DISCLAIMER - NIKZAFRI.BLOGSPOT.COM


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) Can I still offer consultancy or training? Who claims otherwise? Absolutely, I can.

The information comprised in this section is not, nor is it held out to be, a solicitation of any person to take any form of investment decision. The content of the nikzafri.blogspot.com does not constitute advice or a recommendation by nikzafri.blogspot.com and should not be relied upon in making (or refraining from making) any decision relating to investments or any other matter. You should consult your own independent financial adviser and obtain professional advice before exercising any investment decisions or choices based on information featured in this nikzafri.blogspot.com can not be held liable or responsible in any way for any opinions, suggestions, recommendations or comments made by any of the contributors to the various columns on nikzafri.blogspot.com nor do opinions of contributors necessarily reflect those of http://www. nikzafri.blogspot.com

In no event shall nikzafri.blogspot.com be liable for any damages whatsoever, including, without limitation, direct, special, indirect, consequential, or incidental damages, or damages for lost profits, loss of revenue, or loss of use, arising out of or related to the nikzafri.blogspot.com or the information contained in it, whether such damages arise in contract, negligence, tort, under statute, in equity, at law or otherwise.


MY EMPLOYERS AND CLIENTELLES



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"


 

Showing posts with label QUALITY. Show all posts
Showing posts with label QUALITY. Show all posts

Thursday, March 14, 2024

DRAFT GUIDELINE - DUE DILIGENCE FOR THE CONSTRUCTION INDUSTRY

You feel strong when you work in a strong team rather than working alone.

hashtagduediligence hashtagconstruction hashtagconstructionindustry hashtagriskmanagement hashtagauditor hashtagqaqc hashtagsafety

I once collaborated with a team of professional consultants, including a Professional Engineer, a Chartered Auditor, a Legal Practitioner, Risk Management Consultant and I was put in charge of systems and methodologies including QA/QC/SHE elements.

This draft guideline (customized to the construction industry), which I devised, has proven instrumental in assisting numerous auditors tasked with conducting due diligence on large-scale construction projects, as mandated by regulatory authorities. To maintain confidentiality, specifics such as project names, authorities involved, team members' identities, and exact dates are withheld.

I hope this will serve you well, make amendments if you wish.



Sunday, January 21, 2024

THE AFTERMATH OF POOR WORKMANSHIP IN CONSTRUCTION - Nik Zafri

No names, location and project will be cited. This is just merely information-sharing. Some of the contents have been altered on purpose to avoid legal complications. I am not a professional engineer but my experience has served me well.

Was hired to do a 3rd party quality inspection prior to CCC somewhere in Malaysia (no names, location and project will be cited) I would like to emphasize and make a professional disclaimer that the following case is an isolated case. It does not in any way at all represents the quality of workmanship in construction, building and civil engineering works in Malaysia.

I was a bit nostalgic when asked to do some "QC work" which I have not had much opportunity over the years to really "go down to the field" (too busy doing consulting advising work)

The owner and the authorities somehow "doubted" the inspection results being submitted by the "consultant" that they have hired.
Well, they are right!

a) I looked at the soil conditions in the surroundings and spotted the first problem. It is a bit complicated to have a strong foundation when it comes to housing projects on or even in the vicinity of hilly areas. (I sometimes wonder, how site investigation was conducted on the first place, how the soil test was done during that time - not to mention environmental impact assessment)

The previous consultant inspection did discover some problems of floor slabs, foundations that are cracked etc. But the root cause was inaccurate. It simply said "poor workmanship".

As suspected, I noticed some ground subsidence (settling) problems which by nature may have caused movement of the structure.

Compaction of the subsurface was not sufficient hence potentially creating further problems on the drainage during rainy season.

After a quick investigation, found out that there have been some minor landslides reports in the neighbourhood area which nobody took into account.

b) There have been signs of attempts to recast and hacked out but again, the concrete may not be properly recompacted by proper force of vibration/ ramming. "new" honeycombs are still spotted.

The concrete was not impermeable and densed due to improper compaction.

c) Materials used was definitely superficial. To quote one example, I noticed the windows from inside and outside - lack of sheet metal drip edge above the window header, the flashing is deteriorating, rough framing etc.

