Bùi Thị Bảo Thúy

I would like to become Lean Expert in the future

Good English communication

SAP, Oracle System, Management System.

Good skill of training, Scheduling

Organization. MS Offices

Strong analyze skill, Quality control, KPIs

ISO 14001, OHSASH 18001, ISO 9001, Lean 6 sigma, DMAIC, KANBAN, SMED, 5S…

OE Manager

Coca-Cola

1/2020 - Hiện tại

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•Position Purpose / Context
Lead and facilitate the application of OE; identify, coordinate and actively participate in value chain improvement initiatives within the plant to support the achievement of the plant strategy.

Key Duties / Responsibilities

Leading & managing CHANGE
-Drive cultural change at local level - Develop & improve of the on-going processes using subject matter expertise of business transformation concepts as Operational Excellence,
Lean Thinking, Six Sigma & Company’s best practices.
-Work closely with and regional and country OE Leads, Site Steering Committees (SSCs), Projects & Cap. Dev. Manager and Functional Leads to deliver OE strategic business plan
commitments.
-Coordinate the contribution of all functional managers to perform the annual OE assessment, review and track implementation progress of improvement plan

Facilitate CHANGE system
-Build capability on OE tools and methodology in the organization through training, coaching and hands on demonstration and application of OE
-Lead the quality and integrated management systems in the plants.
-Support the systemic application of asset management in the plant
-Personal Accountability

Project Management

-Facilitate the identification and implementation of plant improvement projects
-Lead and demonstrate Project
-Ensure integrity of the problem solving process,
-Facilitate the problem solving learning process.
-Ensure all projects completed on schedule, within budget and with the desired results by clarifying project goals, specifying the needed resources, scheduling the project and
assigning responsibility for completing all tasks. Monitoring and modifying the project during implementation and evaluating the success of the project.

Capability development

-Facilitate the implementation of required capability development programs (such as SCFX,…) with clear plan, milestone and vision
-Promptly adapt and embrace change in organization
-Build up the learning culture at South plant
-Build up and implement Succession plan for all level at Plant level
-Manage own performance in a way that shapes a high performance, high engagement culture.

Budget/cost Management

-Coordinate, develop and submit the annual business plans/budgets for approval, including the annual capital budget

UNITED INTERNATIONAL PHARMA

Title: OE and Process Engineering Leader ( Sup Level)

Kaizen System

Create mechanism for Kaizen Suggestion, implemented and recognition for this

Deploy and training for employee about Kaizen and how to do this system

Follow and engage all of department  to do this

Collect Kaizen suggestion and support  to implemented Kaizen

Recognize Kaizen implemented and apply for all of area relation

PDCA kaizen system  quarterly  ( combine PokaYoke and GDP Power Up in Kaizen system)

** GDP: Good documentation practice

Nearmiss, Hazard and Safety

Create training module and form for reporting

Design flowchart  to report and closing the Nearmiss, hazard

Hold the workshop  for Nearmiss Hazard and Safety in Plant every Year

Follow up and Support  for Nearmiss and Hazard closure

Collect  report Weekly and set target for department about this

Work with Sup in each area for closure

Gemba work  to go and see every week

Lean Principle

Support to create Lean culture from Lean Principle

Revise training module for Lean principle

Deploy and training about Lean principle for employee yearly

Support  to design and make all of Visual board in Plant to control and management  KPIs

Follow daily meeting from Manager to Operator with Tier meeting  ( observer T1 and T2 meeting to guide them follow it). Involve T3,T4 meeting  

Make Leader standard Work  by myself 

Make sure all of department compliance by Discipline

OEE System

Transfer AE model ( Asset Effectiveness ) to OEE System ( Overall Equipment  Effectiveness)

Make Training module for this and train for all of employee about OEE system

Work with IT to make Software to input data and report for OEE everyday ( Prepare data, Formula, field, information…) . Discuss with IT and user to fix the Error for this

Set Target for OEE in Production baseline historical data

Follow and find out problem IF any ( make sure Sup in Production to provide the RCA and CAPA for issue from OEE report)

Support  to close the issue by discussion and meeting weekly with some department relation

Form result OEE , support to implement TPM in Plant

VSM ( Value Stream Mapping)

Defined family Product and Gemba Work to collect data and Information for VSM ( Enervon family )

Create current mapping with Leadtime , take time, Cycle time…

Work with department relation to determine Muda in process

Appy  Kanban, Pull System, PokaYoke, Line balancing , SMED to improve this process

And create Future state for Enervon product

Create VSM Scorecard and Gant chart to implemented

A3 ( Resolve the Problem )

Create Mother A3 in Strategy meeting

After that cascade to A3 child by myself

Support  Production to make A3 about Apply SMED in Production  and A3 about Line balancing for Packaging area

Complete my A3 about Capacity Utilization and processing time in Production

Project Management

Base on the training Module for project management , create Flowchart to implemented

Support Project owner to follow the status for all of milestone of each Project

Create project by myself : Level up OE culture in factory

6S Coordinator

Work with the other  6S coordinator  to create the questionnaire  to evaluate 6S in department

Involve 6S team to evaluate Monthly to make sure compliance 6 S

Remind and Gemba to defined finding and support to close this

OE boot camp

OE boot camp is the training course for employee

Prepare material for this: Training material ,agenda, tool game….

