. Statement of problem sheet and signature of approval | |
| 5.3. Update Project schedule | |
| VI. Edit Define phase presentation and approval | |
| 3 | Onsite support “Measure Phare) KAIZEN Project |
| I.Current state map by VSM, SIPOC, IPO | |
| 1.1. VSM or IPO or SIPOC | |
| II.Current process performance (using Cp, Cpk) | |
| III.Data collection plan (using 7QC tools) | |
| IV.Current process capability | |
| V.Measure phase summary | |
| Joined CI day every month | |
| 5.2. Update project progess | |
| VII. Edit Measure Phase presentation and approval | |
| 4 | Onsite support “Analyze Phase” KAIZEN Project |
| I.Detail VSM, SIPOC, IPO | |
| II.Cause and Effect Diagram | |
| III.List of potential cause | |
| IV.Analyze Phase summary | |
| V. Edit Analyze Phase presentation and approval | |
| 5 | Onsite support “Improve Phase” KAIZEN Project |
| I. Improvement strategy (Pilot) | |
| II.Improvement using Lean tools for causes | |
| III.Improvement taken summary and update new process | |
| IV.Remain Improvement | |
| V.Improvement trend and compare before and after improvement | |
| VI.Expand to plant wide and summary of Improvement phase | |
| VII. Edit Improve phase presentation and approval | |
| 6 | Onsite support “Control Phase” KAIZEN Project |
| I.Update improvement and next deployment plan | |
| II.Control plan | |
| III.Update result of project | |
| IV.Conclusion and caculate the project realy saving $ | |
| V.Lessons learned and standardization | |
| VI.Update project progress and suggest next project need to do | |
| VII. Edit Control phase presentation and approval | |
| 7 | Step IV: Standardization- “Validation” KAIZEN Project |
| Support measurement and report after improvement | |
| Support standardization of improvement activities | |
| Continuous improvement recognizing the contribution system | |
| Awarded and Certificate |
D. LSS GREEN BELT Plan
| No. | Task Name | Actions |
| Training | GREEN BELT Training and Coaching | |
| Define | Entered Into Opportunities | Onsite asessment |
| Previous Project ? | Review Kaizen project, OPL | |
| Determine Core Team | Brainstomming with manager | |
| Kick Off meeting | Present the roadmap | |
| Project Timeline / Plan | Brainstomming and asign | |
| Measure | Process Map / IPO / Map verified | High Level SIPOC, Detail SIPOC, Actual activities and Documents |
| MSA | Data Collect Plan, Gage R&R | |
| Baseline Sigma, capability Yp & Yc | Collect Data, and Analyse | |
| Graph performance over time Yp & Yc | Collect Data, and Analyse | |
| Review target & objectives | Meeting and Discustion | |
| Phase Exit Review | Presentation | |
| Analyze | C&E X’s | Brainstomming, FDM, FMEA |
| Hypo tests | Data Collect Plan, Gage R&R | |
| Correlation / regression | Collect Data, and Analyse | |
| Hypothesis test sheet complete | Summary | |
| Improvement commitment | Meeting and Discustion | |
| Phase Exit Review | Presentation | |
| Improve | Counteractions Identified | Team work, Brainstomming, and Idea, |
| Select Optimal Counteractions | Meeting and Discustion | |
| Verify Counteractions | Implement Idea Improrvement | |
| Full Implementation / Action Plan | Expant Improvement to another | |
| Collateral Y assessment | Assessment and measure Y | |
| New process map | Release New Process map | |
| Joined CI day every month | Presentation | |
| Control | Control plan | Make control plan |
| New Sigma level / capability | Collect Data, and Analyse | |
| Controls in place – Poka Yoke | Visual Desplay | |
| Monitor results / tracking set up | Data Collect Plan, Gage R&R | |
| Before and after graphs | Data Collect Plan, Gage R&R | |
| Phase Exit Review | Presentation | |
| Validation | Graph results | Collect Data, and Analyse |
| Calculate dollars | Collect Data, and Analyse | |
| Final report | Presentation | |
| Project close out | Presentation | |
| Awarded and Certificate |
