Strategies for Implementing Integrated Management System in the Malaysian Manufacturing Companies

Integrated Management System (IMS) is one of the approaches to gain competitiveness and enter the free trade markets. By implementing IMS, several business related management systems such as Quality Management System (QMS), Environmental Management System (EMS) and Occupational Health and Safety Management System (OHSMS) could be integrated in order to satisfy a variety of stakeholders. The main purposes of this study were to assess the status of IMS implementation, investigate the implementation of IMS and propose the strategies for implementing IMS in the Malaysian manufacturing companies. Survey was employed to collect data on the status of IMS implementation, the IMS strategies that have been used and the strategies that should be used by the companies. Questionnaires were distributed to 87 companies that are certified with both IS09000 and IS014000, which resulted in a response rate of 36.8%. Three case studies were conducted at the manufacturing companies that have implemented IMS, in order to know how the IMS strategies have been implemented by them. For the status of IMS implementation, the results from the survey indicate that only 46.9% of the manufacturing companies that are certified with IS09000 and IS014000 have implemented IMS and the level of practice is moderate. Most of these companies (92.3%) have implemented IMS for a period of not more than three years, which could be considered as new. This study has also revealed the strategies for implementing IMS in the Malaysian manufacturing companies. Based on the survey results, it was found that the companies should start with implementing the management systems individually and then followed by integration. The sequence of integration should starts with establishing the QMS first. It is followed by integrating the EMS with the existing QMS (EMS + QMS = QEMS), and finally integrating the OHSMS with the existing QEMS (Quality and Environmental Management System). In terms of the types of integration, the companies should utilise 111 integration. The companies should also use the management system standard approach (IS09000, IS014000 andlor OHSAS18000) as a basis for integrating the management systems. Five most Critical Success Factors (CSFs) for IMS implementation are: management commitment and leadership, education and training, continual improvement, performance measurement, and systems and processes. The main barriers for implementing IMS are: lack of trained and experience staff to implement MS, lack of time to devote to IMS initiatives, and lack of employees' awareness and understanding on IMS implementation. Most of the results obtained from the survey are consistent with the results from the case study, except for the types of integration. Even though the results from the survey indicate that the companies should use full integration, it was found that all the case companies have been using partial integration. This project culminates with conclusions, suggestion of steps for implementing IMS in the manufacturing companies and future research recommendations

Decision support tools for selecting organisational improvement initiatives: a review

Decision support tools are used in many organisations to support organisational decision making activities. However, very limited studies have been found focussing on the decision support tools for selecting organisational improvement initiatives. Improvement initiatives are approaches, management systems, tools and/or techniques that can be used for managing and improving organisations, such as Lean, ISO9001 and Improvement Team. Four existing decision support tools were reviewed and compared. All four decision support tools consist of decision matrix, rating and ranking to assist in selecting appropriate improvement initiative. Finally, several potential future studies have been proposed

A review on the selection of lean production tools and techniques

There has been numerous published literature related to lean production. However, very limited studies have been found focussing on the selection of lean production tools and techniques especially for Malaysian context. The review is based on the contemporary literature that published between year 2004 to 2014. The main databases used were Science Direct, Scopus and Emerald. The review gives general pictures of the selection and implementation of lean tools and techniques in various industries and the factors that affect the selection process. The analysis showed that there was no study yet on the selection of lean production tools and techniques specifically in Malaysia by using rational decision making process. Therefore, this gap requires further research on the selection of appropriate lean production tools and techniques by considering several critical decision criteria

A review on the selection of lean production tools and techniques

There has been numerous published literature related to lean production. However, very limited studies have been found focussing on the selection of lean production tools and techniques especially for Malaysian context. The review is based on the contemporary literature that published between year 2004 to 2014. The main databases used were Science Direct, Scopus and Emerald. The review gives general pictures of the selection and implementation of lean tools and techniques in various industries and the factors that affect the selection process. The analysis showed that there was no study yet on the selection of lean production tools and techniques specifically in Malaysia by using rational decision making process. Therefore, this gap requires further research on the selection of appropriate lean production tools and techniques by considering several critical decision criteria

Integration the 6th category business excellence framework, the 8th clause ISO 9001:2015 and the 6th category KPKU Indonesia framework

KPKU (Kriteria Penilaian Kinerja Unggul) Indonesia framework 2015 adopted Business Excellence Framework 2013-2014, that is a framework used by the “Ministry of State-Owned Enterprises” of the Republic of Indonesia to assess the performance of SOEs in Indonesia. One of the KPKU criteria is the operation, that is the most dominant criteria in company performance. They are proven by the score in Baldrige Excellence Framework (110 point is the highest score) for product and process results which are influenced by operational criteria in the 6th category of BEF. Currently, Indonesia does not have yet business excellence framework based on companies in Indonesia and does not have yet Indonesia operational excellence model, either in Indonesia or based on previous research. Currently, there is no model that integrates (Baldrige Excellence Framework, ISO 9001: 2015, and KPKU). This research will develop the Indonesia operational excellence model based on the Baldrige Excellence Framework, ISO 9001:2015, and KPKU Indonesia framework. Stage of the research is the literature survey, identifying the 6th Category Baldrige Excellence Framework; KPKU and the 8th Clause ISO 9001:2015, and integration the 6th KPKU framework and the 8th Clause ISO 9001:2015 to the 6th Category Baldrige Excellence framework. The results of the study are the Indonesian operational excellence framework that consists of 5 criteria and 14 sub-criteria, namely Product and Process Design, Process Management, Process Efficiency and Effectiveness, Process Improvement, and Safety and Emergency Preparedness. This model is appropriate for company performance measurement, especially operational performance

