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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"


 

Showing posts with label TQM. Show all posts
Showing posts with label TQM. Show all posts

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


Friday, March 17, 2017

TYPICAL PITFALLS IN CORPORATE GOVERNANCE - Nik Zafri

Lesson No. 1 : The CEO must be well-informed of any risks (both technical and financial) when deciding to invest in "new innovation"

Innovative ideas may sound "juicy" but potentially may also become a great threat to sound governance practices. Few gigantic motor corporations thought innovation was a good investment hence a lot of money went to Research and Development (R and D) to produce "innovations" to only knew later that they have breached the law.

a) The VW emissiongate/dieselgate

Quoting Ian McVeigh, Head of Governance at Jupiter Asset Management wrote in the Telegraph UK in 2015 : 

"The revelation that the car giant (VW) has been using so-called “defeat device” software to get its diesel cars to pass strict emission tests has been an unmitigated disaster. Since the scandal broke, the value of the company has fallen by around €30bn (£22bn)"


Source : https://commons.wikimedia.org/wiki/File%3AVW_stock_price_after_emissions_violations.png (Analysis by Dennis Bratland)

He wrote further about the significance of the CEO being well informed of investment analysis without the investors finding out about it first. Ian also mentioned about the corporate structure of German companies - having split boards - a supervisory and a management board making it potentially unclear of the "who is responsible or authorized for what?". UK however adopted the principle of putting the final responsibility with only one board.

The Volkswagen dieselgate or emission gate case started on 18 September 2015, when the US EPA issued a notice of violation of the Clean Air Act to German automaker Volkswagen Group for intentionally programmed turbocharged direct injection (TDI) diesel engines to activate certain emissions controls only during lab emission test. The programming caused the vehicles' NOx output to meet US standards during regulatory testing but emit up to 40 times more NOx in real-world driving. 

The CEO sportingly have since apologized to the customers, users and the general public. Later, he resigned.

Although Volkswagen is embarking on new policies and slowly regaining the trust of stakeholders and the car buyers, but the price they have paid is high.

Lesson No. 2 : Hiring "external party" to advise the Board can also lead to disaster.

I once heard somewhere that billionaire Warren Buffet; at some point; do not fully trust "external party's" judgement. He would rather make his own final decision.

Be careful when appointing external "subject matter experts" especially authorizing them to speak in a Board Meeting. If it is not necessary to hire, then DON'T! 

Many important decision cannot be made unanimously because the "so-called guru" says "NO". Ironically, the CEO agrees and subscribes to the "gurus" advice rather than seeking majority opinions from the experienced board members. (I've seen this happened before - it was a disaster!)

Hiring consultant assisting in corporate governance implementation is fine but these practices should be restricted to mid and support levels where CEO leads the initiative - not vice-versa. Board Members meeting must always be treated as CONFIDENTIAL.

Remember : Not everyone in the boardroom are smart guys!

Lesson No. 3 : There are always good rationales of why laws are implemented and enforced. 

Those who try to avoid the law are deemed to have "cheated" the government/ lawmakers and other stakeholders. Or put simply, betraying everyone's trust. 

One of the top cases that I've bumped into is misappropriation of funds (breach of trust) due to shareholders "manipulating" their unclear roles, responsibilities and authorities to serve their own ends. Other cases include : board ineffectiveness, unethical audit and risk practices, "unfair" pay, bad relations with external parties such as accountants and company secretaries. (aah yes, accountants and company secretaries can tell stories too - they know your secrets!)

We've witnessed how prolonged "conflict" between corporate entities and the lawmakers ending up in series of investigations and prosecutions. Long battles in the court of law not only endanger the company's reputation (even if you win the case) but the sad consequences that follow it - from people loosing jobs to reduction of market values.

Lesson No. 4 : Risk is always PROACTIVE

Never wait until problem arises. Learn the lessons from others who have failed. Take proactive measures by adopting Risk Management. (and don't just simply say....DO IT!) Proactive Risk Identification will provide you with a guide on Plan of Action (mitigation), brainstorming and develop a strategic plan. 

All these activities must happen prior to operation/project implementaton, assessed during the operation (comparing with the Risk Register for proactive risk identification stage) and mitigate during post-operation stage.

Adopt good practices of Risk Management but do not try to be too bold by taking unwanted risks!

Lesson No. 5 : Do What You Say and Say What You Do.

