Retaining old C  and attracting new C…It’s all about customers (2014)

Customer Centricity is about how company optimising and aligning its resources, processes and structure to effectively meet the needs of customers.  The leaders must also provide strategic direction that can be applied and ultimately lead the company to move forward in retaining existing customers and attracting new customers. This is very crucial as customers are now more relying their experiences across all departments in the company and not just the product or services that they receive from the company.

Manufacturing

Reducing composite waste – Initiative towards improving process efficiency  (2016)

Composite  material  is  one  of  important  elements  in manufacturing  of  aircraft  components. Carbon  Fibre Reinforced  Polymer  (CFRP)  has  been  the  main  type  of composite material used in CTRM. With the introduction of new ply cutting process, CTRM has benefited over RM4 million of cost saving  and  reduces material  waste to landfill by two tons  annually.

Quality sustainability for creditable Saga (2016)

It was further discovered that the department  at Proton only achieved 57.2 and 40 percent  of front end assembly and clearance fitting accuracy fender  with hood rates respectively. However, these performances did  not match with the department KPIs of  80 and 85 percent respectively. A rework time of 120 seconds per car was in need  before it can be sent to the  warehouse. The  implementation  of  the  ICC  initiatives  provides  a better  solution  in  the  reduction  of  defects  during  the fender and hood installation at the body assembly line. This   has  brought  to  an   improvement  of  87.5  percent  and 80 percent respectively. This achievement has led  Proton to  save  a  cost  of  RM57,160  per  year.

Retaining high standards in quality while minimising cost of operations (2016)

Sharp Manufacturing  Corporation (M) Sdn Bhd (SMM) has targeted  to  increase  daily  production efficiency  as  well  as  to  reduce  loss  time  during  auto process and working time cost. The  implication  of  adding  conveyor  between  loader and   magazine   change   at   AI   checker   process   has  reduced  the  lead  time  from  12,625  minutes  to  10,605  minutes. Previously, this process needed about 25 days in  producing  the  targeted  value  of  42,000  pieces  per  month.  After  the  implementation  of  ICC,  only  21  days are required to produce 44,500 pieces per month.

ICC: A breakthrough in quality (2016)

Innovative and Creative Circle  brought  tremendous  benefits  in  overcoming  the  issue of high reject cases of damaged frame during the molding  process. This ICC  project has  decreased  damaged  frame  from  an  average  of  9,740  units  to 3,907  units,  amounting  to  a  59%  improvement.

ICC in providing innovative  solution for superior and  quality products (2016)

The ICC project  successfully  achieved  its  target  of  30 percent  reduction  in  twin  relay  customer  claims  and  improved process spoilage on wire defect reject. After  the ICC project, the twin relay customer claim reduced  to  0.702  ppm  as  compared  to  2.755  ppm  previously. The wire  defect  quantity  also has reduced from  12,002  pieces  to  1,916  pieces  which amounting  to a saving of RM5,864 per month.

Moving towards cost saving  optimisation through capacitive test productive time improvement (2016)

The modification of single tray holder, double cylinder and unfit  carrier  have  resulted  an  increase  in  productive time   rate   from   55.9   percent   to   78.2   percent, amounting to a 39 percent improvement in  productive  time. Not  only  that,  this  improvement  has  also  increased  the  total  output  production.  Previously,  it  was recorded that the total output was 336,000 pieces,  and has simultaneously increased to 459,000 pieces per  week.

TRIZ invention solutions  for optimising production yield (2016)

An ICC team at Amkor aimed  to   reduce   70   percent   of   high   defect   rate  at DD2B production line which  usually   achieved   a  performance of 97.8 percent. By incorporating TRIZ invention solutions into the existing processes, the team  has managed to reduce the defects by 70   percent   improvement. Not only that, this has brought a positive  impact to the marking defect rate as it has reduced to  0.35 percent from  1.16 percent previously.

