View
93
Download
7
Category
Tags:
Preview:
Citation preview
Oktober 2012
Kaedah Penyediaan Slaid yang Baik
Annafi Zulkifli
Ketua Bahagian Pengurusan Transformasi, S.P.A.D.
Strictly Confidential and for Internal Use Only 2
Outcome yang diharapkan
• Peningkatan pengetahuan peserta
tentang kaedah penyediaan slaid
yang baik & berkesan
• Pemahaman tentang aplikasi kaedah
penyediaan slaid yang disampaikan
• Menyampaikan kaedah penyediaan slaid
yang baik untuk penyampaian yang lebih
berkesan
• Berkongsi contoh slaid yang pernah
dibentangkan kepada Economic Council
• Menjalankan latihan amali bagi memberi
peluang kepada para peserta
mengaplikasikan kaedah tersebut
Objektif
Taklimat kita pada hari ini
3
Agenda
oleh
9.10 am Taklimat penceramah jemputan (20 min)
• Kaedah penyediaan slaid
• Contoh slaid
9.30 am Latihan amali (60 min)
10.30 am Minum pagi (30 min)
11.00 am Pembentangan hasil kerja oleh peserta (2 jam)
1.00 pm Bersurai
Time Agenda
Strictly Confidential and for Internal Use Only 4
Slaid berikut seringkali digunakan oleh penyampai…
Apa pendapat anda?
Strictly Confidential and for Internal Use Only 5
Kajian telah menunjukkan bahawa penampilan visual slaid memberi impak
yang paling tinggi dalam mencapai objektif sesuatu pembentangan
Visual
(How it Looks)
55%
Verbal
(What is Said)
7%
Vocal
(How it’s Said)
38%
Source: Albert Mehrabian, Silent Messages
Memberi fokus
kepada outcome
pembentangan
Menyampaikan
Idea secara
logikal
Strictly Confidential and for Internal Use Only 6
2 sebab utama mengapa penyediaan slaid yang berstruktur adalah amat
penting
1 2
Strictly Confidential and for Internal Use Only 7
Kaedah yang kami guna & akan dikongsi pada hari ini merupakan
‘customised version’ daripada ‘The Minto Pyramid Principle’
• Prinsip
penyediaan
slaid yang
menekankan
susun atur
pemikiran
‘The Minto Pyramid Principle’
Siapakah Barbara Minto?
Sumber: The Minto Pryramid Principle, www.barbaraminto.com
Firma perundingan
terkemuka..
• Berkelulusan Masters in
Business Administration
(MBA), Harvard Business
School
1
• Cadangan
• Pembentangan
formal
• Laporan
2
Aplikasi 3 Bagi penyediaan…
• 30 tahun pengalaman mengendalikan
kursus di firma perundingan dan
organisasi terkemuka
Strictly Confidential and for Internal Use Only 8
Kaedah penyediaan slaid kami ialah 4uS1R; 4 unique Steps & 1 Rule
Bina
jalan
cerita
Bina isi
kandungan
Semak
semula
Kenalpasti
objektif &
outcome
MECE
(Mutually exclusive, completely exhaustive)
4 unique Steps
Rule 1
9
Langkah 1: Kenalpasti objektif & outcome
• Supaya tahu apa yang ingin
disampaikan
• Memudahkan pembinaan jalan
cerita
• Sebagai panduan untuk
membina isi kandungan slaid
yang tepat
Definisi Kenapa perlu kenalpasti?
• Sesuatu perkara
yang ingin dicapai
dengan melakukan
sesuatu tindakan
• Kesan atau akibat
sesuatu tindakan
Objektif
Outcome
Strictly Confidential and for Internal Use Only 10
Our meeting today
• Provide insights on the
biggest issue of current taxi
industry
• Propose 1Malaysia Taxi
concept to deliver significant
improvement in taxi industry
Objectives
Expected Outcome
• Feedback & guidance on
1Malaysia Taxi concept
Langkah 1: Kenalpasti objektif & outcome
Strictly Confidential and for Internal Use Only 11
Langkah 2: Bina jalan cerita
Apakah ‘storyline’?
Sebuah medium dalam bentuk skrip bagi
membantu dalam penyampaian mesej
Kenapa perlu ‘storyline’?
