Creanova LEAN

Issue 7March-June,

2015Malaysia Productivity Corporation (MPC)(Centre of Excellence for LEAN)

Creanova LEAN 2015 telah diadakan di Shah Alam Convention Centre pada 17 Mac 2015 dan dirasmikan oleh YB. Datuk Ir. Haji Hamim Samuri, Timbalan Menteri MITI dan turut dihadiri oleh YBhg. Tan Sri Azman Hashim, Pengerusi MPC dan YBhg. Dato’ Mohd. Razali Hussain, Ketua Pengarah MPC. Creanova kali ini bertemakan ‘Tingkatkan Produktiviti, Hapuskan Pembaziran’. Sebanyak 18 projek telah dipilih dan pemilihan dibuat berdasarkan kriteria yang ditetapkan dan dijalankan secara desk audit bagi memastikan hanya projek yang memenuhi kriteria penilaian dipersembahkan.

Creanova LEAN KANDUNGAN Creanova LEAN 1

Anugerah Terbaik: KPJ Johor Specialist Hospital Sdn Bhd 2

Anugerah Harapan Terbaik: CMS Clinker Sdn Bhd 3

Anugerah Khas: BUJ Technology Enterprise Sdn Bhd 4

Misi Pembelajaran LEAN di Seoul, Korea Selatan 5

Misi Pembelajaran LEAN di Jakarta, Indonesia 6

LEAN Study Mission in Japan 7

Public-Private Sector Collaboration on LEAN in the Manufacturing Sector (MPC-FMM) 8

LEAN Hands-On Workshop Antarabangsa dalam

Sektor Perkhidmatan Kesihatan di Johor dan Singapura 9

LEAN Hands-On Workshop di Yit Foh Coffee, Sabah

LEAN Champions 10

MyHijau Industry & SME Development Programme – MPC’s Partnership Programme with Malaysian Green Technology Corporation 11

Upcoming Programmes 12

Ketua Pengarah MPCYBhg Dato’ Mohd Razali Hussainy

han ang

desk ekn

ANUGERAH HARAPAN TERBAIK

CMS CLINKER SDN BHD(Reduction of Raw Mill VRM

Hydraulic System Failure Due to Dusty Environment)

(MPC

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LEAN

ANUGERAH TERBAIKKPJ JOHOR SPECIALIST

HOSPITAL SDN BHD(Meningkatkan Kecekapan

Penyediaan dan Pemberian Ubat Bermula dari Penerimaan

Preskripsi sehingga Pendispenan)

MDMwTT

UU

ANUGERAH KHASBUJ TECHNOLOGY

ENTERPRISE SDN BHD(Proses Pengurusan

Sisa Domestik)

Creanova L E A N

adalah satu platform perkongsian pengalaman pembelajaran hasil daripada perlaksanaan projek-projek LEAN dan juga platfom bagi mengiktiraf projek-projek LEAN dan Kaizen yang telah berjaya dilaksanakan di agensi-agensi kerajaan dan syarikat-syarikat swasta. Perkataan Creanova adalah cantuman dua perkataan iaitu ‘Creativity‘ dan

‘Innovation’. Selain itu, program ini bertujuan untuk mengeratkan jaringan kerjasama strategik dan kolaborasi di kalangan pengamal-pengamal LEAN, pakar-pakar, industri dan para ilmuan agar amalan dan budaya LEAN sentiasa berterusan. Dengan cara ini, penerapan budaya penambahbaik-kan berterusan dapat diadaptasikan dengan mengambil kira kesemua proses yang terdapat di dalam organisasi.

Creanova LEAN 2015 yang berlangsung di Shah Alam

Convention Centre.

YB. Datuk Ir. Haji Hamim Samuri, Timbalan Menteri MITI memalu gong bagi upacara perasmian Creanova LEAN diiringi oleh YBhg. Tan Sri Azman Hashim, Pengerusi MPC dan YBhg. Dato’ Mohd. Razali Hussain, Ketua Pengarah MPC.

LEAN Empowers Leadership

Anugerah Terbaik: KPJ Johor Specialist Hospital Sdn Bhd Tahniah kepada KPJ Johor Specialist kerana berkongsi kejayaan perlaksanaan LEAN. KPJ Johor Specialists telah memulakan inisiatif LEAN pada bulan April 2014. Projek yang dibentang adalah Proses Kelewatan Pesakit Luar mendapat ubat di farmasi melebihi 20 minit. Objektif projek ini dilaksanakan adalah bagi mamastikan lebih 85% pesakit mendapat ubat kurang dari 20 minit. Projek di mulakan dengan membangunkan Value Stream Mapping dan mengenalpasti Kaizen.