Efficiency in the production of quality crude palm oil (2016)

Kulim (M) Berhad managed to resolve the problem of faulty Sterilised Fresh Fruit Bunches (FFB) Conveyor (SFC). SFC which appeared to play a crucial role in the daily operations benefitted from the approaches implemented through Innovative and Creative Circle. Overall, three improvements were done accordingly. To start of with, the installation of inverter took place, a newer position of SFC gear box were installed and finally application of bypass system. Now, there aren’t any cases of SFC break downs and this indeed brought a boost to efficiency in processes.

Gateway to sustain : Innovation towards Health, Safety and Environmental (HSE) (2016)

Petronas Penapisan (Terengganu) Sdn Bhd has based approaches through Innovative and Creative Circle to design and develop the Desorbent Sight Glass (DSG). DSG is made of carbon steel metal and is known for its durability towards high pressure and corrosion. This ground-breaking solution managed to overcome inefficiency during the sampling process of the desorbent. Prior to this, an average of 25 minutes was needed for the entire process from valve opening to draining oil contamination (DOC). However, only 2 minutes was recorded for the desorbent sampling process upon the installation of DSG into Desorbent Sump Tank Sample Box.

Initiatives towards  obtaining a better customer satisfaction  (2015)

Extra  rework  activities  were  required  and  thus  this  increased  operation  cost  to  RM41,250  per  month.  After  incorporating  ICC initiatives,  Proton has managed  to  obtain  zero – defect  performance  and  only  12  workers  are  needed  as  compared  to  13 employees  before. With   no   cases   in   unclean  cylinder  block, Proton manages  to  save  cost  of  zero – defect  performance  by  RM346,500  every year.

Implementation of  e-Robotic’s system of  blue ocean strategy (2015)

The capability  of  Delloyd  in  eliminating  defects  has  increased customer satisfaction rate from 16 percent to  75 percent after implementing the e-Robotic’s system of blue ocean  strategy. The  issue  of  uninstalled  parts  does  not  occur  and  Delloyd   has managed to achieve a zero defect rate as compared  to  having  595  cases  previously.  This  has  brought  to  a cost saving of RM25,593.

Maintaining a conducive workplace through implementation of Occupational Safety & Health (OSH) at Sapura Brake Technologies Sdn. Bhd. (2015)

Sapura  Brake  Technologies  Sdn.  Bhd.  (SBT)  is  a  subsidiary  of  Sapura  Industrial  Berhad which specializes in the production of brake technologies. In  the  year  2014, Sapura  Brake  Technologies  had won  the  National  OSH  Award  2014  under  the  category  of  Small  and  Medium  Enterprise  Award from  Ministry  of  Human Resources (MOHR) for their excellence in implementing occupational safety  and  health  at the workplace.

Accelerating initiatives in innovation for business sustainability (2015)

ICC project is beneficial to PROTON in defeating the quality issues of the new model. With the implementation of the ICC Project, PROTON has successfully reduced the defect cases to 9 units monthly, indicating a reduction of 97 percent in reject rate. This achievement has reduced the DPH level to 20 and for the first time true performance has increased to 96 percent.

ICC improvement in meeting  customer requirement  (2015)

Productivity   performance   has  increased  to  25 pieces/ hour/ line/ headcount  with  the implementation  of  ICC  project.  Furthermore,  Fuji Electric Malaysia   only  requires  two  sets  of  equipment  for  two  short  conveyers  that  amounts  to  RM1,087,100  as  compared  to RM2,717,750  (five  sets  of  equipment)  before  the implementation    of    ICC    project.    Currently,    the  maintenance   cost   for   the   equipment   totals   to RM66,000  as  compared  to  RM165,000  previously.

