The document discusses factors that affect the production process including manpower, finances, machinery, materials, and work methods. It also covers establishing production control systems, setting specific goals, and controlling risks that could impact the process. Key performance indicators are identified relating to quantity, quality, raw materials, energy consumption, and capacity utilization.

1. P ( PRODUCTION)
Q (QUALITY)
E P S (SAFETY)
E (ENVIRONMENT)
La cac chi tieu duoc
kiem soat trong qua
S Q trinh tao ra san pham
nham dam bao ca gia
tri duoc hoach dinh.
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2. Purpose of PQSE
including series of activities in order to
control effectively to achieve the
desired value
is a system of control mechanisms in
the enterprise are specified by the
regulations promulgated by the board
management to reduce the risk for
enterprises to achieve their goals
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3. OBJECTIVE CONTROLLING SYSTEM
Tầm nhìn (vision)
Sứ mệnh (mission)
Mục đích (Goal)
Mục tiêu (Objective)
- Mục tiêu (target)
- Chiến lược (strategy)
- Kế hoạch (plan)
- Nhiệm vụ cụ thể (task)
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4. How to controlling in processing.
• Identify the Series of processing and
establish process control system.
• Setting up specific goals.
• Factors affecting the process and
control all risks possible.
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5. Industrial KPI in 2012.
Taixing Vietnam (PM)
Safety Frequency (LTA) 0.1 0.1
Restricted Frequency Accidents 0.75 0.75
Procurement Saving (USD) 100,000 120,000
Water (M3 of Water consumed/Produced MT) 0.14 0.475
CO2 (CO2 Eq MT/Produced MT) 0.205 0.165
Waste disposal for landfill (MT) 234 750
Production volume (MT) 1,860,000 1,089,000
Steam (Kg/Ton) 262.81 305
Solvent (Liter/Ton) 0.75 0.85
Power (Kw/ton) 32.15 36
Oil in white flakes (%) 0.5 0.5
Unplanned operational downtime (%) 1.55 1.2
Production capacity (MT/day) 6,200 3,300
Utilization capacity 95%
Maintenance cost (USD/ton) 0.8 0.8
Heat cost (USD/ton) 7
Power cost (USD/ton) 2
Total cost without depreciation 14.55 19.39
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6. Industrial KPI in 2013
Phu My
KPI
YTD Sep 2012 Target 2012 Target 2013 2013 savings
General
Safety Frequency 0.00 0.10 0.10
RWC+LTA 0.00 0.75 0.75
Total numbers of Customer Complaints- Food
0 X 6
Complaint rate(complained/sold volume)*100-Food
X 0.20
Unit cost for return and allowance-Agribusiness 0.3180 0.02 0.25
Procurement Savings-OPEX 131,761 75,720 150,000
Environmental
Water (M3 of Consumed H20 / Produced MT)
0.505 0.475 0.475
CO2 (CO2 Eq.MT/ Produced MT)
0.128 0.165 0.120
Waste Disposal for Landfill (MT)
4288.735 750 4500.00
Waste Disposal for Landfill (MT per production)
0.00546 0.00069 0.00434
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7. Industrial KPI in 2013
Phu My
KPI
YTD Sep 2012 Target 2012 Target 2013 2013 savings
Extraction
Production volume (ton) 785,319 1,089,000 1,036,750
Steam (kg/ton) 293.5 305 280 279,923
Solvent (liter/ton) 0.92 0.85 0.85 72,573
Power (kwh/ton) 31.64 36.0 31.0 39,811
Coal (kg/ton) 42.89 45.0 38.0 684,411
Meal moisture(%) 12.52 12.5
Oil in white flakes (%) 0.5 0.50 0.48 76,720
oil in hull (%) 0.93 1.20 0.92 4,925
Actone Insoluble (%), dry basis 57.61 63.00 63.00 163,451
Unplanned Operational Downtime (%) 3.4 1.20 1.50 295,474
Utilization Capacity 75% 95% 85% 1,620,440
OEE 89.52 90%
maintenance cost(US$/Mt) 1.92 0.80 0.80 1,161,160
heat cost 6.36 7.00 6.00 373,230
power cost 1.84 2.00 1.70 145,145
Total industrial cost w/o depr. 15.37 19.39 14.50 901,972
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8. PRODUCTION
WHAT ARE FACTORS THAT EFFECT TO THE PROCESSING
Method 5M (determine resources):
 Man: con người.
