Đồ Án Monitoring And Controlling The Deployment Project At Avery Dennison Rbis Vietnam.pdf

Ho Chi Minh City, December, 2021 MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION CAPSTONE PROJECT INDUSTRIAL MANAGEMENT MONITORING AND CONTROLLING THE DEPLOY[.]

Ho Chi Minh City, December, 2021

MINISTRY OF EDUCATION AND TRAINING

HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION

CAPSTONE PROJECT INDUSTRIAL MANAGEMENT

MONITORING AND CONTROLLING THE

DEPLOYMENT PROJECT AT AVERY DENNISON RBIS

VIETNAM

LECTURER: PhD NGUYEN KHAC HIEU STUDENT: BUI THI HUYNH NHI

SKL 0 0 8 2 4 6

MINISTRY OF EDUCATION AND TRAINING HCMC UNIVERSITY OF TECHNOLOGY AND EDUCATION

FACULTY OF ECONOMICS

Student: Bui Thi Huynh Nhi

ID student: 18124202 Course: 2018

Major: Industrial Management Instructor: Ph.D Nguyen Khac Hieu

Ho Chi Minh City, December 2021

GRADUATION THESIS

TOPIC:

MONITORING AND CONTROLLING THE DEPLOYMENT PROJECT AT

AVERY DENNISON RBIS VIETNAM

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INSTRUCTOR’S EVALUATION

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HCMC, date …month…year……

Instructor

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ACKNOWLEDGEMENTS

First of all, the author honestly wants to express my gratitude toward all the lectures at HCMC University of Technology and Education for teaching the author within 4 years at the university They truly gave the author valuable knowledge and help the author to grow myself every single day In particular, the author would like to thank my instructor – Ph.D Nguyen Khac Hieu for taking his time and dedication to give the author the right direction with great advice to complete the thesis on time Secondly, the author genuinely thanks the Avery Dennison RBIS Vietnam Company for giving the author an amazing opportunity to take an internship in such a great and professional environment Through that, the author can learn a lot of new things from other experienced members and expose to real and challenging tasks at the workplace to improve and develop my skills The author sincerely would like to thank all the members of the GPD department especially the project management team where the author was mainly evolving into The author especially thanks my manager -

Mr James Li for guiding and sharing with the author useful information about the company business Huge thanks to Mr Lam Nguyen & Mr Uy Huynh for assigning the author tasks and enthusiastically guiding and supporting the author complete the tasks well during the internship period

Finally, the author also would like to give tremendous thanks to all of my friends

as well as my family who always motivate and support the author along the way

HCMC, date …month…year……

Student

Bui Thi Huynh Nhi

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LIST OF TABLES

Table 2.1 Project life cycle 18 Table 3.1 Pre-deployment process in detail _ 27 Table 3.2 The deployment process in detail _ 28 Table 3.3 Basic project deployment model _ 30 Table 3.4 Project initiating 33 Table 3.5 Project planning 35 Table 3.6 Project executing _ 36 Table 3.7 Project monitoring and controlling _ 38 Table 3.8 Project monitoring and controlling in detail 39 Table 3.9 Program specification of Coach RFID _ 48 Table 3.12 Steering committee _ 49 Table 3.13 Core team 50 Table 3.10 Item list 51 Table 3.11 Forecast _ 52 Table 3.14 Action plan _ 52 Table 3.15 Gantt chart of the Coach RFID project _ 53 Table 3.16 Factory list _ 55 Table 3.17 Material information _ 56 Table 3.18 Items information 57 Table 3.19 Item information _ 57 Table 3.20 Capacity readiness status 58 Table 3.21 Updated action plan for COACH RFID project _ 60 Table 4.1 Online courses _ 71 Table 4.2 Lesson learned _ 73 Table 4.3 Checklist question 73 Appendix 1: Updated Gantt chart for COACH RFID project _ 78