Improving and stabilising  solder void at die bond  process (2015) 

The  implementation  of  the  creative  and  innovative solution   in   improving   the   heat   sink   clamper   has benefited the organisation and the ICC team member in  terms of quality, cost, delivery, confidence and safety. The  improvement  managed  to  increase  the  quality  of product by reducing the yield loss of Solder Void to 0.13  percent,   leading   to   an   increase   of   the   yield   to 97.8  percent  with  an  output  of  16.45  million  of  pieces  per   week.   Whereas,   the   team   attained   intangible  improvements  of  81.8  percent  in  communication,  QC  tools, presentation skill and technical knowledge.

Reducing wastage on scrap residues (2015)

OPCOM’s annual production capacity reaches approximately 55,000 cable km, with a range from 2 core 192 core cables. With an introduction of 192 core cables as a new high core cable, it has increased the scrap cables for OPCOM. A team of five people was assigned to focus on the slotted core process area with the aim of reducing unplanned scrap values by 50 percent. LEAN implementation at OPCOM has reduced the lead time to 308 minutes/km instead of 417.3 minutes/km.

Work efficiency improvement in the production line  (2015)

Time and motion distance study using VSM was incorporated into the ICC project to identify the non-value added activities causing time wastages. Out of  21 steps, three were identified as non-value added steps; four were value added steps while the remaining 14 steps required improvement. The total number of steps involved in the mark-cut to class/tape process was reduced to 18 steps as compared to 21 steps before the implementation of the ICC project. The introduction of FIFO trolley, reduction of recording items, fast quantity confirmation and incorporating Flow 3 into Flow 1 and Flow 2 have resulted a decrease in TAT at transistors EoL from 119 hours to 70 hours, amounting to a 40 percent improvement in time.

Bridging quantity variations to maximise solar wafer output    (2015)

Sun Edison  (SE) is among the world top solar wafer companies with a production capacity of solar wafer exceeding 800 MW annually. SE faced a problem of daily plant finished goods (FG) of solar wafer packed did not tally with the reported machine output quantity.  The high variance between the reported machine output with actual packed wafer quantity was rectified by using the methods of counting good wafer, loss of wafer and review on the rework flow.

Reducing wastages in delivering Head Stack Assembly (HSA) components  (2015) 

An amount of USD1.2 million of WIP components was stored at the warehouse which would incur losses in space and inventory cost due to overabundance of HSA components. It was unnecessary to store HSA components in the warehouse as a new method was being introduced. This initiative enables HSA components to be sent straight to the next processes  without having to go to the warehouse. A scanning system is also revised to ensure only good HSA components are fed into the next production line.

Simplifying hydrocarbon removal activity by using SMART skimmer (2015) 

The Petronas Penapisan (Terengganu) had aimed to eliminate the difficulties in removing hydrocarbon at First Flush Pit. The second target was to achieve a cost reduction in time and manpower during the Oil and Gas (O&G) removal from RM1,800 per month to RM300 per month. The Innovative and Creative Circle (ICC) activities  have successfully reduced the O&G in Industrial Effluent Treatment System (IETS) from 182 ppm to 98 ppm.

Energy cost saving of MDF wood panel using LEAN (2015)

Segamat Panel Borad’s (SPB) core business is to produce high quality wood based thin panels (MDF and Particleboard) with various sizes in thickness. SPB is producing an average of 6,000m3 or nearly 2.5 million square metres per month of premium grade thin panel MDF that fulfills international standards. In the past years, one of the main problems found was on chipper wood production process. After the implementation of LEAN project, SPB is able to reduce  lead time by 10 minutes  for the change over time.

Improvement in cycle time for output optimisation   (2015)

Innovation always brought positive impacts to Sharp Manufacturing Corporation (M) Sdn. Bhd.  (SMM) in terms of reducing cost of operations and defect rate, eliminating work inefficiency, improving quality and reducing wastages. The management had decided to reduce 30 percent of work-time wastages in one of the production processes.  The new stencil method in bonding process was the initiative for resolving the problem of work-time wastages. From this initiative, SMM is able to produce 60,000 pieces within 16 days with an average of 21,360 minutes indicating a reduction of 55 percent in cycle time.

