No.

Dept/Divisi Project Name Project Area Project Goal

(Core)

1 QCGR WIRE CHART : QCGR , PROD , 1. Simplify Process

* Pattern Of Wire Provide by QCRM 2. Reduce Inventory
(QCRM)
* All Wire Identify Color at Neck 3. Reduce Defect
Position (QCRM)
* More Visual For Wire Applying 4. Increase system defendeces
to GMT On Standard Work rather than people
2 QCGR TIME STUDY/TACK TIME AT PRE QCGR 1. Reduce LT
SEWING QC
2. Increase PQV Capability

3 QCGR IMPROVED COMPETENCE PRE QCGR 1. Reduce Cust Complaint

SEWING
2. Increase Capability
4 QCGR TIME STUDY /TACK TIME EACH PSI QCGR Reduce LT
INSPECTOR/DAY/SEWING PQV

5 QCGR LEAD TIME FOR ISS APROVAL 1 QCGR , PDD Reduce LT

DAY AFTER ISS COMPLETE SIZE
SUBMIT
6 QCGR INTEGRATED PREPARED FOR QCGR Reduce LT
PACKING LIST, FORM, PO, AT
SAME PLM, SELF TIME

7 QCGR RE ARRANGE KEEP IS SAMPLE SS & QCGR Reduce Cust Complaint and PSI
GOLD SEAL MORE PROPER Fail

8 QCGR TO IMPROVE PQV SKILL & DEFECT QCGR Reduce Customer Complaint
JUDGE TO HAVE SAME
PERCEPTION

9 QCGR SKILL MATRIX 3 MONTHLY QCGR Achievement Multi Skill of

UPDATE & STORE IN DATABASE Inspector

10 QCGR * CREATE STANDARD CRITICAL QCGR 1. Reduce Customer Complaint

OPERATION PER STYLE TO BE
INLINE
* RE ACTIVELY GREEN LIGHT TO 2. Improve Inline Effectivity
ALERT QUALITY ISSUE AT LINE
11 QCGR GEMBA TO AUDIT OPS TO QCGR 1. Build Quality Ownership to
FOLLOW STANDARD WORK Production Operator
2. Reduce Customer Complaint
3. Improve Same Perception

12 QCGR CREATE LEAD TIME TO RELEASE PDD, MARKER On Time QCO

EMAIL PRODUCTION RUN AT 3 PM
(SAME DAY)
Focus/Group Complexity (L,M,H) Practical Project Project Project
/Statistical Type/Approach Code Duration
Problem
QCGR , QCRM , PDD, Medium Practical Kaikaku B 4 Month
SUPPLIER , TRIM STORE

QCGR Low Practical Kaizen B 1 Month

QCRM , QCGR Low Practical Kaizen B 1 Month

QCGR Low Practical Kaizen B 1 Month

QCGR , PDD Low Practical Kaizen D 1 Month

PACKING , QCGR Low Practical Kaizen D 1 Month

QCGR , HRD Low Practical Kaizen F 1 Month

QCGR , HRD Medium Practical Kaikaku F 4 Month

QCGR , HRD , IT Medium Practical Kaikaku B 4 Month

QCGR , PRODUCTION Low Practical Kaizen F 1 Month

PRODUCTION , QCGR , PDD Medium Practical Kaikaku F 4 Month

QCGR , MD , MARKER , Low Practical Kaizen D 1 Month

PRODUCTION , PLANNING ,
PDD , QCGR
 Project Start KPI Before After Benefit

Dec 2016 RFT (Standardize STD Work) 9.6% 50% 1. Eliminate wire usage only as
chart

2. Single Identification at CF
Wire-Reduce Confusing

Nov'16 % Competence Full Fillment 58% 75% Achieve Lead Time

Nov'16 %Pre sewing Quality Failure 0.17% 0.12% 1. Reduce Potensial Defect to
in Sewing Area Sewing
2. Improve Skill
Nov'16 % Competence Full Fillment/ 58% 75% Improve PSI Skill Capability
Gap Competence of Key
Position
Nov'16 % Availability of PP and SS 98.70% 100.00% On Time QCO
Sample

Nov'16 RFT % Document Reference 9.6% 50% On Time Delivery

Update

Nov'16 * % Major Defect Found by 0.15% 0.07% 1. Maintenance Good Sample

PSI Performance

* % Achievement Garment 19% 90% 2. Easier to Look For

Calibration
3. Proper Storage

Nov'16 * 1ST Pass PP Sample 96.00% 99.00% 1. Reduce Potential Defect to PSI

* % Major Defect Found by 0.15% 0.07% 2. Improve Skill

PSI
Nov'16 * % Competence ull 58% 75% Periodically Increase PQV Skill
Fillment
* Achievement Garment 19% 90%
Calibration
Nov'16 * # of PSI Fail 1 1 1. Reduce Defect to PSI

