Baba Md Deros

A framework for organisational change management in lean manufacturing implementation

Lean manufacturing system has been widely applied in manufacturing companies worldwide. However, the low success rate of lean transformations in many countries has given a cause for concern. Much of the literature had pointed out that the main reason is due to the failure in managing the change process during a lean manufacturing transformation. This paper presents a thorough literature review for lean manufacturing approach in the context of organisational change management. Finally, the authors have proposed an organisational change framework for lean manufacturing implementation that would serve as the basis for further empirical research and validation. The framework will further expand the body of knowledge by linking organisational change management with the transition to implementing a lean manufacturing system.

Supply chain enhancement through product and vendor development programme

Purpose – This paper aims to review the methods used by an automotive manufacturer in enhancing the supply chain management (SCM) system through a set up termed product and vendor development (PVD) programme. PVD was developed to eliminate problems faced due to late delivery and poor quality of supplies and availability of supplies at the lowest possible costs.Design/methodology/approach – The paper explores the step‐by‐step methodologies that have been employed by the PVD.Findings – Results overtime show that the PVD has improved the SCM system especially in the areas of quality and delivery services, other services and cutting costs that manufacturers had to face due to problems that arose in the shortcomings of the supply services.Research limitations/implications – The PVD has managed to promote the localization programme and has also been able to establish qualified vendors through the structured vendor performance evaluation.Practical implications – Findings also establish that the PVD team is the k...

Maintenance management system for upstream operations in oil and gas industry: a case study

This paper explores the plant maintenance management system that has been used by a giant oil and gas company in Malaysia. The system also called as PETRONAS maintenance management system (PMMS) used to manage the upstream operations for more than 100 plants of the case study company. Moreover, from the observations, focus group discussion with PMMS personnel and application through simulation (SAP R/3), this paper reviews the step-by-step approach and the elements that required for the PMMS. The findings show that the PMMS integrates the overall business strategy in upstream operations that consist of asset management, work management and performance management. In addition, PMMS’s roles are: to help operations personnel organise and plan their daily activities, to improve productivity and reduce equipment downtime, and to help operations management analyse the facilities and create performance and to provide and maintain the operational effectiveness of the facilities.

Barriers of SCM in SMEs

Supply chain management concept (SCM) was begun to be accepted by the industry, but there were several barriers identified during the application of this concept. The purpose of this research was to identify the barriers faced by manufacturing industry especially among SMEs in implementing SCM. This study was carried out using questionnaire distribution method to research sample consisting of SME manufacturing company. The results shows the list of obstacles existed in SCM implementation in industry with involvement of; lack of skill; lack of knowledge; lack of power; lack of infrastructure; and lack of trust. Extensive discussion based on previous studies/research related to SCM was done in this research. Improvement in SCM which can be made as reference by researcher in the future was proposed. It hopes the research can support the body of knowledge.

Lean Manufacturing Practices Implementation in Malaysian's SME Automotive Component Industry

Due to global competition, automotive component industries are very keen to improve their manufacturing system as to fulfill car manufacturer demand. Currently, lean manufacturing (LM) system has become increasingly famous and popular among automotive component players. And, it was proven that lean manufacturing is the best manufacturing system in the 21st century. The main objective of this paper is to investigate the extent of 24 lean manufacturing practices implementation in SME. Secondly, to determine the possible barriers that could influence the process of lean manufacturing implementation. A survey questionnaire was developed to collect top and senior management judgement on 24 lean manufacturing practices and to rate the possible barriers during lean manufacturing implementation. Total completed questionnaires were 97 which represent 81.5% respond rate. The survey results show that a majority of respondents agreed and implementing extensively kaizen, 5S and standardization in their firms. Another finding was the four possible barriers that could influence the failure of lean manufacturing implementation which are employees resist to changes, unstable customer schedule, lack of knowledge and poor employee involvement.

RULA Analysis of Work-Related Disorder among Packaging Industry Worker Using Digital Human Modeling (DHM)

Musculoskeletal disorder (WMSDs) is the common health problems for the industrial workers. This health problem can contribute to long term effect on the production performance. The objective of this study is to analyze the posture of industrial worker in packaging industry using the RULA assessment in CATIA P3 V5R14 software. The working posture was reconstructed and developed in the CATIA P3 V5R14 software and then RULA assessment was conducted. From the RULA analysis, several awkward postures were detected to be high in risk factors. The postures in risk are postures 1,2 and 5 which mainly involve lifting heavy product and excessive bending. As a conclusion the RULA assessment was able to detect the problematic postures and further improvement can be conducted to avoid discomfort or further health complication.

