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BIODATA - NIK ZAFRI


 



NIK ZAFRI BIN ABDUL MAJID,
CONSULTANT/TRAINER
Email: nikzafri@yahoo.com, nikzafri@gmail.com
https://nikzafri.wixsite.com/nikzafri

Kelantanese, Alumni of Sultan Ismail College Kelantan (SICA), IT Competency Cert, Certified Written English Professional US. Has participated in many seminars/conferences (local/ international) in the capacity of trainer/lecturer and participant.

Affiliations :- Network Member of Gerson Lehrman Group, Institute of Quality Malaysia, Auditor ISO 9000 IRCAUK, Auditor OHSMS (SIRIM and STS) /EMS ISO 14000 and Construction Quality Assessment System CONQUAS, CIDB (Now BCA) Singapore),

* Possesses almost 30 years of experience/hands-on in the multi-modern management & technical disciplines (systems & methodologies) such as Knowledge Management (Hi-Impact Management/ICT Solutions), Quality (TQM/ISO), Safety Health Environment, Civil & Building (Construction), Manufacturing, Motivation & Team Building, HR, Marketing/Branding, Business Process Reengineering, Economy/Stock Market, Contracts/Project Management, Finance & Banking, etc. He was employed to international bluechips involving in national/international megaprojects such as Balfour Beatty Construction/Knight Piesold & Partners UK, MMI Insurance Group Australia, Hazama Corporation (Hazamagumi) Japan (with Mitsubishi Corporation, JA Jones US, MMCE and Ho-Hup) and Sunway Construction Berhad (The Sunway Group of Companies). Among major projects undertaken : Pergau Hydro Electric Project, KLCC Petronas Twin Towers, LRT Tunnelling, KLIA, Petronas Refineries Melaka, Putrajaya Government Complex, Sistem Lingkaran Lebuhraya Kajang (SILK), Mex Highway, KLIA1, KLIA2 etc. Once serviced SMPD Management Consultants as Associate Consultant cum Lecturer for Diploma in Management, Institute of Supervisory Management UK/SMPD JV. Currently – Associate/Visiting Consultants/Facilitators, Advisors for leading consulting firms (local and international) including project management. To name a few – Noma SWO Consult, Amiosh Resources, Timur West Consultant Sdn. Bhd., TIJ Consultants Group (Malaysia and Singapore) and many others.

* Ex-Resident Weekly Columnist of Utusan Malaysia (1995-1998) and have produced more than 100 articles related to ISO-9000– Management System and Documentation Models, TQM Strategic Management, Occupational Safety and Health (now OHSAS 18000) and Environmental Management Systems ISO 14000. His write-ups/experience has assisted many students/researchers alike in module developments based on competency or academics and completion of many theses. Once commended by the then Chief Secretary to the Government of Malaysia for his diligence in promoting and training the civil services (government sector) based on “Total Quality Management and Quality Management System ISO-9000 in Malaysian Civil Service – Paradigm Shift Scalar for Assessment System”

Among Nik Zafri’s clients : Adabi Consumer Industries Sdn. Bhd, (MRP II, Accounts/Credit Control) The HQ of Royal Customs and Excise Malaysia (ISO 9000), Veterinary Services Dept. Negeri Sembilan (ISO 9000), The Institution of Engineers Malaysia (Aspects of Project Management – KLCC construction), Corporate HQ of RHB (Peter Drucker's MBO/KRA), NEC Semiconductor - Klang Selangor (Productivity Management), Prime Minister’s Department Malaysia (ISO 9000), State Secretarial Office Negeri Sembilan (ISO 9000), Hidrological Department KL (ISO 9000), Asahi Kluang Johor(System Audit, Management/Supervisory Development), Tunku Mahmood (2) Primary School Kluang Johor (ISO 9000), Consortium PANZANA (HSSE 3rd Party Audit), Lecturer for Information Technology Training Centre (ITTC) – Authorised Training Center (ATC) – University of Technology Malaysia (UTM) Kluang Branch Johor, Kluang General Hospital Johor (Management/Supervision Development, Office Technology/Administration, ISO 9000 & Construction Management), Kahang Timur Secondary School Johor (ISO 9000), Sultan Abdul Jalil Secondary School Kluang Johor (Islamic Motivation and Team Building), Guocera Tiles Industries Kluang Johor (EMS ISO 14000), MNE Construction (M) Sdn. Bhd. Kota Tinggi Johor (ISO 9000 – Construction), UITM Shah Alam Selangor (Knowledge Management/Knowledge Based Economy /TQM), Telesystem Electronics/Digico Cable(ODM/OEM for Astro – ISO 9000), Sungai Long Industries Sdn. Bhd. (Bina Puri Group) - ISO 9000 Construction), Secura Security Printing Sdn. Bhd,(ISO 9000 – Security Printing) ROTOL AMS Bumi Sdn. Bhd & ROTOL Architectural Services Sdn. Bhd. (ROTOL Group) – ISO 9000 –Architecture, Bond M & E (KL) Sdn. Bhd. (ISO 9000 – Construction/M & E), Skyline Telco (M) Sdn. Bhd. (Knowledge Management),Technochase Sdn. Bhd JB (ISO 9000 – Construction), Institut Kefahaman Islam Malaysia (IKIM – ISO 9000 & Internal Audit Refresher), Shinryo/Steamline Consortium (Petronas/OGP Power Co-Generation Plant Melaka – Construction Management and Safety, Health, Environment), Hospital Universiti Kebangsaan Malaysia (Negotiation Skills), Association for Retired Intelligence Operatives of Malaysia (Cyber Security – Arpa/NSFUsenet, Cobit, Till, ISO/IEC ISMS 27000 for Law/Enforcement/Military), T.Yamaichi Corp. (M) Sdn. Bhd. (EMS ISO 14000) LSB Manufacturing Solutions Sdn. Bhd., (Lean Scoreboard (including a full development of System-Software-Application - MSC Malaysia & Six Sigma) PJZ Marine Services Sdn. Bhd., (Safety Management Systems and Internal Audit based on International Marine Organization Standards) UNITAR/UNTEC (Degree in Accountacy – Career Path/Roadmap) Cobrain Holdings Sdn. Bhd.(Managing Construction Safety & Health), Speaker for International Finance & Management Strategy (Closed Conference), Pembinaan Jaya Zira Sdn. Bhd. (ISO 9001:2008-Internal Audit for Construction Industry & Overview of version 2015), Straits Consulting Engineers Sdn. Bhd. (Full Integrated Management System – ISO 9000, OHSAS 18000 (ISO 45000) and EMS ISO 14000 for Civil/Structural/Geotechnical Consulting), Malaysia Management & Science University (MSU – (Managing Business in an Organization), Innoseven Sdn. Bhd. (KVMRT Line 1 MSPR8 – Awareness and Internal Audit (Construction), ISO 9001:2008 and 2015 overview for the Construction Industry), Kemakmuran Sdn. Bhd. (KVMRT Line 1 - Signages/Wayfinding - Project Quality Plan and Construction Method Statement ), Lembaga Tabung Haji - Flood ERP, WNA Consultants - DID/JPS -Flood Risk Assessment and Management Plan - Prelim, Conceptual Design, Interim and Final Report etc., Tunnel Fire Safety - Fire Risk Assessment Report - Design Fire Scenario), Safety, Health and Environmental Management Plans leading construction/property companies/corporations in Malaysia, Timur West Consultant : Business Methodology and System, Information Security Management Systems (ISMS) ISO/IEC 27001:2013 for Majlis Bandaraya Petaling Jaya ISMS/Audit/Risk/ITP Technical Team, MPDT Capital Berhad - ISO 9001: 2015 - Consultancy, Construction, Project Rehabilitation, Desalination (first one in Malaysia to receive certification on trades such as Reverse Osmosis Seawater Desalination and Project Recovery/Rehabilitation)

