Enhance The Quality Of Printing Goods From Framas Vietnam's Printing Supplier A Case Of Spray Paint Type.pdf

MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION GRADUATION THESIS INDUSTRIAL MANAGEMENT ENHANCE THE QUALITY OF PRINTING GOODS FROM FRAMAS VIETN

Reason for choosing the topic

Vietnam's deep integration into the global economy has attracted significant foreign direct investment since joining key economic organizations such as ASEAN in

1995 and APEC in 1998 Despite this, challenges remain in labor skills and product quality, necessitating increased investment in quality management As highlighted by

Le Van Hoc and colleagues (2023), neighboring countries like Malaysia and Singapore are also prioritizing product quality to enhance competitiveness Similarly, Pham Quan

Vu Anh (2023) notes that Vietnam ranks second globally in footwear leather exports, with the industry playing a significant role in the country's GDP Many footwear enterprises in Vietnam have decades of experience and are committed to improving product quality Framas, a major force in the leather footwear market, was founded in Binh Duong, Vietnam, in 2000 The company is German in origin Framas is dedicated to enhancing product quality even in the face of catering to exacting customers like Adidas and Nike Sports shoe bottoms come in a variety of sizes, colors, and styles among their wide range of products To stand out and attract more clients, Framas should leverage advanced paint products, enhancing its unique selling proposition Maintaining top-notch paint quality is crucial for Framas to retain its competitive edge and enhance customer satisfaction

Nestled in the supply chain of well-known footwear companies like Puma and Adidas (Customer), Framas (T2) is caught up in a complicated dynamic where these brands have the authority to choose the Printing suppliers (T3) Regretfully, Framas is unable to select its own supplier because the customers have the power in this matter Nevertheless, the supplier's current performance is not sufficient In this complex arrangement, Framas supplies unfinished goods to the Printing suppliers, who then apply printing and return the finished goods so Framas may distribute them to their clients Framas and the supplier engage in a two-way transaction In order to guarantee the intended result, Framas is therefore forced to regulate the process's quality Framas does not have its own quality control procedures for suppliers; instead, it is dependent on the standards set by the customers Even if the Printing supplier is selected by

2 customers, Framas is still directly impacted by any performance issues It is therefore imperative to improve the working relationship with the Printing suppliers

After getting the chance to work as a QA intern at Framas and learning about the manufacturing process and printing product manufacture, the author recognizes the importance of maintaining high product quality to stand out in the market and attract more customers, then decided to delve into the topic of "Improving the Quality of Printing Goods from the Printing Supplier of Framas Vietnam Co., LTD: A Case Study of Spray Paint Type" This research aims to address the critical need for effective quality control at the Printing supplier, as this aspect is outsourced by Framas, thereby directly impacting the overall quality of its products.

Research objectives

To analyze the current state of Spray Paint goods supplied by Framas’ Printing supplier, the collaboration between Framas and Printing suppliers, with the aim of identifying areas for improvement and enhancing organizational performance

Introduce and assess the process between Framas and its printing suppliers for printing products, focusing on the case of Spray Paint printing type

Provide an overview of the current status of printing products, then identify and analyze any existing quality issues in the Spray Paint goods supplied by Framas’ Printing supplier

Propose feasible solutions and strategies to address the identified quality issues and improve the overall quality of Spray Paint goods, also the efficiency of Framas Vietnam’s Printing suppliers.

Research subject and scope

Research subject: Quality of Spray Paint goods from printing supplier of Framas Vietnam Co., Ltd

Research scope: During October to December 2023, the thesis’ focus was on the Spray Paint production line at Framas Vietnam Co., Ltd, in conjunction with their Printing suppliers.

Research methods

Initial research: Conduct observations to understand various factors related to the production process within the factory, such as human resources, machinery, equipment, and raw materials Observation helps provide a more comprehensive and accurate insight into the actual issues existing in the production process Through observation, ask interview questions to management, workers, and employees in the factory to obtain specific and accurate information

Statistical Method: Through the observation process, measure, record statistical data, and analyze the data collected by individuals Use this information to evaluate the quality control activities in the Spray Paint production line.

Structure of the graduation thesis

The thesis is divided into the following 4 chapters:

Chapter 1: Overview of Framas Vietnam Co., Ltd

Chapter 3: The current status of printing goods from Framas Vietnam’s Printing supplier

Chapter 4: Propose solutions to improve quality for Printing goods from Framas Vietnam’s Printing supplier

OVERVIEW OF FRAMAS VIETNAM CO., LTD

Introduction about Framas Vietnam Co., Ltd

1.1.1 General introduction to the company

Company Name: Framas Vietnam Company Limited (FVN)

International Name: Framas Vietnam Company LTD

Established in 2000 and operation started on September 23, 2001

Factory address: No 9, Street No 12, Song Than II Industrial Park, Di An Town, Binh Duong Province

Total factory area: over 14,000 m 2 , including Main shopfloor, Office area, Mold shopfloor, Staff cafeteria, Staff training room, Dormitory for experts, Warehouse Charter capital: 1.8 million USD

Current investment capital: 6 million USD

Main products: Sport shoes, Shoes bottoms and plastic components

Figure 1 1 Framas Vietnam Company LTD

1.1.2 History of formation and development of the Framas Vietnam

In 2001, the factory embarked on its production journey with a workforce of 200 employees and 30 plastic injection machines This marked the initial steps toward manufacturing excellence

By 2004, the factory had achieved a significant milestone by obtaining ISO:14000 certification, signifying its commitment to environmental standards and sustainable practices

2006 witnessed further expansion as the factory enlarged its physical footprint, establishing additional mold workshops to enhance production capabilities

2008 was a pivotal year The factory scaled up operations, employing over 600 employees and operating 100 plastic injection machines Additionally, it secured ISO:9001 certification, emphasizing quality management

In 2010, there were changes in the board of directors, reflecting shifts in leadership and strategic direction

2011 saw continued growth, with investments in infrastructure and office facilities, ensuring a conducive work environment

2013 marked a technological leap The factory invested in 7 CNC machines for the mold workshop, streamlining precision manufacturing processes

Fast-forward to 2017, where the factory prioritized efficiency It now boasts a workforce of 700 employees, 16 CNC machines, 121 plastic injection machines, and

7 plastic injection machines equipped with self-picking robots These advancements aimed to propel production to new heights

In 2021, the factory underwent significant transformations It refurbished its production office and expanded capacity by acquiring new plastic injection machines The total machine count reached 164, with 33 machines equipped with robots - a remarkable 20% of the total These upgrades positioned the factory for continued success and innovation

1.1.3 Vision and mission of the company

Figure 1 2 Vision of Framas Vietnam Company LTD

Figure 1.3 Mission statement of Framas Vietnam Co., Ltd

Source: Framas.com With its efforts, Framas Vietnam Co., Ltd is gaining a certain foothold in the plastic and plastic injection molding industry after more than 20 years of manufacturing

7 operations in Vietnam The market share is expanding, and its business scale is getting stronger In other ways, the position in the market is also strengthened to a certain extent 1.1.4 Fields of operation

Framas Vietnam specializes in producing shoes bottoms for many well-known shoes’ brands across the globe The primary products offered here are the newest styles available, and in Framas, the production is based on orders of customers Framas is not only mentioned by customers because the company’s products consistently meet the strict requirements of its partners, but also undergo continuous improvement The Framas team is always searching for novel concepts for soccer shoes, a spike in sole adhesion technology for tracking shoes or unique ideas for running shoes, etc With the purpose of creating comfortable feeling for users so that they have more motivation and confidence to do what they need when they put on the shoes The right shoes can empower you, boost your stride, and set the tone for whatever lies ahead

