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http://cdr.uum.edu.my/jspui/handle/123456789/222Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor.author | Nordin, Norani | - |
| dc.contributor.author | Ahmad Zaidi, Mohamad Faizal | - |
| dc.date.accessioned | 2025-12-14T06:45:49Z | - |
| dc.date.available | 2025-12-14T06:45:49Z | - |
| dc.date.issued | 2025 | - |
| dc.identifier.uri | http://cdr.uum.edu.my/jspui/handle/123456789/222 | - |
| dc.description.abstract | NovaWing Technologies Sdn. Bhd. (NWT) is a medium-sized aerospace components manufacturer based in Malaysia, specialising in composite wing structures and precision parts for both regional and international clients. Established in the early 2000s, the company built its reputation on technical expertise, meeting industry certifications such as AS9100, and supplying to Tier-1 aerospace contractors. Over the years, NWT expanded rapidly, adding new production lines, warehouse facilities, and a growing workforce. Despite its growth, the company began facing rising operational costs, fluctuating customer demands, and increasing competition from both local and global aerospace suppliers. Delivery delays, rework, and quality issues started to erode customer confidence. Internally, long cycle times and inefficient shopfloor practices pushed costs higher. These challenges prompted the board to seek new strategies to remain competitive. For NWT, Lean was not entirely unfamiliar. The company had previously experimented with isolated quality improvement programmes and 5S campaigns, but these were often short-lived and lacked sustained commitment. The initiatives faded when champions left or when other priorities took over. The difference this time was that top management explicitly endorsed a company-wide Lean transformation, recognising that incremental fixes would no longer be enough. The motivations were clear: improve competitiveness in the global aerospace supply chain, reduce operational costs, and instil a culture of continuous improvement that could sustain long-term growth. With this renewed mandate, NWT launched its Lean journey in earnest, appointing a Lean Program Manager and establishing a Lean Promotion Office (LPO) to drive the transformation across the organisation. | en_US |
| dc.subject | operations management | en_US |
| dc.subject | organisational change | en_US |
| dc.subject | industrial engineering | en_US |
| dc.subject | lean implementation | en_US |
| dc.subject | organisational transformation | en_US |
| dc.subject | Production & Operations Management | en_US |
| dc.subject | Lean Operations | en_US |
| dc.subject | Technology, Operations & Logistics | en_US |
| dc.subject | Strategic Management | en_US |
| dc.subject | Human Resource Management | en_US |
| dc.subject | Organizational Change Management | en_US |
| dc.subject | Organizational Behavior and Development | en_US |
| dc.title | Caught Between Vision and Resistance: The Lean Journey at NovaWing Technologies Sdn. Bhd. | en_US |
| dc.epay.url | http://epay.uum.edu.my/go.php?billcode=CDRCASE&productid=TC267-1 | - |
| Appears in Collections: | Cases in CDR | |
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