* Has appeared for 10 consecutive series in “Good Morning Malaysia RTM TV1’ Corporate Talk Segment discussing on ISO 9000/14000 in various industries. For ICT, his inputs garnered from his expertise have successfully led to development of work-process e-enabling systems in the environments of intranet, portal and interactive web design especially for the construction and manufacturing. Some of the end products have won various competitions of innovativeness, quality, continual-improvements and construction industry award at national level. He has also in advisory capacity – involved in development and moderation of websites, portals and e-profiles for mainly corporate and private sectors, public figures etc. He is also one of the recipients for MOSTE Innovation for RFID use in Electronic Toll Collection in Malaysia.

Note :


TO SEE ALL ARTICLES

ON THE"LABEL" SECTION BELOW (RIGHT SIDE COLUMN), YOU CAN CLICK ON ANY TAG - TO READ ALL ARTICLES ACCORDING TO ITS CATEGORY (E.G. LABEL : CONSTRUCTION) OR GO TO THE VERY END OF THIS BLOG AND CLICK "Older Posts"


 

Saturday, October 11, 2014

HIERARCHIES - ORGANIZATION AND ORGANIZED CRIMES - NIK ZAFRI


CreditAssociation for Retired Intelligence Operatives of Malaysia (on a need to know basis and declassified analysis)

A good management hierarchical structure will always put PEOPLE FIRST. A good boss will always address himself in an official letter as "WE" but the final signatory is him. When there are major legal problems happening in the top management , it is always the good boss that will surrender first!


It is a well known fact that the 2nd tiers are sometimes the 'UNLUCKY' ones, they worked so hard for the top management and with a minimum wage pay, becoming punching bags from 'top and bottom' - they are the ones who are absorbing all the pressures and they are the ones who usually suffer!

But in most cases today - when there are major legal problems,  the blame will go right to the bottom, because the 1st hierarchical 'lip-service' structure' chooses the 2nd pyramid (the organized crime structure) making all the people below be blamed because of the top management problems.

The 2nd pyramid - a typical organized crime structure or a cult ring, will always put the bosses or cult leaders on the top especially the 3rd and the last tiers - they will always fight to defend the top bosses even hide the identities of their leaders - there is also ample opportunity for the 2nd tier to be in the first tier when the boss retires or dies. 

When there is a problem from the top tier, it is always the last tier will take all the blames. (the same goes to the first hierarchical structure that choose the 2nd pyramid as their MO)

It is a well-known fact that the 2nd tiers are the LUCKY ones, they are simply thinkers, brainchilds, 1st class hackers etc. Less work but lots of play. They are very well-paid and the bottom tiers and the crime lords will bow to them as if they are deities. They will dictate terms and conditions, living lavishly with posh cars and bungalows etc.

If something goes wrong on the top, they are the ones either : 

a) Betray their bosses and cooperate with the authorities under 'special protection program' or

b) Sneak out quietly, fly overseas and let the boss suffer in jail.

If the authorities wish to crack the crime ring, they must first take away the first and 2nd tiers, not the 3rd and the 4th. If this is done, then the whole system will break down. If the authorities merely attack the 3rd and the 4th tiers, there will be new tiers constructed as the real brains are in the 2nd and 1st tiers.

If the good bosses wish to make their organizations grow further, the personnel/workers/support staff must first be looked at

They must also give way to the 3rd tier to make it to the 2nd tier. Most important - via a job-rotation or some other equivalent program, the top management can ensure security to the the 2nd tier going to the top - not leaving them behind or put them in a freezer.

The 2nd tier must be 'well-guarded' and given special attention - otherwise they might join the organized crime structure and be more lavish than their previous and current bosses.

(Something to ponder - from me Nik Zafri).

Wednesday, September 17, 2014

CONSTRUCTION - ISO 9000 CERTIFIED - SO WHAT? IMPROVEMENT REQUIRED.... (NIK ZAFRI)


These are part of my training slides for ISO certified company (using a high-impact approach). Further enquiry on the training, please e-mail nikzafri@yahoo.com (genuine RFQ only!)

QUALITY CONTINUOUS JOURNEY – WHAT ELSE CAN BE IMPROVED?

Introduction/Refresher

1.0 QUALITY MANAGEMENT SYSTEM

Definition for Quality: 

• Fitness for Purpose (Internal and External Quality Control - 50%) and 
• Client's and Internal Satisfaction (Internal and External Quality Assurance – 50%) - Both QC and QA have respective specifications to be fulfilled – combined both = Quality Management System (QMS)



Common Challenge 1

The word “Quality” on Manual, Policy, Procedures etc. should not be narrowed only to the Quality Department or Management Representative.

Quality is always a shared commitment.

Then Quality Manual, Quality Policy, Quality Procedures are to be deemed and understood as your Company's Manual, your Company's Policy, your Company's Procedures.

Rationale : to avoid 'finger pointing'

Common Challenge 2

Quality, Health and Safety, Security, Environment - Domino Theory – One tile fall, so will the others – ALL IS REQUIRED

Once again, the same as Common Challenge 1 – not to be narrowed to a certain department e.g. Safety & Health and Security is a SHARED COMMITMENT thus making them your Company's Manual, your Company's Policy, your Company's Procedures.

Rationale : to avoid 'finger pointing'

BRANDING :

THIS IS THE WAY YOUR COMPANY WORKS!!!

COMMON ERROR

Your Company is Certified NOT Accredited (by ISO....)

CERTIFICATION BODY – A body that issued the certificate according to the nature of business – e.g. SIRIM QAS, DET NORSKE VERITAS, LLOYDS, SGS ETC. 

