Analysis of the quality control at kruger vietnam factory

MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION FACULTY FOR HIGH QUALITY TRAINING CAPSTONE PROJECT INDUSTRIAL MANAGEMENT Ho Chi Minh City,

MINISTRY OF EDUCATION AND TRAINING

HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION

FACULTY FOR HIGH QUALITY TRAINING

CAPSTONE PROJECT INDUSTRIAL MANAGEMENT

Ho Chi Minh City, May 2023

ANALYSIS OF QUALITY CONTROL AT

KRUGER VIETNAM FACTORY

LECTURER: NGUYEN THI ANH VAN, MBA STUDENT : HO QUOC LAP

S K L 0 1 0 1 7 4

HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION

FACULTY FOR HIGH QUALITY TRAINING

GRADUATION THESIS

Name : HO QUOC LAP

Student ID: 19124075 Major : INDUSTRIAL MANAGEMENT Supervisor: NGUYEN THI ANH VAN, MBA

Ho Chi Minh City, May 2023

ANALYSIS OF QUALITY CONTROL

AT KRUGER VIETNAM FACTORY

HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION

FACULTY FOR HIGH QUALITY TRAINING

GRADUATION THESIS

ANALYSIS OF QUALITY CONTROL

AT KRUGER VIETNAM FACTORY

Name : HO QUOC LAP

Student ID: 19124075 Major : INDUSTRIAL MANAGEMENT Supervisor: NGUYEN THI ANH VAN, MBA

Ho Chi Minh City, May 2023

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ACKNOWLEDGEMENTS

During training and knowledge exchange at the school, the author would like to thank the teachers of the Faculty of High-Quality Training in Industrial Management for providing the author with much practical, precious knowledge This is considered a solid premise for the author to take a step forward, an overview to help the author discover the sky of knowledge and receptivity at work In particular, the author did not forget to express her deepest gratitude to Ms Nguyen Thi Anh Van - the Quality Management Department lecturer under the Faculty of Economics, Ho Chi Minh City University of Technology and Education Thank you for always supporting, helping, and orienting the author in the process of making the report and as a guideline to help the author orient himself in the future

During the implementation of the report, the author would like to thank the leaders

of Kruger Vietnam Ventilation Industry Co., Ltd., the Quality Control Department, and all the staff in the project Other departments have always created conditions, helped, and created the most comfortable atmosphere for the author to have the opportunity to study, improve knowledge, and have practical contact with the production environment at the enterprise Finally, the author would like to thank all of you at the Quality Assurance department for your guidance and help and for providing the author with the necessary documents so that the author can do the work smoothly and complete the best report

Ho Chi Minh City, 28/04/2023

LIST OF ABBREVIATION

LIST OF TABLE

Table 1.1: The milestones of the formation and development of

Kruger corporation and Kruger Vietnam 6

Table 1.2: Typical fan lines at KVN, illustrations and applications 7

Table 3.1:Tole sampling plan table 22

Table 3.2: Input Tole Quality Control Process 24

Table 3.3:Quality control process in finished product warehouse area 40

Table 4.1: Statistical table of the number of fans produced in KVN 44

Table 4.2: Statistical table of common errors at KVN (unit: 1 piece) 45

Table 4.3: Questionnaire to survey experts' opinions with factors suggested by the author 50

Table 4.4: Table of first round Delphi interview results 52

Table 4.5: CVR Value 52

Table 4.6: Typical pairwise comparison scale for the AHP method 54

Table 4.7: Priority assessment table for criteria pairs 54

Table 4.8: Pair-wise comparision matrix 56

Table 4.9: Normalised Pair-wise comparision matrix 57

Table 4.10: RI values for the different values of n 58

Table 4.11: Summary of the weights of the criteria, the weight of each criterion and consistent vector 59

Table 4.12: Ranking of weights for each indicator in terms of importance 59

Table 4.13: Assembly manual recommended by the author 61

Table 4.14: Hub semi-finished test sheet suggested by the author………64

LIST OF FIGURE

Figure 1.1: Head office of Kruger Vietnam company 4

Figure 1.2: Logo of Kruger Vietnam Ventilation Industry Co., Ltd 5

Figure 1.3: Organization chart of the company Kruger Vietnam 9

Figure 2.1: Fishbone diagram 13

Figure 3.1: Illustration of TDA fan series 17

Figure 3.2: TDA fan components indicated 18

Figure 3.3: The process of checking the quality of input materials 19

Figure 3.4: Tole is placed on a pallet and secured with a steel belt 25

Figure 3.5: Motor before quality check 26

Figure 3.6: Standard Name Plate of Motor 26

Figure 3.7: Motor in stock after quality inspection from IQC department 28

Figure 3.8: Tube Casing finished product 28

Figure 3.9: Tole received from warehouse staff before putting into production 29

Figure 3.10: Pareto chart showing errors at Tube Casing assembly area in the first 3 months of 2022 31