 Money: Tài chính.
 Machine: Máy móc.
 Material: Nguyên vật liệu.
 Method: Phương pháp làm việc.
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9. PRODUCTION
WHAT ARE FACTORS THAT EFFECT TO THE PROCESSING?
 Manpower: con người.
 To ensure that all employees perform in the
process must be trained
 ensure that the human resources available
and always responsive to the process.
 Money: Tài chính.
 ensure financial resources are available and
sufficient to ensure and maintain the
implementation process.
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10. PRODUCTION
WHAT ARE FACTORS THAT EFFECT TO THE PROCESSING?
 Machine: Máy móc.
 Always ensure machinery is on stable operation.
 Must be well planned routine maintenance.
 Material: Nguyên vật liệu.
 inputs soybean and communities in the process must be
accompanied Control. Analysis of influencing factors in the
process.
 Method: Phương pháp làm việc.
is controlled by :
 MBO (management by Object)
• KPIs
 MBP (Management By Process).
• ISO900& 2200
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11. PRODUCTION
BUILDING UP THE DOCUMENTATION
Hiệ n pháp/luậ t Sổ tay
Nghị đị nh Thủ tụ c
Hướ ng dẫ n công việ c,
Thông tư /Chỉ thị /Hướ ng dẫ n
Quy đị nh, tiêu chuẩ n
Mẫ u v ă n b ả n Biể u mẫ u/hồ sơ
Bả n chấ t xây dự ng hệ thố ng tài liệ u là xây dự ng
hệ thố ng pháp luậ t cho DN.
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12. PRODUCTION
KPI's (Key Production Indicators)
 Quantity( volume).
• likely to increase capacity up to 3300 TPD .
 Quality with three products.
• Hulls.
• Meals.
• Oil degumed.
 Raw materials.
 Soybeans import
 Chemical .
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13. PRODUCTION
KPI's (Key Production Indicators)
Energy consumption.
 Steam consumption.
 Power consumption.
 Water consumption.
Capacity utilization.
 Boiler supply 3x21 tons of steam
per hour.
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14. OEE (Overall Equipment Efficiency)
 OEE (Overall Equipment Efficiency)
The foundation for the OEE calculation if based on the information provided in the KPI’s for each
operation. The OEE is determined by the following formula:
• OEE = (Total Hours – Planned Downtime Used – Unscheduled D/T
Commercial
– Unscheduled D/T Other) / Total Hours.
• Downtime
Capacity-Kgs/Hr.
• Production Hours
Working day = 365- 9 * 24 = 8544 hrs
Maintenance schedule = 12 * 24 = 288hrs
Preventative maintenance: 14 * 24 = 336 hrs
Theory downtime: 8455-(288+336)/8544 = 0.93
• Planned Downtime Approved (BNA Only)
• Planned Downtime Used
• Report the total number of hours actually utilized for scheduled maintenance activities.
Not to exceed 12 hours allowed for Preventative Maintenance or 14 days for Annual
Shutdown.