Not only shoes bottoms, FVN also launches unique accessories to for shoes as well as make "unique-cool" shoes that customers own

Framas’ products adhere to standardized models in terms of shape, size, and color These models serve as benchmarks for evaluating product quality and are recognized by major shoes corporations worldwide, as well as by many shoe sewing companies 1.1.5 Main products and customers of the company

Framas’ unwavering commitment to product quality has gained the trust and preference of famous shoes brands such as Adidas, Puma, and New Balance, etc These industry giants consistently choose Framas’ products for their reliability and excellence

Currently, the company focuses on four core product categories: Heel Counters, Outsoles, Insoles, and Accessories - all meticulously crafted to meet the exact standards set by the above-mentioned brands

Figure 1.7 Organization chart of Framas Vietnam Co., Ltd

Source: The HR Department Main function of departments

Sales department: Handle tasks such as quoting and negotiating with customers, establishing payment and delivery terms, creating detailed daily and weekly production plans, and transmitting essential information to related departments Their work ensures smooth operations and timely deliveries in accordance with agreements

Human Resource & Administration department: The responsibilities encompassed by the organization of personnel, labor management, reward systems, regulatory inspection, occupational safety, workplace hygiene, administrative management, healthcare, propaganda for competition, commendations, disciplinary actions, international relations, document management, reception services, and information synthesis, performance of other tasks assigned by the BODs

Finance Department: In compliance with state regulations and the company's financial management regulations, accurately and fully record all economic and financial operations Verify the legitimacy and reasonableness of all documents Complete accounting procedures before submitting them to the BODs for approval

Quality Management QA QC Lab

Assist specialized departments in carrying out advance, refund, and other financial procedures in accordance with financial management regulations Analyze accounting information upon request from company executives Completely plan, monitor, and collect customer debts Ensure that the company's capital is used efficiently Prepare and submit financial statements on time, accurately and correctly to competent agencies in compliance with the State's prescribed regime

Quality management department: Support the BODs to manage and develop a Quality management system, direct activities to comply with all safety standards, conduct trial production audits to prepare for new products, coordinate with technical departments to conduct re-inspection of production stages, finished products, be a window to communicate with the outside about quality issues, represent the company before certification bodies, external assessment, organize activities to improve quality

Technical department: Advising the company's BODs in production planning, arranging appropriate human resources to ensure the company's plans and goals by month/quarter/year Effectively exploit and operate the company's technological lines towards product quality that meets customer requirements and saves materials

The Development Department is responsible for business strategy and execution, revenue management, debt management for customers, creating contracts for purchases and sales, handling customer handovers, and marketing and customer service

Enterprises use plastic injection technology to create products Plastic injection molding is the main processing method used to produce plastic parts The plastic injection molding process requires plastic injection machines, raw materials and molds There are two basic machine models in the factory: vertical and horizontal:

Each type of product will have a specific mold that defines the shape of the product and comes in various sizes Therefore, for each type of product, there are corresponding molds Customized molds play an important role in shaping and producing different product variants

Source: Compiled by author The raw material required for production is plastic Raw plastic will initially have to be quality tested and processed through many stages before officially put into production

Figure 1.10 Raw materials for production

Source: Color & Material Department The basic injection process is described through four main steps:

 Step 1: The raw material is heated to the proper melting temperature by an injection machine

 Step 2: Using the screw system of the injection machine, the molten plastic is pushed with high pressure into the closed mold

 Step 3: Cool down the mold so that the plastic inside turns to solid state

 Step 4: Open the mold to take the product out

Figure 1.11 Plastic injection machine model

Introduction about Printing products and Printing suppliers of the

1.2.1 Printing suppliers of Framas Vietnam

There are several Printing suppliers of Framas but currently, the three suppliers with the highest level of engagement and the largest share of product output are Jaan Yih Group (JY), Dai Loi Gia and Pai Fung Consequently, the thesis will focus on the case study of these three suppliers These collaborations are built on trust, reliability, and shared goals Our suppliers are carefully selected based on their expertise, technological capabilities, and commitment to sustainability

Figure 1.12 Product quantity between Printing suppliers and Framas in 2023

Source: Compiled by author Table 1.1 Product quantity between Printing suppliers and Framas in 2023

Printing supplier Sum of Incoming Quantity (prs)

Source: The Quality Management Department 1.2.2 Overall of the Production process for Printing goods at Framas a Definition of Printing goods

Printing goods refer to items adorned with decorative effects applied onto the surface of the outsole according to customer specifications These effects could include various decorative finishes, textures, patterns, or designs that enhance the appearance of the product The process involves applying specialized coatings and inks onto the surface of the outsole to achieve the desired decorative effect

Additionally, printing goods may encompass items that require specific effects or colors desired by the customer but cannot be achieved directly on the outsole material provided by the Framas (e.g., plastics or other materials) In such cases, the printing process becomes essential to fulfill the customer's requirements These effects may involve unique colors, metallic finishes, textures, or other specialized effects that the material cannot inherently provide Printing suppliers employ various printing techniques and processes to meet these customized demands, offering a range of options to achieve the desired effects based on the type of printing applied b Production process for Printing goods at Framas

Figure 1.13 Production process for Printing goods

In the initial phase of production resource preparation, raw materials like plastic and injection molds are required The preparation of plastic materials will be the responsibility of the Color and Material (C&M) department At the beginning of each production shift, C&M workers will receive information about the plastic materials required for that shift Then, they will prepare the plastic and verify its properties such as mixing percentages, weight, and color according to the requirements of the corresponding product code The raw materials used for the injection molding process include base materials (plastic) and additives (colorants) After selecting the type, quantity, and ratio of materials to meet production requirements, these materials will be thoroughly mixed, color-treated, and dried before being fed into the hopper of the plastic molding machine For plastic injection molding, managing the moisture content and dryness of the materials is crucial to ensure that they meet the required standards for the finished product to achieve quality

The mold preparation process falls under the responsibility of the technical workers within the production department When a new product code is introduced, the technical workers carry out mold cleaning, inspecting the length and surface of the mold cavity, and then install the mold into the plastic injection molding machine For sole molds, each product code may have various sizes, so separate molds for the sole will be designed accordingly

In the next stage, sample products are manufactured for the QC team to inspect and compare with the requirements and product samples provided by the customer Compared to the customer's specified requirements, the inspection process will include checking dimensions (length, width), color, logo, and examining each detail

If the sample product meets quality standards, the QC team will approve it for sending to the printing supplier However, if the sample product does not meet the standards, the mold, machine parameters, plastic materials, and production process will be rechecked, and the production will be repeated accordingly

Sample unfinished goods will be sent to the printing supplier for printing After the printing process, the products will be returned to Framas for further quality inspection If the finished products after printing meet quality standards, QC will

17 approve mass production and retain a sample for comparison and reference during production However, if the finished products do not meet the standards, they will either be reworked at the Printing supplier or designated as scrap

Unfinished goods will be sent to the printing supplier for mass-production printing This process will adhere to the printing SOP approved by Framas Development team The products will be returned to Framas for quality inspection If the quality is good, the products will be packed and sent to the customer However, if the products do not meet the quality standards, they will be returned to the printing supplier for rework This process ensures that only the highest quality products are dispatched to customers, maintaining Framas' reputation and trust in the market

