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Our LEAN Consultancy Experience
1. Artesyn
Technologies Asia-Pacific Ltd.
2. Raider Motor
Corporation
3. Wing Hon Metal
Manufactory Limited
4. New Bright
Industrial Company Limited
5. Kenwood
Electronics (Hong Kong) Limited
6. Huhtamaki HK
Limited
7. Sunma Garments
Limited
8. Holmes Products
(Far East) Limited
9. Practical Group
of Companies
10. Sunluxe
Enterprise Limited
11. Countermast
Limited
12. Season Components
Company Limited
13. Philips
Electronics
14. TYT Trend Hong Kong
Limited
15. CMM International
Group
16. Silcon Electronics
Company Limited
17. South Sea
Leatherwares |
1.
Artesyn Technologies Asia-Pacific Limited
Artesyn Technologies Asia-Pacific Ltd. is a US-owned multinational
corporation. Operation
director of ITQM/ managing director of TQM previously assisted Artesyn
Technologies in improving their quality and participating in the Hong
Kong Governor's Award (Hong Kong
Industrial Award).
Project Scope
- Setup work improvement teams (WIT)
approach
- Started more aggressive
cross-departmental working teams (team work approach)
- Established
a “Real time quality reporting system”, whereby any quality problem
encountered in the production floor would be made known to the top
management and solutions were immediately sought
- Established
supplier service / product quality reporting system, whereby major
suppliers’ quality improvement plans were strictly monitored
- Appointed a “Training Superintendent” to
plan and implement the overall training programme for all employees
Achievements
- Inventory turnover increased by 50%
- Reduced overall production costs by 5%
per year
- Shortened production cycle time by 70%
- Decreased Customer Order lead time by 67%
- Reduced material wastage by 60%
- Reduced the badness Rate of Production by
80%
- The first company to win both
“Productivity” and “Quality” Grand
Awards in the HK Industrial Award
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2.
Raider Motor Corporation
Raider Motor Corporation (Raider Motor) is mainly engaged in the design
and manufacturing of various AC micro-motors, and it is a well-known
OEM enterprise for General Electric. Its products are designed and
manufactured
according to different countries’ quality inspection standards (UL,
DSA, TUV, SAA, GS, JIS), and sold to United States, Canada, Europe and
all over the world. Raider Motor is a foreign investment
Enterprise with advanced equipment and strong technology.
To seek for new development opportunities, Raider Motor invited TQM to
provide LEAN Manufacturing consultancy service.
Project Scope
- Assessed the as-is work flow in
production
- Evaluated and made recommendations on the
current layout and the product transportation traffic
- Reviewed the usage of Low Cost Automation
and Jigs & Fixtures in the production floors
- Recommended Kaizen improvement activities
- Trained staff on LEAN Manufacturing
Achievements
- Provided guidelines of LEAN Manufacturing
implementation
- Improved the material flow, processing
technology and low-cost automation of the plant; over the year, the
production efficiency increased by 23%
- Enhanced staff awareness on how to
implement LEAN Manufacturing
- Provided direction for further
operational enhancement and improvement
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3.
Wing Hon Metal Manufactory Limited
Wing Hon Metal Manufactory Ltd. (Wing Hon) is a Hong Kong based
enterprise specializing in the production of watches, strap and
jewellery, which are sold to Europe and United States. Faced with
increasingly fierce market competition and the gradual weakening of the
trade situation, Wing Hon find ways to improve operation technique to
strengthen their competitive edge. Therefore, Wing Hon has set the
streamlining process, improving productivity and cutting cost as its
targets and invited TQM to assist them to streamline the work flow.
Project Scope
- Reviewed the overall performance,
recommend solutions and assisted to implement the improvement
- Established a mechanism for monitoring
the progress of production
- Strengthened the control of product
traceability
- Reduced batch size, shorten the time for
waiting between processes
- Eliminated non-value added activities
- Improved the timeliness and accuracy of
quality report
Achievements
- Compressed the order lead time by 65 % ~
75%
- Streamlined the work flow of the
production and operation system
- Increased operation efficiency and
effectiveness
- Improved customer satisfaction
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4.
New Bright Industrial Company Limited
New Bright Industrial Co. Ltd. was founded in 1955, engaging in the
design and production of remote control vehicle toys which occupies the
top position in the market. It is also the first toys company in HK/PRC
to achieve ISO 9002 Certification in July 1993. New Bright realized
that it is important to improve the competitiveness continuously and
maintain themselves advantage in order to gain excellent achievements.
