Speeding up on the issuance of assessment rates billing on new residential properties (2015)
The main problem of wastage on issuance of assessment rates billing came from the valuation process of new residential properties in the past years. By using Lean solution, Dewan Bandaraya Kuching Utara found a solution to save time on valuation process before issuance of assessment rates billing for new residential properties. Out of the 26 steps, 11 steps were identified as value added and the 15 remaining steps were categorised as non-value added which had no purpose in value to the valuation process. The processing time takes 725 minutes and after LEAN, it has reduced to 497 minutes.
- Best Practices Type Case Studies
- Industry Public Sector
- Company Name Dewan Bandaraya Kuching Utara
- Geographical Sarawak
Minimising time on dispensing of antibiotics to infected patients (2015)
The application of LEAN principles and practices in Hospital Sultanah Nur Zaharah has dramatically improved on the time taken to dispense the First Dose (STAT) Antibiotics and this has increased the survival rate for adults’ patients. Now 30 percent of patients are able to receive antibiotics within an hour as compared to 0 percent before Kaizen actions are implemented.
If you are a member, please log in.
- Best Practices Type Case Studies
- Industry Public Sector
- Company Name Hospital Sultanah Nur Zaharah
- Geographical Terengganu
Minimising ESWL procedure with LEAN initiatives (2015)
HUSM strives to give the best services and facilities to patients’ demands by having the best quality and safety environment available such as in Extracorporeal Shock Wave Lithotripsy (ESWL) treatment. Previously, the ESWL procedure required five hours of treatment time and each patient had to undergo 47 long essential steps. By improving time taken on ESWL procedure, a larger number of patients could be treated. From a total of 47 steps, 27 non-value added steps were identified and needed to be eliminated as it had contributed to increase in waiting and process time of ESWL treatment.
- Best Practices Type Case Studies
- Industry Public Sector
- Company Name Hospital Universiti Sains Malaysia
- Geographical Kelantan
5 Kaizen LEAN solutions to enhance officers’ end of contract payment process (2015)
At Jabatan Ketua Menteri Melaka, LEAN improvement process was implemented to speed up the officers’ end contract payment (Ganjaran Tamat Kontrak (GTK)) and also to enhance the delivery services. The conventional 24 processes involved from receiving new application up to the final stage of payments recorded. Now, JKMM has finally achieved in reducing non-value added steps to 13 processes which has taken up only 28 days as compared to 52.5 days.
If you are a member, please log in.
- Best Practices Type Case Studies
- Industry Public Sector
- Company Name Jabatan Ketua Menteri Melaka
- Geographical Melaka
LEAN process in producing training materials (2015)
LEAN approach has opened more doors of opportunities in the teaching line and LEAN thinking management is highly recognised as a standard practice in any organisation. Kolej Kemahiran Tinggi Mara (KKTM) has implemented LEAN project and from this initiative, the total delay time of obtaining training materials has improved to 240 minutes as compared to 960 minutes previously.
- Best Practices Type Case Studies
- Industry Public Sector
- Company Name Kolej Kemahiran Tinggi Mara Petaling Jaya (KKTMPJ)
- Geographical Selangor