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Copyright Global Management Laboratory Vietnam. All Rights Reserved

Global Management LaboratoryTraining Program Introduction

Nguyen Trong Quy

Global Management Laboratory Vietnam

2

Copy rights, Global Management Laboratory Vietnam all rights reserved#1801, 18th floor 34T building, Hoan Dao Thuy Street, Hanoi, Vietnam

Tel: +844.221 0159, FAX: +844. 221 0160, Mobile: +84.983837179 E-mail: [email protected], Web: http://www.gmlvn.com

GMLVN Service Outline

Service Outline

GMLVN will provide customized services according to customer’s issue and request.

Program Outline

What is business?Employee’s role and

responsibilityWorking RegulationProduction Basics

(5S,QCDMS,4M, etc)Way of Work

(Teamwork, PDCA etc)

Problem Identification

Company VisionLeader’s responsibilityDaily work/quality

managementLeadership/

TeamworkJob InstructionQC Story, QC ToolsProblem Solving

Demonstrate Company Vision

Manager’s Responsibility

Daily ManagementOur way of workHRD and HRMTheme setting and

leading projects

Develop VisionPlan BusinessDeploy and Direct the

planTop Management’s

LeadershipHuman Resource

ManagementThe Best Place to

Work

Senior ManagerManagerTeam LeaderBasic

Problem Solving

Problem Solving

LeadershipTeamwork

LeadershipTeamwork

TQM（ Total Quality Management)

TQM（ Total Quality Management)

Project Management

Project Management

Human Resource

Management

Human Resource

Management

Business PlanningBusiness Planning

3



Introduction

Nguyen Trong Quy

Simple

Difficult

Good

Better

Change up

Still profit from current operation

Still profit from current operation

Many (70% estimated) are still weak in or lack of Human Resource Management which is considered less important than other resources

Many (70% estimated) are still weak in or lack of Human Resource Management which is considered less important than other resources

"It used to be that people needed products to survive. Now products need people to survive."

Thousands of state own, private, FDI and join venture company in Vietnam are considering Human Resource less important than other resources such as Finance, Technology and Method because they are skill get some profit from current operation. This situation will lead to failure or bankruptcy soon without changing from bad to good and from good to better because the world is changing, others are changing and they consider people is the most important source because people make and manage other sources.

Thousands of state own, private, FDI and join venture company in Vietnam are considering Human Resource less important than other resources such as Finance, Technology and Method because they are skill get some profit from current operation. This situation will lead to failure or bankruptcy soon without changing from bad to good and from good to better because the world is changing, others are changing and they consider people is the most important source because people make and manage other sources.

4



Vai trò, trách nhiệm của phòng HR & GA

Quản lý hành chính,

nhân sự

5



Vai trò

Phạm viPhạm vi

Đầu tưĐầu tư

Thời gianThời gian

•Lĩnh vực hoạt động

•Lĩnh vực hoạt động

•In put•Out put

•In put•Out put

•Goals•Target

•Goals•Target

Sản phẩm, dịch vụSản phẩm, dịch vụ

Trực tiếpTrực tiếp

Gián tiếpGián tiếp

Làm ra sản phẩm, dịch vụ

Tiêu thụ sản phẩm, dịch vụ

HR & GA

Kế toán

Khác Support

6



Khách hàng ni t iộ ạ

Nhân viên / công nhân

Lãnh đ oạ

Qu n lýả

ng viênứChính quy n/Xã hề ộ

i

Khách hàng bên ngoài

Nhà cung c pấ

Khách hàng c a phòng hành chính, nhân s ?ủ ự

7



Nhi m v chính c a HRệ ụ ủTuyển dụng

Đào tạo

Làm việcĐánh giá, Thù lao

Môi trường làm việc tốt, phát hiện/tận dụng nhân tài, động cơ làm việc caoMôi trường làm việc tốt, phát hiện/tận dụng nhân tài, động cơ làm việc cao

8



Cung c p d ch v cấ ị ụ ủa HR K t quế ảK t quế ảK t quế ảK t quế ả

Khả năng

Kết quảKinh doanh

Dịch vụ &

sản phẩm

Đội

Nhân viênNơi

làm

việ

c

Win – win - win

M c đích c a qu n lý nhân s là gì?ụ ủ ả ự

9



Động Cơ Làm Việc

you can take a horse to the water but you cannot force it to drink

10



Thuyết nhu cầu của MASLOW

Ước mơ, sáng

tạo

Tự trọng, tự tin, thành quả, người khác kính

trọng

Tình bạn, giađình, quan

hệ riêng tư

Sức khỏe, công việc, nguồn lực, đạo đức, gia đình, tài sản…

Ăn, uống, ngủ, nghỉ, …Thể

chất

An toàn

Tình cảm & sở hữu

Kính trọng

Hoàn thiện

Cấp t

hấp

Cấp c

ao

11



Lecture Schedule

Practice Schedule

Expected Results

Training and Practice Approach

Understand basic roles and responsibility of leaders, and experience how to contribute to company’s success through practice