For the sake of satisfying customer requirements and catering for the
market demand, New Bright invited TQM to completely review the design
and layout of finished products warehouse, the operation process and
significantly reduce the warehouse overstocking.
Project Scope
- Boosted efficiency and streamlined
processes by bringing in state-of-the-art technologies
- Defined and implemented policies for
achieving self-regulating Work-in-progress (WIP) inventory level
- Released critical capacities in operation
by utilizing logistics techniques
Achievements
- Reduced lift loading by 46% through
relocation of FMGs and introduction of sliding tracks on
original construct
- Increased dock throughput by 12% by
building a new loading bay
- Added 5 – 20 % of potential storage
capacity in warehouse through “standardizing pallets” methodology
- Peaked throughput at around 2,000
containers per month in finished products warehouse
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5.
Kenwood Electronics (Hong Kong) Limited
Kenwood Electronics (Hong Kong) Limited is the development centre in
China region. It always provides high quality product
and service for customer, business partner, Hong Kong and its
neighboring regions. To further improve the delivery efficiency,
Kenwood invited TQM who has achieved splendid results in LEAN
Manufacturing to help improve production plan and material control
process.
Project Scope
- Improved the production scheduling
& material planning, enlarge plan span and establish a rapid
response fine-tuning merchandise
- Instructed and established Safety Stock
system
- Established Guidelines and Procedures for
Purchasing functions, strengthen the suppliers management through
reasonable allocation of the authority level
- Reduced the ratio of non-production staff
- Provided training for participants and
project implementation coaching
- Facilitated the corporate culture of
continual improvement through LEAN Manufacturing
Achievements
- Increased the percentage of
on-time-delivery by over 50%
- Provided training to the staff of
Purchasing Department on the principles of planning and usage of the
MRP, and established good supplier management system
- Improved the accuracy of estimation on
materials consumption
- Eliminated non-value-added activities
- Reduced the cycle time of materials
storage
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6.
Huhtamaki HK Limited
Huhtamaki HK Limited (Huhtamaki) kept ahead in the consumer packaging
industry of the world, specializing in consumer packaged product
design, manufacturing and sales in 36 countries with factories, the
number of employees reached 15,000, with annual sales of 2.2 billion
euro. To enhance the customer satisfaction and consolidate market
share, Huhtamaki invited TQM to help implement improvement program.
Project Scope
- Conducted initial assessment, identified
improvement opportunities and crucial elements
- Designed and conducted improvement
program for over 200 staff
- Built up improvement Teams and
facilitated the implementation of the improvement programs
Achievements
- Shortened the cycle time in major
operations
- Improved the working environment by
creating management-for-result culture
- Enhanced the communication among
different staff members within the company, and raised internal and
external customer satisfaction
- Accelerated the implementation progress
of the company’s policies and enhanced the long term implementation of
strategies
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7.
Sunma Garments Limited
Sunma Garments Ltd. is one of the biggest manufacturers of
knit-wear in Macau. In 1999, it invited TQM to conduct structure
restructuring for one headquarter in Macau, 5 factories and one sales
office in Hong Kong, to achieve a more rational allocation of resources
and enhance overall operational efficiency.
Project Scope
- Developed a new corporate strategy plan
according to the operation of headquarter, sales department and factory
- Reviewed and consolidated functions of
the business units of the company, established detailed work
instruction and eliminated communication barriers
- Re-designed the plan layout to make
effective use of labour and space
- Enhanced suppliers management and
controlled incoming materials’ quality
Achievements
- Made management more transparent with the
help of new structure and clear performance targets
- Raised the effectiveness of staff
- Saved 15 % of the operation cost
- Increased output by 25%
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8.
Holmes Products (Far East) Limited
Holmes Products (Far
East) Limited (Holmes) is one of the largest electrical
appliance maker in the U.S. market. Holmes’ products has been sold to
domestic and abroad with its advanced production equipment, strong
technology, and perfect means of detection and reliable product
quality. As the market continues to expand, Holmes decided to establish
new factory in Tangxia Town, Dongguan. In order to better enhance
productivity, Holmes invited TQM to provide consultancy service for new
plant and equipments layout.
