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Today, Knowledge Management today are not limited merely to : (A) 'knowing' or 'reading lots of books/scholarly articles' or (B) data mining, analysis, decision making, preventive actions, or (C) some Human Resources Management issue or (D) some ICT issue. Knowledge Management is about putting your knowledge, skills and competency into practice and most important IT WORKS! For you and your company or your business (Nik Zafri)


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NIK ZAFRI BIN ABDUL MAJID, CONSULTANT/TRAINER
Email: nikzafri@yahoo.com, nikzafri@gmail.com
http://www.nikzafri.blogspot.my

Kelantanese, Alumni of Sultan Ismail College Kelantan (SICA), Diploma (Management), 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 :- Council Member of Gerson Lehrman Group NY, Institute of Quality Malaysia, Malaysian Institute of Management, Malaysian Occupational Safety and Health Professionals Association, Auditor ISO 9000 IRCAUK, Auditor OHSAS 18000 (SIRIM and STS) /EMS ISO 14000:2004 and Construction Quality Assessment System (CONQUAS, CIDB (Now BCA) Singapore),

* Possesses 26 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 1800 and EMS ISO 14000 for Civl/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 ), Amiosh Resources - (1) Lembaga Tabung Haji - Flood ERP (2) WNA Consultants - DID/JPS -Flood Risk Assessment and Management Plan - Prelim, Conceptual Design, Interim and Final Report etc. (3) 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 Consulting (1) Business Methodology and System (2) Information Security Management Systems (ISMS) ISO/IEC 27001:2013 for Majlis Bandaraya Petaling Jaya ISMS/Audit/Risk/ITP Technical Team

* 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



Risk Based Thinking ISO 9001:2015

(The answers provided are not to be deemed as solutions but basic guidelines, please contact me for further details of consultancy and training)

Q : Do I issue NCR for Risk Identification/Assessment? (i.e. HIRARC)

A : Risk Identification/Asessment and even HIRARC itself is an assessment NOT an audit/inspection. Please do not confuse the two. When we talk about risk, the word "proactive" must always come into the picture. Risk Based Thinking in the new ISO 9001:2015 is previously known as "Preventive Action" but spoken in a wider sense.

If you are using HIRARC, then there are "marks" to denote severity and likelihood of the risk being identified. You can note suggestion or instruction for improvement based on your findings and discuss in your Management Review.

Q : I am a newbie in Risk Management, where to start on Risk Based Thinking during upgrading from the old version?

A: ISO 9001:2015 do not make it "a must" to have a full risk management. Unless it's already part of your core business process (especially planning), e.g. using HIRARC, then that's different. Look at your core business process and identify/ brainstorm the possible risk associated with every process where applicable. Using the Risk Register would be a good idea.

The reason why "Risk Based Thinking" is introduced into ISO 9001:2015 is because to reduce non-conformance and customer complaints, to justify clearly (substantiated with evidence) the Department/Unit Objectives, KPI/KRA, Balance Scorecard etc. (not simply pick up a figure from 'the sky')

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"

Monday, June 09, 2008

The Star Global Malaysians Forum
Posted: 03 September 2005 at 10:30pm

Q

What is the relationship between TQM and KM?

A

If you look carefully in the threads that I've posted here, I think you will find some interesting views. Personally, I think KM is the evolution of TQM. A new buzzword with some ICT elements being intergrated. It's kinda cool if you study it carefully.
-------------------------------
Posted: 13 September 2005 at 3:49pm

Here's something to support my last post on hypotheses that KM is an evolution of TQM.

The article entitled 'Knowledge Management - another management fad?'

HAPPY READING!
------------------------------
The Star Global Malaysian Forum
Response from : Almerica a.k.a Eric Yam
Posted: 18 September 2005 at 9:21pm

Yes I believe so too. TQM preceded KM & thus can be considered an evolution from it. Personally I think that KM should come first before TQM. How can TQM standards be achieved where knowledge is insufficient. I feel that KM came to be, through a discovery process in areas where some implementation of TQM processes did not achieve the objectives set.

It's like "Hey we need to go to KL from say Penang and there is a highway available, so let's drive safely, check our car conditions, stay alert and drive there." We should actually look further than that such as " OK we want to go to KL within 3 hours with a $XX budget, now what options do we have? We have the plane, the train, the car, the bus, etc. Which costs more or which is fastest?" Then we choose the appropriate mode of option which suits our need. Going by car isn't wrong but maybe it might not be the most efficient and practical in a scenario"

So if TQM is going to be implemented effectively we have to have knowledge on the options available as well as being able to use the knowledge to ensure the most cost efficient, effective and time saving option available. That leads to a better TQM process implementation. That's the easiest example I could come up with for easy understanding.

TQM processes do not involve just the human resource factor but tools of implementation are equally as critical. In my opinion TQM should be the ultimate management process as TQM in itself has the word "Total" ( Quality Management) in it.

Knowledge Management should actually only be a subset of TQM. Therefore sometimes in an effort to achieve an ultimate objective we fail to see that there are many issues at the bud that need to be sorted out and perfected before the ultimate vision is achieved. Knowledge, training, implementation, planning, control, R&D, improvisation, marketing, administrative measures, financial systems, IT support systems, tools of trade maintenance, productivity...the list goes on. When these are all well placed as solid foundations then only should the term TQM be confidently implemented. To me first TQM, then now KM is actually an indicator that TQM was premature. KM should come first before that so that we do not seem to take a slight step back. Let's not jump the gun.