Depending on the desired effects, decoration styles, and colors preferred by customers, there are various printing techniques that can be employed Below are 4 printing types that usually applied for Framas’ products

This type is often used for simple decoration After treating and heating to strengthen the bonding between print layer and part, an air gun is used to spray ink to the objects (plastic parts) This spraying create ink layers and based on the kind of decoration and color as well as specific requirements, the spraying time has to be adjusted

Figure 1.13 Example of Spray Paint printing type

A special film, which is made in advance, is put to float in water For normal film, it needs to be sprayed by the activator beforehand; For laser film, it can be put directly into water and wait for film expansion (120-150 second) The printing object is dipped gradually into the film surface from up to down gradually to prevent breakage or air bubble

Figure 1.14 Example of Cupic dipping printing type

The silicate pieces (SiO2) will be used as main elements in this process After SiO2 and other chemicals pass through electricity, it produces rainbow color with a light – refractive oxide on the object

Figure 1.15 Example of Optical Electroplating printing type

 Faux Chrome (Fake Anodizing/Electroplating)

After treating and heating to strengthen the bonding between print layer and part, an air gun is used to spray ink to the objects (plastic parts) This kind of spraying is created by the combination of silver layer and ink layers which are based on specific requirements

Figure 1.16 Example of Faux Chrome printing type

LITERATURE OVERVIEW

Basis concept of quality

Freund, R A (1985) defined Quality broadly as the degree to which a product or service meets specified requirements and satisfies customer expectations This definition encompasses various dimensions, including reliability, durability, efficiency, effectiveness, safety, usability, functionality, and aesthetics The concept of quality is a multifaceted and dynamic construct that varies depending on the perspective of organizations or individuals Different definitions of quality may be suitable in one context but not applicable in another, highlighting the diverse nature of quality concepts across different fields and eras Several widely recognized and popular concepts of quality have been proposed by prominent quality experts and organizations: This definition underscores the importance of meeting customer requirements efficiently and economically

Hoyle, D (2017) stated that quality in ISO 9000 as "the degree to which a set of inherent characteristics of a product fulfill requirements and satisfy customer needs by improving the product and making it free of any deficiencies or defects." ISO's definition emphasizes the conformance to requirements and customer satisfaction aspects of quality In Vietnam, according to ISO 9000:2015, quality is defined as "the degree to which a set of inherent characteristics of a product, system, or process meets the requirements of customers and other interested parties." This definition aligns with ISO's definition and emphasizes the importance of meeting stakeholder needs and expectations.

Supplier Quality Management

Supplier Quality Management (SQM) is a critical component of overall quality management systems, particularly in manufacturing and service industries where the quality of raw materials and components directly impacts the final product or service delivered to customers This section provides an overview of SQM practices, their significance, and key methodologies (Sang Chin, K., Yeung, I and Fai Pun, K, 2006)

According to Hsiao & Cuihong Li (2018), Buyers can manage the quality of products sourced from suppliers through three primary methods: direct investment in the supplier to enhance their processes or products, incentivizing the supplier to improve quality indirectly, and inspecting incoming units to ensure quality before they proceed to subsequent stages This study examines how buyers utilize these three approaches— investment, incentives, and inspection—to manage the quality of sourced products The relationship between the buyer's direct investment efforts and the supplier's quality- improvement efforts can vary They might be complementary, substitutable, or additive in their effects on quality improvement When the buyer and supplier decide on their efforts simultaneously and contract internal-failure events, three strategic approaches emerge: the investment-based strategy, focusing on the buyer’s direct investment in quality improvement, is most effective when the efforts of the buyer and supplier are strongly substitutable; the inspection-based strategy, emphasizing the inspection of incoming units, is suitable when the efforts are strongly complementary; and the integrative strategy, utilizing all three methods (investment, incentives, and inspection), is optimal when the efforts are additive If the buyer can commit to their investment efforts, the inspection-based strategy where both parties might default on their efforts can be replaced by a collaboration-based strategy, encouraging high efforts from both parties to improve quality Additionally, contracting based on external failures, along with internal failures, maintains this strategic pattern However, combining this with buyer-effort commitment can achieve the most optimal results

According to the study of Salimian, H., Rashidirad, M., & Soltani, E (2021), Supplier quality management is essential for ensuring the reliability, consistency, and conformity of materials and components sourced from external suppliers By establishing stringent quality standards and processes for supplier selection, evaluation, and monitoring, organizations can mitigate the risk of receiving defective or substandard inputs, thereby safeguarding the quality and integrity of their products or services:

Supplier Selection and Evaluation: Effective supplier selection involves identifying and vetting potential suppliers based on various criteria such as product quality, delivery reliability, pricing, financial stability, and responsiveness to customer needs Supplier evaluation techniques, including audits, quality assessments, and

23 performance scorecards, help organizations assess the capabilities and suitability of potential suppliers and make informed decisions regarding supplier partnerships

Supplier Development programs are proactive initiatives aimed at enhancing the capabilities and performance of selected suppliers These programs involve collaboration between organizations and their suppliers to address areas of improvement and drive continuous quality improvement throughout the supply chain Activities within supplier development programs may include training, resource provision, sharing best practices, implementing process improvements, and fostering innovation

Collaborative Quality Improvement initiatives involve joint efforts between organizations and their suppliers to identify and resolve quality issues, enhance product quality, and drive sustainable improvements in supply chain performance Techniques such as quality circles, joint problem-solving teams, and continuous improvement workshops facilitate open communication, knowledge sharing, and mutual problem- solving, fostering a culture of continuous learning and improvement.

Some Quality control tools

Ensmenger, N (2016) defined Flowcharts are graphical representations of processes or workflows, utilizing various shapes and symbols to depict the sequence of steps involved and the flow of control This tool serves as a valuable aid in visualizing and understanding complex processes across diverse domains, from manufacturing and project management to software development and business operations

According to Harriger, A., & Serrano, M (2014), Flowchart creation typically involves a series of steps, including determining the type of flowchart needed, collecting relevant information about the process, and using standardized symbols to depict the flow of activities This systematic approach ensures clarity and accuracy in representing complex processes, enabling stakeholders to make informed decisions and drive continuous improvement Creating a flowchart involves the following steps:

 Step 1: Identify the specific flowcharts required by the business

 Step 2: Gather essential information to understand the flowchart's functionality

 Step 3: Utilize appropriate symbols to construct the process flowchart

Figure 2.1 Some symbols used in flowcharts

Source: zenflowchart.com 2.3.2 Pareto chart

The Pareto chart, named after the Italian economist Vilfredo Pareto, is a powerful quality management tool used to prioritize issues or problems based on their significance It combines both qualitative and quantitative data to identify the most significant factors contributing to a particular outcome or situation The Pareto principle, also known as the 80/20 rule, suggests that roughly 80% of effects come from 20% of causes, emphasizing the importance of focusing efforts on addressing the most critical issues (Alkiayat et al 2021)

According to Smith (2018), the Pareto chart is widely utilized in various industries, including manufacturing, healthcare, and project management, to analyze and prioritize factors affecting performance or quality By visually representing the frequency or impact of different factors in descending order, the Pareto chart enables stakeholders to allocate resources effectively and address the most influential issues first

Alkiayat (2018) also mentioned that creating a Pareto chart involves several steps:

 Step 1: Establish the method for data categorization and collection

 Step 2: Perform the data collection process

 Step 3: Arrange the data in descending order of magnitude

 Step 4: Compute the frequency and cumulative frequency

 Step 6: Identify priority areas for improvement based on the 80:20 rule and the breakpoint principal component of quality management and problem-solving methodologies

