Staff Manager Plant Director

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BIÊN BẢN XEM XET LÃNH ĐẠO

MANAGEMENT REVIEW MINUTE

Date: 2021, Jan 05th

Management review minute Hyosung Quang Nam
 TÀI LIỆU XEM XÉT LÃNH ĐẠO
MANAGEMENT REVIEW DOCUMENT
o Times: Management review in 2020
o Date: 2021.01.05
o Reviewed content: Quality management system performance of TC plant inDec-2020

No Content Requirements need to be done PIC Remark

1. Management review meeting:
We made the management review for quality system and in that meeting we launched -Made the detail plan of performance the QA Manager
some contents as below: recommendation of top management HR & GA
o Implement and maintain ISO IATF 16949:2016, enhancing the employees competence - The related departments have to perform to All departments
via training programes. accordance with the plan of performance the
+ On 2020.01.06~07: Awareness training according to IATF 16949:2016 recommendation of top management.
+ On 2020.02.03~07: Establish the document
+ On 2020.02.18~19: Internal audit training, 43/43 staffs achieved certification auditor
+ On 2020.02.17~28: Certification audit by URS
o Customer Audit
+ On 2020.03.05~06: Continential conducted audit
o Hyosung Viet Nam Audit
+ On 2020.10.08~09: Viet Nam Plant conducted audit SSP - Dipping
o Internal & Process Audit
+ On 2020.02.20~21: Conducting Internal audit of 2020
+ On 2020.04.14~16: Conducting Process audit of 2020

Till end of 2020, total employee of HSQN is 401, increase 109 compare to 2019. This year, HR
also organize 7 training course for new 200 employee. After HR training, these new employee continue to be trained OJT
at department. Now, HSQN organize chart has change as below:
2. Changes in external and internal issues that are relevant to the quality
management system:
* Personal changes:
o On 01/2020, there is a change in top management senior manager of Quang Nam Tire Cord plant:
- Management senior manager , Mr. Bae Jin Han come back Hyosung Korea.
- Mr. Lee Eun Bae, will be in charge of this position
- All Depts conduct via ISO schedule All departments
- From 2020.02, ISO has been conducting internal audit to find out non-compliance during manufacturing process.

- From 2020.10, Hyosung Viet Nam Audit has been conducting to find out non-compliance during manufacturing process.

3. Information on the performance and effectiveness of the quality management

3.1 Customer satisfaction and feedback from relevant interested parties
o Although newly established factory which in the stage of installation and commissioning - Sale team have to make bussiness trip QA team
We also visited customer that we can know voice of customer then improve plan & conduct visit customers Sale team
our product and performance
- On 2020.06.05 QA manager visited INOUE customer
- On 2021.02 QA manager plan to visit DRC customer
o On 2020.03.05 ~ 06 our plant received continental customer visit All departments had well prepared All departments
- Visitor: Volker Rü schenbaum (CT / Germany Headquarter Supplier Assessment )

3.2 The extent to which quality objectives have been met: Monthly ISO section will gather KPI results from QA team
• KPI result in 2020 is as below table: all departments and make report
KPI Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Unit: each
Achieved target 49 45 58 51 55 69 53 51 64 53 54 58
Unachieved target 17 21 22 15 11 11 13 15 16 13 12 22
Unachieved (%) 26% 32% 28% 23% 17% 14% 20% 23% 20% 20% 18% 28%

The related department have to analyze the root cause & make corrective action for
KPI item which isnt’t achieved target.

o Control Cpk
- In 2020, result of spec Cpk as below table: - Production department has to make and follow up QA team