• Bagi memastikan penyampaian slaid
menepati objektif
• Penyampaian lebih mudah difahami
• Majority of cabbies suffer from the rent-seeking nature of the “Pajak” business
model (permit rental)
• The “Pajak” system affects the Rakyat and tourists
as the cabbies pass on their costs to try to make ends meet
• Meanwhile, there remains no attention to performance management by
operators & regulator’s enforcement capacity is limited
• To further amplify the initiative’s positive impact, let’s take this opportunity to
also address other driver plights & passenger grouses
• 1Malaysia taxi concept comprises of 6 steps, aimed to deliver significant taxi
service improvement in our country
• Step 1: License - Owner-driver license is a step towards better taxi service
• Step 2: Vehicles - Suitable financing model gives drivers affordable access to cars
• Step 3: Regulation - Drivers behaviour will be strictly governed by SPAD
• Step 4: Performance management - Leads to optimal taxi service to public
• Step 5: Technology enablement – CTSS for operational effectiveness & efficiency
• Step 6: Cost optimisation - Economies of scale optimises some of the cost items
• Win-win: Cabbies can earn up to 2x income whilst TaxiCo breaks even
Strictly Confidential and for Internal Use Only 12
Contoh jalan cerita bagi slaid 1Malaysia Taxi Concept
• Provide insights on the
biggest issue of current
taxi industry
• To propose 1Malaysia
Taxi concept
Langkah 2: Bina jalan cerita
Strictly Confidential and for Internal Use Only 13
Langkah 3: Bina isi kandungan
2 komponen penting bagi isi kandungan:
• Mesej utama
• Bukti yang menyokong mesej utama
Strictly Confidential and for Internal Use Only 14
The “Pajak” system affects the Rakyat and tourists
as the cabbies pass on their costs to try to make ends meet
Widespread news on errant taxi drivers
• A taxi driver was fined RM1000 today
after pleading guilty to over-charging a
British couple nearly RM460 in taxi fare. (source: News Straits Times (26 Apr 2012) - Cabbie fined for over-
charging)
• … foreign tourists who have to fork out
RM200 for a trip from KL Sentral to KLCC. (source: News Straits Times (23 May 2012) - TAXI DRIVERS: Time to act
against these rogues)
• During the 2 hours operations,... one taxi
driver was caught charging a tourist RM25
per hour for sightseeing in the city for
three days which came up to a total of
RM2,500. (source: the Star (18 Jan 2012) - SPAD nabs 21 KL cabbies for various
offences)
Langkah 3: Bina isi kandungan
15
We have identified four sub-NKRAs to anchor the efforts to deliver
significant improvements in urban public transport
Description
▪ Door-to-door journey times,
including in-vehicle and out-of-
vehicle travel times during AM peak
periods
Reliability and
journey times
1
▪ Journey experience on public
transport including out-of-vehicle
travel experience Comfort and
convenience
2
▪ Ability of rakyat to have sufficient
accessibility to make public
transport services an attractive
alternative to cars
Accessibility and
connectivity
3
Sub-NKRAs
▪ Provision of sufficient PT capacity
to serve both existing and new
passengers Availability
and capacity
4
▪ Prime Minister has set a national
priority of delivering a 25%
modal share1 for public transport
in the Klang Valley by 2012
during AM peak periods
▪ Initial focus of efforts will be on
the Klang Valley,
subsequently expanding to
Penang and Johor Bahru
We have defined four sub-NKRAs to focus our efforts
1 Modal share defined as percentage of passenger trips via mass public transport modes
Langkah 3: Bina isi kandungan
Langkah 3: Bina isi kandungan
Strictly Confidential and for Internal Use Only 17
Langkah 4: Semak semula
• Adakah objektif disampaikan dengan jelas ?
• Adakah outcome akan tercapai setelah
slaid ini dibentangkan?
• Adakah setiap idea teratur?
• Adakah isi slaid mudah difahami?
Antara soalan-soalan penting ketika ‘review’:
“Editing someone else’s work is one of the best ways to learn how to edit your own.”
