Kandungan MPC’s National Roadmap for LEAN 1 LEAN Healthcare Hub Centre – State of Kelantan 2 Creanova LEAN 2014 3 Kuantan Specialist Hospital Sdn Bhd (KSH) 4 Kaizen Self Skill Report 5 LEAN Healthcare in KPJ Tawakkal Specialist Hospital Operation Theatre 6 ESS Kiosk Rapid Bas 7 Memoir En. Massimo di Annual Productivity and Innovation Conference (APIC) di Bukit Gambang City Resort 2013 8 LEAN HoW – Walk The Talk 9 LEAN Quiz 10 Exciting Programmes In June-Sept 2014! 11 Sekretariat LEAN 12 Issue 4 January-April, 2014 Malaysia Productivity Corporation (MPC) (Centre of Excellence for LEAN) L EAN management originates from Toyota Production System (TPS), which is developed by Toyota Motor Corporation. It is a management philosophy that shortens the time between customer order and products/ services delivered by eliminating wastes (Taiichi Ohno). Malaysia Productivity Corporation (MPC) has introduced the MPC’s LEAN Roadmap. It is a systematic approach to promote LEAN management that complements the existing quality and productivity initiatives, thus integrating all efforts LQ SURPRWLQJ SURFHVV HI¿FLHQF\ WRZDUGV LQFUHDVLQJ WKH competitiveness of the nation. The LEAN thinking is the backdrop of the roadmap. It is driven by kaizen activities, which are embedded in the LEAN thinking. The LEAN thinking can be adapted as an organisation culture in the quest for organisational excellence. MPC’s National Roadmap for LEAN 3KDVH /($1 6\VWHP DQG 3XEOLF 6HFWRU 6SHFLDO 3URJUDPPH The wide range of LEAN management activities is introduced. LEAN Hands-on- Workshop and LEAN international study mission are designed to expose LEAN practitioners to best practices implemented by the best organisations. The TRIZ Centre of Excellence has been set up in MPC Northern Region. The public sector special projects on LEAN management are launched with the collaboration of various State Secretary RI¿FHV LQ UHVSHFWLYH VWDWHV 7KH /($1 management at the Federal Government level starts with an awareness seminar organised by lead government agencies. 3KDVH /($1 (QWHUSULVH The Creanova LEAN is a best practices sharing session for selected organisations. 15 top LEAN management projects were shared during this session. The LEAN Healthcare leads towards LEAN Enterprise. A patient normally has to go through various departments to receive treatments, thus the project improvement’s collective efforts carried out in these departments will contribute to customer satisfaction. The LEAN Healthcare projects are done with the collaboration of Ministry of Health. 3KDVH /($1 &XOWXUH The formation of LEAN culture within an organisation is the ultimate goal. They are able to recognise and eliminate wastes in their processes. MPC will recognise a practising individual as a LEAN Champion and an organisation as a LEAN practising company. MPC will recognise their efforts and give them the opportunity to present their achievement in LEAN summit, or other similar sharing session. 3KDVH /DXQFKLQJ RI 3LORW 3URMHFWV The Centre of Excellence for LEAN management has been set up at MPC Wilayah Pantai Timur. It is to coordinate all LEAN management promotion efforts and activities. A series of Round Table Discussion was organised to get buy-in from experts as well as implementers. The LEAN management pilot projects, which used Enterprise Innovation Intervention Program (EIIP) approach, were launched. The intervention programme was carried out within 6 months. 3KDVH $ZDUHQHVV The LEAN management awareness seminar was organised within this period. It was a sequel to “What next after 5S”. It was VSHFL¿FDOO\ WDUJHWHG WR 6FHUWL¿HG organisations which already have the system installed for more than 3 years. 3KDVH 7KH )RXQGDWLRQ It provides a strong footing with broad-based Knowledge Management. Over the years, MPC has been offering technical and management knowledge in quality and productivity, in the form of training programmes, seminar, publication and others. /($1 & /($1 (Q /($1 6 7KH 03&ҋV /($1 5RDGPDS LV GLYLGHG LQWR SKDVHV YBhg. Dato’ Mohd. Razali Hussain
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KandunganMPC’s National Roadmap for LEAN 1LEAN Healthcare Hub Centre – State of Kelantan 2Creanova LEAN 2014 3Kuantan Specialist Hospital Sdn Bhd (KSH) 4Kaizen Self Skill Report 5LEAN Healthcare in KPJ Tawakkal Specialist Hospital Operation Theatre 6ESS Kiosk Rapid Bas 7Memoir En. Massimo di Annual Productivity and Innovation Conference (APIC) di Bukit Gambang City Resort 2013 8LEAN HoW – Walk The Talk 9LEAN Quiz 10Exciting Programmes In June-Sept 2014! 11Sekretariat LEAN 12
Issue 4January-April,
2014Malaysia Productivity Corporation (MPC)(Centre of Excellence for LEAN)
LEAN management originates from Toyota Production System (TPS), which is developed by Toyota Motor Corporation. It is a management philosophy that
shortens the time between customer order and products/services delivered by eliminating wastes (Taiichi Ohno).