Figure 3.11: Technical drawing of TDA propeller 32

Figure 3.12: Image of motor base, motor supt 34

Figure 3.13: Stage 1 assembling TDA fan 35

Figure 3.14: Stage 2 assembling TDA fan 36

Figure 3.15: Hub semi-finished products 37

Figure 3.16: Stage 3 assembling TDA fan 38

Figure 3.17: Stage 4 assembling TDA fan 38

Figure 3.18: Measuring device for balance and vibration of N600 fan used at KVN 39 Figure 4.1: Pareto chart of common types of errors at KVN 45

Figure 4.2: Cause-and-effect diagram of the causes of the error of bolt-nut confusion when assembling 46

Figure 4.3: Cause-and-effect diagram of the causes of incorrect and uneven Hub size reaming errors 48

Figure 4.4: Bolt-nut identification sticker at the assembly suggested by the author 62

CONTENT

ACKNOWLEDGEMENTS i

LIST OF ABBREVIATION ii

LIST OF TABLE iii

LIST OF FIGURE iv

INTRODUCTION TO THE REPORT 1

1 Introduction 1

2 Objectives of the study 2

3 Research objective and research scope of the topic 2

4 Research methodology 2

5 Structure of thesis 2

CHAPTER 1: OVERVIEW ABOUT KRUGER VENTILATION INDUSTRIES VIETNAM CO., LTD 4

1.1 Business overview 4

1.2 Product lines of the company Kruger Vietnam 7

1.3 Company organization chart 9

CHAPTER 2: LITERATURE REVIEW 10

2.1 Some basic concepts of quality 10

2.2 Some stastistical process control (SPC) tools 11

2.2.1 Flowchart 11

2.2.2 Cause – Effect Diagram 12

2.2.3 Pareto chart 13

2.2.4 Check sheet 14

2.3 Some methods applied in the process of finding the cause of the error 15

2.3.1 Delphi method 15

2.3.2 AHP method 16

CHAPTER 3: ANALYSIS OF THE CURRENT SITUATION OF QUALITY CONTROL OF TDA FANS AT KRUGER VIETNAM FACTORY 17

3.1 Overview of TDA - Direct driven tube axial fan 17

3.1.1 Application 17

3.1.2 Structure 18

3.2 Quality control of input materials at IQC department 19

3.2.1 Tole quality check at the factory 21

3.2.2 Check motor quality at the factory 25

3.3 Quality control in production and assembly areas 28

3.3.1 Semi-finished production area 28

3.3.2 Quality control at the assembly area 35

3.4 Quality control at the finished product warehouse area 39

3.5 Evaluation of quality control activities at Kruger Vietnam factory 41

3.5.1 Achievements 41

3.5.2 Limitations 42

CHAPTER 4: PROPOSED SOME SOLUTIONS TO IMPROVE QUALITY CONTROL OF TDA SERIES - DIRECT DRIVEN TUBE AXIAL FAN AT KRUGER VIETNAM COMPANY 44

4.1 Using statistical tools to assess the status of quality control at KVN 44

4.1.1 Causes of common errors 44

4.2 Application of the Delphi method and AHP method to find out the cause of bolt-nut confusion error when assembling ……… 49

4.2.1 Question 49

4.2.2 Research process and application of the Delphi method 49

4.2.3 Rank the importance of each factor based on the application of the AHP method 53

4.2.4 Conclude 60

4.3 Proposed solutions 60

4.3.1 Build documentation, visualize bolt-and-nut boxes 60

4.3.2 Set up and apply the check sheet in Hub semi-finished product quality inspection stage 63

CONCLUSION 66

REFERENCES 67

APPENDIX 69

INTRODUCTION TO THE REPORT

1 Introduction

Improving product quality is one of the shortest ways for companies to bring their products closer to customers, the strategy that brings the highest economic efficiency Besides, it helps businesses develop stably and sustainably and is one of the golden keys to helping the company recover from the Covid-19 crisis In recent years, along with the development of industrial parks, commercial centers, and high-rise buildings, industrial fans have become more popular and necessary than ever because of their use and importance Along with the requirements of increasingly modern life, most human activities and work are carried out in a closed environment, and the opportunity to be immersed in the pure atmosphere of nature is extremely low That is why the ventilation fan industry is developing more and more, helping regulate and circulate air and removing toxic substances and gases, providing a clean environment for living and production

