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Veneer application training course in interior furniture production and design

Following up the Veneer award, Hawa will organize a training course to enhance the capacity to apply veneer technique into furniture production for designers and enterprises. The training course content focuses on materials, production technology, product manufacturing, and new trend in veneer- based design. The program also includes the visits to factories for trainees to understand the procedure of bending and veneering panels as well as listen to the story of the practical experience by internal experts.

This will be an interesting experience for designers and enterprises to inspire their creativity, and a great chance to encourage the innovation in veneer-based products, and bring basic knowledge to participants, so each design produced will satisfy customer – oriented aesthetics and veneer will be applied into production and trading to catch up with the market needs.

The course lasts for 2 days: 12th and 13th of August, 2014 at Nhat Nam company in Binh Duong and Hung Son company in Dong Nai. Nhat Nam company equipped with advanced production line and high technology can be able to produce curved plywood with unique design and quality. Hung Son company has great experience in supplying veneer imported from Italy, and specializes in veneering into MDF, and so on.

The content of this training course focuses on: updating new trend of furniture design with veneer, learning about veneer material, procedure of veneering and how to make veneered parts, review, evaluating the design of veneer award, company visits, sharing practical experience and success story, visiting curved plywood production line in Nhat Nam company and veneering procedure in Hung Son company.

The participants in this course are: candidates joining in Veneer Award, companies supporting these candidates and members of Hawa. To register the course, please fill out the form below and send to HAWA Office before 9/8/2014.

To get more information, please contact:

HAWA Office in HCMC.

Tel: 08.38364766/88; Email:  This email address is being protected from spambots. You need JavaScript enabled to view it.

Hotline: Ms. Hiếu/Ms.Dung – 0902 507 770





The summary report of the whole MMC

The MMC training is divided into 3 modules, each of which is 2-day training and there is a period of 4-5 weeks between one module to another. The trainees are middle managers from 6 companies, namely Bui Gia, Grande, Amore, Wood Plus, Woodsland, Hafele Hanoi) and researchers from Institute of Policy and Strategy for Agricultural and Rural Development (IPSARD), Vietnam Forestry University (VFU) and Vietnamese Academy of Forest Sciences (VAFS). 

In the first module (21-22 Feb 2014), the trainees are first introduced with different characteristics of a production company, which include personnel, personnel assignment, input-output of a section, receiving a production order, difficulties of a production company, and decisive issues of supplier-consumer relationship. Then they are introduced with structure, management system (organizational chart, HR management, job description) and areas (development, work preparation, production, technical services-maintenance) of a production company. In the end of the first module, the trainees are instructed how to make a proposal of improvement project and how to collect data. They have four weeks to draft their own proposals of improvement projects and start to collect data for their projects. 

The training topics of the second module (12-22 Mar 2014) are quite advanced to the trainees. They are guided how to calculate different costs of a production enterprises (such as direct-indirect costs, cost of a specific machine, cost of a specific furniture, and so on) and provided with measures to improve production efficiency (such as proposals for productivity improvement, proposals for quality improvement…). The trainees also have chance to share their draft proposals of improvement projects, which are revised by the trainer so as to be feasible for a short period of time. 

In the last module (25-26 Apr 2014), first the trainees are introduced with A-B-C analysis which helps them define which type of products they make small investment, but bring big turnover. Then they are trained with basic management tools, namely authority, work planning, effective communication, rules in giving orders, advices for an effective meeting, guidance in probation time, steps to have proper decision, and effective group working. After that, they do self-assessment on their knowledge and application of those tools. Then they select one tool which they are not good at to make improvement plan (activities/steps they will apply it in their work). After implementation (4-8 weeks), they will make a short report on their results to be submitted to their management board. 

At the end of the third module, the trainees/ trainee groups, who implement their improvement projects, have chance to present their results of implementation. Their CEOs are also invited to the presentation and give comments to those projects.

For a short time of implementation (5 weeks), the trainees only select a process or a machine for their improvement projects. Their results of implementation from those improvement projects will be lessons learnt for them to implement other improvement projects for other processes or machines in future. 

CEOs expect improvement projects have no stop. They should be continuously implemented by middle managers at the production. The proposals of improvement projects sometimes valid and feasible, but sometimes not. However, CEOs should make comments to the poor improvement projects, guide their staffs to focus on feasible points, and motivate them to implement those projects. If they do not have chance to try, their enthusiasm and inspiration will go down and they will never do any other improvement projects. 

The project has provided the trainees with the method. It is the turn of CEOs to give chance for their staffs to implement those improvement projects. They need framework and resources (such as time, workers, investment…) to do it. 

After all, most trainers satisfied with the training content and method. More than 80% agreed that the training objectives for each topics were identified and followed, the knowledge they have learnt can be applied to their job efficiently as well as the content was organized and easy to follow. All the training materials were given out to each trainer. Furthermore, training facilities were considered good in terms of lighting, machines, fittings and so on. Trainers were evaluated as qualified and gave proper knowledge about each training topic compared to the trainees' levels. Class participation and interaction were encouraged also.




The second quarter ACIAR meeting

On 11th April, 2014, the second quarter meeting was held in the project office of VAFS for all representatives from each component to report what have been achieved and what have been planned for the next quarter. About CAP, in the first quarter, CAP have conducted the baseline survey for veneer processing enterprises to assess economic impact and the reports are finished. In the next quarter, CAP will conduct two economic impact assessment surveys at the same time, for small stakeholders and value chain by collecting information, and checking the available data. All other components agreed to support CAP in terms of data or information if needed.

