VIETNAM NATIONAL UNIVERSITY

HCMC UNIVERSITY OF TECHNOLOGY

SCHOOL OF INDUSTRIAL MANAGEMENT

INTERNSHIP REPORT

APPLYING LINE BALANCING TO IMPROVE

LINE EFFICIENCY MANUFACTURING GEN V
TAPE OF TTI (MILWAUKEE BRAND)

VO MINH HOANG

HCMC, 7/2023
 VIETNAM NATIONAL UNIVERSITY
HCMC UNIVERSITY OF TECHNOLOGY
SCHOOL OF INDUSTRIAL MANAGEMENT

INTERNSHIP REPORT

APPLYING LINE BALANCING TO

IMPROVE LINE EFFICIENCY
MANUFACTURING GEN V TAPE OF TTI
(MILWAUKEE BRAND)

Instructor: Dr. Nguyễn Thị Đức Nguyên

Student’s Name: Võ Minh Hoàng
Student’s ID: 1952707

HCMC, 7/2023

ii
INTERNSHIP EVALUATION FORM

iii
ASSESSMENT

iv
v
 ACKNOWLEDGEMENT
To complete this internship report, first, I would like to express my deep gratitude for
School of Industrial Management as well as Ho Chi Minh City University of Technology
for giving me the opportunity to experience this internship, which helps me to apply
professional knowledge and skills in the fields of interest to have a better orientation for
future career path. In particular, I would like to send my deepest thanks to my instructor,
Dr. Nguyen Thi Duc Nguyen, who enthusiastically guided, commented and gave me
suggestions to help me complete this internship report topic.
Next, I would like to thank the Board of Directors and departments of Valued
Engineering, TTI Company Limited for creating favorable conditions for me to learn
about reality and complete 3 months of internship at the company. Everything has its
own set of challenges, and my internship was no different. Without the help of Mr.Nhu
Son and Superivsor - Mr.Dat, my direct commander, and the extremely big support from
my brothers in arms especially Mr.Binh, Mr.Trung, Mr. Quoc Anh and my boss Mr.
Frank Fan Yu, these guys were the energy that kept the fire in me burning, their training
sessions taught and inspired me a lot, without them I would not have been able to
complete my internship properly. In addition, the VE members' assistance was
invaluable during my internship. Throughout the internship, I received great help from
everyone in VE. I was overjoyed that everyone always gave me a quick explanation of
the project so that I could completely understand and support it, which made me feel
like a part of this family.
Because of my limited knowledge, in the process of practicing and completing the
internship report, I inevitably make mistakes, and I hope to receive valuable suggestions
from teachers as well as your company.
Thank you sincerely!

vi
 Table of contents
ACKNOWLEDGEMENT .......................................................................................... vi
LIST OF FIGURES ..................................................................................................... ix
CHAPTER 1: INTRODUCTION ............................................................................... 1
1.1. RATIONALE OF THE INTERNSHIP REPORT ............................................. 1
1.2. INTERNSHIP OBJECTIVES .............................................................................. 2
1.3. SCALE AND SCOPE OF THE TOPIC .............................................................. 2
1.4. MEANING OF THE TOPIC ................................................................................ 2
1.4.1. Scientific significance .......................................................................................2
1.4.2. Practical significance .......................................................................................3
1.5. METHODS OF IMPLEMENTATION ............................................................... 3
1.5.1. Internship Schedule .........................................................................................3
1.5.2. Methods .............................................................................................................4
1.6. STRUCTURE OF REPORT ................................................................................ 5
1.7. IMPLEMENT PLAN ............................................................................................ 5
CHAPTER 2: THEORETICAL BASICS .................................................................. 7
2.1. LINE BALANCING .............................................................................................. 7
2.1.1. Definition of line balancing ......................................................................... 7
a. Precedence requirements ............................................................................... 7
b. Cycle time restrictions .................................................................................... 7
2.1.2. Assembly line balancing model................................................................... 8
a. Single assembly line model ............................................................................. 8
b. Multi line model .............................................................................................. 8
c. Mixed model .................................................................................................... 8
2.1.2. The objective of applying theory of assembly line balancing in
manufacturing ........................................................................................................ 8
2.1.3. Term in line balancing theory .................................................................... 9
2.1.4. Step for defining assembly line balancing ............................................... 10
2.2. STANDARD OPERATING PROCEDURES ................................................... 12
2.2.1. What is Standard Operating Procedure? ................................................ 12
2.2.2. Wasteful operation..................................................................................... 12

vii
CHAPTER 3: COMPANY INTRODUCTION ....................................................... 13
3.1. COMPANY OVERVIEW................................................................................... 13
3.2. TECHTRONIC INDUSTRIES VIETNAM MANUFACTURING ................ 13
3.3. TECHTRONIC INDUSTRIES CONGLOMERATE ...................................... 17
3.4. INTERNSHIP DEPARTMENT INTRODUCTION ........................................ 18
3.5. MILWAUKEE’S PRODUCTS AND FACTORY IN VIETNAM .................. 18
3.6. ORGANIZATION STRUCTURE ..................................................................... 21
3.7. MARKET AND COMPETITOR ....................................................................... 22
a. Market............................................................................................................... 22
b. Competitor ..................................................................................................... 23
3.1.8. Current status of Milwaukee Vietnam ........................................................... 24
4.1. STATUS ANALYSIS .......................................................................................... 26
4.1.1. Problems statement ........................................................................................26
4.1.2. Objectives ........................................................................................................28
4.2. SOLUTION FOR IMPROVEMENT PROCESS ............................................. 28
4.2.1. Tape winding station ( Station 1 ) .................................................................28
4.2.2. Welding spool cover station ( Station 2 )......................................................30
4.2.3. Spring torque station ( Station 3 ) ................................................................30
4.2.4. Auto screwing (Station 6) ..............................................................................31
4.3. COMPARING PRODUCTIVITY BEFORE AND AFTER IMPROVEMENT
...................................................................................................................................... 33
CHAPTER 5: CONCLUSION AND LESSON LEARNED ................................... 35
5.1. CONCLUSION .................................................................................................... 35
5.1.1. The content has been done ............................................................................35
5.1.2. Personal view of applying line balancing to improve efficiency ................35
5.2. LESSON LEARN ................................................................................................ 35
5.3. FUTURE RESEARCH ....................................................................................... 38
REFERENCE.............................................................................................................. 39

