What Gets Fixed When I'm On Your Floor
16 years. 35+ factory engagements. Numbers that came from actual production lines — not slide decks.
Government-Linked SME Lean Transformation Programme
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.
- Delivered lean readiness assessments across 30 factories in multiple states
- Identified and prioritised high-impact improvement opportunities in each site
- Trained production supervisors in OEE measurement, 5S, and basic Kaizen
- Established visual management boards and standard work documentation
- Left each site with a 90-day improvement roadmap and KPI tracking system
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.
Results Across Industries & Factory Types
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.
- Designed OEE measurement system from scratch — data collection, Six Big Losses categorisation, and reporting cadence
- Established shift-level and line-level OEE visibility for all production supervisors
- Identified top-3 loss categories contributing to 70%+ of downtime
- Ran targeted Kaizen events on chronic equipment failures, reducing unplanned stops by measurable margin
- Trained internal team to sustain and evolve the system independently
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.
- Designed and launched a structured Kaizen programme with monthly improvement cycles
- Trained cross-functional improvement teams — engineering, production, and quality
- Ran Gemba walks with senior management to establish visible CI leadership
- Built an internal Kaizen board and recognition system to sustain momentum
- Delivered 6 completed Kaizen projects in the first quarter of the programme
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.
- Audited existing OEE data and identified measurement gaps and data quality issues
- Rebuilt loss categorisation aligned to actual machine and process behaviour
- Introduced root cause analysis workflow using 5-Why and fishbone for top losses
- Established corrective action tracking with closure accountability
- Reduced top chronic loss by 30%+ within 3-month engagement window
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.
- Applied value stream mapping to aircraft maintenance workflow to surface non-value-added steps
- Redesigned tool and parts staging to reduce technician travel time during line maintenance
- Introduced visual management to improve work order tracking and shift handover clarity
- Adapted standard work documentation to meet regulatory requirements without adding bureaucracy
- Contributed to measurable reduction in turnaround time variance across scheduled checks
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.
- Redesigned 5S audit criteria to reflect real operational discipline — not just cleanliness
- Ran zone ownership programme — each production cell assigned to a cross-shift team
- Built visual management boards that reflected actual daily production performance
- Introduced Seiketsu (standardise) documentation to lock in improvements
- 5S audit scores improved from average 58% to 84% in 10 weeks, sustained 6 months later
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.
- Delivered OEE, Kaizen, Lean, 5S, TPM, and TQM training across 35+ organisations
- Trained production operators, supervisors, engineers, and managers — full hierarchy coverage
- All programmes 100% HRDC SBL-Khas claimable — zero out-of-pocket for employers
- In-house delivery format: training happens at client's factory floor for maximum relevance
- Post-training action plans with 30-day implementation commitments tracked per cohort
Factories I Have Worked In
Every industry has its own constraints. The fundamentals of lean apply universally — the implementation always has to be adapted.
Feedback from the Factory Floor
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.
How an Engagement Actually Works
Most engagements follow this structure — though every factory is different and scope is always tailored to your situation.
Want These Results in Your Factory?
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.
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