Integration the 6th category Business Excellence Framework, the 8th clause ISO 9001:2015 and the 6th category KPKU Indonesia Framework

Abstract: KPKU (Kriteria Penilaian Kinerja Unggul) Indonesia framework 2015 adopted Business Excellence Framework 2013-2014, that is a framework used by the “Ministry of State-Owned Enterprises†of the Republic of Indonesia to assess the performance of SOEs in Indonesia. One of the KPKU criteria is the operation, that is the most dominant criteria in company performance. They are proven by the score in Baldrige Excellence Framework (110 point is the highest score) for product and process results which are influenced by operational criteria in the 6th category of BEF. Currently, Indonesia does not have yet business excellence framework based on companies in Indonesia and does not have yet Indonesia operational excellence model, either in Indonesia or based on previous research. Currently, there is no model that integrates (Baldrige Excellence Framework, ISO 9001: 2015, and KPKU). This research will develop the Indonesia operational excellence model based on the Baldrige Excellence Framework, ISO 9001:2015, and KPKU Indonesia framework. Stage of the research is the literature survey, identifying the 6th Category Baldrige Excellence Framework; KPKU and the 8th Clause ISO 9001:2015, and integration the 6th KPKU framework and the 8th Clause ISO 9001:2015 to the 6th Category Baldrige Excellence framework. The results of the study are the Indonesian operational excellence framework that consists of 5 criteria and 14 sub-criteria, namely Product and Process Design, Process Management, Process Efficiency and Effectiveness, Process Improvement, and Safety and Emergency Preparedness. This model is appropriate for company performance measurement, especially operational performance.   Keywords: Integration, Baldrige Excellence Framework, ISO 9001:2015, KPKU, operational excellence

Relationship Between Total Quality Management Practice and Organizational Performance: A Conceptual Model Based on Iraq Manufacturing Industries

Many organizations use various organizational improvement initiatives such as ISO 9001, Total Quality Management (TQM) and Innovation Management as strategies to be competitive in their market segments. Despite the global acceptance of the TQM concept by manufacturing and service organizations, Iraqi manufacturing organizations are still at the primary stage of the TQM journey. This paper attempts to discuss the relationships between TQM implementation and organizational performance. It also argues the importance of innovation and ISO 9001 as mediators between the application of TQM and organizational results. The related literature was reviewed prior to the development of a framework which included TQM practice, ISO 9001, innovation and organizational performance. It is expected that ISO9001 and innovation would help the practice of TQM in enhancing organizational performance. Data collection and analysis will be performed to validate and/or refine the hypotheses raised in this paper

Lean tools and techniques: a comparison between Malaysian manufacturing and services organisations

The purpose of this study is to compare lean tools and techniques in terms of the awareness, usage, effectiveness and potential future adoption between Malaysian manufacturing and services organisations in order to help Malaysian organisations to select, adopt and implement the right lean tools and techniques based their context. An online questionnaire survey of 114 respondents from 15 states in Malaysia was conducted. The quantitative data were gathered and analysed using the Statistical software. The findings of the survey indicated that there are no significance differences (p<0.05) between both manufacturing and services organisations for majority of lean tools and techniques. Nevertheless, Malaysian manufacturing organisations has indicated more prone to adopt some lean tools and techniques compared to services organisations

Design Methodology of Modular-Ann Pattern Recognizer for Bivariate Quality Control

In quality control, monitoring unnatural variation (UV) in manufacturing process has become more challenging when dealing with two correlated variables (bivariate). The traditional multivariate statistical process control (MSPC) charts are only effective for triggering UV but unable to provide information towards diagnosis. In recent years, a branch of research has been focused on control chart pattern recognition (CCPR) technique. However, findings on the source of UV are still limited to sudden shifts patterns. In this study, a methodology to develop a CCPR scheme was proposed to identify various sources of UV based on shifts, trends, and cyclic patterns. The success factor for the scheme was outlined as a guideline for realizing accurate monitoring-diagnosis in bivariate quality control

Development of Distraction Risk Index (DRI) Among the Intrastate Bus Driver in Kuala Lumpur, Malaysia

Bus services is one of the main public transport chosen by the people all around the world especially in the big city such as Kuala Lumpur. However, the safety of the passenger of the bus services become main concern among the researchers due to increasing number of accidents among the bus services. Some researcher found that, the major factor of the accidents involving bus services was caused by the bus driver distraction. Therefore, the objective of this research is to develop the Distraction Risk Index (DRI) among the intrastate bus driver. This research will only focus on the intrastate bus driver in Kuala Lumpur. Survey which adapting the Hampton University Transportation Centre Bus Driver Distraction Survey was used and distributed to 215 intrastate bus drivers in Kuala Lumpur, Malaysia. It was found that there were four sources of distraction which classified as very high risk which were condition of the bus, traffic congestion, drivers’ welfare and drivers’ health. Findings of this research can be used as a platform for future improvement for the performance of the intrastate bus services. This research also can provide assistance to future researchers to design and provide solution to overcome sources of distraction