Huỳnh Ngọc Hải Triều

Leadership:

• Personnel responsibility of the BPS and document engineers includes personnel planning, resource management, associate development, and coaching.
• Achievement of department and plant targets: BPS competence development in the plant, suggestion scheme, 5S implementation, document control, and engineering change management.
• Take cross-team and group areas of work to improve the value stream by cost reduction projects and problem-solving.

Continuous Improvement Coach: Together with the management team, we will build up the value stream vision and strategy.

• Global Coach for Bosch Leading Improvement (BLI).
• Coach/conduct CIP activity in plant: CIP workshop, vision, roadmap, review KRP/KPL.
• Coach/mentor improvement project in plant (organization, A3 structure, approach, KRP/KPL...)
• Implement BPS good practices and lessons learned in the international production network.

BPS maturity assessment:

• BPS assessor for Bosch Global, conducting assessments for maturity levels across Bosch plants.
• Coach area owners and managers to develop the maturity level of BPS implementation.

BPS-qualified trainer of the Bosch Group:

• Provide BPS training for Vietnam and ASEAN plants.
• Develop the lean competence of associates in the plant.

Continuous Improvement Coach:

• Coach/conduct CIP activity in plant: CIP workshop, vision, roadmap, review KRP/KPL.
• Coach/mentor improvement project in plant (organization, A3 structure, approach, KRP/KPL...)
• Maintain the international production network to implement good practices and lessons learned in the Bosch group.
• BPS maturity assessment:
• Assess the maturity level in the plant.
• Coach area owners on how to improve from a Lean perspective.
• BPS-qualified trainer of the Bosch Group:
• Trainer for the Lean training course at Bosch.
• Develop the competence of associates in the Long Thanh factory.

• Lean production coaching and consulting:
• Standardized work on the shop floor: develop the most efficient method for the production line.
• Quick changeover by SMED: Significantly reduces changeover time.
• Lean line design: design a line with less potential waste, low risk, and high performance.
• Production time data management:
• Design the work sequence and working method using Methods Time Measurement (MTM-1, MTM-UAS).
• Ergonomics Assessor: Qualified assessor for ergonomics evaluation.
• Consult on how to design the workplace and processes to ensure operator health, with high performance.
• Evaluate the ergonomics release for the production line.
• Shop floor management cycle (SMC) trainer/coach.
• Train Lean methods for controlling production line productivity for production engineers, shift leaders, and supervisors.

• Control the assembly line and plate cutting process to achieve the target of S, Q, C, and D.
• Make the production report monthly to the management board.
• Control the training system of all sections of the production department.
• Person in charge of the new machine installation project.
• Person in charge of cost reduction activities: improve methods to increase productivity and reduce manpower.
• Leader of the quality control circle (QCC) activity: train and guide subordinates to QCC activity.