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15. OEE (Overall Equipment Efficiency)
• OEE = Percent Equipment Availability x
Performance Rate x Quality Rate x 100
• Availability =Operating Time / Total Available
Time x 100
• Performance Rate =Ideal Cycle Time x
Processed Amount / Operating Time x 100
• Quality Rate =Processed Amount - Defect
Amount / Processed Amount x 100
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16. PRODUCTION
KPI's (Key Production Indicators)
KPIs(Key performance indicators)
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17. KPIs(Key performance indicators)
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18. STEAM CONSUMPTION
350
340.000
330.000 326.072
300 320.134
320.000 311.084
250
310.000
200 305 305 305 305
300.000
150 290.000
Months in 2012 Steam Consumption on August Goal
280.000 271.983
100
270.000
50 260.000
0 250.000
240.000
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Steam Consumption KPI
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19. Power consumption
Money Loss Due To The Power Cut Off
Production based on 3150 Tons/day
Industries cost per day USD VND
Soybean 3150 Tons/day 1953000 40,749,345,000.00
Hexane (Liter) 2,668.333 Liter/day 2,668.33 55,674,775.00
Power (Kwh) 103,266.667 Kwh/day 5679.666667 118,506,245.00
Coal (Mt) 141.680 Ton/day 19,835.20 413,861,448.00
Steam (Mt) 1,014.867 Ton/day 20,297.33 423,503,853.05
City Water (m3) 1,616.000 m3/day 565.60 11,801,244.00
SG&A 15750 328,623,750.00
Sum cost 2,017,796.13 42,101,316,315.05
Product get USD VND
Soybean meal production
average 2,331.00 Ton/day 1,282,050.00 26,749,973,250.00
Soybean oil production average 607.95 Ton/day 790,335.00 16,490,339,775.00
Soybean hull production
average 126.00 Ton/day 11,340.00 236,609,100.00
Sum benefit 2,083,725.00 43,476,922,125.00
Benefit get per day 65,928.87 1,375,605,809.96
Benefit get per hour 2,747.04 57,316,908.75
Industries cost per hour USD VND
Hexane (Liter) 111.18 Liter/hour 111.18 2,319,782.29
Power (Kwh) 4,302.78 Kwh/hour 236.65 4,937,760.21
Coal (Mt) 5.90 Ton/hour 826.47 17,244,227.00
Steam (Mt) 42.29 Ton/hour 845.72 17,645,993.88
City Water (m3) 67.33 m3/hour 23.57 491,718.50
SG&A 656.25 13,692,656.25
Sum industries cost per hour 2,699.84 56,332,138.13
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20. REDUCE BREAKDOWN TIME
29h
Break
3.92% down/
11h
Ratio mont
1.5% Break
h
Ratio down/
month
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21. SOLVENT CONSUMPTION
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22. REDUCE OIL IN WHITE FLAKER
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23. PRODUCTION QUALITY AND SAFETY
• We make products that meet
established quality standards, satisfy
customer requirements and which are
safe for the uses for which they are
intended.
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24. PRODUCTION QUALITY AND SAFETY
Maintain the PQSE Food & Feed Safety and
Quality Working Group;
Food & Feed Safety and Quality Working
Group participation in PQSE project reviews;
implement and monitor KPIs and metrics;
site audits and inspections;
establish a process to keep current with
legislative requirements in each locality;
maintain appropriate Quality Management
Systems; HACCP.
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25. PRODUCTION QUALITY AND SAFETY
Hulls quality.
Meals quality.
Oil degummed quality
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26. SAFETY
• We are committed to safety and a
zero-incident culture.
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27. SAFETY
Treat as an integral part of the business, not a
separate activity, with active involvement by leaders
at all levels.
The Bunge Safety Management System should be
implemented globally, including local audits in local
language – Industrial once per year minimum, Silos
and Ports every two years;
Use proactive metrics and reactive metrics in
addition to LTA stats;
Connect 27 safety rules; make part of monthly letter;
Get all employees involved both on and off the job.
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28. ENVIRONMENT
We are responsible, law-abiding
corporate citizens and good neighbors,
and we protect the environment by
minimizing resource use, waste and
emissions.
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29. ENVIRONMENT
Maintain the PQSE Environment Working Group;
Environment Working Group participation in PQSE
project reviews;
Approved set of standards; implement and monitor
KPIs and metrics; site audits and inspections;
properly operate and maintain related equipment;
Establish a process to keep current with legislative
requirements in each locality;
Establish and maintain an environmental
management system;
Make room in the Capex Plan for related projects;
Support programs and activities that foster good
relations within the community.
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