LSS 7

So thang 04 nam 2009
07
T duy
ot pha
"qacl to se ehooq the ooc
phot mloh eo ace eo leo
oea eh/ ehom ehom eol tleo eol eo doa
Ohcmos cloo /dlsco
NHNG NGI THC HIEN BAN TIN:
Ts.Nguyen Hu Thien
vi s cong tac cua:
Pham Thanh Dieu
Ts.ang Minh Trang
Tiep theo so 6, Ban tin Lean 6 Sigma so 7 ra mat Ban
oc gop phan thuc ay hoat ong ng dung Lean 6 Sigma
(LSS), ma trc tien hoat ong huan luyen, ao tao c ban
e tao nhan thc cho cac cap lanh ao va quan ly.
Cau lac bo Lean6sigma (Network) a lan lut c to
chc Thanh pho Ho Ch Minh, Ha Noi, Hai Phong, a
Nang va ong bang Song Cu Long, ma Ban tin a gii
thieu trong cac so t 1 en 5. La kenh thong tin cua Cau
lac bo, Ban tin xin c gii thieu cac hoat ong ng dung
cac phng phap quan ly va cong cu hien ai lien tuc cai
tien tai cac Tnh, Thanh phova cac Doanh nghiep, to chc
trong ca nc.
Ra t hoan nghe nh va ca m n s h p ta c va o ng go p quy
bau cua cac To chc va Ca nhan, e Ban tin c thng
xuyen en tay Ban oc.
Ban tin xin gi en Ban oc va nhng ngi ham thch
Lean 6 Sigma va cac phng phap va cong cu cai tien lien
tuc khac li cam n ve s hp tac, s ho tr ve tinh than
va vat chat va chuc cho hoat ong cai tien lien tuc am
choi nay loc.
Cung Ban oc
1t BLY B01 PBA
Chuyen de tu duy dut ha 01
Bay nguyen tac cua tu duy dut ha 02
viet Nam va tu duy dut ha 03
lntruductiun tu Breakthruugh 1hinking 04
LEAN 6 SlBHA
Buanh nghie nang suat va tinh gun 12
vui giai ha nang suat tuan dien
1PH - 1utal Pruductive Haintenance 17
- bau tr tuan dien thiet b[ san xuat -
cung cu quan trung cua Lean 6 Sigma
BA0 1A0 & 1t vAN
Be Chuung trnh cai tien theu 5S-kaizen 22
dem lai hieu qua cau hun
Biui thieu Buui kick 0ff khua 0n 1ub 25
1raining tai 1a duan FP1
khui dung (kick uff) khua 0n 1ub 1raining 26
Lean 6 Sigma tai 1a duan FP1
1lN B0A1 B0NB
BlRAYAHA - 1he 1aan 1uur 24
1hung tin huat dung 24
Lean6Sigma Netwurk
So thang 04 nam 2009 07
T duy
ot pha
Ohcmos cloo /dlsco
Sa cha bo may suy
ngh cua ban
ieu g khien TOYOTA trong mot
th i gian nga n a a nh ba t tat ca
nhng ai gia trong lang che tao oto?
ieu g chong lng cho TOTO lam
ma la m gio tre n th tr ng ha ng nga n
tuoi i cua nganh s ve sinh?... Tat
ca la nh ho ap dung hoc thuyet t
duy ot pha.
Khong ch trong kinh doanh, hoc
thuyet t duy ot pha ang tao nen
mo t cuo c ca ch ma ng ve t duy trong
mo i lnh v c Nha t Ba n va nhie u quo c
gia khac.
Neu khi ban noi: Toi muon thay
oi the gii, ai o noi ngay vi ban:
Anh co ien khong, lam sao lam viec
o c? th bo may suy ngh cua
ngi o h roi.
Anh ta a b qua kh va hie n ta i
tr nu, kho ng co n na ng l c sa ng ta o,
kho ng co n ngh ra c nh ng thay o i
thuo c ve tng lai. Le ra anh ta pha i ga t
a u va no i ngay v i ba n: Na o, chu ng
ta pha i ngo i la i ba n xem ta se tie n ha nh
vie c o nh the na o a y!. o chnh la
ca ch cu a t duy o t pha .
Tuyet oi khong bat chc
T may chuc nam qua, Tap oan
Toyota a xay dng mot vien nghien
T duy ot pha
cu au tien tren the gii vi ten goi
Vien nghien cu can ban. Cham
ngo n la m vie c cu a vie n na y la nghie n
c u ta t ca nh ng g ke t no i c t the
ky 22 vi hien tai.
a y la vie n nghie n c u a u tie n a p
du ng t duy o t pha tre n the gi i. Ho
a moi van e ve chiec xe tng lai
cua Toyota len ban nghien cu theo
nhng hng can ban nhat. V du
nh mu c tie u cu a chie c xe tng lai la
ca ng cha y ca ng la m sa ch mo i tr ng,
cang chay cang t h; hoac muc tieu
cu a vie c ba n ha ng la th i gian to n kho
bang khong, chi ph lu chuyen bang
kho ng Ro i t o a t ra ca c gia i pha p
hng en nhng gia tr tuyet oi do
mnh xac nh.
Khi Toyota mi ra i, cac cong
ty xe hi cua My a la nhng ngi
khong lo, nhng ch vai chuc nam
sau Toyota a thanh thng hieu lay
lng. Mot lanh ao cua Toyota noi:
e khong thua ngi khac, Toyota
cai tien. Nhng e thang ngi khac,
chung toi dung t duy ot pha. Cong
viec ngay hom nay dung t duy phan
tch, cong viec ngay mai dung t duy
ot pha.
Tr ve vi ieu can ban nhat
Phai tm ra gia tr can ban th mi
co giai phap c. ay la bc au
he t s c quan tro ng. Ng i Trung
Quoc co mot loai hop, trong hop co
hop, trong hop ln co hop nho hn.
Va n va t e u la he tho ng. C ca u ha nh
chnh cua moi quoc gia cung nam
trong mot he thong va moi th eu
co muc ch.
V the, phai at cau hoi: Muc ch
cua muc ch la g? Cang hoi, chung
ta se cang lot vao hop ln nhat: Thay
c tong the va t tong the ay se
thay c tng phan.
Viec a mot cai may suy ngh
vao trong au ch e luon luon at
cau hoi muc ch cua muc ch, cua
muc ch, cua muc ch la cai g?
Co ga ng la m sao tra l i tha t nga n go n
bang danh t va ong t: Cay viet la
e viet ch? Muc ch viet ch la the
hie n ch . The hie n ch e la m g? The
hien thong tin. e lam g? Truyen at
thong tin. e lam g? Truyen at kien
thc, y ch...
Cuoi cung suy ra ieu can ban:
cay viet au ch e viet ch ma con
e truyen at y ch cua con ngi va
e truyen at y ch con ngi, ngi
ta co the ngh en nhieu cach khac
nhau! Neu truy cu muc ch ma bo
sot se gay loi ve sau.
Khi Hang bao hiem AIG cua My
muon nhay vao th trng Nhat Ban
a nh en mot cong ty t van Nhat.
Co ng ty t va n ba o pha i mat mo t
nam ri, gom sau thang khao sat
th trng, sau thang phan tch, sau
tha ng pha t trie n sa n pha m ba o hie m
vi so chi ph la 500 trieu yen.
Thang 5 nam 2007, Giao s Shozo Hibino c mi sang Viet Nam e
gii thieu T duy ot pha va quyen sach ma ong la ong tac gia. Giao
s Shozo Hibino la hoi trng Hoi Qui hoach ke hoach Nhat Ban, giao
s nganh hoach nh thiet ke chien lc ai hoc Chukyo, tien s xa hoi
- ieu khien hoc san xuat. Ong co hn 25 nam kinh nghiem giang day
va t van, a tng lam cho cac tap oan ln thuoc nhieu lnh vc, quoc
gia khac nhau. Tien s Shozo Hibino a co hn 100 bai viet c ang
tai va 20 quyen sach. Cuon Breakthrough thinking (T duy ot pha) viet
chung vi tien s Gerald Nadler la sach best-seller tren the gii, c
xuat ban bang nhieu th tieng khac nhau.
Ban tin xin gii thieu e Ban oc tham khao vi mong muon "T
DUY O T PHA " se va o cuo c e go p pha n a a t n c tie n le n, ru t nga n
khoang cach tut hau so vi cac nc khu vc va the gii.
1
T DUY OT PHA
Cong ty bao hiem gap toi than:
Tie n kho ng tha nh va n e , nhng ma t
mot nam ri se vuot mat moi c hoi
tren th trng. Neu ong lam giup se
mat bao lau? Toi bam ngon tay bao
mot tuan.
Ho tro mat: Lam sao co the lam
c?. Toi bao c yen tam, ho ra
ve ma lo. To i m i mo t ng i gio i
nhat trong lnh vc nam thong tin th
trng Nhat, mot chuyen gia gioi ve
luat bao hiem Nhat, mot chuyen gia
hang au trong viec m ai ly bao
hiem Nhat
Cuo i cu ng, chu ng to i co 13 chuye n
gia so 1 cu ng tham gia va ba t a u a p
dung t duy ot pha phat trien san
pham. au tien phai xac nh hnh
dang c ban nhat cua san pham: xac
nh sa n pha m ba o hie m da nh cho ai?
Cho ngi gia, cho ngi benh ung
th o la ieu can nham ti.
Tiep theo, xac nh xem nhng
ngi nh vay ho mua bao hiem e
lam g (lien he tnh muc ch). Viec
sau o ch la xay dng c che bao
hie m be nh ung th, xa y d ng he tho ng
pha n pho i cho loa i ba o hie m na y: Ba n
the nao? Mang li tiep th ra sao?
13 chuyen gia danh ra bon ngay
thao luan, en ngay th t dt iem
hoan thanh c c che, tao ra san
pham bao hiem mi toanh tren th
tr ng. Sa u tha ng sau, sa n pha m ba o
hiem c trien khai va nhay vao th
trng Nhat Ban. Ho a chiem tron
ve n no , gi no co ba y co ng ty ba n ba o
hiem do chung toi t van.
Ba i ho c quan tro ng nha t cu a vie c
na y: ye u to sa ng ta o giu p ta bay qua
mo i tr nga i, tra nh c s ba t ch c
va no lc cai tien khong ngng e
hng ve gia tr tuyet oi. Hien tai,
ca c c quan qua n ly ha nh chnh cu a
Nha t Ba n ang ye u ca u nh ng gia tr
nh va y.
Hoc hoi t tng lai
Ca ch ma ng tho ng tin, s pha t
trien cua he thong Internet lam the
gii bien oi cc ky nhanh chong.
Nhng 400 nam qua, loai ngi a
quen thuoc vi t duy phan tch cua
Descartes (nha triet hoc ngi Phap
Rene Descartes), ngha la phan tch
t qua kh en hien tai e suy oan
tng lai.
ieu o dan tr nen nguy hiem
khi ma tng lai kho ng cu ng na m tre n
mot ng thang vi qua kh va hien
tai. No a re sang mot hng khac
trong khi con ngi van theo quan
tnh tren loi mon cu, va en mot ngay
nao o lac ng roi ri vao cai bay
cua chnh mnh.
Lac loi bi t duy quen thuoc
Tai sao ngi ta c phai phan tch
qua kh va hien tai e suy dien mot
tng lai? Vi nhng thay oi hien tai
cu a the gi i, ng i ta pha i ta p ho c ho i
t tng lai, ng t tng lai nhn la i,
rut ra cho mnh nhng cach thc, con
ng va ca mo t trie t ly ha nh o ng e
i tat va rut ngan moi thi gian. T
duy ot pha chnh la ly thuyet cua s
thay oi va i tat, hoc hoi t tng lai
thay v t qua kh va hien tai.
Tai ai hoi cua cac n chuyen
vien y te Hokkaido, toi c mi
oc tham luan. Toi hoi: Qu v lam
viec vi muc ch g? Tra li: Tm ra
ngi benh e a vao benh vien
kha m. Ro i sau o ? Kha m ro i mo .
Sau o? Nam vien va mo en toi a.
V sao phai the? Benh vien can phai
o ng kha ch, a m ba o ch tie u cu a mo t
thanh pho ly tng ma To chc Y te
the gii (WHO) qui nh!
Mot cau chuyen khac: v am bao
ch tieu, nhan vien y te phai kiem that
nhieu ngi co benh (hoac giong nh
the). Vao benh vien roi bac s tha ho
kham, tha ho mo. Xong ba thang sau
tr lai tai kham. Van e nam cho:
ca ng kie m tra be nh nhie u, ph kie m tra
nhieu; mo cang nhieu, ph cang tang;
be nh nha n ch ca n na m vie n mo t tua n,
benh vien cho nam hai tuan e thu
ph gap oi t bao hiem y te. That
ra bac s khong xau, nhng ong c
thuc ay bac s lam chuyen nay xau.
C che bao hiem y te co van e!
Toi hoi nhan vien y te: Cac ch
la nhan vien tiep th cho benh vien
a?. Khong phai. Toi hoi: au vao
Bay nguyen tac cua t duy ot pha
1. Nguyen tac ve s khac nhau oc ao: van vat tren i khong co ieu g
giong nhau nen tuyet oi khong bat chc.
2. Nguyen tac trien khai muc ch (t hoi: Muc ch cua muc ch, cua
muc ch la g e tm ra ieu can ban can thiet nhat).
3. Nguyen tac hoc hoi t tng lai (sau khi co ieu can ban, tiep tuc nh
ra mot hnh dang tng lai can phai co e duyet xet lai t hien tai ang
v tr nao tren ng en tng lai o).
4. Nguyen tac thiet lap he thong (e tien dan ve tng lai can co).
5. Thu thap thong tin thch hp vi muc ch (nhng thong tin nam trong
au nha t van goi la thong tin
nong, nhng thong tin chay ra
khoi au ho chui vao Internet th
no nguoi lanh roi).
6. Loi cuon tham gia ke hoach
(tao s phan khi, kch thch va
ke u go i mo i ng i cu ng tham gia
ke hoach cua mnh).
7. Thay oi va cai cach lien tuc.
2 3
T DUY OT PHA T DUY OT PHA
cho benh vien la g?. La benh nhan.
a u va o cu a a u va o la g?. La
ng i cha co be nh. a u ra cu a
benh vien?. Ngi lanh benh. au
ra cua ngi ra vien?. Ngi khoe
manh. Ro rang cong viec cua ngi
lam y te nay la lam cho ngi khoe
manh tr thanh khoe manh. Toi noi
v i ho : ie u ly t ng nha t trong co ng
viec cua cac ch la phai lam cho mat
ca i be nh vie n. WHO qui nh mo t
thanh pho phai co bao nhieu benh
vien, bao nhieu bac s... tren t le dan
so la qua sai lam. Mot thanh pho ly
tng la thanh pho khong co bac s,
khong co benh vien nhng ngi ta
co the song ti 100 tuoi.