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LIST OF FIGURES

Figure 1.1 AD Labelling 5

Figure 1.2 Car graphic wrap 5

Figure 1.3 AD retroreflective material 5

Figure 1.4 One of the AD apparel solutions 6

Figure 1.5 RFID tag 6

Figure 1.6 One of AD Printers solutions 7

Figure 1.7 Pressure-sensitive tapes 7

Figure 1.8 One of AD medicals 7

Figure 1.9 One of AD fastener solutions 8

Figure 1.10 Avery Dennison RBIS Vietnam 8

Figure 1.11 AD Logo 9

Figure 1.12 HTL product 11

Figure 1.13 PFL label 11

Figure 1.14 Woven label 12

Figure 1.15 POS label 12

Figure 1.16 RFID Hangtag 12

Figure 1.17 Organizational chart 14

Figure 2.1 Project kick-off factors 17

Figure 2.2 Risk register 23

Figure 2.3 Kanban board 24

Figure 2.4 Probability and Impact Matrix 24

Figure 3.1 GPD Organizational chart 25

Figure 3.2 The pre-deployment process 27

Figure 3.3 The project deployment process 28

Figure 3.4 Program specification template 34

Figure 3.5 A3 tracker 41

Figure 3.6 Action plan 42

Figure 3.7 Team register 42

Figure 3.8 Risk register 44

Figure 3.9 Weekly report 45

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Figure 3.10 Risk register for the COACH RFID project 60 Figure 4.1 Kanban board 68 Figure 4.2 Backup plan 70

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TABLE OF CONTENT

INSTRUCTOR’S EVALUATION i

ACKNOWLEDGEMENTS ii

LIST OF ABBREVIATIONS iii

LIST OF TABLES v

LIST OF FIGURES vi

PREFACE 1

1 Introduction 1

2 Research Objectives 2

3 Research scope and subjects 2

4 Research Methodology 2

5 Report Structure 2

CHAPTER 1: INTRODUCTION TO AVERY DENNISON RBIS VIETNAM 4

1.1 Introduction to global Avery Dennison Corporate 4

1.2 Business Areas 4

1.3 An overview about Avery Dennison RBIS Vietnam 8

1.4 Mission and vision 9

1.5 Core Values 9

1.6 Key Product Lines at Avery Dennison RBIS 11

1.7 Key Customers 13

1.8 Sustainability Goals 13

1.9 Organizational Structure 14

CHAPTER 2: LITERATURE REVIEW 16

2.1 Overview about project 16

2.1.1 Definition of project 16

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2.1.2 Project deployment 17

2.1.3 Project management 17

2.1.4 General project life cycle 18

2.2 Project monitoring and controlling 19

2.2.1 Definitions 19

2.2.2 Benefits of monitoring and controlling project work 20

2.2.3 Time management 20

2.2.4 Resource management 21

2.2.5 Performance management 21

2.2.6 Risk 22

2.2.6.1 Definitions 22

2.2.6.2 Risk register 22

2.3 Kanban board 23

2.4 Probability and Impact Matrix 24

CHAPTER 3: MONITORING AND CONTROLLING THE DEPLOYMENT PROJECT SITUATION AT AVERY DENNISON RBIS VIETNAM 25

3.1 Introduction about the GPD department 25

3.1.1 The organizational chart or the GPD department 25

3.1.2 Functions of the GPD department 26

3.2 The opportunity to deployment initiative 26

3.3 The project deployment process and framework 27

3.4 Project life cycle at ADVN in general 33

3.4.1 Project initiating 33

3.4.2 Project planning 35

3.4.3 Project executing 36

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3.4.4 Project monitoring and controlling 37

3.5 Analyzing the deployment project monitoring and controlling status in the PM team at the GPD department 39

3.5.1 The deployment project monitoring and controlling flowchart 39

3.5.2 The deployment project monitoring and controlling process 40

3.5.3 Software tools and communicating ways 46

3.6 Monitoring and controlling on project Coach RFID in week 27 47

3.6.1 Project initiating 48

3.6.2 Project planning 52

3.6.3 Project executing 54

3.6.4 Project monitoring and controlling 54

3.6.4.1 Monitor 54

3.6.4.2 Risk assessment 58

3.6.4.3 Control 59

3.6.4.4 Report 61

CHAPTER 4: EVALUATION AND SOLUTION 62

4.1 Evaluations 62

4.1.1 Good points 62

4.1.2 Limitations 63

4.2 Solutions 65

4.2.1 Holding regular training 65

4.2.2 Monitor and control projects in a more agile way 67

4.2.3 Creating a backup plan 69

4.2.4 Adding more recommended online courses on the E-learning 70

4.2.5 Making more documentations 72

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4.2.6 Using the probability and impact matrix in rating the risk 74 CONCLUSION 76 REFERENCES 77