With its equally important role and customers' needs, the TDA Series - Direct Driven Tube Axial Fan is considered one of the best-selling items and contributes a significant part to the revenue of Kruger Vietnam However, the quality control of products from input to storage is not strict and uneven, leading to alarmingly unsatisfactory products when leaving the warehouse, generating more errors and causing problems Orders are delayed and add more costs to the factory Therefore, the quality control department plays an equally important role as one of the decisive factors for the success or failure of the company Because of these reasons, during the internship at Kruger Ventilation Industry Co., Ltd., the author chose the topic

"Analysis of quality control at Kruger Vietnam factory." With this topic, the author hopes to help the company have an overview from which to identify some outstanding problems to eliminate the existing errors at the factory, aiming to improve

productivity, high product quality, and efficiency in factory production

2 Objectives of the study

- Analyze and evaluate the quality control status in the production area of TDA fans and identify some common quality inspection errors

- Propose solutions to improve the product quality of TDA fans and some remaining errors in quality control of input and finished products

3 Research objective and research scope of the topic

- Research object: quality control process of TDA fan series at Kruger Vietnam factory

- Research scope: TDA fan series at KVN

- Time: July 2022 - September 2022

4 Research methodology

Methods of data collection

- Secondary data: Includes relevant documents from factory departments

- Primary data: All data collected from experts survey and the QC department

of the Kruger Vietnam factory

Expert interviewing techniques

- Observing and monitoring the production process, interviewing and consulting with employees in the workshop

- Apply the Delphi expert interview method

AHP Method

- Using the AHP approach to rank each element's relevance, thereby picking the factors with the greatest influence on the errors encountered during the KVN quality control stage

5 Structure of the thesis

Chapter 1: Introduction to Kruger Vietnam company

Chapter 2: Literature review

Chapter 3: Analysis of the current situation of quality control of TDA fans at Kruger Vietnam factory

Chapter 4: Proposed some solutions to improve quality control of TDA series - direct driven tube axial fan at Kruger Vietnam company

CHAPTER 1: OVERVIEW OF KRUGER VENTILATION INDUSTRIES

VIETNAM CO., LTD 1.1 Business overview

General information

Company name: Kruger Ventilation Industries Vietnam Co., Ltd

Short name: Kruger Vietnam (KVN)

Representative: Mr Nguyen Thanh Toan

Figure 1.1: Head office of Kruger Vietnam company

Source: Company Website

Line of business: Producing and processing ventilation equipment; exercising the

right to export and import exhaust fans and accessories; Repairing machinery and equipment

Main activities KVN: importing components and equipment from Kruger

Ventilation Industries Pte Ltd, assembling them into finished products, then selling

them directly to construction projects within the territory of Vietnam, without intermediaries or agents

Address: The company's head office is at Lot A7.2-4, Road C2, Thanh Thanh

Cong Industrial Park, An Hoa Ward, Trang Bang Town, Tay Ninh Province, Vietnam

In addition, the company also has representative offices in provinces such as Ho Chi Minh City, Hanoi, and Da Nang

Company's logo:

Figure 1.2: Logo of Kruger Vietnam Ventilation Industry Co., Ltd

Source: Company Website

Mission and vision

Vision: Kruger's will be an Asia regional ventilators supplier acknowledged as an

innovative leader by our customers, workers, and shareholders, adopting an unwavering focus on producing value and a commitment to Total Excellence for our customers