Figure 2.2 Example of Pareto chart

Source: monday.com 2.3.3 Check sheet

According to Magar, V M., & Shinde, V B (2014), The check sheet, also known as a tally sheet or frequency distribution table, is a fundamental quality management tool utilized to systematically collect and organize data It provides a structured format for recording observations or occurrences, enabling stakeholders to analyze patterns, trends, and frequencies The check sheet is widely employed across various industries and applications, including manufacturing, healthcare, and service sectors, to facilitate data-driven decision-making and process improvement initiatives Steps for constructing check sheets:

 Step 1: Define the objective of the check sheet

 Step 2: Specify the data collection approach

 Step 3: Develop a format for data recording

 Step 4: Validate the form through data collection and recording

 Step 5: Evaluate and adjust the form as needed

Figure 2.3 Example of Check sheet

Source: techqualitypedia.com 2.3.4 Fishbone chart (Ishikawa chart)

Ilie, G., & Ciocoiu, C N (2010) stated that the Ishikawa diagram, commonly referred to as the Fishbone diagram, was conceptualized by Professor Kaoru Ishikawa of Tokyo University in 1943 It serves as a potent tool for delineating the causes of quality variations and facilitating open discussions and process analysis across various contexts This graphical method, reminiscent of a fishbone, draws upon statistical principles to gather data for targeted analysis aimed at problem-solving or process improvement

As highlighted by Coccia, M (2018),its fundamental nature enables individuals with limited statistical expertise to effectively utilize it for addressing a wide array of quality-related issues The four primary categories of causes include:

 Human factors: Encompassing causes stemming from human actions, such as communication effectiveness, task comprehension, employee participation, experience, and training

 Machinery and equipment: Encompassing causes related to machinery, tools, installation equipment, and computers, including their correct usage, safety, compliance with requirements, and reliability

 Materials: Encompassing issues pertaining to materials, raw materials, consumer goods, and finished products, such as quality, quantity, resistance to external factors, and durability

 Methods: Investigating causes associated with work methods, including the reasonableness of work processes, organization of coordination processes, and communication among employees and departments

Figure 2.4 Example of Fishbone chart

Coccia, M (2018) also mentioned that the process for creating a Fishbone chart involves the following steps:

Initially, pinpoint the issue and its underlying cause with precision Utilize the 5W method (What, Who, When, Where, How) to thoroughly document the problem Subsequently, depict the problem at the top left or right corner of the page, accompanied by a long arrow directing towards it This forms the central axis of the fishbone diagram, with the "problem" section serving as the head of the fish

Step 2: Identification of Primary Influencing Factors

Identify the key categories of causes that could contribute to the problem Draw branch arrows extending from the central axis, with each arrow representing a major cause This section of the diagram constitutes the "fishbone branches"

Step 3: Identification of Secondary Causes

For each group of causes, draw smaller arrows pointing towards them These secondary causes further elucidate the factors potentially leading to the problem If additional sub-causes exist, continue to draw smaller branches pointing towards the secondary causes

Once the fishbone diagram is comprehensive, containing all potential causes, proceed to analyze it Management teams and employees can collaboratively examine each group of causes and devise timely corrective actions It is beneficial to prioritize the groups of causes by assigning them numerical identifiers

Harbaoui Dridi et al (2021) defined that Control chart is a map for observing changes in a process The results of the control chart graph can identify whether the process is running well or not Control charts have the characteristic of determining whether a process is good or not, namely by determining a pair of control limits, the data collected will find trends in actual operating conditions (Ivanto, 2012)

Figure 2.5 Example of control chart

Histograms are a tool for identifying differences It looks like a bar chart showing a table of data organized by size It is used to describe populations and variables that form data to reveal variations in products (Y Li et al, 2019)

Figure 2.6 Example of Histogram chart

A scatter diagram is a useful tool for explaining whether there is a relationship between two variables, and whether the relationship is positive or negative (Ivanto, 2012)

Figure 2.7 Example of Scatter chart

Some methodology used in the thesis

Kitamura, K (2021) stated that the Horenso method, originating from Japan, is a communication and teamwork approach based on three key principles:

Hokoku (Report): Workers are encouraged to promptly report any problems that arise instead of keeping them to themselves This transparency facilitates timely investigation and resolution

Renraku (Contact): Effective communication is crucial Relevant parties, such as supervisors or coordinators, should be contacted to share information and seek advice Consulting with others helps prevent rushed decisions and promotes collaboration

Sodan (Discuss): Following reporting and contacting, engaging in discussion with colleagues or superiors is essential This step ensures a comprehensive understanding of the problem and facilitates joint problem-solving

Figure 2.8 Illustration of Horenso method

Source: growmind.vn The importance of Horenso:

Bernhauerova, M (2013) defined that in Japanese culture, the Horenso method is deeply ingrained Reporting, contacting, and discussing are considered fundamental steps for effective teamwork and problem-solving Avoiding Quick Fixes: Unlike the American tendency to independently fix problems, Horenso emphasizes collaboration Quick fixes may mask underlying issues, making it harder to identify root causes Applicability Beyond Factory Workers: While vital for factory workers dealing with machinery, Horenso is equally relevant for engineers and managers working with Japanese counterparts Reporting, contacting, and consulting help bridge cultural gaps and lead to better solutions

According to Krajnc, M (2012), the 8D model, initially developed for the automotive industry, has found application in various sectors including healthcare, retail, finance, government, and manufacturing It serves as a structured problem- solving approach aimed at identifying, correcting, and eliminating recurring issues to enhance product and process quality The methodology consists of eight stages, with an additional planning stage added later:

Plan (D0): Establish a plan for problem-solving and identify prerequisites

Use a team (D1): Form a team comprising individuals with relevant product/process knowledge

Define and describe the problem (D2): Specify the problem by answering questions related to who, what, where, when, why, how, and how many (5W2H)

Develop interim containment plan; implement and verify interim actions (D3): Implement containment actions to isolate the problem from customers and verify their effectiveness

Determine, identify, and verify root causes and escape points (D4): Identify all potential causes and reasons why the problem occurred, using methods such as the 5 Whys and cause-and-effect diagrams

Choose and verify permanent corrections (PCs) for problem/nonconformity (D5): Select corrective measures and ensure their effectiveness through preproduction programs

Implement and validate corrective actions (D6): Implement the chosen corrective actions and confirm their efficacy

Take preventive measures (D7): Modify management systems, operational practices, and procedures to prevent recurrence of the problem

Congratulate your team (D8): Recognize the collective efforts of the team and express gratitude on behalf of the organization

THE CURRENT STATUS OF PRINTING GOODS FROM FRAMAS VIETNAM’S PRINTING SUPPLIER

Current impact of Printing supplier performance on Framas

In 2023, the collaboration between Framas and its printing suppliers witnessed significant impact, with the quality of decoration goods being a pivotal concern As Framas continues to uphold its commitment to delivering high-quality products to its customers, the performance of its printing suppliers plays a crucial role in achieving this objective Throughout the year, the partnership faced challenges in maintaining consistent product quality, with notable fluctuations observed in the percentage of defective and acceptable goods received from the Printing suppliers These fluctuations have prompted a comprehensive assessment of the current status of decoration goods provided by the Printing suppliers of Framas, with a specific focus on identifying prevalent quality issues and their implications for product integrity and customer satisfaction