* 1ST Pass PP Sample 96.00% 99.00% 2. Reduce Rework

* % Major Defect Found PSI 0.15% 0.07%

Nov'16 * # of PSI Fail 1 1 1. Reduce Defect to PSI

* % Sewing Report rate 0.03% 0% 2. Maintain Good Quality

* % Major Defect Found by 0.15% 0.07% 3. Reduce Rework
PSI
Nov'16 BULK : Achieve Lead Time
% Sewing Inline 0.33% 0%
% Sewing Endline 0.03% 0%
Investm Clasification
ent

N/A Quality

N/A Quality

N/A Quality

N/A Quality

N/A On Time Delivery

N/A On Time Delivery

16.5 Jt Quality

N/A Quality

N/A Quality

N/A Quality
 N/A Quality

N/A On Time Delivery

 Project Area
No. Dept/Divisi Project Name Project Goal
(Core)

Fabric flow improvement from Relax &

1 PRESEWING Reduce inventory and transport
relax to spreading Spreading

Spreading standard work and

2 PRESEWING Spreading Improve Spreading Productivity
workload improvement

Cutting standard work and

3 PRESEWING Cutting Improve Cutting Productivity
optimalisation

Tubular area improvement and Reduce inventory and improve

4 PRESEWING Tubular
Line Balancing productivity

Improve moulding process to

5 PRESEWING Moulding Eliminate over processing
eliminate soldering

Moulding machine
Eliminate rework and improve
6 PRESEWING standardization & TPM Moulding
Improvement productivity

2nd Cut Process Improvement and Productivity Improvement and

7 PRESEWING 2nd Cut
Standardization eliminate 2nd cut

Elastic & Lace Issuing method Trimstore and

8 PRESEWING Eliminate waiting time
improvement Pre-Ass

Hot Cut and Fuse Process Pre-Ass and

9 PRESEWING Improve process flow
Inlinenisattion Production
Lace Cutting Blade Quality
10 PRESEWING Mechanic Eliminate overprocessing
Improvement

11 PRESEWING FG Transfer Improvement Production Improve process flow

Material
12 PRESEWING Schedule accuracy Improvement Improve process flow
Handling
 Practical
Project Project Project
Focus/Group Complexity (L,M,H) /Statistical
Type/Approach Code Duration
Problem

Trimstore, Spreading,
Medium Practical Kaikaku A 4 Months
Material Handling

Spreading, Maintenance Low Practical Kaizen B 2 Months

Cutting, Bundling Low Practical Kaizen B 2 Months

Pre-Ass, Cutting, Mechanic Low Practical Kaizen A 1 Month

Moulding, PDD, IE Medium Practical Kaikaku C 6 Months

Moulding, Electrical, QCGR,

Medium Statistical Yellow Belt B 6 Months
Lean

Moulding, PDD Medium Statistical Yellow Belt B 6 Months

Material Handling, TS, Pre-

Medium Practical Kaikaku A 2 Months
Ass, Planning

Electrical, Pre-Ass,
Medium Practical Kaikaku B 6 Months
Production, QCGR

Mechanic, Pre-Ass Medium Statistical Yellow Belt B 4 Months

Material Handling,
Medium Practical Kaizen H 1 Month
Production, Packing

Material Handling,
Medium Statistical Yellow Belt D 1 Month
Production, Trimstore, PA
 Investme
Project Start KPI Before After Benefit
nt

1. Spreading attainment 1. 90% 1. 100%

Dec-16 2. Spreading stopped due to Improved productivity
2. N/A 2. 0 min
no input

1. Spreading attainment
2. Op skill matrix 1. 90% 1. 90%
Nov-16 2. N/A 2. 100% Improved productivity
3. Stopped cutting due to no
3. 370 min 3. 0 min
input
1. Cutting attainment 1. 91% 1. 100%
Nov-16 Improved productivity
2. Op skill matrix 2. N/A 2. 100%