ACCREDITATION BODY - A Body that accredits the scope of business/industry in order to qualify the certs issued by the certification body (Accredited Certification Body) e.g. – DEPARTMENT OF STANDARDS MALAYSIA (DSM), UNITED KINGDOM ACCREDITATION SERVICE (UKAS), ANSI-ASQ – NATIONAL ACCREDITATION SERVICE (US) ETC. (MINISTRY OF SCIENCE, TECHNOLOGY AND INNOVATION (MOSTI)

OTHER KNOWN EXAMPLES

Education

INSTITUTIONS OF HIGHER LEARNING MALAYSIA (CERTIFICATE PROVIDER – PHD, DEGREE, DIPLOMA IN ???) MUST BE ACCREDITED BY MALAYSIAN QUALIFICATION AGENCY (MQA) – USED TO BE CALLED LAN. MINISTRY OF EDUCATION

Competency and Skills

COMPETENCY BASED INSTITUTION (CERTIFICATE PROVIDER – SKM 1 – 5 IN ???) MUST BE ACCREDITED BY NATIONAL VOCATIONAL TRAINING CENTRE (MLVK) – MINISTRY OF HUMAN RESOURCES


2.0 DOCUMENTATION

2.1 Quality Manual

- Common Error : Do it make sufficient reference to the Laws, Regulations, Standards etc.? e.g. This Manual is developed by taking into account the following Laws, Regulations, Standards as far as is applicable:

a. Occupational Health and Safety Act 1994
b. Environmental Quality Act, 1974
c. The International Safety Management Code (ISM) – an International Management Code
for the Safe Operation of Ships and for Pollution Prevention,
d. Petroleum Mining Act, 1966
e. ISO 9001:2008
f. OHSAS 18001: 2007
g. EMS ISO 14000 : 2004

WHY?

This is :

a. To assure the Client's that every measure has been taken to customize the documentation to support contractual requirements.
b. To ensure a stringent enforcement

NOT A GREAT CHALLENGE : TO INTEGRATE QUALITY, HEALTH & SAFETY, SECURITY, ENVIRONMENT (HSEQ) MOST OF YOU HAVE DONE IT!

CHALLENGE 1 : CERTAIN CERTIFICATION BODIES VIA ADEQUACY/ COMPLIANCE/SURVEILLANCE ASSESSMENTS - TENDS TO TREAT QUALITY AS A SEPARATE ISSUE - (ISO 9000), HEALTH AND SAFETY A SEPARATE ISSUE (OHSAS 18000), ENVIRONMENT A SEPARATE ISSUE (EMS ISO 14000)

CHALLENGE 2 : THE RESPONSIBILITY SPELLED OUT IN PROCEDURES COMPARED TO JOB DESCRIPTION, DUTIES, RESPONSIBILITIES AND AUTHORITIES. INTEGRATE BOTH IN THE JD! NO OVERLAPPING!

CHALLENGE 3 : METHOD STATEMENTS VS JOB SAFETY ANALYSIS – INTEGRATE OR NOT TO INTEGRATE?

3.0 MANAGEMENT RESPONSIBILITY

What is RESPONSIBILITY? What is COMMITMENT?

Simple Formula

A) RESPONSIBILITY + COMMITMENT = ACCOUNTABILITY

Responsible for WHAT?

- Budget, Plant and Machinery, Conducive Working Environment, Transportation, ICT etc.

Commited to WHAT?

- ensure implementation of The LAW, Quality, Safety, Security, Environment, Standards, Customer Requirements/Specifications, Vision, Objectives, KRA-KPI, Balance Scorecard etc. 

ACCOUNTABLE to providing resources to ensure smooth operation from start to end.

So - the equation : 

   ACCOUNTABILITY 
+ RESPONSIBILITY 
+ COMMITMENT 
--------------------
LEADERSHIP
-----------------

LEADERSHIP of WHAT?

PEOPLE

Common Error

KEY PERFORMANCE INDICATORS, KEY RESULT AREAS, BALANCE SCORECARDS, DEPARTMENT/UNIT OBJECTIVES ARE OF DIFFERENT PLANETS – NOT LINKED TO ONE ANOTHER - OBJECTIVES SHOULD BE CONSISTENT WITH KPI, KRA, BALANCE SCORECARD ETC. (CASCADING PRINCIPLE – PETER DRUCKER – MANAGEMENT BY OBJECTIVES

4.0  TRAINING



5.0  PLANNING, OPERATION, PROCUREMENT, CONTROL (PRODUCT REALIZATION)

5.1 Planning

You have proper scheduling – CONGRATULATIONS - with all the Critical Path Method (CPM) – Pert Analysis, Gantt Chart etc. GOOD! 

Improvement: The RED BAR to indicate CPM on every activity



Additional explanatory notes are REQUIRED besides than depending on the data inputs from the software. This is WHERE Quality comes in with the experience of Data Analysis and Improvement to be made! Thus the CPM should also take into account quality setbacks based on experience running a project. Hence will improve the timing accuracy 

THIS CAN BE REFLECTED IN THE PROJECT MANAGEMENT/PROGRESS REPORTS

Common Error 1

AUDIT? – A SCHEDULED & PERIODICAL ASSESSMENT ON THE OVERALL MANAGEMENT SYSTEM – BE IT QUALITY, SAFETY, ENVIRONMENT

INSPECTION? – A ROUTINE UNSCHEDULED ASSESSMENT ON PRODUCT & WORKMANSHIP (PROJECT) - CONTRACTED

SIMILARITY : BOTH CAN ISSUE NON-CONFORMANCE REPORTS (NCR) /CORRECTIVE ACTION REQUEST (CAR)

CHALLENGE

DO CLIENT REQUIRE PROJECT QUALITY (OR HSEQ) PLAN? OR PROJECT EXECUTION PLAN (IF YOU ARE IN THE CONSULTING/DESIGN CAPACITY) OR YOU JUST DEPEND ON THE CONTRACT SPECS OR IF THE CLIENT DO NOT NEED IT – WHY DO IT? (PROACTIVE VS REACTIVE!)


6.0 MEASUREMENT ANALYSIS AND IMPROVEMENT

DO YOU MEASURE COST OF QUALITY

(IS IT STATED ANYWHERE IN THE NCR?, SITE DIARY, LOGS - INTANGIBLE COST)

PREVENTIVE ACTION :

DO YOU TAKE INTO ACCOUNT PAST DATUM OF WASTAGE CONTROL, POSSIBLE REPAIR ETC (CONTINGENCY) - TAKEN INTO ACCOUNT IN THE FUTURE COSTING/BQ? 

QUALITY CAN HELP IN MAKING YOUR CONTINGENCY COST BETTER. ANALYSIS OF DATA, CONTINUAL IMPROVEMENT PROPOSAL FROM THE MANAGEMENT REVIEW MEETING - CAN BE TAKEN INTO ACCOUNT WHEN DOING FUTURE COSTING AND BILL OF QUANTITIES.

E.G. BUFFER STOCK – WHERE DID THE DATA CAME FROM?

CONCLUSION

QUALITY IS A CONTINUOUS JOURNEY.