Figure 3.1 Defect and good ratio of Printing goods of Framas in 2023

Table 3.1 Quantity of incoming goods from Printing suppliers of Framas in 2023

Printing Defect Qty Good ratio Defect ratio

Source: The Quality Management Department

Considering the information above, it becomes apparent that all three Printing suppliers exhibit relatively high defect ratios (16%) This trend raises concerns regarding the effectiveness of quality control processes or potential issues in product manufacturing Despite variations in defect ratios, none of the suppliers meet the desired standard of consistently producing defect-free goods This data suggests that there may be systemic issues within the suppliers' production processes contributing to the prevalence of defects

Defect quantity and ratio of current printing types:

Figure 3.2 Defect quantity & ratio of current printing types in 2023

Table 3.2 Defect quantity & ratio of current printing types in 2023 (Unit: pcs)

No Printing type Incoming Qty Defect Qty Defect ratio

Source: The Quality Management Department

Based on the analysis charts, Spray Paint emerges as the most frequently used among Framas' printing types, with a quantity of 1,778,900 out of a total of 5,019,900 pieces, following are Faux Chrome (1,501,020 pieces), Water Transfer (1,028,736 pieces), and Optical Electroplating (700,944 pieces) Among the four primary printing types at Framas, Spray Paint not only has the largest volume but also the highest defect rate, accounting for 19% of defects In fact, Spray Paint alone is responsible for nearly half of all defects recorded in 2023, totaling 327,008 of 812,116 defective pieces

Due to resource constraints and the focused scope of this thesis, the analysis will concentrate on the Spray Paint type This decision underscores the importance of addressing issues related to Spray Paint as a priority for quality enhancement measures Thus, this thesis aims to conduct a thorough analysis of Spray Paint, proposing strategies to improve its quality and minimize defects

Figure 3.3 Claim cost from Oct – Dec 2023 (Customer to Framas)

Source: Compiled by author Table 3.3 Claim cost from Oct – Dec 2023 (Customer to Framas)

Source: The Quality Management Department

The variance from the printing budget: $1000 standard threshold is notable, with claim costs consistently exceeding this benchmark Specifically, in October, the claim cost surpassed the threshold by $2,396 ($4,396/$2000), followed by a substantial

37 deviation of $4,541($6,541/$2000) in November While December saw a slightly reduced discrepancy, the claim cost still exceeded the standard by

$1,309($3,309/$2000) This consistent deviation underscores the critical need for improvement in managing claim costs within the acceptable threshold

Claim costs include line stoppage, shoe remaking, shoe air freight, output loss, and labor cost remaking With the production situation in the last three months of 2023, although not peak months and with few orders, goods still encounter errors and generate significant costs for Framas The total costs that Framas has to bear over the three months are $4,396, $6,541, and $3,309 respectively These fees will be deducted from the payment at the end of the month or converted into corresponding raw materials for deduction flexibly according to the agreement of both parties The situation where goods encounter problems causing deductions from Framas every month leads to financial losses and reduces credibility in customer's evaluation rounds Additionally, resolving all related procedures regarding deductions also takes time, affecting the schedules and resources of both Framas and customer Therefore, controlling the rate of defective goods that incur related costs should be considered, and measures to limit them should be implemented

The reasons for deductions due to line stoppage and shoe air freight are caused by goods encountering scheduling issues at the Printing supplier, forcing delays in ETD with Customer Once line stoppage and delay in air freight occur, Framas will directly bear responsibility for the delayed ETD confirmed delivery This fee will increase proportionally with the number of days of delay in ETD For deductions due to shoe remaking and output loss, these are costs incurred to produce finished shoe products affected by Framas' materials This type of fee often takes a long time to negotiate compensation between the two parties As for the remaining deduction type (labor cost remaking), this is the cost Framas has to pay for workers to remake goods, even having to work overtime if necessary

Roles and responsibilities of Framas and Printing supplier

3.2.1 Collaboration process for Printing goods

Below is the figure of Collaboration process for printing goods between Framas and Printing supplier:

Figure 3.4 Collaboration process for printing goods between Framas and Printing supplier Source: The Quality Management Department

Introduction: Upon receiving an order from Framas, the Printing supplier promptly confirms the Estimated Time of Delivery (ETD) Preparations then commence for the printing process The process for applying Spray Paint involves a series of methodical steps, starting with the initial cleaning and treatment of the outsole This is followed by a phase of heating and drying to prepare the surface for printing The actual spraying of the paint is then executed, succeeded by another round of heating, and drying to ensure the paint is properly set After the painting stages are complete, the QC team inspect the finished products to ensure they meet the standards A detailed discussion on how quality issues between the Printing supplier and Framas are addressed will be further elaborated below

In the collaboration between Framas and the Printing suppliers, each party holds distinct responsibilities that contribute to the successful execution of the whole process: a From Framas

When a new order is initiated, Framas sends the order details to the Printing supplier, which includes specifications such as tooling number, printing type, color description, quantity, and the requested time of delivery (RTD), along with the semi- finished goods Based on the Estimated Time of Delivery (ETD) feedback from the Printing supplier, Framas evaluates its alignment with the ETD requirements from Tier

1 or from customers, and subsequently confirms the ETD with Printing supplier

Framas also plays an active role in providing feedback to their Printing suppliers This involves continuous communication to address any issues or concerns that may arise during the process Framas acts as a connector between the customer's expectations and the printing supplier's capabilities, ensuring that all parties remain aligned with project timelines and objectives:

Situation 1: Delay in ETD at Printing Supplier: In this situation, if there is a delay in ETD and the goods are pending at the Printing supplier without being dispatched on time, Framas will directly engage with the supplier to explore potential solutions, negotiate alternative delivery timelines, or prioritize the order to mitigate the impact of the delay Additionally, Framas may initiate discussions with Tier 1 or the customer to

40 apprise them of the situation and discuss any necessary adjustments to accommodate the delay This highlights Framas' approach to address operational challenges and uphold delivery commitments to stakeholders

Situation 2: Quality Issues Detected from Framas’ QC Inspection: In this scenario, if the finished printing goods delivered to Framas are detected to have quality issues during the inspection, Framas must make critical decisions Framas assesses whether the detected issues are reworkable If feasible, the products undergo rework processes at Framas and are subsequently repacked and shipped to Tier 1 However, if the defects are considered irreversible at Framas, the company promptly informs the Printing supplier Framas provides detailed feedback on the defects and request supplier to implement corrective actions Subsequently, Framas coordinates the prioritization of the affected order and returns the semi-finished goods to the supplier for reprocessing if the defective items are deemed scrap

This underscores Framas' commitment to maintaining quality standards, addressing defects promptly, and ensuring seamless coordination with suppliers to uphold supply chain efficiency and customer satisfaction b From Printing Supplier

Confirmation of ETD and Production Process: Upon receiving order information from Framas, the Printing supplier leverages this data along with their production capacity to confirm the ETD with Framas Subsequently, they proceed with the spraying paint process for the respective order

Following the completion of the paint spraying process, the finished products undergo QC inspection If the products meet the quality standards, they are packaged and shipped to Framas as per the agreed-upon timeline However, if any quality issues are detected during the QC inspection, the Printing supplier categorizes the products into two scenarios: those that can be reworked and those that cannot:

Reworkable Products: For products that can undergo rework, the Printing supplier first assesses the completion timeline in comparison to the ETD If the rework can be completed within the specified timeline, there is no need to notify Framas The reworked

