(jit) principles and systematic layout planning as tools to improve ...

Recommendations

Info

6. SUPPLIER DEVELOPMENT PRACTICES IN PROTON The succeeding sub-sections will describe in detail the Proton's supplier development model (as exhibited in Figure 3). The suppliers' performance has a greater impact on the productivity, quality, and competitiveness of Proton. The company has offered and performed various functions (activities) to develop the component parts manufacturers more than they can usually achieved on their own. The key functions/activities that were carried out by Proton in developing its suppliers are described below. 6.1 Selection of Parts A critical strategic decision for any organisation centres on the issue of make or buy. Proton's management support the philosophy of sourcing from outside suppliers. The main reason was the challenges of maintaining long-term technological and economic viability for a noncore activity. It is, therefore, the company's responsibility to search for or develop capable suppliers suitable for strategic needs of the organisation. Proton's supplier development programme starts with the identification of parts to be localised and potential local suppliers to undertake the manufacturing of the parts locally. The decision to place a certain volume of business with a supplier was based on a reasonable set of criteria. Normally, the decision is governed by the perception of the supplier's ability to meet satisfactory quality, quantity, delivery, price, service, etc. The potential parts for local production are selected from the list of CKD parts imported from Japan. These parts are then included in the long range product plan of the company (LRPP). The LRPP is for the period of three to five years. The parts selected for localisation would be tabled in the Annual Management Plan (AMP) of the company for the top management approval prior the implementation. Upon approval of the AMP, the parts selected will be analysed in the Engineering Cost Estimates for further consideration for local production. Finally, the parts that meet the cost estimate review will then be considered for implementation. For example, 690 parts were approved for localisation in the Annual Management Plan for 1996.
6.2 SELECTION OF SUPPLIERS The suppliers are identified and selected based on Proton's policies. The company's supplier selection policies are: single sourcing; no displacement of investment; harnessing or optimizing available/existing facilities; and Bumiputra participation. The appointment of suppliers are carried out in two stages. First, the feasibility study stages, where the supplier are assessed and evaluated based on the 4M's assessment (Man, Machine, Material and Method) and SWOT analysis (Strength, Weakness, Opportunity and Threat). Second, the cost and price evaluation of the component parts based on the target cost as suggested in the Cost Estimate Review Table. The suppliers that meet the above two criteria will be appointed as Proton supplier for the particular component parts. When the suppliers are appointed, the assistance programme for the supplier will commence, beginning from the development stage until mass production stage and continuously then. The evaluation of suppliers is a continuing purchasing task. Current suppliers have to be monitored to see if expected performance materialised. New suppliers need to be screened to see if their potential warrants future consideration. Proton separate the suppliers into two categories. The first category constitutes established suppliers who over the past have proved to be reliable and good sources. The second category is the new supplier group that needs constant assistance and guidance. The company establishes supplier rating schemes which track vendor performance on management, financial, technical capability, quality, delivery, service, price, etc. 6.3 Matching: Shaping and Fitting the Products to Proton's Requirements By matching, it means shaping and fitting the products to Proton's requirements which includes such activities as manufacturing, designing, specification, drawings, grading, assembly, packaging, agreement on price, order, delivery, risk taking and other terms of the offer. Proton provides design and specifications of component parts or manufacturing services to be produced/provided by the component parts suppliers. Proton expects that the suppliers would supply components or services of the highest quality. Appendix 4 shows the departments in
