Chinese company Broad Group constructed a 10-storey building in just 28 hours and 45 minutes in Changsha, China, using their prefabricated "Living Building" modular construction system.
Let's look back at this amazing feat of engineering.
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 :
Chinese company Broad Group constructed a 10-storey building in just 28 hours and 45 minutes in Changsha, China, using their prefabricated "Living Building" modular construction system.
Let's look back at this amazing feat of engineering.
KTMB was known as the Federated Malay States Railway (Keretapi Negeri-Negeri Melayu Bersekutu) and later the Malayan Railways Administration (Pentadbiran Keretapi Tanah Melayu). It was officially named Keretapi Tanah Melayu in 1962. In 1992, KTMB was corporatized, although it remains fully owned by the Malaysian government.
KTMB serves over 100 stations across 10 states in Peninsular Malaysia and Singapore, operating on a rail network spanning 1,677 km. All KTMB tracks use metre gauge (1,000 mm), with approximately 700 km of these tracks electrified. In the fiscal year 2018, KTMB carried 39.5 million passengers and 5.7 million tonnes of cargo. (Source : Wikipedia)
As one of the oldest rail services in the region, its contributions to the nation's economy, connectivity, and industrial growth cannot be overstated.
As any other corporate entity, KTMB has had some share in problems such as Financial struggles, Train service disruptions, Station issues and Delays.
However, KTMB with the help of the government has taken steps to address these issues, including - acquiring new train sets, preventive maintenance and has expanded and diversified its services.
LATEST EFFORTS BY THE MALAYSIAN GOVERNMENT
The Malaysian Government has implemented several initiatives to support and enhance the operations of Keretapi Tanah Melayu Berhad (KTMB). These include:
1. Acquisition of New Train Sets through Leasing Agreements
In August 2024, the government announced plans to acquire 62 new passenger train sets for KTMB via a leasing agreement with China. This initiative, valued at approximately RM10.7 billion, is structured over a 30-year lease period and aims to improve the quality and reliability of KTMB's services. The leasing costs encompass maintenance, repair, and operational services, ensuring sustained performance throughout the lease duration. (Source : BERNAMA)
2. Financial Assistance and Subsidies
The government has provided substantial financial support to KTMB to fulfill its social obligations, particularly in offering affordable fares to the B40 income group. This includes subsidies to maintain low ticket prices, reflecting the government's commitment to public transportation as a social responsibility. (Source : Ministry of Transport)
3. Infrastructure Upgrades and Modernization
Significant investments have been made to upgrade KTMB's infrastructure. Some of notable ones are :
4. Collaboration with Railway Assets Corporation (RAC)
Discussions have been held regarding a potential merger between KTMB and RAC to streamline operations and improve financial sustainability. While a full merger has not been finalized, the government continues to explore ways to enhance coordination between the two entities. (Source : The Malaysian Reserve)
5. Implementation of Green Initiatives
The government, through RAC, has supported green initiatives by installing solar panels at various railway stations. This move aligns with national policies to promote renewable energy and reduce the carbon footprint of public transportation.
These efforts underscore the government's commitment to revitalizing KTMB, ensuring it remains a vital component of Malaysia's public transportation network.
HOW DO I FEEL ABOUT IT?
I feel personally being a user of KTM services for decades, there are more steps can be taken to help revitalize KTMB which require a more multifaceted strategy focusing on operational efficiency, customer satisfaction, financial sustainability, and technological advancements.
The following can be additional points to the revitalization plan.
1. Improve Operational Efficiency
1.1 Optimize Schedules
Analyze demand and adjust train frequencies to minimize empty runs while maximizing usage during peak hours.
1.2 Modernize Rolling Stock
2. Additional Infrastructure Upgrade
2.1 Enhance Rail Tracks
Upgrade tracks for high-speed trains and improve connections to industrial hubs.
2.2 Smart Stations
More modernization of train stations with digital ticketing kiosks, real-time arrival displays, and better passenger amenities.
2.3 Electrification
Transition to fully electric trains where feasible to reduce fuel costs and environmental impact.
3. Financial and Policy Reforms
3.1 More Public-Private Partnerships (PPP)
Engage private sector players in funding infrastructure upgrades and service improvements.
3.2 Diversify Revenue Streams
Leverage KTMB-owned land for more commercial development, such as more malls, more offices, and more residential projects.