Cpk Class. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
PET 100.0% 66.7% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 93.3%
Yarn
NY 100.0% 100.0% 100.0% 100.0% - - 100.0% 66.7% 100.0% 100% 100.0% 100.0%
>1.33 PET 100.0% 91.7% 100.0% 100.0% 100.0% 100.0% 100.0% 87.5% 100.0% 83.3% 100.0% 100.0%
Dip
NY - - - - - - - 100.0% 100.0% 100.0% 100.0% 100.0%
Total 100.0% 86.1% 100.0% 100.0% 100.0% 100.0% 100.0% 84.7% 100.0% 94.4% 100.0% 97.7%
3.3 Process performance and conformity of products and services
- Yarn Production 2020 is as below table Production team
Class. Jan Feb Mar Apr May Jun Unit: tons

PET 252.88 240.25 242.39 236.96 163.86 263.83

Nylon 167.38 196.21 201.24 66.51 0.00 0.00

Total 420.26 436.46 443.63 303.47 163.86 263.83

Class. Jul Aug Sep Oct Nov Dec

PET 245.90 241.56 224.29 225.67 298.56 532.00

Nylon 58.13 198.88 246.53 238.15 214.74 291.83

Total 304.04 440.44 470.83 463.83 513.29 823.83

- Dip Production 2020 is as below table

Class. Jan Feb Mar Apr May Jun
PET 21 195.5 216.2 234.7 101.4 145.9

Nylon 1.5 0.1 3.5 9.9 3.6 1.2

Total 22.5 195.6 219.7 245 105 147.1

Class. Jul Aug Sep Oct Nov Dec

PET 69.3 31.8 63.3 185.6 218.5 337.1

Nylon 17.7 62.7 59.8 68.2 127.3 96.5

Total 87 94.5 123.1 253.8 345.8 433.6

3.3.1 Review of performance against maintenance objectives

1. MTTR Unit: Hour

- Maintenance dept has to make and follow up Maintenance
improvement plan

2. MTBF
3.4 Nonconformities and corrective action
• Most of departments were lately in response internal CARs on time. The content of
countermeasure is not good: reason of NC is not root cause, corrective and preventive
actions are generally mentioned.
• Our plant frequently visit customer to investigate problem & feedback problem
promptly. Besides, we also survey customer needs to improve and enhance customer satisfaction.

3.5 Monitoring and measurement result

- Beginning of each year, all departments always establish their objectives, build the methods
for monitoring, measuring. Then, they will conduct mornitoring & measuring periodically.
For unachieved items, they will have to analyse the root cause and make the corrective
action. Monthly, QA team will gather, make report and submit BOD.
3.5.1 Assessments of manufacturing feasibility:
Total Approval quantity implement till 2020 is 20 construction of 7 customers (Lab test 12, Roll Trial 3, Volume 5),
therein HK/Hungary & LLC Premiori constructions completed in 2020 but customer delayed feedback evaluation - Review approval progress and activities
results, so schedule to finish in Jan-2021, others schedule finish 2nd half of 2021. QA manager
3.6 Audit result
3.6.1 External audit (Third party)
On 2020.02.25~28, URS organization (third party) conducted surveillance audit to verify The related departments have to Related depts.
QMS of Tire Cord plant against IATF 16949:2016 requirements. maintain the corrective/preventive action
The below table is detail of this audit: fully.

Content Result Besides, check the effectiveness of

Audit type Surveillance the corrective/preventive action via QA/ISO
Date 2020.02.25~28 the internal audit times.
5 minor NCs
Purpose QMS
Auditor Mr. Choi Chun Seon