Thus, I did my own 'wet run' (spraying the water from inside and outside) - wow...everything started to leak here and there even through the sills. The previous inspection did not take into account the water spray test.

d) There were problems of segregation (mixed ingredients separated) everywhere. My best guess is the mixing was not measured properly against high coarse aggregate. The mix dropping may also have been done without proper chutes (perhaps dropping them through too great a height in placing)

e) Construction joints - poor compaction. There were stains/moistures on the concrete face. This may have been caused due to a layer of concrete laid before pouring is continued and the old concrete was not washed properly.

Ok enough with that, there are a lot more. Let's talk about management during construction

i) This is a clear sign of poor project management
ii) There will also be a problem when you hire foreign workers - communication problem - not to mention language barrier may cause bigger problems
iii) The subcontractors may have been given very complicated jobs and the main contractor may also not been properly supervising

Well, the conclusion made by the project owners/stakeholders and the authorities were not good at all. I don't want to know what happened next.

I chucked when they asked me :

"Nik, are you a professional engineer?"

I replied "not a chance 'in hell' but you can thank my previous employers managing mega projects and my humble years of audit and inspection experience, that's where I learned the trade.
After all, you are the expert (Ir), you should be signing it..not me..aa..aaa."

They nodded and thanked me.

Shoddy construction workmanship/method are the reasons leading to failure of buildings and structural integrity. The root causes? Inadequate QC at site and negligence.

Thursday, November 30, 2023

PENANG WAREHOUSE COLLAPSE - POSSIBLE CAUSES


(Photo Source : The Star)
The perspectives shared below are to be considered as strictly personal and unofficial opinions concerning the recent Penang Warehouse collapse, which tragically may have resulted in the loss of 4-5 workers' lives. It's a distressing event, especially given the recurrence of such incidents elsewhere in Malaysia. These viewpoints stem from my individual experience and are not intended to sway or impact any ongoing investigations conducted by the authorities in any manner
Beams under construction can collapse due to various reasons, including:
Design Flaws?
Since the project has been going on for quite some time, I do not think it is relevant to the design flaws. Possibly, the original plan or method statement of installation were not being adhered to leading to weak points or inadequate load-bearing capacities in the beams.
Material Deficiencies?
I also feel that it has little relation to substandard or faulty construction material but of course, you can never tell - low-quality steel or concrete can compromise the structural integrity of the beams.
Construction Errors?
Can also be the possible cause where mistakes made during the construction process, like inaccurate measurements, improper installation of reinforcements, or poor welding, can weaken the beams.

Excessive Loads?
Can be another possible cause. Beams may collapse if they're subjected to loads beyond their intended capacity, either due to unexpected heavy weights, construction equipment errors, or overloading (workers, materials or machines placed on the beam) during the construction phase.
Environmental Factors?
It was said that heavy rains are occurring during the time of construction. Extreme weather conditions like strong winds, heavy rains, (possibly ponding areas can also soften the ground) - can stress beams beyond their limits, causing them to fail.
Lack of Maintenance?
I am unsure whether this is the case but insufficient or improper maintenance during the construction phase could lead to deterioration of materials over time, weakening the beams.
Foundation Issues?
This can also be a cause where problems with the foundation or support structures at the said location can compromise the stability of the beams and eventually cause them to collapse.

Human Error?
This is a common problem. Where there is accident, the question of inadequate supervision will always arise. Others can include workers negligence or lack of adherence to safety protocols can contribute to mistakes that lead to beam collapse. All these comes back to supervision - either Safety or Construction.
Understanding these potential causes is crucial in ensuring proper precautions are taken during construction to prevent such collapses and maintain safety standards. Quality control, adherence to building codes, regular inspections, and employing skilled professionals are essential to mitigate these risks.

Tuesday, May 24, 2022

ASEAN CONTROL WORLD EXPO/TRANS4M - KL CONVENTION CENTRE - 23-24/05/2022 - MY BRIEF OBSERVATIONS - NIK ZAFRI

ASEAN Control World Expo/Trans4M 2022 #controlworldexpo with Managing Principal of Noma SWO Consult - KL Convention Centre, KLCC

