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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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.

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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The ICC project successfully achieved its target of 30 percent reduction in twin relay customer claims and improved process spoilage on wire defect reject. After the ICC project, the twin relay customer claim reduced to 0.702 ppm as compared to 2.755 ppm previously. The wire defect quantity also has reduced from 12,002 pieces to 1,916 pieces which amounting to a saving of RM5,864 per month.

The modification of single tray holder, double cylinder and unfit carrier have resulted an increase in productive time rate from 55.9 percent to 78.2 percent, amounting to a 39 percent improvement in productive time. Not only that, this improvement has also increased the total output production. Previously, it was recorded that the total output was 336,000 pieces, and has simultaneously increased to 459,000 pieces per week.

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