1.

0 INTRODUCTION

1.1 Company Background

Figure 1: Logo of the company

The company’s name is Autokeen Sdn Bhd and the founder of the company is
Allahyarham Hj. Abd. Rahman bin Ahmad. This company was established almost three decade
ago on 12th March 1988. The name of Autokeen Sdn Bhd is actually a combination of two
companies which are AutoBelt Sdn Bhd and Keen Component Sdn Bhd. AutoBelt Sdn Bhd is
a company which is based on seat belt business while Keen Component Sdn Bhd is a company
which is based on stamping business.

In the beginning of Autokeen Sdn Bhd’s business, the production are only for Autobelt
Sdn Bhd which is seat belt. After that, Autokeen Sdn Bhd started manufacturing automotive
stamping products for automobile such as Honda City, Honda Jazz, Honda HRV, Perodua
Axia, Perodua Myvi and Proton Iriz.

The company’s first factory was based in Seksyen 14, Petaling Jaya, Selangor. Then,
Autokeen Sdn Bhd has moved to Shah Alam, Selangor with address Lot PT 31563 (2790),
Persiaran Elektron, Seksyen U16, Kampung Melayu Subang, 41060 Shah Alam Selangor Darul
Ehsan. The company is strategically located in the industrial hub of Shah Alam and recognized
as Malaysia’s prominent manufacturer of automotive metal parts.
Figure 2: Entrance of the company (inside) Figure 3: Entrance of the company
(outside)

1.2 Product

The product manufactured by Autokeen Sdn Bhd are based on automotive stamping
parts such as chassis of head lamp, door hinge, apron fender, dash panel and so on for car model
mention in company background. Every model of the car gives different pattern,shape, hole,
curve and so on.

Figure 4: Chassis of head lamp

Figure 5: Chassis of seat belt

 Figure 6: Chassis of dash panel

1.3 Evidence of Visit

Only one group participate in this visit which is us. The total number of students are 5
students. At first, the visit was scheduled on 18th May 2018, but on some unavoidable
circumstances, the visit was rescheduled on Monday, 14th May 2018 at 2.30 pm.

Figure 7: Letter to apply for industrial visit at Autokeen Sdn Bhd

 The visit started with a briefing from the person in charge, Mr. Zazali who is the safety
officer of Autokeen Sdn Bhd. Mr. Zazali was briefing about the company history, factory’s
operation, safety procedure and concept of world class manufacturing that was taken by the
company since management department cannot participate during the visit. Then, Mr. Zazali
has open up question and answer section to give opportunity to the students to question about
the company. After the question and answer section, then, Mr. Zazali brought the students to
visit the factory.

Figure 8: Briefing from En Zazali

1.4 Concept of WCM at Autokeen Sdn Bhd

The term ‘World Class Manufacturing’ was first used by Hayes and Wheelwright in
1984. Hayes and Wheelwright described world class manufacturing as a set of practices,
implying that the use of best practices would lead to superior performance [3]. The term
"World-Class Manufacturing" was first used by Hayes and Wheelwright to describe
organizations which achieved a global competitive advantage through use of their
manufacturing capabilities as a strategic weapon. They cite a number of critical practices,
including development of the workforce, developing a technically competent management
group, competing through quality, stimulating worker participation and investing in stateof-the
art equipment and facilities [5]. Schönberger developed these concepts and provided a number
of examples of world-class manufacturers located in the USA [7]. He focused on continuous
improvement, adding the development of supplier relationships, product design and JIT to the
practices cited by Hayes and Wheelwright. Generally speaking, a world class producer is the
one who can compete with the best anywhere in the world.

The concept of World Class Manufacturing that had been implementing at Autokeen
Sdn Bhd are lot. The first concept is Just-in-Time (JIT). Just-in-Time production is a powerful
strategy for improving the operations. just in Time (JIT), as the name suggests, is a
management philosophy that calls for the production of what the customer wants, when they
want it, in the quantities requested, where they want it, without it being delayed in inventory.

So instead of building large stocks of what you think the customer might want you only
make exactly what the customer actually asks for when they ask for it. This allows you to
concentrate your resources on only fulfilling what you are going to be paid for rather than
building for stock.

Within a Just in Time manufacturing system, each process will only produce what the
next process in sequence is calling for.

Figure 9: The order to cash timeline

Next concept is Jidoka.or also known as Autonomation. Jidoka is the often forgotten pillar of
the Toyota Production system and lean manufacturing yet it is one of the most important
principles of lean that can help you achieve true excellence. Jidoka is about quality at source,
or built in quality; no company can survive without excellent quality of product and service
and jidoka is the route through which this is achieved.

