1. Suhartini Mohd Jainury
Mechanical Engineering Department
Politeknik Sultan Azlan Shah, Behrang, Perak
suhartini@psas.edu.my

2. [7]: a series of activities or solutions to
eliminate waste, reduce NVA and improve VA.
[5]: lean production = minimum workshop
[3]: lean bundles = JIT,TQM,TPM,HRM
[40]: lean = TPS
[6]: kaji kewujudan lean, kenapa buku Womack
yang menjadi rujukan - TPS has evolved since
1948

3. Apa yang lean buat?
 “All we are doing is looking at the time line from
the moment customer gives us an order to the
point when we collect the cash. And we are
reducing that time line by reducing non-value-
added wastes” Taiichi Ohno (Liker, 2004)
 [20]: mendedahkan 18 “monozukuri-focused”
assembly line design and visual factory
management principles (DENSO). Byk company
dah cuba implement lean sebaik mungkin tapi yg
tertinggal/takde ialah „quality culture‟ pada
semua level dalam organisasi….

4. [27]: technology transfer; korelasi antara
kebolehan agen perubahan dengan
penambahbaikan dalam operasi pembuatan
[27]: transfering tacit knowledge takes a long
time because it often requires a change in
culture and substantial experience to gain.

5. 8 waste:
Overproduction, waiting,
conveyance, over processing,
excess inventory, movement,
defects, unused employee
creativity
Sistem borang
lemah
Kurang
bertanya
Tidak diterangkan
Banyak
aktiviti NVA
Repeating proses
Tidak
diselaraskan
Tak susun flow
Rekabentuk borang
yang sukar digunakan
Prosedur kerja
tidak lancar
METHOD
Kuantiti
terhad
Power trap
Hanging
Tak servis
Breakdown
Under
maintenance
TPM tidak
diimplemen
dengan baik
MACHINE
Limited cooperation
Tiada
inisiatif
Malas
Stress
Tidak
minat
Kurang
motivasi
MAN
Kurang
kemahiran
Sikap
Malas
Tiada
inisiatif Tidak
bertanya
Kurang
panduan
Tidak
didedahkan
Kurang
latIhan
Kurang
pengetahuan
Kurang
penerangan
Tidak dititikberatkan
Poor communication
lambat tiba
transportkualiti
Part tidak dipasang
Tak guna tools yang
sepatutnya
MATERIAL
Salah part
Takde 5sRak material
tak disusun
Tukar model Part hilang
kena
curi
Material movement
tak syncronize
Salah letak
Suppliers geographical
distance
Kurang IT
ENVIRONMENT
Ponteng/ lambat
Jalan simpang
siur
Prosedur
borang sukar
difahami
Poor knowledge
transfer
Not win-win
supplier salah
hantar
Salah flow
kurang pengetahuan

6. [8]: diperkenalkan oleh Houlihan dalam tahun 1984. SCM
covers the flow of goods from supplier through
manufacturing and distribution chains to the end user.
[15]: proses integrasi yang menghubungkan suatu produk
dari bahan mentah hingga ke pengguna
[15]: SC ada 4 echelons-supply,manufacturing,distribution
and consumer
[16]: Successful SCM is the key to long-term success of an
organization. 3 major components of SC -
suppliers, manufacturers and customers must be
effectively integrated to achieve financial and growth
objectives.

7. Womack said:
 assembler and supplier work together for mutual
benefit.
 learn supplier‟s production cost and quality
 lean supply is continually reduce prices over the
life of model.
 Deliver components directly to the assembly
line- with no inspection at all incoming parts.
 Lean producer tiada simpan stok.
 Supplier hantar small lots of parts to assembler.
 Supplier and assembler are transparent.

8. [7]: use VSM to improve LSC, use 5 why
analysis to find the root cause in four-step
problem solving process.
[2]: kaji tahap kesedaran dan pengamalan
LM, hubungan dgn pembekal dan strategi
penambahbaikan kualiti

9. [23]: menurut Cox, pendekatan lean hanya
berjaya dijalankan pada rantaian yang teratur,
high volume dan mempunyai permintaan
yang tertentu.
[23]: 4 barriers to apply lean: trading
relationships, value stream team formation,
senior management commitment and
elimination of power based adversarial
behavior. Develop 7 dimension models
according to 5 lean principle, test the model
through semi-structured interview.