When you have given solemn promises or have put them in your customer charter or have addressed them in Manuals and Procedures - deliver them. Don't just file everything up and ignore them, or displaying what needed to be displayed and "that's it...end of story" - hoping that your PR will do the rest for you.

Sometimes, as a shareholder, you need to realize what you think is "impossible" can happen and do happen - whereby other shareholders (your own friends) can turn against you due to one or two angry customers who feel that you are not delivering what you have promised.

There are so many reasons of why ISO 9000 or Total Quality Management is introduced on the first place. Surely they are not to burden you but to help you.

Lesson No. 6 : Non-Conformance and Risks are opportunity for improvement

Don't scare auditors with cold bullying remarks such as :
  • "I'm your paymaster",
  • "Make it looks like there is more "loss" than "profit",
  • "I know your boss",
  • "Don't try to be too smart - remember Enron?" 

Remember, auditors are human beings too. If they feel threatened, despite the Non-Disclosure Agreement, they still can adopt the "Need to Know Basis" vs your "Transparency" - they can even get court-orders. Believe me, the end-results won't be good.

Treat auditors as friends who are trying to help you not destroy you. Treat any non-conformances as opportunities for improvement and not some "fault-finding activities". In the end, you'll be in every auditors "good book"

Don't make your company becoming one of the case study being discussed in front of other auditors in their association.

Lesson No. 7 : Be careful when setting limits on shareholder voting power.

One study (by Ken L. Bechmanna, Department of Finance, Copenhagen Business School and Johannes Raaballeb Department of Economics and Business, Aarhus University) shows that the bad corporate governance in the banks is visible in the shape of severe restrictions on shareholder rights, including voting and ownership ceilings, etc. These severe restrictions are quite unique, especially from an Anglo-Saxon perspective. In the U.S., ownership ceilings are not allowed and in a sample of 4,399 U.S. firms, only 24 had voting ceilings (see Commission of the European Communities, 2007). 

Similarly, voting and ownership ceilings are not among the 24 corporate governance provisions carefully examined by Bebchuk, Cohen and Ferrell (2009), who show that restrictions on shareholder rights lead to significant reductions in firm value.

Out of the six entrenchment provisions found to be value destroying, four of them set limits on shareholder voting power and the ability of a majority of shareholders to impose their will on the management.

And FINALLY!!

When you are having problems, try avoiding easy paths such as buyover, mergers, bailouts etc or worse - let yourself willingly to become "victim" to "hostile takeover" or ending up in government intervention. 

Even if you feel like selling your shares or the company itself, don't give up yet - try your best to first to solve your problems - who knows, you might succeed against all odds. 

Be transparent to your employees - let them know what is happening, many companies have gone down to earth and surprisingly, their employees have very good ideas on how to save the company. If the idea works, give these employees the rewards that they deserve!

Wednesday, February 03, 2016

PERJANJIAN PERKONGSIAN TRANS PASIFIK (TPPA) - OLEH NIK ZAFRI

Artikel ini akan dikemaskini hampir setiap hari



1) Penyelesaian Masalah, Laporan Perkembangan dan Peranan


Apabila TPPA dikuatkuasakan kelak, Malaysia perlu menilai dan memulakan pelaksanaannya dengan memastikan penyelesaian mengenai apa jua masalah yang timbul dalam konteks perniagaan, sektor kerajaan yang terbabit dan yang paling penting orang awam (rakyat)


Setiap sektor kerajaan samada di peringkat Kementerian, Jabatan dan Agensi yang akan memainkan peranan langsung harus dijelaskan tugas dan tanggungjawab masing-masing yang perlu dipenuhi, cara-cara dan proses membuat sesuatu keputusan dan peraturan operasi yang tertera dalam Perjanjian berkenaan. Semuanya ini memerlukan urustadbir yang baik terutamanya aspek ketelusan.


TPPA juga memerlukan laporan perancangan dan perkembangan mengenai pelaksanaan langkah-langkah yang telah dirunding dan dipersetujui sepanjang tempoh transisi. Tempoh ini juga harus menyokong objektif pembangunan TPPA dengan memastikan Malaysia benar-benar mampu membina upaya ke atas elemen-elemen penting sebelum dilaksanakan.


Dengan adanya laporan pelaksanaan TPPA, Malaysia harus memantau perkembangannya, menyelesaikan masalah dan memastikan kapasiti bina upayanya berhasil.