1. Production Lost time 1. 490 min 1. 0 min

Nov-16 Improved productivity
2. Tubular attainment 2. N/A 2. 100%

1. Moulding attainment 1. 89.6% 1. 100% Reduced minute, improved

Dec-16
2. Moulding RFT 2. 99.96% 2. 100% conversion cost

1. Moulding attainment 1. 89.6% 1. 100%

Reduced rework, improved
Nov-16 2. Moulding RFT 2. 99.96% 2. 100%
3. Moulding m/c breakdown 3. N/A 3. 0 min productivity

1. Production Lost time 1. 222 min 1. 0 min Reduced minute, improved

Dec-16
2. Op skill matrix 2. N/A 2. 100% conversion cost

1. Production Lost time

1. 490 min 1. 0 min
Nov-16 2. Stopped process due to Improved productivity
no input 2. N/A 2. 0 min

1. Pre-Ass RFT 1. 100% 1. 100% Reduced rework, improved

Nov-16
2. Pre-Ass Attainment 2. 100% 2. 100% productivity
Reduced rework, improved
Dec-16 1. Lace Cutting Attainment 1. 100% 1. 100%
productivity

Nov-16 1. Production 5S Score 1. N/A 1. 4 Improved 5S

1. 91%
1. Cutting attainment 1. 100% Improved productivity, reduced
Nov-16 2. 1170
2. Production Lost Time min 2. 0 min production Lost Time
Clasification

Cost

Quality

Quality

Cost

Cost

Quality

Quality

Cost

Quality

Quality

Cost

Cost
 Project Area
No. Dept/Divisi Project Name Project Goal
(Core)

Mech, PDD, increase output to meet

1 Mechanic Right first Time QCO
Sewing capacity sewing
Mech, PDD,
2 Mechanic Database Machine Availability Sewing machine availability accuracy

Training Mechanic for special

3 Mechanic Mech Stabilize sewing Quality
machine
4 Mechanic Multiskill Mechanic Training Mech speed up the repair time
provide machine readines and
5 Mechanic TPM Optimization Mech
lifetime
6 Mechanic Spare part control Mech stabilize machine readiness
7 Mechanic standard mechanic tools mech support machine setting
 Practical
Project Project Project
Focus/Group Complexity (L,M,H) /Statistical
Type/Approach Code Duration
Problem
Sewing, PDD, HRD, Planning,
H Practical Kaikaku A 24 months
Trimstore
IT, Mech, Sewing, PDD,
planning, IE M Statistical Yellow Belt D 12 month

Mech, HRD, Supplier M Practical Kaikaku B 12 month

mech, Prod, HRD M Practical Kaikaku A 12 month
Mech, prod, IE M Practical Kaikaku A 12 month
Finance, PDD, Mech M Practical Kaikaku H 6 month
Finance, Mech M Practical kaizen A 3 month
 Investme
Project Start KPI Before After Benefit
nt

Jan-17 QCO Efficiency 70% 100% Increase capacity N/A

Sep-16 QCO Efficiency 78% 100% Increase capacity

Quali
Downtime/Repair TIme ty --
Jan-17 60% 80% Increase capacity
Mechanic
Chec
Nov-16 Repair time mechanic 60% 60% Increase capacity k1
Dec-16 Uptime machine 99,6% 99,8% Increase capacity Cost
--
Jan-17 Spare part control 98% 100% Increase capacity
Chec
Jan-17 Tools Check Mech - - Increase capacity
k2
OTD
--
Chec
k3
 Clasification

OTD

OTD
Quali
ty -- Q
Chec
k1 OTD
Cost C
--
OTD
Chec
OTD
k2
OTD
--
Chec
k3
 Practical Project
Project Area Complexity Project Project
No. Dept/Divisi Project Name Project Goal Focus/Group Project /Statistical Type/Appro Project Start KPI Before After Benefit Investment Clasification
(Core) (L,M,H) Code Duration
complexity & Problem ach
Project Headcount
Project Name Area Goal Focus Group Nature Type Duration Start Month KPI Before After Benefit Investment Clasification reduction
VMB Mismatch Report Plan- order monitroing and maintaining supply Brands health and
1 Planning management pipe PLAN Low practical Kaizen-CS K 1 month Sep-16 maximize Sales N/A OTD N
PBUG DIF 92% 98%
Create Weekly meeting all planning leader monitroing and maintaining supply
for mismatch and late order action Plan- order pipe Brands health and
2 Planning management PLAN Low Statistical White Belt K 1 month Oct-16 maximize Sales N/A OTD N
Create System alert for sample new style Plan- order Fulfill PBUG Quality standard on smoothing
3 Planning new colour management time PLAN, PDD, MKT Low Statistical Kaizen-CS K 2-3 months Nov-16 manufcture process N/A OTD N
Visibility of style/col with un std LT Plan- order to maintain supply stability smoothing
4 Planning (sodokan) management PBI/PBUG PLAN, PDD, MKT Medium Statistical Kaizen-CS K 4-5 months Jan-17 manufcture process N/A OTD N

