MÔ HÌNH SẢN XUẤT THỦ CÔNG CHO SMES THEO LEAN

MÔ HÌNH SẢN XUẤT THỦ CÔNG CHO SMES THEO LEAN - SIX SIGMAT

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Tác giả: Tuan Anh Tran

Ngôn ngữ: Vie

Ký hiệu phân loại:

Thông tin xuất bản: Tạp chí Khoa học Công nghệ Hàng hải, 2020

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Bộ sưu tập: Metadata

ID: 400027

Thêm vào giỏ Liên kết toàn văn

Ngành sản xuất thủ công đòi hỏi sự phức tạp trong cấu trúc sản phẩm, cũng như trong quá trình sản xuất. Đặc thù sản xuất thủ công tại các doanh nghiệp vừa và nhỏ (SMEs) thường là hỗn loạn và khó kiểm soát. Một số vấn đề thường gặp là mất cân bằng chuyền, tồn kho dư thừa, phân công công việc không hợp lý, dòng chảy sản xuất rối loạn,... dẫn đến hệ thống sản xuất kém hiệu quả và có độ tin cậy thấp. Tuy nhiên tại Việt Nam, tình hình này lại trở nên phổ biến do quy mô sản xuất thường nhỏ, dư thừa lao động với giá nhân công rẻ. Những vấn đề trên cũng dễ bị ẩn đi do trình độ quản lý kém. Bài báo này đưa ra một mô hình vận hành cho các SMEs sản xuất thủ công tại Việt nam, với sự kết hợp các triết lý Lean - Six Sigma. Một dự án cải tiến được triển khai thí điểm tại một doanh nghiệp sản xuất thủ công tại Việt Nam, cho thấy những hiệu quả tích cực mà mô hình này mang lại., Tóm tắt tiếng anh, Handicraft production has complexity in its product, as well as manufacturing processes. Especially in case of Small and Medium Enterprises (SMEs), the production characteristics are chaotic and hard to control. Several problems can be pointed out, e.g. line unbalance, excessive stock, improper work assignment, ambiguous workflow,... Such a production system with these flaws incorporated cannot be reliable and effective. However
in Vietnam, this situation is common due to the small size of business operation, large number of workers, and cheap price for labour hour. The problems sometime are hiding due to the incompetence of management. In this paper, an operating model for Vietnamese SMEs' handicraft production is proposed, bearing the concepts and principles of Lean - Six Sigma philosophy. A case study is conducted in a SME handicraft manufacturing firm in Vietnam, indicated effective results toward a more productive manner, which is systematic and controllable, providing its management quick response to customers' demand meanwhile keeping the investment as lean as possible.

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