Work – life balance : Making it real  (2014)

Agilent   Technologies  Malaysia  has  successfully implemented work – life balance initiatives  which  have  reduced  operating  &  productivity costs,  absenteeism  and  insurance  claims, while  employees’  punctuality,  commitment  and  performance has been growing every year. A complete transformation within 6 years from 2006 to 2012 has given  Agilent a new dimension of excellent performance. This transformation was further complemented as Aon Hewitt Best Employee in 2013.

Services

Innovation of Ezhajj system in obtaining feedback for hajj offers (2016) 

It was recorded in 2013 that the number of feedbacks not returned for hajj offers amounted  to 103. The implementation of this ICC project has reduced the numbers from 103 cases to 0, indicating a 100 percent improvement. Not only that, the time taken in dealing with feedback that were not returned for hajj offers also has reduced to 1 day as compared to 16 days previously.

Developing bio-fruitful enzyme in managing food waste disposal (2016)

The innovation in the food disposal process at Kedah Medical Centre (KMM) has  reduced  the food  disposal  cost to  68.55  percent. Not  only that,  the  utility  cost  has  also  decreased  to  RM 755  as compared   to   RM874   previously.  Consequently,   this  innovation  of developing bio-fruitful enzyme has helped  in  producing  efficient  work  and  this alone   manages   to save   a   total   overtime   cost   of RM1,680  monthly. This has also contributed in a cost reduction of RM22,481 per  year after the implementation of their ICC project.

Quality service towards betterment Of society (2016)

Alam Flora Sdn. Bhd. had found that barrel chip and  bracket of a suction hose was  always damaged that had  contributed to the increase in the maintenance cost of catch basin  vehicle. The  implementation  of  the  ICC  project  has brought  tremendous  changes  in  the  reduction  of  the maintenance  and  operation  cost.  The  installation  of  adapter   kit   saves   a   total   amount   of   RM426,500 annually.   This   is   supported by the reduction in maintenance   cost from RM530,100 previously to RM208,300 per annum.

ICC : Leading towards efficiency in services (2015)

The missing of maintenance service doors at Gelang Patah Interchange, amounting to a total of RM15,200  was resolved by PLUS using ICC approach. This  problem solving approach had led PLUS to reduce electrical cable vandalism, illegal tapping of electricity supply, wastages in time in relation to work process and cost of maintenance and electricity.  It also has brought tremendous changes in the reduction of the maintenance and operations cost. The installation of R5o6 screws on 2103 street lightings saves a total amount of RM336,480 annually.

Providing a biological hazard free meal for patients  (2015)

ICC  project  has  assisted  KPJ Johor to save the operation cost on wages by RM6,431 in a year.  Not only that, the  time  taken  for  food  preparation  has  reduced  to 2.5 hours as  compared to 4.3 hours initially.  Furthermore,  only  eight  staff  are  required  for  the  food  preparation  which  is  equivalent  to an improvement of 38 percent of workforce.

Better environment for employees and customers at inspection lane areas  (2015)

Employees working in the vehicle inspection area are  exposed  to  vehicle  emissions  as  they  come  in  contact with  the  smoke  through  inhalation  or  physical  contact. These  particles  will  lead  to  health  issues  especially  related  to  respiratory.  The ICC project   successfully   resolved this problem by eliminating non-compliances  of PPE requirement,   reducing  the  impact  of  vehicle  emissions  on  wall  at heavy   vehicle   (HV) and also  reducing TSP reading from 4.389 mg/m3  to  4.059  mg/m3.

Process improvement of counter services for customer satisfaction (2015)

Waiting  time  is  one  of  the  factors  that  has  to  be  improved  at  counter  services  for  maintenance  of  customer  satisfaction.  In  2014, this similar problem is also faced by TH Johor whereby 54 percent of transactions on  savings,   withdrawals   and   application   of   new  members  took  up  more  than  30  minutes  of  their  waiting  time. The average waiting time before LEAN was 37 minutes and 21 seconds and  is finally reduced to 25 minutes  and 54 seconds. These  initiatives  have assisted TH Johor to reduce their clients’  dissatisfaction  feedback  on  waiting  time  to  19 percent instead of 25 percent previously.