Avoiding human error filling Del sch Eliminate waste

Delivery sch Automation project Plan- order DB /rework due to New system
5 Planning management PLAN Medium Statistical Kaizen-CS D 4-5 months Jul-16 PBI DIFOT 96% 99.50% Typo/error using SQL OTD N

Avoiding human error filling Del sch Eliminate waste

Delivery sch, sourced by Apex pro Plan- order DB /rework due to New system
6 Planning management PLAN Low Statistical Kaizen-CS D 2-3 months Jun-17 Typo/error using SQL OTD N

Avoiding human error putting dates Eliminate waste System

FOB System Automation project Plan- order /rework due to amendment in
in Apex
7 Planning management PLAN High Statistical kaikaku-CF D 6-12 months Jul-17 Typo/error PBUG OTD N

To give understanding to every

Bussiness Calendar and G4 process training planner the timing of seasonal
Plan- order order coming vs capacity reserved
8 Planning management PLAN Low practical Kaizen-CS B 1 month Oct-16 Improving skill matrix N/A OTD N

Simplify process,
VSM Seasonal Order Consolidation and Avoiding human error when improve planning
Placement seasonal order raised accuracy and
OE Placed Inside LT 80% 95% ontime eliminate System
Plan- order waste/rework due to amendment in
9 Planning management PLAN High Practical kaikaku-CF D 6-12 months Sep-16 typo/error PBUG OTD N

Create Allert system to place OE based on Simplify process and

To avoid order placed inside LT eliminate
capacity reserved
Plan- order waste/rework due to New system
10 Planning management PLAN Low practical Kaizen-CS K 2-3 months Nov-16 typo/error using SQL OTD N
Create RM AF approval process for OE Plan- order for RM AF monitoring and visibility PLAN, Purch, New system
11 Planning placed inside LT management Finance Low practical Kaizen-CS K 2-3 months Jan-17 Improve the visibility using SQL OTD N

Improve the visibility

Create Ontime OE placement KPI Plan- order To avoid order placed inside LT and conttrolling
12 Planning management PLAN Low Statistical White Belt B 1 month Oct-16 system N/A C N
FG Air Freight Bra = 42.7 brief <= $15K per
= 20.5 month
Create Controlling system Air shipment per
team by Leader for FGs AF monitoring and visibility Improve the visibility
Plan- order and conttrolloing
13 Planning management PLAN Low practical Kaizen-CS K 1 month Nov-16 system N/A C N

Plan- Prod
Create MP for Machine schedulling, for machine req. plan PLAN, PROD, PDD, New system
14 Planning mechanic Mech Medium Statistical White Belt K 4-5 months Jul-16 Improve the visibility using SQL OTD N

Simplify process,
Automation Style change project Avoiding human error PLAN Jul-16 improve planning
accuracy and
Style Change eliminate
Plan- Prod Deviation 52 0 waste/rework due to New system
15 Planning schedulling Medium Practical Kaizen-CS D 4-5 months typo/error using SQL OTD N

Simplify process,
Create alignment process with related helping smoothing plan for every Jan-17 improve planning
dept for new style prod. Sch new style plan to run in production accuracy and
eliminate
Plan- Prod waste/rework due to New system
16 Planning schedulling PLAN, PDD, MKT Medium Practical Kaizen-CF D 4-5 months typo/error using SQL OTD N

Improve production
Product family project Plan- Prod to improve prod. Efficiency plan PLAN, PROD, PDD, eff, increase PBI New system
17 Planning schedulling, prod Mech High Statistical Yellow Belt B 6-12 months May-16 capacity and sales using SQL C N
Prod. Eff Plan 79.80% 84%
Set up std efficiency for each style to improve prod. Attaintment and Improve production
including learnig curve Plan- Prod DIFOT eff, increase PBI New system
18 Planning schedulling, prod PLAN, PROD, PDD Medium Statistical White Belt B 4-5 months Dec-16 capacity and sales using SQL C N