Figure 10: Jidoka as a one of the pillars of Lean and TPS

Initially Jidoka began its life with the invention by Sakichi Toyoda in 1896 of a simple
device that could stop the shuttle on an automatic loom if the thread broke. This meant that it
prevented the machine from not only creating defects but also alerted the operator to a problem
which meant that one operator could now operate several looms rather than have to stand there
watching just one in case something went wrong.

The principle of Jidoka can be broken down into a few simple steps;

1. Discover an abnormality

2. STOP
 3. Fix the immediate problem

4. Investigate and correct root cause

This principle is not just confined to use within machines through autonomation ; jidoka
is visible in almost every aspect of lean manufacturing when you start to examine it. It is about
building Quality into a process rather than inspecting for it at the end of the process, inspection
still has a place even in Toyota, and despite what people think can still be a powerful way of
preventing defects reaching the customer.

Other concept is about Kanban. Kanban is a visual method for controlling production
as part of Just in Time (JIT) and Lean Manufacturing. As part of a pull system it controls what
is produced, in what quantity, and when. Its purpose is to ensure that you only produce what
the customer is asking for and nothing more. It is a system of signals that is used through the
value stream to pull product from customer demand back to raw materials.

Its literal meaning is that of a flag or sign, when you see that flag you know that it is time to
manufacture the next part. Kanbans can take many forms but in most production facilities they
will use Kanban cards or bins to control the process, although there are no limits to how you
can control and design kanbans; only your imagination. In its simplest format a kanban is just
a signal back to the proceeding operation to make the next part. So for a simple process that
has single piece flow it would operate just as the simple diagram below:

Figure 11: Kanban system

 Besides that, other concept that has been implemented is Kaizen. Kaizen is based on
the philosophical belief that everything can be improved: Some organizations look at a process
and see that it's running fine; Organizations that follow the principle of Kaizen see a process
that can be improved. This means that nothing is ever seen as a status quo. There are continuous
efforts to improve which result in small, often imperceptible, changes over time. These
incremental changes add up to substantial changes over the longer term, without having to go
through any radical innovation. It can be a much gentler and employee-friendly way to institute
the changes that must occur as a business grows and adapts to its changing environment. Some
people also see kaizen to be about using teams to solve problems within the company, while
using teams for problem solving is the right approach it is not Kaizen nor is it true continuous
improvement.

Kaizen and pure continuous improvement are very much about making improvements
for the sake of improvement not for correcting a problem. Correcting a problem tends to just
maintain the status quo whereas kaizen continuous improvement pushes the company a little
closer towards perfection every day. Kaizen seeks to eliminate problems associated with the
wastes inherent within our processes, not just the tradition seven wastes or Muda, but
also Mura (unevenness) and Muri (Overburden.) The view of any process should be that it is
wasteful unless you cannot find a way to eliminate it or do it in a more economical way,
everything should be continually challenged and tested.

figure 12: Process of kaizen

 Other than that, 5S concept also has been implement at Autokeen Sdn Bhd. The 5Ss
are; Seiri, Seiton, Seiso, Seiketsu and Shitsuke. 5S in English are Sort, Straighten, Shine,
Standardise, and Sustain. Some companies use 6S adding safety as a 6th step in the
methodology. 5S is a simple tool for organizing your workplace in a clean, efficient and safe
manner to enhance your productivity, visual management and to ensure the introduction of
standardized working. Most of the other definitions of 5S and descriptions that I see here on
the internet concentrate heavily on the aesthetics and the efficiency gains that you achieve
through implementing 5S and neglect the real aim of 5S; the need to introduce standard
operational practices to ensure efficient, repeatable, safe ways of working.

In addition to standardised working which provides you with a stable foundation to build all of
your other improvements through implementing Lean Tools, you also provide a highly visual
workplace. One of the most important factors of 5S is that it makes problems immediately
obvious.
5S is a team run process and should be conducted by the people who work within the area in
which the principles of 5S are being applied, it is not a tool that can be applied by an outsider
onto an area without the knowledge and cooperation of the people within it.

Figure 13: Steps of 5s

 Last but not least, the last concept is lean manufacturing. lean means creating more
value for customers with fewer resources. A lean organization understands customer value and
focuses its key processes to continuously increase it. The ultimate goal is to provide perfect
value to the customer through a perfect value creation process that has zero waste.

To accomplish this, lean thinking changes the focus of management from optimizing separate
technologies, assets, and vertical departments to optimizing the flow of products and services
through entire value streams that flow horizontally across technologies, assets, and departments
to customers.

Eliminating waste along entire value streams, instead of at isolated points, creates processes
that need less human effort, less space, less capital, and less time to make products and services
at far less costs and with much fewer defects, compared with traditional business systems.
Companies are able to respond to changing customer desires with high variety, high quality,
low cost, and with very fast throughput times. Also, information management becomes much
simpler and more accurate.

Figure 14: Principle of lean