Mission: Kruger's is dedicated to arranging our strengths and resources via

cooperation with honesty, effort, and adaptability to achieve Total Excellence

History of formation and development

Established in Singapore in 1985, Kruger Ventilation Group is a full subsidiary of Soler & Palau Ventilation Group, headquartered in Spain Kruger is a leading provider

of energy-efficient ventilation solutions for residential and commercial buildings and industrial and infrastructure applications Currently, Kruger has established 18

business units in the Asia Pacific Region Kruger Vietnam is one of Solar & Palau

Ventilation Group's subsidiaries with 100% investment capital from Spain

Table 1.1: The milestones of the formation and development of

Kruger corporation and Kruger Vietnam

01/1985 The first Kruger was established in Singapore

05/1988 Entered into cooperation with Kruger Holding AG Switzerland

12/1988 Established Kruger Ventilation Company in Singapore

03/2003 Soler & Palau Ventilation Group acquires a 25% stake in Kruger Asia

Holding

08/2004 Expanding factories in many countries in the Asia Pacific region

12/2004 Established subsidiaries and manufacturing plants in 13 locations across

the Asia Pacific Region

01/2005 Established Kruger Research Group with Asia's First AMCA Certified

Laboratory

01/2006 Kruger Corporation officially opened a representative office and business

in the Vietnam market 3/2007 Soler & Palau Ventilation Group acquired a 25% stake in Kruger Asia

Holding, raising its stake to 50%

11/2009 Soler & Palau Ventilation Group acquires Kruger Asia Holdings as a full

subsidiary

12/2009 Kruger Vietnam Ventilation Industry Co., Ltd was established with a

factory in Trang Bang town, ay Ninh province

08/2015 Established a new headquarters in Bangkok, with an investment capital of

50 million USD

Source: Company Website

1.2 Product lines of the company Kruger Vietnam

Currently, Kruger Vietnam company is trading and producing many specific fan

lines as follows:

Table 1.2: Typical fan lines at KVN, illustrations, and applications

Axial Fans

Commercial and industrial applications require a large volume of air at moderate

Domestic

Fans

Enhance your home's indoor air quality and durability by swiftly expelling impurities and excess moisture that can cause health problems, mold development, and structural damage

Mixed Flow

Fans

Appropriate for ventilation and smoke spill applications

Agriculture Fans

Warehouses, industrial, green, commercial, and agricultural areas are suitable

Source: Company Website

1.3 Company organization chart

Figure 1.3: Organization chart of the company Kruger Vietnam

Source: Compiled by the author

The company's organizational structure included:

- Director manager

- Vice director

- Plant Manager

The whole factory is divided into two different blocks: office blocks and production

blocks All blocks are under the main management and administration of the plant

manager

The office block includes the Human Resources Department, Production

Department, Operation Department, Accounting Department, Sales Department, and

Operation Department

The production block includes 3 Assembly workshops and 1 Packing Workshop

CHAPTER 2: LITERATURE REVIEW 2.1 Some basic concepts of quality

2.1.1 The concept of quality

Quality is a familiar and commonly used concept in all areas of human activities However, quality is also a complex category of much controversy and disagreement There are many different concepts and definitions, depending on the object of use and the time and approach for quality

As a customer, a product is considered quality when it meets a need (Juran, 2003) This is the definition used throughout his career, emphasizing the characteristics of the

"Output" product of a production process and a service Feigenbaum (2005) states,

"Quality is when using a product or service, meeting customer expectations." To put it simply, quality is a basic term that reflects how well a customer's needs are met with a product or service A product or service can be considered low quality if it does not satisfy the customer's needs Determining the quality of a product or service involves a lot of objective and subjective customer reasons (Hoyle, 2007)

There are many concepts and definitions of quality, but the ultimate goal is to create quality products and meet the requirements of consumers

2.1.2 The concept of quality control

The ISO 9001:2015 version also defines quality control as a part of quality management focusing on fulfilling quality requirements In order to control quality, it

is necessary to control all factors that directly affect the quality process to prevent the production of defective products

Quality control is a process by which a business needs to develop a solution to ensure that product quality is maintained or improved To do that requires the

company to create an environment where management and employees have a high sense of quality assurance In addition, quality control ensures that the manufactured product meets the specified specifications and characteristics The ultimate goal is to identify errors and take timely corrective actions to help businesses better meet the needs of customers and consumers

 Quality control process:

1 Determine the quantity to be controlled

2 Measurement setup

3 Set quality goals

4 Measure real value

5 Compare and find the deviation

6 Correction for deviation

2.2 Some statistical process control (SPC) tools

2.2.1 Flowchart

 Concepts

The flow chart is one of 7 quality control tools used to identify error areas to find the cause and focus resources to improve that area The flowchart also provides an overview of the manufacturing and service delivery processes and identifies areas for improvement