eliminate
Daily error checking process Plan- Prod to avoid waste due to human error PLAN Low practical Kaizen-CS Zero SKU error in waste/rework due to New system
19 Planning schedulling D 1 month Apr-16 system 96.15 0 error typo/error using SQL C N
 Project
complexity & Project Headcount
Project Name Area Goal Focus Group Nature Type Duration Start Month KPI Before After Benefit Investment Clasification reduction
PLAN,Packing, Improve planning
PNP Accuracy and utilization Plan- Shipment to improve the PNP vol accuracy Exim Low Statistical Kaizen-CS accuracy and reduce New system
20 Planning schedulling, Exim D 1 month May-16 Shipment Utilization shipment cost using SQL C N
88% 95%
plan
Create std process for shipment utilization PLAN,Packing, Improve planning
plan Plan- Shipment to improve shipment utilization Exim Low practical White Belt accuracy and reduce
21 Planning schedulling, Exim B 1 month Oct-16 shipment cost N/A C N

Simplify process,
Output tracker for shipment to avoid shipment revision in ex fact PLAN, Prod Admin Low practical kaizen-cs improve planning
day accuracy and
eliminate
Plan- Shipment waste/rework due to New system
22 Planning schedulling, Exim D 2-3 months Dec-16 typo/error using SQL C N

Number of Simplify process,

Create PBI CPO std received 1 week prior to avoid shipment revision in ex fact PLAN, PBUG Ops, Shipment revision 5 0 improve planning
ex factory date day sales and CS in ex. Fact day accuracy and
eliminate
Plan- Shipment waste/rework due to New system
23 Planning schedulling, Exim Medium Statistical Yellow Belt B 4-5 months Nov-16 typo/error using SQL C N

to avoid shipment revision in ex fact Simplify process,

Zero Exception report for next 2 months day, improve prod. Stability, PLAN, purchasing improve planning
improve shipment utilization accuracy and
Plan- Prod eliminate
schedulling, waste/rework due to New system
24 Planning Purchasing High Statistical White Belt B 6-12 months Jun-16 typo/error using SQL C N

automation and
Replace current capacity requirement online process
planning system to be more systematic, improve the accuracy, efficiency PLAN amongs processes and
connected with production output, and reducing people dependent depts, improve
easier/simple and accurate Loading vs Budget 100% 100%
company accuracy
and eliminate NEW ERP
Plan-Capacity waste/rework due to system (Euro Y (approx. 2 from
25 Planning Plan High Statistical Green Belt K 6-12 months Oct-16 typo/error 150K) C planning)
Plan-Capacity to improve the cpacity and improve planning
Seasonal volume monitoring budgeting plan accuracy
26 Planning Plan Plan, PBUG Ops High Statistical Yellow Belt D 6-12 months Dec-16 accuracy N/A C N
Trainings and improving skill matrix to improve capability and
27 Planning PLAN achievement PLAN High Statistical kaizen-cs B 6-12 months Jan-17 # of VPR 1 0 Improving skill matrix N/A Q N
to improve capability and # of Kaizen
Create Kaizen monitoring and rewarding achievement
28 Planning PLAN PLAN Low practical White Belt B 1 month Oct-16 Participation 100% 100% Improving skill matrix N/A Q N
Skill matrix monitoring and Gap to improve capability and
29 Planning competency improvement system PLAN achievement PLAN High Statistical Yellow Belt B 6-12 months Mar-17 # of Coaches 0 5 Improving skill matrix N/A Q N
Reduce 2-4 packs LT from 28/21 to 14 days PLAN, Prod, Average LT per
for all PLC (FMDS speed @28) to reduce PBUG safety stock
30 Planning Packing PLAN, Prod, MKT Medium Practical kaikaku-CF H 4-5 months Jul-17 category 28/19/14 26/17/12 LTR TBA C N

Improve process
Create cut actualise system and process Plan- Inventory to improve TS and Prod stability PLAN, Cutting stability among some New system
31 Planning control, TS Medium Practical Yellow Belt B 4-5 months Nov-16 WIP Stock 6 5 processes using SQL C N
Create Std reviewing MOQ based on BOD Plan- Inventory PBUG Stock Turn
process to reduce PBUG safety stock
32 Planning control, Prod PLAN, prod Medium Practical Yellow Belt B 4-5 months Sep-16 over<2 $1800K $500K improve ST N/A C N
Create visible diagram parking root cause Plan- Inventory To reduce parking in stock
33 Planning control PLAN Low practical White Belt K 1 month Nov-16 improve ST N/A C N
parking in stock 3694 1200
Create std process in action plan reviewing
and close reraise cuts monitoring Plan- Inventory To reduce parking in stock PLAN, Pur and
34 Planning control, packing MKT Medium Statistical kaizen-CS B 4-5 months Jan-17 improve ST N/A C N