Malaysia Productivity Corporation (MPC) has introduced the MPC’s LEAN Roadmap. It is a systematic approach to promote LEAN management that complements the existing quality and productivity initiatives, thus integrating all efforts
competitiveness of the nation.
The LEAN thinking is the backdrop of the roadmap. It is driven by kaizen activities, which are embedded in the LEAN thinking. The LEAN thinking can be adapted as an organisation culture in the quest for organisational excellence.
MPC’s National Roadmap for LEAN
The wide range of LEAN management activities is introduced. LEAN Hands-on- Workshop and LEAN international study mission are designed to expose LEAN
practitioners to best practices implemented by the best organisations. The TRIZ Centre
of Excellence has been set up in MPC Northern Region.
The public sector special projects on LEAN management are launched with the collaboration of various State Secretary
management at the Federal Government level starts with an awareness seminar
organised by lead government agencies.
The Creanova LEAN is a best practices sharing session for
selected organisations. 15 top LEAN management projects were shared
during this session.
The LEAN Healthcare leads towards LEAN Enterprise. A patient normally has to go through various departments to receive treatments,
thus the project improvement’s collective efforts carried out in
these departments will contribute to customer satisfaction. The LEAN
Healthcare projects are done with the collaboration of Ministry
of Health.
The formation of LEAN culture within an organisation is the ultimate goal.
They are able to recognise and eliminate wastes in their processes.
MPC will recognise a practising individual as a LEAN Champion and an organisation as a LEAN practising
company.
MPC will recognise their efforts and give them the opportunity to present
their achievement in LEAN summit, or other similar sharing session.
The Centre of Excellence for LEAN management has been set up at MPC
Wilayah Pantai Timur. It is to coordinate all LEAN management promotion efforts and activities. A series of Round Table Discussion was organised to get buy-in from experts as well as implementers.
The LEAN management pilot projects, which used Enterprise Innovation
Intervention Program (EIIP) approach, were launched. The intervention
programme was carried out within 6 months.
The LEAN management awareness seminar was organised within this period. It was a sequel
to “What next after 5S”. It was
organisations which already have the system installed for more than
3 years.
It provides a strong footing with broad-based Knowledge Management. Over the years,
MPC has been offering technical and management knowledge in
quality and productivity, in the form of training programmes, seminar,
publication and others.
YBhg. Dato’ Mohd. Razali Hussain
Page 2 LEAN Empowers Leadership
LEAN Healthcare Hub Centre – State of Kelantan
COMPLETED PROJECTS
ONGOING PROJECTS
Putrajaya
Kulim
Penang
Johor Bahru
Ipoh
HRPZ II
KPJ PAKAR PERDANA
KBMC
Pusat Kesihatan Pergigian
Ideal Healthcare
HUSM
Hospital Sultanah Aminah- UniKL project
MPC Petaling Jaya- LEAN Healthcare Committee
MPC EAST COAST REGIONAL OFFICE- CoE LEAN
LEAN HEALTHCARE HUB – MPC KELANTAN OFFICE
Kuching
Kota Kinabalu
MPC Kelantan Office
Direction of Communications
KPJ Kuantan Specialist
POTENTIAL 5 private hospitals from KPJ
Group Other hospitals/clinics at
Regional Offices
*Information Based on MPC Healthcare Roadmap Petaling Jaya – Presented at Rtd LEAN Healthcare on 24/3/14
ON-GOING PROJECTS
KPJ PAKAR PERDANA
126 beds Services – A&E, Diagnostics and
Imaging Services, Patient Services, Medical Records and pharmacy
LEAN projects Outpatient Treatment Time Cash Payer Waiting Time GL Patient Waiting Time Medical Supply to Ward
KOTA BHARU MEDICAL CENTRE
44 beds LEAN Projects (unconfirmed)
HOSP RAJA PEREMPUAN ZAINAB II
920 beds LEAN Projects (unconfirmed)
HOSP.USM
800 beds Services – Laboratory, pharmacy,
Patient Services, Medical reports and Clinical Support services
LEAN Projects Outpatient at KRK clinic ESWL Patient at operation theatre Medical supply to ward Rehabilitation product supply Dental case by student (to be reviewed)
Perbadanan Produktiviti Malaysia, MPC telah melakar satu lagi sejarah dalam kalendar aktiviti tahunan kerana telah berjaya menganjurkan CREANOVA LEAN pada