DO NOT BE IN THE COMFORTABLE ZONE.

YOU’LL KNOW HOW IMPORTANT THIS IS WHEN YOUR COMPANY STARTS DIVERSIFYING FURTHER!

(well...THEY MIGHT!)

Tuesday, September 02, 2014

Kawalan Emosi dan Psikologi Pelabur dalam Meramal Pasaran Saham – NIK ZAFRI

Nota/Penafian : Artikel ini adalah pendapat peribadi penulis sebagai berkongsi pengalaman kembali (setelah jatuh) membuat pelaburan di pasaran saham.



Kita sering melihat rancangan, segmen berita, wawancara dan lain-lain yang memaparkan perangkaan yang menunjukkan pembetulan dalam pasaran (market correction) tetapi adakah ini satu perkara yang penting perlu kita ketahui?

Saya melihat perubahan mendadak dalam cara kebanyakan penganalisa atau peramal pasaran mencuba sedaya-upaya untuk meramal pasaran saham. Apabila saya meneliti setiap komen, analisa, ramalan yang diberikan – kebanyakannya (bukan semua) – tidak pasti dan sifat ‘playsafe’ atau ‘tunggu dan lihat’ – menjadikan semua pendapat yang diberikan hanyalah teori semata-mata.

Izinkan saya berkongsi sedikit pandangan holistik saya mengenai pasaran saham dan kenapa saya bertanggapan bahawa percubaan untuk meramal pergerakan pasaran saham kadangkala membazir masa dan sumber.

Pertama – kenaikan dan penurunan pasaran saham. Ini kerana pasaran adalah di mana ‘pembeli dan ‘penjual’ bergabung.  Apabila terdapat ramai ‘penjual’ dari ‘pembeli’, maka harga akan turun.  (apabila 'pembeli' ramai dari 'penjual', maka harga saham akan melambung tinggi)

Sebabnya : Dari pengalaman saya sendiri, saya melihat, kadangkala pelabur lebih dipengaruhi perasaan berbanding dengan logik. Apabila bertindak mengikut perasaan, maka pasaran akan menjadi tidak stabil. Maka sebarang ramalan akan menjadi buntu. Sebaliknya jika pelabur bertindak secara logik, maka pasaran juga berpotensi menjadi stabil.

Kedua - Menghabiskan masa terlalu lama di hadapan skrin untuk meramal pergerakan pasaran saham kadang-kadang boleh dianggap sebagai ‘membazir masa’. Adalah lebih baik, kita tumpukan 80% dari masa berkenaan dengan membaca bahan-bahan yang menambahkan pengetahuan pelaburan dan 20% diberikan terhadap skrin.

Ketiga - Pelabur berpengalaman akan tahu bahawa trend sering menunjukkan bahawa bulan Ogos, September (terutamanya September) atau Oktober, akan berlaku sesuatu yang mampu mengubah pergerakan saham, antara lain ialah : 

  • Peperangan (terutamanya peperangan yang berlaku secara mengejut)
  • kesan asimetrik yang berasal dari luar negara (negara yang dipanggil ‘negara maju’) yang mengalami hutang negara yang sangat besar atau kadar faedah Rizab Persekutuan menjadi terlalu tinggi)
  • kadar pengangguran yang sangat tinggi (tandanya : apabila pembayaran gratuiti atau bonus pada 2-3 bulan sebelumnya ‘terlalu tinggi’)
  • kenaikan sumber tenaga secara mendadak, seperti petroleum dan diesel (minyak mentah termasuk minyak tanah) - apa yang ganjil ialah fenomena ini diikuti dengan kenaikan bahanapi yang lain seperti arangbatu, hidro dll TERMASUK alternatif seperti minyak sawit dan tenaga solar (saya pun hairan kenapa? - tetapi saya seperti bersedia untuk menghadapi suasana berkenaan)
  • kenaikan harga barang makanan secara tiba-tiba(tidak semestinya kenaikan barangan terkawal seperti gula dan minyak masak sahaja)
  • kenaikan kos sara hidup (Contohnya kenaikan nilai hartanah selaras dengan kedatangan pelabur asing)
  • nilai projek contohnya pembinaan yang dijalankan terlalu tinggi dari kebiasaan (mungkin pelabur terkejut, jika saya katakan bahawa, nilai projek yang tinggi BUKAN disebabkan oleh kenaikan harga bahan binaan tetapi kerana faktor dalaman seperti pembaziran, kerosakan yang tinggi tanpa kawalan, kemalangan di tempat kerja dan juga rasuah!)

Dan banyak lagi tanda-tanda lain – ada juga trend yang berlaku secara domestik (dalam negara) dan bukan berasal di peringkat antarabangsa.

Hal-hal yang disebutkan di atas juga menyebabkan pasaran menjadi ‘volatile’. Maka pelabur kadangkala banyak bergantung kepada maklumat dalam internet dan tidak lagi memeriksa kesahihan maklumat berkenaan. 

Kadangkala ada maklumat yang bermotifkan spekulasi untuk memanipulasikan psikologi pelabur bagi menjual atau membeli (berawaslah)

Pendekata, tidak ada sebarang pelaburan yang boleh dikategorikan sebagai ‘sempurna’.  Ianya bergantung kepada proses dan kebarangkalian.

Sebenarnya, salah satu faktor kejayaan saya sendiri (secara peribadi) ialah semua sumber yang pernah saya pelajari atau rujuk perlu digabungkan dengan pengalaman saya sendiri. Dengan kata lain, saya sendiri mencipta teknik pelaburan yang tersendiri dan tidak terlalu bergantung kepada bahan-bahan yang ‘bersepah’ di internet atau mengharapkan analisa dan ramalan pasaran pakar.

Apa yang penting kepada saya ialah meninggikan kebarangkalian untuk mengambil tindakan yang betul (kerana saya juga tidak kebal dari melakukan kesilapan). Tindakan yang betul ‘berulangkali’ akan meninggikan lagi kebarangkalian untuk saya meraih keuntungan berbanding berulangkali tindakan yang silap akan meninggikan kebarangkalian saya mengalami kerugian yang besar.

Jika diperhatikan betul-betul, semuanya bergerak dalam satu kitaran. Ada yang naik dan ada yang turun (begitulah sebaliknya)

Setiap kali adanya ‘bullish’, maka ianya akan diikuti dengan ‘bearish’. Begitulah sebaliknya.

Setiap kali berlakunya pembetulan (correction), maka akan datang pemulihan (recovery)

Walaubagaimanapun, bukan perkara yang senang untuk meramal dan mengawal pasaran saham. Ramai yang kecewa apabila perkara ini berlaku.

