Lean, Supervisor, Warehouse, Assistatnt Bùi Mạnh Phú | ứng viên tìm việc Dệt may tại Hồ Chí Minh

Tên trường: Đại Học Bách Khoa Tp. Hcm

Giai đoạn: 2011 -2014

Tên khoa: Cử Nhân Khoa Quản Lý Công Nghiệp

Địa chỉ: Hồ Chí Minh

Ghi chú học tập: Quản lý sản xuất, quản trị kinh doanh

Tổ chức: Công Ty Giày Việt Nam Samho

Giai đoạn: 6/2011 -25-05-2012

Hình thức làm việc:

Chuyên môn:  Building 5S culture in production; changing the whole 5S situation of the company from being messy and no standard to being in order and standardized through using these activities: Inspecting, monitoring, following up, summarizing issues of one-pair flow and 5S sustainability on daily basis; preparing and leading the weekly Lean meeting; providing 1 pair flow and 5S training for team leaders, group leaders, VSM, VSL; auditing weekly cross 5S’, arranging the team and leading the audit, then summarizing audit result and sending to all sections and present during 1 pair flow weekly meeting  Deploying and sustaining other lean activities (Kaizen, visual management, standardizations, TPM, SWS, ranking system of every stitching lines of plants ...)  Changing the mindset of the managers (team leader, group leader, VSM, VSL), helping them develop their understanding to get the company’s goals: 1 pair flow, 5S; helping them take the responsibility when working and helping them understand if they want to get the goals, to change the outside, they have to change their insides.  Finishing other tasks instructed from the senior manager

Tổ chức: Scancom Việt Nam

Giai đoạn: 05-09-2012 -03-07-2014

Hình thức làm việc:

Chuyên môn:  Creating and improving mapping line (reduce cycle time and make a fluent process)  Drawing and setting up layouts for production areas (RMP, Reuse line, assembly line, packing line and warehouses).  Finding out the better way for RMP area (increase recovery rate around 7%) through doing experiments on the computer and in the reality  Creating new ID card system for production (ID card form, bar code on ID card, data updating…) & eliminating writing on old ID cards, using computer to print new ID cards. This system satisfies the customers and management board. It helps QC control quality and quantity more easily  Training & directing workers & staffs to use the ID card system smoothly. Sustaining ID cards on all pallets. Before that, the situation of application to ID cards was not carried out well; no one takes care to control this. After that, the company has had the sustainable system for application to ID cards  Managing the warehouse to control the situation of false information. Decreasing the gap of data between the reality and the system. Controlling the delivery of components fluently daily. Handling stock checking for the whole wood factory quarterly.  Finishing other projects instructed from the director