2) Impot, Ekspot, Persaingan, Peluang Kerja, Pengiktirafan dan Tariff


TPPA perlu mampu menjadi platform kepada tenaga kerja dan perniagaan di Malaysia supaya kita mampu mengekspot barangan tempatan ke negara-negara anggotanya. Imbangan perlu dilakukan supaya ianya tidak menjadi impot sehala kepada kita semata-mata.

Di sini pentingnya kualiti produk dan perkhidmatan kita mestilah benar-benar diterima dan diiktiraf antarabangsa serta tidak menjadi mangsa 'sekatan dagangan' atau 'pemboikotan' dengan alasan yang tidak munasabah.
(ini kerana terdapat khabar angin mengenai terdapat penduduk negara anggota seperti tidak mengendahkan FTA - maka TPPA perlu menampakkan imej yang jauh lebih baik dari FTA)
Ini kerana Malaysia telah lama mengamalkan Pengurusan Kualiti Menyeluruh (TQM) malah ISO 9001 (2000, 2008 dan terkini 2015) - (sekadar menyebut beberapa contoh) juga melibatkan Amerika Syarikat di dalam Jawatankuasa Teknikal ISO (ISOTC) nya dengan adanya amalan Pengurusan Risiko (termasuk pengurusan risiko bencana banjir - yang juga merupakan elemen penting dalam 'bina upaya')
Produk Halal tempatan juga mestilah diiktiraf kerana ianya juga didasarkan kepada amalan pengeluaran yang baik (GMP) dan HACCP yang juga sistem asalnya diterajui oleh Amerika Syarikat sebagaimana mereka mengiktiraf produk Kosher.
Tingkatkan lebih banyak peluang kerja bukan sahaja di sektor pengilangan tetapi juga usaha gigih perlu dilakukan untuk prospek mereka yang bekerja dari rumah supaya golongan pencen, tidak berupaya, surirumah dsb. benar-benar mendapat manfaat dari perkhidmatan di rumah termasuk akses internet yang lebih baik dari sekarang.
Pengecualian tariff atau cukai (contohnya seumpama ‘taraf perintis’) atau pada kadar yang munasabah di negara-negara asing juga perlu lebih telus bagi memastikan pengeluar, pembekal perkhidmatan, petani, penternak malah perniagaan berskala kecil tempatan dapat bersaing dengan sihat serta terdapat satu bentuk kuota disiapkan untuk mereka dan terdapat data yang jelas mengenai golongan sasaran di luar negara.
Tanpa adanya data yang jelas, maka akan timbul kesukaran mengenai "apa yang perlu dilakukan" (What to do), "Di mana perlu dilakukan" (Where to do), "Bila perlu dilakukan" (When to do), "Bagaimana hendak dilakukan" (How to do), "Kepada siapa" (to who)
Apa yang penting, perniagaan berskala kecil termasuk 'cottage industry' perlu diberikan ruang untuk berkembang kepada tahan Industri Kecil dan Sederhana dan tidak mustahil ianya menjadi industri yang besar dan berkembang pesat.

Bersambung...

Wednesday, June 04, 2014

KUMPULAN INOVATIF DAN KREATIF (KIK) - OLEH NIK ZAFRI

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

---------------------------------------------------------

 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

Wednesday, November 27, 2013

What Is Wrong With The System? - NIK ZAFRI


Today, some might say that all these management buzzwords such as ISO, TQM, Knowledge Management, Key Performance Indicators, Leadership etc. are waste of time, money and  most commonly...they are burdening. 

"Let us work...we're not thinkers, we don't have time for all these extra documentation"  commonly used phrases not only from the downliners but surprisingly the top management as well.

Ok, let's revisit some of the systems - not too technical but some 'loose ends to tie up'.

a) Is the system required by the organization? If so... why? If it's not required, why do it?
b) If the system is required, then how to go about it? Where to start?
c) Is the system tailored-made to the organization scope of services or product?
d) Do the system require 3rd party help? If so...do we need to spend a lot of money?
e) Will the system generate profit? How much?
f)  What do I get implementing the system?

These are the questionnaires that go unanswered. Even though there are some responses but the answers are inconsistent from one person or one company to another.

