Quản trị doanh nghiệp thành công nhờ ứng dụng mô hình 5S

Successful business management thanks to the application of the 5S model

Lean management according to 5S method and Kaizen model (Japan) is being implemented in many enterprises (DN) and has achieved unexpected results.

Platform for anomaly detection

5S according to the Japanese definition includes Seiri (sifting out unnecessary things and discarding), Seiton (arranging things neatly so that they are easy to find, easily see, and easily get), Seiso (clean), Seiketsu (only) maintain the workplace by implementing the above 3S) and Shitsuke (willing to educate and train people to voluntarily implement 4S above). 5S is the foundation to easily detect anomalies in the workplace, thereby continuously improving to make work safer, more productive and more economical.

Hanoi Plastics Joint Stock Company is a supplier of auto parts, motorcycles and electrical, electronic and construction components for many big brands such as Toyota, Honda...

To become a supplier of Japanese-invested enterprises, especially in the field of automobiles and motorbikes, is not easy for Vietnamese enterprises because not only must they meet the quality requirements, competitive cost but also in terms of technology and sustainability. Thanks to the application of 5S method and Kaizen model, Hanoi Plastics has improved production, increasing the number of spare parts supplied to Toyota Vietnam Company from 2-3 types in the past to 29 types at present.

According to the leader of Hanoi Plastic Joint Stock Company, more than a year of applying 5S rules, the company has improved the production environment, reduced the space, the number of warehouses, and saved time and costs. manufacturing charges.

Specifically, the factory is neater and cleaner, and the workers' sense of compliance with regulations has increased markedly. To date, the factory's 100% production block has successfully implemented 5S and two workshops are applying the higher stage of standard and improved work construction.

Regarding economic efficiency, according to statistics in the first 6 months of 2018, the Company has cut costs by about 2.8 billion VND with the improvement of molds, labor productivity increased by 10% compared to before.

Mr. Nguyen Huu Phong - Head of Production Planning Department of the Company said: “Hanoi Plastics has had a great change in both quality and quantity. Work efficiency increased from 73.7% to 89.2%, error rate decreased from 1.6% to less than 0.5%. Eliminating the mixing and granulating process before being put into the press has saved the factory $4,052/month in material and labor costs.”

Determined and united will succeed

Like Hanoi Plastics, in order to become a partner of FDI enterprises in the field of automobile manufacturing and assembly, since 2007, LeGroup - a company providing spare parts and components in the supporting industry in the automotive industry. , motorbikes, has approached and built a standard production process, but it is still primitive and inefficient. Since the beginning of 2014, with the support and upgrading of the management system from Toyota Vietnam, LeGroup Company has applied the 5S management model methodically, thoroughly and achieved success.

However, this governance model is not easy to apply. According to experts, the biggest difficulty for businesses is the change in awareness of employees. This change must be from leaders, unit heads to employees and workers, so that they can see the urgency, necessity and benefits that 5S brings. To implement the 5S method systematically and synchronously, the most important thing is the determination of leaders and senior management of enterprises.

Mr. Le Tuan - General Director of LeGroup said, the company has set up a separate room named Toyota Project and asked experts of this enterprise to come to support.

“In the beginning, the factory leadership was also quite confused about how to implement 5S, so it was difficult to motivate and encourage employees. But with the determination to improve our capacity to become a supplier of spare parts for FDI enterprises and thanks to the support of Japanese experts, we have become more confident to deploy the 5S governance model. What is more fun is that the workers themselves also realize the benefits of 5S in terms of the environment, labor safety and work efficiency, thereby voluntarily implementing it and being more satisfied with the factory", Mr. Tuan added. .

“After more than a year, the Company has incorporated the 5S method into production activities with the participation of all members, from employees to management. From one area, the line made the original standard, up to now, 100% of the factory's stages have reached 5S standards and are continuing to improve the line to be more lean. Along with maintaining and improving the efficiency of 5S activities, the company expanded into building and applying standard work, improving production stages and goods,” said Mr. Nam. Mr. Bui Thanh Nam - General Director of Hanoi Plastic Joint Stock Company said that before that, the company used to apply the Japanese production model and the basic 5S system. In 2010, after two years of survey and evaluation by Toyota Vietnam, the company became a supplier of several types of components for Toyota automobile factory. In 2017, the methodical application of 5S is a mandatory condition to be selected by Toyota Vietnam as a large-scale and long-term supplier. Therefore, since May 2017, the Company has applied the 5S management model thoroughly.