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Far Eastern Polytex


Lean Program (Phase 2) at Far Eastern Polytex:
Far Eastern Polytex Vietnam (FEPV) is a specialized Taiwan-invested manufacturing factory of Textiles, Clothing, Polyester, Chemical Fibers, Resins, PET, etc. The company is located in a 220-hectare area in Bau Bang Industrial Park and is one of the important suppliers of famous international brands, including Nike, Adidas, Decathlon, Puma, Columbia Sportswear, Lululemon, Coca-Cola, etc. According to Binh Duong's regional data, the Far Eastern Polytex factory is one of the largest foreign direct investments ever in this province, with a total investment of up to 1.37 billion USD.
Despite being affected by the Covid-19 pandemic, the factory's revenue in 2021 climbed to 34.3% (reaching 630 million USD) compared to 2020, which is predicted to be approximately 755 million USD in 2022.



Since the beginning of 2021, Kim Dang Consulting has been the consulting agency providing the Lean 2.0 program (Nike) for Far Eastern Polytex company (Find more). With the positive results gained from the program, the company continues to trust Kim Dang Consulting to implement Phase 2 of the Lean program, which is estimated to last until the 3rd quarter of 2023.
Phase 2 of the Lean Program includes four critical projects:

  • Total Quality Management (TQM): aims to create a comprehensive management framework focusing on quality, waste reduction, capacity improvement, and competitive position in the market.

  • 6S workplace organization: Create a standard framework, and a culture that aims toward organizing an effective working environment, clearly revealing defects and deviations from the standards so they can be quickly identified and corrected. In addition, 6S not only promotes self-discipline of every individual of the organization but is the foundation for all continuous improvement activities, a kick-start for all businesses that want to pursue Lean methods.

  • Value Stream Management (VSM): VSM enables businesses to outline the entire process of creating products/services and how they deliver value to customers, as opposed to merely viewing different activities through conventional working techniques. When used in conjunction with Lean thinking on the definition of "Value", VSM identifies which stages create added value (VA) and which stages do not (NVA). The collaboration in VSM supports those involved in having a solid grasp of the others' work, encouraging a cooperative attitude, achieving overall consistency in the process, eliminating silos and conflicts of interest. By identifying the gaps in the Current State Map, companies can detect areas of the most significant potential for optimization. Then they can implement Lean thinking and methodologies to conquer the Future State Map. Ultimately, the primary benefit of VSM is its role in optimizing the entire process of producing products/services for companies.

  • Total Productive Maintenance (TPM): Developed by the Japan Institute of Plant Maintenance (JIPM), TPM is an approach used to maintain the condition and utilize the performance of machines in the most efficient way. It aims at accomplishing the three ideal states of "Zero Breakdowns", "Zero Defects", and "Zero Accidents", ensuring the continuous flow in Lean manufacturing. Regarding its efficiency, TPM has been widely adopted in leading global corporations, such as Unilever, P&G, Nestlé, Bosch, 3M, BASF, Boeing, etc.

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