as the production process are significantly evolving every single day That makes such

a huge impact on how the company operates and performs It requires the company to adapt to new ways of doing business to optimize the company’s performance As a situational fact, the competition between companies is massively increasing Every company wants to make a big effect and gain a decent share in the market The customer surely plays a really important factor for the company to achieve this target and push the company's business development In recent years, the project has become more and more imperative in companies To produce the new and high-quality products within a short lead time and avoid the wasteful factors along with the operation, project-oriented works have got popular in the companies aiming to ultimately fulfill the customer expectation

At Avery Dennison RBIS Vietnam, the company has been transforming the structure and process to the O2D model (Opportunity to deployment) to adopt a new way of doing business At AD, the GPD department plays a vital part in connecting with the global team and developing the new products to finally bring them to the ongoing process The company is supposed to produce unique and impeccable products to get positive faith from the customers To achieve that target, all the processes have to be deployed in a way that adds value to the customers At the GPD department, the Project Management team plays a really important role in making sure everything has to be well-prepared and available on time before moving to the production stage

As a leader company in labeling and material solutions, Avery Dennison Vietnam is constantly developing and deploying more and more new technologies and products to be able to provide meaningful and effective solutions to boost the way the industries operate and make a difference on the market During the internship in the GPD department and closely working with the PM team of the company, the author can approach a lot of new things by exposing myself to the deployment of projects

2 Research Objectives

To understand the project deployment process and the project monitoring and controlling stage as well as how it applies to the real projects in the PM team at the GPD department

To evaluate the project monitoring and controlling status in the PM team at the GPD department

To recommend some solutions to improve the project monitoring and controlling stage in the PM team at the GPD department

3 Research scope and subjects

Research subjects: the deployment project monitoring and controlling status Research scope: PM Team at GPD department as well as other relevant departments at Avery Dennison RBIS Vietnam from July 2021 – September 2021

The report consists of three main chapters:

Chapter 1: Introduction to Avery Dennison RBIS Vietnam

Chapter 2: Literature review

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CHAPTER 1: INTRODUCTION TO AVERY DENNISON RBIS

VIETNAM 1.1 Introduction to global Avery Dennison Corporate

Avery Dennison is created by the strategic merger of Avery Adhesives in downtown Los Angeles with Dennison Manufacturing in 1990 The company headquarters is currently based in Glendale, California, USA The company is a global materials science and manufacturing company specializing in the design and manufacture of a wide variety of labeling and functional material The company’s products are used in nearly every major industry from retail apparel branding to consumer package goods serving and other markets all over the world The company brings greater clarity to surroundings, more insights into inventories, and added value

to the information consumers and businesses demand Extensive expertise in the core businesses allows the company to be recognized as an industry leader AD currently holds position 417 on the 2021 Fortune 500® list of the largest U.S industrial and service companies

Avery Dennison operates in over 180 locations in 50 countries across 6 continents such as China, India, Bangladesh, Norway, Cambodia, Sri Lanka, etc Up to date, the company has more than 32.000 employees across the world The company always sets the standard high with cutting-edge adhesive technologies and materials wherever it is located

1.2 Business Areas

Label and graphic materials (LGM): the LGM business provides three kinds of solutions including labeling and packaging materials, graphic solutions, reflective solutions

Labeling and packaging materials produce variable information labels used in shipping and other industries It is leading the way in the implementation of digitally enabled smart labels in segments including food, beauty, and aviation as well as for improved supply chains and greater consumer engagement

Figure 1.2 Car graphic wrap

(Source: AD Internal)

