Abstract: Lean manufacturing is a production philosophy made
popular by Toyota Motor Corporation (TMC). It is globally known as
the Toyota Production System (TPS) and has the ultimate aim of
reducing cost by thoroughly eliminating wastes or muda. TPS
embraces the Just-in-time (JIT) manufacturing; achieving cost
reduction through lead time reduction. JIT manufacturing can be
achieved by implementing Pull system in the production.
Furthermore, TPS aims to improve productivity and creating
continuous flow in the production by arranging the machines and
processes in cellular configurations. This is called as Cellular
Manufacturing Systems (CMS). This paper studies on integrating the
CMS with the Pull system to establish a Big Island-Pull system
production for High Mix Low Volume (HMLV) products in an
automotive component industry. The paper will use the build-in JIT
system steps adapted from TMC to create the Pull system production
and also create a shojinka line which, according to takt time, has the
flexibility to adapt to demand changes simply by adding and taking
out manpower. This will lead to optimization in production.
Abstract: Starting with an analysis of the financial and
operational indicators that can be found in the specialised literature,
this study aims to contribute to improvements in the performance
measurement systems used when the unit of analysis is the
manufacturing plant. For this a search was done in the highest impact
Journals of Production and Operations Management and
Management Accounting , with the aim of determining the financial
and operational indicators used to evaluate performance when
Advanced Production Practices have been implemented, more
specifically when the practices implemented are Total Quality
Management, JIT/Lean Manufacturing and Total Productive
Maintenance. This has enabled us to obtain a classification of the two
types of indicators based on how much each is used. For the financial
indicators we have also prepared a proposal that can be adapted to
manufacturing plants- accounting features. In the near future we will
propose a model that links practices implementation with financial
and operational indicators and these two last with each other. We aim
to will test this model empirically with the data obtained in the High
Performance Manufacturing Project.
Abstract: Integrated Total Quality Management (TQM) with
Lean Manufacturing (LM) is a system comprises of TQM with LM
principles and is associated with financial and nonfinancial
performance measurement indicators. The ultimate goal of this
system is to focus on achieving total customer satisfaction by
removing eight wastes available in any process in an organization.
A survey questionnaire was developed and distributed to 30 highly
active automotive vendors in Malaysia and analyzed by PASW
Statistics 18. It was found out that these vendors have been
practicing and measuring the effectiveness TQM and LM
implementation. More involvement of all Malaysian automotive
vendors will represent the exact status of current Malaysian
automotive industry in implementing TQM and LM and can
determine whether the industry is ready for integrated TQM and
LM system. This is the first study that combined 4 awards
practices, ISO/TS16949, Toyota Production System and
SAEJ4000.
Abstract: This paper implements the inventory model developed in the first part of this paper in a simplified problem to simultaneously reduce costs and risks in JIT systems. This model is developed to ascertain an optimal ordering strategy for procuring raw materials by using regular multi-external and local backup suppliers to reduce the total cost of the products, and at the same time to reduce the risks arising from this cost reduction within production systems. A comparison between the cost of using the JIT system and using the proposed inventory model shows the superiority of the use of the inventory model.
Abstract: Lean, which was initially developed by Toyota, is
widely implemented in other companies to improve competitiveness.
This research is an attempt to identify the adoption of lean in the
production system of Malaysian car manufacturer, Proton using case
study approach. To gain the in-depth information regarding lean
implementation, an activity on the assembly line called Set Parts
Supply (SPS) was studied. The result indicates that by using lean
principles, tools and techniques in the implementation of SPS enabled
to achieve the goals on safety, quality, cost, delivery and morale. The
implementation increased the size of the workspace, improved the
quality of assembly and the delivery of parts supply, reduced the
manpower, achieved cost savings on electricity and also increased the
motivation of manpower in respect of attendance at work. A
framework of SPS implementation is suggested as a contribution for
lean practices in production system.
Abstract: Green Lean Total Quality Management (TQM)
System is a system comprises of Environmental Management System
(EMS) practices which is integrated to TQM with Lean
Manufacturing (LM) principles. The ultimate goal of this system is to
focus on achieving total customer satisfaction and environmental care by removing eight wastes available in any process in an
organization. A survey questionnaire was developed and distributed to 30 highly active automotive vendors in Malaysia and analyzed by
SPSS v.17. It was found out that some vendors have been practicing TQM and LM while some have started to implement EMS. This
study is only focusing on highly active companies that have been involved in MAJAICO Program and Proton Vendor Development
Program. This is the first study conducted to know the current status of TQM, LM and EMS practices in highly active automotive companies in Malaysia. It was found out that EMS has been
practiced by 16 companies out of 30. Within these 16 companies the
approach is more holistic and green. This is a preliminary study that combined 4 awards practices, ISO/TS16949, Toyota Production
System SAEJ4000, MAJAICO Lean Production System and EMS.
Abstract: Green Lean Total Quality Management (LTQM) Human Resource Management (HRM) System is a system comprises of HRM in Environmental Management System (EMS) practices which is integrated to TQM with Lean Manufacturing (LM) principles. HRM is essential especially in dealing with low motivation and less productive employees. The ultimate goal of this system is to focus on achieving total human resource development that is motivated and capable to optimize their creativity to be a part of Green and Lean TQM organization. A survey questionnaire was developed and distributed to 30 highly active automotive vendors in Malaysia and analyzed by Minitab v16 and SPSS v17. It was found out companies that are practicing Green LTQM HRM practices have generated more revenue and have RND capability. However, years of company establishment do not affect the openness of the company to adapt new initiatives that can help to improve the effectiveness of the operations. It was also found out the importance of training, communication and rewards for employees. The Green LTQM HRM practices framework model established in this study hopefully will give preliminary insight especially to companies that are still looking for system that can improve their productivity from managing human resource. This is preliminary study that combined 4 awards practices, ISO/TS16949, Toyota Production System SAEJ4000, MAJAICO Lean Production System and EMS focusing on highly active companies that have been involved in MAJAICO Program and Proton Vendor Development Program. Future study can be conducted to know the status at other industry as well as case study pertaining to this system.
Abstract: Many organisations are nowadays interested to adopt
lean manufacturing strategy that would enable them to compete in
this competitive globalisation market. In this respect, it is necessary
to assess the implementation of lean manufacturing in different
organisations so that the important best practices can be identified.
This paper describes the development of key areas which will be
used to assess the adoption and implementation of lean
manufacturing practices. There are some key areas developed to
evaluate and reduce the most optimal projects so as to enhance their
production efficiency and increase the purpose of the economic
benefits of the manufacturing unit.
Lean manufacturing is becoming lean enterprise by treating its
customers and suppliers as partners. This gives the extra edge in
today-s cost and time competitive markets. The organisation is
becoming strong in all the conventional competition points. They are
Price, Quality and Delivery. Lean enterprise owners can deliver high
quality products quickly, with low price.
Abstract: This research explorers the relationship between leadership style and continuous improvement (CI) teams. CI teams have several features that are not always found in other types of teams, including multi-functional members, short time period for performance, positive and actionable results, and exposure to senior leadership. There is no one best style of leadership for these teams. Instead, it is important to select the best leadership style for the situation. The leader must have the flexibility to change styles and the skill to use the chosen style effectively in order to ensure the team’s success.