Project Scope
- Recommended on overall layout and
facilities location for the new plants
- Analyzed current relationships and
weighting factors between various functions and departments
- Reviewed expansion rate and production
volume forecast with Management working team
- Conducted feasibility study on the
possibility of applying advanced manufacturing techniques to better
utilize production space
Achievements
- Adopted a list of factors affecting
choices of the layout
- Performed detailed weighted factor
comparison to show the pros and cons of the various alternative overall
layouts
- Improved the utilization of space by 33%
- Reduced the traffic among various
facilities by 51%
- Provided detailed reports with
recommendation on plant layout, the locations of living areas and
supporting facilities
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9.
Practical Group of Companies
Practical Group of Companies (Practical) was founded in 1960, which
specializes in the design and manufacture of flashlights, lanterns and
other battery-operated lighting devices. In recent years, and the
market competition becomes fierce, more and more
enterprises in PRC realize the importance of enhancing their
productivity and competitiveness, and many of them start to implement
LEAN Manufacturing in order to accomplish the targets.
Practical Group of Companies therefore
invited TQM to help to bring awareness of LEAN, cultural alignment on
LEAN applications and implementation, and actual implementation of LEAN
in Practical, to improve their productivity and operational performance.
Project Scope
- Review and evaluate the current
operational situation in Practical group, the target of the enterprise,
- Identify the gap between the current
status and the target; identify the key area of the improvement
activities,
- Determine the measurement criteria and
the methodology,
- Implement re-designed/improved
operational processes utilizing LEAN tools
- Exercise regular monitoring on the results
- Build up the mindset for LEAN and
improvements among the senior management and technical staff of
Practical
Achievements
- Productivity improved by 30%
- Production throughput time compressed by
50%,
- Quality improved – scrap and defect rate
reduced by 50%,
- Reduced the stagnation of
semi-manufactured goods of 60%,
- A clean and clear manufacturing
environment has been brought
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10.
Sunluxe Enterprise Limited
SUNLUXE Enterprise Ltd. (SUNLUXE) is a designer and manufacturer of
vehicle electrical accessories with environmental aspects, including
charger, inverter, power supply, vehicle refrigerator and other series
of environmental lights. In face of economic globalization, technology
advancement and increased competition, SUNLUXE is challenged by how it
could reduce the cost and utilize its resources more effectively in
order to remain competitive. LEAN Management and LEAN Transformation
enable enterprises to achieve their best performance by reducing or
even eliminating non-value-added processes. SUNLUXE saw LEAN as the
right answer to the challenges it faced, and invited TQM to assist to
implement LEAN Manufacturing.
Project Scope
- Collect production and cost data, analyze
and identify the non-value-added processes
- Re-engineer and reconstruct its
production processes by combining, simplifying and
- Transform its production lines to
U-shape, eliminating and so on
- Re-design the layout of its production
floor according to the LEAN Manufacturing mode
Achievements
- Improved its productivity by 69% without
adding resource
- Reduced its defect rate by 50%
- Established the corporate culture of LEAN
Manufacturing
- Enhanced the team spirit of its staff and
workers alike
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11.
Countermast Limited
Countermast Ltd. is famous for its electronic manufacturing and it
understands the importance of a
plant layout shall affect the efficiency of the workflow. So they
invited TQM to assist in planning and formulating a new plant layout,
to ensure a smooth hand over during the relocation of
activities/operations in the factory.
Project Scope
Strategically plan for a re-layout of
the
plant and determine the decoration requirements, including
- Study and determine the space allocation
and the structure of the assembly lines
- Rearrange production facilities to
smoothen material flow
- Dedicate areas for specific processes
- Review and confirm/redefine the general
guidelines for material storage
- Study the utilization of the machines,
and determine if there is the need for installing new ones
- Assist in the tendering process for the
supplier of the decoration service and short list suitable ones and
Source, compare and select vendor(s) for the assembly line(s)
- Define the roles and responsibilities of
various departments and functions to enable successful implementation
of the re-layout project
Achievements
- A full set of design, drawings and plan
with measurements for both equipment layout and storage areas for the
whole plant were formulated
- The new plant layout increased the total
production output of Countermast by more than 50%
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12.
Season Components Company Limited
Season Components Company Limited (Season) is now recognized as
prominent manufacturers of mold/dyes, plastic injection molding, PCB
assembly, wire harness and cable assembly, and etc with 30 years’
experience. It seeks to be a seamless extension of its customers
manufacturing operations by meeting customers manufacturing needs while
providing excellent customer service with high levels of integrity.
Therefore, Season invited TQM to improve its work flow.