viii
 LIST OF FIGURES
Figure 1: Schedule of internship period ...................................................................... 4
Figure 2: Implement plan ............................................................................................. 5
Figure 3: Desired Cycle time formula ......................................................................... 7
Figure 4: Different assembly models ........................................................................... 8
Figure 5: Cycle time formula........................................................................................ 9
Figure 6: Talk time formula ......................................................................................... 9
Figure 7: TTI’s brand ................................................................................................. 13
Figure 8: Milwaukee factory ...................................................................................... 14
Figure 9: TTI’s brands ................................................................................................ 17
Figure 10: Some typical products of Milwaukee ...................................................... 18
Figure 11: Milwaukee’s factory in Vietnam ............................................................. 21
Figure 12: Organization chart .................................................................................... 22
Figure 13: Milwaukee’s Gen V Tape products ......................................................... 26
Figure 14: Stations and time for task execution ....................................................... 27
Figure 15: Cycle time for each station before innovation of Gen V Tape .............. 27
Figure 16: Cycle time for each station after innovation of Gen V Tape ................ 33

ix
10
 CHAPTER 1: INTRODUCTION
1.1. RATIONALE OF THE INTERNSHIP REPORT
Techtronic Industries (TTI) has set up a manufacturing facility in HCM City's High-
Tech Industrial Zone, expanded production, built a flexible supply chain, and increased
revenue. Large and medium-sized enterprises achieved outstanding growth in the first
half of the year with revenues increasing by 10% to reach $7 billion. Combined with a
52% revenue growth in the first half of 2021, TTI's sales increased by 67% in the last
two years. Milwaukee's core product business grew ahead of the market, delivering
25.8% sales growth. TTI's main business areas are electrical and industrial tools
(Milwaukee), utility tools, air conditioning equipment, cleaning and maintenance tools.
TTI là one of the world's leading providers of computer graphics tools. In the battery
industry, the product is the basis for creating the position of the measuring set. The unit
uses Lithium-ion battery technology and uses high-performance coal-burning engines.
As a result, the product does not need to be plugged into a complex circuit, limiting
noise to a maximum while still ensuring sufficient power, operating time and portability
to many locations. With biology, TTI changes the way people think about tools, tools
for caring, or products of the environment. Its brands include MILWAUKEE, RYOBI
and HOOVER, which have made their mark on the market thanks to their optimum
performance and safety.
However, in order to create products that are of high quality, that are standardized, that
meet market demands, they have to collect data. This means that Requiring businesses
to constantly improve productivity and quality in production, apply advanced science
and technology to the production process, improve management skills and workers'
skills, businesses need to be proactive in the preparation stages. With good production
preparation, orders will be implemented according to plan, shortening costs and
production time to ensure orders are manufactured according to requirements.
Milwaukee Vietnam with very special characteristics creates products that are mainly
derived from the craftsmanship of the craftsmen. The product is mostly made directly
by the worker, so productivity is affected by the skill, experience, and skill of the worker.
Due to the fact that the construction and maintenance of equipment improves the
operation of the standard equipment, minimizes the time spent on the work, speeds up

1
the work, ensures the quality of the product, and plans the work, it is important that the
equipment is necessary for the enterprise. Under these contents, the contents of the
construction and maintenance of equipment improves the operation to reduce the time
spent on the work, increase the speed of the work, and increase the quality of the product.
Therefore, the topic “Applying line balancing to improve line efficiency for
manufacturing Milwaukee GenV Tape” was formed with essential goals.
1.2. INTERNSHIP OBJECTIVES
The purpose of this report is to analyze the cycle time for manufacturing Gen V Tape
and offer some recommendations based on the line balancing application to improve
line efficiency, which is split into smaller objectives:
 Learn about the Lean Manufacturing process in general (VIGOR Process)
 Department Introduction and teamwork training
 Evaluate data cycle time, work instructions for assembly Gen V Tape
 Opportunity for follow production line model
 Suggest some improvements solution for enhance line efficiency
1.3. SCALE AND SCOPE OF THE TOPIC
Time: The internship period at Techtronic Industries takes place within 8 weeks, from
June 5, 2023 to July 28, 2023.
Location: The content of the work is carried out within the Value Engineering
Department and also Localization team.
Scope of work:
 Learn and research about manufacturing process
 Analyze and synthesize the amount of time that workers finished per day
 Reporting and updating tasks day by day also improving continuously
 Record and check output in spec of quality standard
1.4. MEANING OF THE TOPIC
1.4.1. Scientific significance
 Evaluate data from assembly line Gen V Tape process of Milwaukee factory
 Knowing the bottleneck of line production and find solutions

2
 1.4.2. Practical significance
The study of the main topic contributes to finding out which stage influenced unbalanced
production and improvement solutions. Moreover, the report helps to increase line
efficiency because for any production system, line balancing is one of the top priorities.
Currently, most manufacturing plants that want to achieve high productivity promote
line balancing to gain more value.
1.5. METHODS OF IMPLEMENTATION
1.5.1. Internship Schedule

How to
Objectives What Where When Who Why
collect

Learn about The Production 17/07/2023 Senior Directly

the company's stages of Line Engineer observe
manufacturing the line's Mr. Nhu the line at
process in operation Son, the factory Know the
general Engineer and study basics of
Mr.Binh, through how the line
Mr.Trung the operates
and document
Mr.Quoc
Anh

Understanding The Training 20/7/2023 Senior Study Standardize

the Lean stages of room Engineer through the front
Manufacturin the line's Mr.Chuc the end process
g process in operation and document to improve
general (VE Mr.Quoc and cross
VIGOR Anh training by functional
Process) experience
engagement,

3
 engineer gain
alignment,
and focus
efforts

Identify the The data VE 20/06 – Engineer Gather To

data, recorded Departmen 25/07/202 Mr. Binh data from accurately
workflow the cycle t of 3 and Mr. the define the
through time Milwaukee Trung company main issues
manufacturing system. driving the
line company to
the loss.