Cac nhan vien y te a phai no lc
toi a, ho a bo nhng khoan tien
thue mot cach vo ch trong cong viec
cua mnh. Ho ang lac loi bi t duy
phan tch quen thuoc, trong khi neu
nhn t tng lai, ngi ta phai chon
con ng e giam dan benh tat ch
kho ng pha i e a t c ch tie u mang
tnh cong thc cua WHO.
Cau chuyen cua nhng lap
trnh hanh chnh
Toi lam t van cho mot cong ty
ln chuyen san xuat san pham tieu
dung, ho muon may tnh hoa toan bo
he thong d lieu cua cong ty. Thng
th theo kieu phan tch cua t duy
Descartes, ngi ta phai phan tch
hien trang trc khi chuyen sang he
ma y tnh. Ch rie ng vie c pha n tch hie n
trang cung mat ca nam, roi may tnh
hoa cung mat ca nam na.
To i t duy ca ch kha c. Th a t
van e xem neu khong can phan tch
hien trang ma van may tnh hoa c
cong ty nay? Nhieu ngi phan ng,
toi chng minh bang nhng phep th
het sc n gian ma ngi ta lam rat
tot nhng khong b le thuoc bi cach
lam cua qua kh.
V du, e giai quyet van e thanh
toan cong tac ph tren may tnh,
Nhat he thong nay phc tap. Nhan
vien i cong tac ve lam bao cao chi
tiet, cac bao cao o c gi len cho
5-6 ngi duyet lai. Chi ph gian tiep
rat cao. Tai sao bao cao? V a co ke
xau li dung gian doi nen phai kiem
tra nhieu khau, ton nhieu tien. Gi toi
dung cach thc mi: at gia thiet hau
he t nha n vie n e u cha n tha t. Nh va y,
ho i cong tac ve can bao cao nhng
tho ng tin g? To i la ai, ho m nay i a u,
ton bao nhieu tien. Ch can ba thong
tin o, nhap vao may tnh. Thong tin
gi ti ngan hang, ngan hang chuyen
ti nhan vien. Khong co chi ph gian
tie p. a y chnh la gia tr ca n ba n tuye t
oi ma ngi ta can khi giai quyet vu
quyet toan nay.
Co ng ty pha n ng ngay: Ru i trong
10.000 nha n vie n co ng i khai kho ng
ca tram trieu yen th sao?. Toi ap:
Vie c ca n la m nha t ba y gi la tm ca ch
ngan nga oi tng o!. n gian
lam: ch can sa chng trnh phan
mem mot t, neu mc yeu cau chi
cho cong tac hn mc bnh thng
mot chut, may tnh se khong chay
na. Ngi nao lam may tnh khong
chay ba lan se b uoi viec. Nh the,
khong co nhan vien nao v tham lam
ma dai dot. He thong may tnh giai
quyet van nan hanh chnh cua cong
ty kia c xay dng tren nguyen tac
nh vay. o la xuat phat t ieu c
ban e giai quyet van e.
Tm cach ci bt chiec ao khoac
qua day cua t duy phan tch thong
tr trai at tren 400 nam qua, nhng
thuyet t duy ot pha lai khong ru
bo hoan toan di san phan tch cua
ong Descartes. Bi noi nh giao s
Hibino, o ch la gan them mot ong
c cho chie c Lexus hie n a i cu a ba n,
tc ben canh ong c chay xang can
co ong c chay ien hoac trang b
them cho cai au cua ban mot phan
mem t duy ot pha ben canh phan
mem phan tch cua bon the ky.
Neu nhn t duy Descartes nh
mot con ech t di nhay len va t
duy ot pha nh mot con kh t tren
nhay xuong th trong hien tai, hai loai
t duy na y ca n ke t h p v i nhau e co
mo t ca ch nhn hoa n thie n nha t ve qua
trnh pha t trie n; e ca i tie n mo i th cu a
ngay hom nay, ngi ta dung t duy
phan tch; e chuan b cat canh cho
nga y mai, ng i ta buo c pha i du ng t
duy ot pha. q
Viet Nam va T duy ot pha
Cong viec cua Viet Nam hom nay, c dung t duy
phan tch, khong sao ca, nhng hnh anh ly tng nam
2020 cua Viet Nam phai dung t duy ot pha xem
can ban no au, no co hnh dang g trong tng lai.
Muon nh the, ta phai sa cha bo may suy ngh cu
ky cua mnh.
Gan them cho no mot phan mem co ten la t duy ot
pha e giai quyet chuyen tng lai. T duy ot pha
e tm ra li giai ac biet, no tuyet oi khong giong ai
va khong bat chc ai ca. Vi moi a phng, nen van
hoa, con ngi, loi song ac biet th se co giai phap
a c bie t, tre n the gi i kho ng the xa y d ng mo t tha nh pho
na y gio ng he t tha nh pho kia. To n gia o, t duy, da ng th c
i song, moi trng, nhiet o, kh tri khac nhau th
chung mot giai phap sao c! Hay tm ra ap so rieng
va nh the nguyen tac cua no la khong the bat chc.
2 3
Abstract: This paper is a
practical short research
note on Breakthrough
Thinking. This
Breakthrough Thinking is
keen for creative efforts
in management. This
paper will provide a new
thinking paradigm for
creative activities. This
new thinking paradigm
is called Breakthrough
Thinking, proposed by
Shozo Hibino and Gerald
Nadler in 1990.
Introduction:
There is a famous golden word,
Dont give fishes, but teach
how to fshes. Most advanced
countries give a lot of fshes and
most consultants provide only
fshes, never teach how to fsh. As
you understand, this fsh means
solution, money and any help.
For example, advanced countries
have provided many successful
cases and fnancial aids (fshes)
to developing countries and most
consultants provided the success
stories and solutions to their
clients.
We never deny these kinds of
activities by advanced countries.
However, there is a following
bi g probl em i n such a fi sh
assistant behavior from view
point of developing countries and
companies. This fish assistant
behavior will create beggars.
We dont know how to fshes. So
that we have to ask continuously
Introduction to Breakthrough Thinking
fshes. We will be a beggar and
beg givememore fishes (more
assistances and solutions).We
lost our thinking power, that is,
our brain. It is good for the advanced
countries and consultants to
be asked. However, we wi l l
become followers and slaveries
of the advanced countries and
consultants. If we say No, they
say Sanction. From the view
point of advanced countries,
Yes, good! From the viewpoint
of developing countries, No, very
bad! We have to knowhowto
fsh and howto create solutions
defnitely.
Conventional Approach
is out of date for finding
solutions:
There are two approaches to fnd
solutions2. One is a conventional
approach, cal l ed Anal yti cal
Approach, based on Descartes
Thinking paradigm. Another is
a recent new approach, called
DesignApproach, based on
Breakthrough Thinking paradigm.
We have been using the analytical
approach for finding solutions.
We will visit an advanced country
and learn from past and present
successful cases there. We try
to introduce the successful cases
(fshes) to the different context in
developing country with a great
effort and will finally loose our
creative thinking power. In 21st
century, our world became a global
village by advanced technologies.
We are facing drastic changes
in not only business world, but
also any feld. Since there is no
future on the same line of the
past in such a drastic change
age, we have to realize that the
conventional approach could not
be effective any more. We could
not make solutions, based on the
present and the past cases. For
example, we can not plan the tell
communication system based
on conventional wired system in
Japan. Even if we build a new
wired tell communication system,
the systemwill be out of date
quickly. Another important defcit
of the conventional analytical
approach is the following facts:
1) While we are analyzing and/or
studying the present situation, our
competitors will advance more.We
can not catch up them.Wewill be
always a follower.
2) Wewill loose creativemind and
thinking power because the cases
affect ourmind.
3) By introducing the successful
cases from advanced countries,
we will also introduce the serious
aspects, such as environmental
pollution. Our university education
and training approach should be
changed, because they are mostly
teaching a conventional approach,
which is any more effective and
out of date in such a drastic
change age.
PROF. SHOZO HIBINO, PH.D.
4 5
NewApproach for finding
solutions
A New approach i s Desi gn
Approach, which means Design
an ideal future solution and learn
from the ideal future solution.
There are two approaches to
desi gn t he f ut ur e. One i s
conventional approach, which
means Analyze the past and
present, and design the future
based on the past and present.
This is dangerous because there
is no future on the same line of
the past.
The New Design Approach is a
substance-base design approach.
Without referring the present
or successful cases, we try to
think the substance (purposes)
of the solution and create the
ideal solution, called Solution-
After-Next for the substance
(purpose). Then we will try to
fnd the real solution based on
the Solution-After-Next. In this
approach, we will learn from the
future substantial ideal solution,
not learn the past & present
successful cases. For example,
Mr.Kiichiro Toyoda, a founder of
ToyotaMotor, tried to think the
real substance (purpose) of the
belt conveyor, shown by Mr. Ford,
without introducing it directly. He
could fnd the purpose of
the belt conveyor is not to produce
parts as many as possible, but to
cruise or produce parts in just-in-
time. This purpose created the
innovative production system,
called Toyota Production System,
which was completely different
from Ford Production System.
Toyot a Pr oduct i on Syst em
has bypassed the Ford Motor
Production System at this point.
Many automobile manufacturing
companies have studied Toyota
Production System.
NewThinking Paradigm
for bypassing
The New Design Approach is
only way to bypass the advanced
count r i es and compani es,
because this approach never
copy or import the successful
cases and is a substance-base-
thinking. Philosophically this new
design approach is backed up by
Breakthrough Thinking Paradigm
proposed by Shozo Hibino &
Gerald Nadler, different from the
conventional Descartes Thinking
Paradigm. The Descartes Thinking
Paradigm originated form Rune
Descartes in 16th century and has
400 years history. This is based
on machine theory, fact-centrism.
This
Descartes Thinking Paradigm
is effective for finding facts in
sci ence fi el d. However, thi s
paradi gm i s now faci ng the
diffculties in fnding solutions for
the drastic changing and organic
world. We are now at the edge of
shifting our thinking paradigm for
fnding solutions from Descartes
Thi nki ng t o Br eakt hr ough
Thinking. Breakthrough Thinking
is based on the epistemology
of system view, which means
organic view, purpose oriented,
and interdependent, holistic view,
completely different from the
conventional Descartes Thinking
paradigm. Breakthrough Thinking
is composed by following seven
assumptions based on this system
view.
Assumption 1: Uniqueness
Assumption 2: Purpose
Assumption 3: Solution-After-
Next
Assumption 4: Systems
Assumption 5: Limited information
collection
Assumption 6: Involving People or
PeopleDesign
Assumpt i on 7: Bet t er ment
Timeline
The seven assumptions of this new
thinking paradigm are also very
different from the conventional
assumptions. It is quite important
to know these differences for
finding solutions. Lets discuss
these differences one by one.
Assumption 1:
Uniqueness
Assume initially that the problem
or opportunity you now confront
is different from all others. Do not
initially copy existing solutions.
* Conventional assumption:
Copy the successful cases or
learn from the advanced cases.
Learn from Ford, G Mand Toyota,
Japan, USA.
* Case: Toyota never imitated
Ford Production System, because
she thought Toyota and Ford were
completely different in size and
culture at her initial stage.
In fact fi ndi ng approach by
Descartes Thinking, we will seek
4 5
the commonality. However, in
solution finding approach by
Breakthrough Thinking, we must
seek the uni queness for the
solution locus. The locus has three
major factors, human viewpoint
(who?), physical view (Where?)
and time view (When?). Once
you decided this locus, you may
fnd unique differences between
A and B, shown in Fig.1. For
example, Fords customers in
USA in 1930s were completely
different fromToyotas customers
in Japan in 1930s. People were
different. The culture was different.
The richness was different. The
road conditions were different.
The temperature was different.
So Toyota should produce the
Situation Specific Solution (3S
cars) for Japanese customers.
Without deciding this locus, you
can not fnd any difference and will
think the commonality for a world
car, which means the unsatisfed
car for everybody and anywhere.
.One of the key factors of bypassing
is locus focused thinking for
fnding 3S.
Assumption 2: Purposes
Explore and expand the purposes,
in order to fnd the substance. The
substantial purpose is the base for
thinking.
Analyze the past and present and
fnd out facts or problems. The
facts or problems are the base
for thinking.
* Case: Toyot a st ar t ed t o
think the purpose of the belt
convey and developed Toyota
Production System, completely
opposite systemfromthe Ford Belt
Conveyor.
The substance (purpose) will
change depend on the locus, in
Breakthrough Thinking, although
t he subst ance (f act ) never
changes in Descartes Thinking
world. The purpose of chocolate
in valentine day for her is to
transfer her will. However, the
purpose of the same chocolate in
the cold weather at themountain
for you is to provide energy. So
uniqueness assumption, that is,
the locus setting is quite important
for fnding substance.
Another important assumption for
finding substance is to expand
purposes in stead of analyzing the
present situation. This is based on
the Chinese box epistemology,
which means everything is a
system and everything is a Chinese
box. This Chinese box means that
a large box includes small boxes
and a small box includes smaller
boxes and so on, shown in Fig.2.
Everything is organized like this
Chinese box. For example, a
company has three divisions and
one division has fve departments
and so on. Everybody knows about
this. However, nobody knows the
important meaning of expanding
purposes. Every box has a purpose,
because every box is a system. If
you ask What is the purpose of
the purpose1? The answer is the
purpose2 What is the purpose of
the purpose2? It is the purpose3
and so on. Please continuously
ask the purpose of the purpose.
Finally we can attain the biggest
box, which is the wholeness of
the world. Now we can fnd how
to think holistically. We named
it as Purpose Expansion. This
purpose expansion technique is
a very powerful tool to find the
wholeness and the substance of
theworld.
Lets expand the purposes of
the belt conveyor for Toyota in
1930s.What is the purpose of
the belt conveyor? It is to move
parts from A to B. What is the
purpose of this purpose? It is
to transfer assembly parts from
A to B. What is the purpose of
this purpose? It is to provide
assembly parts (in just in time
and no inventory). What is the
purpose of this purpose? It is
to produce cars (in just in time
and no i nvent ory). What i s
the purpose of this purpose?
It is to provide cars (in just in
time).What is the purpose of
this purpose? It is to provide
transportation.
Mr. Ki i chi ro Toyoda t hought
like this. He realized that the
purpose of the belt conveyor was
not to produce parts as many as
6 7
possible like FordMotor at the
age of mass production in USA,
but to produce cars in just in time
and no inventory as requested
by the customers in Japan, since
he knew the unique Japanese
situation in 1930s. Japan was
a developing countries and USA
was already advanced country
in 1930s. Mr. Kiichiro Toyoda
never i mi tated or i ntroduced
Ford Production System. One
of the key factors of bypassing
is purpose expansion.