Tetapi yang pasti, pasaran saham adalah peluang keemasan untuk menjana pendapatan sekiranya pelabur menggunakan teknik dan strategi pelaburan yang ‘matang’ (persediaan untuk ‘untung dan rugi’ dalam pelaburan)

Jangan terlalu beranggapan bahawa pasaran saham merupakan cara ‘rahsia’ untuk menjadikan anda seorang yang kaya kerana ‘cita-cita’ itu kadangkala akan menjadi ‘illusi’ dan anda pasti kecewa melihat hasilnya. Jika anda beranggapan begini, maka anda juga menjadikan diri anda sebagai ‘spekulator’ dan anda setaraf dengan mereka yang berjudi atau menikam loteri.


Pasaran saham bukan tempat spekulasi atau perjudian – ianya adalah perniagaan yang mempunyai ‘untung dan rugi’ dan bukannya ‘untung’ semata-mata atau ‘rugi semata-mata'

No, You Can't Use Fund Flows To Predict Stock Market Movements

DON FISHBACK, BETA ODDS SEP. 30, 2010, 5:11 PM

I suppose I could leave it at that, but perhaps a little explanation is warranted.


There was an article on Business Insider today that told of a formula for market success. It was based on “following” mutual fund flows. When fund flows are positive, go long a broad-based market index, such as SPY. When fund flows are negative, go short the SPY.

If that sounds familiar, it should. Almost one year to the day, I wrote about the same thing!

Here’s a link to the post titled Busting Yet Another Market Myth (Please refer to the author's official blog )

There were actually two parts to last year’s post. One part dealt with what happened to the stock market after the broad-based indexes rose more than a given percentage above their long-term moving averages. The second part dealt with what happened to the stock market after mutual fund flows of stock funds were positive or negative.

I showed that from the period beginning in 2007, a terrific strategy would have been to do the non-contrarian thing and follow fund flows. In other words, the conclusion the Business Insider contributor reached was correct based on the data period analyzed.


Importantly, I also showed that had you selected a different time period, the results would have shown the exact opposite! In other words, following fund flows would have proven to be disastrous. You would have completely missed out on a huge market rally.



What’s more, in my analysis, I did not go short when fund flows were negative as the Business Insider article suggested. Had you also gone short when flows were negative from 1984 to 1990, would have been catastrophically wiped out!

Bottom line, there is no evidence that, when measured over an extended time period, mutual fund flows predict gains and losses.

This article originally appeared at Beta Odds. Copyright 2014.

Friday, July 04, 2014

Time for fireworks: Dow tops 17,000!

By Melvin Backman  @ CNNMoneyInvest July 3, 2014: 1:19 PM ET
 
NEW YORK (CNNMoney)
 
U.S. stock markets closed at 1 p.m. Thursday, but they got the fireworks going early. The Dow finally hit 17,000!Many see it as just a psychological threshold, but it's a level U.S. stocks have never seen before, and it comes a mere six months after the Dow crossed 16,000.
 


All three major indexes closed higher Thursday. The Dow Jones Industrial Average finished at an all-time high of around 17,068 (up nearly 1.3% for the week). The S&P 500 also closed at a record level, hitting 1,985 for the first time. The tech-heavy Nasdaq Composite rounded up the week up 2%.
 
Here are the highlights of a great week:
 
Jobs Bonanza: A strong June job reports drove the optimism in the stock market. The U.S. economy added 288,000 jobs last month, and the unemployment rate fell to 6.1%, down from 6.3% in May. That was much better than economists or Wall Street expected.
 
Treasuries react to jobs report: The bond market is moving to sell after the jobs report and Federal Reserve chair Janet Yellen's comments yesterday that the central bank will not use interest rates to pop any potential bubbles in the markets. Bond yields are up to 2.64%, a sign of the improving economy.
 
Gold investors area bit skittish, with the precious metal's price dropping nearly 0.75% to around $1,321 an ounce.
 
Bow Wow -- PetSmart stock spikes: PetSmart (PETM) shares were howling at the moon, up 12.5% after hedge fund Jana Partners announced a 9.9% stake with intentions of exploring a sale of the company.
 
In other moves, embattled clothiers American Apparel (APP) and Lululemon (LULU) traded higher. Shares in the two are finished nearly 5% and almost 3% higher, respectively. There's a lot of news around American Apparel, where Reuters reports that former CEO Dov Charney has handed off his stake to hedge fund Standard General. The Wall Street Journal is reporting that former Lululemon chair and founder Chip Wilson is trying to take the company private.
 
Intel (INTC, Tech30) shares are up 20% so far this year, making it the second best performing stock in the Dow.
 
PCs aren't dead! Intel is soaring

Independence Dog: It's also fun to note that Nathan's Famous (NATH) hot dogs, sponsor of Coney Island's annual July 4 hot dog-eating contest, is a publicly traded company. The stock is down slightly Thursday, but it's up over 7% so far in 2014 and has truly been a "top dog" in recent years.

Overseas Markets: European markets are were higher in afternoon trading, with the FTSE 100 up more than 0.7%. Asian markets were mixed, and Australia's stock market jumped a nice 0.7%. 

New tools to fight tuberculosis and other chronic infections

News from European Commission - Research and Innovation

© sudok1 - Fotolia.com

A groundbreaking European research project focused on tuberculosis (TB) diagnosis and treatment has developed potentially life-saving novel drug candidates and new diagnostics for the condition.

TB is one of the world’s most persistent diseases, and even today, despite medical advances, it still claims around 1.45 million lives worldwide each year. A key reason TB is still a menace is inadequate diagnosis and the ability of the TB-pathogen to adapt to antibiotics. Its drug resistance is a public health problem that threatens progress made in TB care and control worldwide.

The project, NOPERSIST, applied advances in molecular biology and the sequencing of TB genomes (the genetic material of an organism) to better understand the disease and other infections such as HIV.

The research team used novel strategies that could lead to efficient and accurate TB diagnosis and treatment of other persistent infections. These results include the world's first blood test for active TB; a rapid, three-hour test for bovine TB; a novel drug cocktail candidate for multi-drug-resistant tuberculosis (MDR-TB); a new drug candidate for TB; and molecular tests for diseases in pigs. NOPERSIST team also successfully developed a novel adjuvant – or vaccine booster - that could be widely used to create all kinds of vaccines, not only for TB.

The project’s breakthroughs are even more exceptional given that diagnoses of these infections are extremely difficult and time-consuming, and no efficient, cost effective tests have been available until now.

“NOPERSIST has been unusually innovative which is evident by the fact that five European patents have been filed out of the project,” says NOPERSIST’s project coordinator Prof. Mahavir Singh, from Lionex, a biotech company based in Brunswick, Germany.

Prof. Singh explains that much of the success was down to the application of medical advances in molecular biology and the availability of new information generated after sequencing the TB genome.

“Molecular biology and immunology helped significantly in discovering and developing novel biomarkers as a diagnostic test, as well as a novel adjuvant,” he says. “In addition, genome sequencing helped partners focus on veterinary diseases in cattle and swine. Tests based on genome sequencing results will shortly be developed for some veterinary diseases.”