3.3 Subsidy and Funding
Work more with Malaysian government to secure subsidies for loss-making routes vital for rural connectivity.
4. Enhance Customer Experience
4.1 Digital Transformation
KTM already have an app to book all the train tickets online including train, ETS, Intercity and North Komuter between Kuala Lumpur right up to Padang Besar and other destinations within their operation in Malaysia. Unfortunately, there are still so much improvements can be made to the system based on the comments made by customers on the apps. These comments should be taken seriously, they should be gathered and implement a more effective customer feedback mechanism to address the pain points.
4.2 Safety and Cleanliness
There have been good comments by both locals and foreign tourist on this matter. KTM should maintain this branding of implementing a high standard of safety and cleanliness on trains and at stations.
5. Intercity Connectivity
The routes should be expanded to underserved regions, ensuring better national integration.
6. Freight Services
Optimize freight services to capitalize on the rising demand for cargo transport, especially for e-commerce.
7. Tourism Initiatives
Partner with more tourism boards to offer scenic train routes and travel packages. At the moment Keretapi Tanah Melayu Berhad (KTMB) and Tourism Malaysia have established a robust partnership to promote rail tourism, enhancing Malaysia's appeal as a travel destination. Key collaborative initiatives include:
7.1 "Railway to See Malaysia" Campaign" (Launched May, 2024) - which has helped in increasing passenger numbers ever since.
7.2 Excursion Trains, Promising Perak Edition (Launched September 2024) - which has encouraged domestic and international tourists to explore Perak by train. The initiative will enhance local economic income through effective promotions and attractive packages.
Apart from that Tourism Perak, in collaboration with KTMB, launched rail tourism packages as alternative modes to attract tourists to explore Perak by train. The selection of Taiping as the launch location is significant due to the presence of Malaysia's first railway track, enhancing the historical appeal of these packages.
7.3 Heritage Steam Locomotive Tours – Partnered with with Great Leisure Heritage Rail Sdn Bhd (GLHR), the program is to introduce the Tourism Heritage Steam Locomotive Train. Set to commence operations in January 2025, this service offers a nostalgic 380-kilometer journey from Kuala Lumpur to Butterworth, aiming to attract tourists interested in historical and cultural experiences. (Source : The Star)
7.4 International Tourism Collaborations
In October 2017, Tourism Malaysia and KTMB launched rail packages targeting Southern Thailand. This initiative aimed to promote KTMB packages by travel agents in Southern Thailand and foster closer tourism ties between Thailand and Malaysia, commemorating the 60th anniversary of Thai-Malaysian diplomatic relations.
These collaborative efforts between KTMB and Tourism Malaysia underscore a shared commitment to leveraging rail services as a unique and sustainable means of exploring Malaysia's rich cultural and natural heritage.
8. Sustainability Practices
The government, through RAC, has supported green initiatives by installing solar panels at various railway stations.
These practices can be further enhanced by adopting renewable energy sources for operations and use sustainable materials in train construction and explore selling carbon credits as a revenue stream.
9. Foster a Skilled Workforce
9.1 Training and Development
Upskill employees to manage advanced technologies and deliver better customer service.
9.2 Cultural Shift
Promote a performance-oriented and customer-centric organizational culture.
10. Collaborate with Regional Partners
10.1 ASEAN Integration
Collaborate with neighboring rail operators for cross-border connectivity, fostering trade and tourism within the ASEAN region.
10.2 Knowledge Sharing
Learn best practices from successful rail operators globally.
11. Long-Term Vision
11.1 High-Speed Rail (HSR)
Revisit plans for high-speed rail projects that link major cities like Kuala Lumpur and Singapore.
11.2 Smart Rail Network
Integrate AI and big data analytics for optimizing routes, scheduling, and passenger management.
12. Conclusion
Keretapi Tanah Melayu Berhad (KTM Berhad (KTMB) is more than just a transportation provider, it’s a national heritage with a legacy deeply interwoven into Malaysia’s history and development. KTMB should be preserved in terms of its legacy for future generations while embracing modernity.
This isn't just about bailing out a struggling company, it’s about ensuring the continued relevance of a national treasure that has already given so much. Such assistance is an investment in Malaysia's future, honoring KTMB's historical contributions.
I firmly believe that KTMB can transform into a sustainable and competitive rail operator that supports Malaysia’s economic growth and urban mobility needs