Objective

Throughout 12 days of training classes, participants will experience QC activity and present result report

Overview

Sample Schedule

12 days

Nov

QC ActivityQC Activity

<P-D-C-A>

Year 2008

July OctoberSeptemberAugust November

４． Continue Improvement

４． Continue Improvement1.Basics1.Basics ３． Conduct Project３． Conduct Project2.Action Planning2.Action Planning

２１６２１３２７１１３０

Understanding of

Manufacturing

Management

Develop Abilities of Analysis and Planning

Develop Ability of Day to Day Management

Practice Standardizati

on and Visualization

１５１７１９

Situation Analysis

Target Setting

Root Cause Analysis

Implement Counter MeasureReview results, StandardizeContinuous Improvement

８２２

Conduct Activity by team of 5 to 7 members

By conducting actual project at the same time with the lecturers, participants will not only obtain knowledge but also be able to understand how to apply to their daily work

12



Training Program Overview

Mangers

Team Leaders

Basics (Workers)

３

２

１

GMLVN proposes customer specific program according to customer issues and requests

Topics

3 days

3 days

3 days

2 days

3 days

Days (Sample)Participants• Demonstrate way of work• Work from customer point of vie

w• Day to day management• Deploy company direction• Create better place to work

• Manager’s role and responsibility• Manager’s leadership and

communication• Demonstrate company philosophy

• QC Story, QC Tools

• TQM Basic

• Problem Solving

• Develop Report, Presentation

• Basic manufacturing management• Leader’s role and responsibility• Basic quality management• Day to day management• Develop team members

• Teamwork• Company regulation and

manner• Basic way of doing work

Deploy company direction to each sections, and lead divisions toward achieving goal

Develop members, and achieve and improve day to day production and quality goalAs a core member of the team, lead the team toward achieving goalAs a member of the team, contribute to team’s goal

As an employee follow regulations and standards, and achieving own target

Objectives

• Improve effectiveness and efficiency

• Company growth and individual development

• Mind set to work

• Better Human Relationship

• How to propose ideas

• Self Development

• Company’s mission and employee’s contribution

• Target setting, Planning

• Communication

• Joy of work

• Best utilize strong point and personality

13



Level up HRM

Items

RecruitmentRecruitment

Training / Development

Training / Development

AssignmentAssignment

EvaluationEvaluation

CompensationCompensation

Standard

Set up standardFollow standard

Set up standardFollow standard

Regulation, attitude/behavior, safety, 5S teamwork

Regulation, attitude/behavior, safety, 5S teamwork

Job & PerformanceJob & Performance

Completion Completion

Payroll, award systemPayroll, award system

Lab

or la

w

Challenge

Standard to be adjusted periodically

Standard to be adjusted periodically

Set up training system (OJT, Off-JT, OCT)

Set up training system (OJT, Off-JT, OCT)

Job Rotation (JR – part of company)

Job Rotation (JR – part of company)

Ability, attitude/behavior

Ability, attitude/behavior

Payroll, award systems to be proposed

Payroll, award systems to be proposed

Lab

or la

w +

1

Ideal

Always meet human resource demand

Always meet human resource demand

Maintain and develop OJT, Off-JT, OCT system

Maintain and develop OJT, Off-JT, OCT system

Job Rotation (JR – company wide)

Job Rotation (JR – company wide)

36003600

Maintain salary, award system competitive

Maintain salary, award system competitive

Lab

or la

w +

2

Motivation Identify, develop talents Good working environment

14



Lecturers IntroductionGMLVN will provide practical lesson by Vietnamese professionals with Japanese support

Kenji Hachiya

Fumitomi Suda

Doan Tuan Hai

Toshio Mitsutomi

Nguyen Trong QuyPham Van Hai

Japanese Lecturers Vietnamese Lecturers

Vu Hong Phong

Hideaki Iijima

Vuong Hoang Vu

11 years working experience including 8 years in HONDA Vietnam

Production management and cost management specialist

11 years of working experience at HONDA Vietnam subsidiary

Proven experience of human resource development at working site

More than 30years experience at HONDA, HONDA Vietnam

HR and Admin specialistBorn in HCMC. Familiar with

language and culture of Vietnam

20 years experience in Business Consulting

Extensive knowledge in Manufacturing, Retail, Service industries

Certified Public Accountant of Japan

Director of Project Management Association of Japan

8 years of working experience at Japanese and other foreign invested companies

HRM ProfessionalNumerous experience in

solving HR related problems and implementing HRM system

15 years of working experience including 7 years in HONDA Vietnam

KAIZEN and TQM ProfessionalTalented and humorous lecturing

More than 30 years experience at HONDA as HRM director

World wide HRM experience such as Vietnam, USA, UK, Africa, China, India

HRM and TQM Professional

11years of working experience at HONDA Vietnam subsidiary

KAIZEN and QC Activity professional

Proven experience in supervising and leading team activities

More than 30 years experience at Kao and Kao Vietnam

His specialty covers Factory design and construction, production and quality management, and training