Prof. Singh adds that with a diagnostic market of TB worth nearly €1 billion, NOPERSIST’s new leads could bring novel products on the market, delivering a major competitive advantage to European industry. “The new active TB tests have an excellent chance of becoming the major diagnostic tool for TB,” he says. Further research planned under the follow-up project, Demo-NOPERSIST, is expected to bring the diagnostic products on the market within the next 2-3 years.

Prof. Singh believes the project team has not merely learnt about the mechanisms of drug resistance in TB and improved current techniques for rapid detection, but it has also stimulated the exploration of new targets for drug activity and drug development. 

“NOPERSIST project was a good example of how a motivated research team performing a highly ambitious project with a small budget can really achieve its objectives, and have significant social and economic impact on human health in Europe and elsewhere,” he concludes.

Nearly nine million people around the world became sick with TB in 2011, according to the US-based Center for Disease Control and Prevention.Drug-resistant TB - which occurs when the bacteria develops the ability to withstand antibiotic attack - is difficult and costly to treat. It can be fatal, and an estimated 650,000 people worldwide have MDR-TB.


Note :

Project details

Project acronym: NOPERSIST
Participants: Germany (Coordinator), Sweden, UK, Switzerland, Hungary, Italy, Belgium, Spain
FP7 Proj. N° 232188
Total costs: € 1 714 410EU contribution: € 1 319 990
Duration: January 2010 - December 2012

Tuesday, July 01, 2014

MALAYSIAN ECONOMIC MONITOR - WORLD BANK

BOOSTING TRADE COMPETITIVENESS

Following the review of near-term developments and outlook, the thematic chapter of this Economic Monitor analyzes structural trends in trade competitiveness.

Trade competitiveness is measured as Malaysia’s ability to grow its exports and the domestic value-added embodied within them, leveraging foreign demand and knowledge to support its transformation to a high income nation.

Nearly 60 percent of value-added produced in Malaysia was ultimately consumed by foreigners in 2009 – one of the highest shares in the world.

The share of Malaysia’s GDP consumed in foreign markets includes the value-added of exporting firms and also of suppliers to export-oriented industries. Thus the actual significance of external demand to the Malaysian economy is higher than it appears from net exports (22 percent of GDP) or the output from externally-oriented industries (38 percent of GDP).


The export engine appears to have been faltering since before the Global Financial Crisis.

The share of exports of goods and services in Malaysia’s GDP declined by nearly 30 percentage points between 2005 and 2013. Unlike Thailand, Vietnam and Korea, which saw market shares expand, Malaysia’s share shrunk from 1.35 to 1.22 percent in that period. However, Malaysian exports have included a higher portion of domestic value-added, mitigating the impact of the decline in gross shares.

The decline in exports has been concentrated in Malaysia’s core export product segment – E&E products.

E&E exports as a share of GDP declined from about 38 percent between 2002 and 2004 to 18 percent in 2013, and Malaysia’s market share in the period declined from 5.25 percent to 3.74 percent of global E&E exports. Meanwhile, exports of commodities, and commodity-related manufactures such as petrochemicals expanded, but not enough to compensate the decline in E&E exports.



The domestic value-added of Malaysian E&E exports is relatively low due to limited domestic linkages.

Malaysia remains an integral part of the E&E global value chain, but at 44 percent the share of valueadded  in exports is relatively low. This is partly due to limited domestic linkages. Compared to other countries, the contribution from domestic intermediaries to the value-added of exports is only 7 percent in Malaysia compared to 31 percent in Korea. This finding is supported by analysis of enterprise survey data, which finds that multinationals in Malaysia source less than 40 percent of their inputs from domestic firms compared to 46 percent in Vietnam and 82 percent in China.

Exports of services have also lagged and remain an area of significant potential.

Malaysia has few services-exporting firms and at 12 percent of GDP services exports are below what would  be expected for a country at its level of income.

‘Behind the borders’ restrictions hinders export growth and limits linkages between domestic providers and export-oriented industries.

Although the Government has recently embarked on a liberalization of services  sectors, many are still relatively restrictive as measured by the World Bank’s Services Trade. Restrictiveness index and assessment of the burden of non-tariff measures. Professional and transport services are more restrictive on average than most countries in East Asia for example. A restrictive domestic environment reduces incentives for exporting, and for exporting firms to buy more domestic value-added. Barriers are not limited to ownership restrictions, but extend to licensing and regulations that limit domestic competition.




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Wednesday, June 04, 2014

KUMPULAN INOVATIF DAN KREATIF (KIK) - OLEH NIK ZAFRI

Maklumbalas dari MAMPU - Pengarang ingin merakamkan setinggi-tinggi terima kasih dan penghargaan.

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 LAMAN WEB MAMPU


Salam Kegemilangan,Salam 1Malaysia:
Rakyat Didahulukan, Pencapaian Diutamakan.

Tuan,

Dengan segala hormatnya saya merujuk ulasan dan pandangan tuan pada 4 Jun 2014 berkaitan Kumpulan Inovatif dan Kreatif (KIK).

Pertamanya, saya bagi pihak MAMPU mengucapkan ribuan terima kasih atas ulasan dan pandangan yang diberikan. Sememangnya, pihak kami memerlukan ulasan dan pandangan yang sebegini bagi membolehkan penambahbaikan pentadbiran dan pengurusan bagi perkhidmatan awam dilaksanakan secara berterusan dan holistik.

Untuk makluman tuan, MAMPU sedang dalam proses mengkaji semula Panduan Mengenai KIK yang dikeluarkan pada tahun 2009 dalam memastikan usaha mentransformasikan penyampaian perkhidmatan dapat dilaksanakan dengan lebih berkesan. Langkah ini adalah selaras dengan gesaan YBhg. Tan Sri Dr. Ali Hamsa, Ketua Setiausaha Negara supaya KIK digerakkan dengan menggunakan pendekatan Strategi Lautan Biru Kebangsaan atau National Blue Ocean Strategy (NBOS) berikutan kejayaan inisiatif-inisiatif Kerajaan yang dilaksanakan melalui pendekatan tersebut.

Berhubung dengan cadangan tuan agar kajian penilaian keberkesanan KIK dilaksanakan dalam kalangan penjawat awam, MAMPU telahpun melaksanakan kajian pada pertengahan tahun ini bagi meninjau pandangan dan sejauhmana penerimaan serta ekspektasi kumpulan sasar (penjawat awam) sekiranya Panduan Mengenai KIK yang dikeluarkan pada tahun 2009 diperbaharui dengan memasukkan pendekatan baharu KIK. Selain daripada itu, kajian ini juga dilaksanakan bagi mengenalpasti aspek lain yang perlu ditambahbaik bagu memastikan penyediaan panduan KIK yang baharu lebih mantap dan bersesuaian dengan kehendak pelanggan dan stakeholders serta mampu memberikan impak yang lebih positif kepada pembudayaan kreativiti dan inovasi dalam perkhidmatan awam.