=>The related departments finished the corrective action for NCs which
found out by URS auditor during audit time. We checked the effectiveness of the
corrective action in internal audit program.
=> All NCs are closed on time
On 2020.03.22: Received certification for IATF 16949:2016
3.6.2 External audit (Second party)
o Customer Audit
+ On 2020.03.05~06: Continential conducted audit Quang Nam plant
+ Result: standard B (90%) with 3 findings => Finished correct action and send to customer
before deadline.
o Hyosung Viet Nam Audit
+ On 2020.10.08~09: Viet Nam Plant conducted audit SSP - Dipping of Quang Nam Plant
+ Result 55 findings => Finished correct action on 2020.10.22
=> For findings, the effectiveness of the corrective action will be check in internal audit program.
3.6.3 Internal audit
3.6.3.1 System audit
We conducted check the compliance of quality management system (QMS) internal audit -All departments have to implement All deparments
the detail of audit as below table: the corrective/preventive action effectively. QA/ISO
-Effectiveness of NCs corrective action shall be
Times Date Auditee Auditor check during the next audit
Construction, Dipping, SSP
1st 2020.02.20 Internal auditor
Spinning, TW, Utility
HR&GA, QA1, QA2, Export&Sales
2nd 2020.02.21 Internal auditor
Import, Warehouse, Technical, Purchasing
• Results
3.6.3.2 Process audit
In 2020, we conducted process audit, the detail of audit as below table: -All departments have to implement All MP
Times Date Auditee Auditor Result the corrective/preventive action effectively.
33 NCs - Check the CARs & OFIs through QA/ISO
1st 2020.02.20~21 Manufacturing processes, QA, Pur & Sale Internal auditor
28 OFI periodically internal audit: system audit

3.6.3.2 Dock audit

Monthly, QA department conducts dock audit for product before shipping to customer QA/ QA2
Item Item Feb May Aug Nov
'- Product audit plan to be based on risk (C&C
quantity, production quantity, preservation period,…)
Dipped Dipped Fabric PT-Elang PT-Elang Hankook Hankook
Fabric /Indonesia /Indonesia /Hungary /Hungary

Audit date Audit date 25-Feb 20-May 17-Aug 20-Nov

Result Result OK OK OK OK

3.7 The performance of external provider

Because of using the same supplier as others Tire cord plants in the corporation, we - Follow up the status of improving of Purchasing
set up a joint plan to evaluate suppliers to save time and costs. Below is the results of the supplier and re-check the corrective/ QA team
the suppliers' audit in 2020: preventive action in the next audit time

With findings, we requested the suppliers for improvement and we will re-checked
the corrective/preventive action in the next audit times.
4. The adequacy of resources;
o In 2020 we hired total: 401 employees and wokers and old employees transfer Nhon Trach plant
to Quả ng Nam Plant
HR & GA
Human Resource in 2020
Spinning
T&W
5% Dipping
18% QA
8% 1% Technical
1% 1% Maintainnence
0%
PS
9% Export
VAFF-1
25%
13% Maintainnence VAFF
0% PS_VAFF
Management
7% Finance
10%

- HR has continually hired more staff and workers to replace the resigned ones to ensure
the necessary personel required for safe and quality operation
o 2021 employment plan
- Conduct 2 large recruitment campaign HR & GA
per year
5. The effectiveness of actions taken to address risks and opportunities

During the Internal audit, we have review the effectiveness of actions taken to control risk identified in the Risk - Implement new taken actions as part of current
management files. management and training system.
o All previous taken actions are maintained.
o New actions are updated in risks management files due to C&C

- In other to reduce risk, all departments have analysis for any potential risk affecting products and make their C&C
reduction action plan in 2020.
-> The status, progress, and effectiveness of these actions shall be reported directly to Plant Director in the monthly C&C
meeting.

6. Opportunities for improvement

o In order to increase quality: - Make the detail plan of performance
- Need to make product with higher quality than before and periodically change (tighten) output standard of product the recommendation of top management
(product properties, appearance) based on:
① Increase VOC activitie to understand customer need,
② Compare our standard with competitors to understand advantages and disadvantages. Need to know standard
of competitors to establish our own rightly.