Eliminating oversupply of croissants (2015)

In 2014, an internal audit  conducted by Organisational Excellence department  found that Brahim’s Airline Catering needed to be frugal on croissant  as there was an excess of croissant on MH flights which did not match  with the number of passengers. LEAN improvement project helped  Brahim’s to save cost of over  supply  of  croissants  at  RM2,842.39  per  month.  In  a  month, a total of RM45,207.70 has been saved in terms of  raw materials.  In a year, BAC manages to save wastages on  the over supply of croissants at a total cost of RM576,601.

Enhancing the  efficiency of preparing and dispensing medicines to patients (2015)

Previously, dispensing of  medicines  by  KPJ  Johor  only  achieved  61  percent  of  the  outpatients  treatment  within  20  minutes  of  time. With LEAN, waiting  time  of  preparing  and  dispensing  medicines  has  improved  to  20  minutes  as  compared  to 30 minutes previously. The Quality Impact  Assessment Standard has increased to 87.14 percent  and  there  are  no  errors  reported  on   receiving   medication.

Elevating and reducing discharge time of self-pay post natal patients (2015)

KPJ Perdana Specialist Hospital management  team welcomes  innovative  ideas  from  hospital  staff  to  bring  about  great  positive  changes  in  upholding  to  its name. Creative ideas among hospital staff  are  encouraged  to  be  put  into  use  such  as  shortening of waiting time for post natal care patients. Due to the increasing number of birth rates  every  year  on  rooms  availability,  LEAN  approach  has  been  introduced.  This  project  is  successfully  implemented  as  it  has  reduced  the  discharge  time  for  post  natal  patients  from 5 hours to approximately 2 hours and 44 minutes. The  lead  time  of  discharging  self-pay  post  natal  patient  is  reduced  to  2  hours  and  44 minutes, an improvement of 46.8 percent.

Improving safety on work ground (2015)

The usage of Technical Finger has significantly reduced the cost of operations for the company. The usage of Technical Finger is able to eliminate difficulties in pulling and positioning the portable maintenance step. The biggest impact with this elimination of the non-value added factors is saving an amount of RM356,029 per year which was viewed as wastages. The operation cost for new process is now only RM26,978 indicating a reduction of 92 percent in operation cost.

Reducing cost of penalties on rubbish collection (2015)

The rubbish collection process  at BUJ Technologies Enterprise took too long  a  time  due  to  the  many  steps  involved  such  as  roll  call,  checking  of  vehicles  and  equipment, filling up diesel, rubbish collection,  rubbish  disposal,  cleaning  trucks  and  trucks  storage. With  the  implementation  of  Kaizen,  seven  steps  have  been  reduced  to  six  processes. Lead  time  has  improved  to  480  minutes  which is 12.53 percent saved on time. The  processing time takes up 287 minutes and  after LEAN, has reduced to 271 minutes, an  improvement  of  5.68  percent.  Waiting  time takes up 209 minutes instead of 261 minutes  previously.

Talent management : Driver for business sustainability (2014)

As  one  of  the  successful  financial institutions in Malaysia, Maybank proactively  and  systematically  has taken actions to ensure that they have the human  resource  capability  to  meet  their  current  and  future  business  requirements.  Maybank  has  made talent management a critical force in their drive for excellence. It has been proven that within 5 years, Maybank has achieved targeted performance  speedily  with  strong  support  contributed  by  all  Maybankers.

Effective way of solid waste management (2014)

Kualiti Alam Sdn. Bhd. is  capable  to provide treatments for 77 categories of scheduled  waste  known as toxic and hazardous wastes. The handling scheduled waste chain starts  from collection, transportation, treatment and final  disposal.  This company has  effectively  and  efficiently  scheduled  waste  management  processes  and  facilities that are able to preserve the environment from being exposed to pollution.