MAMPU juga mengambil maklum cadangan-cadangan lain yang disyorkan oleh pihak tuan sebagai input dalam membantu kami menyediakan panduan tersebut. Keprihatinan dan perhatian tuan dalam perkara ini amatlah kami hargai dan didahulukan dengan ucapan ribuan terima kasih.

Sekian.

Ketua Penolong Pengarah
Bahagian Penyelidikan Pengurusan
Unit Pemodenan Tadbiran dan Perancangan Pengurusan Malaysia
Jabatan Perdana Menteri

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KUMPULAN INOVATIF DAN KREATIF (KIK) PERKHIDMATAN AWAM MALAYSIA - OLEH NIK ZAFRI

Saya tertarik dengan inisiatif perkhidmatan awam yang berhasrat mewujudkan Kumpulan Inovatif dan Kreatif (KIK) sebagai menggantikan Kumpulan Mutu Kerja (KMK) yang telah berjaya pada tahap yang baik.

KIK; bagi saya; sebenarnya adalah sebahagian daripada rancangan penambahbaikan KMK. Dalam konteks TQM, KIK boleh dikategorikan sebagai 'Small Group Activities' (SGA) yang bersilang fungsi - dari semua unit, bahagian dan jabatan (konsep ini sangat terkenal di sektor-sektor swasta dan korporat yang ingin menjalankan peningkatan berterusan terhadap sistem dan kaedah kerja terutamanya yang telah mendapat persijilan ISO 9000)

Antara persoalan-persoalan utama tetapi tipikal sebelum memulakan KIK ialah :  

1) "Apa lagi yang boleh dilakukan?" (What else can be done?)
2) "Apa tindakan selanjutnya?" (What is the next action?)

kerana perlu diingatkan, KIK tidak tersilap mensasarkan menambahbaik sistem dan kaedah/metodoloji yang TELAH PUN TERATUR dalam sektor perkhidmatan awam. 

Yang penting ialah soalan seterusnya : 

1) "Jika tidak rosak, kenapa perbaikinya?" (if it's not broken, why fix it?) - sistem dan kaedah yang telah terbukti berjalan lancar - maka pada pendapat saya, tidak perlulah ditingkatkan lagi.

2) "Jika ada kekurangan, apakah kekurangan yang perlu diperbaiki?" Analisa jurang (gap analysis) perlu diadakan terlebih dahulu.

Di sini, adalah perlu agensi seperti Unit Pemodenan Tadbiran dan Perancangan Pengurusan Malaysia (MAMPU) perlu mengadakan satu sesi pra-penilaian dan pelaksanaan (umpamanya  mengambilkira elemen Tinjauan Kepuasan Kakitangan dll) secara keseluruhan terlebih dahulu (Wilayah Utara, Timur, Barat, Selatan dan Pusat) bagi mengenalpasti apa yang perlu ditingkatkan dan apa yang perlu dikekalkan supaya kakitangan perkhidmatan awam tidak merasa satu kejutan

Rasa saya, tidak cukup dengan hanya adanya panduan, dicadangkan dibuat penilaian terlebih dahulu. Juga yang penting di sini, kakitangan perkhidmatan awam yang memberikan input perlu diberikan kebebasan bersuara dan mengkritik secara konstruktif. Sistem pra-penilaian ini perlu telus.

Lain-lain kelemahan yang saya lihat - perkara yang paling penting, KIK yang ingin diperkenalkan WAJIB mengambilkira kehendak 'pihak yang berkepentingan' contohnya pengguna perkhidmatan iaitu orangramai yang berurusan dengan kerajaan

Walaupun mungkin data telah dikumpul dan dianalisa tetapi adakah data dan analisa malah rancangan penambaikan menerusi keputusan mesyuarat semakan semula masih boleh digunapakai? (tiada tarikh lupusnya - retention period?)

Kenapa saya tanyakan soalan ini ialah kerana KIK juga mengambilkira kepekaan terhadap perubahan global dan teknologi sebagai pemacunya.

Persepsi orangramai dan pengguna pada tahun 2014 sangat berbeza evolusi pemikiran, pengalaman dan kemahirannya dengan zaman KMK, TQM dan ISO 9000 diperkenalkan pada awal dan pertengahan 90an dahulu. Dewasa ini, dengan adanya persijilan ISO 9000 masih lagi belum mencukupi.

Dan oleh kerana sektor swasta, korporat termasuk GLC telah lama memulakan program seumpama ini, adalah baik, jika MAMPU bekerjasama dengan sektor swasta untuk menimba pengalaman perniagaan mereka.

Jadi, saya merasakan program KIK (dan pra-penilaian oleh MAMPU) perlu mengambilkira 

a) faktor dalaman,
b) kehendak pengguna/orangramai yang berurusan dengan kerajaan,
c) Mengambilkira pengalaman sektor swasta,
d) Mengambilkira lain-lain kehendak pihak yang berkepentingan,
e) Menyemak kembali data dan analisa yang sediada,
f) Melihat kembali keberkesanan Rancangan Penambahbaikan hasil dari Mesyuarat Semakan/Kajian Semula Pengurusan (ISO 9000)

(Lihat contoh yang dilakukan oleh Pelan Transformasi Pendidikan Malaysia di bawah YAB Timbalan Perdana Menteri selaku Menteri Pelajaran Malaysia, Tan Sri Muhyiddin Yassin. Walaupun agak baru dilaksanakan - ianya telah pun menunjukkan hasil yang baik pada peringkat awal pelaksanaan..Kenapa... kerana Kementerian Pendidikan mengadakan satu tinjauan besar-besaran malah melibatkan ibubapa termasuklah saya sendiri memberikan input)

Kemudian, hasil daripada tinjauan ini perlu dibentangkan supaya segenap lapisan masyarakat memahami apa yang cuba diperkenalkan dan ditingkatkan dalam perkhidmatan awam.

Selain itu, perlu disusuli dengan bengkel motivasi dan pembinaan pasukan atau secara 'Hi-Impact' terlebih dahulu bagi menyediakan mental dan fizikal kakitangan awam untuk terlibat dalak KIK secara sepenuh hati dan sukarela.

Setelah semuanya yang saya sebutkan di atas dilakukan barulah kita dapat mengenalpasti, apakah sebenarnya yang hendak ditingkatkan?

Sistem?, Dokumentasi? Kaedah? Masa Penghantaran Perkhidmatan? Lebih banyak latihan diperlukan? Penjimatan Kos?

dan aturan : 

Bajet yang diperlukan? Peralatan (contohnya 7+7 QCC Tools) yang paling sesuai digunakan?

Mulakan usaha mengubah yang kecil-kecil dahulu :

Saya ambil contoh, kita lihat pada 'Pernyataan Dasar'/Polisi KUALITI', Manual KUALITI atau Prosedur KUALITI.

