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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"

Tuesday, June 09, 2015

RM9bn Light Rail Transit Line 3 (LRT3) - All eyes for the next PDP

Excerpt from the Star

Group managing director Azmi Abdul Aziz said they had identified the corridors for land acquisition.

“We have allocated a certain amount for the acquisition but it is not part of the RM9bil project cost.

“The allocation will come from Prasarana,” he added.

LRT 3 will span 36km with 2km running underground across 25 stations from Bandar Utama to Johan Setia, Klang.

Construction is scheduled to begin in 2016 and will be completed by 2020.

The line is expected to connect the Western Corridor of the Klang Valley to Kuala Lumpur city centre – a route that is currently only being serviced by KTM Komuter.

Azmi also said they were planning to turn the station at Stadium Shah Alam into a main station and a major shopping hub.

“We are also looking at bringing the Klang KTM station closer to the LRT 3 line so transfers will be easier,” he added.

LRT 3 will be integrated with existing and future public transport networks at four stations including One Utama with MRT Sungai Buloh–Kajang Line, Station 3 with the Kelana Jaya Line, SIRIM with BRT Kuala Lumpur–Klang and Klang Town with KTM Komuter.














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THE INTRIGUING CONCEPT OF THE PROJECT DELIVERY PARTNER IN RAIL TRANSIT PROJECTS – A QUICK ANALYSIS BY NIK ZAFRI

Project Delivery Partner (PDP) is now becoming a trendy concept in United Kingdom, Malaysia and some other countries especially in the management and construction of Rail Transit Projects. (Project Owners - Crossrail Ltd UK (Bechtel, Halcrow & Systra) MRT Corp Malaysia(MMC-Gamuda KVMRT)

Under the PDP model, the Project Owner passes the delivery risks (specifications, cost/project budget (all borned by PDP), time and quality) of the project to the appointed PDP.

This way, the Project Owner could reduce the risks of late completion and cost overrun. It is to ensure maximum spread via competitive bidding, equal and fair distribution of construction work packages. The Project Owner; however; will still maintain a certain degree of control on delivery,  supervising project progress, acquisitions of lands and award of tenders.

In the organizational relationship chart, the Project Owner will be on the top (advised by an Independent Consulting Engineers (ICE), followed by PDP,  the 3rd Layer is the Supervising Consultants (SC) and finally Work Package Contractors (WPC)

At one glance, it looks fine – as if the PDP is handling similar roles as 'Project Managers' or 'Project Management Consultant (PMC)' with Supervising Consultants to help them out especially on the Design. 

The Work Package Contractors are the 'Constructors' based on the ‘Conventional’ mode rather than the traditional ‘Design and Build’

What intrigues me; in practice; is that the PDP can also function as the lead contractor – in some cases; as if; they can hold two positions simultaneously – “the project managers” and “the contractor”. It crosses my mind of the possibility of ‘conflict of interest’ here – e.g. like in the case of "a certification body and an accreditation body ‘working under the same roof’.

Another issue is - as if there appear to be a ‘shared responsibility’ between the Project Owner, PDP and Supervising Consultants (SC) on issues of alignment options and review, preparations and submissions for the railway scheme, public display, land acquisition, engineering design, tender, construction and supervision, as well as testing and commissioning for safe railway operations.

In some way, there is also the potential of "overlapping duties and responsibilities" in the ‘Trilogy’ (Who to do ‘what’ actually). 

If I am right as a ‘civilian’, then some complications may arise:

a)      If the Project Owners passing all the ‘risks’ to PDP, would that include the ‘responsibility of owners’ spelled out in the Occupational Safety and Health Act 1994/Construction Guidelines on Safety and Health?

b)      Should a PDP have the ‘mindset of Contractors’ in managing projects? Or should they should act as the 'Client’s (Project Owner’s) representatives' and be firm and stick to ‘managing/overseeing projects’ while the WPC will do the rest? (construction) Just for ‘impartiality’ sake…

c)       If a ‘Contractor’ is to be appointed to become the PDP – do they have enough experience and skills in Project Management in the past or they can be 'upgraded' there and then?

d)      Assuming PDP being a contractor in another capacity, would the PDP be allowed to construct a segment of the same project whilst managing the overall project in another capacity? If they do, then who will become the PDP and SC to them? Will that do justice for the WPC? 

e)      The SC is another group of professional engineers assuming the role to assist and advise the PDP mostly on technical matters such as Civil and Structure, Building and Mechanical/Electrical (etc) – e.g. related to design (and approval?), construction related drawings, load and integrity, WPC’s Inspection and Test,  Method Statement etc. (not to be mistaken with Independent Consulting Engineers who are with the Project Owners)

f)       The WPC; (a.k.a. Main Contractor) - in Malaysia – mostly are ‘G7’ and a ‘must-be’ ISO 9000 certificated contractor. The construction principles are usually based on their respective ‘Corporate HQ QMS’.  

    Would the PDP request the WPC to have another set of ‘customized site-based (project-specific)’ procedures and project quality plan (is it spelled out in the Contract?) or whatever that the WPC is using is sufficient? or PDP/SC will provide them with the right formats?

Another issue is the submission of Method Statement/Job Safety Analysis by the WPC – must the WPC hire a professional engineer just to do the Construction/Trade Method Statement to be submitted, reviewed by another Professional Engineer in SC and finally approved by PDP? Will that be at the cost of the WPC?

g)      If the PDP is a JV, why not the JV itself work towards the certification of ISO 9000 (and OHSAS 18000 + EMS ISO 14000) just for the duration of the mega project they are managing/overseeing. Or perhaps adopting a certified Integrated Management System (IMS) – rather than one JV partner is already certified separately as one entity and the other JV partner is also certified as another entity (definitely two different systems). Sometimes, this also potentially create some ‘confusion’ as well. If the JV itself is certified, it must be a QMS that is 'tailor-made' to the project itself.

Whatever the answers would be, the PDP is likely to be penalized in the end and potentially end up bearing a hefty cost should the project fails or late delivery (which I think the LAD will be imposed by the Project Owner and probably the PDP will probably imposes another LAD to WPC)

I would also like to suggest ‘some 2 sens’ worth of improvement - in order to avoid overlapping of duties (unless there is NO overlapping - then I'm really sorry), besides assuming the prevailing functions as the Project Owners, PDP, SC and WPC.

Why not counter-refer to the ‘good ol’ PWD 203A (Standard Form of Contract) where in this case – the Project Owners appoints PDP as the SO (Superintending Officers) and PDP appoints the SC to become SORs (Superintending Officers Representatives).

After all, PWD203A is ‘very clear’ on this issue – roles of SO, SORs and even the Contractor’s (WPC) obligations on the matter.

I am unsure if this suggestion can assist the PDP to have a clearer guidelines but I do know PWD203A are widely used by most construction consortiums in Malaysia and the guide has been proven in terms of its effectiveness. Or perhaps PDP should have their very own “PWD203A”.

Yes, my humble (non-professional) suggestions should be seen as opportunities for future continual improvement and not to be taken as 'criticisms'.

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