27 Februari, 2014 di Bukit Gambang Resort City, Kuantan, Pahang.
Program yang bertemakan ‘Aspirasi Peneraju Kecemerlangan Organisasi’ ini telah dirasmikan oleh Yang Berhormat
Ismail dengan 15 organisasi mempersembahkan projek masing-masing yang terdiri daripada:
Creanova LEAN 2014 yang julung kali diadakan ini telah menarik perhatian seramai 359 pemerhati daripada 89 organisasi yang terdiri daripada sektor awam dan juga swasta untuk hadir bagi melihat sendiri perkongsian maklumat dan amalan terbaik Pengurusan LEAN yang dilakukan oleh 13 Kumpulan Projek yang terpilih.
Creanova LEAN 2014
LEAN 2014.
YBhg. Dato’ Sri Muhammad
LEAN MPC.
LEAN 2014.
LEAN Empowers Leadership Page 3
Kuantan Specialist Hospital Sdn Bhd (KSH)Tajuk projek ‘Missing Gauze During Surgery’ oleh Kuantan Specialist Hospital Sdn Bhd (KSH) telah dinobat sebagai Anugerah Projek Terbaik Creanova LEAN 2014 di Bukit Gambang Resort City Kuantan. Projek ini telah berjaya menyelesaikan isu masa mengira gauze sediaada sebelum pembedahan dan selepas pembedahan adalah sama/kekal 10 keping.
Kumpulan KSH telah menggunakan kaedah Pemetaan Proses (Value Stream Mapping) dan Poka Yoke sebagai idea penambahbaikan kecekapan proses kerja semasa.
Pelaksanaan Pengurusan LEAN KSH ini telah mendapat kesan langsung atau impak yang sangat baik iaitu dengan berlakunya pengurangan masa mengira jumlah gauze daripada 60 saat (1 minit) kepada 10 saat, tidak berlaku kesalahan dalam pengiraan dan tidak perlu melakukan ulangan pengiraan terhadap gauze yang telah digunakan atau belum digunakan.
Kumpulan telah mencipta dulang/tray untuk letak gauze yang di namakan VIGO (Visual Gauze Organiser) dan alat indicator untuk abdominal pad yang dinamakan APIP (Abdominal Pad Indicator Plate). Kedua-dua inovasi ini telah membantu masalah pengiraan gauze semasa pembedahan dan mempercepatkan tempoh masa pengiraan.
Impak dari projek ini mengurangkan masa pengiraan untuk 10 gauze dari 10 saat kepada 1 saat sahaja dan menghalang dari berlaku kesilapan pengiraan. Pengiraan secara berulang juga tidak perlu dilakukan kerana gauze akan diletak dalam dulang yang dipantau melalui VIGO. Impak yang paling besar adalah tidak berlaku kesilapan tertinggal gauze semasa pembedahan.
Pemenang Anugerah Projek Terbaik Creanova LEAN 2014 Kuantan Specialist Hospital Sdn Bhd.
Tray VIGO ( Visual
Gauze Organizer )
yang memastikan
bilangan Gauze
selepas dan sebelum
pembedahan adalah
sama.
Page 4 LEAN Empowers Leadership
LEAN Empowers Leadership Page 5
The project is started by 3 Kaizen Members in Integrated Capillary Tube (IC Tube) Department. The Kaizen Members are Mr. Mohd. Haniff, Mr. Amirudin Ismail and
its team leader, Mr. Suhairi. The objective of this project is to improve Machine Process Cycle Time by Reduce Non Value Added (NVA) Activities. This Kaizen Blitz Project takes 5 working days to be completed. Initially, Value Stream Mapping (VSM) is being mapped out in order to identify its Kaizen Blitz spot. GEMBA activity and details data is collected and used for spotting and identifying its NVA Activities along the processes. Results found from studying the data show that Drawing Process Element consumes 37.1s from the total 83.1s. It takes
up 45% of the total process time. By further analysis of this Drawing Process Element, it is found that 55% of the time is taken by NVA activity. So, Brainstorming session is carried out
in order to ensure that the root cause of the problem is precisely
together in order to achieve the target set. After all the actions are completed, the following has been achieved: Production Lead Time and Cycle Time are reduced to 5.62% and 13.3% respectively. The very important lesson learnt by members is to always train our eyes to have power to identify wastes so as to
Kaizen Self Skill ReportKobelco & Materials Copper Tube (M) Sdn Bhd
Introduction: KPJTSH has adopted LEAN tools and principles, throughout every engagement of surgical patient from admission until surgery. It was used to focus on increasing staff satisfaction level, improve standard work, process visibility and effective communication to ensure schedule cases are on time, to reduce leakage for consumable items and redundancy of work, to reduce time in pre-operation preparation of patient; reduce rework and increase carnation ward process
sof Itnd se ee s
Objectives: 1. To improve OT standard work processes. 2. To remove the non-value added activities (8 wastes).