PENERIMAAN PRESKRIPSI PESAKIT DI KAUNTER FARMASI

1

PT 30 SEC

DT 1 MIN

NOMBOR GILIRAN Q-MATIC

1

PT 30SEC

DT 1MIN

DATA DALAM SISTEM

3

PT 3 MIN

DT 1 MIN

PENYEDIAANUBAT

5

PT 4 MIN

DT 2MIN

DISPEN UBAT

4

PT 2 MIN

DT 1 MIN

PEMBAYARANBIL

1

PT 3 MIN

DT 2 MIN

D

SARINGAN PRESKRIPSI OLEH STAF PHARMASI

1

PT 1 MIN

DT 1MIN

PESAKIT

KAIZEN BURST

KAIZEN BURST

KAIZEN BURST

129 PESAKIT JUMLAH MASA

MELEBIHI 25 MIN (DATA:

3/3/14)

MEMBERI MASUKKAN

5 MIN

1 MIN

2 MIN

2 MIN

1 MIN

15 MIN

PESAKIT DIBERIKAN ‘PAYMENT DIRECTORY FORM’

KAUNTER FARMASI – PESAKIT AMBIL NOMBOR Q-MATIC

DISPEN UBAT KEPADA PESAKIT

REASON FOR SELECTING KAIZEN THEME : MEMPERCEPATKAN PROSES MEMASUKKAN DATA & MENCETAK LABEL UNTUK 3 JENIS UBAT & KURANG.

SELEPAS KAIZEN (BULAN JUN)

(EXPECTED) EFFECTS: PURATA WAKTU MENUNGGU PESAKIT UNTUK MENGAMBIL UBAT SELEPAS INOVASI (PRESKRIPSI KCIS DAN PENGASINGAN TRAY DAPAT DIKURANGKAN SEBANYAK 20 MINIT

NORMAL

(((( )

EKSPRESS

PURATA MASA

5 MIN

3 MIN

4 MIN

2 MIN

1 MIN

15 MIN

MELETAKKAN KERANI

35 MIN – 15 MIN = 20 MIN

VSM Sebelum Ahli-ahli projek telah melaksanakan 5 kaizen bagi meningkatkan lagi kecekapan proses. Kaizen yang dilaksanakan seperti preskripsi melalui KCIS, pengasingan kaunter, pengasingan tray, penambahbaikan jadual bertugas dan checker dan penambahbaikan proses penyediaan ubat.

Impak dari projek yang dilaksanakan telah berjaya meningkatkan 86.43% pesakit menerima ubat dalam tempoh 20 minit iaitu peningkatan sebanyak 25.43%. Impak lain seperti penjimatan kos dari disaman pelanggan akibat tersalah bagi ubat / medication error, mempercepatkan masa dengan penggunaan ‘Clinical Information System’ (KCIS) sepenuhnya.

Preskripsi ubat boleh dilihat melalui sistem sebelum pesakit sampai ke kaunter farmasi, tiada kes medication error direkodkan (Jun – September 14).

Pesakit bebas dari risiko tersalah ubat dan penurunan aduan pelanggan serta pekerja dapat fokus kepada pekerjaan mereka. Kejayaan perlaksanaan projek ini telah meningkatkan 54.23%, indeks kepuasan pelanggan pada rating baik dan keatas.

PRESKRIPSI & LABEL DILETAKKAN DI DALAM BAKUL

UBAT DILETAKKAN DI KAUNTERDISPEN UNTUK PENDISPENAN

(EXPECTED) EFFECTS:TIADA KES MEDICATION ERROR SELEPAS ADANYA‘CHECKER’.SUMBER: JUN - OCT’ 2014

PENYEDIAAN UBAT

PEMERIKSA(Checker)

TIADA KESALAHAN

ADA KESALAHAN

(EXPECTED) EFFECTS: PURATA PENYEDIAAN UBAT SELEPAS INOVASI UNTUK SATU PRESKRIPSI ADALAH 10 MINIT SUMBER : Jun ‘2014

PURATA MASA

MENCARI UBAT MELALUI ‘SISTEM INDEKS UBAT’

MENDAPATKAN UBAT BERDASARKAN LOKASI YAG DITUNJUKKAN DALAM

‘SISTEM INDEKS UBAT’

UBAT DIJUMPAI

2 MIN

2 MIN

1 MIN

10 MIN

PENCARIAN UBAT DI RAK 5 MIN

Kaizen 1 : Preskripsi melalui KCIS

Kaizen 2 : Pengasingan kaunter

Kaizen 3 : Pengasingan tray ubat

Kaizen 4 : Menambahbaik jadual bertugas

Kaizen 5 : Sistem indeks ubat

LEAN Empowers Leadership Page 3

CMS Clinker Sdn Bhd occupies 24.8 hectares of Industrial Land in Mambong, southeast of Kuching City, and 28 kilometres from the city centre. The

company’s management decides to embark on a project to make the production of clinker leaner than before. A LEAN Committee was set up to manage, implement and monitor the LEAN Project.

The whole process of clinker production was studied and analysed for the purpose of implementing LEAN Management. The project Timeline was established to properly monitor every related phase and activity. The current Value Stream Mapping (VSM) is drawn up and based on the journey of a raw material to be processed to become the clinker product. Opportunities for improvement were also identified during this phase.