- Identify the problem area/stage for zoning and analysis

- Identify potentially affected areas/stages, then focus resources on handling and minimizing the negative effects of problems or errors

 Steps to Build a Flowchart

Step 1: Define the start and end of the process

Step 2: Identify the steps in the process (activity, decision, input, output)

Step 3: Set up a flow chart

Step 4: Review the flowchart, verify, and improve the flowchart based on the review

Step 5: Record the date of making the flowchart for future reference and use

2.2.2 Cause – Effect Diagram

 Concepts

The cause-and-effect diagram, also known as the fishbone diagram, was introduced

by Mr Kaoru Ishikawa in the 1960s According to Jayswal et al (2011), fishbone diagrams represent key issues in a process A cause-and-effect diagram is a method to determine the cause of poor-quality goods This tool helps to optimally detect the causes of failures, which are related to certain phenomena, quality characteristics, and

defects, and helps us understand the overall relationship systematically

 Effects

Used to list and analyze cause-and-effect relationships, specifying causes, order of causes to be dealt with first, and order of work to be carried out to maintain process stability and improve the process

Besides, the cause-and-effect diagram also helps to find the root cause of the problem, thereby combining it with several other tools to come up with solutions to overcome and improve the problem

 How to build a cause-and-effect diagram?

Step 1: Identify the issues that need to be analyzed to find the root cause

Step 2: Write the characteristics to be analyzed on the right and draw arrows from left to right

Step 3: Identify the main causes (level 1) Usually, people divide into four main causes (Man, Machinery, Materials, Methods), and can add the following causes: Measure, Environment Then plot the main causes on the chart

Step 4: Identify all possible causes of the problem (sub-cause) and display them with arrows (sub-branch) connected to the main cause

Step 5: After sketching the cause-and-effect diagram, it is necessary to discuss it with the relevant departments and departments to ensure that any factors likely to cause errors are not omitted

Step 6: Complete the chart

Step 7: Evaluate and select the root causes and develop specific plans to fix the error

Figure 2.1: Fishbone diagram

Source: Compiled by the author

2.2.3 Pareto chart

 Concepts

According to Magar and Shinde (2014), Italian economist Vilfredo Pareto states that about 80% of the effects are due to 20% of the causes in many events This is called the 80/20 rule or Pareto's law

Then Joseph M.Juran put the 80/20 principle into quality Mr Joseph pointed out that 80% of quality loss comes from 20% of causes The numbers 80 and 20 are not completely understood as 80 and 20, and it's just a pair of numbers that represent what Juran means by focusing on "Vital - the vital few" (between 20%) to take measures to reduce errors and improve the most important issues

addition, the chart also shows the results of quality improvement activities after implementing improvement activities

 Basic steps to set up Pareto chart

Step 1: Determine how to categorize and collect data

Step 2: Conduct data collection

Step 3: Sort the data in order from largest to smallest

Step 4: Calculate frequency and cumulative frequency

Step 5: Draw a Pareto chart

Step 6: Identify the most important items for improvement (according to the 80:20 rule and the break point principle)

be classified into meaningful groups The data classification makes it easy for the analyst to get a preliminary understanding of the relevance and dispersion of the data for further analysis

 Steps to build check sheets:

Step 1: Determine the goal of the test sheet

Step 2: Determine the method of data collection

Step 3: Design a form to record data

Step 4: Test the form by collecting and recording data

Step 5: Review and modify the form if necessary

2.3 Some methods applied in the process of finding the cause of the error

2.3.1 Delphi method

 Concepts

This is a method of gathering the opinions of a group of experts on a particular issue This traditional Delphi method was developed by Dalkey & Helmer (1963) To save time and money, Murry and Hammons (1995) developed the modified Delphi approach, which uses a structured questionnaire to assist specialists in focusing on the subject (Min, 2015) Although this is the opinion of a group of experts, it is conducted anonymously, meaning that the experts know each other but not each other's answers, and the opinions obtained are kept completely confidential This is different from other methods, such as group discussion and brainstorming, so they will not be influenced

by each other and have more accuracy and objectivity It's objective was to group decision-making by gaining consensus but without face-to-face interaction (Dalkey & Helmer, 1963, p63)

 Benefits

The anonymous interview will help experts give more accurate and objective

answers without affecting each other

Can get opinions from a group of experts from different geographical locations Find group consensus

