The Way Forward 2013

8/12/2019 The Way Forward 2013

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The Way forward 2013Perak Region

Presented by

Zolpakar Hj Mahat

Head of Perak Region


2/21

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.


5/21

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


6/21

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


7/21

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


8/21

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).


9/21

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


10/21

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


13/21

Expansion and Growth

Financial

Take-over of hospital projects(variations)

Strategic plan for securingReimbursable Works

To be more efficient and effective inVO claim


14/21

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


15/21

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%


19/21

Tasbih Kaffarah


20/21

Surah Al- Asr


21/21

Thank You

Documents

The Way Forward 2013