Managing change in lean manufacturing implementation

Lean manufacturing is a proven approach for success in manufacturing industry. However, several organisations failed in their attempt to implement lean manufacturing system. The transition to lean manufacturing requires radical change which involves a total reshaping of purpose, system and culture of the organisation. This paper presents an investigation on the influence of organisational change to the transition of lean manufacturing. This study used an explanatory mixed method approach, which began with survey distribution, and then the general picture was further refined by conducting in-depth interviews on Malaysia automotive companies. The results revealed that company which emphasized on leadership and management, change agent system, effective communication, worker’s empowerment through training and team development, and also lean review system experienced smooth transition to lean manufacturing system. Failure to recognize the required organisational changes to adapt lean manufacturing system will hinder the long-term benefits of the organisation.

Investigation of Ergonomics Risk Factors for Musculoskeletal Disorders among Oil Palm Workers Using Quick Exposure Check (QEC)

Oil palm workers perform daily activities that exposed themselves to various ergonomics risk factors. To harvest oil palm fruits from tall trees, specific technique is required. To quantify the ergonomics risks factors, postural analysis was conducted using Quick Exposure Check (QEC) system. It was found oil palm workers were exposed to many postural problems while performing harvesting and collecting fresh fruit bunch (FFB) activities. However, to quantify the actual load, many limitations of the QEC have been revealed such the missing of legs assessment, the crude analysis for arm and shoulder, no pushing and pulling assessment and the biased may be existed due to the workers perception on the ergonomics factors. Thus, it can be concluded that QEC system was not suitable for conducting postural analysis during harvesting in oil palm plantation especially in tall trees due to the above limitations.

Investigation of oil palm harvesters' postures using RULA analysis

Manual workers in agricultural industry are frequently exposed to work related discomfort and pain while performing their work tasks. This leads to common health problems such as Work-related Musculoskeletal Disorders (WMSDs) which occur due to the feeling of discomfort while performing daily tasks, which in turn affect their work performance. An interview was conducted with three palm oil harvesters to gather information regarding their body part discomfort and general view on working conditions. Consequently, a video camera was used to record the postures and movements of these harvesters while performing their tasks. The Digital Human Modeling Software (DHMS) was used to analyze the postures by using Rapid Upper Limb Assessment (RULA) analysis. The findings showed that the harvesters experienced body part discomfort mainly on the upper body limbs. Based on the RULA analysis, all recorded postures were unsafe hence immediate actions should be implemented to ensure safe and comfortable working conditions. The main problems were their repetitive movements, awkward postures and heavy tools used when performing the work tasks. Necessary actions should be taken to minimize work risk.

Employees’ Perception on Lean Production System Implementation: A Case of Malaysia Automotive Component Manufacturer

Stiff competitions, fluctuation in demand and changes in customer preferences have prompted the automotive component manufacturers worldwide to enhance their manufacturing system. Lean Production System (LPS) is a proven method used by many automotive component manufacturers to maintain their competitiveness. Although research on lean implementation has been conducted extensively, there is still a limited number of studies on the LPS implementation from the employees’ point of view. Thus, the main purpose of this study is to investigate the LPS implementation from the employees’ perspectives in an automotive component manufacturer in Malaysia. Both quantitative and qualitative methods were employed in this study. A survey questionnaire was developed from previous literature and distributed to 50 middle and lower level employees. The questionnaire was pilot-tested by the employees and also verified by the industry experts. Structured interviews with 25 employees were conducted to determine their perceptions and problems encountered during the LPS implementation. The result of the study revealed that majority of the employees in this company were only aware of 5S and Kaizen although there are many other LPS tools which are also useful to them. However, the employees agreed that the LPS give many benefits in the workplace. Another finding was Employee Involvement (EI) in the LPS was mostly in the form of sharing responsibility with their co-workers. Problems were due to the lack of knowledge and training in the LPS among the employees. Greater effort should be taken by the company to ensure successful LPS implementation and its sustainability over time.