Project with other Dept

Create a visible monitoring system of RM To standardize process and RM stock
liability due to order cancelation Plan- Inventory monitoring frequency PLAN, Pur, MKT, collaboration New system
35 Planning control, finance Finance Low Practical White belt K 2-3 months Mar-17 project in purchasing in purchasing Improve visibility using SQL C N

Amend the std process of dummy Plan- Inventory To reduce RM stock and or RM RM stock
automation to link it with capacity plan control, shortage PLAN, purchasing collaboration
36 Planning purchasing Medium Practical Kaizen-CS K 4-5 months Oct-16 project in purchasing in purchasing improve ST N/A C N

Plan, Inventory To reduce RM stock and or RM RM stock System

Create demand fluctuation analyst report Control, shortage PLAN, purchasing collaboration amendment in
37 Planning Purchasing High Statistical Yellow Belt D 4-5 months Feb-17 project in purchasing in purchasing improve ST PBUG C N

Collaboration with DA to improve forecast Plan, Inventory To reduce RM stock and or RM PLAN, purchasing
RM stock
accuracy Control, shortage collaboration
38 Planning Purchasing High Statistical Yellow Belt D 4-5 months Mar-17 project in purchasing in purchasing improve ST N/A C N
 Project Area
No. Dept/Divisi Project Name Project Goal
(Core)

Improve Packing Std work ontime Provide ontime and Accurac

1 PDD PDD, Production packing std work to production.
and accuracy
Minutes for packing in OS

Provide ontime accurate and

2 PDD Measurement chart accuracy PDD,
measurement to production
Give accurate marker for
3 PDD Marker right first time PDD costing, Maintain marker
accuracy

Reduce quality rejection and

4 PDD Sample maker skill matric PDD
increase capacity

5 PDD 100 % SMS delivery ontime PDD Achieve business calendar

100% Risk Assessment of New Avoid out standing issues during

6 PDD Development and completion PDD dev stage, ensure product
action feasible style dev in PBI

7 PDD IE skill matrix PDD Improve IE PDD skill,

Validation of acrylic pattern and

8 PDD knife lace pattern available at PDD Accurate 2nd cut acrylic pattern
hand over of new style

9 PDD Grader skill matrix PDD Improve Grader PDD skill

Provide std work to production

10 PDD 100% presewing standard work PDD
pre sewing

Avoid mistake when provide TD

11 PDD Improve TD accuracy PDD
to PDD Grader

12 PDD Set up std packing size set sample PDD Keep the sample tidy and secure
pack

Std document to hand over added

Improve handover complete
13 PDD acrylic and job bag for trial PDD
package provide for production
production (5 pcs garment
 Define Responsibility,
Accountability, Consult, Inform
between PDD IE and Production
14 PDD IE Organization Development PDD IE IE, create collaborate plan and
action between PDD IE and
Production IE ( IE production re
check C/T in production

Minimaize re lay out, short time

15 PDD Family Product PDD
quality on lead time
Create clear information to
Standardize Creating standard include in standard work
16 PDD PDD
work ( quality Point, 5S, Cycle Time,
Visual Description,

To be ready to proceed all

PDD Machine requierement & lay
17 PDD PDD salesman sample, machine
out
requirement for development

Improve sample planning by

include cutting schedule,
18 PDD Improve PDD sample planning PDD molding schedule, 2nd cut,
material in bond requirement
sample send

19 PDD Develop new bullet for sample PDD Improve sample quaility
 Practical
Project Project Project
Focus/Group Complexity (L,M,H) /Statistical
Type/Approach Code Duration
Problem

PDD IE, MD, Planning, QCRM Medium Practical Kaikaku D 3 Months

PDD Grader, MD, QCGR,

Low Practical Kaizen D 1 month
Costing

PDD Grader, Costing, MD Medium Statistic Yellow belt C 3 months

6 months/
PDD sampe marker Medium Statistic Yellow belt B
batch

PDD, MD, mechanic, QCGR, High Statistic Green belt B 6 months

Planning, Purchasing

PDD, MD, QCGR, QCRM, Low Statistic White belt D 1 month

Production

PDD IE Medium Statistic Yellow belt B 6 months

PDD IE, PDD Grader, IE Low Practical Kaizen B 1 month

Production

PDD Grader Medium Statistic Yellow belt B 18 months

PDD IE, Production pre

Low Statistic White belt D 2 month
sewing

PDD Grader, PBUG Garment

Low Practical Kaizen B 1 season
Technician

PDD IE, PDD Grader Low Practical kaizen B 1 month

PDD IE, PDD Grader,

Low Practical Kaizen D 1 month
Maintenance, QCGR
 PDD IE, Production IE Low Practical Kaizen F 1 month