10.  Value Stream mapping [7], [9],
[9]: observation and interview, dapatkan data,
apply guna VSM
 SCOR [37],[38]
[38]: integrate ARENA-SCOR
[37]: test the ARENA-SCOR template

11. [18]: takrif PM, effectiveness (ikut pelanggan),
efficiency (fully utilized)
[4]: PM diukur dengan cara
 Activity based-costing
 Balanced scorecard
 Performance prism
 Collaborative PMS
[17]: propose an innovative PM from system-
thinking perspective. Develop a process-based
model –using fuzzy algorithm.
[19]: develop framework untuk analisis SCM,
taksonomi terdiri drpd 4 dimensi – specificity,
action, location & benefit.

12. [18]:
1. quality
2. time
3. cost
4. flexibility
[26]: develop LPI
1. quality
2. Continuous Improvement
3. Flexibility and logistics
[15]:
1. resource
2. output
3. Flexibility
[14]:
1. quantities
2. time
3. cost variations
4. schedule and cost

13. [11]:
1. quality
2. time
3. cost
4. flexibility
5. innovativeness

14. [34]: measuring „multimodal process‟ with
interface performance indicators (15 PM)
[39]: analyse the performance levels in terms of
productivity and quality. Investigate between
manufacturing performance and the use of lean
practices. (questionnaire)
[14]: analyse the performance of internal
operations, external suppliers, resale item,
subcontractors. (case study)
[45]: analyse the manufacturing performances and
practices between Malaysia and Australia.
(questionnaire-ANOVA)

15. [44]: investigate the relationship between two
supply chain integration and two
manufacturing improvement programs.
(questionnaire - exploratory factor &
hierarchical regression)
[13]: perbandingan antara syarikat pembuat
kereta Japanese dan non-Japanese dari segi
hubungan pembeli-pembekal (UK); (interview)
[41]: kaji hubungan non-financial
manufacturing performance dgn LM. (SEM-
moderate atau mediate)

16. [40] [16] [3] [2]
1.Supplier feedback #
2. JIT # # #
3. Supplier development # Supply base
management
4. Customer involvement # #
5. Pull #
6. Continuous flow #
7. Setup time reduction # #
8. TPM # # #
9. SPC #
10. Employee involvement # HRM
11. TQM # #
12. Competitive environment #
13. Inventory reduction #

17. [Md kamal – UUM]: Knowledge-Based Collaborative
Lean Manufacturing Management (KBCLMM)
System, implement GAP, AHP-hybrid)
[46]: Hybrid System Dynamic – Discrete Event
Simulation models of SC. (DES dibangunkan guna
SCOR)

18. lean agile leagile
[34] # Adapt the service-production and service
development
[24] # Use JIT innovation, case study, kaji
hubungan antara kecekapan dan
penjimatan kos terhadap integrasi lean
dan agile SC.
[1] # Case study – HP: pengilang tak boleh lihat
operasi secara berasingan
[25] # Develop RSC model
[47] # Case study – fashion & textile : SC
competence terhadap firm performance
(how and why Q)

19. Keyword lean agile
Use of market knowledge 3 3
Value stream 3 3
Lead time compression 3 3
Elliminate muda 3 2
Rapid reconfiguration 2 3
Robustness 1 3
Level scheduling 3 1
[1]: leagility SC untuk HP; decoupling
point: upstream-lean, downstream-
agile
3-sangat penting 2-sederhana 1- kurang

20. [32]: propose framework of sc coordination:- SC contracts;
IT; Information sharing; joint decision making.
[27]: in japan, suppliers and customers often have
interlocking business relationships and shareholdings
through the „keiretsu‟; suggest model untuk transfer
teknologi dari Jepun.
 Mungkin antara sebab kenapa Proton tidak berjaya dalam
“fully utilized” kilang tersebut kerana [21 dalam 27]: Bagi
mengimplemenkan teknik dan falsafah pembuatan lean
dalam sesebuah organisasi, ia memerlukan pemindahan
yang nyata dan ianya sukar untuk dipindahkan kepada
orang lain sama ada secara bertulis atau melalui lisan.

21. 1 2 3 4 5 6
Study SCOR, AHP, VSM * ****
Cari variable untuk buat
questionnaire
* ****
Study performance metrics of
lean production di kilang
PROTON
****
Cuba coordinate dengan JIT,
TPM, …?
**** **
Macammana nak kaitkan
dengan people development
system..?
**
Set methodology & RF ** ****
Defend proposal At
least