Identifying types of waste was also done to facilitate kaizen solution options. Prioritising of solution actions was on the basis of Impact vs Ease of Implementation. Hence the first project titled ‘To Reduce Raw Mill VRM Hydraulic System Downtime from 266 hours/year to 133 hours/year with Financial Impact of additional revenue of RM3 million by End of Nov 2014’ was chosen.

A shortlist of Root Causes was established to be actedupon and they are:

1. Inappropriate machine design2. Improper layout design3. Reliability of spare part4. Lack of workmanship5. Lack of communication / improper setup6. Unable to visualise during the training

Project Summary:Dust circulating in the Raw Mill VRM system has been minimised by rerouting the bag filter product out of the system directly to the Blending silo. Currently, there has been no incident of Hydraulic system breakdown . 100% improvement has been achieved within two months after implementation. Further monitoring is still required to confirm the success of the implementation.

m ro eme t er cat o

Kaizen Project Ideas - Waste Analysis

Current State VSM with Opportunity

Improvement

* Based on Pilot Implementation on October - November 2014

Anugerah Harapan Terbaik: CMS Clinker Sdn Bhd

Before and after kaizen: Modify the discharge system to screw conveyor type to reduce dust dispersion and spillages.

Before and after kaizen: Improve the dusting system to reduce dust dispersion and spillages from circulating back.


Value Stream Mapping Current State.

Value Stream Mapping Future State.

BUJ Technology Enterprise Sdn Bhd adalah sebuah syarikat yang menawarkan perkhidmatan pengurusan sisa domestik dan pembersihan

awam. Pada 26 Februari 2014, BUJ Technology telah terpilih sebagai salah satu syarikat untuk menyertai program EIIP Pengurusan LEAN oleh MPC.

Pada Disember 2009, BUJ Technology telah menerima pensijilan ISO 9001:2008 dituruti dengan pensijilan 5S pada tahun 2011 dan pensijilan ISO 14001:2004 pada tahun 2012. Tujuan perlaksanaan Pengurusan LEAN di BUJ Technology adalah bagi menghapuskan pembaziran sumber dari aspek kos dan masa operasi. Juga penyelengggaraan dapat dikurangkan untuk membantu kelancaran operasi serta meningkatkan tahap kepuasan pelanggan terhadap kualiti kerja dalam perkhidmatan yang diberikan dan meningkatkan imej syarikat.

Anugerah Khas:BUJ Technology Enterprise Sdn Bhd

Kutipan sampah dilakukan dengan lebih berkesan

melalui Pengurusan LEAN.

Pengurusan LEAN membantu pekerja membaikpulih kerosakan kenderaan dengan kadar segera.

Pada Creanova LEAN yang berlangsung pada 17 Mac 2015 yang lepas, Projek Proses Pengurusan Sisa Domestik oleh BUJ Technology telah dinobatkan sebagai Anugerah Khas. Hasil dari perlaksanaan Pengurusan LEAN, daripada tujuh proses dapat dikurangkan kepada enam proses dan pengurangan masa sebanyak 12%. Antara kaizen yang telah dilaksanakan adalah penetapan waktu roll call, aturan masa pengisian minyak, kemaskini inventori, route smart, penyelarasan sistem cucian lori, pekerja didenda atas key performance index (KPI) yang berpunca dari diri sendiri.

Melalui projek ini juga, impak yang dilihat adalah dari segi penjimatan kos pengurangan ketidakpatuhan KPI, penggunaan bahan api kenderaan dan juga bayaran lebih masa pekerja. Selain itu, impak kepada orang awam dan Perbadanan Pengurusan Sisa Pepejal Dan Pembersihan Awam (PPSPA) seperti perkhidmatan yang disampaikan adalah tepat pada masanya, pengurangan aduan orang awam (SIFAR aduan), kepuasan hati pihak penguatkuasa PPSPPA dan pengurangan jumlah penalti KPI Jadual Frekuensi Kutipan.

Memenuhi permintaan pembeli atau pelanggan menjadi tanggungjawab pengeluar.

Persoalannya, berapa lama sesuatu produk dapat bertahan? Ia sangat bergantung pada nilai produk tersebut di mata pelanggan. Selagi mana ia memberi nilai kepada pelanggan, selama itu ia relevan. Justeru, pastinya memenuhi kehendak pelanggan yang kompleks adalah cabaran yang paling besar kepada pengeluar.

Hakikat di atas adalah asas kepada pengeluar di seluruh dunia untuk mengekalkan dayasaing dalam industri. Malahan di sesetengah negara khususnya negara maju, ia dianggap ‘kiblat’ oleh pengeluar. Maka tidak hairanlah produk mereka sangat dinamik dalam memberi nilai tambah kepada pelanggan sasaran. Di Korea sebagai contoh, pengeluar sangat kreatif dalam penghasilan produk yang mampu memenuhi keperluan pengguna. Lantaran itu, sistem pengeluaran mereka – Korea Production System (KPS), sangat menitikberatkan elemen nilai kepada pelanggan dan menjadikannya antara sistem pengeluaran termaju di dunia.