PDD IE, Production IE,

Medium Statistic Yellow belt H 3 Months
Planning, Mechanical

PDD, QCGR, Production, PDD

Medium Practical Kaikaku D 4 months
IE

PDD, LEAN Medium Statistic Yellow belt H 6 months

PDD, Electrical, MD, TS, MEC, Medium Statistic Yellow belt K 4 Months
IT, QCGR

PDD, QCGR, Medium Practical Kaizen B 3 Months

Project Start KPI Before After Benefit

100% accuracy
Dec-16 Std work workablity na No rework
and ontime

100% M/C No update M/C after production

Nov-16 M/C accuracy na
accuracy start.

100% Marker No excess or shortage material

Nov-16 Marker accuracy na in warehouse related to in
accuracy
accurate marker

Improve dev capacity &

Quality approval, increase 87%, 20 100%, 40
Dec-16 capability, Ontime delivery,
sample capacity pcs/day pcs/days
Achieve product quality design

To support additional capacity to

Nov-16 Salesman sample, DIFOT 25% 100% production, Ontime delivery
bonds,
SMS

Nov-16 Handover ontime and 94% 100% Dev product feasible style
quality to production

Nov-16 Std work workablity na na Improve PDD IE skill, high

Nov-16 Handover ontime and
quality to production
efficiency in production
Improve cut 2nd quality in
na 100% accurate production, provide accurate
and complete package to
production

Ontime aproval to business

Sep-16 calendar, external qulaity na na Improve PDD grader skill
approal (on pattern related)

clear guidance for production to

De 16 Std work workablity na 100% maintain quality std and no
rework
reduce internal quality rejection
Internal Qulaity approval
W18 na 100% due to TD missmatch with
related TD
sample

Nov-16 Handover ontime and na 100% Keep development stage sample

quality to production std until order completion

Handover ontime and

De 16 na 100% smooth QCO
quality to production
 clear focus development vs
De 16 Standard work workability na na
production

Oct-16 Standard work workability na na speed planning and QCO

clear guidance for production to

De 16 Standard work workability na 100% maintain quality std and no
rework

Jan-17 Increase sample capacity na na speed service to business

Internal and External Quality

Jan-17 Approval, Handover package na na Reduce re planning lead time
to Production

Jan-17 Improve Internal and na na improve product quality and

External Quality feasibility
Investment Clasification

N/A OTD

N/A Quality

N/A Cost

Quality

Man power,
machine, OTD
space

N/A Quality

N/A Quality

N/A Quality

N/A Quality

N/A Quality

N/A Quality

N/A Quality

N/A Quality
 N/A Quality

N/A Cost

N/A Quality

OTD

Database for
sample OTD
planning, TV.

$50.00 Quality
 Project Area
No. Dept/Divisi Project Name Project Goal
(Core)

1 HRGA, SM, ELEC Training BEI (Behaviour Event Recruitment Adding interview skill
Interview)

2 HRGA, SM, ELEC Referal Program Recruitment Gain more potential Candidate

3 HRGA, SM, ELEC Sourcing Project Recruitment Gain more potential Candidate

4 HRGA, SM, ELEC Maintenance Doc. Update All Dept Using Right Document

5 HRGA, SM, ELEC Optimize First Aider Responbillity SMS Reduce Time

6 HRGA, SM, ELEC HRIS Integration HRGA SMS On time Up to Date & System
Integration
7 HRGA, SM, ELEC Maintenance Test Lab By SMS On Time Test Lab
System(MOU)
8 HRGA, SM, ELEC Create Check List Preventing Cutting Reduce Down Time
Maintenance Process Machine
9 HRGA, SM, ELEC Create Complete Parts Machine Electrical Reduce Down Time

10 HRGA, SM, ELEC Create Check List For Lighting Electrical Support Quality & Health Issue

11 HRGA, SM, ELEC Simplify & Kanban System For L&D Reduce:
Training Material -Time
-Cost

12 HRGA, SM, ELEC Train The trainers (For Operator L&D -Reduce Time
Induction Training)(One Trainer -Keep In Quality
For All Topic)

