1. BY : EDDY YEOW
My Journey in
Lean Manufacturing

2. My Journey
Biz venture
Sales

3. My SKILLs
 I am a decisive Lean Manufacturing Professional equipped with hands-on Lean
Manufacturing tools & techniques such as Kanban , Work Simplification, Line
Balancing, Dynamic 5 S, Re-design Work Station, Poka Yoke, Andon, SMED, Pull &
Push system, Visual Management, JIT production, Cycle Time Analysis, Total
Productive Maintenance, Cellular Manufacturing & Single Piece Flow.
 With my problem solving skills & systematic approach using relevant methods like
DMAIC, FMEA, 8 Ds & QCC problem solving story, I am able to coach & mentor
teams in transforming the organization into a Learning Organization.
 Also, I am very careful in ensuring company organization, complying with the
quality, safety, health & environment management standards such as ISO 9000, ISO
14000, TS 16949, HACCP, HALAL & SHE compliance.
 I have 22 years working experiences in Manufacturing environment, 5 years R n D
and balance 17 years in operation ie. overseeing production, maintenance, quality
control, store & logistics.
 I am a hands-on Lean Champion in Sharp-Roxy with 10 years’ experience involve in
Lean and CI (Continuous Improvement) activities for production shop floor. For
past 10 years, i have involved with more than 8 CI projects with cost saving up to
RM 1.8 million a year. Where else, in the subsequent Companies, I have applied
what I have learned, to coach & mentor teams in their CI activities.

4. My SKILLs
 I have in-depth experience, working with multi-national & SMI companies,
understand multi-functional and multi-culture teams behavior, proven experience to
execute lean manufacturing strategies, improvement initiatives and operations with
various company management style & size.
 In addition, I have excellence knowledge and experience in Project Management,
Scheduling, Coordinating, Negotiation, On Time Delivery & Problem Solving with
contractors/suppliers/machine makers across the world.
 As I am a graduate from Mechanical & Automotive Engineering and in Food
Manufacturing Management, I am resourceful to to the organization knowledge
needs whenever necessary.
 Besides, I have excellence computer and data analysis skill in Microsoft Excel,
Words, Powerpoint & ERP system ie. SAP & M3.
 Nevertheless, I am proficient in several language Malay, English and Chinese
(Mandarin, Cantonese, Hokkien), which enable me to communicate directly to all
levels of people.
 I am a trustworthy, dedicated, diligent, persistent & sincere person with high
integrity, strong team work and cooperation.

5. History of Lean Manufacturing
Firstly, introduce by Henry Ford on the ‘continuous
flow’ mass production for cars assembly line using
the push system.
After then, Toyota improvise with a pull system base
on customer demand, which used ‘Just in Time’
manufacturing method to increase efficiency &
reduce inventory, which is now called ‘Toyota
Production System’

6. What is Leans Manufacturing ?
Leans Manufacturing is a systematic method for
elimination of waste (Muda) & maximizing
customer value in the products & services within a
manufacturing process.
Lean also takes into account waste created through
overburden (Muri).
And waste created through unevenness/variations in
work loads (Mura).

7. What is the meaning of Waste & Value ?
Waste means……
Waste activity that does not add value to the product
& services.
Value means……
Any action or process that a customer would be
willing to pay for.

8. Type of Waste to be Monitor
Waste created by ….
Unnecessary Transfering or transportation
Inventory – Too high RM, WIP or FG stocks
Unnecessary Motion activity
Unnecesssary & high Waiting time
Overprocessing – Repeated process
Overproduction
Defects
Workforce

9. Lean Manufaturing Process
Stage 1 – Identify Waste
 Must have the commitment to do Kaizen
 Use VSM to connect the flow of material till F/Good to identify waste
Stage 2 – Analyze the Waste & Find the Root Cause
 Use Root cause Analysis – Brainstorming or Fish bone diagram to
identify the root cause
Stage 3 – Solve the Root Cause & Repeat the Cycle
 Decide what you must do to fix the issue to create more efficiency

10. Tools to Reduce Waste
Just in Time – Pull system to minimize stock &
resources
Kanban – Signal or Visual Card
Poka Yoke – Do it right the first time
SMED – Quick & efficient changeover of Die
5 S system – Tools, equipment & workplace are in
order with a good level of standardization
Etc.