KPS adalah sistem pengeluaran bersepadu yang dibangunkan untuk memenuhi keperluan industri di Korea. Ia menggabungkan beberapa sistem pengeluaran terbaik dunia seperti LEAN, World Class Manufacturing (WCM) dan Toyota Production System (TPS). Sistem pengeluaran ini turut diperkemas dengan menerapkan elemen inovasi menggunakan pendekatan yang praktikal dan berkesan yang bersesuaian dengan standard industri pengeluaran di Korea.

Penganjuran misi pembelajaran ini bertujuan untuk melihat amalan-amalan terbaik sistem pengeluaran di Korea yang boleh dibawa balik untuk ditanda aras. Ia turut disertai oleh 17 peserta dari pelbagai latarbelakang. Antara syarikat yang dilawati termasuk Pusat Inovasi Samsung, Yonsei Severance Hospital, DBI Inc., Korea Tourism Organisation dan Hyundai Motor Corporation.

Di Yonsei Severance Hospital sebagai contoh, maklumbalas kepuasan pelanggan terhadap perkhidmatan mereka dijadikan sebagai asas untuk menambahbaik perkhidmatan mereka secara berterusan. Sebagai hospital yang telah diakreditasi oleh Joint Commission International (JCI), matlamat utama mereka adalah memenuhi kepuasan pelanggan bukan sahaja dari sudut penjagaan kesihatan, malah sehingga pelanggan boleh merasai pengalaman yang menyeronokkan sepanjang mendapatkan rawatan. Komitmen mereka sangat tinggi untuk memastikan tahap kualiti pemeriksaan dan rawatan kesihatan kepada pesakit berada pada tahap terbaik. Antara inisiatif yang diperkenalkan termasuklah memperkenalkan sistem

Misi Pembelajaran LEAN di Seoul, Korea Selatan

Kemudahan kafeteria di kawasan Hospital Pakar Barah di Yonsei Severance Hospital.

Peserta program ‘Study Mission on LEAN & KPS 2014, Seoul, Korea Selatan’.

Sesi pembelajaran LEAN & Korea Production System oleh pakar daripada Korea Productivity Centre, En. Ryu Jong Kwan

kad pengenalan pesakit yang mana semua maklumat pesakit dimuatkan. Pelanggan juga boleh mendapatkan ubatan yang dipreskripsi oleh doktor bukan sahaja di farmasi hospital tetapi juga di lebih 200 farmasi dan klinik yang dilantik di seluruh Korea.

KPS turut sinonim dengan budaya inovasi dan kreativiti. Jika ditelusuri, ia sebenarnya adalah sebahagian daripada sikap rakyat Korea yang suka mencipta pembaharuan dan berani mengambil risiko. Hakikat ini dapat dilihat pada KPS itu sendiri yang akhirnya diterjemah kepada penghasilan produk yang inovatif dalam memenuhi espektasi pengguna. Di Hyundai Motor umpamanya, menggelarkan diri sebagai young automaker dan semangat Hyundai Speed, mereka berjaya menempatkan diri antara pengeluar yang paling pantas mengeluarkan model kereta untuk semua segmen pengguna bagi pasaran tempatan dan eksport. Pencapaian ini adalah manifestasi usaha gigih mereka dalam memahami nilai pelanggan dalam memenuhi tanggungjawab sosial selain meningkatkan margin keuntungan.



Misi Pembelajaran LEAN di Jakarta, IndonesiaTarikh: 8-13 Februari 2015Jumlah Peserta: 13

PT Toyota Motor Manufacturing Indonesia

- Mengamalkan amalan 5S dan prinsip Clean, Bright, Comfort (CBC). Perkara ini dapat dilihat ketika memasuki kilang di mana keadaan kilang yang bersih dari lantai hinggalah alatan kerja, cahaya matahari yang masuk melalui siling bangunan, dan sistem kerja yang teratur.

- Setiap pekerja baru akan dilatih dengan cara kerja dan budaya Toyota di Toyota Training Centre.

PT Unilever Indonesia

- mengamalkan Total Productive Maintenance (TPM). Melalui TPM, PT Unilver telah menjimatkan 70% daripada jumlah kos membaikpulih peralatan.

- Material Cost Saving (MSC) juga menjadi amalan di PT Unilever di mana setiap penggunaan tenaga diambil kira dan menjadi projek kumpulan untuk mencari cara bagaimana menjimatkan tenaga. Sisa bahan yang telah diproses dikitar semula dan digunakan untuk menghasilkan produk yang lain. Sehingga kini bahan buangan di PT Unilever Indonesia hanya berjumlah 0.5% setiap tahun.

PT Kayaba Indonesia - Mengamalkan Toyota Production

System (TPS) melalui aktiviti QCC. Antaranya adalah mengamalkan sistem Kanban bagi pengeluaran bahan mentah. Ini bagi mengawal setiap bahan mentah yang masuk dan keluar. Amalan 5S juga menjadi budaya tempat kerja di mana sudut 5S dapat dilihat di kawasan pejabat dan kilang PT Kayaba Indonesia.

