Manage enterprise quality

Manage enterprise quality (5)

Tuesday, 14 March 2017 11:27

Quality sustainability for creditable Saga (2016)

It was further discovered that the department at Proton only achieved 57.2 and 40 percent of front end assembly and clearance fitting accuracy fender with hood rates respectively. However, these performances did not match with the department KPIs of 80 and 85 percent respectively. A rework time of 120 seconds per car was in need before it can be sent to the warehouse. The implementation of the ICC initiatives provides a better solution in the reduction of defects during the fender and hood installation at the body assembly line. This has brought to an improvement of 87.5 percent and 80 percent respectively. This achievement has led Proton to save a cost of RM57,160 per year.

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  • Best Practices Type Case Studies
  • Industry Manufacturing
Tuesday, 14 March 2017 10:59

Retaining high standards in quality while minimising cost of operations (2016)

Sharp Manufacturing Corporation (M) Sdn Bhd (SMM) has targeted to increase daily production efficiency as well as to reduce loss time during auto process and working time cost. The implication of adding conveyor between loader and magazine change at AI checker process has reduced the lead time from 12,625 minutes to 10,605 minutes. Previously, this process needed about 25 days in producing the targeted value of 42,000 pieces per month. After the implementation of ICC, only 21 days are required to produce 44,500 pieces per month.

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  • Best Practices Type Case Studies
  • Industry Manufacturing
Tuesday, 14 March 2017 10:58

ICC: A breakthrough in quality (2016)

Innovative and Creative Circle brought tremendous benefits in overcoming the issue of high reject cases of damaged frame during the molding process. This ICC project has decreased damaged frame from an average of 9,740 units to 3,907 units, amounting to a 59% improvement.

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  • Best Practices Type Case Studies
  • Industry Manufacturing
Tuesday, 14 March 2017 10:35

Work efficiency improvement in the production line (2015)

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.

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  • Best Practices Type Case Studies
  • Industry Manufacturing
Tuesday, 28 June 2016 17:48

Solutions in sustaining the quality of electromechanical components (2016 )

An ICC team at Fujitsu Component (Malaysia) Sdn Bhd. was established to reduce reject rates. It was observed that the completed and semi completed relay parts were rejected when coil or lead wire surface appears to be broken, have scratches or dents. This eventually led to the relay functional failure. It came to surface that the monthly spoilage cost was RM2,970. They then came up with 6 outstanding solutions which aided the reduction of reject rate.

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  • Best Practices Type Infographics
  • Industry Manufacturing, Public Sector
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