1. Several Case Studies of Action Learning in
Private Sector
By Laurence Yap
July 2013

2. ContentsContents
1. Background of Action Learning
2. Lean Manufacturing
3. Customer Services
4. Leadership Coaching
5. Employee Disciplines
6. Learning Points

3. Summary
16 年的培训和组织的发展工作经验 . 在各个跨国公司，
如贝宝，辉瑞公司和西方数码媒体 , 尤其是在美国，中国
和东盟的工作环境。关键领域 : 培训部管理，领导力，人
才管理，学习管理系统，组织发展 , 企业学习策略

4. Malaysia: Strategy Planning

5. US: PayPal Global OD Planning

6. APAC Strategy Planning

7. Shanghai: Career Development

8. 1. Background of Action Learning
Solving Real Business Issues

9. WORKING ON BUSINESS PROBLEMS IN
TEAMS
FOR DEVELOPMENT PURPOSES
Centerpiece: A real business challenge or opportunity
Action Learning Definition:Action Learning Definition:

10. What is Action Learning?What is Action Learning?
A dynamic tool used to:
• Drive strategic
change
• Transform the
organization
• Accelerate
development
• Achieve business
breakthroughs
• Develop
leadership
capabilities, etc.
Develop participants
Address significant
business challenges
Results
Learning
Action

11. Model of Action LearningModel of Action Learning
Stage One:
Analysis and
Projects
Stage Four
Evaluation and
Proliferation
Action
Learning
Stage Two:
Learning
Stage Three
Solutions

12. Action Learning Framework
Evaluation Implementation
Sponsors
Participants
Teams
Projects
RolesProgram
Education

13. 1. Carsem: Lean Manufacturing

14. Background of Lean ManufacturingBackground of Lean Manufacturing
 Lean Manufacturing = Toyota Production System (TPS)
 2007 – Toyota made a gross Profit of USD 10 Billion
 Biggest Car Manufacturer in the world ~ worth more
than 4 combined US auto mobile companies!
 Today, lean practices extend from Manufacturing
to Lean Office, Lean Health Care, Lean Accounting
and Lean Product Development

15. about LEAN
A. Elimination of waste
B. Improve productivity
C. Create value for customers

16. Defects
Overproduction
Waiting
Non-utilized People
Transportation
Inventory
Motion
Extra Processing
A Member of the Hong Leong Group
A. Elimination ofA. Elimination of
wastewaste

17. B. Improve ProductivityB. Improve Productivity
Output = 3
* 30% Waste reduction
Output = 3.9
Before
After

18. Quality
Cost Cycle Time
Customer
Value
C. Create Value for CustomersC. Create Value for Customers
More Customers = More Sales
6.5 days to 4.2 days

19. Lean Office Lean Supply Chain
Lean
manufacturing
Lean Product Design

20. Lean Concepts and ToolsLean Concepts and Tools

21. Books by James Womack and Daniel Jones (Books by James Womack and Daniel Jones (conceptualconceptual))

22. Books by Jeffrey Liker (practical)

23. Date 2008 MAR 12

24. Carsem (M) Sdn. Bhd. is one of the world’s top 10 leaders in providing
Assembly & Test services to the Semiconductor industry.
Founded in 1972. Employing well over 10,000 employees today,
Carsem has plants in Ipoh (2) + Suzhou (1).
A member of the Malaysian Pacific Industries Group (MPI), it also is a
part of the Bursa Malaysia listed Hong Leong Group.

25. Carsem – M Site
 Founded in 1972
 Acquired by Hong Leong Group in 1984
 Floor Space : 436K sq.ft. (40,500 sq. m.)
 Workforce : 3,100 employees
CARSEM MANUFACTURINGCARSEM MANUFACTURING
Carsem – S Site
 Production Commenced in 1992
 Floor Space : 640K sq.ft. (60,000 sq. m.)
 Workforce : 5,600 employees
Carsem – Suzhou
 Production Commenced in July'04
 Floor Space : 175K sq.ft. (16,000 sq. m.)
 Workforce : 1,100 employees
 Packages: MLPQ & MLPD