Lean transformation (2014)

Telekom Malaysia (TM) launched TOP (Towards Operational Perfection), a 3-year LEAN transformation programme in 2009 to transform its end -to-end service value stream.  It took 3 years for TM to complete their LEAN transformation journey  which involves 14 end –to-end value streams  at 800 locations nationwide.

Agriculture

Moving forward an increase in productivity through innovation (2016)

Before  the ICC project,  FGV  R&D  has  received  967  claims  from workers    that    were    related    with    difficulty    in  distributing  Metarhizium Solid Substrate (MSS)  at  the  oil  palm  re-plantation  areas. After  the  implementation  of  GRAPs,  the  number  of claims has been reduced to only 12. In  terms  of  cost  saving,  FGV  R&D  has  managed  to  reduce  the  operation  cost  from  RM6,286  to  RM2,658.  Not only  that,  FGV  R&D  is  able  to  reduce  salary  expenses as only 1,500 workers are needed for 15,000 hectare if compared  to  3,750  workers  previously.  This  has  saved a total of RM86,535 of wages each year and  has indeed increased the productivity  performance  of  FGV  R&D.

Public Sector

Making commercial vehicle licensing easy (2016)

The process of obtaining a Commercial Vehicle License (CVL) can be very long and tedious. The whole process might take up anywhere between 1 to 5 months. It was recorded that in 2013, out of 7,286 CVL  applications, only 4,850 applications  were approved.  The improvement project of removing unnecessary process  and  documentation was embarked in 2014 and able to reduce compliance cost to business (RM61 mil/year) and reduce  operating  cost  to local council (RM9 mil/year).

Enhancing cargo clearance process (2016)

In  2014,  MPC  together  with  InvestKL  started  an  initiative  to further reduce the processing time required for cargo clearance sing K8 at PKFZ Sdn. Bhd. Schlumberger was selected as the company for implementing this project improvement, due to the company’s latest business model in getting swift cargo clearance. Within just 4 months, the project improvement was completed and has improved Schlumberger’s  service efficiencies and reliabilities towards  customer commitment.

Facilitation for value adding activities (2016)

Baker Hughes (M) Sdn Bhd is a top tier oil and gas service provider company. Raw materials imported from Singapore, need to be transported to PKFZ first for duty exemption declaration prior to sending them out for value added activities in Johor Bahru and then re-transport them to Baker Hughes at PKFZ. By using  Reducing Unnecessary Regulatory Burden (RURB) methodology, MPC, Royal Malaysian Customs Department (RMCD), Malaysian Investment DevelopmentAuthority (MIDA) together with PKFZ Sdn Bhd and Baker Hughes (M) Sdn Bhd had collaborated in developing the proposed solution for movement of their dutiable goods.

Improving air freight service delivery (2016)

A collaboration was entered between MPC, Schlumberger, Department of Civil Aviation Malaysia (DCA) and Atomic Energy Licensing Board (AELB) to improve the government service delivery. Upon a series of consultation with the regulating bodies and stakeholders, AELB and DCA streamlined their processes by hastening and facilitating approval of the Dangerous Goods Permits . With this improvement, it is estimated that the country could achieve a 2 working-day approval time or at least meet the target of 3 days cycle time as the objective of this initiative.

The process of students registration towards innovation  (2016)

i-REG is a holistic solution with the objective of improvising management system for new student registration at Universiti Teknikal Malaysia Melaka (UTeM). This holistic solution is applicable in any public or local universities as  new student registration process is similar. Now, registration process only takes 4 minutes as compared to 29 minutes for every student, amounting to 86 percent improvement in the time taken.