15



Training Topics by Layers

16



Topic 1

Manager’s role and responsibility Ideal manager Management Ability Manager’s leadership

•Management Ability•Leadership Model 4H

Manager Workshop

ObjectivesDeploy company direction to each sections, and lead divisions toward achieving goal

Days(Sample)

3 days

Participants Manager PlaceCompany Site

Topic Content Tool etc. Hours Request

Topic 2

Demonstrate Company Philosophy Company Philosophy Philosophy demonstration examples Talk philosophy in out own words

2H

Topic 3

Manager’s way of doing work Manager’s way of doing work Way of work to be shared with members Manager’s day to day management

Cap-Do 、 PDCADST － PDCA1 sheet best, 1 hour best3 Real, VisualizationCustomer point of view３ S 、 Exemption Mgmt

4H

Topic 4

Direction Deployment Basics of direction deployment Brake down direction Develop action plan

Direction DeploymentPDCA Chart

3H

Topic 5

Create Better Place to Work Day to day demonstration of ideal behavior of

manager Better Place to Work

Good CommunicationGood InstructionRecognition and Appraisal

3H

17



Topic 1

Manufacturing Management Basics Manufacturing management basics Management resources in manufacturing Team leader’s role and responsibility

QCDMS(E)４ M

Team Leader Workshop

ObjectiveDevelop members, and achieve and improve day to day production and quality goal

Days(Sample)

３日間

Participants Team Leaders PlaceCompany Site

Topic Contents Tool etc. Hours Request

Topic 2

Team leader’s leadership Expectation to team leaders 12 roles and responsibility Team leader’s leadership

Safety, Quality etc. Leadership modelShared leadership

Topic 3 Communication

Better communication Conflict management

Communication skillMutual Understanding

Topic 4

Job Instruction Leader’s role is to develop people Job Instruction （ TWI-JI) Develop training plan

TWI-JITraining Plan Chart

Topic 5

Quality Management and Improvement Quality management PDCA management and quality improvement Quality maintenance and management Team leader’s quality management role and QC

tools

TQMPDCAControl ItemsQC StoryQC Tools

18



Topic 1 Teamwork

Basic rules to work in team Benefits of team work

TeamworkDiscussion rules

Fundamental Workshop -1

ObjectiveAs an employee follow regulations and standards, and achieving own target

Days(Sample)

3 days

Participants Workers, Team leaders PlaceCompany Site

Topic Contents Tool, etc Hours Request

Topic 2

Regulation and Manner Regulation and Manner Importance of regulation and manner Follow regulation and manner

Regulation, Manner, Behavior

Topic 3

Way of Doing Work Points in doing work PDCA PDCA operation

PDCAStandard

Topic 4 Improve Effectiveness and Efficiency

Importance of effectiveness and efficiency Steps of improvement

5W2HKAIZEN

Topic 5

Company growth and Individual Development

Work for your self Challenge with Target Workshop1 summary

19



Topic 1

Mind Set to Work 5 mind sets (Activeness, Ideas etc.) 3 responsibility (Accomplish tasks, Be flexible to

accomplish etc.)

Reaching Out


Objective As a member of the team, contribute to team’s goalDays

(Sample)2 days

Participants Workers, Team Leaders PlaceCompany Site


Topic 2

Human Relationship Good human relationship (working relation,

personal relation) Respect individuals

Respect Individuals

Topic 3

Propose Ideas Steps to propose ideas Points of view to find ideas How to proceed discussion

Muri, Muda, MuraQC Story

Topic 4

Self Development Self Development Importance of self development Learning opportunities

20



Topic 1

Company Mission and Employee Contribution Company’s goal and organization Expectation to employee Company growth and individual development

Company ResourcesBusiness Functions


ObjectiveAs a core member of the team, lead the team toward achieving goal

Days (Sample)

3 days

Participants Workers, Team Leaders PlaceCompany Site


Topic 2

Target Setting and Planning Company goal and team goal Steps for target setting and planning Individual achievement and team achievement

SMART5W2H

Topic 3

Communication Difficulties in communication Better communication Communication skills

2 way communicationCommunication skill

Topic 4

Joy of Work Self Actualization Maslow’s hierarchy of needs Workplace for joy of work

Hierarchy of Maslow

Topic 5

Utilize Strong Points and Personality Strong Points and Personality Identify our strong points and personality Respect others

21



Steps to conduct workshopGMLVN will propose appropriate workshop according to company issues and requests.

Understand Requirement

Current Issues Class of participants # of Participants Work Schedule Expected days, periods Other requirements

ProposeWorkshop

Approach Program Contents Schedule Quotation

Finalize Workshop

Plan

Discuss and finalize workshop plan

Prepare for Workshop

Notify to participants

Accommodate work schedule

Training space, facility arrangement

ConductWorkshop

Lead by customer

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