26. Model of Action LearningModel of Action Learning
Stage One:
Analysis and
Projects
Stage Four
Evaluation and
Proliferation
Action
Learning
Stage Two:
Learning
Stage Three
Solutions
Lean- Cost down
4 modules in 15
months for 3 pilot
lines
Each 4 months 12
projects (VSM)
Lean Council
9 lines

27. The Carsem ContextThe Carsem Context
 Set up TEAMS (36 teams)
 Team learn from consultants about different Lean tools @
different Waves (3 - 4 months each)
 Teams come up with projects that impact businesses
 Teams carry out projects with help from Consultant
 Review by Production Managers and General Managers
in Council Meeting
 Review by COO in Steering Council
 Sharing with other teams

28. 2. McKinsey 7S Framework
Overall Game
Plan to Implement
Lean

29. McKinsey 7S Framework to implementMcKinsey 7S Framework to implement
Lean ManufacturingLean Manufacturing
2:00 – 5:00 min Video
Strategy A set of actions that you start with & must maintain
Structure How people & tasks / work are organized
Systems All the processes and information flows that link the
organization together
Style How people behave
Staff How you develop people
Superordinate
Goals
Longer-term vision & goals that shapes the destiny of the
organization
Skills Dominant attributes or capabilities that exist in the
organization

30. S-site

31. HRD
Department
Structure
HRD
Training
Administration
( Ros )
5 persons
~ Support
training
arrangements
& Financing
Human Capital
( Malar)
3 persons
~ Leadership
Dev &
Soft Skills
Frontline Employees
( Salbiah/Din)
60 persons
~ Instructors support
new procedures
Lean
( KS Chew )
3 persons
~ Coordination,
Facilitating
Technical Skills
Development
( Ramond )
3 persons
~ Support Quality
Training, Event
Management &
Publicity
OD
( KW Cheah )
3 persons
~ Planning &
Coordination

32. A. Analysis and Projects

33. Cycle TimeCycle Time
ImprovementImprovement
CostCost
DownDown
ProjectsProjects
ZeroZero
DefectsDefects
Today !Today !
Lean
Enterprise
Approach
SupplierSupplier
of Choiceof Choice
Organization
concerns are:
• Higher Quality
• Shorter Delivery
Time
• Lower Cost

34. 11 Production Lines
Choose 3 Pilot Lines
= 12 teams per line
= 36 teams
1 team = 10 members
Production Managers, Engineering
Managers, Engineers, TechniciansLEAN & Strong
Lean Implementation –pilot teams

35. Management Involvement
 Corporate Communication
Session by COO SW Woo
 Training classes are
compulsory
 Report of attendance
 Constantly stresses the
importance of Lean in all
meetings
 Query of non-committed
team members

36. Lean ConsultantsLean Consultants
 The AMC founders & principal
consultants are:
- Ramesh Victor
Rajathavavaram
Lean Master (USA)
- Soundarajan Pitchay
Lean Master (USA)

37. 2007 MAR 26
Assessment CriteriaAssessment Criteria

38. B. Education

39. Lean Manufacturing Training
Carsem Malaysia Sdn Bhd
TRAINING INVITATION
You are cordially invited to attend
Lean Manufacturing Overview
Training
This overview training session is
designed to provide an executive
overview of the concepts associated
with lean manufacturing, including the
benefits of lean manufacturing and how
to get started.
Venue: Auditorium, M Site
Date: 22nd and 23rd May 2007
Time: 8.30 am to 6.00 pm
Contact: KW Cheah (8413) and KS
Chew (8491)
Organizer: HRD Department
Special Opening Speech by Chief
Operation Officer
For further detail, please refer to the
Lean Manufacturing Training Overview
Brochure

40. Wave 1Wave 1
•Lean overview
•Value Stream Mapping
•Set-up Reduction
•5S
•Change Management
Wave 2Wave 2
• Visual Management
• Standardized Work
• Error Proofing
• Handling Resistance
LEAN IMPLEMENTATION IN CARSEM
• Factory will be more Visual & Organize
• Reduced set-up time
• Factory will have less error
• Work will be more standardize/repeatable
Wave 3Wave 3
• Material Control (Kanban)
• Total Production Mgt (TPM)
• Overall Engineering Efficiency (OEE)
• Performance Measurement
• Introduce pull mechanism through Kanban
• Working with lower level of inventory
• Improve equipment OEE
Wave 4Wave 4
• Theory of constraints
• Lay-out optimization
• IT Tools
• Lean Diagnostics
• Further strengthen the whole Value
Stream Map after the 3 waves project.
• Lean Masters have advanced diagnostic
ability for continuous improvement on
their own VSM (Value Stream Mapping)
• Lean lay-out