Strictly Confidential and for Internal Use Only 18
Peraturan 1: MECE
Mutually Exclusive, Completely Exhaustive
Subject
1 2 3 4
a b c d
e f g h
i j k l
‘Mutually Exclusive’
• Tiada pertindihan idea
• Idea pada setiap peringkat
mestilah merumuskan idea
yang selepasnya & tidak
berulang
‘Completely Exhaustive’
• Tidak ada satu idea pun
yang tertinggal
• Idea dalam setiap kumpulan
mestilah menyokong mesej
utama secara total
Strictly Confidential and for Internal Use Only 19
Kaedah 4uS1R; 4 unique Steps & 1 Rule
Bina
jalan
cerita
Bina isi
kandungan
Semak
semula
Kenalpasti
objektif &
outcome
MECE
(Mutually exclusive, completely exhaustive)
4 unique Steps
Rule 1
20
Agenda
oleh
9.10 am Taklimat penceramah jemputan (20 min)
• Kaedah penyediaan slaid
• Contoh slaid yang telah dibentangkan di Majlis
Ekonomi (EC)
9.30 am Latihan amali (60 min)
10.30 am Minum pagi (30 min)
11.00 am Pembentangan hasil kerja oleh peserta (2 jam)
1.00 pm Bersurai
Time Agenda
June 2012
Presentation to the EC
Proposed 1Malaysia Taxi concept
Strictly Confidential and for Internal Use Only 22
Our meeting today
• Provide insights on the
biggest issue of current taxi
industry
• Propose 1Malaysia Taxi
concept to deliver significant
improvement in taxi industry
Objectives
Expected Outcome
• Feedback & guidance on
1Malaysia Taxi concept
Strictly Confidential and for Internal Use Only 23
Majority of cabbies suffer from the rent-seeking nature of the “Pajak”
business model (permit rental)
Hefty rent under the “Pajak” business model 66% cabbies under “Pajak” business model
Revenue Cost
Income
Operator’s margin
Variable cost
• Maintenance (RM355)
• Fuel (RM630)
• Radio Service (RM60)
Fixed cost
• Vehicle (RM686)
• Road tax (RM6)
• Insurance (RM150)
Cabbies’ monthly cashflow (Proton Saga hire purchase)
RM 358
RM 842
RM 1,045
RM 1,672
Assumptions
• Daily rental @RM40 (Saga)
• Scheduled maintenance cost inclusive of normal service, tyre change, etc.
• 350 km / day average travel
• First 2 km at RM3.00, subsequent 115m at RM 0.10 fare
• 40% paid travel
• RM0.06/km NGV cost
• 30 working days
Greater KL budget taxi breakdown
RM 3,917
RM 2,245
Rental (RM1200)
34%
66% (24,506)
(12,769)
Companies
Individuals
Strictly Confidential and for Internal Use Only 24
The “Pajak” system affects the Rakyat and tourists
as the cabbies pass on their costs to try to make ends meet
Widespread news on errant taxi drivers
• A taxi driver was fined RM1000 today
after pleading guilty to over-charging a
British couple nearly RM460 in taxi fare. (source: News Straits Times (26 Apr 2012) - Cabbie fined for over-
charging)
• … foreign tourists who have to fork out
RM200 for a trip from KL Sentral to KLCC. (source: News Straits Times (23 May 2012) - TAXI DRIVERS: Time to act
against these rogues)
• During the 2 hours operations,... one taxi
driver was caught charging a tourist RM25
per hour for sightseeing in the city for
three days which came up to a total of
RM2,500. (source: the Star (18 Jan 2012) - SPAD nabs 21 KL cabbies for various
offences)
Strictly Confidential and for Internal Use Only 25
Meanwhile, there remains no attention to performance management by
operators & regulator’s enforcement capacity is limited
Operator
Regulator
No effort by operators to ensure quality of service in the industry
SPAD’s enforcement capacity has increased since its formation, however this
is still not sufficient to ensure service standards are maintained
2008 2009 2010 Q1
2011
Q2
2011
Q3
2011
Q4
2011 Q1 - Q2
2012
~50 65 107
187 200
>
215
1 officer
per 400 taxis
Enforcement
Officers
Strictly Confidential and for Internal Use Only 26
To further amplify the initiative’s positive impact, let’s take this
opportunity to also address other driver plights & passenger grouses
Key issues
• Rising operating cost
• Service unavailability
• Unreliable service
• Behaviorial issues (haggling,
overcharging, job refusal,
non- courteous)
• Reckless driving
• Territorial/ gangsterism
• Shabby & poorly
maintained taxi vehicle
Cabbies
Passengers
1Malaysia Taxi Concept
• Eliminates the ‘pajak’ profit
• Leverages on economies of scale to drive
down costs of:
• Vehicles
• Maintenance and repair
• Spare parts
• Tightens regulations and strengthens
enforcement to establish minimum
service standards
• Imposes self-regulatory performance
management standards on operators
• Leverages on technology:
• Ensures availability and coverage
• Optimal call booking and assignment
Strictly Confidential and for Internal Use Only 27
1Malaysia taxi concept comprises of 6 steps, aimed to deliver
significant taxi service improvement in our country
Step 1: License
Step 2: Vehicle
Step 3: Regulation
Step 4: Performance management
Step 5: Technology enablement
Step 6: Cost optimisation
• Owner-driver license - removes “Pajak” profit
• “Accessible” entry criteria
• No huge upfront cost
• Low monthly repayments
• License conditions
• Enforcement system
• Optimal service to public (e.g. routes, meters, minimal journey time)
• Call booking & dispatch services
• Geographic coverage tracking
• Customer feedback
• Economies of scale
Strictly Confidential and for Internal Use Only 28
Step 1: License
Owner-driver license is a step towards better taxi service
Successful examples of owner-driver model Owner-driver removes “Pajak” profit
+RM358
Revenue Cost
Variable cost
Fixed cost
Cabbies’ monthly cashflow (Proton Saga hire purchase)
RM 1,672
Assumptions
• Daily rental @RM40 (Saga)
• Scheduled maintenance cost inclusive of normal service, tyre change, etc.