Solution-After-Next
Develop many options of ideal
sol uti ons for the substanti al
pur pose or pur pose- base
solutions. Utilize the absolute
benchmark (no time, no cost,
zero defect, etc.)
Think a solution for the present
problem and situation. Utilize the
relative benchmark (competitors
figures).
* Case: Toyot a has ut i l i zed
the absolute bench mark. For
exampl e, when she created
Toyota Production System, she
said the ideal productionwas
just in time and no inventory
(Zero).
Fig. 3 shows an image
of Solution-After-Next.
The width of a triangle
indicates any measures
Such as cost, time, and number
of defect.
A wi der wi dth means a l ess
effcient solution. The best solution
or ideal solution locates at the
top of triangle, whichmeans zero
time, zero space and no defect.
The bottomline is the present
situation. In conventional thinking,
we analyze the present situation
and find out problems. Then
we try to think solutions for the
problems and replace them for
solving problems towards better
situation. We think solutions from
the bottom, based on the present
situation and present problems.
However, in new thinking, we try
to think absolute ideal solutions
(absolute bench mark), based
on the focus purposes and the
future. Then we try to think a
realistic solution, based on this
ideal solution target.
Mr. Kiichiro Toyoda thought we had
to accomplish the just-in-time and
no inventory production system,
in stead of copying the Ford
production system and Mr. Taichi
Ohno, his subordinate, invented
the Toyota Production System, by
introducing Super Market System
concept to production system.
Toyota utilized absolute bench
mark and learned from ideal
solutions.
This absolute benchmark strategy
is quite effective in such a drastic
changing age.
1) You dont need to survey the
competitors benchmark analyze
competitor.
2) So that you can save yourmoney
and time. This time is critical
because of competition age.
3) This approach pushes you to
utilize a different thinking creatively.
You can bypass your competitors
by using different thinking.
One of the key factors of bypassing
is to utilize the absolute benchmark
and learn fromfuture.
Systems
Everything is a system. Everything
has purposes, inter-relation and
holistic view.
Ever yt hi ng i s a machi ne.
Everything is divided into parts.
The parts can be replaced. The
sumof the parts is thewhole.
* Case: Toyota introduced Work
Design, which is the origin of
Breakthrough Thinking, especially
this Systems Principle in 1963.
As shown in Fig.4, a system
has at l east ei ght el ements;
purpose, output, input, process,
environment, human, physical
and information enablers. For
examples, a car assembly line has
the following 8 elements:
1) Purpose: to assembly parts
2) Output: assembled cars
3) Input: parts
6 7
4) Process: assembly process
5) Env i r onment : f ac t or y
temperature, humidity, culture
6) Human enabler: workers
7) Physical enablers:machines,
tools, equipments, buildings.
8) I nf or mat i on enabl er s :
assembl ymanual , comput er
software
In conventional thinking, we dont
have this system model. So we
can not get rid of restricted solution
space. By this system model, we
can expand our solution space for
bypassing. For example, Mitsubishi
Electric Corp. expanded the input
to upper stream and the output
to down stream, and established
the Supply Chain Management
Syst em by connect i ng t he
processes from upper to down
stream with Information Technology
and got Grand Prix Award from
the Japan LogisticAssociation,
without studying SupplyChain-
Management
3
.
Many people talk about effciency
and effectiveness. However, these
two words are not clearly defned.
By this system model, we can defne
an effciency and effectiveness
clearly. Effciency means Input/
Output and effectivenessmeans
purpose/output relation. In new
thinking paradigm, we can think
effectively because we expand
and focus on purposes and fnd
solutions for focused purposes.
Furthermore, we have to think not
only 8 elements, but also following
6 dimensions:
1) Fundamental Dimension: 8
elements
2) Values Dimension: Good or Bad
for 8elements.
3) Meas ur es Di mens i on:
Howtomeasure val ues for 8
elements.
4) Control Dimension: Howto
cont r ol t he qual i t y f or 8
elements.
5) Interface Dimension: Inter-
relationship among others for 8
elements.
6) FutureDimension: Futures for
8 elements
For example, we have to control
i nputs to assembl y l i ne and
need shipment testing from the
assembly line for quality goods.
We need QC on the assembly line.
We need temperature and humid
control in the factory.We need
labor, equipment and information
control for the assembly line, and
so on. In order to control, we need
quality standards or measures
for QC. These measures come
from values dimension. We have
to think the cooperation with
other lines, organizations and
governments; we have to think
the 8 elements in the future and
prepare them now.
The matrix of 8 elements and
6 dimensions is called System
Matrix, shown in Fig.5. This matrix
is powerful tool for implementation.
A row of this matrix is also a
system matrix and a olumn is a
system matrix. One cell is also a
system matrix. For example, an
arriving system, which is the input
cell of the production line, has 8
elements and 6 dimensions and
so on. So we can think fromhuge
systemtomicro systemby this
systemmatrix.
In order to implement our ideas or
concepts, we have to think details of
the concept or a lot of subsystems.
Many developing companies and
country people talk a lot, without
implements, because they dont
have this systems thinking. Toyota
is excellent in building systems,
especially Shikumi, which can
8 9
drive the solution. An excellent
example is Kamban in Toyota
Production Systems.
From this system matrix, we need
a lot of actions for bypassing,
not only restructuring our labor
forces or money investment, but
also we have to think processes,
inputs, outputs, enablers, control,
interface, futures, etc.
One of t he key f act ors f or
bypassing is to think details of
solutions by System Matrix for
implementation.
Solution Finding
Information Collection
Collect information/knowledge that
is essential to the solution. Clarify
your purposes before collecting
information/knowledge.
Collect all the information/data
for fnding problems as much as
possible.
* Case: Toyota has produced and
tested many car models, based on
new concepts, without collecting
useless information.
Mr. Souichirou Honda, founder
of HondaMotor Corporati on,
told an interviewer; an engineer
handedme a report on a study of
the performance of an assembly
line. I told him: We can not
understand what is going on
by just looking. It is not bad to
measure it. However, you have to
think of the purposes of collecting
data. Iwould like to point out the
danger of data gathering;
(1) Data/Information only a tool to
understand the situation. However,
we tend to fall into a pitfall of
themagic of data and tend to be
carried away by data.
(2) We tend to confusewhetherwe
need data or not.
(3) We tend tomiss the point of
reasons about where real results
come from
(4) We tend to be satisfed with
only the report and tend to be
proud of gathering data, without
solving any problem.
Another engineer gaveme a thick
report, saying: I surveyed the
efficiency of our company for
sixmonths. I said to him; You
did themost ineffcient work, dont
you? Now we can understand
the reason why Honda Motor
could bypass other automobile
compani es. The pat t er n of
c onv ent i onal i nf or mat i on
gathering is shown as Descartes
Thinking in Fig.6. In this case,
we try to gather data/information
for problem fnding as much as
possible, analyze them and fnd
our problems. Then we try to think
solutions for the problems. This
is a world of The larger data,
themore accurate. In Descartes
Thi nki ng, We tend to create
Problem expert, because we
try to gather problem information/
data and try to fnd problems.We
know many problems. However,
we dont know solutions and
we dont have enough time and
money to fnd solutions, because
we spent ti me andmoney i n
fnding problems.The pattern of
the information/data gathering
for the bypass strategy is shown
as Breakthrough Thi nki ng i n
Fi g. 6. In thi s case, we try
t o t hi nk pur poses, val ues,
measures, objectives, concepts
at the frst stage.We dont need
much information/data in this
conceptual activity. Gradually
we gat her i nf ormat i on/ dat a
for solution fnding. We create
Solution expert, because we
try to gather solution information/
data inminimumand try to find
solutions. The thinking productivity
of Breakthrough Thi nki ng i s
higher than the conventional
Descartes Thinking, because
the amount of information in
Breakthrough Thinking tends to
be less than one forth of that of
Descartes Thinking. The thinking
productivity is keen in bypassing,
because time ismoney. One of
key factors for bypassing is to
gather information for finding
solutions in minimum.
Involving People or
People Design
Give everyone involved in the
decision and affected by the
eventual implementation of change
8 9
the opportunity to contribute to
developing and selecting the
solution.
The experts know everything and
handle all solutions.
* Case: Toyota-ism is called as
Genba-ism (On-site-ism). The
people on site have ideas and
solutions for actual problems.
Toyota has utilized the people on
site for solution fnding.
There are two reasons whywe
need involve people:
1) Implementation is not to buy
a computer and build a building,
but to change peoples mind and
behavior over time. A project will
succeed if people understand
them, even if they are small ideas.
The project will fail if people can
not understand them, even if they
are super ideas. If you precede
the project, without involving
people on site, people resist the
change and fall into a NIH (Not
Invented Here) syndrome. Usually
people love to participate idea
generation and change if youmake
theminvolve.
2) People on site have ideas or
solutions. Even if they do not have
enough formal education, they have
hot information and ideas/solutions
(wisdoms). This hot information
means the information in human
brain. On the contrary, documented
i nf or mat i on i s cal l ed cool
information. The future solution
should be based on hot information,
because cool information becomes
out of date quickly due to the drastic
change age.
Author received a telephone
call from the president of one of
the biggest American Insurance
Company, saying Please help
us. We have a bi g probl em,
because we would like to enter
into Japanese insurance market
next spring. We asked consulting
to a Japanese consultant. He
said we need six months market
survey, six months for analysis
and si x mont hs f or sol ut i on
fnding. The thinking productivity
is very bad. This proposal is too
late for our strategy. I ask you a
solution fnding inminimumtime.
Author started this project by
using new assumptions. I tried
to i nvol ve peopl e on si te i n
company wide. Thirteen people
including market professionals,
lawyers, insurance salesman
and so on, gathered at the Narita
Hotel.We tried to think locus,
purposes, values,
measures, concepts and systems
for four days. Then we dashed to
implement these new systems,
such as insurance contract, sales
representatives, sales talk books,
etc. in Japan for six months, and
started new insurance from April
next year. The result was great.
This US Company has bypassed
Japanese insurance company
and will be a top runner in Japan
in near future.
One of key factors for bypassing
is to involve people on site.
BettermentTimeline
Implement continuous Kaizen and
Breakthrough.
* Conventional assumption: If it
isnt broken, dont fx it.
* Case: Toyota is famous in
Kaizen (Continuous Improvement)
and Breakthrough.
Fig.7 shows a concept of Kaizen
and Breakthrough.We have to
improve or kaizen step by step
towards a target solution T1.
However, this target will be out
of date soon, due to the drastic
change age. So we have to
prepare the next target solution T2
at the stage of starting T1.When
T1 is out of date, T2will quickly
entermarket and so on.
Toyota has been promoting two
managements. One is Improvement
Management . Anot her i s
10 11
Breakt hrough Management .
Improvement Management is
famous Toyota Kaizen Activity.
Breakthrough Management is
called Breakthrough Toyota.
- The Kaizen Management is a
on-site base, small incremental
change and people involvement.
The Breakthrough Toyota i s
based on Breakthrough, absolute
benchmark and drastic change.
Many ventures will bankrupt soon,
although they are successful in
frst wonderful target.
Ho we v e r , t h e y h a v e n o
Breakt hrough St rat egy and
can not enter the next stage.
Bypassing companies such as
Toyota, COMPANY S, Honda, etc
take actions for improvement and
breakthrough.
One of key factors for bypassing is
to take two managements, which
are Kaizen and Breakthrough.
From these comparisons, the
conventional thinking assumptions
are out of date in such a drastic
change age. In order to bypass the
advanced countries and companies,
we have to change our thinking
assumptions and paradigm.
Another case study
6
COMPANYS is one of super-
top runners in the feld of toilet,
bath and kitchen makers in not
only Japan, but also in overseas
countries. She introduced these
seven assumptions, which is
Breakthrough Thinking, 1995 to
the Ceramic Tile Division. The
president M. Shigebuchi noticed
that this Breakthrough Thinking
is a key to success in next year
and decided to introduce it as
companywide activities in 1997.
The author was a chief consultant
of this project.
First of all, COMPANY S utilized
this Breakthrough Thinking as a
thinking paradigm of pro-patent
strategy.
The Figure 8 shows the result
of introduction of Breakthrough
Thinking. Note that the number of
patents doubled in 1998, comparing
with one in 1997. Figure 9 shows
the number of Business Model
Patent. Surprisingly the patent
number in 2000 increased 4.3 times
than one in 1999. This shows this
Breakthrough Thinking is powerful,
creative and theory of bypass. After
this, COMPANY S introduced this
Breakthrough Thinking to The
Customer Delighted Movements
and bypassedmany advanced
companies in Japan, China and
USA.
Conclusions
The Catch-up approach is not
enough in such a drastic changing
age.We need the theory of bypass
i n 21st cent ury. Thi s paper
proposes a theory of bypass based
on the new thinking approach and
paradigm, which is Breakthrough
Thinking. Breakthrough Thinking
is the best
thinking paradigm for the Theory
of Bypass.We can develop new
concepts, new products, new
systems, new solutions, new
software, new production systems,
etc. without referring or introducing
existing successful cases by using
Breakthrough Thinking paradigm.
As I pointed out in cases, Toyota
is a typical example of using
these new assumptions. Toyota
f ocuses on t he uni queness
of her customers. She never
copies the existing solutions. Mr.
Kiichiro Toyoda could fnd out the
substance of Fords belt conveyor.
Toyota is using the absolute
benchmark such as just-in-time,
no inventory. Toyota involves
the people at the workshop for
Kaizen activities. She collects the
information for the solutions from
the workshop.
Toyota is now promoting not only
the continuous Kaizen activities,
but also Breakthrough Toyota
project for change. H.Thomas
Johnson and Anders Broms,
authors of Proft beyond Measure
also points out in their book7 that
Toyota focuses complete different
assumptions fromother automobile
companies for hermanagement.
As our concl usi on of t hi s
research, not only we should
have an innovative mind8, but
al so we need to change our
thinking assumptions or thinking
paradigm from Descartes Thinking
to Breakthrough Thinking in order
to bypass advanced companies
and countries. q
Fig. 8 Number of Patent
Fig. 9 Number of
Business Model Patent
10 11
Muc tieu cuoi cung la
nang suat
Ngay nay, nang suat la yeu to
hang au quyet nh s phat trien
kinh te cu a mo t quo c gia no i chung
va mo t doanh nghie p no i rie ng
trong moi trng canh tranh, hoa
nhap va toan cau hoa. Nhng nh
ngha va khai niem ve nang suat
cu ng nh ta m quan tro ng cu a na ng
suat oi vi cac doanh nghiep can
c la m ro e xa c nh nh ng gia i
phap nang cao nang suat.