Rumah Sakit Ibu dan Anak Kemang

- Penggunaan kad Kanban di bahagian Inventori Ubat dan Farmasi. Jumlah stok ubat terkawal dan tiada lagi kes kehabisan ubat. Papan kenyataan Pesakit digunakan sebagai Visual Management untuk memudahkan komunikasi doktor dan jururawat. Doktor dapat melihat terus jumlah pesakit, katil yang kosong dan jumlah pesakit yang di kendalikan oleh jururawat dan doktor.

PT Yutaka Indonesia

- PT Yutaka Indonesia mengamalkan Green Productivity di tempat kerja mereka. Antaranya adalah dengan menggunakan paip air automatik bagi mengelakkan pembaziran. Mereka juga membina kincir angin di kawasan perkilangan bagi tujuan melancarkan peredaran udara dalam dan luar kilang.

- Selain itu, pokok-pokok diletakkan di sudut-sudut tertentu dan daun-daun kering dikumpul dan dijadikan kompos.

House of Toyota Production System

Visual Management bagi senarai daftar pesakit dan doktor.

Delegasi bersama rakan usahasama MPC, PT Wahana Kendali Mutu

Sistem Kanban digunakan di Bahagian Bilik Bersalin bagi melancarkan proses kemasukan ibu-ibu ke bilik bersalin.

Pusat Latihan di PT Toyota Motor Manufacturing Indonesia

INFO MENARIK :SEBUAH KERETA DAPAT DISIAPKAN

DALAM MASA 91 SAAT SAHAJA.


LEAN Study Mission in Japan 17– 21 NOVEMBER 2014

LEAN study mission on LEAN Management was held on 17– 21 November 2014. The pull factor for this programme was the plant tour. The participants benefited tremendously from this tour. They observed and experienced the good manners and values of the Japanese which were reflected in their working culture. The participants also had the opportunities to

exchange ideas with the top management and the executives of the companies and learnt their best practices which they could adopt back home.

COMPANY LESSONS LEARNT

1 Mitsubishi Electric Corporation Nagoya Works

Use good visual management system. Every staff skills are made visible to motivate the others and the use of visual tools to display work progress in order to ensure productivity accomplishment.

Innovation and technology are necessary to be competitive. With that, they developed two new facilities centre (i) Factory Automation Centre, (ii) Mechatronics Development Centre so as to be active in grasping market and technology trends to meet customer demands.

2 Tokai Shinei Electronics – A manufacturer of printed circuit boards

5S is certainly a major contributing factor and everybody is responsible (top to bottom) and undoubtedly some of the practices here are the best examples we had ever seen.

Furthermore, ‘cleaning’ inculcates positive attitude and fosters attention to detail. One of Tokai Shinei principles is “Money is not our goal; it is merely a means to manage”.

3 Toyota Motors Corporation – Manufacturer

Common TPS terminologies are displayed widely throughout the factory such as Just-in-Time, Jidoka, Andon etc.

Quick action on the production defect within the specified time before it can proceed to the other line.

The Principle of ‘Respect for People’ is highlighted. They believe that there is no limit to how far human wisdom can be developed. It is the attitude that influences people’s ability to think.

4 OSG Corporation – Manufacturer of high precision tooling

OSG encourages their employees to participate actively in QC activities and teams are allowed two hours monthly to do their projects. QC projects that produce or deliver good Kaizen will be rewarded with numerous incentives.

As high precision machines are used throughout the factory, Kaizen initiatives are focused more on improving the workers work area (work station) and the process flow of each product line.

5 Tokyo Metropolitan Office

Turning the building as one of the main attractions in Tokyo where the public can access the observation deck to view Tokyo city free of charge.

Utilisation of sources where they use rain water for building usage.

6 Toyota L&F (Logistics & Forklift)

TOYOTA L&F develops original business models that strive to optimise the overall flow of “goods”, “money”, and “information” from the manufacturer to the customer, and thereby contribute to the optimisation of the customer’s overall logistics.

Implement KAIZEN by 4S approach from reception to delivery system through support of a Good Management System.


With the rising costs of manufacturing around the world, going LEAN has

become one of the most popular business improvement practices today. According to Taiichi Ohno, father of Toyota Production System, LEAN enables the production and delivery of the right amount of high quality products and services at the right time and doing it right the first time, while minimising wastes. To help members in the manufacturing sector to further understand, apply and benefit from the concept of LEAN in the right way, the Federation of Malaysian Manufacturers (FMM) and the Malaysia Productivity Corporation (MPC) will collaborate on a six-month Pilot Project on LEAN Production System (LPS). The main objectives of the project are as follows:

Public-Private Sector Collaboration on LEAN in the Manufacturing Sector (MPC-FMM)

YBhg. Datuk Dr. Wan Mohamed, Chairman of FMM Services Sdn Bhd

delivered the welcome speech.

Representatives from MPC and FMM.

Manufacturers (FMM).