41. Lean Master Wave 1 Trg
Pilot Day 1 Day 2 Day 3 Day 4 Venue
Power (M) 28-May 29-May 31-May 1-Jun M-Audi
MLP (S) 7-Jun 8-Jun 11-Jun 12-Jun S-Audi
BU2 (test) 28-May 29-May 31-May 1-Jun S-Audi
Lean Master Wave 2 Trg (WW 27- WW 29)
Pilot Day 1 Day 2 Day 3 Day 4 Venue
Power (M) 2-Jul 3-Jul 9-Jul 10-Jul M-Audi
MLP (S) 11-Jul 12-Jul 17-Jul 18-Jul S-Audi
BU2 (test) 2-Jul 3-Jul 9-Jul 10-Jul S-Audi
Lean Master Wave 3 Trg (WW 33 - WW 34)
Pilot Day 1 Day 2 Day 3 Day 4 Venue
Power (M) 15-Aug 16-Aug 20-Aug 21-Aug M-Audi
MLP (S) 22-Aug 23-Aug 27-Aug 28-Aug S-Audi
BU2 (test) 8-Aug 9-Aug 13-Aug 14-Aug S-Audi
Lean Master Wave 4 Trg (WW 40 - WW 42)
Pilot Day 1 Day 2 Day 3 Day 4 Venue
Power (M) 1-Oct 2-Oct 8-Oct 9-Oct M-Audi
MLP (S) 3-Oct 4-Oct 10-Oct 11-Oct S-Audi
BU2 (test) 1-Oct 2-Oct 8-Oct 9-Oct S-Audi
Done
LEAN MASTER 4-WAVE TRAINING
4 days of training
in each Wave

42. Training Attendance Summary
Group Training
Site
Training Date Attendance %
1 S-site
Lean Executive
Overview
2007-May-16 &
18
26/27 96.30%
2 M-site 2007-May-22 &
23
27/27 100%
3 M-site 2007-May-24 &
25
23/23 100%
4 S-site 19/20 95%

43. LEAN WAVE 1 TRAININGLEAN WAVE 1 TRAINING

44. LEAN TRAINING -- MANAGEMENT GROUP

45. The Training ApproachThe Training Approach
The Learn – DoThe Learn – Do –– Mentoring ApproachMentoring Approach
CLASS ROOM
LECTURES
Lecture on Lean for graduate IE students
(Asia Institute of Technology, Bangkok.
Faculty of Industrial Engineering)
Class Room Lecture during Lean
Master training (MMI JB)

46. HANDS-ON
SIMULATIONS
& ACTIVITIES
Hands-On practical
simulation-Quick Changeover
(Seagate, Wuxi)
Hands-On Value Stream mapping
session (MMI Yixing, China)