Trc tien, can phan biet nang
suat lao ong va nang suat.
Hieu mot cach n gian, nang
suat la thc o lng au ra c
tao ra da tren cac yeu to au vao.
Quan he gia au vao va au ra
c bieu th bang cong thc:
Nang suat = au ra/ au vao (1)
oi vi mot doanh nghiep:
- au ra: co the la san lng,
tong gia tr san xuat - kinh doanh
dch vu, gia tr gia tang, doanh
thu, li nhuan, v.v
- au vao: co the la thi gian,
lao o ng, nguye n va t lie u, vo n, thie t
b may moc, nang lng, cac loai
chi ph va cac loai lang ph.
Doanh nghie p na ng sua t va tinh go n
vi giai phap nang suat toan dien
Pham Ngoc Tuan, Nguyen Minh Ha, Phan Cong Thanh
Nh va y, trong mo t doanh
nghiep, co the co hang chuc, tham
ch hang tram ch tieu nang suat t
nh ngha (1) tren ay va se la c
hoi khi vi tng ch tieu chung ta
co the co nhieu giai phap e tang
nang suat. Tng ng vi mot so
ch tieu nang suat c nhan dang
la ca n ca i thie n se co the tm ra mo t
loat cac giai phap tang nang suat
c phoi hp vi nhau nham tang
them kha nang cong lc (synergy)
cua chung.
Mat khac nang suat ngay nay
pha i i ke m v i hie u sua t (efficiency)
va hieu qua (effectiveness).
Na ng sua t kho ng co n c
xem nh mot khai niem ch lien
quan e n h p ly ho a hay hie u sua t.
No i xa hn na, chuyen tai mot
mong muon chap nhan va tao ra
s thay oi. Nang suat la mot thai
o t duy da tren niem tin vao s
tien bo lien tuc. Hieu suat ngha la
lam moi viec mot cach ung an.
Hieu qua la nh hng vao muc
tieu, lam ung moi viec mot cach
tot hn. Chang co ch li g khi san
xuat con nga keo xe mot cach co
hieu suat nhng lai khong co th
trng
[1]
.
V vay nang suat ngay nay con
can c hieu nh sau:
Nang suat = Li ch tong the
cho khach hang/ cac nguon lc
tong hp (2)
nh ngha (2) gan ket vi nh
ngha (1) e nhan nhu chung ta
rang khong the tao ra that nhieu
nhng san pham, dch vu co hai
cho xa hoi, moi trng (mang lai
nhie u l i ch cho nha cung ca p
nhng khong c khach hang,
cong ong chap nhan) va cung
kho ng the ta o ra sa n pha m v i
hieu suat s dung cac nguon lc
hie n co qua tha p, kho ma pha t trie n
ben vng.
Xe t cho cu ng th mo i hoa t o ng
cu a doanh nghie p e u da n e n mu c
tie u la ta ng na ng sua t hie u theo nh
ngha (1) va (2) ne u tre n.
Cac phng an tang nang
suat
Co the co 5 phng an tang
nang suat:
- Phng an 1: au ra va au
vao eu tang, nhng au vao tang
t hn au ra.
- Phng a n 2: a u ra ta ng
trong khi au vao khong oi.
- Phng a n 3: a u ra ta ng
trong khi au vao giam.
12 13
LEAN 6 SIGMA LEAN 6 SIGMA
- Phng an 4: au ra khong
oi trong khi au vao giam.
- Phng an 5: au ra giam
trong khi a u va o gia m nhie u
hn.
Ba t ky gia i pha p na o giu p doanh
nghie p th c hie n c mo t trong so
ca c phng a n ne u tre n e u co the
la mot giai phap nang suat.
Doanh nghiep nang suat
Do muc tieu cuoi cung cua cac
doanh nghiep la tang nang suat
nen mot doanh nghiep nang suat
(Productive Enterprise PE) la
doanh nghiep biet tiep thu va ap
dung cac ky thuat, phng phap,
cong cu (goi chung la giai phap)
lam gia tang nang suat. Hien nay
tren the gii ngi ta ang s dung
hang tram giai phap nh vay.
Doanh nghiep tinh gon
Lean (tinh gon) la mot triet ly
nham lam giam cac loai lang ph
va nh vay se lam giam au vao,
theo hai nh ngha ne u tre n va ca c
phng an tang nang suat 3, 4, 5.
Do o Lean la mot cong cu manh
lam tang nang suat.
Cu ng pha t trie n v i Lean la kha i
nie m Doanh nghie p tinh go n (Lean
Enterprise - LP).
Co nhieu quan iem ve doanh
nghiep tinh gon.
Quan iem 1:
Cong nghe tinh gon tien hoa t
phan xng san xuat lan rong ra
toan doanh nghiep. Tinh gon theo
suot toan bo qua trnh t tiep xuc
v i kha ch ha ng ban a u e n lu c a t
ha ng, th c hie n n ha ng, la m ho a
n, thanh toan va thanh ly hp
ong. Tat ca cac nguyen cong va
bc cong viec eu c theo doi
va giam sat e tranh lang ph. Ket
qua la chu ng ta co mo t to ch c hoa t
ong hieu qua va hieu suat cao,
loai bo lang ph va chi ph [2].
Quan iem 2:
Doanh nghiep tinh gon c
nh ngha la hieu qua ma khong
lang ph. Nhieu to chc lang ph
70%-90% nhng nguon lc hien
co do qua n ly ke m va t t, th i gian,
thong tin, trang thiet b e khong
va hang ton kho. Cac nguyen tac
doanh nghiep tinh gon cung cap
ca c gia i pha p nha m no l c ca t
giam ang ke so phan tram lang
ph neu tren, cai thien chat lng,
nang suat va li nhuan. Nhng c
s cua doanh nghiep tinh gon la
nha n da ng va loa i bo la ng ph trong
suot chuoi cung ng, cuoi cung la
tao ra moi trng kinh doanh hieu
qua hn [3].
Quan iem 3:
Doanh nghie p tinh go n sa n xua t
nhieu hn vi cac nguon lc hien
hu bang cach loai bo cac hoat
ong khong tao ra gia tr gia tang.
Cac nha san xuat ang ng au
vi canh tranh toan cau vi nhieu
bien ong va rui ro. Nhng ngi
chien thang trong cuoc canh tranh
nay phai biet lam viec cat lc e
loai bo san xuat tha gay ra bi he
thong ieu o truyen thong va ch
la m nh ng g kha ch ha ng muo n khi
ho can chung.
Tinh gon thiet lap mot phng
phap tiep can mang tnh he thong
nham loai bo cac lang ph va tao ra
dong hoat ong xuyen suot trong
toan bo doanh nghiep. No cung
giup doanh nghiep phat trien va
thc hien mot ke hoach dai han
am bao hoat ong co hieu qua va
vn ti thanh cong [4].
Quan iem 4:
Doanh nghie p tinh go n la mo t
chie n l c kinh doanh tch h p
ta o ra gia tr mo t ca ch co hie u qua
ba ng ca ch a p du ng ca c nguye n ta c
tinh go n trong thie t ke , trong chuo i
cung ng, sa n xua t va kinh doanh.
o la mo t phng pha p tie p ca n he
tho ng e nha n da ng va loa i bo la ng
ph (cac hoat ong khong tao ra
12 13
gia tr gia ta ng) tho ng qua th i gian,
va t t, hie u sua t va ca c qua trnh.
Doanh nghie p tinh go n co the c
a p du ng cho ba t ky to ch c, doanh
nghiep cung cap hang hoa hoac
dch vu va ang tr ne n nga y ca ng
quan tro ng trong th tr ng va ca nh
tranh toa n ca u ho a. Mo t t duy tinh
go n giu p ca c co ng ty ta o d ng v the
cu a mnh tr c nh ng tha ch th c va
c ho i trong tng lai [5].
Khi noi ve doanh nghiep nang
suat ngi ta de khong tap trung
ung mc cho viec loai bo cac loai
la ng ph va tie t kie m chi ph. Co n khi
e ca p e n doanh nghie p tinh go n,
ng i ta th ng ch no i nhie u e n 7
hoa c 8 loa i la ng ph quan tro ng ne n
lam cho nhieu ngi co the khong
nhan ra con rat nhieu loai lang ph
co the phat hien va loai bo, ong
thi co the cha tan dung c c
hoi la chon va ap dung tong hp
mot so trong hang tram giai phap
tang nang suat.
V vay chung toi e ngh mot
khai niem mi: doanh nghiep nang
suat va tinh gon.
Doanh nghiep nang suat
va tinh gon
Doanh nghie p na ng sua t va
tinh go n (Productive and Lean
Enterprise PLE) la doanh nghiep
bie t a p du ng tch h p ca c gia i pha p
lam gia tang nang suat ong thi
thc hanh cac nguyen tac tinh gon
(nha m gia m e n m c to i thie u ta t ca
cac loai lang ph, chi ph ) va cac
khai niem Lean + X ang khong
ngng phat trien.
Lean + X ang pha t trie n nhanh
cho ng. Ngoa i Lean Thinking,
Lean Manufacturing (Production),
Lean Enterprise co n co : Lean
Culture, Lean Accounting/ Costing,
Lean Supply Chain, Lean Product
Design, Lean Maintenance, Lean
TPM, Lean Banking, Lean ERP,
Lean CMMS, Lean Product, Lean
Management , Lean Probl em
Sol vi ng, Lean Kai zen, Lean
Ecology, Lean Logistics, Lean
Operation, Lean System, Lean
Resource, Lean Office, v.v
Moi Lean + X nay, ngoai cac
nguye n ta c lean chung, e u co
nh ng no i dung va nguye n ta c
ac thu. Tuy trng hp ma doanh
nghiep la chon ma ap dung sao
cho phu hp va co li.
Neu ch ap dung PE chung ta
co the bo l c hoi nhan dang, lam
gia m hoa c loa i bo ra t nhie u ca c loa i
chi ph va lang ph.
Ne u ch a p du ng LE chu ng ta co
the bo l c ho i a p du ng nh ng gia i
phap nang cao nang suat ma cac
ta i lie u ve lean, lean manufacturing
(production) khong noi en.
ac iem cua LPE, PE va LE
c trnh bay bang 1.
e t h c hi e n mo t doanh
nghiep nang suat va tinh gon, giai
phap nang suat toan dien (Total
Productive Solution-TPS II) c
e ngh. Giai phap nay c viet
Bang 1: ac iem cua PE, LE va LPE
Doanh nghiep ac iem
Nang suat (PE) Tap trung ap dung mot so giai phap tang nang suat pho bien
Tinh gon (LE) Tap trung loai bo cac loai lang ph quan trong
Na ng sua t va tinh
gon (LPE)
- Tch hp e ap dung tat ca cac giai phap tang nang suat phu hp,
- Ap dung cac nguyen tac lean e loai bo hoac lam giam tat ca cac loai chi ph
va lang ph,
- Tch hp e ap dung tat ca cac khai niem Lean + X
Hnh 1: Giai phap nang suat toan dien
14 15
tat la TPS II e tranh nham lan vi
He thong san xuat Toyota (TPS)
a biet.
Giai phap nang suat toan
dien
Giai phap nang suat toan dien
bao gom mot bo gom 8 nhom giai
pha p na ng sua t nh c trnh
bay hnh 1. Moi nhom giai phap
na ng sua t bao go m ha ng chu c
hoac hang tram giai phap thanh
pha n. So l ng ca c gia i pha p ang
khong ngng phat trien vi toc o
chong mat.
Nhom giai phap nang suat 1:
Cac ky thuat, cong cu, phng
pha p na ng suat & chat l ng
chung
Nho m gia i pha p na ng sua t 1 v i
hn 100 giai phap [6], bao gom:
Kaizen, 5S, Bay cong cu quan ly
chat lng truyen thong, Bay cong
cu quan ly chat lng mi, Can oi
chuyen san xuat, Chuan oi sanh,
o l ng na ng sua t, o l ng
hie u na ng nha n vie n, Ky thua t/
Phan tch gia tr, Ly thuyet quan
ly cac han che (TOC), Nghien cu
cong viec, Nhng quyen, Qui tac
Pareto, Pha n tch nguye n nha n
goc re (RCA), Quan ly chien lc,
Quan ly chuoi cung ng, Quan ly
hau can, Quan ly quan he khach
hang, Quan ly s thay oi, Quan ly
oi mi va sang tao, Quan ly rui ro,
Quan ly thi gian, Quan ly nguon
nhan lc, Quan ly tri thc, Quan ly
vat t va ton kho, Tai lap qua trnh
kinh doanh (BPR), Trien khai chc
nang chat lng (QFD), Van hoa
doanh nghiep, Phan tch SWOT,
Xay dng li the canh tranh, Uy
quye n cho nha n vie n, Qua n ly
chuoi gia tr, Quan ly va phat trien
sa n pha m m i, Nghie n c u th
trng, Chia se li nhuan, Nhom
chat lng, Bang tnh iem can
bang, Thiet ke th nghiem (DOE),
Mo hnh 7S Mc Kinsey, Quan ly
theo muc tieu, Mo hnh chien lc
5P, Ly thuyet tro chi, Chien lc
10 ngoi trng Henry Mintzberg,
Lap ke hoach va ieu o, Chien
l c a i dng xanh, La p ke hoa ch
kinh doanh, v.v
Nho m gia i pha p na ng suat
2: Ca c he thong qua n ly kinh
doanh, sa n xuat, chat l ng
tien tien
Nhom giai phap nang suat 2
vi hn 100 he thong, bao gom:
Sa n xua t tinh go n, Sa u sigma,
Lean 6 Sigma, ISO 9000, Quan ly
chat lng toan dien (TQM), San
xuat ung luc (JIT), San xuat ap
ng nhanh, San xuat ben vng,
San xuat cong tac, San xuat ao,
QS9000 va TS16949, ISO 14000,
IS0 22000, OSHAS 18001, MES,
MRP, MRP II, ERP, TPM, v.v
Cac ky thuat, cong cu, phng
phap, ky nang phat trien nang
suat ca nhan
Nho m gia i pha p na ng sua t 3 v i
hn 100 giai phap, bao gom: Cac
phng phap t duy hieu qua (T
duy tch cc, T duy sang tao, T
duy chien lc, T duy ot pha,
T duy oi mi, T duy he thong,
T duy tch hp, T duy logic, Sau
chiec mu t duy, Lap ban o t
duy, v.v), Qua n ly d a n, Ky na ng
giao tiep truyen thong, Ky nang
giai quyet van e (5 Why, Bieu o
nguyen nhan ket qua, Lu o,
Phan tch va Quan ly rui ro, Phan
tch PEST, Ma tra n Ansoff, Ma tra n
Boston, Pha n tch USP, ng
cong Greiner, Phng phap 8D,
v.v), Ky nang thuyet trnh, Ky
nang ng dung CNTT, Ky nang
thng lng, Ky nang ra quyet
nh, Ky na ng la nh a o, o ng na o,
La m vie c theo nho m, Phng pha p
luan sang tao (TRIZ), Ky nang giai
quyet mau thuan, v.v
Giai phap bao tr toan dien
Bao tr tot se lam giam ang ke
nhng thiet hai do ngng may, lam
gia m chi ph sa n xua t, ngha la gia m
au vao va lam tang nang suat.