But of course with TQM being a so called International term and fad, everyone wants to be seen to be adopting it. In a nutshell and in simplified mathematical equation :

KM (Knowledge Management) + AM (Administrative Management) + ITM (IT Management) + IM (Implementation Management) + HRM (human Resource Management) + PM (Productivity Management) + EM (Equipment Management) + FM (Financial Management) + MM (Marketing Management) + QCM (Quality Control Management) = TOTAL QUALITY MANAGEMENT

After all " If We Don't Know What We Know, How Can We Know What Can Be Done To Get The Results We Know We Want?" - again pardon the pun as it just cropped up in my mind as I was penning this post.
------------------------------
Nik Zafri's Response to Almerica
Posted: 27 September 2005 at 2:27pm

Here comes 'The Paradox'...something for the readers to rethink and restrategize to move into the 'right path'.

Almerica wrote:
Yes I believe so too. TQM preceded KM & thus can be considered an evolution from it. Personally I think that KM should come first before TQM. How can TQM standards be achieved where knowledge is insufficient. I feel that KM came to be, through a discovery process in areas where some implementation of TQM processes did not achieve the objectives set.


Interesting opinion. Funny that that I heard a lot of people saying that knowledge started since the dawn of time...ever heard of that before? (Let's just take someone quite 'new' after 'that dawn of time' - Aristotle as an example - most definitely he was one of the co-founders of Knowledge Management, Sun-Tzu - is another example...need I say more?)

Almerica wrote:
It's like "Hey we need to go to KL from say Penang and there is a highway available, so let's drive safely, check our car conditions, stay alert and drive there." We should actually look further than that such as " OK we want to go to KL within 3 hours with a $XX budget, now what options do we have? We have the plane, the train, the car, the bus, etc. Which costs more or which is fastest?" Then we choose the appropriate mode of option which suits our need. Going by car isn't wrong but maybe it might not be the most efficient and practical in a scenario"


Listen to Eric....especially if you feel like spending/managing your budget effectively in our current economic condition.

Almerica wrote:

So if TQM is going to be implemented effectively we have to have knowledge on the options available as well as being able to use the knowledge to ensure the most cost efficient, effective and time saving option available. That leads to a better TQM process implementation. That's the easiest example I could come up with for easy understanding.


Yes, knowledge does help a lot!

- Know your own business (especially what you're really good at)
- Know your product (the best one - (not you wanted to do everything and in the end you end up with nothing)
- Know your target market (find those that needs you - don't waste time on those who doesn't)
- Know your skills (ensure that you don't say too many 'YES'es' to the customer - otherwise you'll end-up in trouble) - but you can still outsource provided you have a really good business network/contacts,
- Know your capabilities (every single one including resources/finance) - have professionals to help you if you have to, - or read this column
- Know your client, Know their specs, Read Contracts/Tender Carefully,
- Do more research - Have more data - don't depend on 'rumours' - check your sources.
- Do more improvement - don't be complacent with what you have now,
Update your learning curve - nobody can claim that they are well-equipped with the latest knowledge, system and methodology - remember the word - evolution!
- Be susceptible to the surroundings (including planning the future of the business (including technology) based on global and nation everchanging needs - there is a need to sustain not only getting rich quick)
aaa..there are many more!

Almerica wrote:
TQM processes do not involve just the human resource factor but tools of implementation are equally as critical. In my opinion TQM should be the ultimate management process as TQM in itself has the word "Total" ( Quality Management) in it. Knowledge Management should actually only be a subset of TQM. Therefore sometimes in an effort to achieve an ultimate objective we fail to see that there are many issues at the bud that need to be sorted out and perfected before the ultimate vision is achieved. Knowledge, training, implementation, planning, control, R&D, improvisation, marketing, administrative measures, financial systems, IT support systems, tools of trade maintenance, productivity...the list goes on. When these are all well placed as solid foundations then only should the term TQM be confidently implemented. To me first TQM, then now KM is actually an indicator that TQM was premature. KM should come first before that so that we do not seem to take a slight step back. Let's not jump the gun.


WELL SAID BROTHER!! I'm merely highlighting important points for the readers to understand, if I'm to give my opinion, then most definitely it would be a lengthy one...suffice it to say that you're very-very right - especially the 'red' ones!!

Almerica wrote:
But of course with TQM being a so called International term and fad, everyone wants to be seen to be adopting it. In a nutshell and in simplified mathematical equation :

KM (Knowledge Management) + AM (Administrative Management) + ITM (IT Management) + IM (Implementation Management) + HRM (human Resource Management) + PM (Productivity Management) + EM (Equipment Management) + FM (Financial Management) + MM (Marketing Management) + QCM (Quality Control Management) = TOTAL QUALITY MANAGEMENT

After all " If We Don't Know What We Know, How Can We Know What Can Be Done To Get The Results We Know We Want?" - again pardon the pun as it just cropped up in my mind as I was penning this post.


I am a believer...Neo!

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