Feasibility The data Training 26/7/2023 Engineer Gather Check the

Assessment to identify room Mr.Chuc data from risk when
Training the risk the have an
assessmen company innovation
t of idea system. related to
process or
products

Figure 1: Schedule of internship period

1.5.2. Methods
To finalize the report also have an idea for innovation by applying line balancing to
enhance line efficiency, I have to evaluate data and research by experience from
engineers by:
 Known the workflow of process
 Determine the time required to complete each task
 Calculate the required takt time
4
 Determine the desired cycle time
 Evaluate the balance of the line and make adjustments as needed to further optimize
the distribution of tasks
 Monitoring and continuous improvement
1.6. STRUCTURE OF REPORT
The structure of the report is divided into five parts:
Chapter I: Introduction.
Chapter II: Theoretical basis.
Chapter III: Company introduction.
Chapter IV: Applying line balancing to improve line efficiency of producing Gen V
Tape of Milwaukee.
Chapter V: Conclusion and lesson learned.
1.7. IMPLEMENT PLAN

Figure 2: Implement plan

5
After meeting with Dr. Nguyen Thi Duc Nguyen, I chose the topic related to my
internship period. I started to write about company overview, which I have trained on
orientation day at Milwaukee. Moreover, while writing about company overview, I
also apply theory basis by learning from books and internet resources so why that’s
took a lot of time (9 days). I had 6 days for working with engineers and IE Dept
(Industrial Engineering) for define the current situation of line performance of Gen
Tape V. Thanks for my team created opportunity that, I could spend my time for
follow the workflow, count on cycle time and evaluate them. After that, I began to
estimate the bottleneck, divided into balance at station and got some feedbacks from
other departments to get the innovation for line assembly. Finally, I finalize my
conclusion so as to sent my manager Frank for his signed and printed.

6
 CHAPTER 2: THEORETICAL BASICS
2.1. LINE BALANCING
2.1.1. Definition of line balancing
Line balancing is usually undertaken to minimize imbalance between machines or
personnel while meeting a required output from the line. To produce at a specified rate,
management must know the tools, equipment and work instructions. Then the time
requirements for each assembly task must be determined. Management also needs to
know the precedence, relationship among the activities- that is the sequence in which
various tasks are performed.
The objective of line balancing is to eliminate bottlenecks and inefficiencies in the
production by minimizing, if not eliminating the inventory from overproduction due to
the imbalance workstations run rate, also optimize the resource utilization and improve
the line capacity. By balancing the workload across the line, companies can achieve
higher productivity, reduce cycle times, and increase overall efficiency.
Assembly-line balancing operates under two constraints: precedence requirements and
cycle time restrictions:
a. Precedence requirements
Precedence requirements are physical restrictions on the order in which operations are
performed on the assembly line. To facilitate line balancing, precedence requirements
are often expressed in the form of a precedence diagram. The precedence diagram is a
network, with work elements represented by circles or nodes and precedence
relationships represented by directed line segments connecting the nodes.
b. Cycle time restrictions
Cycle time is the total time from the beginning to the end of the assembly process. Cycle
time includes process time, during which a unit is acted upon to bring it closer to an
output, and delay time, during which a unit of work is spent waiting to take the next
step.
𝑇𝑜𝑡𝑎𝑙 𝑡𝑖𝑚𝑒 𝑎𝑣𝑎𝑖𝑙𝑎𝑏𝑙𝑒 𝑓𝑜𝑟 𝑝𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑜𝑛
Desired cycle time (Cd) =
𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑢𝑛𝑖𝑡𝑠 𝑡𝑜 𝑏𝑒 𝑝𝑟𝑜𝑑𝑢𝑐𝑒𝑑

Figure 3: Desired Cycle time formula

7
2.1.2. Assembly line balancing model
An assembly line can be divided into three categories based on the number of models
assembled on the line and according to speed benchmarks [Groover, 2000]:
a. Single assembly line model
It is used where the production of a single commodity takes place. A single model
assembly line is used for manufacturing a product that does not have any variants. The
work at all stations remains same for all the work-pieces, and the outcome product of
the line is the same.
b. Multi line model
In this model, the manufacturing takes place in batches, such as the production of more
than one commodity. The product variants are produced in batches. In the multi-model
assembly line, the operation varies for the different variants that require setup for change
of tools or other equipment. In order to reduce setup time cost or change over cost, the
products are produced in batches.
c. Mixed model
The production happens for the same products' variants simultaneously However, the
production is not happening in batches. In the multi-model assembly line, the operation
varies for the different variants that require setup for change of tools or other equipment.
In order to reduce setup time cost or change over cost, the products are produced in
batches.

Figure 4: Different assembly models

2.1.2. The objective of applying theory of assembly line balancing in manufacturing
The objective of applying the theory of assembly line balancing in manufacturing is to
optimize the production process and improve the efficiency of the assembly line.
Assembly line balancing is a fundamental concept in production management,

8
especially in manufacturing industries, where products are assembled through a series
of tasks or operations.
Eliminating bottlenecks: By balancing the workload among workstations, assembly line
balancing aims to eliminate bottlenecks or points of congestion in the production
process. This helps to ensure a smooth flow of work, reducing idle time and waiting
periods.
Reducing cycle times: By distributing tasks evenly across workstations, assembly line
balancing helps in minimizing the time required to complete each product. This results
in shorter cycle times and faster production output.
Improving efficiency: An optimized assembly line reduces the number of workstations,
unnecessary movements, and non-value-added activities, improving the overall
efficiency of the production process.
Supporting production planning and scheduling: Assembly line balancing provides
valuable insights for production planning and scheduling. It helps in determining the
number of workstations needed, the sequence of tasks, and the required cycle time,
making it easier to plan and control the production process efficiently.
Increasing productivity: Balancing the assembly line ensures that each workstation
operates at a similar level of workload. This maximizes the utilization of resources and
reduces underutilization, leading to increased overall productivity.
2.1.3. Term in line balancing theory
Cycle time: The time it takes to complete one cycle of a task or operation in the
production process.

𝑇𝑖𝑚𝑒 𝑓𝑜𝑟 𝑚𝑎𝑛𝑢𝑓𝑎𝑐𝑡𝑢𝑟𝑖𝑛𝑔 𝑜𝑢𝑡𝑝𝑢𝑡

Cycle time =
𝑂𝑢𝑡𝑝𝑢𝑡

Figure 5: Cycle time formula

Talk time: The time required to assemble one product according to specific customer
requirements or specifications.
𝑊𝑜𝑟𝑘𝑖𝑛𝑔 𝑡𝑖𝑚𝑒 𝑎𝑣𝑎𝑖𝑙𝑎𝑏𝑙𝑒
Talk time =
𝐶𝑢𝑠𝑡𝑜𝑚𝑒𝑟 𝐷𝑒𝑚𝑎𝑛𝑑