Nhom giai phap nang suat 4 ve
bao tr [7], [8], bao gom:
- Ca c gia i pha p ve qua n ly
bao tr (Chien lc bao tr, Lap ke
hoach, ieu o va kiem soat bao
tr, Lean Maintenance, Ba o tr na ng
suat toan dien(TPM), Bao tr tap
trung vao o tin cay (RCM), Quan
ly phu tung va ton kho, Chi ph chu
ky so ng (LCC), Kinh te ba o tr, A va
OEE, He tho ng a nh gia hie u na ng
cong tac bao tr, v.v;
- Cac ky thuat chan oan h
ho ng: Pha n tch h ho ng, Pha n tch
nguyen nhan goc re (RCM), Phan
tch dang va tac ong cua h hong
(FMEA), Pha n tch ca y lo i, Ky thua t
o tin cay, v.v
- Cac ky thuat bao tr (he thong
c kh, thuy lc, kh nen, bm va
ng ong, PLC, ong c ien,
cac thiet b ien khac, may tnh va
mang, v.v), ky thuat boi trn;
- Ca c ky thua t gia m sa t tnh
trang: giam sat rung ong, giam
sat am, giam sat nhiet o, kiem tra
14 15
kho ng pha hu y (NDT), gia m sa t ha t
va tnh trang lu chat, v.v
Mot chng trnh ao tao ve
bao tr co the bao gom hn 100
mon hoc.
Giai phap cong nghe thong tin
toan dien
lie n quan e n nh ng ng du ng
cong nghe thong tin, bao gom:
Hoa ch nh nguo n l c doanh
nghiep (ERP), Hoach nh nguon
lc san xuat (MRPII), Hoach nh
nhu cau vat t (MRP), He thong
th c thi sa n xua t (MES), Qua n
ly quan he kha ch ha ng (CRM),
Qua n ly chuo i cung ng (SCM), He
tho ng qua n ly ba o tr ba ng ma y tnh
(CMMS), Qua n ly d lie u sa n pha m
(PDM), Quan ly tai san so (DAM),
Tr tue kinh doanh (IB), Tch hp
thong tin doanh nghiep (EII), Phan
mem nh la dch vu (Saas), ien
toan am may, v.v
6: Giai phap t ong hoa toan
dien
lien quan en nhng ng dung t
ong hoa, bao gom: Thiet ke nh
ma y tnh (CAD), Gia co ng nh ma y
tnh (CAM), Ky thuat nh may tnh
(CAE), Kiem soat chat lng nh
may tnh (CAQ), Cong nghe ieu
khien so (CNC), Cong nghe nhom
(GT), Robot co ng nghie p, La p
qui trnh cong nghe nh may tnh
(CAPP), Giao duc nh may tnh
(CAE), He tho ng sa n xua t linh hoa t
(FMS), He thong san xuat tch hp
(CIM), v.v
Cac giai phap cai thien an toan,
sc khoe, ieu kien lam viec va
moi trng
ve ca c gia i pha p ca i thie n an toa n,
s c kho e, ie u kie n la m vie c va mo i
tr ng, bao go m: He tho ng OHSAS
18001, ISO 14000, GMP, HACCAP,
ISO 22000, SA 8000, Ergonomics,
Na ng sua t xanh, Thie t ke xanh, Sa n
xua t sa ch hn, v.v
8: Giai phap cac cong nghe san
xuat tien tien.
lien quan en cac cong nghe san
xuat tien tien lam tang nang suat
trong t ng nga nh co ng nghie p:
det may, nha, che bien go, thc
pham, v.v
oi vi nganh c kh nhom giai
pha p na y bao go m: Ca c co ng nghe
gia co ng va t lie u tie n tie n, Ca c
cong nghe gia cong khong phoi
tien tien, Cac cong nghe gia cong
cat tien tien, Vi gia cong, Che tao
nano, Cong nghe tao mau nhanh,
Thiet ke ky thuat (Ky thuat ong
th i, Ky thua t ng c, Phng pha p
Taguchi, Trie n khai ch c na ng cha t
lng, Mo hnh hoa va mo phong,
Thiet ke am bao X (thiet ke e
tuyet hao): Thiet ke am bao kha
Tie p theo ca c Ho i tha o ng du ng Lean 6 Sigma trong nga nh De t May,
Nha Cao su, Che bien Go, Hoi C kh Thanh pho phoi hp vi Cau lac
bo Lean 6 Sigma Network to chc Hoi thao Ap dung San xuat tinh gon
(Lean Manufacturing) cho cac Doanh nghiep C kh va san xuat Cong
nghiep tai TP.HCM.
Trong xu the toan cau hoa, hien nay khap ni tren the gii San
xuat tinh gon (Lean Production / Manufacturing) noi len nh mot phng
phap giup cac doanh nghiep nang cao nang suat, chat lng va nang
lc canh tranh nh kha nang san xuat nhieu hn trong khi s dung t
hn nhan lc, thiet b, thi gian va khong gian, loai bo cac loai lang ph,
o ng th i a t mu c tie u giao cho kha ch ha ng u ng ca i ma ho mong muo n.
Muon vay doanh nghiep can trien khai mot loat cai tien lien quan en
cac hoat ong kinh doanh - san xuat, ton kho, may moc va nhan s e
lam ung viec, ung cach, ung luc, ung cho, ung so lng vi tong
chi ph la nho nhat.
Ca c nga nh hoa c Doanh nghie p co nhu ca u tm hie u tho ng tin va /hoa c
to chc gii thieu e hieu ve li ch to ln cua Lean 6 Sigma va ap dung
tai Cong ty hay Doanh nghiep mnh, xin lien he vi Cau lac bo theo a
ch: info@lean6sigma.vn hoa c qua ie n thoa i (08) 220 50 230 hoa c 098
904 1950 va xem thong tin tren trang web: www.lean6sigma.vn.
Lean 6 Sigma vao nganh C kh
na ng che ta o, Thie t ke a m ba o kha
na ng la p ra p, Thie t ke a m ba o kha
nang thao ri, Thiet ke am bao
kha na ng ba o tr, Thie t ke a m ba o
o tin cay, Thiet ke am bao chi
ph, Thiet ke am bao chat lng,
Thie t ke a m ba o an toa n, Thie t ke
a m ba o ergonomics, Thie t ke a m
ba o my thua t co ng nghie p, Thie t ke
am bao moi trng, Thiet ke am
bao ben vng, v.v
T ng tha nh pha n thuo c ca c
nhom giai phap neu tren se c
lan lt trnh bay trong so tap ch
nay va nhng so sap ti.
Ket luan
ng dung TPS II la mot cach
tiep can he thong, toan dien va
tch hp nham giup doanh nghiep
tan dung c hoi e nang cao toi a
nang suat (theo quan iem hien
ai) bang cach nhan biet, la chon
va phoi hp cac giai phap nang
suat hie n co va se co . Xe t cho
cung, khong biet e ma ng dung
mot giai phap nang suat phu hp
nao o cung la mot lang ph. q
16 17
TPM
c nh ngha nh
sau: TPM la mot he
phng phap cai tien trong mot
nha may, tao kha nang cai tien
lien tuc va nhanh chong nh biet
loi keo moi ngi tham gia, phan
quyen cho nhan vien va thu ket
qua qua o lng theo vong luan
chu kn.
He phng pha p TPM do
Nakajima e xuat, trong o ong
coi TPM la mo t qua trnh rie ng bie t,
c tien hanh theo bon giai oan
qua 12 bc nh sau:
GIAI OAN 1. Chuan b
Bc 1. Lanh ao cap cao tuyen
bo quyet nh ap dung TPM trong
to chc cua mnh.
Bc 2. Phat ong chien dch ao
tao gii thieu TPM
Bc 3. Thiet lap c cau to chc
nham xuc tien TPM
Bc 4. Lap chnh sach va muc
tieu cho TPM
Bc 5. Tao mot ke hoach chnh
e ap dungTPM
GIAI OAN 2. Ap dung ban au
Bc 6. Khi ong TPM
GIAI OAN 3. Ap dung TPM
Bc 7. Nang cao hieu qua cua
tng thiet b toi quan trong mot
B c 8. Ga y d ng va a p du ng ba o
"| - J/| ""JJ'lIl |/l1l1/1'l
-/J "l J/1 ll1 kll l \/1 /J/-
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tr t quan
1) Lam sach ban au
2) Cac bien phap lam sach phong
nga
3) Thiet lap cac tieu chuan lam
sach va boi trn
4) Kiem tra toan dien
5) Kiem tra t quan
6) Ky luat qua trnh
7) Bao tr t quan oc lap
Bc 9. Thiet lap he thong bao tr
co ke hoach.
Bc 10. Tien hanh ao tao nham
nang cao ky nang cua th ng
may va th bao tr.
Bc 11. Phat trien mot chng
trnh quan ly thiet b ban au.
GIAI OAN 4. On nh hoa
Bc 12. Hoan thien viec ap dung
TPM va nang cap TPM.

GIAI OAN CHUAN B
Trong giai oan chuan b ap
dung TPM, ta tao s cam ket khai
trien qua trnh TPM. Nh moi qua
trnh cai tien khac, neu to chc
kho ng nha n c s cam ke t cu ng
s ho tr cua lanh ao th khong
the a p du ng TPM tha nh co ng
c. Sau a y la na m b c chua n
b tien hanh TPM, rat can en s
cam ket cua lanh ao cap cao.
B c 1. La nh a o cap cao
tuyen bo quyet nh ap dung TPM
trong to chc cua mnh
Bc au tien la xac nh thi
ie m quye t nh cho ca c nha qua n
ly . o la dp ho cam ke t chnh th c
trong nha may, trong phong ban
chc nang, trong ban quan
tr ca p cao cu a co ng ty cu ng v i
moi ngi quyet tam bat au mot
hanh trnh mi vi nhieu qua trnh
khac nhau, o la TPM.
Bc 2. Phat ong chien dch
ao tao TPM
Toan bo x nghiep can thau
hieu mot so kien thc c ban ve
TPM, c thc hien qua chien
dch a o ta o ba ng ca ch du ng
phng phap LUTI, viet tat tieng
Anh cua hoc tap, ng dung, giang
day va ch dan. Lanh ao cap cao
can hoc qua trnh va day lai cho
nhng ai phai bao cao vi mnh.
en phien ho, nhng can bo nay
lai phai day lai cho cap di trc
tiep cua mnh, va c the cho en
khi cac cap c s eu hieu c.
B c 3. Thiet la p c cau to
chc nham xuc tien TPM
Mot khi a cong bo tien hanh
a p du ng va ta o c ca c kie n th c
c ban roi th ban lanh ao can
cung cap nguon lc va to chc
c cau e hng dan to chc tien
vao qu ao TPM. Trong to chc
can bao gom nhng nha vo ch
x nghie p (ca c ng i phu tra ch qua
trnh), cac ieu phoi vien, nhng
ngi ao tao, cac co van va cac
chu d an a c qui nh trach
nhiem va vai tro trong viec thc
hien TPM.
16 17
B c 4. La p chnh sa ch va mu c
tieu cho TPM
Chnh sach la mot ieu luat
hoac hng dan e moi ngi
tuan theo khi ra cac quyet nh.
Muc tieu la mc o mong i, the
hien bang con so thc tch at
c coi nh la tha nh qua cu a vie c
ap dung TPM. Mot th du ve chnh
sach nh la: Khong co ai b mat
viec sau khi ap dung TPM. Mot
th du ve muc tieu nh la: Chung
toi mong i se tang them 25%
san pham c lam tren nhng
thiet b hien co ma khong phai
lam them gi nh ap dung TPM.
Lap chnh sach va muc tieu la mot
bc quan trong trong viec lap c
cau to chc.
Bc 5. Tao mot ke hoach chu
e ap dung TPM
Bc 5 la quan ly d an. Ke
hoach chu se qui nh viec g can
lam, au, luc nao, bao lau va
cac ket qua mong i. Khi trien
khai mot ke hoach, cac nha quan
ly phai nhan thc rang nhng s
viec se thay oi va khong nhat
thiet phai phu hp vi ke hoach
ban a u. Du muon hay kho ng,
khong at c ke hoach e ra
cu ng co ngha la tha t ba i mo t pha n.
Ta can danh thi gian e suy ngh
lai cac yeu cau, can trien khai mot
ke hoach hp ly hn da vao mc
hieu biet hien co cua mnh. Khi
kien thc thay oi, ke hoach cung
phai thay oi theo nham phan
anh mc o hieu biet mi. Bc 5
se ong lai giai oan chuan b ap
dung TPM.
GIAI OAN AP DUNG BAN
AU
Bc 6. Khi ong TPM
Ta i sao buo i kh i o ng la i quan
tro ng ? Co the to t nha t ta ne n nh
ngha giai oan nay la mot buoi
le ky niem ngay bat au ap dung
TPM. Ne n nh ra ng TPM pha i
c coi nh mot qua trnh co bat
a u nhng kho ng co ke t thu c, v no
luo n c ca i tie n. Kh i o ng TPM
co ngha la mot buoi le anh dau
s bat au cua mot ieu g mi va
tot cho x nghiep. o la mot cach
thc mi trong kinh doanh trong
viec chu y en viec bao tr thiet b
cung cac qua trnh. Nhng ta lai
khong the co le ket thuc v TPM
khong bao gi ket thuc.
GIAI OAN AP DUNG TPM
Nam bc sau ay c thiet
ke e a TPM t qua trnh hoach
nh en tan cac ni san xuat.
B c 7. Na ng cao hie u qua cu a
tng thiet b toi quan trong mot
Trong bat ky qua trnh che tao
nao cung co rat nhieu co thiet b.
Mot so trong o c coi la toi
quan trong v no khong che qua
trnh va cung cap an toan, chat
lng hoac o tin cay. Tam quan
trong gia thiet b nay vi thiet b
kia co khac nhau. ieu c ban
trong b c na y la ta ca n na ng
cao hieu qua cho nhng thiet b
toi quan trong.
Co ba ca ch du ng e xe t hie u
qua:
1) o san sang - thiet b co chay
bnh thng khi ngi ieu khien
can khong?
2) Hieu nang - thiet b co chay vi
toc o ma ngi thiet ke qui nh
khong?
3) T le chat lng - thiet b co cho
ra nhng san pham tot khong?
