พัฒนาขีดความสามารถในการแข่งขันของอุตสาหกรรมแปรรูปการเกษตรในภูมิภาค ตามนโยบาย (One Province One Agro-Industrial Product : OPOAI) ประจำปีงบประมาณ พ.ศ. 2556
by ปาริชาต ชื่นวัฒนกุล
|พัฒนาขีดความสามารถในการแข่งขันของอุตสาหกรรมแปรรูปการเกษตรในภูมิภาค ตามนโยบาย (One Province One Agro-Industrial Product : OPOAI) ประจำปีงบประมาณ พ.ศ. 2556|
1. Company profile
Nham Donmuang Charoensri Marketing Co.,Ltd. produces and distributes different types of sour pork, Vietnamese pork rolls, Northern Thai spicy sausages, local sausages, pork balls, and chicken balls. It is also a distributor of sausages, cocktail sausages, ham, and bacon. The company was established by Mr. Pisit Hengraksa. The first sour pork factory was located in Saphan Mai, Don Mueang, Bangkok. When its products became popular, the company increased the production capacity and expanded its business. The factory has been moved. At present the factory is located at 8/4 M.6 Saimoon Ongkharak, Nakhon Nayok. The company is certified by different organizations. Its production processes are GMP and HACCP certified and its sour pork and fish sausage products have been awarded a 5-star OTOP of Pathumthani Province when the factory was located in Ransit Klong 2.
2. The results from consultancy and suggestions
Quality Development and Work Improvement Plans
2.1 There was an implementation on quality development and work improvement through QCC. There were 4 quality control circles. In each quality control circle, work related problems were analyzed and selected. Then the problems were solved using fishbone diagrams. The results from doing QCC activities are as follows
Grilled Sour Pork Quality Control Circle: Reducing the mistakes in weighing grilled sour pork
Target: To reduce the mistakes occurred during weighing from 20% to not more than 10% of all weighings
Performance: Before doing QCC activities, the mistakes were 20.3%. After doing QCC activities, the mistakes were reduced to 7.6%
Human Resources Quality Control Circle: Reducing staff turnover
Target: to reduce staff turnover rate from 10 people/month to 5 people/month
Performance: the staff turnover rate was reduced from an average of 9 people/ month to 3 people /month
Packing Quality Control Circle: reducing wasted packing bags when using vacuum packing machine
Target: To reduce 50% of the wasted packing bags when using vacuum packing machine
Performance: The percentage of wasted packing bags is reduced from 3.56% to 0.53% which is 85%
Sausage Production Room Control Quality Circle: Reducing the waste of raw materials during production processes
Target: To reduce 50% of the waste of raw materials
Performance: The waste of raw materials can be reduced from 27 kg. to 14 kg. per week which is 49%.
- By rotating working position, the staff are less fatigued and they take less leave.
- When the staff take less leave, one of the substitute workers can be reduced.
Donyor Fermented Rice Flour Noodles Factory
1. Company profile
Donyor Fermented Rice Flour Noodles Factory was established in 2008. It was registered as a business with individual owner by Mr. Samran Treeneramitchai with the capital of 4 million baht. The factory mainly sells its product to markets such as Si Mum Muang Markets, Minburi Market and Bangkapi Market. The product comes in different types of packaging to suit different groups of customers. The product in foam food trays and 500-gram plastic baskets are suitable for small families. There are also one, three, five and ten-kilogram plastic baskets, and 30-kilogram bamboo baskets
The management of the factory still depends only on the owner. The factory produces and sells an average of 11 tons (11,000 kilograms) of fermented rice flour noodles per day. The production plan and selling are equal in volume. The production starts at 6 a.m. and the packing finishes at 4 p.m. After that the goods are delivered to the markets in the evening and sold in the morning. There is no holiday. At present, there are 40-50 workers in the factory. Most of them are Cambodians who have a work permit.
2. The results from consultancy and suggestions
2.1 Product quality development plan / International standard
Ten operating procedure documents were written. Forms and memos related to operating procedure documents were made for a setup according to GMP standard.
The operating procedure documents have been used. They have been checked and edited making them up-to-date and complete.
Workers maintain personal hygiene. They wear boots, hygiene cap, and mask and they do not wear jewelry when working on the production line.
All of the staff in the organization have knowledge and an understanding in GMP standard
There was a GMP staff training in internal auditing according to GMP hygiene management and food safety regulations
There was a pre-auditing according to Ministry of Public Health’s GMP hygiene management and food safety regulations
Guidelines for solving problems found in pre-auditing were given.
There are guidelines for maintaining the setup.
2.2 Plans for improving production efficiency
2.2.1 On average, 7 rolls of 10-inch plastic wrap and 9 rolls of 12-inch plastic wrap were used per day. The factory mostly ordered 12-inch plastic wrap which is 168 baht per carton more expensive than 10-inch plastic wrap. When adjusting ordering timeline to every 15 days, 23 cartons (6 rolls each) of 12-inch plastic wrap and 17 cartons (6 rolls each) of 10-inch plastic wrap should be ordered. To make it easier for ordering and stock checking, it is suggested that the ordering is scheduled on the 10th and 25th of every month. The factory can reduce 20% of the expense on plastic wrap. The cost of plastic wrap is reduced from 101,823 baht to 79,248 baht per month. The cost is lower by 22,575 baht or 22.17%. Moreover, the amount of the money which must be paid each time is lower. Each payment made by the factory used to be 101,823 baht. At present, the payment of 39,624 baht is made on the 10th and the 25th of each month and the factory saves approximately 270,900 baht a year.
2.2.2 The expense on foam packaging can be reduced by 18%. Two sizes of foam packaging were used for packing 500 g. and 1 kg. of fermented rice flour noodles. The minimum order of foam packaging is 40,000 pieces. To meet the minimum order required and to save storage space, the factory has to place an order every 20 days or three orders in 2 months. It is suggested that the factory place an order on the 20th of every even month and on the 10th and 30th of every odd month. Making this a schedule will be easier for placing orders. The ordering schedule is calculated from the statistic of foam packaging usage. Following the ordering schedule helps reduce the expense on the foam packaging by 72,000 baht from placing 3 orders (once every 20 days) in 2 months. In the past, the factory paid 44,300 baht every month or 88,600 baht for 2 months for the foam packaging. The ordering schedule helps reduce the expense on foam packaging by 16,600 baht or 18.7% per 2 months or 99,600 per year.
2.2.3 There is a setup for revenues and expenses record which helps calculate the real cost of production and profit and loss in each month.
2.2.4 There is a setup for inventory control.
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