Figure 6: Talk time formula

9
Lead time: The total time required to complete the assembly of one product, from the
beginning to the end of the production process.
Bottleneck: A point or stage in the production process that causes congestion or slows
down the overall production flow, reducing productivity.
Idle time: The time during which people or machines in the production line are not
actively engaged in the production process.
Input-Output ratio: The ratio between the number of products or units entering the
production process (input) and the number of products or units coming out of the
production process (output). This ratio is used to determine the productivity of the
production line.
Labor skills: The level of expertise, experience, and competence of the workforce
involved in the production process. Skilled labor is essential for efficient and effective
assembly operations.
Work processes: The specific methods and procedures used in the production process to
assemble products. Optimized work processes contribute to smoother production flow
and higher productivity.
Machine utilization: The degree to which machines or equipment in the production line
are utilized to perform tasks. Efficient machine utilization is critical for meeting
production targets and reducing idle time.
2.1.4. Step for defining assembly line balancing
Step 1: Estimate the needed cycle time for each workstation
Outline your workstation sequence and draw a precedence diagram
This process involves breaking the whole production process into sequential stages. A
product cannot proceed from one segment to the next unless the task in a given
workstation is complete.
A precedence diagram is a tabular representation of the tasks in the course of a
production project. You can create overall or partial precedence diagrams that show the
whole or a specific section of the project. Your chart should detail the production
processes, events, and the dependencies between the two.
Step 2: Estimate the needed cycle time for each workstation

10
Need to perform time studies to find out the duration it takes to complete each task in
the production line. The cycle time is the maximum duration a job takes for completion
at each workstation.
You can arrive at this exact figure by dividing the required product units by the
production time available in a day. That gives you the time (in minutes) between each
workstation at the current machine rate and workforce.
Cycle time computation considers the total number of units produced per day in a single
line. When the same product is made in multiple lines, composite cycle time calculations
would need to be done on digitized line balancing tools for accuracy.
Step 3: Calculate the hypothetical number of workstations you will need
This calculation will help to attain a balanced task distribution in each of the
workstations based on the cycle times. You can arrive at the number of workstations
you need by dividing the sum of your task times by the desired actual times.
Step 4: Start assigning tasks to the workstations until the process times are equal
Proceed to rearrange the tasks in a way that reduces excess capacity and production
bottlenecks.
That involves redistributing the number of workers from stations of minimal workloads
to stations of excess workloads. This process helps to reduce the waiting times in stations
of excess capacity.
Try to share the amount of work between the number of operators in a line logically,
aiming to maximize machine utilization. The idea is to have each task taking the same
amount of time for synchronicity.
Note that for efficiency in meeting customer demand, you will need to carry out Takt
time calculations to inform your distribution of workloads.
The Takt time is a measure of the time a competent worker or an unmanned machine
takes to perform a task. If you perform keg line balancing to the point that production
exceeds takt time, you run the risk of overproduction and wastage. However, producing
slower than takt time can lead to delays, idle time, and frustrated clients.
Step 5: Test the efficiency of assembly line

11
After a balanced task distribution, the next step is testing the effectiveness of the
undertaking. Testing can help to reveal further areas that need efficiency improvements
and rebalancing.
2.2. STANDARD OPERATING PROCEDURES
2.2.1. What is Standard Operating Procedure?
The Standard Operating Procedure (SOP) is a detailed and documented set of step-by-
step instructions that outlines the standard procedures and processes to be followed in
carrying out specific tasks or activities within an organization. SOPs are developed to
ensure consistency, efficiency, and quality in performing various tasks, reducing errors,
and ensuring compliance with regulatory requirements or company standards. They
serve as a reference guide for employees to follow in their daily work and help maintain
uniformity and best practices across different departments or teams.
2.2.2. Wasteful operation
Wasteful operations refers to activities, steps, or tasks that are unnecessary and do not
contribute to the final value of the product. Wasteful operation is one of the forms of
waste in quality management and production management.
Wasteful operations result in the waste of resources and time, increasing production
costs and reducing overall process efficiency. This can negatively impact the
profitability of the business and diminish its competitiveness in the manufacturing.
Some examples of wasteful operations in manufacturing include:
 Unnecessary transportation: Moving products or materials between production
steps without contributing to the next stage.
 Waiting time: Waiting extensively before starting the next step in the process.
 Non-value-added work: Performing unnecessary steps that do not add value to
the product.
 Defects and rework: Engaging in repair or adjustments due to errors or defects in
the production process.
 Suboptimal setups: Using equipment, tools, or processes that are not optimized,
leading to waste in time and resources.

12
 CHAPTER 3: COMPANY INTRODUCTION
3.1. COMPANY OVERVIEW
TTI was founded in 1985 in Hong Kong by two people, a Honkong professor named
Roy Chi Ping Chung and a German named Horst Julius Pudwill.
When the company was first established as an intermediary distributor, in 1987 the
company supplied the first wireless machines under the Craftsman brand to a partner in
the US - Sears.
To be grown up and become a world leader in manufacturing wireless equipment, TTI
has gone through five main historical periods:
• In 1988, the company opened its first factory in Dongguan China to start entering
the manufacturing field.
• In 1990, in order to have more resources to expand and expand production, the
company was listed on the Hong Kong Stock Exchange with the stock code 0669.
• From 1999 to 2018, the company acquired reputable and old brands in the market
to continue to expand and develop in the world market.
• In 2018, the company opened its first factory in Vietnam
• In 2019, TTI's stock code 0669 became one of the 50 largest stocks on the Hong
Kong stock exchange (Hang Seng index).

Figure 7: TTI’s brand

3.2. TECHTRONIC INDUSTRIES VIETNAM MANUFACTURING
In Vietnam, TTI also has some significant milestones that can be figured out as follow:
2007: TTI established its first manufacturing facility in Vietnam, located in the Bac Ninh
Province. The plant produces power tools, outdoor products, and floor care products.

13
2010: TTI expanded its production facility in Vietnam by adding an additional 100,000
square meters of manufacturing space. The expansion increased the company's
production capacity and enabled TTI to produce more products in Vietnam.
2014: TTI opened a new research and development center in Ho Chi Minh City,
Vietnam. The facility focuses on product design and development for TTI's global
brands.
2016: TTI invested $650 million in a new manufacturing facility in Vietnam's Hai
Duong Province. The plant, which covers an area of 60 hectares, produces cordless
power tools and outdoor power equipment.
2019: TTI announced plans to invest an additional $650 million in Vietnam. The
investment is intended to expand the company's manufacturing capacity and develop
new products.