Rasanya jika kita sebut perkataan 'KUALITI' pada pangkal setiap rekod dan dokumen, sudah tentu segala urusan 'KUALITI' akan tertumpu kepada Jabatan/Unit Kualiti atau Wakil Pengurusan semata-mata.

Perkara yang sama berlaku di sektor swasta, apabila disebut 'Pernyataan Dasar Keselamatan dan Kesihatan Pekerjaan (OSH), ramai yang beranggapan secara sempit (pemikiran dua dimensi) bahawa, ini hanyalah untuk Jabatan atau Pegawai Keselamatan dan Kesihatan Pekerjaan Syarikat (Safety Officer) 

Persepsi ini perlulah diubah kerana sekiranya berlaku ketidakakuran/ketidaktepatan, maka Jabatan/Unit Kualiti atau Jabatan OSH akan dipersalahkan - berlakulah budaya tuding-menuding (blaming culture)

Apa yang boleh diubah ialah bila disebut sahaja ianya adalah DASAR KUALITI (Quality Policy) - maka perlu ditegaskan bahawa ini adalah DASAR JABATAN (Department Policy) atau DASAR KEMENTERIAN (Ministry's Policy) atau DASAR AGENSI (Agency's Policy) - kalau di syarikat swasta - saya pernah mencadangkan - ianya bukan kenali sebagai DASAR KUALITI tetapi ianya adalah DASAR SYARIKAT). (padamkan perkataan 'kualiti')

Begitu jugalah dengan Manual Kualiti sepatutnya ditukar menjadi Manual Jabatan atau Manual Kementerian atau Manual Agensi atau Manual Syarikat

Jika persepsi ini boleh diubah barulah rasa pemilikan (ownership feeling) dalam organisasi itu dapat dirasai. 

Lain-lain contoh :

a) Adanya Deskripsi Tugas (Tanggungjawab) dalam surat perlantikan seseorang pegawai atau kakitangan perkhidmatan awam,

b) Adanya pula Matriks Tanggungjawab dalam Manual atau Pelan atau Prosedur, 

c) Adanya pula Tanggungjawab/Fungsi bersebelahan ruangan Aliran Proses dalam Manual, Pelan atau Prosedur, 

Jadi, seolah-olahnya ada 'tindanan' (overlapping) dan berpotensi menimbulkan kekeliruan apabila Deskripsi Tugas tidak menyatakan secara jelas perkaitan 'tanggungjawab' dan 'fungsi' seseorang pegawai/kakitangan dalam Matriks Tanggungjawab atau dalam Aliran Proses? 

Mungkin kakitangan akan beranggapan 'ini tugas tambahan' - dan tidak hairan jika mereka menganggap ianya satu bebanan pula. Belum lagi menyentuh "saya perlukan kenaikan gaji"

Lebih berat lagi, saya boleh bertanya 

"Kenapa ada perbezaan Deskripsi Tugas dengan Tugasan/Fungsi dalam Aliran Proses Manual?"

Jawapan yang tipikal : 

"ooo, yang Tugasan/Fungsi dalam Aliran Proses Manual itu ialah untuk ISO 9000? - yang Deskripsi Tugas tu - SPA...

Jadi, sebagai orang awam seperti saya, mungkin tertanya-tanya - adakah selama ini, sektor perkhidmatan awam berkenaan hanya melaksanakan ISO 9000 bertanggapan ianya 'sistem yang berbeza' dengan apa yang ditetapkan oleh "Jabatan Perkhidmatan Awam"?

Belum lagi saya tanyakan :

"Bagaimana tuan/puan mengatur dan memahami - "KPI, KRA, Balance Scorecard, ISO 9000 Departmental/Unit Objective?"

Bukankah ini satu 'tindanan' (overlapping) yang berat?

Apakah lagi yang boleh diubah?

Contohnya : 

KIK menekankan perancangan projek yang pastinya menggunakan carta gantt (samada menggunakan 'spreadsheet', perisian Primavera atau Microsoft Project). 

Saya melihat kebanyakan Carta Gantt tidak diletakkan 'Critical Path Method'? (Tandaan 'merah' pada 'bar' carta) 

Jika diletakkan sekalipun, hasil CPM ini adalah berdasarkan analisa komputer dari input yang dimasukkan oleh pengguna. Ini sebenarnya satu praktik yang kurang tepat. Apa yang penting :

a) Adakah CPM itu menjelaskan apakah sebenarnya masalah jangkapanjang dan jangkapendek yang dihadapi? (Perlu dijustifikasikan dalam perkataan....bukan semata-mata bergantung kepada tandaan merah CPM Carta Gantt semata-mata)

b) Jika ada tandaan 'merah' CPM, dari manakah sumber data masalah yang diperolehi oleh perancang projek? 

Adakah berdasarkan pengalaman yang lepas? atau tiada bukti untuk menyokongnya?

c) Jika pegawai yang dilibatkan dalam KIK tidak faham penggunaan perisian, mereka perlukan latihan (INTAN) sehingga mereka cekap menggunakannya?

Lagi? Apa yang boleh diubah?

Penggunaan ICT - perisian, sistem dan aplikasi yang baru bagi menggantikan yang lama (contoh) Ini adalah perkara yang agak rumit, sensitif dan 'delicate' sedikit. 

Adakah terdapat sebarang perisian, sistem dan aplikasi yang digunakan itu BERBEZA dengan aliran proses yang dinyatakan dalam dokumentasi yang digunakan?

Kenapa saya tanyakan perkara ini ialah tanggapan : 

"ICT Lain" - "Proses lain". 

Dalam pengalaman saya mencadangkan kepada sektor swasta sistem 'Consolidated ERP' dan pernah menerima anugerah ICT di peringkat kebangsaan - ialah setiap perisian atau sistem atau aplikasi yang hendak diperkenalkan perlulah mengambilkira :

a) Keselarasan dengan aliran proses utama/tunjang (core process) sesuatu jabatan - jadi gunakanlah proses yang sediada dalam Dasar, Manual, Prosedur, Pelan yang sediada sebagai panduan kepada perisian, sistem dan aplikasi yang bakal diperkenalkan (customization/tailor-made) dan tidak mencipta 'sesuatu yang baharu'. 

b) Pastikan perisian/sistem/aplikasi adalah sesuatu yang menjadi kebiasaan seseorang kakitangan/pengguna serta jadikan Manual, Prosedur, Pelan dsb sebagai sejenis 'User Manual' atau rujukan - tetapi jangan buang sistem berkenaan walaupun 'hardcopy'.

InsyaAllah, saya akan cuba menulis lagi untuk membantu Kerajaan/sektor Perkhidmatan Awam bagi mencapai Transformasi yang diidamkan.

Sebarang pertanyaan boleh diajukan ke : nikzafri@yahoo.com, nikzafri@gmail.com