The results can be described statistically

 Steps to implement the Delphi method

Step 1: Define requirements for expert groups The experts selected for the interview must be experienced experts in the area being interviewed, know and can

answer interview questions because their answers are very important Step 2: Clearly define the problem to be solved

Step 3: Build a questionnaire and send it to experts Depending on the complexity of the problem presented, the interview process can take 2-3 rounds

Step 4: Analyze the answers and devise plans for future risks and opportunities for the given problem

2.3.2 AHP method

 Concepts

The Analytic Hierarchy Process method (AHP) is a multi-objective making method proposed by Saaty (1980) This is a quantitative method and is commonly used when it is necessary to evaluate many options based on many different criteria to choose the best option Over the decades, the AHP hierarchical method has constantly been evolving to apply in many fields This method helps implementers choose the most suitable option based on identifying and hierarchizing the effects and impacts on a problem to be solved, helping reduce risks when making implementation decisions

decision- Applications

Currently, the AHP method is applied across the fields of economics, science, and technology, society, health, agriculture, forestry, etc The following are some of the current popular applications of the AHP method:

According to Min and Melachrinoudis (1999), AHP distribution will be applied in two main groups: Locating a warehouse and multiple warehouses

Besides, AHP is also applied in quality management (Nguyen Thi Anh Van et al., 2022)

CHAPTER 3: ANALYSIS OF THE CURRENT SITUATION OF QUALITY

CONTROL OF TDA FANS AT KRUGER VIETNAM FACTORY

3.1 Overview of TDA - Direct-driven tube axial fan

3.1.1 Application

TDA fan series is known by another name, axial fan, and is widely used in

manufacturing plants, high-rise buildings, and basements; this is considered one of the

fan lines with ventilation uses The main operation is to draw air and blow out parallel

to the fan shaft Depending on the purpose, scope, and area of use, axial fans are

designed specifically to serve customers' needs At Kruger Vietnam, axial fans are

divided into two types:

 Direct axial fan: this is the type of fan that uses the propeller attached directly to

the motor

 Indirect axial fan: this is a type of fan that rotates thanks to the transmission

from the belt at the motor to the propeller indirectly

Figure 3.1: Illustration of the TDA fan series

Source: Company Website

The function of the axial fan is quite diverse, which can be mentioned as follows:

Axial fans are installed in workshops to serve the needs of air cooling, heat

dissipation, ventilation, and factory cooling Besides, it also converts harmful air into

clean air to bring a healthy environment

In the factories, this fan will help dispel the heat caused by the heat dissipation of

the machines; the wind obtained from the fan will ease the discomfort and help the

production workers feel comfortable roof and cool during work

This fan will solve the sultry, uncomfortable sitting in greenhouses, offices, and

classrooms to help ventilate, creating a new and pleasant feeling

For TAD Series fans - Direct driven Tube Axial Fan is used in commercial and

industrial applications where large amounts of air need to be filtered but at moderate

pressure and used at C/2 hours

3.1.2 Structure

Figure 3.2: TDA fan components indicated

Source: Company Website

A TDA fan will be composed of the following main parts:

Protection Net (1), impeller (2), Motor Support (3), motor (4), Tube Casing (5), View Port (6), Motor Base Reinforce (7), Motor Base (8), Mounting Feet ( 9), Hanger (10), Terminal Box (11)

3.2 Quality control of input materials at IQC department

Incoming quality control is one of the most important stages in ensuring the quality

of the output product because once the raw materials are not of good quality, the enterprise has to spend a lot of money in the later stages High costs for substandard products lead to failure to meet customer needs

At Kruger Vietnam, the process of controlling input materials (tole, motor, blade, screw, etc.) is also focused and is done through the process below:

Figure 3.3: The process of checking the quality of input materials

Source: QC Department

Establish input standards, including technical requirements on drawings of materials and customer standards, and this setting occurs when working with the supplier, agreeing before making a decision purchase For materials related to color or difficult

to determine the quality visually, a Master sample or a Limit Sample must be set

After the inspection standard has been established, the QC staff continues to check the attached documents before checking the quality of the raw materials At this step, the QC department staff will check the appearance, measure the dimensions, and check the documents related to the quality of delivery, such as: checking the supplier's products (inspection report before stocking the finished product/ supplier's delivery, Q_test results report), documents, if required by KVN to be attached, are not available

or are not correct, the shipment will be considered as not meeting the input factors and will be required to return the goods, not accepted take care of delivery (pay supplier)