Figure 8: Milwaukee factory

14
Name in Vietnamese Công ty TNHH Techtronic Industries Việt Nam

Name in English Techtronic Industries Vietnam Manufacturing Company

Limited

Tax code 3702696344

Address 9A VSIP II-A, Street No. 27, Vietnam - Singapore

Industrial Park II A, Vinh Tan Ward, Tan Uyen City,
Binh Duong Province, Vietnam.

Representative ROSS WILLIAM MACLEOD represents the following

companies:

1. MILWAUKEE TOOL (VIETNAM) CO., LTD.

2. TECHTRONIC TOOLS (VIETNAM) CO., LTD.
3. ECOLIGO CO., LTD.
4. MODERN ENERGY MANAGEMENT (VIETNAM)
CO., LTD.
5. BAYWA R.E. WIND PROJECTS VIETNAM CO.,
LTD.
6. BAYWA R.E. VIETNAM CO., LTD.
7. ENERGY SOLUTIONS 1 HOLDINGS CO., LTD.
8. ECOLIGO VNM ASSETS ONE CO., LTD.
9. GREEN PLANET DISTRIBUTION CENTRE CO.,
LTD.
10. BAYWA R.E. SOLAR SYSTEMS (VIETNAM) CO.,
LTD.
11. TECHTRONIC PRODUCTS (VIETNAM) CO., LTD.
12. MILWAUKEE ASIA CO., LTD.
13. BOWTIE VIETNAM CO., LTD.
14. MANOA ENERGY (VIETNAM) CO., LTD.

15
 15. BLUE MOUNTAIN SOLAR CO., LTD.

Telephone + 84 274 625 1555

Operation day 27/08/2018

Managed by Binh Duong Province Tax Department

Type of Business Limited Liability Company Foreign-Owned

Website https://www.ttigroup.com.vn

Mission
“To be a leading global provider of innovative power tools, outdoor power equipment,
and floor care appliances that enhance the lives of consumers and professionals alike,
delivering exceptional value and performance”
Vision
“To continuously innovate and create superior products and solutions that empower
people to accomplish their goals, improve efficiency, and make a positive impact on
their environment”
Value
Our Values are the foundation for all decision making and provide the guideposts for
every internal and external interaction. We are diligent in ensuring that our values
penetrate every level of our organization that translates into trusted relationships and
long term brand loyalty.
Core beliefs:
● Doing the Right Thing
● Treating Each Other with Integrity and Respect
● Building Strong, Trusted Relationships
● Giving Back
● Encouraging Innovative Spirit
● Exceeding Customer Expectations

16
3.3. TECHTRONIC INDUSTRIES CONGLOMERATE
Currently TTI: Owns 13 brands such as: Milwaukee, Ryobi, Hart, AEG, Hoover, Vax,
Oreck, Dirt Devil, Stiletto, Imperial Blades, Empire, Homelite, Kango.
Out of the 13 brands mentioned above, 6 are considered heritage brands because they
are more than 100 years old.

Figure 9: TTI’s brands

The oldest to mention is AEG, founded in 1898, about 124 years old. Similar to other
brands like Stiletto, Hoover, Empire, Homelite. The youngest in this group is Milwaukee
with an age of about 98 years.
Through the process of formation and development, the company has also achieved a
number of significant titles such as:
 In 2002 was honored by the prestigious business magazine in the world, Forbes,
"Top 200 best small companies in the world". This is really remarkable when only at
the time of receiving this title, the company is only 17 years old.
 In 2016, HomeDepot system - TTI's main product distribution partner in North
America, honored as the outstanding company in innovative product development, sales
& marketing, customer service and supply chain.
 Besides, it's really proud that we have 2 brands that are considered number 1 in
the world (in terms of sales):
 Milwaukee: The world's #1 in professional equipment. Experts are people who
specialize in the fields of construction, road repair, electricity, water, cars ...
 Ryobi: No. 1 in the world for DIY products - buy and use at home.
17
Note: This report will be focused on Milwaukee products and factories due to my
position responsible for this site.
3.4. INTERNSHIP DEPARTMENT INTRODUCTION
Currently, I am an intern in the production department of the company with the title VE
(Value Engineering) Internship position.
3.5. MILWAUKEE’S PRODUCTS AND FACTORY IN VIETNAM
Our Milwaukee Factory main products are Hand Tool and Power Tool. We have a lot
of power tools family-like Impact Wrench, Nailer, Drill, Saw, Grinder, Blower, etc. Our
products have 3 main parts: gear case, Motor and PCBA (Printed circuit Board
Assembly). Those impressive tools are powered by M18 or M12 batteries (Milwaukee
technology: Red lithium).

Figure 10: Some typical products of Milwaukee

Name Details Image

M12 battery high output - Increase capacity by 25%

2.5Ah and operate 25% cooler
- Power M12 4.0Ah with
compact size
- Powering over 125
wireless M12 solutions

18
M18 battery high output - The new M18™ 6.0 Ah
6.0Ah HIGH OUTPUT™ battery
pack provides more power
vs. comparable M18™
REDLITHIUM™-ION
battery packs
- On-board battery fuel
gauge helps the user to
maximize battery run-time
efficiency

M12 power drill FPD - Power drill 12V

efficiency
- 1700 RPM speed for
faster drilling
- Maximum tightening
force of 44 Nm

M12 FID Screwdriver - The brushless

POWERSTATE™ motor
delivers a torque of 147
Nm, providing faster
screwdriving speed
- REDLITHIUM™-ION
battery extends work time
per charge and throughout
the battery's lifespan
- 4 control modes offer
greater speed and power
output control

19
STUD compact tape - Stands up to a height of 3
measure meters without collapsing
- ABS casing with impact-
resistant molding enhances
comfort and durability on
the job site
- Belt clip with steel bar
design reduces wear and
tear when stored in a
pocket

Cutting M12 FCOT - Fast and precise cutting

with a maximum speed of
20,000 RPM
- Convenient design
optimized for excellent
control and one-handed
use. It weighs only 1.1 kg
and measures 226 mm in
length
- 76 mm blade provides a
cutting depth of 16.3 mm

M18 FHIWF12 Impact - Offers maximum

Wrench performance with its
ability to loosen tight bolts
and provide high torque
faster than competing
machines
- The designed anvil with
friction ring ensures quick

20
 and easy socket changes
- It is comfortable to use
with a weight of only 3.3
kg (including a 5.0Ah
battery)

Milwaukee’s factory: has 3 production workshops: V9, V8, V7. V9 factory is one of the
main production workshops of the factory, departments such as IQC (Internal Quality
Control), SQE (Supplier Quality Control), ME (Manufacture Engineering dept) and
warehouse of materials such as plastic, PCBA, mechanical components. V8 is a small-
scale production workshop, in the V8 workshop, there will be a Lab test department and
a warehouse of supplies such as metal, screws, nails, gears of the gearbox, etc. V7 is the
Motor factory, there is also a measuring room like the Metrology Lab and the Motor
warehouse, above V7 is the office, where I work. I interned at the NPI (New Product
Introduction) department as a VE (Value Engineering).