To help members implement LEAN production system for the following measurable improvements and bottom line impact - reduction in inventory, cycle time, delivery lead time, defect, die set up time, manpower resources, work in progress stock, space savings, loading efficiencies, productivity and quality improvement, etc; and

To assist members improve their technical skills and enhance the efficiency of work processes in the manufacturing line.

Under the project, only ten companies will be selected. Each company will be assigned a certified consultant to assist with the process of identifying,

analysing, establishing, coaching, training, adapting and standardising the LPS. The event is claimable under the Human Resource Development Fund.

An awareness programme on Manufacturing Advisory Guidance Services (MAGS) was held on September 11, 2014 for FMM members. They were briefed by MPC on the benefits of LEAN Production Management, a company’s experience on savings made in their production processes and manpower resources and details of MAGS. A total of 10 members of FMM participated in this programme.

For further enquiries on MAGS, please contact Ms Jess Wong of the FMM Secretariat at 03-62867200 or email: [email protected].


LEAN Hands-On Workshop Antarabangsa dalam Sektor Perkhidmatan Kesihatan di Johor dan Singapura

Seramai 11 orang peserta daripada 6 buah organisasi telah menghadiri “INTERNATIONAL LEAN HANDS-ON WORKSHOP 2015” pada 3 hingga 4 Disember 2014

di Singapura dan Johor Bharu. Seminar ini bertujuan untuk memberi pendedahan dan perkongsian amalan terbaik organisasi berkaitan perlaksanaan Pengurusan LEAN dalam sesebuah organisasi di mana kali ini pengkhususan program adalah kepada sektor pengurusan kesihatan.

Sebanyak 2 buah organisasi telah dipilih untuk dilawati bagi program kali ini iaitu Hospital Tan Tock Seng di Singapura dan Hospital Sultan Ismail di Johor Bharu, Johor. Kedua-dua buah organisasi ini merupakan organisasi yang berpengalaman dan telah melaksanakan pengurusan LEAN di dalam proses kerja mereka. Di antara projek pengurusan LEAN yang dilaksanakan adalah seperti berikut:

NO. ORGANISASI PROJEK IMPAK

1. Hospital Tan Tock Seng, Singapura.

Ward of the Future 1. Meningkatkan direct patient contact time oleh jururawat sebanyak 40%.

2. Meningkatkan kualiti penjagaan dan keselamatan pesakit.

2. Hospital Sultan Ismail, Johor Bharu

Masa menunggu pesakit (selepas diagnos) untuk memulakan rawatan radioterapi bagi kanser di Bahagian Onkologi.

1. Mengurangkan masa menunggu daripada 16 minggu kepada 8 minggu.

2. Mengoptimumkan penggunaan mesin dan kakitangan.

Masa menunggu bagi temujanji dengan doktor pakar di Bahagian Ortopedik.

1. Mengurangkan masa menunggu daripada 115 minit kepada 45 minit.

2. Mengoptimumkan penggunaan bilik pemeriksaan klinikal.

Delegasi bergambar bersama Puan Chong Pue Kim, Penolong Pengarah Jabatan Kaizen, Hospital Tan Tock Seng (5 dari kanan).

Penerangan perlaksanaan VSM dan Projek LEAN di Hospital Tan Tock Seng oleh Puan Chong Pue Kim.

Kata-kata aluan daripada Tn. Hj. Arbain Bin Lani, Pengarah Hospital, Hospital Sultan Ismail Johor Bharu.

LEAN Champions

Dato’ Wan Azman Wan Omar is currently the Registrar of Universiti Putra Malaysia (UPM). Dato’ Wan Azman Wan Omar is acknowledged for his strategic planning and management skills. He has been invited to speak on many occasions particularly on the subject of human resource and the governance of universities.

Currently, he is the UPM’s management representative for Quality Management System (QMS) MS ISO 9001:2008, Environmental Management System (EMS) MS ISO 14001:2007 and Information Security Management System (ISMS) MS ISO/IEC 27001:2007.

With his passion towards continuous improvement for organisation, he is a leader at UPM in implementing 14 ongoing LEAN Management Projects. UPM is looking forward to making more improvements in work process and prioritising value to customers through LEAN initiatives.

Dr Othman Warijo is a medical doctor, specialising in Public Health Medicine. He is currently the Medical Officer of Health for Putrajaya.

He is involved in various Quality Improvement activities related to healthcare services. He is instrumental in developing and monitoring of quality assurance programme for out-patient care, pathology, radiology and pharmacy services for health clinics. Dr Othman also served as the secretariat head cum panel member for Director General of Health Quality Award for Counter Service.

Serving as head of department, among his main focus is on addressing long waiting and service time experienced by clients in health clinics. Three satellite clinics were opened with more service counters. Extension of service time was also carried out to improve client service.

Yap Kien Kun is the “5S LEAN QE” Chairman and Finance General Manager for Kobelco & Materials Copper Tube (M) Sdn Bhd. (KMCTM)

He started MPC “5S QE” in KMCTM and with the management’s commitment, support and teamwork, within a period of about 6 months in year 2013, KMCTM was awarded the “5S QE” recognition by MPC.