Next, check the quality of raw materials before stocking after fully checking the supplier's attached documents This will include the following tasks:

QC staff based on inspection standards, Master samples, test limit samples, and input material results If passed, it will be stamped or confirmed by QC on the label of the raw material In case of doubt about the report on the composition of the material compared to the order requirement, the sample will be cut and sent to Q_test ingredient

When raw materials are defective due to the supplier, the QC department will issue a ―Nonconforming Product Report‖ (NCR) for short, purchasing department works with the supplier to take remedial measures (return or request a refund) and request a discount on the material downgrade for components with lower requirements If the shipment contains NG products, the purchasing manager or quality manager will base it on the AQL inspection standard table and make the final decision

At the end of the inspection, the QC department will sign the confirmation to the department in charge on the available report form, then transfer it to the superior for review and approval If the product is not qualified, follow the nonconforming

product control procedure and return it to the supplier If successful, the staff member

in charge of transferring the report to the storekeeper and entering the warehouse

The storekeeper based on the Purchase Order (PO) and the invoice checks the number of materials, updates the actual quantity on the Warehouse Receipt Note, then asks the delivery staff to sign and receive at the same time as the receipt supplier inventory If the quantity is not enough, ask to return the goods to the supplier

After checking the number of materials and completing the delivery and receipt procedures, the warehouse will be imported, where the warehouse keeper will import and store the warehouse according to the management process of importing, storing, and exporting

Next is the quality statistics of input materials; every day, the assigned QC department staff is responsible for making statistics on the quality of input materials when recording in the error statistics table of input materials a month Finally, the records will be saved every day after completing the jobs; the QC and purchasing staff will store the records in the File in the department

3.2.1 Tole quality check at the factory

To produce complete fans, promote all uses, and meet customers' needs, the most important thing is that the quality of input materials must be guaranteed, meeting the strict factory standards For industrial fans in general and TDA fans in particular, tole is a material that accounts for the majority of the total material of the whole fan Therefore, the factory's input quality control (IQC) department plays an undeniably important role Each imported batch of tole will include many different types, sizes, and functions, and they will be used to produce components to serve the assembly process of finished products behind, so the quality inspection quantity is necessary If the enterprise does not comply with the input quality inspection principles or ignores them, it will have to pay a huge cost due to the lack of raw materials to produce components, leading to failure to meet the delivery time requirements Losing customers' trust since then takes a lot of money and time to fix At KVN, the process

of checking the input quality of tole lots will be carried out in 4 areas as follows:

 Tole reception area

After receiving the tole from the supplier, the warehouse department will receive the order and perform its duty to put it in the waiting area for inspection, where the order will be placed on wooden pallets and waiting for the order to be placed The warehouse department counts the actual quantity received against the previously placed order Next, the warehouse staff will report to the superior for approval before the IQC department checks the input criteria The purchasing department will contact the supplier to resolve this

 Tole quality inspection area

Next, when sufficient parts are reached, IQC will conduct a quality check of the tole through the appearance, size, and necessary specifications

- Appearance: after receiving the tole from the warehouse, IQC will conduct a visual inspection of the color, scratch, and rust of the tole The IQC department will conduct sampling and quality checks using the Acceptance Quality Limit (AQL) method

- Regarding the sampling procedure, the sampling plan will be followed as follows:

Table 3.1:Tole sampling plan table

42001 to 800000 55 1 2

Source: QC Department

In there:

Ac: Acceptance number

Re: Rejection number

AQL: Acceptance Quality Limit

Lot size: means the same product was received in the same period

Here IQC will conduct sampling Samples will be taken randomly and strictly follow the sampling plan table Samples taken randomly will be compared with the standard samples stored by IQC from previously obtained samples Specifically, for a tole order with a quantity of 2 to 10 samples, IQC will take out two samples to check

If there is one defective sample, the entire tole shipment will be recorded by IQC and asked to return the goods provided The same goes for orders from 11 to 42.000 units But from orders from 42001 to 800000 samples, randomly pick up from 45-55 samples; if 1 of the above samples is defective, the order is still accepted; from 2 or more defective samples will proceed to make a record and return it to the supplier And so, for orders over 800001 samples, 70 samples will be randomly removed; if the number of defective samples is less than or equal to 2, the shipment will be accepted Conversely, if the number of defects after inspection exceeds 2, the IQC department will make a record and return it to the supplier