Methodologies: KPJTSH has built LEAN principles in our hospital QIA programme based on a concept of engaging the skills and knowledge through:
Results: : Staff and Surgeons satisfaction rate
increase from 20% to 85%Quality Right : Rate of accomplishment of trolleys
First Time from 30% to 100%
Cost : Increase of OT Utilisation increase :
Time mins to 20 mins
Page 6 LEAN Empowers Leadership
LEAN Empowers Leadership Page 7
ESS Kiosk Rapid BasEmployee Self Service (ESS) Kiosk adalah mesin elektronik yang digunakan oleh kakitangan terutama kapten bas untuk mengeluarkan waybill digital dan untuk rujukan Jabatan Sumber Manusia. Mesin ini mengurangkan penggunaan kertas, tenaga kerja dan mengurangkan kos pembayaran kerja lebih masa seperti dalam laporan yang disertakan berbanding penggunaan proses manual sebelum ini.
Sebelum ESS dilaksanakan, kaedah manual sij dijalankan adalah seperti berikut :-
1. Kapten bas dikehendaki beratur untuk mendapatkan Waybill Pemandu (Panjang barisan bergantung kepada jumlah Kapten Bas di Depoh Tertentu).
2. Fleet Co-ordinator (FC) yang bertugas hanya 1 orang atau 2 orang sahaja setiap hari.
3. Untuk mendapatkan waybill, Kapten bas perlu mengambil masa lebih kurang 6 minit seorang dengan menggunakan kaedah ini.
4. Tugas Fleet Co-ordinator (FC) pula perlu menulis nama, laluan, nombor pendaftaran bas dan tarikh untuk setiap seorang Kapten bas yang membuat laporan.
5. Kapten bas perlu mengisi borang cuti secara manual dan menunggu untuk diluluskan.
Selepas penggunaan ESS Kiosk1. Kapten bas dikehendaki beratur untuk mengeluarkan waybill pemandu melalui KIOSK.
2. Setiap Depoh diperuntukkan 3 atau lebih KIOSK
(bergantung kepada saiz Depoh).3. Untuk mendaptkan waybill, Kapten Bas hanya mengambil masa kurang daripada 1 minit seorang.
4. Tanpa penggunaan Tenaga Manusia yang maksima
yang mana di waybill tersebut telah tertulis semua
maklumat yang diperlukan.5. Sekiranya Kapten bas ingin memohon cuti, mereka
hanya perlu mengisi borang secara atas talian di
KIOSK dan menunggu beberapa minit sahaja untuk
mendapat maklum balas samada diluluskan atau
tidak.
6. Semakan gaji juga boleh dibuat terus di KIOSK
tanpa menunggu penyata gaji dari bahagian gaji.Impak dari Projek ESS Kiosk
Majlis Pelancaran 5S di RapidKL Depoh Bas Shah Alam.
Memoir En. Massimo di Annual Productivity and Innovation Conference (APIC) di Bukit Gambang City Resort 2013
En Massimo menikmati juadah tradisional nasi lemak bersama YBhg. Dato’ Haji Ahmad Fadzil Mahmud dan En. Nik Mustafa Raja Salleh di Taman Esplanade, Kuantan, Pahang.
Sesi Perkongsian pengalaman En Massimo bersama organisasi di Perbadanan Kemajuan Negeri Pahang (PKNP), Kuantan, Pahang.
Page 8 LEAN Empowers Leadership
En. Massimo Appioti daripada Valeocon Management Consulting adalah pakar LEAN dan Six Sigma mempunyai 15 tahun pengalaman dalam
kecemerlangan operasi dan tranformasi perniagaan di banyak organisasi di seluruh dunia. Antara program LEAN yang dilaksanakan adalah seperti di General Electric Capital, Alstom, Novartis, J&J, BNP Paribas, Société Générale dan Whirlpool.