41 products are then packaged and shipped to Framas according to the agreed ETD However, if the rework progress is unlikely to meet the ETD, the Printing supplier promptly informs Framas to request acceptance of the delayed shipment and propose further action

Non-Reworkable Products: In the case of products that cannot undergo rework, the Printing supplier promptly notifies Framas to provide an update on the situation and discuss potential solutions to address the quality issues

This delineation of the Printing supplier's responsibilities underscores their crucial role in adhering to production timelines, maintaining product quality, and facilitating effective communication with Framas to address any issues that may arise during the production process

3.2.3 Communication and coordination between Framas and Printing suppliers

From the processes and roles of the two parties mentioned above, the author summarizes the key points and the current situation of the communication issue between Framas and the printing supplier as follows:

In the current collaboration between Framas and the printing supplier, communication and coordination primarily rely on email exchanges However, this mode of communication presents notable limitations due to the absence of designated representatives for escalation purposes within the printing supplier's organization Unlike Framas, where specific departments such as PPIC, DEV and QA serve as main points of contact with specific person in charge, the printing supplier utilizes a single email address for all communications This structure poses significant challenges for Framas when addressing urgent matters or escalating issues With no clear hierarchy or designated contacts, it becomes difficult to ensure timely responses or direct communication with the appropriate individuals within the printing supplier's organization

Although there are established procedures in place for confirming ETD and reporting quality issues, there are lingering concerns regarding the effectiveness of communication between Framas and the printing supplier In practice, the printing

42 supplier's frequency of ETD checks is notably infrequent, which results in a lack of timely updates on delivery schedules Even when ETD is confirmed, instances of delayed and missed ETD persist, indicating a breakdown in communication This inconsistency in information flow undermines the ability to maintain synchronization throughout the production and delivery process

Figure 3.5 Delay quantity from Printing supplier in 2023

Figure 3.6 Delay frequency of Printing supplier in 2023

Source: The Quality Management Department

Table 3.4 Delay quantity and delay days from Printing supplier of Framas in 2023

Source: The Quality Management Department

Current status of quality of Spray Paint goods from Framas Vietnam’s

3.4.1 Common errors of Spray Paint goods

Figure 3.7 Actual production situation of Spray Paint products from October –

Table 3.6 Actual production situation of Spray Paint products from October -

Spray Paint type Production Qty Good Qty Defect Qty Defect ratio

Observing the table above, it is noticeable that the number of orders shows a decreasing trend during the final months of the year The error rates for the months of October, November, and December are 17,25%, 18,62%, and 19,86%, respectively Among them, December has the highest error rate with a quantity of 12,467 pieces With the production volume of 62,775 pieces, October also records the lowest error rate at 17.25%

Table 3.7 summarizes the quantity of causes leading to defective products in Decem 2023 for Spray Paint products:

Table 3.7 Table Spray paint goods errors in December 2023 (Unit: pcs)

Error code Name of error Basic cause Defect

- Poor quality of print chemicals

- Inadequate assurance in the print color mixing process

- Unclean containers and mixing tools

- Uneven painting operation by workers on the surface of the outsole

- The print chemical is contaminated during the printing process

- The outsole surface is not thoroughly cleaned before printing

- The working environment is not clean

- The print layer does not have enough drying time

- The print chemical is not suitable for the type of outsole material

- The outsole’s whole surface is not covered in print

- The air gun is defective

- The print is not yet dry

- Exposure to temperatures that are too high

- Inadequate outsole surface preparation prior to printing

- Outsole surface is not sanded thoroughly

- Workers have not been instructed

- Incorrect positioning of adhesive during application

Sr Scratch Worker's operation involves collision, causing scratches on the product 125 1.00%

Source: The Quality Management Department

Currently at Framas, there are numerous defects in the produced items, with the total number of specific defects varying according to each type of paint Each type of paint has its own specific defects, as well as some common defects across different types of paint Specifically for Spray Paint, there are typically 8 main defects along with minor, insignificant defects To understand the scrap status of this type of paint, the author collected data on the quantity and frequency of common defects in the production line According to the statistical table above, the top 3 errors are Color variation, Dirty, and Peel off, with significantly higher error rates compared to the remaining errors, all consistently above 22% These errors often cause delays in Estimated Time of Delivery (ETD) but effective mitigation measures have not been identified The error rates decrease gradually for Missing print, Shiny, Poor print, etc Overall, there is a significant discrepancy in the proportion of errors, especially with the Spray paint type

3.4.2 Use statistical tools to assess the current status of quality of Spray Paint goods

Based on Table 3.7 regarding the statistical quantity of defective products in December 2023, the author proceeded to draw a Pareto chart to identify the main errors that significantly contribute to the high error rate for Spray Paint products

Figure 3.8 Pareto chart illustrates the error ratio of Spray Paint products

From the statistical figures 4.1, we can easily observe that the highest error rate occurred in December After synthesizing the data on errors in November and applying Paret chart and the 80:20 principle, we initially identified the top 3 most frequent errors: Color variation, Dirty, and Peel off The highest error rate is Color variation, with a quantity of up to 3,212 pcs, accounting for 25.76% of errors The second most frequent error is Dirty with 3,063 defective products and a rate of 50,33% Finally, there is the error of Peel off, with a quantity of 2,829 defective products, accounting for a rate of 10.6% of the total defects for the month These errors account for 73.2% of the total error quantity in Spray Paint products, making them the most significant source of waste and requiring attention to improve quality control

The Color variation refers to a product's color's irregularity or departure from the expected or typical shade It has a major effect on the product's overall quality, brand perception, and visual attractiveness The causes of this error include four factors:

Human factor: Uneven printing operations, characterized by inconsistent spraying or application of print chemicals on surfaces, can lead to color variation This inconsistency often results in areas with uneven color distribution, with some parts

50 appearing darker or lighter than others, or even lacking in color entirely Such discrepancies directly affect the final color outcome, undermining product quality and consistency Additionally, the failure to adequately clean and maintain equipment, including mixing tools and containers, before use can also exacerbate color variation issues Residual paint or contaminants lingering in these tools from previous uses can mix with the new batch, altering its color and introducing inconsistencies in the final product

Environment factor: Fluctuations in natural temperature can significantly impact the color of the print surface Variations in temperature can cause the surface material to expand or contract, leading to changes in its texture or absorption properties This, in turn, affects how the paint adheres to the surface and how it appears once dried For instance, higher temperatures may accelerate the drying process, resulting in color inconsistencies due to uneven absorption or adhesion of the paint Conversely, lower temperatures may prolong drying times, potentially leading to issues such as color bleeding or smudging Therefore, controlling environmental conditions, such as maintaining stable temperatures within the printing area, becomes crucial to minimizing color variation and ensuring consistent print quality

Material factor: If the print chemicals or pigments are of inferior quality, they may not produce consistent colors when applied Factors such as incorrect pigment composition, impurities, or degradation of the chemicals can lead to color distortion or inconsistency in the final product As a result, the printed surface may exhibit variations in color, impacting the overall quality and aesthetics of the product

Method factor: Inaccuracies or errors in following the prescribed color formula during the mixing process can contribute to color variation This deviation may occur due to various factors such as human error, incorrect measurements, or misinterpretation of instructions For instance, incorrect proportions of colorants or additives can lead to deviations from the intended color, resulting in inconsistencies in the final product Additionally, mixing different batches of paint using slightly different formulas can also lead to variations in color