The samples taken will be tested for the following criteria:

Table 3.2: Input Tole Quality Control Process

Product/Stage

Quality control process Test

Criteria/Requi rement

Control standards Test method

No rust, no deformation

No deep scratches on the workpiece, no roller lines, and no black spots

Size According to the order

size

Ruler/roll ruler

- Inox Thickness,

length, width Specifications As in Mill Test,

Certificate of Origin, Certificate of Quality

View vendor analytics certifications

Source: IQC Division

If the criteria of appearance and size have been met, the IQC department will check technical parameters such as the Milk test, Certificate of Origin (CO), and Certificate

of Quality (CQ), JIS G3302 through the certificates Certification from the supplier without direct testing at the factory; if the tole batch has all the documents and meets

all the requirements for size and appearance, IQC will make a receipt of the goods and deliver them to the employee warehouse staff to conduct storage

 Warehouse and storage area tole

When storing, the tole must be placed on a pallet and a wooden pallet about 50cm above the ground to avoid the situation of the tole being wet, water movement leading

to rust, and unsatisfactory quality when put into production convenient for forklifts to take tole for production In addition, the tole will be firmly braced with steel straps to protect the tole from being moved and, at the same time, ensure the safety of workers

to avoid the tole from falling when using a forklift to move or serve other people manufacture

Figure 3.4: Tole is placed on a pallet and secured with a steel belt

Source: QC Department

3.2.2 Check motor quality at the factory

For a fan to operate to its full potential, the fan motor is one of the main factors determining the product's quality At KVN, the Motor quality inspection process is carried out as follows:

After the receiving department has fully checked the correct quantity and the right type, based on the order through the documents from the supplier, the IQC department will conduct the inspection and evaluate the product's quality

Figure 3.5: Motor before quality check

Source: QC department

First, IQC will check the motor of the motor with a bond IQC will evaluate and continue to check other details if the motor is not cracked or deformed If the motor is deformed or cracked, IQC will make a record, mark it as faulty and report it to the superior for handling

Next, IQC will check if the Motor's Nameplate is blurred, dented, or scratched If the Name plate is scratched or dented, leading to missing information about the motor displayed on the Nameplate, or the information on the Nameplate is blurry and not printed enough, making it difficult to check the quality of the motor's parameters, IQC will proceed to make a compilation copy, mark the motor as defective, and submit to the superiors to solve it with three suggestions: rework, discard, and return to the supplier

Figure 3.6: Standard Name Plate of Motor

Source: QC department

After checking the Nameplate, IQC checks to see if the impeller slot is covered with paint to prevent rust, has the terminal hole (tap, key), and has anti-rust oil for the shaft?, if IQC detects it If it is painted or not lubricated with anti-rust oil, a report will

be made and submitted to the superior to request the parts behind to be coated and oiled to prevent rust during storage and to ensure that it is put into production as well

as finished products without loss of quality and at the same time send the product inspection report back to the supplier

Finally, IQC will rely on orders and documents from suppliers to check whether the motor has the correct paint color as in the order IQC will rely on this information to check and evaluate the cement plating, color, gloss, and evenness of paint through visualization Regulation of motor paint color is as follows: Mtr Class F (Green paint) and Mtr Class H (Red paint) to meet customer requirements; if the Motor test is incorrect with the ordered paint color, IQC will also proceed Make a record of sending to the superior to reject the order, return the goods, and ask the supplier to repaint according to the order

Due to the location of the KVN factory close to the Motor suppliers, the quality control of the specifications at the factory is not applied IQC only sees the test parameters from the documents that have been checked by the manufacturer supplied with the order If there are sufficient documents for each motor and meet all the requirements for the bond, IQC will conduct the assessment and warehouse record and return it to the supplier

Figure 3.7: Motor in stock after quality inspection from IQC department

Source: QC department

After entering the warehouse, the motors will be placed on pallets and pasted with

QR codes to distinguish the model of each type of motor so that when assembled, employees will easily find the location and model of the appropriate motor with fan series with different parameter requirements In addition, the QR code also helps the quality staff know the quality inspection staff, the date and time of the warehouse, and suggests the appropriate time to check and maintain the motor

3.3 Quality control in production and assembly areas

3.3.1 Semi-finished production area

 Check the quality of the axial fan Tube-Casing

Figure 3.8: Tube Casing finished product

Source: QC Department