• 350 km / day average travel
• First 2 km at RM3.00, subsequent 115m at RM 0.10 fare
• 40% paid travel
• RM0.06/km NGV cost
• 30 working days
RM 3,917
RM 1,887
RM 2,030
(New income)
1. London Black Cab
2. Hong Kong Red Taxi
• The world’s finest taxi
services
• Top spot for 3 years in a
row in Hotels.com Annual
Taxi Report.
• World travellers consider
Hong Kong taxis the third
best in the world.
Requires strict enforcement & monitoring
RM 842
RM 1,045
Strictly Confidential and for Internal Use Only 29
Step 2: Vehicles
Suitable financing model can give drivers a more affordable access to cars
Need a more attractive financing model…
Car monthly repayment is the biggest cost item
Cost
Variable cost
• Maintenance (RM355)
• Fuel (RM630)
• Radio Service (RM60)
Fixed cost
• Car monthly repayment (RM686)
• Insurance (RM150)
• Road tax (RM6)
RM 842
RM 1,045
Cabbies’ monthly cost (Saga)
RM 1,887
Assumptions
• Scheduled maintenance cost inclusive of normal service, tyre change,
etc.
• 350 km / day average travel
• First 2 km at RM3.00, subsequent 115m at RM 0.10 fare
• 40% paid travel
• RM0.06/km NGV cost
• 30 working days
CURRENT MODEL
• “Accessible” entry criteria
• No huge upfront costs
• Low monthly repayments
Strictly Confidential and for Internal Use Only 30
Step 3: Regulation
Drivers behaviour will be strictly governed by SPAD
Stricter regulation & enforcement… Drivers behavioral issues
• Non meter compliance (i.e. Haggling and
overcharging)
• Job refusal (cherry-picking based on destination)
• Poor road geography knowledge
• Reckless driving
• Non-courteous drivers
• Territorial/ gangsterism
• Driver screening:
• Criminal record
• Competency (e.g. experience, skills, training,
ratings, knowledge),
• Behavior (e.g. drug abuse, psychological
fitness, traffic offence, financial background
check),
• Medical (e.g. physical, mental)
• Operational standards (fare & meter, safety,
security, drivers code of conduct)
• Refresher courses for license renewal
• Strict enforcement mechanism – from penalty
point/fine system to suspension & revocation
based on scheduled offenses
Strictly Confidential and for Internal Use Only 31
Step 4: Performance management
Better drivers’ performance leads to optimal taxi service to public
Drivers’ performance must be managed… Current drivers’ performance issues
• Behavioral issues :
• Non meter compliance (i.e. Haggling and
overcharging)
• Job refusal (cherry-picking based on destination)
• Poor road geography knowledge
• Reckless driving
• Non-courteous drivers
• Territorial/ gangsterism
• Shabby & poorly maintained taxi vehicle
• Unavailability of taxis during peak & off-peak period,
and at certain locations
• Unreliable service (booked but showed up late/ didn’t
show up)
• Compliance to Driver’s Code of Conduct
• Regular vehicle maintenance & service checks
• Professional working conditions to be introduced
(e.g.: improved working hours, better benefits)
• Meter usage will be mandatory in order to
qualify as a driver
• Call booking will be made available & taxis will
be required to service customers during peak &
off-peak hours
• Fleet distribution - to ensure taxis are evenly
spread out & located in all areas, resulting in
better service to the public.