Figure 11: Milwaukee’s factory in Vietnam

3.6. ORGANIZATION STRUCTURE

21
 Figure 12: Organization chart
In VE team, I work as Localization Team. Out Team take responsibility for changing
and following Localization Project. This means that these parts from the US suppliers
or People Republic China (PRC) will transfer to Vietnam and contact with suppliers in
Vietnam. We also work with OPM (Operational Planning Management Department) or
PMC (Purchasing Material Control) for require providing parts from suppliers.
Moreover, at manufacturing, we work with QE (Quality Engineering) or IE (Industrial
Engineering) for follow line to ensure the quality of products.
3.7. MARKET AND COMPETITOR
a. Market
Milwaukee is a well-known brand in the power tools and equipment industry and has a
significant market presence worldwide.
North America: Milwaukee has a strong market presence in North America, particularly
in the United States and Canada. The company has a wide distribution network,
including partnerships with major retailers, specialized tool stores, and online platforms.
The North American market is highly competitive, with Milwaukee competing against
other established brands in the power tools segment.
Europe: Milwaukee has been expanding its market presence in Europe, with a focus on
key markets such as the United Kingdom, Germany, France, and Italy. The company
has been building partnerships with distributors and retailers to increase its reach in these
regions. The European market offers growth opportunities due to the increasing

22
adoption of power tools in various industries and the demand for high-quality and
durable equipment.
Asia-Pacific: Milwaukee has been making significant strides in the Asia-Pacific region,
particularly in countries like China, Australia, and Japan. The growing construction and
manufacturing sectors in these countries have contributed to the demand for
professional-grade power tools. Milwaukee has been establishing distribution networks,
collaborating with local partners, and launching localized product offerings to cater to
the specific needs of these markets.
Latin America: Milwaukee has been expanding its presence in Latin American markets,
including Brazil, Mexico, and Argentina. These markets offer growth potential due to
infrastructure development projects and the rising demand for power tools in the
construction, automotive, and manufacturing sectors. Milwaukee has been
strengthening its distribution channels and investing in marketing and promotional
activities to increase brand awareness and market share.
Middle East and Africa: Milwaukee has been increasing its market presence in the
Middle East and Africa, targeting countries like the United Arab Emirates, Saudi Arabia,
South Africa, and Nigeria. The region offers growth opportunities due to construction
projects, industrial developments, and infrastructure investments. Milwaukee has been
collaborating with local distributors and participating in trade shows and exhibitions to
showcase its products and expand its customer base.
Overall, Milwaukee's market in the world is characterized by a strong brand reputation,
innovative product offerings, and a focus on professional-grade power tools. The
company continues to invest in research and development, marketing strategies, and
partnerships to drive growth and maintain its competitive position in the global power
tools market.
b. Competitor
Milwaukee faces competition from several established brands.
DeWalt: DeWalt is a prominent competitor of Milwaukee and is known for its wide
range of power tools and accessories. It has a strong global presence and is particularly
competitive in the North American market. DeWalt emphasizes durability, performance,

23
and innovation in its product offerings and has a loyal customer base among
professionals in various industries.
Makita: Makita is a well-established brand in the power tools market and is known for
its extensive product range and technological advancements. It competes with
Milwaukee in various regions, including North America, Europe, and Asia-Pacific.
Makita focuses on delivering high-quality, reliable, and user-friendly tools that cater to
the needs of professionals and DIY enthusiasts.
Bosch: Bosch is a global leader in the power tools industry and offers a diverse range of
tools and accessories. It competes with Milwaukee in multiple markets worldwide,
including North America, Europe, and Asia-Pacific. Bosch is recognized for its
innovative features, ergonomic designs, and commitment to sustainability in its product
development.
3.1.8. Current status of Milwaukee Vietnam
Strengths:
Strong brand reputation: Milwaukee is a well-known and respected brand in the power
tools industry globally, including in Vietnam. Its reputation for high-quality, durable,
and innovative tools gives it a competitive advantage.
Wide product range: Milwaukee offers a diverse range of power tools and equipment,
catering to the needs of professionals in various industries. This extensive product
portfolio allows them to target multiple market segments and capture a larger market
share.
Technological innovation: Milwaukee is known for its continuous investment in
research and development, resulting in the introduction of advanced technologies and
features in their tools. This helps them stay ahead of competitors and meet the evolving
demands of customers.
Weaknesses:
Premium pricing: Milwaukee's high-quality tools often come with a premium price tag,
which may limit their appeal to price-sensitive customers in the Vietnamese market.
This could give an advantage to competitors offering more affordable options.

24
Limited distribution network: Milwaukee's presence in Vietnam may be limited
compared to local and regional competitors. Building and expanding their distribution
network to reach a wider customer base could be a challenge.
Opportunities:
Growing construction industry: Vietnam's construction industry is experiencing
significant growth, creating opportunities for Milwaukee to supply power tools and
equipment to professionals involved in construction projects.
Increasing demand for quality tools: As the economy grows and industries develop,
there is a growing demand for high-quality, reliable tools. Milwaukee can leverage its
reputation for quality and innovation to capture this market segment.
Threats:
Strong competition: Milwaukee faces competition from both international and local
brands in the power tools market in Vietnam. Competitors offering similar products at
competitive prices could pose a threat to Milwaukee's market share.
Counterfeit products: The presence of counterfeit products in the market can negatively
impact Milwaukee's brand reputation and customer trust. Strict measures need to be
taken to combat the sale of counterfeit Milwaukee products.

