16 years. 35+ factory engagements. Numbers that came from actual production lines — not slide decks.
Malaysia's TERAJU Pritech 4.0 selected Husni as one of a small panel of consultants to uplift SME manufacturers — running structured lean assessments and implementation coaching across 30 factories nationwide.
The challenge: Malaysian SME manufacturers were operating without structured improvement systems. TERAJU needed consultants who could rapidly assess baseline maturity, build internal capability, and leave lasting systems — not just deliver a report.
Each engagement lasted 4–8 weeks on-site. The programme demonstrated that Malaysian SMEs can implement world-class lean systems with the right guidance — not just the right theory.
Client names are kept confidential where requested. Results below are drawn from actual project documentation.
The challenge: No structured OEE measurement existed. Equipment losses were invisible, downtime was untracked, and management had no data to prioritise maintenance or production investments.
The challenge: A tier-1 automotive lighting supplier needed to build a structured continuous improvement culture after years of reactive maintenance and informal quality management.
The challenge: An electronics assembly plant had OEE tracking on paper but lacked structured loss analysis. Supervisors were firefighting rather than improving — no root cause system, no corrective action tracking.
The challenge: MRO operations were complex, regulated environments where waste was embedded in work processes. Lean tools had to be adapted — not copied from manufacturing — to fit a safety-critical, compliance-heavy environment.
The challenge: A consumer electronics assembly site had completed a 5S launch years earlier but had regressed. Audit scores were tracked but scores were gaming rather than improving. Leadership wanted sustainable results, not a compliance exercise.
The challenge: Companies invest in training that rarely changes behaviour on the production floor. The goal was to design and deliver programs that built real operational capability — not just certificate attendance.
Every industry has its own constraints. The fundamentals of lean apply universally — the implementation always has to be adapted.
Husni does not just teach — he gets into the factory with you. He was with us on the floor, showing supervisors exactly what to look for and how to act on it. That hands-on involvement made all the difference to our team's confidence.
We had done 5S before but it never stuck. What Husni brought was a different way of thinking about ownership and accountability. Twelve weeks later, the factory looks and runs differently — not because of an audit, because the team wants it this way.
The HRDC training was practical, not theoretical. My engineers could apply the OEE concepts on our machines the next week. That kind of immediate relevance is rare — most training talks about factories in textbooks. This was about ours.
Most engagements follow this structure — though every factory is different and scope is always tailored to your situation.
Start with a free floor assessment — no pitch deck, no commitment. I look at your operation and tell you honestly where the highest-value opportunities are.
Book a Free Floor Assessment → View HRDC Training