One of the major impact of implementing PLWS is BES was instilling enhanced morals or ethics within staff to be more productive. Since the company is small in size, the need to retain talent is a priority, therefore, it's to also ensure the stability of workers while reducing the need to retrench staff during challenging times. The PLWS model has also improved the work scope and strengthen teamwork which generally motivates work cooperation which reinforce unity. Teamwork promotes loyalty to work harder to support organisation objectives in accordance with the staff's skill. This will also increase the likelihood for the staff to move up from its current level.

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“After being in the market for almost 25 years, it was time for Multiplex to challenge itself by going out of its comfort zone. In the years of our operation, we never really focused on improving our work processes which could minimise our operational cost, but instead focusing on increasing our number of sales. When we joined the SPPE programme, we realised the importance of implementing Lean in our company and how it contributes to our profi ts as well. Upon completion of the programme, we were able to execute three Lean projects that made signifi cant impacts in our business operation. Through the projects, we identified the wastages in our work processes and came up with more than 11 Kaizen solutions that can reduce or eliminate the wastages and subsequently save our overall costs about RM300,000 in a year. Not only that, we also managed to achieve a zero reject rate that ultimately fulfi ls our customers' high quality demand and satisfaction.” - Mr. Ker Chong Liong, Managing Director, Multiplex Packaging Sdn Bhd

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A well-known figure in the banking world, Tan Sri Azman Hashim is the Executive Chairman of Amcorp Group and Chairman of AmBank Group. He is also the former Chairman of the Malaysia Productivity Corporation (MPC), serving the organisation and a Board Member for a remarkable 30 years until 2018. He is also long-time Chairmen of various organisations including Malaysian Investment Banking Association (MIBA) from 1983 to 2018, Asian Institute of Chartered Bankers (formerly known as Institute of Bankers) from 1982 to present, The Asian Banking School, Malaysia-Japan Economic Association (MAJECA), East Asia Business Council etc.

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In March 1995, Tan Sri Ismail Adam was appointed as the Director General of MPC, after about two and half years since he joined MPC. He was then tasked to rebrand MPC and take the agency to a new level of recognition and excellence. During the preceding two and a half years, the development of research activities was enhanced. Besides upgrading the traditional programmes and activities of MPC, productivity research was given priority, resulting in the enhancement of skill sets and output delivered to the Government, specifically MITI and the Economic Planning Unit (EPU), as inputs for policy formulation and planning. Tan Sri Ismail Adam’s new position also required him to develop strong networking skills, while engaging stakeholders and intended beneficiaries in both the public and private sectors. This was imperative for him to take MPC to new heights. Network connections would also help him enhance the capacity, capability and skill sets of the workforce, the human capital that, at the end of the day, would have to deliver the output. Internally, Tan Sri Ismail has strong support from the stakeholders, the Board of Directors and MITI, which facilitated MPC to move into new directions.

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Tan Sri Ismail Adam came to MPC in November 1992. He brought with him some 20 years of experience in human resource planning and management, financial management, training, organisational transformation and strategic planning, having served in the Ministry of Trade and Industry (MITI), National Institute of Public Administration (INTAN), Department of Statistics (DoS) and the Public Service Department (JPA). He was seconded by the Government to MPC to assist MPC enhanced its research programme relating to productivity measurement and the development of productivity indicators.

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