Development of Kanban System at Local Manufacturing Company in Malaysia–Case Study

A case study of kanban implementation within the pharmaceutical supply chain

“…In addition to the potential that the pilot application of the kanban system leads to a reduction of waste in terms of time and cost, the organisation can also reassess, implement and adjust this Lean tool to suit its own needs, because the application process is reasonably simple and does not require specialised equipment or knowledge (Gong et al, 2014;Naufal et al, 2012). Accurate stock figures and the agreement and cooperation of the stakeholders involved in the supply chain is required, and whilst it is sometimes difficult and time consuming to develop these levels of agreement (Sanchez-Rodrigues et al, 2010;Junior and Filho, 2010;Johnsen and Solberg, 2012), the potential exists.…”

“…Another representative example is that of BLM Cylinder Head Cover (CHC) manufacturing process, which is a production assembly line that produce cylinder head cover product for Proton model. Naufal et al, (2012) describe the application of kanban system in this particular process and conclude that the company achieved excellent improvement in a few areas, such as lead time reduced by 40%; in-process and finished good inventory minimized by 23-29%; and finished goods area optimized by 4%. Similarly, Software Innovation (SI), which is a Scandinavian company, has developed and sold document management products for 28 years, replaced Scrum with Kanban and as a result it almost halved its lead time, reduced the number of weighted bugs by 10% and improved productivity (Johnsen and Solberg, 2012).…”

“…The application of kanban systems in manufacturing has received much attention with many documented examples of success in improving productivity (Gong et al, 2014;Graves et al, 1995;Naufal et al, 2012;Pettersen and Segerstedt, 2009;Singh et al, 2010;Takahashi and Myreshka, 2005). Besides manufacturing, the application of kanban systems has been expanded to other industries, such as software production (Hiranabe, 2008), decision making processes (Gong et al, 2014) and knowledge development (Lin et al, 2013).…”

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“…Lean mula dilaksana di Malaysia apabila perjanjian program The Malaysia Japan Automotive Industry Corperation (MAJAICO) ditanda tangani bersama kerajaan Jepun pada Julai 2006 bagi membangun industri automotif negara (Eida, 2013). Selain daripada itu, lean turut dikaji dalam industri aeroangkasa (Puvanasvaran et al, 2009); industri pembuatan (Deros et al, 2012;Naufal et al, 2012) dan industri jentera berat (Salimi, 2012). Menurut Eida (2013), kajian tentang lean di Malaysia menyentuh aspek pengukuran penggunaan amalan, teknik atau alat lean mengikut bidang utama aktiviti sesebuah organisasi (Wong et al, 2009); penilaian tahap implementasi lean (Deros et al, 2012;Nordin et al, 2010;Puvanasvaran et al, 2009); komunikasi sebagai faktor kejayaan lean (Puvanasvaran et al, 2009); faktor perubahan organisasi terhadap pelaksanaan lean (Nordin et al, 2010); faktor penentu dan penghalang dalam pelaksanaan lean (Deros et al, 2012;Nordin et al, 2010); model bagi sistem pembangunan manusia dalam pelaksanaan lean (Puvanasvaran et al, 2009); tahap pengurusan kualiti menyeluruh (TQM) dalam lean (Noor Azlina et al, 2011; kerangka pelaksanaan lean dengan amalan Tepat-pada-Masa (JIT) (Salimi, 2012); amalan kritikal bagi JIT (Salimi, 2012); sistem kanban (Naufal et al, 2012); kerangka berasaskan lean hijau dengan amalan TQM (Noor Azlina et al, 2012); pemetaan aliran nilai (Rahani & al-Ashraf, 2012); dan model besar-besaran bagi pelaksanaan lean (Eida, 2013).…”

Simulation on the Push/Conwip Control Mode for Manufacturing Process

“…according to the Push mode of production, product from front to back, the number of kanban in system control the whole work in progress [11] . Fig.…”