• SLAs to be in place
Strictly Confidential and for Internal Use Only 32
Step 5: Technology enablement
Centralised Taxi Service System (CTSS) is for operational efficiency
Call Booking
System
Benefits of CTSS Components of CTSS
Passengers
Drivers
Operators
Regulators
• Increase convenience to get taxi
• Meter compliance and increase
passenger confidence
• Reduce unnecessary driving hence
cut operation cost
• Vehicle optimisation
• Can also request for job
• Effective dispatching system
• Optimize vehicle performance and
service delivery
• Real time vehicle monitoring
• Increase revenue generation to the
operators
• Real time vehicle monitoring
• Enhance enforcement and
monitoring capabilities of the
regulator
Command
Centre
Mobile Data
Terminal
(MDT)
1 • Global positioning system (GPS)
• Driver ID validation
• Embedded taxi meter
• Accelerometer for speed monitoring
• Alert notification from Call Booking
System
• Passenger feedback/ driver rating
• Vehicle utilisation tracking
• Speed violations tracking
• Geographical fencing
• Drivers and vehicles logs
• Complaint tracking and management
• Taxi reservation hotline
• Alert notification to drivers
• Job assignment
2
3
Strictly Confidential and for Internal Use Only 33
Step 6: Cost optimisation
Economies of scale can further optimise some of the cost items
• Volume deals with large-scale workshops
& insurance co can facilitate lower
maintenance & insurance cost
• Increased usage of customer service
system would decrease cost of fixed infra
borned by each taxi
High operating cost
Cost
Cabbies’ monthly cost (Saga)
Assumptions
• Scheduled maintenance cost inclusive of normal service, tyre change,
etc.
• 350 km / day average travel
• First 2 km at RM3.00, subsequent 115m at RM 0.10 fare
• 40% paid travel
• RM0.06/km NGV cost
• 30 working days
Lower operating cost due to…
Variable cost
• Maintenance (RM355)
• Fuel (RM630)
• Radio Service (RM60)
Fixed cost
• Car monthly repayment (RM686)
• Insurance (RM150)
• Road tax (RM6)
RM 842
RM 1,045
RM 1,887
CURRENT MODEL
34
Win-win: Cabbies can earn up to 2x income whilst
TaxiCo breaks even in the 3rd year
Strictly Confidential and for Internal Use Only
Cabbies earn up to 2x income TaxiCo breaks even in the 3rd year
Profit / Loss
(RM ‘000)
Key Assumptions: 1) Revenue – 60% chargeable mileage in 350km travelled. Average of 7 trips/day.
RM 0.10 per 115m; 30 working days a month;
2) Cost includes vehicle lease, maintenance, customer service system lease,
insurance, permit, fuel, overhead and profit for TaxiCo
3) This is in comparison with a driver in the Hire Purchase scheme on a Proton
Saga
Year
-4,691
2,843 2,886 3,742
-6,000
-5,000
-4,000
-3,000
-2,000
-1,000
0
1,000
2,000
3,000
4,000
5,000
2012 2013 2014 2015
Key Assumptions: 1) Initial CAPEX to setup TaxiCo include key items such as renovation, IT systems, salaries
of initial team and miscellaneous.
2) Revenue is generated from drivers’ subscription fee.
3) OPEX includes core operation cost (e.g. vehicle lease, maintenance, customer service
system lease, insurance, permit), overheads(e.g. office rental, utilities, office
equipment leasing) and salaries (e.g. management and processing)
Cabbies’ monthly cashflow (with TaxiCo - Exora)
Revenue Cost
Income
(2x now) • RM 110 daily
• RM 39.6k
yearly
RM 3,300
RM 5,700
RM 2,400
(2,500 taxis)
(11,000 taxis)
(7,500 taxis) (9,250 taxis)
25% GKL budget taxis – ASEAN best
• 22% lower than
comparable
cost structure
Strictly Confidential and for Internal Use Only 35
Jika anda ada sebarang soalan ataupun inginkan penjelasan
lanjut, sila hubungi:
tmo@spad.gov.my
36
Agenda
9.10 am Taklimat penceramah jemputan (20 min)
9.30 am Latihan amali (60 min)
10.30 am Minum pagi (30 min)
11.00 am Pembentangan hasil kerja oleh peserta (2 jam)
1.00 pm Bersurai
Time Agenda
37
Agenda
9.10 am Taklimat penceramah jemputan (20 min)
9.30 am Latihan amali (60 min)
10.30 am Minum pagi (30 min)
11.00 am Pembentangan hasil kerja oleh peserta (2 jam)
1.00 pm Bersurai
Time Agenda
Strictly Confidential and for Internal Use Only 38
Jika anda ada sebarang soalan ataupun inginkan penjelasan
lanjut, sila hubungi:
tmo@spad.gov.my
Recommended