After this, he further led the MPC “LEAN VSM Management Programme” in 2014. This programme provided invaluable training, consultancy and advice to KMCTM VSM teams to further streamline its business operation by eliminating the 7 wastes in the value chain.

In June 2014, he received on behalf of KMCTM the “LEAN Recognition Award” from the Minister of International Trade & Industry (MITI). KMCTM also proudly received MPC Team Excellence QE/5S Gold Award at the Team Excellence Convention Central Region Level in May 2014.

Dato’ Wan Azman Wan Omarar is rcurrently the Registrar of Universiti PutraMalaysia (UPM). Dato’ Wan AzmanWan Omar is acknowledged for hisstrategic planning and managementskills. He has been invited to speakon many occasions particularly on thesubject of human resource and thegovernance of universities.

Currently, he is the UPM’s managementrepresentative for QualityManagement System (QMS) MS ISO9001:2008, Environmental ManagementSystem (EMS) MS ISO 14001:2007 andInformation Security ManagementSystem (ISMS) MS ISO/IEC 27001:2007.

With his passion towards continuousimprovement for organisation, he isa leader at UPM in implementing 14ongoing LEAN Management Projects.UPM is looking forward to makingmore improvements in work processand prioritising value to customersthrough LEAN initiatives.

Dr Othmamm n WarijoWaWarijo is a medical doctor,a medical doctor,s a is is specialising in Public Health Medicine. HeP His currently the Medical Officer of Health foredicPutrajaya.

He is involved in various Quality Improvementeolveactivities related to healthcare services. He iscaheeaah Hinstrumental in developing and monitoring ofingolo rinquality assurance programme for out-patientgogoo t-pcare, pathology, radiology and pharmacydy, gy phservices for health clinics. Dr Othman alsos.ltvi laltrv s D thserved as the secretariat head cum panel a heaed ta adhhe member for Director General of Health Quality eranorfor D Gem lb l o HAward for Counter Service. ceicunt Serverviceeiervice.r

Serving as head of department, among his mainarartmeepngSe paving ppaapa g hrtmrara t ong focus is on addressing long waiting and serviceng aiting ainfoc og lo wai ndatime experienced by clients in health clinics.nts lth clid lie ts iThree satellite clinics were opened with morelin pe ore oreservice counters. Extension of service time wasrs oalso carried out to improve client service.ou cle ccclie

Yap p KiKiK enen KKKunununYaYYYYaY is the “5S LEAN QE” Chairman and Finance General Manager for haairmanCChKobelco & Materials Copper Tube (M) Sdn bel & MateobBhd. (KMCTM)KMd.

He started MPC “5S QE” in KMCTM and with M CTM d wiandarthe management’s commitment, support emea uppand teamwork, within a period of about 6 m t 6 months in year 2013, KMCTM was awarded n yn the “5S QE” recognition by MPC.QE”QE” re

After this, he further led the MPC “LEAN ,r herVSM Management Programme” in 2014. This n 20nagSM graM a ogrprogramme provided invaluable training, e tininconsultancy and advice to KMCTM VSM teams to further streamline its business mlimoperation by eliminating the 7 wastes in the thvalue chain.va

In June 2014, he received on behalf of KMCTM the “LEAN Recognition Award” from the Minister of International Trade & Industry (MITI). KMCTM also proudly received MPC Team Excellence QE/5S Gold Award at the Team Excellence Convention Central Region Level in May 2014.

Page 10 LEAN Empowers Leadership

Program LEAN HOW yang julung kali diadakan di negeri di bawah bayu ini telah berlangsung pada

18 Disember 2014 bertempat di Yit Foh Coffee Factory Sdn Bhd, Tenom, Sabah dengan 16 orang peserta.

Program ini bertujuan untuk berkongsi idea dan juga amalan terbaik yang telah dilaksanakan oleh Yit Foh Coffee Factory Sdn

Bhd sepanjang menyertai program dibawah EIIP MPC. Melalui program ini, ia dapat memberikan satu pengalaman yang sangat bermakna kepada para peserta tentang proses penghasilan serbuk kopi yang bermutu. Beberapa pendekatan baru yang telah dipraktikkan oleh pihak syarikat hasil dari penyertaan program ini telah mula menunjukkan hasil yang positif terutamanya dari aspek pengurangan bilangan uncang kopi yang rosak. Melalui program LEAN ini, syarikat berjaya membuat penjimatan kos pembungkusan uncang kopi sebanyak RM702.61 sebulan.

Secara keseluruhannya, program LEAN HOW yang telah dijalankan ini dilihat mampu berfungsi sebagai satu platform yang sangat penting kepada pihak MPC WSB bagi menggalakkan penyertaan dari setiap organisasi di seluruh Sabah terhadap konsep Sistem Pengurusan LEAN.

Delegasi bersama kakitangan Yit Foh Coffee Factory Sdn Bhd.