In terms of Vietnam Forestry University, VFU finished checking the quality of veneer to sort them out and writing reports. In the next quarter, VFU is establishing a set of criteria to grade veneers and logs with support from other components.  

For GIZ/GFA, this component takes responsibility of updating information on website and newsletters. The two MMC training courses were implemented with participation of many companies. Up to now, the Veneer Award has received proposals from 17 candidates from HCMC and Hanoi. Another activity is product development with the production of sliding bar using acacia veneer and curved sliding door using vacuum membrane press. In the next quarter, component 5 will continue to be in charge of the website administration, the newsletter 4 and MMC 3. In this quarter, for Veneer Award, the proposals of these candidates will be evaluated and the feasible ones will be chosen for producing real products.  Plantation owners are linked to work with the certification and the product development is in progress.  

All components agreed to share updated information to component 5 to post on project’s website and newsletter 4 and links of each component’s website will be appeared on the project’s website. CAP will make impact assessment on the Veneer Award (the products and winners).

VAFS has made action plan for activity “Veneer Green Recovery and Thickness Variation Assessment”,  “Moisture content variation trials before and after drying”, “Producing multilaminar block and furniture components – Processing methods – multilaminar veneer and LVL for non structural and structural applications”, “Performance testing including gluing trials” and “Improving quality of hybrid/ combined bamboo-wooden veneer formply” and in the next quarter, all this activities have been continued in some manufacturing companies, VAFS Lab and Veneer training center.   




The third module of Middle Management Course (MMC)

Following the first two training modules, in the 25-26th of April, the third training course was organized by component 5 for middle management training.

In this component, trainers were introduced to different basic management tools including:

-          Authority

-          Work planning

-          Effective communication

-          Rules in giving orders

-           Effective meeting

-          Guidance in probation time

-          Steps to have proper decision

-          Effective teamwork

After that, each trainee evaluated his/her own knowledge and the level to apply basic management tools, and chose one tool that they were weak at to make improvement plan from 4- 8 weeks.

At the end of the training course, some trainers had chances to present their improvement projects. These projects were built between the course 1 and course 2 (1month), and was implemented between the course 2 and course 3 (1 month). Director of each company with trainers joining in the courses was invited to watch the presentations to give more comments.

Within a short time, the trainer chose only one part of procedure/ machine to implement the improvement project. Projects’ results help them draw much experience that they can apply to other procedures/ machines. These improvement projects are expected to be made frequently in companies. 

The first 2 Modules of the Middle Management Course (MMC)

Component 5 (Implement Education and Training Related to Veneer Production and Use in Manufacturing) has just finished conducting 2 training courses on middle management for supervisors coming from different wood processing companies and government institutions with the objective to increase knowledge and understanding for middle management level about how a wood processing company should operate with efficiency and productivity. These 2 training courses were followed by series of training courses organized in 2013 for different management levels of wood processing companies, such as knowledge of Corporate and Market Strategies and Promotion of Veneer (for CEOs); Production Management and Increasing Efficiency in Veneer Processing Departments (for supervisors); Veneering of Surfaces (for supervisors and workers); and internal trainings for supervisors and workers of a furniture production company (Woodsland).

On the 21st  and the 22nd of February 2014, the first Module of the Middle Management Course was implemented with the participation of 6 wood processing companies. Objectives of the course was introduced to participants with the expectation that after the training, learners will be able to:

  • Explain the role of production management in wood processing enterprises;
  • Present main characteristics of a wood processing enterprise;
  • Develop production plan and simple production management forms;
  • Explain organizational structure of a company
  • Understand the roles and functions of human resource management that relate to the line managers/supervisors
  • Be able to develop job descriptions for their staff
  • Be able to evaluate staff properly
  • Apply basic principles and methods to control productivity, quality and production costs;
  • Develop individual work plan and apply acquired management skills in their daily work;
  • Develop, implement and manage improvement projects.

The following Training methods were applied during the courses:

  • Presentation, group discussion, role play
  • Practical exercises and real application in improvement projects
  • Analysis of strengths, weaknesses of the work
  • Information sharing among participants

On the 21st  and 22nd of March 2014, the second Module of the MMC was organized with 18 participants coming from 4 furniture production companies and from the University of Forestry, Forestry Science Institution of Vietnam, (FSIV); Centre for Agriculture Policies (CAP). After wrapping up the main contents learned in the 1st Module, participants were introduced about the new contents which they never received training in their companies before such as: cost management, quality control and productivity.  Their improvement projects introduced from the 1st Module was presented at the 2nd Module and would be finished by the supervisors before the 3rd Module starts in late April 2014. As a supervisor, they need to learn how they can contribute to reduce cost for their companies. Besides the knowledge received from the training about cost management, they also learned how to control quality and productivity at their sector, what the relationship between internal customers meant in a company to meet requirements from internal customers for ensuring the quality control in each phase of their production, what their roles as supervisors were in terms of controlling quality and productivity in each of their production steps.

It was shared at the course between supervisors from companies and lecturers, researchers from university, institutions that they learned from each other a lot between practice and theory, how to bring the theory into practice to make their work most effectively.

The participants are all looking forward to attending the 3rd (the last) Module of the MMC to receive management tools for supervisors and presenting their own improvement projects at this last Module.





AU Government

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