Mohd Nizam Ab Rahman

TQM Best Practices: Experiences of Malaysian SMEs

Abstract The progress of TQM in SMEs, particularly in developing countries, is a significant research issue at present. This paper presents some of the most important findings of three case studies, undertaken at SME companies in Malaysia. The companies comprise medium-scale automotive parts and plastics manufacturers, and a smaller food manufacturing company. Each company case provides insights into the issues facing SMEs, who are trying to develop more advanced quality management approaches. The case studies involved structured interviews with top management at each company, based on the award criteria of the Malaysian Quality Management Excellence Award (QMEA). The case study analysis illustrates that the companies studied have adopted distinct approaches to the implementation of TQM, which could be shared by other SMEs. Some of the key issues that have been addressed by the case study companies can be summarized as: effective top management commitment, an effective steering committee engaged in policy and planning management, real employee involvement, employee rewards and skills development. The issues of benefits perceived, barriers and quality progress of the companies are also presented in the paper.

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.

Adaptation of theories of supply chain management to the lean supply chain management

In the today global market, lean supply chain management (LSCM) has gain increasing attention within both academic and industrial research. However, its potential has remained largely underdeveloped in the SCM arena. Concerning the gap in the literature regarding to theory development in SCM, the possibilities of adapting some SCM theories to LSCM practices are investigated through extensive reviewing the related literature in this paper. Given a background on the definition of SCM theories, a review on LSCM definition and practices is provided. Based on the recent lean manufacturing literature, five important lean principles have been categorised to investigate the possibility of adoption with some SCM theories. As a result, 13 SCM theories were matched with these lean principles and they are concluded as LSCM theories.

Integrated Set Parts Supply system in a mixed-model assembly line

The mixed-model assembly line (MMAL) is a type of assembly line in which a variety of product models are assembled on the same line. The use of highly variant parts on the assembly line need to be considered carefully to enable satisfactory material flow control and allow for smooth production. To increase the quality of parts supply and parts assembly in MMAL, Toyota has introduced an innovation system known as Set Parts Supply (SPS). In this paper, we investigate the parts supply issues in SPS implementation using a case study in the automotive industry. The linkage of parts supply strategies with Manufacturing Execution System (MES) is introduced to improve the SPS implementation which are (i) synchronized parts supply, (ii) e-kanban system and (iii) Synchronized Supply Sheet. From the research findings, the integration with MES has contributed to the Just In Time in parts supply at the supermarket area and assembly line.

Barriers of supply chain management implementation in manufacturing companies: a comparison between Iranian and Malaysian companies

Supply chain management (SCM) not only supports a companys goals and information sharing, but also supports a company in meeting and satisfying customer needs better than its competitors. Managers are faced with many barriers in implementing SCM. Implementing SCM in a developing country, such as Iran or Malaysia, is still considered to be a major challenge due to several barriers. It is essential for all managers to understand these barriers and try to minimize them and improve competition strength. This article presents the SCM implementation barriers between Iranian and Malaysian companies and suggests significant variations between these two countries regarding the barriers faced. This article also compares and highlights the results obtained from a literature study. A survey questionnaire and structure interviews were used to gather the data needed. The questionnaire was distributed to 600 automotive companies in Iran and Malaysia and a total of 132 replies were usable. The data were analyzed using SPSS software. The survey revealed that both Iranian and Malaysian companies suffer from a lack of expertise and lack of awareness about SCM, which are major limitations to implementing SCM. However, Iranian companies showed that lack of information and awareness about SCM is another major barrier as compared to Malaysian companies. The follow-up interviews were conducted with 10 Iranian and five Malaysian managements to investigate proper methods to counter these obstacles. The findings of this research provide invaluable information to all researchers who investigate the barriers of SCM implementation and to company managements who desire to implement SCM and to assist the development of an effective strategic plan as well as to design programs to overcome the SCM barriers.

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...

Online Cutting Tool Wear Monitoring Using I-Kaz Method and New Regression Model

This study presents a new method for detecting the cutting tool wear based on the measured cutting force signals using the regression model and I-kaz method. The detection of tool wear was done automatically using the in-house developed regression model and 3D graphic presentation of I-kaz 3D coefficient during machining process. The machining tests were carried out on a CNC turning machine Colchester Master Tornado T4 in dry cutting condition, and Kistler 9255B dynamometer was used to measure the cutting force signals, which then stored and displayed in the DasyLab software. The progression of the cutting tool flank wear land (VB) was indicated by the amount of the cutting force generated. Later, the I-kaz was used to analyze all the cutting force signals from beginning of the cut until the rejection stage of the cutting tool. Results of the I-Kaz analysis were represented by various characteristic of I-kaz 3D coefficient and 3D graphic presentation. The I-kaz 3D coefficient number decreases as the tool wear increases. This method can be used for real time tool wear monitoring.

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.

RFID impacts on barriers affecting lean manufacturing

Purpose Lean manufacturing is one of the leading paradigms for fast and proficient manufacturing but its proper implementation is a foremost task due to certain barriers affecting lean and can be handled when utilized with RFID technology. With this aspect in view, the purpose of this paper is to enlighten and present a thorough literature study that can show how RFID-based lean manufacturing is helpful for handling barriers affecting lean manufacturing in light of previous literature available. Design/methodology/approach In order to achieve this purpose a systematic literature review is conducted to justify the impacts of RFID technology for handling barriers. The aim of this systematic literature review is to initially find the barriers affecting lean implementation and then to explain the properties of RFID-based lean manufacturing which are highly feasible to handle detected barriers. Findings An interrelation is generated in this study which provides a clear indication that the properties of RFID carry significant effects to handle detected barriers in the operational, managerial and financial regime of manufacturing companies. The detected barriers that affect lean implementation are company’s cultures, top management commitment, poor employee administration, lack of finances, unbalanced inventory control, unstable customer handling and longer lead times. The properties of RFID-based lean manufacturing like operational visibility, inventory control, production control, minimized lead times and the real-time data information (to facilitate top management and employees on shop floor) are extremely helpful to control these barriers. Originality/value The originality of this study is the provision of clarity provided to both academicians and practitioners by citing and utilizing previous research studies which undoubtedly indicates positive impacts of RFID on lean implementation.