25
 CHAPTER 4: APPLYING LINE BALANCING TO IMPROVE LINE
EFFICIENCY MANUFACTURING
4.1. STATUS ANALYSIS
4.1.1. Problems statement

Figure 13: Milwaukee’s Gen V Tape products

Gen V Tape is a versatile measuring tool by Milwaukee, used in various industries,
including construction, civil engineering, repair and maintenance, and more. It boasts
high accuracy, smart design, and durability to meet precise measuring requirements even
in challenging work environments.
With a high demand for this product in the market, ensuring optimal production capacity
becomes crucial for Milwaukee( mass production with volume yearly is 1.56mil pcs ).
To meet the large quantity orders, Milwaukee needs to implement measures such as
optimizing the production process, balancing the assembly line, and investing in modern
technology and machinery. These steps will eliminate waste, improve efficiency, and
ensure that the Gen V Tape product meets high-quality standards and is delivered on
time to cater to significant customers.

26
 Figure 14: Stations and time for task execution
The table shows the total time for task execution for each station for assembly Gen V
Tape. The tasks around stations 1, 2, 3 and 8 are currently not well-arranged, and the
flow of materials and equipment is not smoothly aligned with the assembly line.
The following is a chart showing the working time at each station in the assembly line:

Figure 15: Cycle time for each station before innovation of Gen V Tape
From the analysis of the chart, it can be observed that there are three bottleneck points
at stations 1, 2, and 8, causing the products at other stations to increase and resulting in
significant idle time at stations 4, 6, 9, and 11. The low line balancing efficiency requires
the implementation of line balancing and workforce reorganization to improve the

27
overall productivity of the assembly line. The movement of materials and finished
products still overlaps, leading to difficulty in management. To deal with this issue, the
following tasks need to be carried out:
 Reorganize tasks of each station based on critical relationships between them.
 Implement line balancing, rearrange workforce, and workspace positions for the
stations while ensuring the production process remains intact.
4.1.2. Objectives
 Improve line efficiency by reducing from 14.9s to minimize standard
 Improve efficiency
 Increased UPH
 Estimate saving cost
4.2. SOLUTION FOR IMPROVEMENT PROCESS
To carry out and study the time taken for the operations at each station, I have conducted
30 measurement trials and calculated average time, the measurements were taken at 8
o'clock in the morning and manpower is 14 people.
4.2.1. Tape winding station ( Station 1 )
At this station with 3 workers, there are several steps needs to be selecting subjects for
analysis and research:
 Grease the core.
 Insert the spring onto the shaft and press the switch to wind the spring.
 Thread the measuring tape through the stopper
The current production status is as follows:

Tasks Status

Grease the core (average cycle The process of applying grease to the core is being
time is 1.1s) carried out efficiently but takes a lot of time

Insert the spring onto the shaft When the spring is being wound, there appears to be
and press the switch to wind the idle time for the worker
spring ( 13.2s )

28
 Thread the measuring tape Workers are performing normally
through the stopper ( 3.8s )

Changing a rational work method:

Tasks Status improvement

Grease the core Line leader should be prepared first

Insert the spring onto the shaft and press While the machine is winding the spring,
the switch to wind the spring the worker threads the measuring tape
through the stopper end ( 13.5s )
Thread the measuring tape through the
stopper

Record the results after improvement:

 Through the analysis table, it is evident that after the improvement, the execution
time has been reduced, leading to an increase in labor productivity.
 After implementing the standard operating procedures and improvement, the
execution time has been reduced from 14.9 seconds to 13.3 seconds.
 After the process improvement, the tape's winding stage has shown a clear
enhancement in both the worker's productivity and the product's quality: elimination
29
 of worker idle time and improved efficiency by having the worker perform two tasks
simultaneously.
4.2.2. Welding spool cover station ( Station 2 )
At this station with 1 worker, here is a step needs to be selecting subjects for analysis
and research:
Hold the sample with the wire wrapped, check the spring is high, it must be repaired
The current production status is as follows:

Task Status

Hold the sample with the wire There is no work instruction also standard high of
wrapped ( 1.9s ) spring that spend much time for worker check all
samples

Changing a rational work method:

Tasks Status improvement

Hold the sample with the wire Build instructions for winding the measuring tape to
wrapped avoid excessive spring height so worker don’t need
to check

Record the results after improvement:

 After implementing the standard operating procedures and improvement, the
execution time has been reduced from 14.8 seconds to 12.9 seconds.
 Standardize the basic operations according to the analysis. Additionally, arrange the
location of wire wrapped placement to be on the right side of the machine (for right-
handed individuals) and need to have standard’s spring height.
4.2.3. Spring torque station ( Station 3 )
At this station with 2 workers, here is a step needs to be selecting subjects for analysis
and research:
Install the hook onto the housing cover
The current production status is as follows:

30
 Task Status

Install the hook onto the housing The workload between two stations: Spring
cover ( 2s ) torque and Brake & Housing assembly is
difference and this task can transfer in next step

Changing a rational work method:

Task Improvement Status

Install the hook onto the housing The execution time of the process has been
cover reduced

Record the results after improvement:

 After implementing the standard operating procedures and improvement, the
execution time has been reduced from 14.1 seconds to 13.1 seconds at Spring torque
and increase cycle time at Brake Housing assembly from 10.3 to 12.3.
 Reducing workload at one station.
4.2.4. Auto screwing (Station 6)
At this station with 1 worker, here is a step needs to be selecting subjects for analysis
and research:
 Check the cosmetics of tapes. Housing not scratched, logo correctly color,
information base on golden sample
31
The current production status is as follows:

Task Status

Check the cosmetics of tapes. Housing Needs add this step for check the quality of
not scratched, logo correctly color, products
information base on golden sample
( 2s )

Changing a rational work method:

Task Improvement Status

Check the cosmetics of tapes. Housing Contributes to improved product quality

not scratched, logo correctly color,
information base on golden sample

Record the results after improvement:

 After implementing the standard operating procedures and improvement, the
execution time has been reduced from 10.2 seconds to 12.2 seconds
 By inspecting the cosmetic appearance of the tape, the manufacturer ensures that the
product meets the desired visual standards and is free from any defects or
imperfections, ensuring better quality.

