Bunge Việt Nam với các Dự án Cải tiến Lean Six Sigma và TPM

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

IStep I: CI assessment (diagnosis)
1.1Interview all Department
1.2Review history data
1.3Factory onsite and on the job assessment
1.4Assessment report and presentation to board of director
IIStep II: Preparation and Awareness Training
2.1Identify CI training room (NOTE: CI-Continuous Improvement)
2.2Visual display assessment result
2.3Design CI poster and print out CI process
2.4Visual display CI poster and CI process
2.5Establish organizational chart for CI and continuous improvement
2.6Identify 4-6 key weakness topics need to improvement (Kaizen project)
2.7Team leader and team members selection
2.8CI Team organizational chart
2.9Detail implement plan for each group
2.10Support team finish “Statement of problem – SOW)
2.11Support team make the data collection plan
2.12Visual display project and team activities
2.13CI awareness training for leaders (Kaizen, Lean, Six Sigma Foundation)
2.14CI 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)
IIIStep III: Onsite and on the Job support for deployment (5S, TPM-AM, KAIZEN EVENT)
3.1Joined CI day every month
3.25S Plan (Appendix A)
3.3TPM – AM Plan (Appendix B) (Taskforce for each area)
3.4TWO KAIZEN EVENT Plan (Appendix  C) (Using DMAIC Methodology)(Around 8 Kaizen project)
IVStep IV: Expansion with LEAN SIX SIGMA GREEN BELT Plan (Appendix D) (Around 3 Green Belt project)
VStep V: Standardization- “Validation”
5.1Support measurement and report after improvement
5.2Support standardization of improvement activities
5.3Continuous improvement recognizing the contribution system
5.4Next plan
5.5Awarded and Certificate
5.6Year 1 report and presentation – Finish

A. 5S Plan

1SEIRI – Separate1.1Identify waste through an initial inspection
1.2Place a 5S tag on fixtures, tools and materials
1.3Eliminate unnecessary items
2SEITON – Simplify management2.1Classify items by frequency of use
2.2Find suitable locations for tools, equipment and material
2.3Clearly identify each location and support compliance with new order
3SEISO – Find out problems through cleaning3.1Clean and check if the order set in the previous step is maintained
3.2Tag all the deviations from the desired situation
3.3Analyse all the repetitive tags in order to find out the root causes of the deviations
3.4Define and carry out the countermeasures
3.5Make a list of the required standards
4SEIKETSU – Standardise4.1Define cleaning and order standards
4.2Define the check list to verify that standards are respected
4.3Visual management improvement
5SHITSUKE – Sustain continuous improvement5.1Plan audits to verify standard observance
5.2Make problem continuous analysis and identify countermeasures
5.3Monitor Audit scores
5.4Set new improvement targets

B. TPM-AM Plan

StepsActivitiesExpected Outputs
1AM Targets, organisation  & Planning1Link Losses to AM contribution & establish targetsLoss Model realting to AM. Loss Deployment for AM in shopp floor level by area, by machine
2Define AM pillar KPI’s & targets (loss reduction and people empowerment)KPI trees of AM responsibility
3Plan of AM Roll out (by machines and steps)Detail AM Plan rol out of the factory
4Define the organisation to support AM Roll out (e.g. Maintenance Support )
2Standards & Roll out of Step 1- Initial cleaning1Initial Cleaning and regular cleaning according to a cleaning scheduleCleaning Standards in place
2Tagging, visualise and eliminate lacksWhat is tag, tag format, how to tag, tag KPIs
3Working place organization, AM activity BoardAM activitis Board for each machine
4Make sure continuous tagging process is permanentCounter measures for de-tagging
5De-tagging activities and promotion for continous tagginganalysis detagging – action plan
6Define initial cleaning standards
3Standards & Roll out of Step 2- Eliminate sources of dirt and hard to clean & inspection areas1Identify sources of dirt and difficult to access areasList of area sour of dirts, anlysing source of dirt,  action to termination, isolat the dirt sources.
2Comparision with cleaning timecleaning time monitoring, reducing cleaning time
3Analyse the causes and define countermeasuresideas for detagging – difficults to access areas
4Improve difficult to inspect areasHidden inspection points are visible
4Standards & Roll out of Step 3- Create and maintain Cleaning, Inspection, Lubrication Standards (CIL Stds)1Definition of the necessary CIL maintaining measuresCleaning, Inspection, Lubrication standards (CIL STDs)  developed and applicable
2Study the lubrication systemOperator trained about how to do CIL themselves.
3Simplify the lubrication systemHow to reduce the lubrication time
4Introduce lubrication scheduleHow to reduce the lubricant
5Training opertorsHow to set up cleaning , lubrication stations
6Standardised measures with equipment layout and CIL maintenance planCIL time monitoring and redution
7Visual management of CIL standards in shop floor environmentVisualise the CILs points
8AuditingHow to audit the AM step 1,2,3


No.Task Name
1KAIZEN – LEAN tools Training and Coaching (Just using DMAIC Methodology for Kaizen)
2Onsite 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
3Onsite 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
4Onsite support “Analyze Phase” KAIZEN Project
II.Cause and Effect Diagram
III.List of potential cause
IV.Analyze Phase summary
V. Edit Analyze Phase presentation and approval
5Onsite 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
6Onsite 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
7Step 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


No.Task NameActions
TrainingGREEN BELT Training and Coaching
DefineEntered Into OpportunitiesOnsite asessment
Previous Project ?Review Kaizen project, OPL
Determine Core TeamBrainstomming with manager
Kick Off meetingPresent the roadmap
Project Timeline / PlanBrainstomming and asign
MeasureProcess Map / IPO / Map verifiedHigh Level SIPOC, Detail SIPOC, Actual activities and Documents
MSAData Collect Plan, Gage R&R
Baseline Sigma, capability Yp & YcCollect Data, and Analyse
Graph performance over time Yp & YcCollect Data, and Analyse
Review target & objectivesMeeting and Discustion
Phase Exit ReviewPresentation
AnalyzeC&E X’sBrainstomming, FDM, FMEA
Hypo testsData Collect Plan, Gage R&R
Correlation / regressionCollect Data, and Analyse
Hypothesis test sheet completeSummary
Improvement commitmentMeeting and Discustion
Phase Exit ReviewPresentation
ImproveCounteractions IdentifiedTeam work, Brainstomming, and Idea,
Select Optimal CounteractionsMeeting and Discustion
Verify CounteractionsImplement Idea Improrvement
Full Implementation / Action PlanExpant Improvement to another
Collateral Y assessmentAssessment and measure Y
New process mapRelease New Process map
Joined CI day every monthPresentation
ControlControl planMake control plan
New Sigma level / capabilityCollect Data, and Analyse
Controls in place – Poka YokeVisual Desplay
Monitor results / tracking set upData Collect Plan, Gage R&R
Before and after graphsData Collect Plan, Gage R&R
Phase Exit ReviewPresentation
ValidationGraph resultsCollect Data, and Analyse
Calculate dollarsCollect Data, and Analyse
Final reportPresentation
Project close outPresentation
Awarded and Certificate
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