Ket qua cua nhng ieu can
nhac tren c goi la Hieu qua
toa n bo cu a thie t b (OEE). Ng i
ta nang cao hieu qua toan bo cua
thiet b bang cach kiem tra loai bo
nhng mat mat va lang ph.
Bc 8. Gay dng va ap dung
bao tr t quan
Bao tr t quan khuyen khch
ngi ng may co tinh than lam
chu oi vi chc nang tin cay cua
thiet b. Cac nha quan ly co the
khuye n khch co ng nha n ng
ma y ba ng ca ch trie n khai ke hoa ch
th c hie n ba y m c nha m t t
thiet lap va duy tr ieu kien thiet
b tot hn mi . Bay mc bao
tr t quan la trong yeu trong qua
trnh TPM. Nh o thie t b c o n
nh va lam nen tang cho viec ap
dung lean.
Ba y m c ba o tr t qua n bao
gom:
1. Lam sach ban au
2. Cac bien phap lam sach phong
nga
3. Lap cac tieu
chua n la m sa ch
va boi trn
4. Kie m tra toa n
bo
5. Kie m tra t
quan
6. Ky luat qua
trnh
7. Ba o tr t
18 19
quan oc lap *
Bc 9. Thiet lap he thong bao
tr co ke hoach
Vie t Nam ta hie n nay, trong
khi anh gia ISO 9001 chung toi
nhan thay co mot so x nghiep
khong co he thong bao tr theo ke
hoach, phan con lai co lam nhng
pha n l n ch la hnh th c, he tho ng
thng ch gii han trong viec lap
tien o bao tr phong nga. Nh
hau het cac lnh vc cua che tao
Lean, ba t ky he tho ng na o khi thie t
lap cung phai tap trung vao viec
loai tr lang ph. Ket qua ieu tra
cho thay, lam viec co ke hoach se
giam c 25% thi gian va cong
sc so vi lam ma khong co ke
hoach. Cho nen e giam bt lang
ph, ta nen co ke hoach bao tr.
Bao tr co ke hoach giup ta phat
hien sm cac van e tiem nang
trong thiet b e * Chi tiet ve bay
mc bao tr t quan se c neu
ro trong ban tin ke tiep co hanh
ong ngan chan kp thi trc khi
nh ng va n e na y xa y ra. Vie c na y
o i ho i pha i co mo t nguo n l c da nh
san nham thc hien mot so chc
nang can thiet.
Pha n tch ta t ca nh ng d lie u ve
cac van e tiem nang thu c t
thiet b. Trong o bao gom hoi am
ve ky nang cua th bao tr phong
ng a, ky na ng kie m tra thie t b cu a
th ng may cung nhng d lieu
rie ng bie t ru t ra t ky thua t d ba o,
nh pha n tch rung o ng, pha n tch
dau boi trn va theo doi bang tia
hong ngoai.
Xac nh cac van e tiem nang
va ca c ha nh o ng kha c phu c thch
hp.
Xac nh cac nguon lc, dung
cu, d lieu va phu tung thay the
can thiet e thc hien hanh ong
khac phuc.
Xac nh tien o hp ly e thc
hien hanh ong khac phuc, da
va o ye u ca u sa n xua t va ru i ro cho
thiet b va an toan lao ong.
Xac nh mot tien o hp ly vi
au vao lay t san xuat va nhan
s bao tr.
Tap trung moi nguon lc nham
thc hien cong viec theo tien o
qui nh.
Theo doi giam sat cong viec
thc hien.
Thu thap cac d lieu lien quan
e n ca c s kie n a qua nha m du ng
e tham khao ve sau khi can.
Nh ng g co n thie u trong nh ng
chc nang neu tren se giam bt
nhng li ch ve hoach nh bao
tr.
Bc 10. Tien hanh ao tao
nham nang cao ky nang cua th
ng may va th bao tr
Gio ng nh pha n l n ca c phng
phap cai tien khac, TPM cung tap
trung vao ao tao, ac biet chu y
e n vie c na ng ky na ng le n cho th
ng ma y la n th ba o tr. Ro i mong
muon nhng ngi nay chuyen
giao ky nang lan cho nhau. ieu
nay khong co ngha la e loai bo
s phan hang ma la e cung cap
kien thc c ban nham nang cao
khong ngng kha nang tan dung
thiet b.
B c 11. Pha t trie n mo t chng
trnh quan ly thiet b ban au
Phan ln nhng kha canh ve
o tin cay thiet b eu c xac
nh qua ca c ye u ca u ky thua t
trong giai oan thiet ke chu ky
so ng cho thie t b. Ba ng nhie u
bien phap va phng phap, TPM
xuc tien viec nang cao o tin cay
cua thiet b va cac qua trnh, qua
viec a th bao tr gioi i tm hieu
thiet b ngay t trong qua trnh
mua ve.
Phong ky thuat cong nghiep
th ng co mo t mu c tie u nga n
sach cho viec lap at bat ky thiet
b mi nao nham khuyen khch co
c mot tong ph lap at thap
nhat. Phong san xuat tha hng
mot tong ph thap nhat va co muc
tieu san xuat ap ng yeu cau
khach hang. Ve phan mnh muc
tieu cua nhan vien bao tr la bao
a m cho thie t b hoa t o ng lu c na o
cung ap ng c yeu cau cua
san xuat. Cac muc tieu nay co
the khong hoan toan an khp vi
nhau. Trc tien bo phan quan ly
thiet b can xac nh muc tieu tren
het cua mnh la lam sao cho tong
chi ph chu ky song cua thiet b la
thap nhat, o ro rang la mot quyet
nh to t nha t trong kinh doanh cu a
to chc.
Trong cac so o khac nham
o lng o tin cay va o bao tr
tot cua thiet b bao gom thi gian
trung bnh gia hai lan h hong
(MTBF) va th i gian s a ch a
trung bnh (MTTR). MTBF o
lng toc o h hong cua thiet b,
tc la o tin cay cua thiet b ; con
MTTR o l ng th i gian s a ch a
trong bao lau, tc la kha nang bao
tr cua nhan vien bao tr. Ngay t
18 19
au bo phan quan ly bao tr nen
van dung kha nang cua mnh e
xa c nh MTBF va MTTR tr c khi
tien hanh mua thiet b. Ho phai coi
nh ng ch tie u na y kho ng the thie u
c khi lap ch tieu mua bat ky
thiet b nao.
Bo phan quan ly thiet b cung
can khuyen khch nhan vien rut
kinh nghiem hoc tap qua viec s
dung cac thiet b ang dung e
phat trien nhng yeu cau ky thuat
cho viec mua thiet b mi sau nay.
Nhan vien bao tr gioi can c
cung cap nhng kien thc c ban
rut ra t kinh nghiem van hanh va
bao tr thiet b. Nhng
kien thc nay can c viet
thanh tai lieu nham am bao khi
mua nhng thiet b the he sau se
kho ng b ma c pha i nh ng thie u so t
cua thiet b thuoc the he trc.
GIAI OAN ON NH HOA
TPM la mo t qua trnh ch
kho ng pha i la mo t chng trnh. No
khong phai nh d an co bat au
va c ket thuc khi hoan thanh
xong. TPM co ba t a u nhng
khong co ket thuc. Nhieu cong ty
coi TPM nh la mot chng trnh
mang la i l i ch trong mo t th i gian
nao o, chng trnh mot khi ket
thuc th cach thc hien va ng x
au lai ve o nh trc. Giai oan
on nh hoa la bien TPM thanh
mot qua trnh ch khong phai mot
chng trnh.
Bc 12. Hoan thien viec ap
dung TPM va nang cap TPM
Bc 12 la bat au phan cai
tien khong ngng cua qua trnh.
Khong ngng lap lai cac bc la
cach thc tot nhat e cai tien lien
tuc. Trong bc nay ieu thach
thc lc lng lao ong la biet at
muc tieu cho ban than va n v
mnh muc cao hn e a qua
trnh len mot mc cao hn na.
a y cu ng la ie m ye u cu a pha n
ln cac x nghiep Viet Nam, du s
h u Vie t Nam hay cu a n c ngoa i,
du s h u Nha n c cu ng nh cu a
t nhan ma chung toi co dp tiep
xuc lam viec. Phan ln nhng x
nghie p tre n e u kho ng co mu c tie u
bao tr va s dung may moc thiet
b. Co ni kha hn th ho at muc
tieu cho n v mnh qua muc tieu
chat lng san xuat noi chung,
chung toi cha co may man c
trong thay muc tieu s dung va
bao tr da vao cac KPI nh OEE,
MTBF hay MTTR au ca. V the
cac nha quan ly nen chu trong
hn e n vie c a nh gia hie u qua s
dung may moc thiet b trong cong
ty mnh, v nh o ma ta mi at
c chat lng , nang suat va an
toan trong kinh doanh.
CA CH A HOA T O NG
TPM VA O TRONG HOA T
ONG CUA LEAN
Mi hai bc tieu chuan cua
qua trnh TPM c trien khai la
mot qua trnh rieng biet. Noi dung
cua qua trnh nay khong phu hp
vi cach tiep can Lean cho lam.
Cho nen ta can tm cach a cac
hoat ong cua TPM hoa vao cac
hoat ong cua Lean. Di ay la
danh muc cua tieu chuan 12 bc
trong qua trnh TPM vi nhng gi
y cach bien oi sao cho phu hp
vi cac hoat ong cua Lean.
1. La nh a o cap cao tuye n bo
quyet nh ap dung TPM trong to
chc cua mnh. ieu nay c coi
nh mot phan trong tong the cac
hoa t o ng Lean. Ban la nh a o ca n
ho tr TPM va coi nh o la mot
trong nhng cong cu cua Lean.
2. Phat ong chien dch ao tao
TPM. Coi pha n na y nh mo t
phan trong chng trnh ao tao
cua Lean noi chung. Trong khoa
giang gii thieu ban au oi vi
cong nhan trong phan xng can
tap trung vao Lean. TPM c coi
nh la mot trong nhng cong cu
can trien khai au tien, v thiet b
co on nh th mi co the noi en
cai tien c.
3. Thiet lap c cau to chc nham
xuc tien TPM. C cau to chc nen
yem tr Lean ma khong can tap
trung ac biet g vao TPM. Co the
e mot phan cua TPM vao trong
c cau cua Lean.
4. Lap chnh sach va muc tieu cho
TPM. Chnh sa ch va mu c tie u pha i
tap trung tren toan bo he thong.
Vai chnh sach va muc tieu e noi
ve TPM, coi o la mot phan cua
toan bo.
5. Tao mot ke hoach chnh e ap
dung TPM. Ke hoach chu ao la
e ap dung Lean. Ke hoach TPM
ch nha m e ho tr ke hoa ch
chu.
6. Khi ong TPM. V la qua trinh
Lean nen viec khi ong la oi vi
Lean. Sau bc au cua TPM noi
ve ha tang c s cua phat trien.
Ngi ap dung phai tap trung vao
ha tang c s cua mot x nghiep
Lean, va dung c s ha tang Lean
e yem tr viec ap dung TPM
nhng ni thch hp.
7. Nang cao hieu qua cua tng
thiet b toi quan trong mot. o la
bc quan trong nham thc hien
20 21
viec on nh trong qua trnh che
tao. e yem tr Lean tot nhat, ta
can xac nh thiet b trong yeu co
kha nang tao han che trong qua
trnh che tao. Co hai loai han che
- ve vat chat va ve tac nghiep.
Mot han che vat chat la mot cong
viec vi kha nang gii han au ra
cua qua trnh che tao. Han che
tac nghiep gii han au ra cua
qua trnh la do thieu hieu nang.
Nhng han che nay co the khac
nhau tren mot ng day che tao
rieng le. Th du neu co ba may
at lien nhau co kha nang che tao
tuan t la 80, 60 va 100 chi tiet
trong mot phut, cong viec th hai
(60 chi tiet trong mot phut) la han
che vat chat.Neu hieu nang thiet
b tuan t la 50%, 90% va 75% th
han che tac nghiep thuoc ve may
au (50%) v no co hieu nang s
dung thap nhat. Ta phai han che
kha nang che tao thanh 40 chi tiet
moi phut (50% cua 80 chi tiet moi
phut). Trong trng hp nay, thiet
b tro ng ye u ca n ca i tie n hie u na ng
la m vie c la thie t b so 1, vo n kho ng
phai la han che vat chat.
8. Gay dng va ap dung bao tr t
qua n. Ba y b c ba o tr t qua n no i
tren la qua tim cua cac hoat ong
TPM tai phan xng. o la van
e cc ky quan trong trong no lc
th c ha nh Lean. Ba b c a u c
thc hien trong giai oan on nh.
Bon bc con lai tiep theo co the
c thc hien trong phan con lai
cua qua trnh nam giai oan thc
hanh lean.
9. Thie t la p he tho ng ba o tr co ke
hoa ch. Mo t he tho ng ba o tr theo ke
hoa ch giu p ra t nhie u trong vie c ta ng
c ng s o n nh cho he tho ng.
B c na y c ba t a u trong giai
oa n o n nh va tie p tu c nh la mo t
pha n cu a toa n bo qua trnh. Pha n
l n ca c x nghie p e u co mo t ca ch
th c hoa ch nh he tho ng ba o tr
na o o . Ho ca n lie n tu c kha o sa t
hie u na ng va xa c nh gia tr s
du ng cu a he tho ng mnh.
10. Tien hanh ao tao nham nang
cao ky nang cua th ng may va
th bao tr. Viec ao tao c mo
ta trong bc nay phai c bao
gom trong chng trnh ao tao
tong quat cua Lean. No phai c
ba t a u trong giai oa n do ng cha y
lien tuc va tiep tuc trong suot ca
qua trnh.
11. Phat trien mot chng trnh
qua n ly thie t b ban a u. o tin ca y
va o de bao tr la hai ch tieu luon
luon can phai xem xet khi muon
mua ba t ky mo t thie t b na o. Nh ng
yeu cau nay phai c coi la mot
phan trong phng phap thiet ke
tong quat cho hoat ong Lean.
12. Hoan thien viec ap dung TPM
va nang cap TPM. Tap trung vao
viec cai tien lien tuc Lean xem
nh la ha nh o ng theo uo i kho ng
ngng viec loai bo lang ph trong
qua trnh che tao.
DUY TR CA C QUI TRNH VA
TIE U CHUA N HO A CO NG
VIEC
Qua trnh TPM nh ro cach
th c ha nh tie u chua n ba o tr nha m
duy tr chat
lng thiet b. Ca ngi ng
may lan ngi bao tr eu phai
tuan thu qui trnh nay. Ngi ta
co qui trnh kiem tra thiet b va boi
trn, thay the cac bo phan b mon,
kiem tra va lam sach.