- Add more detail to make internal control plan for staff and worker to easily check and follow at production site

o In order to achieve C&C zero

- When making countermeasure, shall not settle with one answer/root cause and shall find more possible root cause
which cause NG products based on "5Why" method.
- In other to Zeroing C&C, all C&C zeroing activities shall be maintained and improved continously through PDCA and
pediocially C&C meeting.
- Need to change process work flow to become more suitable and implement new technology (such as Big Data, Block
Chain, Sustainable Management, …)

- Reinforce and tighten incoming inspection process for raw material, packing material and equipments

o Optimizing the communication process to reduce time waste because of mis-communicate between departments

Hyosung Quang Nam

 TÀI LIỆU XEM XÉT LÃNH ĐẠO
MANAGEMENT REVIEW DOCUMENT
o Times: Management review in 2020
o Date: 2021.01.05
o Reviewed content: Environmental management system performance of TC plant in 2020

No Content Requirements need to be done PIC Remark

1. Previous management review meeting:
EMS is newly applied
2. Changes in external and internal issues that are relevant to the quality
management system:
* The changes in law requirments: - Update to the legal article list E&S department
o Circular No 25/2019/BTNMT dated 31/12/2019 comes into force from February 15, 2020:
- Comply with the change in law All departments
- Waste discharge monitoring shall be carried out at least once every 15 days during 75 days from the starting
date of trial operation (adjustment period)
- Waste discharge monitoring shall be carried out at least 07 sequential days after the adjustment period
o TC plant has been trial operated from Oct 6th, 2020 to Dec 6th, 2020. The monitoring results are all meet
the Standards. We have made the report of trial operation result and sent to Quang Nam DONRE for certification.
o In 2020, there are changes that are relevant to the requirement about environment, industrial safety and hygiene
3. Information on the performance and effectiveness of the quality management
3.1 Customer satisfaction and feedback from relevant interested parties
* E&S:
- No feedback from local government, management of industrial park and neighbouring company
- No received the requirement or comliance from provider
- No feedback from employee

3.2 The extent to which quality objectives have been met

- Make the KPI list and result in 2021 All deparments
3.3 Process performance and conformity of products and services
- Result of E&S actions in 2020:
Have performed exactly law regulation
3.4 Nonconformities and corrective action
• Most of departments were lately in response internal CARs on time. The content of
countermeasure is not good: reason of NC is not root cause, corrective and preventive
actions are generally mentioned.
• About C&Cs and customer recommendation: we always meet deadline for finishing
countermeasure and sending to customer.
• Our plant frequently visit customer to investigate problem & feedback problem
promptly. Besides, we also survey customer needs to improve and enhance customer
satisfaction.
No Content Requirements need to be done PIC Remark
3.5 Monitoring and measurement result
- Beginning of each year, all departments always establish their objectives, build the methods
for monitoring, measuring. Then, they will conduct mornitoring & measuring periodically.
For unachieved items, they will have to analyse the root cause and make the corrective
action. Monthly, QA team will gather, make report and submit BOD.
3.6 Audit result
3.6.1 External audit (Third party)
3.6.2 External audit (Second party)
3.6.3 Internal audit
3.6.3.1 System audit
In 2020, we conducted system audit 2 times, the detail of audit as below table: -All departments have to implement All deparments
Times Date Auditee System Auditor Result the corrective/preventive action effectively.
All departments Internal 57 NC - Check the CARs & OFIs in the next QA/ISO; E&S
1st 2020.10.22~23 EMS
(TC, MO, PS) auditor 15 OFI internal times.
All departments Internal 20 NC
2nd 2020.12.28 EMS
(TC, MO, PS) auditor 31 OFI

3.7 The performance of external provider

In 2020, E&S did not audit the contractor yet. - Make the contractor audit plan and implement in 2021 E&S
4. The adequacy of resources;
Currently, the resources to implement the EMS system include people, machines, equipment, ... to meet the goal.

5. The effectiveness of actions taken to address risks and opportunities

- E&S: Actions to be taken to address occupational health and environmental safety risks / opportunities are identified in
the Table of identification of risks and opportunities and will be re-evaluated and be updated when there is a change - Re-evaluate and update the table of identification of risks All departments
and opportunities when there is a change.

6. Opportunities for improvement

Currently, the resources to implement the EMS system include people, machinery, equipment, … enough
to meet the target.