11. Before After
Island system
 Longer/heavier traffic of transfering
 High WIP
 Heavier Motion movement
 Longer waiting time
 Overprocessing due to sorting &
rework frm over stock
 Overproduction
 Defects from idling stocks
Train system
 Lesser traffic/shorter
transfering
 Lower WIP
 Easier Motion movement
 Shorter waiting time
 No more repeating job
 No more overproduction
 No more unnecessary defects
Eg. of Lean practises
1 652 3 4 87
1
3
2 5
4

13. Sharp Roxy Achievements
 Reduce headcount within 2 years in Production shop floor
from 200 to 100 people whilst maintaining the quality &
productivity of the product.
 Maintaining industrial harmony within employees,
employers & the trade union during the reduction of the
head count.
 Certification of ISO 14000
 Recognition as Super 5S plant by NPC Japanese
consultant
 QCC presenter in JAPAN QCC convention
 Trained in Japan & Germany for Project completion

14. Sharp Roxy Lean projects & saving ….
Headcount reduction from 200 to 100 with cost saving
up to about Rm 1.8 million a year by applying Lean
approach….
1. Train system for Cond. Pipe fixing = Rm 250 k (As in slide 12)
2. Clinching replace spot weld to cabinet = Rm 280k
3. New Door Cap design = Rm 180 k
4. New Door Liner design = Rm 480 k (Presented in Japan)
5. Simplify Door cap Ass’y = Rm 45 k
6. New Cooling Line layout = Rm 450
7. Real Time Monitoring on Output Variance = Rm 90 k
8. Others = Rm 25 k
TOTAL COST SAVING = RM 1.8 Million

15. NESTLE Achievements
Executive Diploma of Manufacturing Management
- As a non-Food Technologist to work & study and
pass all the examination papers.
Lead, coach & mentor a ‘weekly rotating shift’
operators to deliver daily KPIs ie on Quality, Speed,
Cost & People during the Daily Review Meeting.
Coach a team projects using Lean Six Sigma to
reduce OPP changing time using SMED approach &
present it in the SGIA bi-monthly presentation to
the top management. Cost saving up to = Rm 20 k

16. Pecca Leather Achievements
Launch & implement 5 S work culture with rewards
given by monthly cross audit by the HODs.
Keep track all small 5 S practices by the operators
with ‘Best Employee of the Month’ recognition.
Went to Nepal & Sabah for operators recruitment as
part of expenses reduction.
Coach a special ‘Task Force’ teams apply Lean
techniques by changing layout from Linear flow
layout to a Cellular flow layout with cost saving of
Rm 35 k

17. ORIENTAL Achievements
Improve Organization Efficiency by saving annually up to Rm 240 k
 Re-design organization controls systematically with ownership
 Implement 5 S work culture
 Ensure all quality management system are complied ie. ISO/HACCP/HALAL
 Comply safety & environment rules by regulatory bodies ie. DOE & DOSH
and save Company from penalty approximately = Rm 20 k
 Save water usage & leaking issue = Rm 100 k
 Save Air Cond. repairing cost by using internal technician = Rm 120 k
Increase Production volume by 28 % with strategies as below implemented
 Shorter lead time to complete new line set-up by add. vol. of Rm 38,000 k
 Implement TPM practices with higher annual volume of Rm 17,000 k
# Improve Leaders & Technician cooperation & teamwork by on-site coaching applying GEMBA
# Improve ad-hoc Planning to weekly Planning by Visual Management
# Improve operators working time by enforcing ‘Break Time’ check in a few check point daily
# Implement OEE analysis daily by HODs to have a better Goal Alignment
# Improve on outsource repair time by supporting Supplier on Lean practices
# Establish Spare Part Room for the availability of machine parts
# Restoration program to lengthen life span of machine run time
# Daily Maintenance Meeting to close Job Open promptly
Additional Volume = RM 55, 000 K … 28% up vs to Annual Sales

18. THANK YOU
THE END