47. HANDS-ON
SHOP FLOOR
ACTIVITIES
Shop-Floor exercises (NSK, KL)
Shop-Floor exercises Video-
Shooting (NSK, KL)

48. C. Solutions

49. M-site
Measurement Baseline Initial result
1 WB Lifted Weld
(QSOP)
KF Wong QASI Trend Average of 11 cases per
month from May - July
Average of 3 cases per
month from Aug - Sep
2 WB Bent Frame
(SOT 223)
KK Ch'ng No of Bent
Frame
Average of 32 bent frames per
week from WW 33 - WW 34
Average of 11 bent
frames per week from
WW 37 to WW 38
3 Laser
Mark
Wrong Marking
Instruction
Kenny Wong VOC 4 cases from Jan - Dec 2006
1 case from Jan - Mac 2007
2 cases from April - Jun 2007
_ No result yet as team target
to complete the pilot run by
Jan 2008. Project requires
longer timeline.
4 TF & Final
Visual
Bent Lead
(QSOP)
SK Liew
WH Yeow
kppm Average 0.6 kppm from Jan -
Jun 2007
Average of 0.2 kppm
from Jul to Oct 2007
VOC 2 cases reported from Jun
2006 - Jun 2007
0 case
5 System Audit - 2 times system audit
carried out, 100 %
detection
System audit is mixing faulty
part in the part inspection
process.
6 MF Plating Variance
(SOT223)
WF Lee Quantity of
Frame
Average of 64 frames per
month from May to Jul 2007
-
Initial results not positive &
currently under monitoring for
further finetuning.
No RESULTSLean MasterProject Remark
Error Proofing
& Standardized
Work
Mold Mold Side
Package
Excessive
Flashes
(TO220)
Mani
CC Yip
Process
Council
Meeting
Carry out
projects

50. ConsultingConsulting

51. D. Evaluation and Prolieration

52. Secretariat
IC Power QA Material
Various LEAN Project Teams
CSIC/AP/MLP/MF
Steering
Comm.
Level
Council
Level
Working
Comm.
Level
Teams
2nd
3rd
4th
1st
Department Working Committees
(Include Value Stream Champion meeting)
Structure To Support LeanStructure To Support Lean
M-site council
Leader: TL SOO
S-site Council
Leader: CS Lim
Steering Comm.
Leader: SW WOO
Test council
Leader: WT CHIM
Once a
month

53. STEERING COMMITTEESTEERING COMMITTEE
Senior Managers including those from Support Group
(IT, Finance, Material, PC, HRD)

54. Project Milestone (Setup Reduction Teams) ~ Power + Test

55. Review and Encouragement
Monthly Management Shop Floor Visit
Daily Gemba Walk (8.30 - 9.30 am)

56. Wave 1 Set-up improvement:
Average 30% to 40%30% to 40%
set-up time reduction

57. Proliferation Methodology
Sharing of projects by LM to all Area
(Attendees - Product Manager, Identified Project Doer)
Council to review & ensure proliferation is done at their own area.
Complete every wave at Pilot line
Select Projects that is recommended to be proliferated by Council &
Consultant
Training - JIT Tool for Proliferation
(Conducted by LM / HRD)
Proliferation of recommended projects and identify new opportunities
at own Area
Wk 1
Wk 1
Wk 1
Wk 2-6
Wk 6
Time line
Product Manager to identify suitable members for proliferation and
exploration of new opportunities

58. Lean Enterprise PlanLean Enterprise Plan LEAN
MANUFACTURING
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
20082007
W1 W2 W3 W4
W 1
W 2
W 3
W 4
Legend:
Model Line
Proliferation Ongoing
Done
Planned Actual

59. Rewards

60. HRD ContributionHRD Contribution
 Repositioned HRD as a strategic partner in
organizational change
 Aligned HRD activities to business needs of the
company
 Assisted through implementing lean
~ eliminate waste (cost saving) &
increased productivity

61. SummarySummary
Key Points
 7S, Action Learning are OD tools to improve organization effectiveness
 Lean Approaches has helped the organization in eliminating waste,
improving productivity & increasing customer values
Possible HRD Key Actions
 Align training to critical business needs
 Gain management support
 Set up teams to address issues & provide short training sessions
(Just In Time) for them

62. HR Department: Employee DisciplineHR Department: Employee Discipline
Stage One:
Analysis and
Projects
Stage Four
Evaluation and
Proliferation
Action
Learning
Stage Two:
Learning
Stage Three
Solutions
30 cases a month
HRBP capabilities
Employee Discipline
Coaching for six
months
Domestic Inquiry
Court Cases
Zero Court Case

63. Finance Department: Leadership CoachingFinance Department: Leadership Coaching
Stage One:
Analysis and
Projects
Stage Four
Evaluation and
Proliferation
Action
Learning
Stage Two:
Learning
Stage Three
Solutions
Global Finance
Shared Services:
New Leaders and 8
countries
360: survey
Monkey
Leadership Training
Coaching for six
months
Links to Annual
goal
Annual Goals
Evaluation
Same model to be
used in other dept

64. Any questions?