Semasa APIC 2013 beliau telah membentang kertas kerja bertajuk System Customer Centricity the New Frontier of Service Excellence and LEAN Management. Kertas kerja ini membincangkan nilai dan rantaian pelaggan dalam memberi perkhidmatan dan anjakan paradigma dalam organisasi semasa memberi perkhidmatan yang memenuhi keperluan pelanggan.
Melalui jalinan kerjasama ini, En.Massimo pakar LEAN jemputan antarabangsa turut berkongsi ilmu dan pengalaman di Perbadanan Kemajuan Negeri Pahang (PKNP) dengan kertas kerja yang bertajuk LEAN Implementation in Service Sector. Sesi perkongsian ini telah dihadiri oleh beberapa organisasi Negeri Pahang antaranya Majlis Perbandaran Kuantan, Pejabat Tanah, Daerah Kuantan dan lain-lain. Dalam sesi ini juga, beliau bersetuju dengan kaedah membangunkan pelaksanaan Pengurusan LEAN di PKNP dan mengkagumi impak yang diperolehi oleh organisasi ini dengan beberapa projek Pengurusan LEAN yang sedang dilaksanakan.
Di Universiti Teknologi Malaysia (UiTM) Pahang, Kampus Jengka beliau membentangkan kertas kerja bertajuk LEAN in Education. Dalam pembentangan ini, beliau berkongsi bagaimana pengurusan LEAN membantu meningkat kecekapan sistem pendidikan. Sesi ini juga telah dihadiri oleh Pengurusan UiTM Pahang, Pensyarah-Pensyarah dan pelajar UiTM.
Selain daripada tugas-tugas rasmi beliau, memoir bersama En Massimo yang tidak akan dilupa dan menjadi kenangan pihak MPC ialah beliau seorang yang mudah mesra dan sikap ingin mencuba makanan Melayu semasa berada di Malaysia. Kenangan indah bersama yang tidak dapat dilupa yang buat kami tersenyum, apabila beliau kepedasan mencuba hidangan nasi lemak dan mencuba hidangan nasi berlauk ikan patin masak tempoyak menggunakan tangan walaupun menikmati hidangan tersebut menggunakan hanya 3 jari. Terima kasih En. Massimo.
Kenangan En. Massimo bersama-sama dengan Pegawai-pegawai Kanan UiTM. Berdiri dari kanan (No. 3) ialah YBhg Prof Madya Dato’ Dr Haji Hilmi Bin Ab Rahman, Rektor UiTM Pahang (sekarang ini Rektor UiTM Kelantan).
T
Presentation by En. Nik Mustafa Raja Salleh.
Opening remarks by YBhg. Dato’ Ir. Noor Azmi b. Hj. Jaafar - Managing Director of Delloyd Industries.
Explanation by Hjh. Nor Aini Talib for the MPC’s Passage Way Tour.
Group photo of the delegates together with the senior management of Delloyd.
YBhg. Dato’ Hj. Ahmad Fadzil Mahmud pining the LEAN Badge Award on YBhg. Dato’ Ir. Noor Azmi.
LEAN HoW – Walk The Talk 1. They use Value Stream Mapping to:
2. They identify the non-value added activity to 151.5 minutes processing time, while the value added is only 1.5 minutes.
3. They use Yokoten – the Japanese methods in continuos improvement activities, such as 5S, Suggestion scheme & QCC project.
4. They identify 11 types of wastes in their organisation (instead of 8 types of wastes). The other 3 wastes are:
5. The LEAN Tools they have been using include:
PbMR
YBhg Dato’ Hj Ahmad Fadzil Mahmud pining
E l ti b Hjh N Ai i T lib f th MPC’
Group photo of the delegates together with the senior management of Delloyd.
LEAN Empowers Leadership Page 9
Page 10 LEAN Empowers Leadership
LEAN QUIZPlease complete the crossword puzzle below:
Pegawai PerundingNorhasimah IbrahimMohd Hilmi Mohd Idris
Norazlina Tun IbrahimHanisah Mohd RamliCham Yin Hwa (Penyelaras)Noor Mohamad Farhan Noor AzmanAzira Mohd HodzaiMohd Faizol Abd RahmanWan Nur Hidiatul Akmal Wan Juslee
TerbitanSekretariat LEAN,Bahagian Inovasi Enterpris (EI)Perbadanan Produktiviti Malaysia (MPC)y ( )