In 2014, an internal audit conducted by Organisational Excellence department found that Brahim’s Airline Catering needed to be frugal on croissant as there was an excess of croissant on MH flights which did not match with the number of passengers. LEAN improvement project helped Brahim’s to save cost of over supply of croissants at RM2,842.39 per month. In a month, a total of RM45,207.70 has been saved in terms of raw materials. In a year, BAC manages to save wastages on the over supply of croissants at a total cost of RM576,601.

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Previously, dispensing of medicines by KPJ Johor only achieved 61 percent of the outpatients treatment within 20 minutes of time. With LEAN, waiting time of preparing and dispensing medicines has improved to 20 minutes as compared to 30 minutes previously. The Quality Impact Assessment Standard has increased to 87.14 percent and there are no errors reported on receiving medication.

KPJ Perdana Specialist Hospital management team welcomes innovative ideas from hospital staff to bring about great positive changes in upholding to its name. Creative ideas among hospital staff are encouraged to be put into use such as shortening of waiting time for post natal care patients. Due to the increasing number of birth rates every year on rooms availability, LEAN approach has been introduced. This project is successfully implemented as it has reduced the discharge time for post natal patients from 5 hours to approximately 2 hours and 44 minutes. The lead time of discharging self-pay post natal patient is reduced to 2 hours and 44 minutes, an improvement of 46.8 percent.

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The usage of Technical Finger has significantly reduced the cost of operations for the company. The usage of Technical Finger is able to eliminate difficulties in pulling and positioning the portable maintenance step. The biggest impact with this elimination of the non-value added factors is saving an amount of RM356,029 per year which was viewed as wastages. The operation cost for new process is now only RM26,978 indicating a reduction of 92 percent in operation cost.

The rubbish collection process at BUJ Technologies Enterprise took too long a time due to the many steps involved such as roll call, checking of vehicles and equipment, filling up diesel, rubbish collection, rubbish disposal, cleaning trucks and trucks storage. With the implementation of Kaizen, seven steps have been reduced to six processes. Lead time has improved to 480 minutes which is 12.53 percent saved on time. The processing time takes up 287 minutes and after LEAN, has reduced to 271 minutes, an improvement of 5.68 percent. Waiting time takes up 209 minutes instead of 261 minutes previously.

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