Page 1 and 2: PRODUKTIVm SUPPLIER DEVELOPMENT IN
Page 3 and 4: pRODUKnvm PENASIHAT Tuan Haji Ismai
Page 5 and 6: BIODATA OF RALIMOHD NOR Rali Mohd N
Page 7 and 8: The supplier development concept ha
Page 9 and 10: 4. SCOPE AND LIMITATIONS OF THE STU
Page 11: Annual Master Plan (AMP) Long Range
Page 15 and 16: Cases/ Company Company A Company B
Page 17 and 18: Proton inherited the automobile tec
Page 19 and 20: such as of technical know-how, supp
Page 21 and 22: A point worth noting in the Malaysi
Page 23 and 24: finished products. In short, the JI
Page 25 and 26: Car Assembly Production © Reverse
Page 27 and 28: Appendix 1: Cost Breakdown of Proto
Page 29 and 30: Departments Procurement & Vendor De
Page 31 and 32: Average ration of share parts Produ
Page 33 and 34: Sako, M, (1992), "Prices, Quality a
Page 35 and 36: JUST-IN-TIME (JIT) PRINCIPLES AND S
Page 37 and 38: UJ UJ Figure 1.1: Existing Layout o
Page 39 and 40: At the University of Bradford (UOB)
Page 41 and 42: Presently, tools for all the machin
Page 43 and 44: 2.3 Proposed Layout Improvement No.
Page 45 and 46: MC NO. Al A2 A4 A5 A6 47 A8 A9 A10
Page 47 and 48: Controller who plans the production
Page 49 and 50: Figure A4r i > \ 2 \l C c / ) 1.8 P
Page 51 and 52: Raw Mat. Store Tool Storage Area To
Page 53 and 54: above, the forklift is not required
Page 55 and 56: The remaining of the production los
Page 57 and 58: 4.10 Set-up Time Reduction Saving T
Page 59 and 60: TABLE 2.2 Standard Price List for P
Page 61 and 62: 5.3 Project Achievements The propos
Page 63 and 64:
REFERENCES 1. Alaya, S.E.B.H., Elim
Page 65 and 66:
27. Monden Y., Toyota Production Sy
Page 67 and 68:
BIODATA OF ALIAS RADAM Alias Radam
Page 69 and 70:
an investment-driven strategy towar
Page 71 and 72:
country's dependence on chemical im
Page 73 and 74:
distance ratio: OB/OF in order to m
Page 75 and 76:
productivity growth in the context
Page 77 and 78:
egistered the largest increase in m
Page 79 and 80:
Productivity Growth Measurement Two
Page 81 and 82:
CONCLUSION Chemical related industr
Page 83 and 84:
Chambers, R. (1988) Applied Product
Page 85 and 86:
Maisom, A. (1995) "Total Factor Pro
Page 87 and 88:
TABLE 1 TYend in Production, Employ
Page 89 and 90:
MIC Code 35111 35119 35120 35130 35
Page 91 and 92:
Year 1983 1984 1985 1986 1987 1988
Page 93 and 94:
TABLE 8 Malmquist Index, Technical
Page 95 and 96:
FIGURE 2 Malmquist Index and Produc
Page 97 and 98:
BIODATA OF DR. SHARIFUDDIN ZAINUDDI
Page 99 and 100:
However, the extremely few existing
Page 101 and 102:
SERVICE QUALITY MODEL According to
Page 103 and 104:
Word of Mouth Communications CONSUM
Page 105 and 106:
any point in the ZoT might be consi
Page 107 and 108:
who pay a nominal fee and received
Page 109 and 110:
RESEARCH FINDINGS Hypothesis la: Ac
Page 111 and 112:
TABLE 2 Manova and Paired Sample T-
Page 113 and 114:
It could be real that government fa
Page 115 and 116:
REFERENCES Adam, E.E. Jr., J.C. Her
Page 117 and 118:
McKinney, Jerome B., 1995. Understa
Page 119 and 120:
SYMBOLISM AND BUSINESS EDGAR J. RID
Page 121 and 122:
Once it is understood that we live
Page 123 and 124:
must be eliminated because racism n
Page 125 and 126:
which are people of color, out of t
Page 127 and 128:
The productivity problems of Americ
show all

(jit) principles and systematic layout planning as tools to improve ...

Create successful ePaper yourself

Delete template?

Save as template?