Reflective solutions provide retroreflective materials that make roads safer, vehicles more visible and signs more durable The materials provide better visibility for drivers and help keep road crews safe

Figure 1.3 AD retroreflective material

(Source: AD internal)

Retail branding and information solutions (RBIS): The RBIS business provides apparel solutions, RFID and printer solutions

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Apparel solutions deliver solutions that become integral to many brands across fast fashion, luxury goods, footwear, denim, etc including graphic tickets, tags, and labels, to external embellishments, and packaging, …

Figure 1.4 One of the AD apparel solutions

(Source: AD internal)

RFID (Radio Frequency Identification) offers transformative benefits through connecting the physical and digital world by a suite of digital ID technologies that authenticate product history, provide tracking and inventory solutions and increase richer consumer encounters in a world of big data and massive amounts of information

Figure 1.5 RFID tag

(Source: AD internal)

Printer solutions is a true partner, delivering comprehensive, scalable, and reliable solutions that help businesses to solve problems and improve business processes with innovations rooted in efficiency, utility, and sustainability

Performance tapes manufacture high-performance pressure-sensitive tapes used

in a broad range of applications in automotive, appliances, electronics, building and construction, specialty industrial, and personal care

Figure 1.7 Pressure-sensitive tapes

(Source: AD internal)

Avery Dennison Medical provides adhesive materials and helped advance the possibilities of medical applications The company offers customized solutions, innovative rolled goods, converted components, and private label products

Figure 1.8 One of AD medicals

(Source: AD internal)

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Fastener solutions provide plastic fastening solutions and systems used in automotive, industrial, and retail industries Those attaching solutions are crucial for businesses across a variety of markets, from apparel and automotive to manufacturing and consumer packaged goods

Figure 1.9 One of AD fastener solutions

(Source: AD internal)

1.3 An overview about Avery Dennison RBIS Vietnam

Avery Dennison RBIS (Retail Branding and Information Solutions) is a global leader in providing end-to-end solutions for many exciting brands, prominent retailers, and state-of-the-art manufacturers in the apparel and footwear industry The company provides breakthrough products from embellishment, packaging design, and development to the intelligent RFID with more competitive prices and more flexible and faster service to customers around the world

Avery Dennison RBIS started operations in Vietnam in 2003 and it was located

in Binh Duong province The company just moved to Long An province in January

2016 Avery Dennison RBIS Vietnam is currently the second-largest production hub within Avery Dennison

Figure 1.10 Avery Dennison RBIS Vietnam

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(Source: Author collected)

About Avery Dennison RBIS Vietnam:

• The company’s full name: Avery Dennison RBIS VIETNAM Co., LTD

• Address: Lot E01, Trung Tam Road, Long Hau Industrial Park, Can Giuoc District, Long An Province

• Telephone number: +84 2837763116

• Email: recruitment.vn@ap.averydennison.com

• Fanpage: www.facebook.com/averydennison.rbis.vietnam

• Number of Employees: Over 2.800 employees

• Total Registered Capital: US$30 million

(Source: Author collected)

1.4 Mission and vision

Vision: “To make brands more inspiring and the world more intelligent.”

Mission: "To be recognized as the world's best coating and converting company

by providing innovative decorating, information transfer, and bonding solutions that enable our customers' success."

1.5 Core Values

“INTEGRITY”

We are driven to do the right things Always

• We do what we say

• We put ethics above profits

• We are honest and transparent in all we do

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“COURAGE”

We are brave in the face of adversity and the unknown

• We think big and set ambitious goals

• We take risks and recognize the opportunity in failure

“EXTERNAL FOCUS”

We get out to get better

• We are motivated by our customer’s success

• We explore the external environment to stretch our perspective and inform our thinking

“DIVERSITY”

We gain strength from diverse ideas and inclusive teams

• We require different viewpoints and debates

• We create an inclusive and respectful environment for people of all backgrounds and orientations

“SUSTAINABILITY”

We are focused on the long-term health of our business, planet, and communities

• We continually reduce the environmental impact of our business

• We work to better our communities

“INNOVATION”