It was great. The exhibitors have range of sophisticated state of the art technology, devices, robotics, software and apps, IOT and Artificial Intelligence. The QA/QC-based multi-faceted analysis presented were really good with detailed explanation and justifications.
What I see lacking are :
a) is the link towards applicable codes of practice especially when you speak about Standard Deviation or displaying measurement tables - without the applicable codes of practice/standards, people may be wondering where do you based your argument to determine that "this is ok" or "this is not ok" or "within tolerance" or "not within tolerance
b) The analysis; although thorough; unfortunately the "deficiencies" are not linked to some form of two most important elements, Risk Analysis (for proactive Risk Identification and Assessment) and Root Cause Analysis (RCA) to prevent similar problems to reoccur or at least reduced in the future. RCA will determine the competency of the person correcting the arising problems whether such person require additional training etc.
c) The analysis; despite multi-faceted; is not focused on "by cost-analysis" - which is extremely important in my 20+ years experience in QA/QC profession.
d) Some apps, system and devices are good in detecting vibration and noise - proven useful for construction industry such as "piling" - which is quite limited unless they are used for preventive slope stability analysis or soil movement or perhaps can be a value-added tool during Site Investigation/Reconnaissance.
The other problem is that the datum (like Lidar) should also make way for conversion/input into the modern Architectural Building Information Model to simulate or project the image via Augmented Reality and Virtual Reality.
e) On Personal Observations : I've also noticed the visitors are a little low, whether they have a low interest towards the "tech-nerdy" exhibition or the time is not right or perhaps the cost/pricing of sophisticated systems are "too high" to procure during post-lockdown recovery period. Whatever the case maybe, the organizers should promote this event a little more bigger in the future - considering the displays are significantly important to the future of industries.



Wednesday, February 03, 2021

CAN TRADE SECRETS BE PROTECTED TODAY? - Overview by Nik Zafri

Nowadays, any organization with full infrastructure of ICT network and systems practicing 'data sharing' using the B2B and B2C platforms, painstakingly since early 2000 are now expanding their business.

However, when we talk about 'data transparency', the challenge is safeguarding 'sensitive data' (such as trade-secrets) and at the same time, not to intervene with the flow of information.

But today, should such secrets are not properly safeguarded, the sensitive data can suddenly become obsolete tomorrow due to "information explosion" on the net. Today, one organization introduced the latest technology, (no-hush-hush) - the next day, you'll see that the 'so-called new technology' ended up with similar but more improvised technology at the cheaper price - surprisingly from another country that thousands of miles away.

To avoid leaking problems, the plumbers are usually ICT and Human Resource Management - but what about the losses due to leaking information. Although the two departments are the right ones to deal with personnel revealing confidential information but it is still deemed as 'fire-fighting'. True enough, it happens again and again.

Humbly, let me share my own experience when I was employed to one organization to make a 'turnaround' under consultancy capability.

Without going into too much details, all I can conclude is that I managed to convince top management and other units/departments to return to the basics (looking back into the Core Business Process profusely written in their very own Company Manual - (chuckle they will find)

1) Research and Development, 

2) Design, 

3) Innovation, 

4) Advertising and Promotion, 

5) Market Survey, 

6) Marketing and Sales. 

Despite the hiccups I had with the 'Executive Management' team, I have succesfully managed to 'rehighlight' the aforesaid '6 profit centre' units to ALWAYS be in the lead to entice prospects, new customers and returning customers.

The 'data sharing' practices (what to share with the customers even on the company's website) must FIRST come and being reviewed by these units as they are the ones who knows better than any other units/departments which data is deemed as confidential or otherwise. 

The root cause of failure is always linked to another department or unit coming in 'too early' into the picture and doing 'someone's else job'. 

Sometimes, rewarding scheme for people achieving targets and definitely punishing those who did not can be BOTH FATAL.

People will start cutting corners, stabbing one another, stepping on other "cats tails" and God knows what. 

What if rewarding and punishing are being applied to Occupational Safety and Health matters, then there may be dangerous risks and hazards even leading to incidents and accidents - when workers start to cut corners either to achieve the objectives OR the fear of not achieving it. 

Mind you, I'm neither implying that other departments/units are of less significance nor rewarding system should not be practiced.

I'm really talking about :

a) 'Who to do What and When' and also 

b) effective monitoring must first be in place before considering to reward or to punish.