Project Scope
- Optimize the Plant Layout
- Improve the Operation Process Workflow
- Eliminate the Non-value-adding
activities/ processes
- Reduce the Scrap/ Rework/ Defect Level
- Optimize the Automation/ Capitalization
and the Utilization of Equipment & Tools
- Optimize in-house production Vs.
sub-contracting support
- Total Productive Maintenance
- Improve Supplier, Sub-contractor
& Customer Relationship Management
Achievements
- Improved the yield of production line by
30%
- Reduced the new products’ time-to-market
by 40%
- Reduced the cycle time of matured
products by 35-50%
- Reduced the overall costs of Season by 22%
- Increased production capacity by 27% by
changing the ratio of production area to storage area
- Increased inventory turns by 38%
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13. Philips
Electronics
Philips Electronics is one of the world's biggest electronics
companies and Europe's largest. It is a global leader in Healthcare,
Lifestyle and Technology based product and service solutions. Philips
believes sustainable development is a necessity and the right thing to
do. In order to keep long-term development, seek new development
strategy, business model, business management and products development,
Philips Consumer Electronics invited TQM to provide an “Industrial
Process Quality Planning Deployment Workshop” to its management.
Project Scope
- Design and deliver an “Industrial Process
Quality Planning Deployment Workshop” to Philips’ Senior Quality
Managers, Research & Development Leaders, Process Engineers,
Quality Assurance Staffs and its major suppliers.
- Implement the quality planning deployment
implementation process, and expound on the concepts through the 6 sigma
approach: Business Process Improvement (BPI), Design and Develop
Products, Design and Develop Processes, Product and Process Validation,
Process Capability Study and Poka Yoke – Mistake Prevention Technique
Achievements
- Accomplished the training objectives
- Reinforced the participants’
understanding of 6 sigma concepts
- Brought mentality transformation in the
application of 6 sigma concepts & approach
- Critically evaluated the existing
business process improvement initiatives
- Enhanced the ability to apply the
knowledge & skills learnt at work
- Developed business process mapping
- Identified and planned the future
improvement opportunities
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14.
TYT Trend Hong Kong Limited
TYT Trend Hong Kong Ltd. (TYT) is a world leader in making zippers. TYT
enjoys an enviable reputation for producing safe, durable and top
quality zippers for the widest possible range of applications. TYT
realized the temporary success is not enough, to catch up with the pace
of international development and gain continual development is more
important. Therefore, in order to enhance its productivity and improve
production plan, TYT invited TQM to assist them to establish PMC
(Production Material Control) system.
Project Scope
- Strategic Management: establish the
management system & principles, give advice on “make” Vs “buy”
decision and the choice between adding “machines & equipment”
Vs “labour & overtime”, and provide continuous &
hands-on support on daily management
- Supply-chain Management: improve the
supplier management mechanism
- PMC Management: improve the production,
purchasing and material control & tracking routines; establish
the inventory & stock control mechanism including stock-take
routine and store layout
- Production Management: improve the plant
layout; introduce the standard time, work out the production capacity,
and achieve better line balancing; determine the best usage of
machines, equipment, and placements & allocations of manpower;
implement 5S
- Quality Management
- IT Applications: participate in the ERP
system design, Part Numbering & Bar Coding system design
- Provide Training on concepts &
applications: Production Planning & Control, Quality Control,
5S, LEAN Manufacturing, How to conduct Stock-take & Manage
Samples, How to fulfil customers’ Social Accountability requirements,
etc.
Achievements
- Strategic Management: Established a
Quality Management System in compliance with ISO 9001, and assisted to
implement it continuously
- Quality Management: Assisted TYT to
“qualify” the requirements of various customers, and got their orders
accordingly
- Supply-chain Management: Developed a
supplier management & monitoring system, thus reduced the
material shortage largely
- PMC Management: Perfected the Production
& Material Control system, established an information sharing
mechanism between the Hong Kong & Shenzhen operations, thus
sped up the tracking process for raw materials availability, production
status and sales orders intake & fulfilment
- Production Management: Rationalized the
production layout; worked out the maximum production capacity and the
best line balancing & resource allocation; and improved the
production environment and enhanced staff’s consciousness of 5S
- IT Applications: Assisted to select an IT
supplier, establish the ERP system, Part Numbering system and Bar
Coding system
- Training: Successfully transformed the
staffs to positive thinking, and enabled them to practically manage
their operations more effectively
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15.
