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The Way forward 2013

Perak Region
Presented by
Zolpakar Hj Mahat
Head of Perak Region
FMS
Strategic Framework
Our Commitment
Strategic Plan
Faber Transformation
Program (FTP)
Expected
Outcomes
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

General Observations 2012
Difficulties on
Planning and
Organizing
Lacking of establishing
priorities
Lacking of utilizing
available resources at
optimum usage
Improper planning of
task
Improper planning of
responsibility
Difficulties on
Communication
Lacking on conveying
message / instruction to
subordinate
Poor response /
feedback on task or
assignments when
required
Difficulties on
Data Monitoring
Lacking of
understanding system
and process ( e-clip &
CMIS )
Lacking of Analysis
Lacking on Identifying
problems, recognize
trends, evaluate
performance of units,
review implementation of
programs
General Observations 2012
Difficulties on
implementation
Management
Control System
Quality
Assurance
Program
Quality
Management
system
Difficulties in
Enlightening
Information and
fact in the
meeting
Difficulties in
understanding
Concession
Agreement
Supplementary
Agreement
SOP, DF and etc.
FEMS PERFORMANCE REVIEW
General 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
BEMS PERFORMANCE REVIEW
General Observations
Low stock level at region / HQ and Delay in getting
spare on time led to the high MTTR and Deduction
No structured program for the development of
second level specialist
Lack of regular Sub Contractor monitoring
Data inaccuracy in the system
LLS PERFORMANCE REVIEW
General 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
CLS PERFORMANCE REVIEW
General 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.
Material CPI & 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).
CWMS PERFORMANCE REVIEW
General 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
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 and
competency
To improve data integrity
To put into effect all systems and
processes as well as specific programs
To improve communications efficiency at
all levels
To establish better monitoring and
controlling of vendors/contractors
To replicate FIP project through out the
region.
Our
Aims
Our Strategic Transformation Plan
Silo Mentality
Bureaucratic decision making
Poor sense of urgency
Diminished accountability
Wait & See & Tak Apa
Attitude
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 and
collaboration
Customer culture
Superior Value
Proposition
Principle driven organization
Adaptive Leadership
Seeing is believing
Future focus
Living the FMS Brand
MOMENTUM
Productivity and Resources
Financial
Increase revenue
Minimize cost
Optimize profit
Optimize in-house activities
Minimize outsourcing
Improve management of sub-
contractors
Improve central/regional purchase
activities
Enhance technology usage
Expansion and Growth
Financial
Take-over of hospital projects
(variations)
Strategic plan for securing
Reimbursable Works
To be more efficient and effective in
VO claim
Human Capital
ORGANIZATIONAL
LEARNING AND
GROWTH
Optimize manpower requirement and
utilization
Minimize recruitment of new staff
Enhance personal development and
technical Competency
Development of multi-skilled work force
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 ( Establish
Effective Communication )
Stock Holding Monitoring Program
Image and Perception
Customer
Relationship
Management
Improve CSS,CSA and CSF Rating
Customer Relations Program
Community Relations Program
Corporate events
Integration 5 Services
Plant Room and Workshop Improvement
Program
5S Implementation FMT and Stores.
Key Results Area
- Standardization of
processes and skills to
provide consistent and
reliable services
- Performance are
continually measured and
gaps are efficiently
managed
- A system is in place to
develop workforce to
match the right people
with the right job and to
measure performance for
continuous improvement
- CSI of 94%
- Preferred in operating
segment
- Achieve desire Results
(Revenue, ROI, Growth &
GOP)
Financial Customer
Internal
Process
Organization
KRA Weightage
Financial
40%
Internal
Process
35%
Customer
15%
Organization
10%
Tasbih Kaffarah
Surah Al- Asr
Thank You

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