We use imagination and intellect to create new possibilities

• We change the status quo

• We use failure to improve and learn

• We look for ways to disrupt ourselves

“TEAMWORK”

We are better when we work together and put others ahead of ourselves

• The safety of our teams is priority one

• We collaborate to leverage our collective strengths

• We develop and support our team members

“EXCELLENCE”

We expect the best from ourselves and each other

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• We deliver on our commitments

• We are committed to continuous improvement

• We act decisively with speed and agility

1.6 Key Product Lines at Avery Dennison RBIS

HTL (Heated Transfer Label) is a label that can be printed through a variety of methods that are internally or externally bonded to garments through a process that can apply both heat and pressure to transfer the label

Figure 1.12 HTL product

(Source: AD internal)

PFL (Printed fabric label) is an interior label similar to HTL but ink printed on

fabric (e.g cotton, polyester, nylon) that requires sewing to be applied on garment)

Figure 1.13 PFL label

(Source: AD internal)

Woven is a label that the image is produced by weaving It is the flat surface constructed by interlacing the Warp and Weft

Figure 1.15 POS label

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1.7 Key Customers

The company’s key customers are in various major industries such as apparel and footwear manufacturing, packed goods serving production, etc

1.8 Sustainability Goals

Avery Dennison is committed to reaching these eight sustainability goals by the year 2025 These goals were developed based on careful analysis of what is most important for our business and stakeholders, and they support our environment and social guiding principles They will help direct our ongoing efforts to use our innovative capacity and our position in the marketplace as a force for good

Product & Solutions: 70% of the product we sell will have a positive environmental impact

Paper: We will source 100% certificated paper, of which 70% will be forest stewardship council-certified

Films: 70% of the films we buy will have a positive environmental impact

Chemicals: 70% of the chemical we buy will have a positive environmental impact

Greenhouse and gas emission: We will reduce absolute greenhouse gas emission

by 3% every year

VP

MAINLAND SEA

CS Manager

Finance Director

C&C Manager

Finance Manger

FB&A Manager

HR Director

HRBP Manager

Admin Manager

Security Manager

TA Manager

Operations Director

Operations Manager

Production Manager

GPD Manager

SC Manager

EHS Manager

TQ Manager

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Customer Service (CS): the CS department is responsible for making sure the customer orders go smoothly as much as possible They are also in charge of getting the feedback from customers and solve customer complaints along the way

Finance: Finance department is responsible for making the plan and control the financial resources in the company They are the ones who approve any activities of the company related to money

Human Resource (HR): the HR department is responsible for employee benefits, making sure the company employees comply with the law, recruiting, developing talents, payroll and employee relations

Operations: Operations group is in charge of the manufacturing activities in the factory They make plans to buy material, keep and monitor stock in the warehouse, produce goods according to customer orders, ensure the quality of the products and deploy projects from the Hub to Vietnam to implement

Pinto (2013) concluded that “A project is a unique venture with a beginning and

an end, conducted by people to meet established goals within parameters of costs, schedule and quality” (p 25)

A project is a unique process, consisting of a set of cooperated and controlled activities with start and end dates, undertaken to attain a strategic objective conforming to specific requirements, consisting of the constrain of time, cost, and resources (International Organization for Standardization [ISO], 2017)

According to Melton (2007), a project is a distinct package of scope which when delivered will allow the organization to figure out a distinct package of benefits

The simplest definition is found in the Project Management Body of Knowledge (PMBOK) guide of the Project Management Institute (PMI) The PMI has defined a project as “A temporary endeavor undertaken to create a unique product or service” (PMI, 2004, p 5)

A specific project is only implemented once Projects can be undertaken at most organizations They can involve a group or an individual from an organization or multiple organizations In general, projects are different from the common processes in the organizations A process is ongoing, routine activities that use existing systems, properties, and capabilities continuously and repetitively to produce goods or services and help to achieve business goals Meanwhile, projects activities are mostly unique and different from the manner to achieve specific objectives of the organizations The projects are initiated to achieve objectives as well as respond to the factors acting upon the organization These are some of the common factors that kick off the projects:

• Meet regulatory, legal, and social requirements

• Satisfy stakeholders requests or needs

• Implement or change the business or technological strategies

• Create, improve or fix products, processes, or services,

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Figure 2.1 Project kick-off factors

(Source: PMI, 2017)

The objectives are usually defined and put into the project brief Consider some

of the fundamental criteria to achieve the objectives in the organization as below:

1 The project must be completed on time

2 The project must be accomplished within the budgeted cost

3 The project must meet the prescribed performance requirements

2.1.2 Project deployment

According to Chowdhury (2020), project deployment refers to moving a project

to other places where some activities can be performed The object of the project can

be new or changed software, hardware, products, documentation, processes, or any other components In some cases, it might also be involved in deploying components

to other places for testing and staging

The purpose of the deployment is to rapidly deliver the service or product to the customer with competitive prices, improve customer satisfaction and gain a good share

in the market

2.1.3 Project management

Project management is the management of the works and tasks to develop and implement an innovation or change in an existing operation (Russell & Taylor, 2011)

Project management is about applying methods, techniques, and skills to manage and drive the project to meet the expected criteria within the organization effectively and efficiently

2.1.4 General project life cycle

PMBOK states that “a project life cycle is the series of phases that a project passes through from its start to its completion” (PMI, 2017, p 19) The project life cycle gives the fundamental framework for implementing and managing the project All projects have a project life cycle This is the general life cycle that all the projects can be mapped:

Table 2.1 Project life cycle

Starting the

project

Organizing and Preparing

Carrying out the work

Ending the project

The kinds of the project life cycle may vary based on the different organization and business sectors According to PMI (2017), nowadays project life cycle can be predictive or adaptive

With a predictive project life cycle, the project scope, time, and cost are determined clearly in the early phases of the life cycle If any changes happen, they are carefully considered and managed The predictive project life cycle can be referred to

as the waterfall life cycle

An adaptive project life cycle is when the scope is generally defined in the project life cycle Requirements can be elaborated during the delivery The time and

• Executing group: It is performed to complete the tasks defined in the project plan to fulfill the project requirements

• Monitoring and Controlling group: track, review the progress and performance

of the project; identify any variances in which are different from the plan and come up with corrective solutions

• Closing group: officially complete or close the project

2.2 Project monitoring and controlling

2.2.1 Definitions

Project monitoring is defined as a process of keeping a close eye on the entire project life cycle and ensuring project tasks stay on the right track or it can also be defined as the ongoing process by which management updates frequent feedback on the process being taken toward attaining the goals and objectives of the project (Satyendra, 2017)

EC (2007) stated that project monitoring is generally “the ongoing collection, analysis and use of information about project progress and the results being achieved

to support effective and timely management decision making, learning by project stakeholders and accountability” (p 6)

Monitoring includes collecting, recording, and assessing to get a profound understanding of the project, help track the project progress and identify the potential problems in time It pays attention to reviewing the project progress and finding out the factors against the project to achieve objectives Throughout the process, the PM

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can get information and use that information to effectively manage and control the project in case there are any problems Project monitoring is the essence of project controlling

Project Controlling is stated as the process of ensuring the project progresses toward a successful completion to meet the customer's expectation (Russell & Taylor, 2011) The project controlling required the project to be monitored and progress to be measured so that the PM can figure out any deviations from the action plans such as the schedule, the performance, etc From there, the PM can minimize the impacts of those deviations to the project by providing corrective or preventive action and following up on action plans

2.2.2 Benefits of monitoring and controlling project work

These are benefits that effective project monitoring and controlling can bring to the organization:

• Meet business objectives

• Satisfy stakeholders expectations

• Deliver the right product at the right time

• Tackle any problem and issues in time

• Respond to risks promptly

• Optimize the use of organizational resources

• Management constraints (risk, schedule, performance, etc.)