Che tao Lean co mot phng
phap nham nam bat cac phng
pha p to t nha t trong th c hie n
nhieu hoat ong c goi la cong
viec tieu chuan hoa. Phan ln cac
phong bao tr eu co gang lap cac
bieu mau dung nam bat cac bc
trong kiem tra. Cung a co nhieu
phan mem quan ly he thong bao
tr c nghien cu rat cong phu
cac chng trnh kiem tra. Ngi
ta co a ra mot phng phap tot
hn nham qui nh nhng yeu cau
tieu chuan nay qua viec s dung
cac the thc hoat ong nh ky.
Trong o cung cap cho ta khong
ch mot phng phap tieu chuan
hoa cac cach kiem tra ma con
nhieu phng phap tac nghiep va
bao tr khac na.
KET LUAN
TPM la mot phan khong the
thieu khi ap dung toan bo Lean.
o la mot cong cu qu gia e phat
trie n va ba o tr thie t b va o tin ca y
cua qua trnh. Thc tch cua thiet
b va qua trnh co the biet trc
c la ieu kien tien quyet trong
viec ap dung Lean tien tien. TPM
tao kha nang giam thap mc ton
kho tre n ng da y, na ng cao hn
chat lng san pham va giam bt
thi gian che tao hang hoa sau
khi nhan n at hang. TPM tang
cng kha nang cho nhan vien
phan xng trong viec kiem soat
va cai tien cho lam viec cua mnh.
TPM la mot qua trnh rieng biet co
kha nang rat ln, hoat ong nh
mo t bo pha n tch c c trong vie c a p
dung Lean. q
Tien s ang minh Trang
20 21
5S-Kaizen la cong cu n
gian nhng lai co tnh t
duy cao, oi hoi s ap
dung lau dai va triet e
e giup moi ngi co the hnh
dung ve 5S-Kaizen, chung ta co
the du ng 2 mo hnh (Hnh 1 va
Hnh 2).
Do ay ch la nhng nh hng
mang tnh g i y , h ng da n ne n vie c
thc hien can en s ong nao cua
moi ngi, ma ieu nay lai la iem
yeu hien nay cua ngi Viet Nam
ta, von ngai suy ngh va a thch s
nhan ha. Hn na viec thc hien
lai chu yeu la do t ban than hn
la co the nh vao s giup ho tr
t ben ngoai nen de khien nhieu
doanh nghiep nan long, buong troi
e Chng trnh ca i tie n theo 5S-Kaizen
em lai hieu qua cao hn
viec thc hien va na ng gay
ganh.
80% la thc hanh, ch co
20% la ly thuyet
Viec trnh bay cho moi ngi ve
5S-Kaizen khong kho, qua thc te
nhieu lp hoc th ch mat khoang 1
e n 2 buo i th ho c vie n a co the gia i
thch ca n ke va t mnh la m to t nh ng
bai tap ap dung. Tuy nhien, sau o
th khi tr ve cong viec hang ngay,
moi viec lai vu nh can v thieu s
xuc tien, ho tr thc hien ong bo
trong to an co ng ty da n t i vie c cha ng
ai chu cam en chay trc o to.
Ngoai ra th do viec ap dung oi hoi
tnh t giac va kien nhan cua ngi
thc hien, giong nh s kho luyen
e at ti mc thng tha nen lai
cang kho hn na. Viec nay co the
v nh viec giam can, ve ly thuyet
th ai cung co the noi c nhng
thc hien c la mot ieu dng
nh xa vi.
Thieu s dan dat cua lanh
ao
Nh a no i tre n, vie c th c hie n
5S-Kaizen co the v nh la mo t s
e tien ti ap dung LEAN, co the khi ong vi 5S-Kaizen, mot cong cu cai tien n
gian, hieu qua, t ton kem oi vi doanh nghiep va a c mot so doanh nghiep
Viet Nam trien khai. Tuy nhien neu xet ve tiem nang va tac dung to ln cua 5S-
Kaizen co the mang lai th vi viec vai n v ap dung va mot so khoa hoc c
trien khai hang nam Viet Nam di s ho tr kinh ph t nha nc hay cua chnh
phu Nhat Ban th qua la khong tham la au. Trong khi o th rieng ve so chng
nhan ISO 9000 th hien a len ti hn 4000. Qua qua trnh kinh nghiem hoat ong
lau nam trong nganh t van quan ly chat lng Viet Nam, tac gia xin co vai phan
tch ve kha canh nguyen nhan dan en tnh trang tren.
Hnh 1: Mo hnh 5S.
AO TAO & T VAN AO TAO & T VAN
22 23
kho luye n va pha n a u v mu c ch
cao ca , vn le n chinh phu c nh cao.
e u na y v nh s c ma nh tinh tha n
va nh cao ta m huye t cu a to an the
mo i ng i ta o ne n kha t khao chie n
tha ng ba n tha n, v t qua mo i gian
nan th tha ch. Do o la nh a o to ch c
pha i coi a y la tha nh co ng so ng co n
va quye t nh cho s pha t trie n cu a
doanh nghie p. Vie c th c hie n kho ng
the ta ch r i v i trie t ly , chie n l c va
ta m nhn la u da i cu a to ch c. Ch khi
na o xa y d ng c mo t nie m t ha o
va va n ho a kha t khao vn e n s
ho an thie n cu a ta t ca mo i ng i trong
co ng ty th m i a m ba o cho s tha nh
co ng la u da i va be n v ng. S da n
da t cu a la nh a o co n the hie n vie c
tham gia a y u va tro n ve n (ca the
xa c va tinh tha n) va o ca c mo c th i
gian quan tro ng cu a Chng trnh,
nh Giai oa n tm hie u, ho c ta p, ca c
cuo c ho p trie n khai, nh mu c tie u a p
du ng, nga y to ng ve sinh, nga y a nh
gia to ng ke t nh ky .
Nang quan ly cua quan ly
trc tiep qua thap
Mot iem na co the anh hng
en s thanh cong cua d an la khi
trien khai xuong di nhan vien hay
co ng nha n th vie c thie u ky na ng trnh
ba y, thuye t phu c va to ch c th c hie n
cung se han che s lan toa rong rai
cua chng trnh va huy ong c
s tham gia cua tat ca moi ngi,
von la b quyet tao nen sc manh
tap the t so ong. Ky nang quan ly
tha p cu ng da n e n ta c phong hay o
th a ho an ca nh va than th thie u th i
gian thc hien.
Viec tuyen truyen va
quang ba khong c au
t thch ang
Chung ta hay tng tng rang
chung ta ang ban mot san pham
ga n nh vo hnh, cho ta t ca mo i ng i
vi mot gia ban khong he thap. Vay
th lam sao e ban c san pham
o? Giai phap la phai lam sao mo
ta san pham cang ro rang, cang cu
the cang tot, nhat la dung hnh anh
trc quan, quang cao that nhieu e
tiep can so lng ln khach hang
tie m na ng, ta n du ng ca c phng
tien thong tin co the s dung trong
thi ai hien nay e a dang hoa
kenh tiep xuc khach hang, tao nen
s phong phu , a da ng va s c ma nh
tong lc. Vay th hay nhn cach san
pham 5S-Kaizen c ban nh the
na o t la nh a o e n nha n vie n. Ke nh
phan phoi th ap at va buon te, ky
na ng ba n ha ng ye u, kha na ng thuye t
phu c cu a ng i ba n b ha n che ,
kha ch ha ng th cha hnh dung c
tac dung cua san pham cua mnh se
mua ve s dung nh the nao. Ket
qua ba n ha ng se ra sao, cha c chu ng
ta ai cung hnh dung c.
Nong voi khi thc hien,
muon gat lua non
Th c hie n 5S-Kaizen la vie c thay
oi ve quan ly va hanh vi cua nhieu
ngi nen s tac ong can phai phu
hp, kheo leo, lau dai, ben b theo
ca ch ma da m tha m la u. o ng th i
pha i theo do i tha t sa t sao ca c ke t qua
va phan ng khi thc hien e boc
thuo c cho tha t chnh xa c. Do o ne u
ta tac ong cha u ma a muon co
ket qua th cung de dan en s o
v cu a chng trnh. Trong giai oa n
au, chu yeu phai chu trong gieo
mam nhng hat giong tot va ho tr
cho s pha t trie n va tr ng tha nh cu a
nhng hat giong nay, nhan rong ra
ca canh ong, t o mi co ca ong
lua xanh tot. Theo kinh nghiem cua
ta c gia , th i gian pha i la t nha t 2 na m
th m i co the a nh gia s tha nh co ng
hay that bai cua Chng trnh.
Khong co s chuan b ve
nguon lc lau dai khi thc
hien, thieu s ong thuan
thc hien cua cac cap
quan ly
Nh a no i tre n, t nha t la 2 na m
th mot s thay oi ve quan ly mi co
the bam re va phat trien u manh
thanh mot cay to u sc chong
phong ba bao tap trong kinh doanh.
Do o ta phai co s chuan b trc
ve ha t gio ng, pha n bo n, a t, n c va
ng i cha m so c v a u theo s c l n
cua cay ta trong, cay cang to, cang
phai cham soc tot, khong the l la
dan en s co ang tiec xay ra. Hn
n a a y la s thay o i ta n go c re ne n
can s ong thuan, quyet tam cao
Hnh 2: Mo hnh 5 ac iem cua Kaizen
22 23
T
rong khuo n kho Die n a n Doanh nghie p Vie t Nam - Nha t
Ban, vao ngay 20/3/2009 va qua, chi nhanh Phong
Thng mai va Cong nghiep Viet Nam tai TP. Ho Ch Minh
(VCCI-HCM) pho i h p v i Co ng ty HIRAYAMA - Nha t Ba n to
ch c ho i tha o trnh ba y ve HE THO NG SA N XUA T TOYOTA
- TPS vi cac noi dung: Gii thieu ve He thong TPS; Quan
ly toan bo he thong theo TPS, ao tao nhan tai; Nguyen
tac kinh doanh va vai tro cua ngi quan ly va Cac phng
phap cai thien hoat ong tai cac cong ty.
HIRAYAMA - The Japan Tour
Tiep theo Hoi thao, neu co nhu cau, Cau lac bo LSS se
pho i h p to ch c The Japan Kaizen Tour e tm hie u a c
trng c ba n cu a Phng pha p ca i tie n cu a Nha t, bao go m:
bao cao cua cac nha t van, hoi thao va ao tao Phng
phap cai tien lien tuc, cac v du tnh huong, Tour tham quan
nha may. Tour c to chc quy mo nho, di 20 thanh
vien tham gia. D kien Japan Tour se c to chc t 5- 6
ngay. Cac ban quan tam xin lien he ngay vi Cau lac bo
LSS qua info@lean6sigma.vn.
Tai sao triet ly cai tien khong ngng cua Nhat Ban lai
phat huy hieu qua oi vi cong ty cua ban He thong san
xuat Toyota c xem la phng thc quan ly quyet nh
e Toyota Motor tr thanh cong ty san xuat o to co tnh
canh tranh nhat tren the gii. Hien nay, moi cong ty tren
the gii eu muon ap dung he thong san xuat Toyota vao
he thong cua ho.Khoa tm hieu Phng phap cai tien Nhat
Ban, se giup nhn nhan lai tnh trang hien thi cua ni khai
sinh ra TPS, tap oan Toyota Motors.
trong viec thc hien cua tat ca moi
ngi trong to chc. Ch can mot bo
phan hay ca nhan khong thc hien
se dan ti s so sanh va tac ong
tieu cc, dan en s o v cua he
thong. Cay muon vng chac phai co
u than, re, canh, la khoe manh va
hoat ong tot.
Chuyen gia t van thieu
nang lc chuyen mon, kinh
nghiem va ky nang to
chc thc hien
Viec thc hien 5S-Kaizen can s
au t nhieu ve ca kien thc chuyen
mon, ky nang mem nh giao tiep,
truyen at, thuyet phuc, ong vien,
quan ly thi gian lan kinh nghiem
quan ly, kinh nghiem t van cai tien.
Do o neu trong trng hp to chc
muo n a t ke t qua cao trong vie c th c
hie n th ca n tm nh ng chuye n gia u
nang lc, ky nang va tam huyet e
to chc thc hien, tranh trng hp
thc hien gia chng th phai ngng
lai, dan ti lang ph nhieu ve thi
gian, co ng s c, c ho i kinh doanh va
anh hng ti uy tn cua lanh ao.
Vi nhng iem trnh bay tren,
khong the trong mot sm mot chieu
cac doanh nghiep co the khac phuc
c. Tuy nhien vi s ong long
va quyet tam cua tat ca moi ngi,
hi vong mot ngay khong xa se co
ha ng tra m, tha m ch ha ng nga n
doanh nghiep ap dung thanh cong
5S-Kaizen, mang lai niem t hao,
s ton trong cua ban be quoc te ve
s sang tao, tac phong, ky luat cong
nghiep cua ngi Viet Nam. q
Nguyen Quoc Minh,
Giam oc Cong ty Quoc Te Minh Quan va Mang
NANGSUATCHATLUONG.VN
TIN TC HOAT ONG
Thong tin hoat ong Lean6Sigma Network
S
a ng nga y 01/04/2009, a i die n ca u la c bo Lean6sigma
Network do Chu tch CLB, Ts. Nguyen Hu Thien,
cu ng Anh Pha m Thanh Die u a e n tham gia chia se hoa t
ong cua cau lac bo Lean6sigma tai Cong ty Freetrend
Vietnam Factory (FVN), a ch: ng so 3, khu che xua t
Linh Trung II, Thu c, HCM.
a i die n Co ng ty Freetrend co Anh James Chiu (Gia m
oc), Anh ao Quoc Trng (Giam oc New Balance),
Anh Nguyen Hao Kiet (ieu hanh Lean Production) tiep
on va chia se kinh nghiem ap dung Lean va cac phng
phap cai tien lien tuc khac tai Cong ty.
Co ng ty Freetrend Vie t nam co hn 27.000 nha n vie n,
chuyen gia cong giay cho cac thng hieu noi tieng nh:
Nike (USA), New Balance (USA), Decathlon (France) va
mot vai thng hieu khac.
V th i gian co ha n ne n buo i tham quan ch ke t thu c 3
day chuyen (lean) gia cong cho nhan hang New Balance
tren tong co 20 day chuyen Lean cua toan Cong ty.
Ben canh o CLB Lean6sigma cung a gii thieu
ve hoat ong cua CLB, tang ban tin Lean6sigma va
mong muon trong thi gian ti c co nhieu thi gian
tham quan, ong thi c chia se nhieu hn qua thc
tien cung nh ong gop tin bai va anh ve hoat ong cai
tien theo Lean cua n v mnh cho ban tin Lean6sigma
hang thang.
