Alam Flora Sdn. Bhd. had found that barrel chip and bracket of a suction hose was always damaged that had contributed to the increase in the maintenance cost of catch basin vehicle. The implementation of the ICC project has brought tremendous changes in the reduction of the maintenance and operation cost. The installation of adapter kit saves a total amount of RM426,500 annually. This is supported by the reduction in maintenance cost from RM530,100 previously to RM208,300 per annum.

The missing of maintenance service doors at Gelang Patah Interchange, amounting to a total of RM15,200 was resolved by PLUS using ICC approach. This problem solving approach had led PLUS to reduce electrical cable vandalism, illegal tapping of electricity supply, wastages in time in relation to work process and cost of maintenance and electricity. It also has brought tremendous changes in the reduction of the maintenance and operations cost. The installation of R5o6 screws on 2103 street lightings saves a total amount of RM336,480 annually.

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ICC project has assisted KPJ Johor to save the operation cost on wages by RM6,431 in a year. Not only that, the time taken for food preparation has reduced to 2.5 hours as compared to 4.3 hours initially. Furthermore, only eight staff are required for the food preparation which is equivalent to an improvement of 38 percent of workforce.

Employees working in the vehicle inspection area are exposed to vehicle emissions as they come in contact with the smoke through inhalation or physical contact. These particles will lead to health issues especially related to respiratory. The ICC project successfully resolved this problem by eliminating non-compliances of PPE requirement, reducing the impact of vehicle emissions on wall at heavy vehicle (HV) and also reducing TSP reading from 4.389 mg/m3 to 4.059 mg/m3.

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Waiting time is one of the factors that has to be improved at counter services for maintenance of customer satisfaction. In 2014, this similar problem is also faced by TH Johor whereby 54 percent of transactions on savings, withdrawals and application of new members took up more than 30 minutes of their waiting time. The average waiting time before LEAN was 37 minutes and 21 seconds and is finally reduced to 25 minutes and 54 seconds. These initiatives have assisted TH Johor to reduce their clients’ dissatisfaction feedback on waiting time to 19 percent instead of 25 percent previously.