Work as trainer to share information about OE, Lean…

Apply game to guide them how to do this in production, help them change Paradigms formation 

VIP  ( Value Improvement program)

Support department defined VIP Project

Coordinator to calculate the Saving for Project

Collect  achievement from this for reorganization

  Scancom Viet Nam. I work as    Lean Project Coordinator- Supervisor

Management Control System 

Work closely with relate department to introduce and sustain Lean tools, lean culture into department.

Follow up and continuously deploy lean activities to other fields

Conduct auditing roles in factory, department. Ensure them follow up the compliance in production and perform Lean activity strictly

Build and maintain management control system in factory

Lean project

Planning for project preparation, deploying phases

Managing the project and keep the project is according with project on time

Identifying and managing the project risky situations

Establish lean team in production and lead them follow project improvement

KPIs control

Build effective plan for the next season

Help drive multiple improvement initiative with a focus operational and cultural transformation

Improved business preferment

Follow up and maintain the cost optimization program

Propose KPIs for the next season

Verify data collection and calculation KPIs weekly, monthly report

Achievement

Install Management system in Wood and Aluminum factory. Work with IMPAC team (the System company ) observation, create and apply form, Procedure for production. Make sure all department run follow Management system (PDCA)

Work with process team improve Capacity in Packaging. For each item reduce unbalancing to 18%, increase capacity from 10%  to 20 % for each item

[PepsiCo New Logo]  

(3/2011 => 11/2017) . I work as MW Officer

M&W program: Efficiency  improvement

Collecting, analyzing and sharing, calculate all KPIs in BD plant

Follow up the KPIs, Ex: Energy usage, Water Usage, Solid Waste, Line Efficiency, Material Efficiency

Collect Data, analyze problems, make recommendations and deliver desired results. Find out reasons impact on KPIs

Training for staff about M&W program ( definition KPIs, how to calculate KPIs...)

Fill the KPIs in BD plant on M&W board and Production board. Upload data on Measure Up ( Pepsico System. Fill data on Sustainability report

Calculate saving for BD plant such as: Energy, water, Material saving

Control material usage and material inventory. Internal audit for process in Production about material. Inventory to cost

Productivity - Continuous improvement

Collecting, analyzing and sharing, calculate all saving in Binh Duong Plant

Kaizen Technology: assist Industrial Engineering Manager in applying Kaizen tools and systems and implementing projects such as the one-piece-flow production line that have learnings scalable to all production lines.

Line Balancing: provide the Operations team with adequate industrial engineering support to continually improve the production efficiencies through improvement in the balancing of production lines.

Deploy productivity program for Production: such as:  Water Saving, improve Potato Efficiency, Material Efficiency, Diesel Usage...

Net , True Efficiency, downtime ( OEE)

Guide and deploy record to production and Maintenance dept about Net and True Efficiency

Re-design the training material for True, Net Efficiency

Summarize, find out reason to remedy

Design form for record time and  downtime issue

Deploy training for relative dept about Downtime

Apply SMED program for Maintenance and Production. Base on this program to improve time for change over in production

ISO 14000 and OHSAS 18000

Set target for  ISO 14000 and OHSAS 18001 in Plant

Attend ISO training course for internal auditor.Organize  annual internal audits ( self-assessment) systems

Collecting NC ticket and remedy, support to other department close Gaps.Classification of EHS records follow procedure.Training for Thirt party and staff about ISO 14001

Environment

Design Evironment templates, checklist and procedures to apply for this system follow as Requested by Vietnam Law about Evironment

Tracking chemical , COD, BOD...for Waste water treatment

Tracking Solid Waste and hazardous waste quantity monthly, collect and ross check data with contractor

Controlling the implementation of waste separation

Hazardous Waste Management Report

Environmental Monitoring report

Collecting environmental documents

Near miss and PPE ( Personal Protected Equipment)

Encourage employees to report near miss to meet the quantity of near miss as guideline

Train employees about near miss and verify the quality of submit near miss

Making plan of implementation, follow up and cooperate with relative functions to close gaps to reduce risks

Making plan based on Pepsico guideline, local law and Department needs. Get approval and cooperate with procurement Department to buy PPE as plan

Provide enough PPE to related function to deliver to employees

Supervise employees and contractors for using PPE correctly as guideline

Achievement

Work with I&S team, Production team install seasoning electrostatic for mix Flavors to base chip. ( Line Fry pack) improve  SSN and base chip Eff 10 % ( form 83 % to 91 %)

Work with PC team (Product Potato chip) calculator and analyzed data for find out the reason about Potato Waste.  Create Potato Waste mapping.  Defined the main reason and improve that. Waste from 20% reduce low 15 % and increase Potato Eff from 79% to 85 %.

Create the Water mapping and install flowmeter for each area. Base on the data to control water usage, reduce water usage to 15 %

graduate from tra Vinh university with Fianace accountance major