the way forward 2013
TRANSCRIPT
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The Way forward 2013Perak Region
Presented by
Zolpakar Hj Mahat
Head of Perak Region
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FMSStrategic Framework
Our Commitment Strategic Plan
Faber Transformation
Program (FTP)
ExpectedOutcomes
FMS
Vision & Mission
Strategic Journey
Strategic Themes
Strategic Thrusts
Strategic Objectives
Vision:
To be the No. 1 partner in Integrated Facilities Management
Mission:
To continuously raise standards in Integrated Facilities Management
Providing effective & innovative asset &
facility management
Helping our clients deliver their policy
outcomes and services
Building harmonious relationship with the
community
Standardizing our process and systems to
deliver consistent outcomes
Strengthening our engineering competencies
Developing our human capital & new
competencies
Upholding integrity in delivering our services
The ability to operate at optimal efficiency and productivity
from the revenue attained and generating reasonable
profits
A performance oriented organization focusing on achieving
customer desired outcomes
Responsible and accountable to meet the requirement of
our service agreement
Approach/
Action Plan
Projects
Timelines
Project Owners
Introduction
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General Observations 2012
Difficulties on
Planning and
Organizing
Lacking of establishingpriorities
Lacking of utilizingavailable resources at
optimum usage
Improper planning oftask
Improper planning ofresponsibility
Difficulties on
Communication
Lacking on conveyingmessage / instruction to
subordinate
Poor response /feedback on task orassignments when
required
Difficulties on
Data Monitoring
Lacking ofunderstanding systemand process ( e-clip &
CMIS )
Lacking of Analysis
Lacking on Identifyingproblems, recognize
trends, evaluateperformance of units,
review implementation ofprograms
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General Observations 2012
Difficulties on
implementation
ManagementControl System
QualityAssuranceProgram
QualityManagement
system
Difficulties in
Enlightening
Information andfact in themeeting
Difficulties in
understanding
ConcessionAgreement
SupplementaryAgreement
SOP, DF and etc.
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FEMS PERFORMANCE REVIEWGeneral Observations
Lack of budget monitoring and controlling
Lack of data monitoring
Lack of proper tracking on VO/BER
Systems and processes not fully implemented
No planned Public Relations (PR) program to improve image and perception
Mobile Team not well supported/structured
Ineffective communication (inter and intra company)
Lack of vendor supervision and monitoring
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BEMS PERFORMANCE REVIEWGeneral Observations
Low stock level at region / HQ and Delay in gettingspare on time led to the high MTTR and Deduction
No structured program for the development ofsecond level specialist
Lack of regular Sub Contractor monitoring
Data inaccuracy in the system
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LLS PERFORMANCE REVIEWGeneral Observations
Lack of QC implementation
Lack of data monitoring
Lack of proper tracking on linen
Systems and processes not fully implemented
No planned Public Relations (PR) program to improve image and perception
Understanding of CA and SOP
Ineffective communication (inter and intra company)
Lack of vendor supervision and monitoring
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CLS PERFORMANCE REVIEWGeneral Observations
Manpower
Inadequate Manpower to carry out cleansing task as per agreed schedule.
Overtime increasing but productivity not improving.
Lack of Manpower & Consumables Supplier Monitoring.
Machinery & Equipment Indentify Equipment adequacy level vs agreed cleansing schedules.
Lack of Maintenance Program for Cleansing Equipment.
MaterialCPI & Non CPI
Lack of Monitoring of consumables issuance, re-order and budget control
Lack of monitoring of Tools and nCPI purchasing.,
Method - Operation
Inadequate training to Supervisors and new staff
Lack of understanding of Deduction Mapping and Repot & Record Monitoring ( e-Clip & CMIS Data).
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CWMS PERFORMANCE REVIEWGeneral Observations
Lack of consumption monitoring, usage trend and consumable re-order (HSIP vs Par Level)
Consumable issue monitoring & Control (HSIP vs actual).
Collection and Transportation schedule monitoring.
Improve on PPE usage.
Ineffective communication and understanding of CA requirement (staff, user and John)
To improve understanding of Deduction Parameter Derivation
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Our Operations Objective
To reduce cost
To increase revenue
To improve image and perception(CFS/CSA/CSS ratings)
To capitalize all resources (money,human, tools and vendors)
To enhance staffs knowledge andcompetency
To improve data integrity
To put into effect all systems andprocesses as well as specific programs
To improve communications efficiency atall levels
To establish better monitoring and
controlling of vendors/contractors To replicate FIP project through out theregion.
OurAims
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Our Strategic Transformation Plan
Silo Mentality
Bureaucratic decision making
Poor sense of urgency
Diminished accountability
Wait & See & Tak ApaAttitude
Breaking the Traditions& Unlock Old Culture
Trap
Create value in everything that
we do Performance Driven Culture
Single point accountability
Efficiency & Productivity
Attention to details (thorough)
Pro-active
Integrity
New Culture & Values Life long learning process
Progress through sharing andcollaboration
Customer culture
Superior ValueProposition
Principle driven organization
Adaptive Leadership Seeing is believing
Future focus
Living the FMS Brand
MOMENTUM
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Productivity and Resources
Financial
Increase revenue
Minimize cost
Optimize profit
Optimize in-house activities Minimize outsourcing
Improve management of sub-contractors
Improve central/regional purchaseactivities
Enhance technology usage
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Expansion and Growth
Financial
Take-over of hospital projects(variations)
Strategic plan for securingReimbursable Works
To be more efficient and effective inVO claim
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Human Capital
ORGANIZATIONALLEARNING AND
GROWTH
Optimize manpower requirement andutilization
Minimize recruitment of new staff
Enhance personal development andtechnical Competency
Development of multi-skilled work force
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System and Processes
Internal
Business
Process
Management Control System (MCS)
Data Integrity program
Handyman Team Program
Information and technology Program
Linen exchange
Customer Care Centre
Improve asset management
Improve process and activity flow ( EstablishEffective Communication )
Stock Holding Monitoring Program
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Image and Perception
CustomerRelationship
Management
Improve CSS,CSA and CSF Rating
Customer Relations Program
Community Relations Program
Corporate events
Integration 5 Services
Plant Room and Workshop ImprovementProgram
5S Implementation FMT and Stores.
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Key Results Area
- Standardization ofprocesses and skills toprovide consistent andreliable services
- Performance arecontinually measured andgaps are efficientlymanaged
- A system is in place todevelop workforce tomatch the right peoplewith the right job and tomeasure performance forcontinuous improvement
- CSI of 94%
- Preferred in operatingsegment
- Achieve desire Results(Revenue, ROI, Growth &GOP)
Financial Customer
InternalProcess
Organization
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KRA Weightage
Financial
40%
Internal
Process
35%
Customer
15%
Organization
10%
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Tasbih Kaffarah
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Surah Al- Asr
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Thank You