Penyerahan Sijil Penghargaan kepada Encik Alex, Pengarah Urusan syarikat.

LEAN Hands-on Workshop di Yit Foh Coffee Factory Sdn Bhd, Sabah


MyHijau Industry & SME Development Programme – MPC’s Partnership Programme With Malaysian Green Technology Corporation

BackgroundThis programme was established in early 2012 as part of the support activities for green technology implementation as outlined in the National Green Technology Policy. Through this programme, demand for green products, systems and services will be created among the public and private sectors. The MyHIJAU programme was presented and approved during Green Technology & Climate Change Council (GTCCC) meeting chaired by Prime Minister Datuk Sri Mohd Najib b. Abdul Razak in October 2012.

Objectives of the MyHijau programme are:1. To co-ordinate and consolidate government initiatives in green products and services development; 2. To elevate awareness and knowledge in conserving environment through Sustainable Consumption and Production (SCP); 3. To develop guidelines and procedures for the industries in producing green products and services; and 4. To develop capacity, skill and expertise for better implementation of green technology in industry.

The following shows the successful implementation of Material Cost Saving (MCS) by the SMEs:

NO ORGANISATION BEFORE KAIZEN AFTER KAIZEN

1 Airestec Sdn Bhd / Airestec Innovation Sdn Bhd

1. Filling in the tank foam produce 5.27%.

2. Aeration produce foam during mixing strong RPM causes foam to form 150 RPM foam produce 3.63%.

3. Product left over in the tank estimated volume 2%.

4. Spillage during packaging product and spillage 2.87%.

1. Less than 1% foam produced.2. Close aeration using machine settings use slower RPM, 80 RPM

and foam produce <1%.3. Use pressure machine to push all the left over recover left over

<1% left.4. Maintain the machine before using product and spillage 1.84%.

2 Avialite Sdn Bhd 1. No proper method for liquid discharge to public drain.

2. Coating process results in coating material waste.

3. Use of small brush size during coating process.

4. No set brushing movement.5. No specific drying area for

washed heat sink.6. Higher pay for skilled

workforce.7. Do own cLEANing of heat sink.8. Standard plastic wrap.

1. Minimal grease by adding grease trap to prevent grease flowing into drainage.

2. Systematic coating process steps - work faster during coating process.

3. Save movement in coating process by increased brush size.4. Correct orientation, save motion when apply coating on card.5. Better drying area for washed heat sink.6. Cheaper work force for simpler job.7. To request cLEANing of heat sink by supplier.8. Replace plastic wrapping to paper wrap.

Availabe In 3 Sets

GRAB THE LEAN MEMORY JOGGERS

GGGGGRRAABB TTHHEE LLEEAANN MMEEMMOORRYY JJOOGGGGEERR


Upcoming ProgrammesScheduled Training Programmes

PROGRAMME DATES VENUE FEES (RM) P&I ASSOCIATE CO-ORDINATOR

Improving Organisational Performance Through Material Cost Saving (MCS)

May 04 - 05 Johor Bahru 1000 800 Zul Ezwan Mohamad([email protected])

LEAN Management: Value Stream Mapping (VSM) May 12 - 13 Kota Kinabalu 1000 800 Darul Adizul Ishak

([email protected])

LEAN Management: Value Stream Mapping (VSM) May 20 - 21 Kepala Batas 1000 800 Josffa Ismail

([email protected])


May 26 - 27 Kuantan 1000 800 Nik Faizal Nik Ahmad([email protected])

LEAN Management : Value Stream Mapping (VSM) June 09 - 10 Kuala

Terengganu 1000 800

Muhaslizawati Mohd. Bakri([email protected])


Sept 02 - 03 Petaling Jaya 1000 800Sabri Hasan([email protected])

LEAN Hands-On Workshop

REGION DATES ASSOCIATION FEES (RM) CO-ORDINATOR

Headquarters (Petaling Jaya) May 06 - 07 Northport (Malaysia) Bhd 550 Mohd Faizol Abd. Rahman([email protected])

International Study Missions

REGION DATES ASSOCIATION CO-ORDINATOR

Thailand May 04 - 07 Wongpanit Garbage Recycle Separation Plant

Semawi Zakaria([email protected])

Malaysia Productivity CorporationLorong Produktiviti, Off Jalan Sultan,

P.O. Box 64, 46904 Petaling Jaya, Selangor Darul EhsanTel: 603-7955 7266/7955 7050/7955 7085 Fax:603-7957 8068/7955 1824/7958 1697

Email: [email protected]

www.mpc.gov.mywww.mpc.gov.my/Enterprise_Innovation/LEAN_Management

*For further enquiries, feedback or comments, please contact:MPC LEAN Secretariat for Just LEAN

Azira Mohamed Hodzai ([email protected])Cham Yin Hwa ([email protected])

Hanisah Mohd Ramli ([email protected])Noor Mohamad Farhan Azman ([email protected])

Wan Nur Hidiatul Akmal Wan Juslee ([email protected])

Creanova LEAN

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Transcript of Creanova LEAN