Before I go on answering these questions..let me emphasize that :

"There is NOTHING wrong with the system"
"It is always about the people running the system"

So, here comes the answers but don't count on them. They are based on my own true experience. Looking into what I have below, you will find a paradox in each of them.

a) Study the work-culture of the company first. (mind you...not the professional part but the human factor)

You may have a very good Human Resources Department in the front line, conduct psychometric tests in interviews, hiring the best candidates for the job, thorough JD and KPIs, organizing trainings and workshops and so on. 

But you will be perplexed of so many candidates being interviewed have some similarities : they always promise you 'miracles' but after being hired, they appear not to be so motivated anymore except at month end and awaiting final performance evaluation.

Yes, you can have motivation and team buildings sessions, bring them on a company trip or organizing a family day with good meals, you still can't make it, not long after the meaningful event, they go back to their old ways!

Thus, what sort of system that you need to bring in? Strange it might seems...the system must go according to the work culture and environment of the company. Bring change but not changing the work culture - the changes in the existing work culture is the prerogative of the MD or President only. 

Surprising, the top management will feel offended when people start questioning or changing the work culture. So...do not touch the work culture - even how negative it may seem to you, bring in any system, it will eventually work!

b) The system will be required when THE COMPANY START TO LOOSE MONEY! or there is a law governing the need of the system.

So bring in or suggest a cheap and affordable system first but ensure that you give a comprehensive information. 

No hiding! 

No "who move my cheese" policy! 

No "pay me first and I'll do the job"

Give the company or the top management what they need and not what you need...(money). 

Believe me, they will share the cake with you. (those who overlook to give you bonus or raise or payment - should the company is successful due to your contribution...will always LOOSE in the end - trust me..I know - it's like karma)

c) Tailor made? Yes, it must be customized according to the type of services or scope of work of the company. Do not introduce something totally irrelevant even how good you are.

d) On the issue of requiring 3rd party help...the answer is YES and NO. 

"Yes" - if you are not familiar with the system or you do not have the confidence doing the system. And later after the system is established and running, there is NO need for a consultant's help unless for maintenance only.

"No" - if you are bold enough "to go where no man has gone before" then conduct your own research - there are plenty of information and data online. Join public training, conventions, buy books or materials, join forums online etc. Ask a second opinion only when required - remember, choose the right people that you wish to enquire, otherwise you'll end up with suggestions like "let me be your advisor and consultant" and you will be back at square one.

e) The system will generate profit provided that the organization is TRANSPARENT, not greedy for money and started to control money stingily. Do not alter the figures to avoid detection of PROFIT by the financial auditors prior to year-end audit. What is there...present them...adopt a high integrity and sincerity. 

Give away bonus or perks to those who have worked hard and dilligent. There may not be a need for the employers to see 'documented evidence'. 

Just look at your subordinates below...you'll be surprised - how many staff are willing doing good job without wanting recognition (now this is what we call "JOB SATISFACTION")- just reward them...give them your full attention! These are your loyal supporters!!

f) The question of what do you get out of the implementation is subject to the following :

a) The willingness to change your mindset on :

i) If you have a Safety or Quality Policy, it is NOT a safety/quality policy, it is YOUR COMPANY's Policy - so goes to the Safety or Quality System or KRA or KPI etc. It is the COMPANY's system. It is about the way your company work and not "I'm doing this because I want the ISO cert" 

Believe me..after you get some international recognition, you and your staff will abandon the system eventually. And this abandonment will also happen when : 

ii) you think that the system is burdening you, then you will be 'murdering' the system or hoping for some miracle that the system will become an android one day and work by itself. 

iii) you have some funny ideas that "this is not part of my Job Description", "I'm not paid to this system", "I want a raise"..then you and your staff will shy away and not feel part of the system. (No OWNERSHIP feeling)

And please.... Stop the madness about qualifications and affiliationships, MBAs, PhDs, Chartered Member of some Space Garrison etc. 

-  Hire the person who can do the job,
-  Do not discriminate the 'less qualified' person by giving a low paid salary, (pay according to his performance)
-  Hire a sincere person,
-  Reward the person regardless to his/her position - office assistant, despatch rider or even a general labour if proven the person is responsible enough to promote your company and bring good projects  and prospects to you.

Think of the system as a PROFITABLE investment to you. So, be happy and proud of the system and when implementing it or reviewing them...

CHANGE THE WAY YOU LOOK AT NEGATIVENESS! 
TURN NEGATIVENESS INTO POWERFUL POSITIVE ONES!

Feel the system and you'll be fine.