Human factor: Inadequate cleaning of the outsole surface before initiating production can lead to the accumulation of dirt, dust, or other contaminants This can adversely affect the quality of the final product, resulting in visible imperfections or inconsistencies If dirt or debris remains on the surface, it can interfere with subsequent processes such as painting or printing, leading to variations in color or texture Employees responsible for surface preparation may overlook the importance of thorough cleaning or lack proper training in effective cleaning techniques

Environment factor: The presence of dust and dirt in the production area and irregular cleaning routines Dust accumulation in the manufacturing environment can easily contaminate outsole surfaces during production, leading to visible defects in the final product This is often exacerbated by inadequate ventilation or poor environmental controls which allow dust and debris to settle Additionally, inconsistent cleaning practices contribute significantly to this issue Without a stringent and regular cleaning schedule, dust and dirt build-up is not adequately managed, further risking contamination and inconsistency in product quality

Material factor: Dust and impurities present in print chemicals can significantly contribute to the "Dirty" issue This could occur due to inadequate storage of paint materials, such as improper sealing of containers or lack of cleanliness in storage areas, allowing dust and impurities to contaminate the paint When these contaminants are introduced into the paint during mixing or application, they can cause visible defects in the final product, such as specks or streaks

Man factor: Not sanding the outsole surface thoroughly before painting contributes significantly to the "Peel off" problem Inadequate sanding of the outsole surface leads to a lack of texture and roughness necessary for proper paint adhesion Without sufficient abrasion, the surface remains smooth, reducing the paint's ability to adhere firmly As a result, the paint may peel off or detach from the surface over time, leading to defects in the final product This issue often stems from insufficient training

52 or oversight, as personnel may overlook the importance of thorough surface preparation before painting

Environment factor: Inappropriate temperature and humidity levels in the environment significantly impact the occurrence of the "Peel off" problem Extreme temperature or humidity conditions can affect the drying and curing process of the paint or adhesive used on the outsole surface If the environment is too humid, the paint may not dry properly, leading to inadequate adhesion and an increased risk of peeling Conversely, if the environment is too dry, the paint may dry too quickly, preventing proper bonding with the surface and resulting in potential peeling issues over time

PROPOSE SOLUTIONS TO IMPROVE QUALITY FOR PRINTING GOODS

General assessment of current status of printing goods quality and

Overall, the evaluation of Framas' Printing suppliers' operational efficiency and the quality of Spray Paint products reflects a dynamic and adaptable approach The process involves multiple quality control procedures and stages across various departments, all aimed at ensuring products meet the highest standards to fulfill customer requirements

Framas prioritizes customer satisfaction, consistently seeking feedback and adapting its operations to meet evolving customer needs By placing the customer at the center of its decision-making processes, Framas maintains strong relationships and sustains long-term business success

The workforce directly engaged in the production process demonstrates exemplary adherence to labor safety and hygiene regulations Their profound understanding of safety protocols coupled with extensive professional expertise enables them to execute their tasks with precision and confidence Moreover, their exceptional problem-solving skills contribute to the timely resolution of any issues that may arise during the production process, fostering a culture of continuous improvement and operational excellence

In addition to its strengths, there are still some drawbacks to the quality of printing goods from Framas’s Printing supplier Here are the limitations:

Lack of Communication Protocol: Currently, there is no established communication protocol or channel between Framas and the printing supplier when encountering issues Communication and coordination with suppliers prove to be inefficient, as there is no designated individual or department responsible for promptly addressing issues raised by Framas This absence of a structured communication

55 framework may lead to delays in problem resolution and hinder effective collaboration between the two parties

Absence of Compliance Monitoring: There are no concrete actions in place to monitor the compliance of the printing supplier with the Standard Operating Procedures (SOPs) Without proper mechanisms for oversight, there is a risk of deviation from established protocols, potentially compromising product quality and operational efficiency

Outstanding errors of Spray Paint products: When analyzing the fishbone diagrams, the author identified key factors that need improvement to reduce the defect rate on the Spray Paint products at the Printing supplier Additionally, the author consulted relevant department heads about the issues analyzed and how they conduct root cause analysis of defects Consequently, the author identified the top three most critical issues facing the supplier's factory These are the issues that need to be addressed to enhance the product quality of Spray Paint type specifically and other paint types generally The three issues to be resolved are as follows:

Regarding worker skills, the discrepancy between new and experienced workers significantly impacts product quality consistency Printing products, in particular, heavily relies on workers' techniques during operation Although suppliers conduct worker evaluations, these assessments often fail to accurately reflect actual production performance Hence, collaboration between both parties is essential to enhance workers' skills in the future This may involve targeted training programs, mentorship initiatives, or knowledge-sharing sessions aimed at bridging the skill gap and ensuring a more consistent level of quality across all workers

In terms of the environment, the uncontrolled production environment poses significant challenges, leading to material contamination, discoloration, and peeling issues Close monitoring of the post-painting product handling process is necessary to mitigate the impact of environmental factors on the final product Environmental conditions such as temperature, humidity, and cleanliness play a crucial role in the quality of painted products Without proper control of these factors, there is a heightened

56 risk of defects and product rejection, resulting in increased scrap rates and production inefficiencies

Regarding machinery, the supplier's equipment often experiences basic malfunctions that disrupt the production process and compromise product consistency Each machine's parameters are frequently adjusted based on production requirements, leading to challenges in setup and operational stability Even when parameters are correctly set, instability may occur during prolonged production runs, necessitating frequent adjustments and maintenance by managers As a result, significant time and resources are expended on ensuring machine stability, highlighting the need for improved machinery maintenance protocols and potentially, the investment in newer, more reliable equipment

Propose solutions

4.2.1 Assign communication and responsibility guidelines for Printing Goods between Framas and Printing suppliers a Basis for proposed solution

Currently, Framas expect the Printing supplier to deliver on time only parts, which match the confirmation sample and the discussed allowances Every delivery, the defect ratio must not exceed a ratio of 0.5% (5 pairs out of 1000 pairs) For each potential issue, framas expect a proactive communication by the printing supplier, support to solve the issue and avoid a risk and a solution for long-term improvement

Therefore, a comprehensive solution is proposed to address the problems related to poor communication and quality difficulties between Printing suppliers and Framas

By defining precise roles and creating open channels of communication, this system seeks to benefit all stakeholders involved in the printing goods supply process Delay orders are to be minimized and overall operational efficiency is to be improved by means of strong communication and responsibility

Based on scope of this research, the target in first 3 months 2024 would be:

- The average delay time per each order is reduced 50%, as meaning 5 days

- The average total defect ratio is reduced 50%, as meaning 9%

The author has created a communication guide for Framas and Printing suppliers based on the Horenso method When quality issues occur, the accountable party (Printing suppliers) is required to notify and inform the appropriate party (Framas) on a regular basis This promotes problem-solving conversations, boosts productivity, and prevents unnecessarily long delays or overlooked information

There are three steps in this method:

Step 1: Report on the issue

One of the most important aspects of the two sides' collaborative work is the proactive reporting of progress and encountered issues Additionally, this will raise the supplier's credibility and level of professionalism from Framas as well as customers.