CMM International Group
CMM International Group was established by Professor Cheng Ming Ming,
who was honored as the “International Godmother of Beauty”. It is
widely recognized as Asia’s largest and most strength beauty authority.
TQM was invited to provide CMM with LEAN gap analysis for their
production department, beauty salon, beauty college and distribution
networks in China.
Project Scope
- Perform in-depth research and visit on
CMM’s production flow, supply chain system, critical quality procedure
- Perform gap analysis using LEAN concept
in selected areas and provide recommendations
- Reduce the production cycle of CMM as to
increase the accuracy of sales forecast.
- Advised using optimized and joint
purchasing scheme to solve the long purchasing cycle and high
purchasing cost issue
- Advised using critical control points
scheme to solve current quality venture and quality awareness crisis of
CMM
- Recommended JIT manufacturing management
and LEAN Manufacturing plan according to the current storage problems
- Advised using priority of importance
scheme to solve too many projects issue
Recommendations
- Reduced the production cycle from 17 days
to 3 days through production flow improvement
- Enhanced the accuracy of sales forecast
significantly by more than 60% through the recommendation of
combination of supply chain system and
- Decreased overstocking and scrap by 80%
through the recommendation of JIT manufacturing management and LEAN
Manufacturing plan
- Reduced the purchasing cycle from around
60 days to less than 20 days through the advice of using optimized and
joint purchasing scheme
- Provided the positive mindset workshop
for the senior management staffs and helped them on the following
aspects:
- Review the current work and process from
different aspects,
- Improve their ability, deep consideration
and comprehensive capability,
- Make them work more positive, supportive
and understand the CMM future actions,
- Train self confidence, hard working
talent for CMM’s future improvement.
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16.
Silcon Electronics Company Limited
Silcon Electronics Co. Ltd. (Silcon) has been engaged in the design and
manufacture of high quality calculagraph for many years. It is well
recognised in the watch and clock industry as one of the leaders in
these areas. In order to further improve their developers’ efficiency
and guarantee new product quality in the development procedure, they
invited TQM to provide consultancy service for streamlining New Product
Development Process, reducing the cycle time, advancing development
quality and enhancing their competitiveness.
Project Scope
- Collect historical data, measure and
analyze the NPD working process
- Identify all the Failure Mode &
Effect in the development process
- Provide quality tools trainings, e.g.
DFMEA, Poka-Yoke, project management, enabling the staff to apply
suitable tools in the NPD process
- Discuss and provide guidance in the
improvement projects in various aspects
Achievements
- Regulated the “serial mode” working
process, and transform to “parallel mode” in order to compress the NPD
lead time by 30%
- Designed and implemented departmental
KPIs, improved the process management quality of NPD
- Identified potential ‘Failure Mode’
(including its effects) during the development process and reduced
error by 50%
- Provided quality tools training (e.g.
DFMEA, Poka Yoke (mistake prevention) ) to staff, set up and coached
working teams for long-term, continuous & sustainable
improvements
- Introduced Visual Management, improved
the NPD process transparency
- Identified and improved the critical
control points affecting the quality and timing of NPD, enabled easier
control, enhanced the co-operation in upstream and downstream and
ultimately optimized the NPD process
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17.
South Sea Leatherwares Limited
South Sea Leatherwares Limited (SouthSea) is a well-known manufacturer
of fashionable bags, which headquarters in Hong Kong and has more than
3,000 employees in China Mainland. SouthSea aims at improvement in
different departments, including the producing department and the
industrial system in the whole factory. Challenging with the economic
crisis, SouthSea invited TQM to provide a series of improvement to
enhance the productivity and its marketing competence.
Project Scope
- Reviewed on the daily operation of its
operation department, improved the productivity and effectiveness
- Integrated the production department and
improved the efficiency of sample room
- Strengthened the quality testing
mechanism
- Used SMED technology to reduce the
production time of sample
- Redesigned the production process and the
testing methods of production efficiency
Achievements
- Emerged the Production, PIE and Sample
Room and eliminated the unnecessary waiting time, transportation and
storage among them
- Introduced transparent reporting system
for management and improved the effectiveness of I.E. department by 50%
- Largely reduced the production time of
samples from 9 days to 3 days, which fastened the promotion time of new
products
- Resolved the bottle-neck problem of
production line and improved the quality and efficiency by
semi-automation
- Set up the plan of labour efficiency
improvement, to achieve the 30-50% reduction on labour hour.
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