Saturday, March 17, 2018

PENGURUSAN KUALITI MENYELURUH - Nota Skrap (Nik Zafri)

1) Kepimpinan

·         Keperluan mengukur/menyemak semula prestasi keseluruhan operasi
·         TQM menjadi sebahagian daripada proses perniagaan
·         Keperluan sumber – kakitangan, mesin, komputer dll
·         Peningkatan Berterusan dengan sokongan pengurusan tertinggi
·         Undang-Undang, Peraturan, Piawaian dipatuhi
·         Kepuasan Pelanggan
·         Kuasa, Peranan dan Tanggungjawab Kakitangan

2) Penyesuaian Kakitangan/Pekerja (Orientasi)
·         Orientasi/Pengenalan/Penyesuaian Kakitangan/Pekerja
·         Pembangunan :
o  Kerjaya, Pengurusan, Peribadi, Penyeliaan
·         Latihan/Induksi/Kursus/Pendidikan

Kaitan secara generik kepada elemen 6

3) Dasar dan Strategi

i) Dasar
·         Memastikan hubungan perniagaan yang baik antara pelanggan dan organisasi, memastikan kejayaan jangkapanjang, memahami keperluan organisasi dan pelanggan
·         Komited untuk mencapai sasaran kualiti, kos dan perancangan/penjadualan,
·         Melakukan satu bentuk penyelidikan yang bersistem serta berbentuk pencegahan dengan penggunaan penilaian risiko dan lain-lain kaedah,
·         Menjana peningkatan berterusan dan inovasi berdasarkan proses perniagaan yang cekap, ukuran yang jelas, amalan terbaik dan tinjuan pelanggan
·         Membangunkan kemahiran, kreativiti, penguasaan dan akauntabiliti ke atas kakitangan/pekerja menerusi program yang melibatkan pihak pengurusan

ii) Strategi

·         Ukuran pencapaian dasar menerusi kaedah Scorecard, KRA atau Objektif Jabatan/Bahagian
·         Sumber untuk pencapaian sasaran
·         Input adalah dari pengajaran (lessons learned) dari aktiviti lalu seperti hasil analisa SWOT, Aduan/Pengendalian Pelanggan, Laporan Audit, Pemeriksaan, Analisa/Data, Penilaian Risiko, Post-Mortem dsb.

Kaitan secara generik dengan elemen 9


4) Usahasama dan Sumber

·         Usahasama dengan stakeholders – pelanggan, masyarakat, pembekal, pihak berkuasa dll.
·         Strategi yang dirancang untuk mengekal atau meningkatkan tahap hubungan termasuk program Tanggungjawab Sosial Korporat (CSR) dll.
·         Manual, Pelan, Prosedur, Arahan, Senarai Periksa, Rekod, kakitangan, mesin, komputer dll

Kaitan secara generik dengan elemen 8

5) Proses

·         Melakar Core Business Process (CBP) organisasi secara keseluruhan, tanggungjawab ke atas proses dan dokumen yang berkaitan dengan proses
·         Memastikan TQM adalah sebahagian daripada CBP
·         Manual, Pelan, Prosedur, Arahan, Senarai Periksa, Rekod, kakitangan, mesin, komputer dll
·         Audit/Pemeriksaan/Penilaian Risiko

6) Kepuasan Pekerja/Kakitangan

·         Penguasaan/Rasa Pemilikan Kakitangan/Pekerja
·         Bekerja secara berpasukan
·         Imbuhan Pekerja
·         Kepimpinan yang dihormati/ditaati
·         Latihan dan Pembangunan
·         Penilaian Prestasi
·         Tinjuan Kepuasan Pekerja
·         Tunjukajar dan Kaunseling
·         Sumber yang mencukupi

7) Kepuasan Pelanggan

·         Tindakan Pembetulan terhadap ketidakpatuhan terhadap kehendak/spesifikasi pelanggan
·         Klasifikasi Pelanggan samada kategori lama dan baru, pesanan berulang
·         Pengendalian aduan pelanggan
·         Tinjauan Kepuasan Pelanggan
·         Peningkatan Berterusan

8) Penerimaan Masyarakat dan Pengguna

·         Aspek Keselamatan/Kesihatan Pekerjaan dan Pengurusan Alam Sekitar
·         Bagaimana impak OSH dan EMS ke atas masyarakat
·         Tanggungjawab Sosial Korporat dan lain-lain program bersama masyarakat


9) Hasil Prestasi Kunci

i) Kewangan
·         Hasil (Revenue), Perbelanjaan, Pendapatan Bersih, Aliran Tunai, Nilai Aset

ii) Pelanggan
·         Kepuasan Pelanggan, Perulangan Pesanan dan Program Mengekalkan Pelanggan, Syer Pasaran, Kekuatan Jenama

iii) Proses Dalaman
·         Inventori, Pesanan, Peruntukan Sumber, Pengurusan/Kitaran Masa, Kualiti

iv) Perkembangan Pembelajaran (Learning Growth)
·         Kepuasan Kakitangan, Turnover terkawal, Kemahiran Kakitangan, Pendidikan Kakitangan