32
4.3. COMPARING PRODUCTIVITY BEFORE AND AFTER IMPROVEMENT
Through the study of operation time, we can establish corresponding standard times,
which provide essential data for line balancing, determining the skill levels of each
worker, assessing production costs, and understanding the production capabilities of
each worker and production line within the factory. This enables appropriate production
planning, workforce allocation, rational task assignment, and the establishment of an
effective production control system. Below are the results after improvement using the
line balancing method:

Figure 16: Cycle time for each station after innovation of Gen V Tape
After reorganizing the stations and workforce for each station, the idle time of the new
stations has significantly reduced compared to the previous setup, and bottlenecks are
no longer present. The parameters of the new stations are calculated as follows:
Operation Time (OT) = 10 × 60 × 60 = 36000(s)
Cycle time before improvement with 14 workers : ∑𝑥𝑖 𝑐𝑦𝑐𝑙𝑒 𝑡𝑖𝑚𝑒 = 14.9s
𝑂𝑇
The quantity for manufacturing before improvement: ∑𝑥 = 241.5pcs
𝑖 𝑐𝑦𝑐𝑙𝑒 𝑡𝑖𝑚𝑒

From the Figure, we can calculate the cycle time after improvement
∑𝑥𝑖 𝑐𝑦𝑐𝑙𝑒 𝑡𝑖𝑚𝑒= 13.4s
𝑂𝑇
The quantity for manufacturing after improvement: ∑𝑥 = 269.5pcs
𝑖 𝑐𝑦𝑐𝑙𝑒 𝑡𝑖𝑚𝑒

33
 269.5
H= × 100% = 111.5%
241.5

Line efficiency after layout has improved compared to the original, no bottlenecks
appear, creating opportunities to increase line productivity. After measuring and
calculating, I will get the results:
 Improve line efficiency by reducing from 14.9s to 13.4s
 Line efficiency increase 11.5%
 Worker performance increase 241pcs to 269pcs
Beside the results, there are several factors that influence on line productivity:
 Humans are the decisive factor affecting the operation, so it is necessary to pay
attention to the health of workers and their psychophysiology. This is through the
selection of the optimal solution of the labor process, that is, the process is carried out
under favorable conditions with normal labor intensity.
 Technicality is an important factor in terms of time, and technological progress is
dominating the determinants of labor productivity. Technical factors in the garment
industry include the following: equipment characteristics, material hazards, processes
used in the garment industry, ... Modern equipment with a high degree of automation
and high productivity allows for a short time to recover the required workload.

34
 CHAPTER 5: CONCLUSION AND LESSON LEARNED
5.1. CONCLUSION
5.1.1. The content has been done
 Analyze and identify unnecessary operations to propose improvements.
 Analyze and evaluate the current production process.
 Create a table comparing the process before and after the improvements.
 Compare the productivity before and after the improvements.
5.1.2. Personal view of applying line balancing to improve efficiency
The process of implementing standardized work by the workers is still limited. The
workers have not paid enough attention to following the standardized procedures and
often pause to adjust details, leading to unnecessary operations that reduce productivity
and affect the product quality. Moreover, the allocation of tasks is not yet well-
organized.
Every operator is doing the same amount of work in a “balanced” fashion and to meet
the customer’s requirement
Line balancing is also reduce manpower requirement
5.2. LESSON LEARN
At TT- Milwaukee, I am impressed with the way everyone works and I learn a lot from
it. Working by principle and following the flow, to be honest, also caused me some
difficulties at first, especially in the process of learning and remembering the ways they
did because I am not confident and that is one of my weak points. However, with
everyone's support and help as well as, once I made a small mistake, I easily overcame
this weakness. In addition, I realized the importance of following the flow, which helps
the work to be solved faster in the next flows as well as more accurate so your work can
be done faster. will be lighter in later steps and less error prone.
Working at Milwaukee was a fantastic moment for my personal growth; as an intern, I
was expected to handle primarily administrative tasks, admin tasks accounted for
roughly half of my work. It was a fantastic opportunity for me to study and comprehend
the documental system, project/research report, and have a better knowledge of
engineering duties at a VE

35
After a time of doing system tasks to gain experience, I was offered the opportunity to
undertake engineering work by coincidence. Moreover, I've discovered my chances to
do more to help other teams, in one way or another, whatever assignment I'm working
on, I can gain new skills.
Internship days at Milwaukee, VE dept has helped me have a better view so that I can
better visualize my suitable jobs later, while working at VE I had the opportunity to face
my weaknesses as well as the difficulties of stepping out of one's comfort zone, more
contact, more experienced, and more memorable memories, I will consider this journey
as an important stepping stone in my life. my future journey as a process engineer or
whatever future job.

36
37
5.3. FUTURE RESEARCH
In the future, I plan to focus on more line balancing methods and also research more
with managing production according to Lean and Six Sigma. So in the future, I plan the
topic of my project is “Applying Lean and Six Sigma to improve efficiency of factory” .

38
 REFERENCE

1. Diệu Nhi (2020). Cân bằng chuyền (Line Balancing) là gì? Nguyên tắc thực hiện.
Retrieved from: https://vietnambiz.vn/can-bang-chuyen-line-balancing-la-gi-nguyen-
tac-thuc-hien-20200327102302615.htm (accessed at 15/6/2023)
2. Geso (2022). Tổng quan quy trình sản xuất của doanh nghiệp. Retrieved from:
https://geso.us/quy-trinh-san-xuat (16/6/2023)
3. Isocerf (2019). SOP là gì và hướng dẫn vận hành chuẩn SOP. Retrieved from:
https://isocert.org.vn/sop-la-viet-tat-cua-tu-gi-huong-dan-van-hanh-quy-trinh-chuan-
sop (15/6/2023)
4. Kna cerf (2018). Quy trình thao tác chuẩn SOP là gì? Retrieved from:
https://knacert.com.vn/blogs/tin-tuc/quy-trinh-thao-tac-chuan-sop-la-gi (accessed at
15/6/2023)
5. Nguyễn Thị Đức Nguyên & Bùi Nguyên Hùng (2021). Quản lý sản xuất theo Lean
và Six Sigma. Việt Nam: Nhà xuất bản đại học quốc gia Thành phố Hồ Chí Minh.
6. Milwaukee tools. Retrieved from: https://www.milwaukeetool.com/
7. Phuong Anh Ngo and Thanh Tuan Dang (2014). Applying Line Balancing to Improve
Line Efficiency: A Case Study in Vietnam, Vietnam.
8. Russell & Taylor (2011). Operation Management. The United States of America,
MA: Copyright Clearance Center, Inc.
9. Tktech (2019). Nhà sản xuất Milwaukee. Retrieved from: https://tktech.vn/nha-san-
xuat/milwaukee/
10. TTI Việt Nam. (2022). Giới thiệu về chúng tôi. Retrieved from:
https://www.ttigroup.com.vn/vn (accessed at 14/7/2023)
11. William J. Stevenson (2015). Operation Management. New York, the United
State of America, MA: McGraw-Hill Education.

39