• Manage changes if they occur in a better manner

• Make sure the project stay aligned with the customer needs

Monitoring and controlling are crucial to the project’s success There are several key elements of project monitoring and controlling along with the project implementation They can be the time, the performance, the resource, the risks, which are going to be described in more detail in the below sections

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current date to determine whether the project is on schedule or behind schedule If the activity might be delayed and does not meet the plan that can jeopardize the project’s success, the PM may have to highlight, pay close attention to that activity, and use more resources to accelerate critical actions This is referred to as time–cost tradeoff

In some cases, the work may need to be corrected or made more efficient In other cases, original activity time estimates upon implementation may prove to be unrealistic, with the result that the schedule must be changed and the repercussions of such changes on project success evaluated

2.2.4 Resource management

Resource management is defined as the process of identifying and delegating resources to activities to make sure the undertaken project uses appropriate levels of resources and within an acceptable duration (APM, 2006)

Resource management helps to ensure that the amount of resources is delegated appropriately and sufficiently on the project It requires frequent monitoring and checking to update the current status of resources so the right decision is made According to APM, there are two types of resources used on projects:

Replenishable resource: when running out of or using up, a new purchase can be placed The raw material is a common example of this type of resource

Re-usable resources: These resources become available when they are no longer needed and can be allocated to other purposes For instance, they can be machines, accommodation, test equipment, and people

2.2.5 Performance management

Performance management is an integral part when implementing a project Performance management can be referred to as quality management Performance management is defined as “the process of monitoring a project and developing timed (i.e., daily, weekly, monthly) status reports to make sure that outputs are being met and the plan is being followed” (Russell & Taylor, 2011, p 377) Tasks and activities must

be monitored to ensure that work is completed correctly and that activities are done precisely according to plan

If the work on an activity or task is flawed, it needs to get reworked and lead to delay the project and threaten project success Poor-quality work can generate project

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failure as if a defective part can be defined, it will result in a defective final product at the end The report about the performance is developed by the project manager and by individuals and organizational units with performance responsibility

2.2.6 Risk

2.2.6.1 Definitions

There are many definitions of risks The Institute of risk management (IRM, 2002) defined risk as to the combination of the likelihood of an event with its consequences

Another definition of risk is defined by the Institute of Internal Auditors (IIA, 2021), risk is the uncertainty of an event that could have an impact on the achievement

of project objectives if happening

Risk is also stated as “an effect of uncertainty on objectives” (ISO Guide 73,

2009, para 4)

According to PMI (2017), risk management is a process of monitoring the implementation of agreed-upon risk response plans, tracking identified risks, identifying, analyzing new risks, giving the response, and evaluating risk responses effectiveness throughout the project

Risk assessment is the assessment of risks to the project objectives (APM, 2011)

2.2.6.2 Risk register

Each risk has an owner To better monitor and keep control of risks, a risk register can be used in this process The risk register captures information of identified single-project risks The content of the risk register might include:

List of identified risks: Each project risk is given a unique risk in the risk register Identified risks are described in as much detail as required to ensure unambiguous understanding A structured risk statement may be used to distinguish risks from their cause(s) and their effect(s)

Potential risk owners: Where a potential risk owner has been identified, the risk owner is recorded in the risk register

List of potential risk responses: Where a potential risk response has been identified, it is recorded in the risk register

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Figure 2.2 Risk register

(Source: PMI, 2017)

2.3 Kanban board

According to Moreira (2013), Kanban is the Japanese term that translates roughly

to “signboard” or “story card” A Kanban board is a tool to represent graphically the work to be done and the end-to-end flow from start to finish (Cole & Scotcher, 2015) The Kanban board makes of three columns: things to do, tasks doing or in progress, and finally work done

Benefits of using Kanban board:

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Figure 2.3 Kanban board

(Source: Author collected)

2.4 Probability and Impact Matrix

According to PMI (2017), the probability and impact matrix is a tool used during the risk assessment stage to represent the likelihood of the project risks as well as the potential impact of those to the project The impact and probability are addressed in a common matrix using descriptive terms (such as very low, low, moderate, high, and very high) or numeric values can be used When numeric values are used, they can multiply to give a likelihood–impact score for each risk, which allows the PM to define the priority of single risks within each priority level Below is the probability and impact matrix, which is presented both in descriptive terms scheme and numeric scoring scheme:

Figure 2.4 Probability and Impact Matrix

(Source: PMI, 2017)

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CHAPTER 3: MONITORING AND CONTROLLING THE

DEPLOYMENT PROJECT SITUATION AT AVERY DENNISON RBIS

VIETNAM 3.1 Introduction about the GPD department

3.1.1 The organizational chart or the GPD department

Figure 3.1 GPD Organizational chart

(Source: GPD department)

The GPD department is under the management of the GPD Manager In the GPD department, it is divided into 6 small teams which are in charge of specific responsibilities

• GPD Team (Local): This team is in charge of the POS, PFL, WL & Specialty products and working with local RBs

• GPD Team (US): This team is in charge of the POS, PFL, WL products and working with US RBs

• GPD Team (JP): This team is in charge of all of the HTL products and working with JP RBs

The main responsibilities of the 3 GPD teams are item spec creation, cost analysis, item quotation, and handling item sampling (Counter & New development)

PM Team is in charge of the E2E opportunity to deployment process (O2D), monitoring and measuring of success, audit coordinator

Automation Team is in charge of initiating auto typeset setup in legacy system for global items and local items

GPD Manager

GPD Executive

GPD Supervisor (JP)

GPD Executive

PM Manager

PM Executive

Application Engineer TL

Application Engineer

Automation Supervisor

Automation Executive

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Application Engineering Team is responsible for maintaining awareness of advances in technology and competitive intellectual property and producing in-line documentation in compliance with AD Standard to customers

3.1.2 Functions of the GPD department

The GPD department is responsible for receiving quoting and new setup & development requests from Sales/CS/GPD Hubs and liaising with Sales/CS/GSPD Hubs, Operation, sub-contractor, etc on new items deployment matters and processes The GPD department is also in charge of coordinating with purchasing team to source

& confirm new materials and substrates and managing first order quality with the Production, QC team

3.2 The opportunity to deployment initiative

In today’s complex and fast-paced business world, there are many new development and rapidly changing technology, global markets These are the causes that make the companies getting more and more competitive That brings a big impact

on how the companies operate Nowadays, companies choose to establish projects as a preferred way to make works done and gain specific accomplishments

Avery Dennison is well-known as a leader in the labeling and material field The company has its facilities all over the world AD currently partners with so many massive brands on the market such as Nike, Adidas, UNIQLO, Walmart, etc The customer plays a critical part in the company’s business development To meet the customer demand and be competitive in the market, implementing projects is a considerable way to help the company fulfill those factors and make the operations run smoothly as well as improve speed and efficiency The customers of the company are greatly wide That means there are often a lot of new products developments with a fast lead time requested by the customers Regardless of the current challenges, the company surely doesn’t want to miss out on important business opportunities It must find a way to take advantage of the opportunity by developing a new product to be able to meet the customer demand Implementing projects can help the company respond to them quickly and determine clear goals, the scope, needed tasks relevant to planning, quality, production, etc to drive the works successful and make the customers satisfied Moreover, the company can also manage the risks along the way

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to quickly navigate them and provide urgent preventive actions to mitigate the risks and fully take control of the works It is a potential way for the company to focus on the core elements and also eliminate a lot of wasteful processes and prevent the problem from happening in the workplace And the ultimate achievement is to deliver meaningful values to the customers and attain the company’s long-term target

AD believes that building end-to-end linkage from innovation to manufacturing by-product line will be the cornerstone of a nimble and efficient organization

3.3 The project deployment process and framework

The pre-deployment process is implemented by GPD Hub which is located in Hong Kong The pre-deployment process is described as below:

Figure 3.2 The pre-deployment process

(Source: AD internal)

To understand more about the process as well as the involved people, table 2.1 will reveal the steps in detail

Table 3.1 Pre-deployment process in detail

₋ Fill in DRF

₋ Ask/Receive customer art

₋ Send request art

art

request to the sourcing team

Customer

brief

Item Spec cre

Art proofing Sourcing

Costing/

Pricing Sampling

Deployment

to sites