13 HRGA, SM, ELEC Training Master Plan & Yearly L&D -Reduce Time
Calendar -Control Budget
14 HRGA, SM, ELEC Evaluation Training System L&D -Keep In Quality
-Reduce Time
-Reduce Cost

15 HRGA, SM, ELEC Grading Structure & Salary All Dept Easier To Define Salary Level
Grading
16 HRGA, SM, ELEC Improving Utility & Facility, All Dept Emp Satisfaction
Services
17 HRGA, SM, ELEC Building Competency All Dept Improve:
-Working On Time
-Working Quality
-Saving Cost
 Practical
Project Project Project
Focus/Group Complexity (L,M,H) /Statistical
Type/Approach Code Duration
Problem
All Dept. (Manager Level) High Practical Kaikaku B 4 Months

All Dept. High Practical Kaikaku A 4 Months

Recruitment Low Practical Kaizen A 2 Months

All Dept. (Manager Level) High Practical Kaikaku B 6 Months

First Aider Medium Practical Kaikaku B 3 Months

HRGA SMS & IT High Statistical Green Belt D 12 Months

SMS Low Practical Kaizen D 1 Months

Cutting & Electrical Medium Practical Kaikaku A 3 Months

Electrical Low Practical Kaizen A 6 Months

Electrical Low Practical Kaizen B 3 Months

-L&D Medium Practical Kaikaku C 2 Months

-Trainer:
-Ado --> HR
-Panggih --> HSE
-Rusi --> IE
-Suhriyah --> QCGR
-Omsah --> Prod

-L&D Medium Practical Kaikaku B 3 Months

-Trainer:
-Ado --> HR
-Panggih --> HSE
-Rusi --> IE
-Suhriyah --> QCGR
-Omsah --> Prod

-L&D High Practical Kaikaku C 6 Months

-PM
-All Dept
 -L&D High Practical Kaikaku B 6 Months
-Recruitment
-All Dept

All Dept. (Manager Level) High Statistical Green Belt B 12 Months

HRGA&Electrical Medium Practical Kaikaku B 6 Months

All Dept. (Manager Level) High Statistical Green Belt B 12 Months

Project Start KPI Before After Benefit

Dec-16 - Lead time 91,11% 95,89% Increasing user interview skill for
- Quality N/A N/A selecting the right candidate

Jan-17 -Lead Time 91,11% 95,89% Additional channel recruitment

-COST N/A N/A -Database
-Saving Cost
Nov-16 -Lead Time 91,11% 95,89% Company Branding candidate
-COST N/A N/A database Saving Cost
Nov-16 Percentage Of Document 95% 97% Work Quality
Update
Nov-16 On time Schedule 30% 100% Lead time

Dec-16 Full operate 30% 100% -Reduce Time

-Database
Nov-16 On Time Test Lab 70% 100% On Time Report

Dec-16 In Place & Update N/A 100% Machine Monitoring Periodic

Identification Mech. Problem
Dec-16 In Place & Update N/A 100% -Spare Part Avaibility
-Quick Action
Dec-16 In Place & Update N/A 100% -For Quality
-Good Eye Sight
Nov-16 Percetage of Execution 100% 100% -Saving Cost(Paper)
Training -Reduce Time

Nov-16 -Percetage of Execution 100% 100% -As Career Path for People Dev
Training -Improve Quality of Material
-Percentage Achievement Delivery
Target Evaluation Target N/A 100% -Saving Time For Current Trainer
Score -OTD Induction Trainer

Dec-16 Percentage Of Excution 30% 97% -Increase Communication Speed

Training -Reduce Time & Cost to
Coordinaze With Teacher, user
Dec-16 Percentage Archievement
target Evaluation Score
N/A 100% -ISO Certification(Complience)
-Database/Source data for:
-Performance Management
-Improving Trainer & Training
Quality

Dec-16 Percentage In Place 50% 100% Employee Retention,

Engagement, Satistaction
Nov-16 Zero Complain N/A 0% Employee Engagement

Dec-16 % Of Gap Competencies N/A 100% Improving Effectiveness in :

FullFillment for Key Position -Recruitment
-Training
-Development
-Working Quality
-Saving Cost
Investme
Clasification
nt

N/A Quality

N/A On time
Delivery

N/A On time
Delivery
N/A Quality

N/A On time
Delivery
N/A Quality

N/A On time
Delivery
N/A Quality

N/A Quality

N/a Quality

N/a Cost

N/a Quality

N/A Cost
N/a Quality

N/A Quality

N/A Quality

N/A Quality