Innovation brings success in conducting academic advisory session for student (2016)

The lengthy time taken during the academic advisory session had led advisors/lecturers to channel their working hours on advisory related issues rather than focusing on other equally essential tasks and duties namely innovative researches, publications and teaching itself.  The Universiti Tun Hussein Onn Malaysia (UTHM) used ICC approach in resolving this issue that  has shortened the academic advisory session to 8 minutes as compared to 30 minutes per session previously.

Using interactive mobile apps in accessing documents of the local development plan (2016)

The mobile application was targeted to facilitate users who are of all levels, namely working or non-working to utilise  the Government services. This application has not only succeeded in providing a user- friendly service but also has promoted paperless service thus contributed to a more environmental friendly service.  The implementation of this innovative solution has managed to overcome the cost, distance, storage, time and weight that have initially contributed to the cause of expensive selling price and insufficient storage of the local development plan.

An innovative online financial system in enhancing productivity and services (2016)

The Innovative and Creative Circle (ICC) project was mainly carried out by the Sarawak State Treasury Department with the objective to resolve the issue of delay in receiving remittance. A system known as e-Remittance was  developed that is able to generate various types of reports  and helps to accelerate the process of making precise decisions with regards to fund distribution.  With this, all the transactions are computerised and the previous 16 steps in the remittance process is now brought down to 6 simple and proficient steps.

Speeding up on the issuance of assessment rates billing on new residential properties (2015)

The main problem of wastage on issuance of assessment rates billing came from the valuation process of new residential properties in the past years.  By using Lean solution, Dewan Bandaraya Kuching Utara found a solution to save time on valuation process before issuance of assessment rates billing for new residential properties.  Out of the 26 steps, 11 steps were identified as value added and the 15 remaining steps were categorised as non-value added which had no purpose in value to the valuation process.  The processing time takes 725 minutes and after LEAN, it has reduced to 497 minutes.

Minimising time on dispensing of antibiotics to infected patients  (2015)

The application of LEAN principles and practices in Hospital Sultanah Nur Zaharah has dramatically improved on the time taken to dispense the First Dose (STAT) Antibiotics and this has increased the survival rate for adults’ patients. Now 30 percent of patients are able to receive antibiotics within an hour as compared to 0 percent before Kaizen actions are implemented.

Minimising ESWL procedure with LEAN initiatives (2015)

HUSM strives to give the best services and facilities to patients’ demands by having the best quality and safety environment available such as in Extracorporeal Shock Wave Lithotripsy (ESWL) treatment.  Previously, the ESWL procedure required five hours of treatment time and each patient had to undergo 47 long essential steps.  By improving time taken on ESWL procedure, a larger number of patients could be treated.  From a total of 47 steps, 27 non-value added steps were identified and needed to be eliminated as it had contributed to increase in waiting and process time of ESWL treatment.

5 Kaizen LEAN solutions to enhance officers’ end of contract payment process (2015)

At Jabatan Ketua Menteri Melaka, LEAN improvement process  was implemented to speed up the officers’ end contract payment (Ganjaran Tamat Kontrak (GTK)) and also to enhance the delivery services. The conventional 24 processes  involved from receiving new application up to the final stage of payments recorded.  Now, JKMM has finally achieved in reducing non-value added steps to 13 processes which  has taken up only 28 days as compared to 52.5 days.

LEAN process in producing training materials (2015)

LEAN approach has opened more doors of opportunities in the teaching line and LEAN thinking management is highly recognised as a standard practice in any organisation. Kolej Kemahiran Tinggi Mara (KKTM) has implemented LEAN project and from this initiative,  the total delay time of obtaining training materials has improved to 240 minutes as compared to 960 minutes previously.

Towards betterment of community through service improvement (2015)

A scientific study revealed that rodents have been identified for spreading about 70 types of diseases to humans worldwide. The implementation of Transit Killer Rat (TKR) by Majlis Perbandaran Kauntan was proven efficient in controlling the population of rats in Kuantan particularly in business premises. With the usage of TKR, the total number of rodents captured has increased to 5,576 as compared to 2,599 indicating 107 percent improvement.

