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.

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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.

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.

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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.

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.

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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.

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.

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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.

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.

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