Chng trnh tham quan bat au t 9:00 va ket thuc
vao 11:30.
24 25
N
ga y 12/03/2009, Ta p oa n FPT a
to chc Buoi Khi ong Chng
trnh huan luyen ng dung Lean 6
Sigma cho cac n v thanh vien tai
TPHCM.
e n d buo i Kh i o ng co Ts.
Nguyen Hu Thien, nguyen Tong cuc
tr ng, To ng cu c Tie u chua n o l ng
Chat lng, ngi co sang kien thanh
lap Cau lac bo Lean 6 Sigma (LSS)
t thang 7 nam 2008, va luon co vu
cho hoat ong nay.
Ts.Thien a phat bieu chia se tai
buoi le va trao tang cac Ban tin LSS
cho ca c ho c vie n, o ng vie n va h a ho
tr toi a e khoa hoc co ket qua cao,
cac d an cai tien hoan thanh ung
thi gian cam ket va mang lai ket qua
that s cho Tap oan FPT.
Ve pha Tap oan FPT co Pho
Chu tch Hoi ong Quan tr, Giam
oc FPT HCM, Hoang Minh Chau.
Anh Chau phat bieu khai mac buoi le
Gi i thie u Buo i Kick Off Kho a On Job
Training tai Tap oan FPT
ong thi khuyen khch ong vien cac
nhom cai tien, cac cam ket va luon
mong muon hoat ong cai tien lien
tu c theo Lean 6 Sigma nga y ca ng pha t
trien giong nh cai ten cua no la CI
(Continuous Improvement). Thay ma t
Tap oan FPT, Anh a cam n cac v
khach mi, cam n cac nhom cai tien
a dung cam thay oi, dung cam cai
tien, va la cac thanh vien i au trong
cong cuoc oi mi theo phng cham
va chie n l c cu a Ta p oa n. Anh chu c
cho buoi le thanh cong tot ep, chuc
cho khoa hoc at c cac muc tieu
e ra, chuc cho cac d an hoan thanh
ung tien o va mang lai nhieu gia tr
cho Cong ty.
Cung tham gia tai buoi Khi ong
co n co s tham gia cu a Ts.a ng Minh
Trang, ngi co nhieu ong gop cho
he thong chat lng Viet Nam va cac
phng phap cai tien tien tien khac.
Ts.Trang a chia se vi lp hoc ve
van hoa cai tien lien tuc tai Nhat Ban,
tai cac Cong ty ma Tien s tng am
ng cac v tr lanh ao, va so sanh
van hoa cai tien cua Viet Nam vi van
hoa nguyen tac cua My, Nhat, Han
Quoc... va dan en tai sao chung ta
lai phai cam ket va tai sao lai cam ket
theo triet ly cua Lean 6 Sigma.
Tham d buo i le co n co Anh
Khuat nh Nguyen, en t Robinson
Consulting Group (USA) va cac Anh
en t Cong ty t van trien khai ERP
Tien Phong.
Anh Pha m Thanh Die u va ca c
chuyen gia FPT a gii thieu Chng
trnh huan luyen LSS tai FPT va trien
khai thanh cong Buoi Khi ong Kick
Off vi s tham gia nhiet tnh cua cac
thanh vien.
Ba n tin se tiep tu c a tin ve
Chng trnh nay, nh mot gi y ve
cach lam LSS e cac ban quan tam
tham khao.
24 25
a ng sau s ta ng tr ng cu a
FPT trong ca c lnh v c co ng
nghe tho ng tin va vie n tho ng
la s c ma nh va s o ng go p
cu a ta p the ca n bo co ng nha n
vie n FPT. Tnh e n th i ie m
12/2008, to ng so ca n bo co ng
nha n vie n cu a FPT la 9.027.
FPT t ha o la Ta p oa n ta p
trung o ng a o ca c ca n bo tin
ho c nha t Vie t Nam. o la ta i sa n
quy ba u nha t va la ne n ta ng ta o
ra mo i tha nh co ng cu a FPT.
FPT no l c la m chu co ng
nghe tren moi lnh vc hoat ong
va a at c hang nghn chng
ch co ng nghe quo c te quan
tro ng cu a ca c ta p oa n co ng
nghe ha ng a u the gi i. a y la
ne n ta ng v ng cha c, giu p FPT
kho ng ng ng ta o ne n nh ng gia
tr, gia ta ng hie u qua cho kha ch
ha ng va ng i tie u du ng.
Kho ng nh ng the FPT co n
la n v da n a u trong vie c a p
dung cac he thong va tieu chuan
qua n tr tie n tie n.
FPT cu ng la mo t Co ng ty Vie t
nam a u tie n a u t nguo n l c
cho qua trnh ca i tie n lie n tu c.
Pho ng Ca i tien lie n tu c
c tha nh la p t na m 2007,
v i ca c ch c na ng co ng vie c
KH I O NG (KICK OFF) KHO A ON JOB TRAINING
LEAN 6 SIGMA TAI TAP OAN FPT
Tong hp va gii thieu:
PHAM THANH DIEU
nh sau:
1. Xa y d ng c cau to ch c ca i
tien lie n tu c.
1.1. Lo i ke o s tham gia va cam
ke t cu a la nh a o ca p cao, xa y
d ng va duy tr ca c ke hoa ch
ca i tie n va xem xe t ca c ke t qua
a t c.
1.2. S tham gia cu a bo pha n
Ke hoa ch ta i chnh (Ch nh ro
ng i co tha m quye n cao) la m
vie c full time nha m xa c nha n ca c
gia tr a ca i tie n va ba o ca o le n
la nh a o Ta p oa n.
1.3. Xa y d ng o i ngu ca c
chuye n gia (chuye n sa u ve ca c
phng phap va cong cu ac biet
la Lean va 6 Sigma) cung ca p
ky thua t va ca c gia i pha p, nha m
h ng da n th c hie n ca i tie n va
ba o ca o ca c mu c tie u a t c
va cac ke hoach hanh ong song
song ve ma t ta i chnh tie t kie m
hoa c ca i tie n cho Ta p oa n.
1.4. Tha nh vie n t (1,2,3) co
tra ch nhie m xa y d ng c che
qua n ly va kie m soa t theo line
cu a mnh cho ca c co ng ty tha nh
vie n.
2. Ke hoa ch ca i tien (s du ng
Drill down tree) khoan tha ng
xuong t Ta p oa n v i nh
h ng cu the (toi a 5 en 7 van
e can ca i tien trong na m).
2.1. So ho a ca c KPI va o l ng
c performance hie n ta i
26 27
2.2. Theo mo hnh na y th ba n
tha n c ca u ca i tie n mo t co ng
ty tha nh vie n pha i a ng ky ca c
va n e ca n ca i tie n theo line le n
ta p oa n.
2.3. Trie n khai va th c hie n ca c
d a n ca i tie n ( tho ng qua s
h ng da n cu a ca c chuye n gia
t Ta p oa n).
2.4. Ba o ca o theo KPI (u tie n
cost/unit hoa c Equivalence) he
tho ng ba o ca o ca c ch tie u chnh
t d i le n.
2.5. Hoa t o ng quan tro ng nha t
cu a Ca i tie n lie n tu c la (Chia
se va ho c ho i) gi a ca c tha nh
vie n gi a ca c Co ng ty trong Ta p
oan vi nhau va chia se vi ben
ngoa i...
3. Tao ra van hoa cai tien lien tuc
thong qua cac d an mang lai tiet
kie m tha t s va co c che hoa t
ong ro rang (cong nhan s ong
go p cu a ng i tham gia)
Trie n khai a o ta o ro ng kha p
ve t tng cua Lean va 6 Sigma
cho La nh a o, ca c kho a trie n
khai va a p du ng nh 5S va Qua n
ly trc quan, cac ky nang cho cac
chuye n gia Ca i tie n...
Be n ca nh o a o ta o ca c
kho a ve th c hie n trie n khai ca c
e ta i ca i tie n theo mo i a ng ca p
cu a 6 Sigma, white Belt, Green
Belt, Black Belt, and 6 Sigma cho
Champion...
Chng trnh ca i tie n
lie n tu c na m 2009
Nam 2009 vi nhieu ieu kien
thuan li cho Cai tien lien tuc, vi
cac ap lc t ben ngoai va noi tai
bat buoc Tap oan phai thay oi
theo ca c h ng tch c c hn.
Pho ng Ca i tie n lie n tu c FPT
gi i thie u Kho a ho c On Job
Training, nha m ho tr h ng
da n ca c Co ng ty tha nh vie n va
ca c nho m cu a ca c d a n ca i tie n
th c hie n d a n cu a mnh theo
lo trnh DMAIC (Define Measure
Analyze, Improve Control, a p
du ng ca c co ng cu va Phng
pha p lua n cu a Lean va 6 Sigma
e gia i quye t ca c va n e .
Ve ke hoa ch a o ta o:
Ke m theo ca c ke hoa ch co ng
viec ma phong CI a lam viec vi
cac Cong ty thanh vien trong thi
gian qua.
Nha m loa i tr la ng ph th 8
theo Lean la (khong tan dung het
nguo n l c va kie n th c r i ra c),
Pho ng CI to ch c a o ta o On
Job Training ta i 45 Vo Th Sa u
va o mo i sa ng th 5 ha ng tua n,
co the thay oi linh hoa t theo so
o ng, va ne u sa p xe p c se
thay oi a iem ao tao thng
xuye n theo tour, theo t ng chu
e cu a mo i d a n ta i ca c n v
cu a Ta p oa n.
Phng th c a o ta o:
Bo sung kie n th c ca n thie t
theo tie n trnh cu a d a n ca i tie n
Lean 6 Sigma, ca c nho m trnh
ba y tha o lua n ve d a n cu a mnh
theo tie n trnh, ca c nho m o ng
go p bo sung kie n th c va kinh
nghie m cho nhau nha m hoa n
thanh d a n u ng tie n o .
Pho ng CI o ng th i soa n ca c
ta i lie u va ca c v du bao go m
ca c ba i Test offline va online
tre n trang web: http://fptkaizen.
com/E-training.
Ca c ta i lie u a o ta o o ng th i
cu ng c ca p nha t lie n tu c phu
hp cho moi nhom tren site. Kem
theo la ca c kie n th c to ng qua t
c chia se public ta i: www.
fptkaizen.com.
Ca c ho c vie n se c ca p 1
account cho vie c ho c.
Mo i mo t buo i ho c se co ca c
chu e phu h p v i co ng vie c
cu a d a n.
No i dung mo i buo i c
bo cu c nh sau:
08:30 - 09:00 Pho ng CI o n la i
kie n th c a ho c va ba o ca o tie n
trnh support d a n tua n qua.
09:00 - 11:00 cac nhom bao
ca o co ng vie c d a n va o ng na o
(brainstorming) nha m ta n du ng s c
sa ng ta o cu a ca c nho m kha c.
26 27
AO TAO & T VAN
28
STT Mail Cty D an Lead D an
01
thuyttp@fpt.com.vn
haipv@fpt.com.vn
FSC
1.Lean FSC
2.Inventory control
Thuy, Hai
02
khoanpv@fpt.com.vn
vuongnm@fpt.com.vn
FMB
1. Lean thinking to reduce Waste
(Cost)
Khoan, Vng
03
ngocnv3@fpt.com.vn
hanhpth@fpt.com.vn
FDC
1.Reduce Inventory turnover rate and
Cost
2.Optimize Q-Cost
Ngoc, Hanh
04
baobq@fpt.com.vn
vannht@fpt.com.vn
FHO
Reduce lead time administration
process of all projects above
Bao, Van
05
ngocnct@fpt.net
myhang@fpt.net
FTS Lean FTS Ngoc, Hang
06
linhtt1@fsoft.com.vn
lienmtb@fsoft.com.vn
thuht@fsoft.com.vn
diemlk@fsoft.com.vn
Fsoft
1.Reduce NQC,
2.Reduce defect rate by regression
Thng
Diem
07 ntsc@fpt.com.vn FIS
1.Reduce Inventory turnover rate and
Cost
Thanh, Sn
08 Va cac thanh vien tham gia d thnh khac
11: 00 - 12: 00 Pho ng CI
h ng da n co ng vie c cho tua n
ke tie p va ca c ye u ca u ca n
th c hie n cho tua n tie p theo,
o ng th i le n ke hoa ch support
onsite cho ca c nho m ne u co
ye u ca u.
Mu c tie u ca c tua n:
Hoa n thanh co ng vie c d a n
cu a mnh theo tua n, theo lo trnh
d a n.
Bo sung ca c kie n th c ca n
thie t theo ye u ca u d a n.
Kha c phu c ca c kho kha n,...
Ye u ca u tha nh vie n
tham gia:
Cam ke t tham gia a y u ,
Yeu cau ci m khi hoc, ong
go p ca c y kie n mang tnh xa y
d ng.
Cam ket mc cao ve tien trnh
d a n va th i gian th c hie n.
Ke t qua :
Sau 3-4 tha ng ho c o ng th i
ca c nho m ke t thu c d a n cu a
nho m
Ba o ve tr c Ban La nh a o
Co ng ty ma nho m tr c thuo c,
Ca c nho m tham gia nga y
ho i CI days ta i FHO (FPT Head
Office)
Ne u u na ng l c th ca p ba ng
ch ng nha n Green Belt
(Ghi chu : Phan ket qua na y
se c ba n ba c tha t cu the v i
Ban La nh a o)
L i ch:
Pha t trie n na ng l c ba n tha n
o ng go p 1 pha n cho l i
nhua n cu a Co ng ty.
Tie p xu c v i ca c chuye n gia
be n ngoa i nha m chia se va ho c
ho i kinh nghie m.
Tham quan, trao o i ki nh
nghie m ta i ca c co ng ty kha c
nhau.
Quan tro ng nha t la pha t trie n
teamwork va ho c ho i la n nhau.
Tham gia CLB Lean6Sigma
Network, c nha n mie n ph
ca c Ba n tin cu a CLB. q
DANH SACH CAC D AN VA NGI LEADER:
So thang 04 nam 2009
07
T duy
ot pha
Ohcmos cloo /dlsco
Chu trach nhiem xuat ban: Tien s Nguyen Hu Thien
Cong ty Co phan o Viet, 572B/15 Tran Hng ao, P.2, Q.5, TP.HCM
E-mail: info@lean6sigma.vn l Website: www.lean6sigma.vn l Trnh bay: Tien at
Giay phep xuat ban so: 65/Q-STTTT do S Thong tin va Truyen thong cap ngay 22 thang 7 nam 2008
Ky han xuat ban: 1 ky/1 thang l So lng in: 1.000 ban/ky l In va che ban CTP tai Nha in Bao Nhan Dan TP.HCM
Moi chi tiet xin lien he:
info@lean6sigma.vn
www.lean6sigma.vn

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