The author creates a table outlining three levels of reporting timeframes, which include two columns: the level of the issue and the corresponding response time Using this table, the supplier will calculate the time for reporting to Framas according to the issue's severity:

Table 4.1 Level of reporting timeframe for Printing suppliers

Level of issue Report timeframe Description

Major Immediate Issues with are high risk, critical and need instant attention to prevent escalation

Moderate Within the Shift Issues that are significant but can be resolved withing the working shift

Minor With 8 hours Issues that are less urgent and can be addressed during the working day

Ensuring thorough and precise reporting is paramount for effective communication between Framas and its printing suppliers To facilitate this, the author recommends utilizing a structured reporting form that captures all necessary details related to the issue at hand By employing such a standardized reporting format, both parties can streamline the communication process, ensure that all relevant information is documented, and facilitate prompt resolution of any issues that arise

Figure 4.1 show the 8D Quality report form that the author suggest Printing suppliers to use At this step, suppliers just need to fill in information for below parts to collect issues:

Figure 4.1 Quality report form for Printing supplier

Source: The Quality Management Department Step 2: Contact to appropriate party (Framas)

For simple or urgent matters, Printing suppliers can directly contact Framas or use the telephone for communication, but they must subsequently record the content in an email for related department/person to be informed of new information Currently, Email remains the primary way of communication between Framas and Printing suppliers When strict timelines are necessary or communication needs to involve multiple individuals, email exchanges are preferred The author design a contact point and escalation path template for communication between both parties, Framas and Printing suppliers as table below:

Table 4.2 Contact point and escalation path template

[Tel] – [Email] 24 hrs To level 2

[Tel] – [Email] 48 hrs To level 3

[Tel] – [Email] 72 hrs To senior

Source: Compiled by author Implementation

Training and onboarding: Provide training and onboarding sessions to familiarize team members from both Framas and Printing suppliers with the new contact point and communication protocols

 For Framas team: Fill in [Tel] & [Email address] of person in charge

 For Printing suppliers: Since they operate with a single email address for the entire organization, it's sufficient to fill [Tel] in the contact form However, it's crucial for suppliers to specify the team members or roles responsible for monitoring and responding to these emails Incorporating unique signatures for each email aids in easy identification and ensures prompt handling of communications

Feedback Mechanism: To continuously evaluate the effectiveness of the contact point and adjust as needed based on user feedback

 Step 3: Discuss and take action

In Step 3 of the Horenso method, which focuses on discussing the issue to find a resolution, the author suggest applying the 5W1H method enhances the clarity and

61 effectiveness of the discussion between Framas and the printing supplier Here’s how 5W1H can be integrated:

Who: Clearly identify who is involved in the issue and who will be responsible for implementing solutions This helps in assigning clear roles and responsibilities

What: Specify what the issue is in clear, unambiguous terms This should be a concise description of the problem, focusing on the specific aspects that need addressing

When: Define when the issue was first noticed and the timeline for resolving it This is crucial for setting priorities and deadlines for corrective actions

Where: Determine where the issue is occurring within the operational processes or in the supply chain Pinpointing the location helps in understanding the context and potential impact on other areas

Why: Explore why the issue occurred This involves digging into the root causes rather than just the symptoms Understanding why something happened is key to preventing recurrence

How: Discuss how the issue can be resolved This should include potential solutions, resources needed, and the steps to implement these solutions effectively

Integrating the 5W1H method into the discussion phase ensures that all aspects of the issue are thoroughly examined and understood It fosters a comprehensive and structured dialogue that focuses on problem-solving and preventive measures

During the discussion phase between Framas and the Printing supplier, it's crucial to consider several key criteria:

For the Printing supplier: After thoroughly discussing the identified issue and proposing corrective and preventive actions to address it, it's imperative to ensure that these actions are accurately documented This documentation process involves recording all proposed actions within the designated sections of the Quality report form (as illustrated in Figure 4.1): By documenting these actions comprehensively, the Printing supplier provides a transparent overview of their proposed solutions to Framas, facilitating clarity and alignment between the two parties:

 D5+D6: Corrective action – implementation and validation

For Framas: Upon receiving and reviewing the proposed solutions from the Printing supplier, Framas must carefully evaluate the impact of the identified issue on their operations and customer commitments Based on this assessment, Framas may need to take proactive steps to mitigate any adverse effects caused by the issue For instance, in scenarios where orders face delays in ETD due to the identified issue, Framas may need to adjust the prioritization of orders, giving precedence to those requiring rework Additionally, Framas may need to engage with customers to seek approval for any necessary delivery delays resulting from the identified issue These proactive measures enable Framas to uphold their commitments to customers while collaboratively addressing issues with the Printing supplier c The prerequisite for Framas and printing supplier under the framework criteria about Quality, Delivery Time & Cost

The purpose: to ensure alignment and mutual understanding between Framas and the printing supplier regarding essential prerequisites By defining clear standards and expectations in these key areas, both parties can strive for excellence in their collaboration while minimizing misunderstandings and potential discrepancies This framework serves as a guiding principle for maintaining quality standards, meeting delivery deadlines, and optimizing costs, ultimately contributing to the overall success and efficiency of the partnership between Framas and the printing supplier

This framework will be printed out for all the Printing suppliers and Framas to sign in as a commitment when releasing new Printing project for new season (SS25, FW25…) Detailed framework in Appendix 1

Figure 4.2 Framas & Printing supplier framework criteria about Quality, Delivery

Source: Complied by author 4.3.2 Conduct Audit process at Printing suppliers’ factory a Basis for proposed solution

Effectiveness of Implemented Solutions

Beginning in January 2024, the above solution will be used to the printing supplier after receiving clearance from Framas' Board of Directors and Supplier, with positive outcomes

Figure 4.8 Delay frequency of Printing supplier in the first 3 months of 2024

According to the data result above, the Printing Supplier performed better in the first three months of 2024 compared to 2023 Compared to a 10-day delay in 2023, the average delay day is now 3 days, a 70% reduction

Delay frequency of Printing Supplier in first 3 months of 2024

Figure 4.9 Defect ratio of Spray Paint goods in the first 3 months of 2024

Source: Compiled by author Table 4.8 Defect ratio of Spray Paint goods in first 3 months of 2024

The defect ratio is also declining after the first three months of 2024; in comparison to 2023, the average of Apr 2024 shows the best outcome when the defect ratio is under 7%, or 62.2% lower

Defect Ratio of Spray Paint goods in first 3 months of 2024

Defect Ratio Linear (Defect Ratio)

Spray Paint Jan Mar Apr

In conclusion, the successful completion of this thesis owes much to the diligent research efforts of the author, as well as the invaluable support and cooperation received from the dedicated team at Framas Vietnam Throughout the duration of this project, particularly in the execution of the thesis entitled "Enhance the quality of Printing goods from Framas Vietnam's Printing supplier: A case of Spray Paint type," the author deeply acknowledges the unwavering commitment and collective endeavors of the leadership and staff at Framas Vietnam Their tireless efforts have been instrumental in not only mitigating wastage and addressing operational challenges but also in significantly enhancing the quality standards of our products, thereby ensuring the delivery of top-tier products to our esteemed clientele

It is imperative to underscore the paramount importance of quality control measures, both within the production processes and across the entire supply chain As evidenced by the interconnected nature of supply chains, any shortcomings, or lapses in quality at one stage can reverberate throughout subsequent stages, and indeed, across the entire chain Thus, the timely implementation of effective corrective actions and solutions is imperative to maximize the collective benefits accrued by all stakeholders involved

In essence, this thesis underscores the critical role played by robust quality control mechanisms in safeguarding the integrity of production processes and ensuring the delivery of superior products to our customers Through collaborative efforts and a steadfast commitment to excellence, we can navigate the complexities of the modern business landscape with confidence, knowing that we are equipped to overcome challenges and capitalize on opportunities for sustained growth and success

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1 Framas & Printing supplier framework criteria about Quality, Delivery Time & Cost

Source: The Quality Management Department