Fast approval for residential development plan (2015)

Plans for residential development in Majlis Perbandaran Kuantan is one of the main aims to bring modernisation and great development to the town. Fast approval on issuing residential plans is needed. LEAN project is  beneficial to this organisation in overcoming all the hitches in expediting approvals of residential buildings of 1 – 4 units. After LEAN implementation, the approval only undergoes three processes as compared to 13 processes previously.

Green technology for business growth (2015)

In pursue of promoting green technology, Malaysian Green Technology Corporation was established in 2010 with the aim to catalyse green technology deployment as Malaysia’s strategic engine for socio-economy growth.  One of the initiatives in introducing the concept of green technology is through GEO building which was successfully technology features of Energy Efficiency, Renewable Energy and Rain Water Harvesting System.  The GEO building is one of the national projects that is able to demonstrate to the industries on the importance and benefits of green technology implementation.

Enhancing patientsexperience in maternal and child health clinic (2015)

Putrajaya Health Office (Pejabat Kesihatan Wilayah Persekutuan Putrajaya) aims to offer high quality healthcare services which are affordable and accessible to their patients. LEAN helps this organisation by improving the patient waiting time from 153 minutes to 110 minutes only. Hence an additional of 30 patients are able to receive treatments for the day.

Improvising dressing procedure for patients with bed sores (2015)

Tampin Hospital found that the process of cleaning and dressing bed sores for inpatients took longer time and inefficient. The solution to this problem was to create an equipment or tool that can be used to turn patient while the staff in charge is cleaning bed sores.  An equipment known as Kejora Portable Bed  was designed and developed which has significantly reduced  the  time spent on cleaning bed sores from 14 minutes to 2 minutes for one patient.

Better asset management for cost minimisation (2015)

The initiatives from Innovative and  Creative Circle (ICC) project are beneficial to UKM Medical Centre (UKMMC) in overcoming all the hitches in accelerating the asset budget application process. A system knowns as eKBBA was developed based on the ICC finding. Now, UKMMC is able to save  time in work processing and customer response time by 5,076 minutes in a month.  In terms of cost saving, this ICC project managed to save RM4.2 million in 2013 and 2015.

Improving the officerssubmission of progress reports during study leave (2015)

All officers at University Malaysia Terengganu (UMT) who further their education are required by the university to submit the scheduled academic progress report during the period of study leave.  They are required to submit individual progress report once in every six months. Late in submitting the report had made UMT to implement an Innovative and Creative Circle (ICC) project for boosting productivity and efficiency. Online system for the submission of the academic progress reports  known as e-Cube was developed and has successfully brought down the percentage of unsubmitted academic reports  from 46.5 percent in 2010 to 7.2 percent in 2012.

Minimising time and processes for the approval of application on development services (2015)

The LEAN initiative is introduced to bring about a change to UPM services especially for the approval of application on development services. After the implementation of LEAN,  this services has improved significantly with a shorter time of 8 days as compared to 15 days previously. The overall LEAN results achieved for this project are in the process time of only 424 minutes, waiting time are 3,480 minutes while lead time takes only 3,904 minutes.

Employee commitment towards better performance through productivity-gain sharing (2014)

Sarandi Karya Nugraha , a leading hospital equipment manufacturer in Indonesia, has proven to be reliable a manufacturer of high quality equipment.  The company has embarked on many productivity initiatives such as the productivity-gain sharing system that is able to promote better environment workplace .  This is one way of retaining its employees who have worked with the company since 1997.

One-decision of providing productivity gain sharing to boost employee’s motivation (2014)

Wellmade Motors & Development Corporation, with over 25 years experienced in metal working has made a number of diversifications including precision technologies for the engineering services in machining/fabrication/welding of engine and metal component parts. One of the factors in retaining highly motivated employees is by providing reward to compensate employees for their efforts and contributions. The productivity-gain sharing is an end result of a well-planned productivity programme, where employees can best excel within a conducive working environment supported by the employer.

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