A Great Trainer Becomes A Great Leader
Knowing that different people have different needs and perspectives helped him become an influential presence during his presentations and training sessions. As a trainer, he was put in a position to influence others. To do so, he learned to be engaging. With his energetic stage presence and fluent presentation skills, Mustapha establishes himself as somebody worth listening to. People were drawn to this enthusiasm and readily paid attention to his presentations. His charismatic methods would eventually help him gain the respect of his team when he ascended as Deputy Director-General.
Globalising MPC and Venturing into New Industries
Ir. Haji Arshad Haji Marsidi’s growth plan for MPC involved expansions into different industries, one of which was hospitality. Another is, entrepreneurship and small business development. Seeing the growth potential of the hospitality industry, Ir. Haji Arshad fought to get MPC deeply involved. Also, in conjunction with the collaboration between MARA and MPC, MPC developed a series of programmes suitable for the creation and development of Bumiputra entrepreneurs. His keen foresight led to the construction of a hotel owned by the organisation. The hotel, named Hotel Dayang, was located next to MPC’s headquarters and served as a hands-on training ground for hospitality-related trainings. Here, MPC trained SPM-leavers and students who needed a diploma, teaching them how to deliver excellent service in hospitality. These programmes were also popular with international students from other developing countries.
Work is Learning and Learning is the Work
Goh is an advocate of hands-on learning and growing from personal experience. To be successful in corporate, one needs to know how to take theory-based knowledge and put it into practice. Doing so allows a person to truly comprehend the context surrounding an issue and solve it based on past experience and knowledge. In that sense, MPC’s officers were highly fortunate as opportunities to learn were rife within the organisation. It was not just acquiring knowledge but also experience. The job demands at MPC provided anyone the opportunity to practice the skills and knowledge they have learned. Then, in a cyclic effect, this knowledge is used to create new techniques that could be applied to new productivity problems and also create complete productivity ecosystems.
Developing MPC’s Presence in Penang and Johor
During his tenure managing two MPC regional offices, Dato’ Ahmad Fadzil’s focus was on improving the infrastructure and facilities of these two offices. At that time, both the Penang and Johor state offices had hostels which hosted MPC’s seminar trainees and guests. Wanting to provide maximum comfort for these attendees and guests, Dato’ Ahmad Fadzil implemented improvements.
Increasing Business Growth through Product Diversification
Adventure seekers constantly look for new experience and challenges. As such, the adventure sports operator must always be on the lookout for new venues and obstacles to satisfy the thrill-seekers’ appetite. In this respect, Nasri is always exploring new sites to add to ME’s menu of adventure packages, especially for return customers.
Executing an Effective Farm Management at LK Farming
When Tan took over the running of the farm from his father in 2000, he sought to make LKF’s layer farming method environment-friendly. Tan switched from the open house caged to the closed house system in 2003 to enhance cleanliness, reduce odour, and provide a healthy egg-laying environment.There are eight pullets and 35 poultry layer houses at the farm. LKF obtains its stock of 1-day old chicks from reputable local suppliers who practice ethical hatching and rearing methods. Every chick is vaccinated upon arrival and placed in pre-heated pullet houses.
Diversifying Strategy to Increase Profits and Productivity
ABM’s vast collection of songkok includes the exclusive signature curve design specially designed by the founder himself. The inner design of the songkok depicts the floral and zigzag patterns to provide comfort to the wearers. There are various types of size, height, color, pattern and material in each songkok collection. The materials used are mostly high quality velvet, durable, water resistance and washable. As a strategy to expand the demand, ABM introduced ten different brands which are segregated according to its quality and size; Putera, NAB 3 ¾’, NAB 4 ¼’, NAB 5’, ABM 2000 3 ¾’, ABM 2000 4 ¼’, ABM 2000 5’, ABM 1000 3 ¾’, ABM 1000 4 ¼’, and ABM 1000 5’.
Bringing More Value to the Park by Providing the Best Service
In line with the expansion of animals to the collection, the maintenance frequency should also be increased to provide excellent animal welfare at the park. However, the maintenance of cleaning, improving their bed and their food cost a fortune; hence, it needs donations from organisations to help them operate the park efficiently.
Prioritising Risk Management to Ensure Participants’ Safety
KJOS believes in providing the best services to its customers is the best policy, hence there is a particular Standard Operating Procedure (SOP) that the safety crew needs to follow to ensure the recreational activities are conducted in a smooth manner. Each guide and participant are required to adhere to the SOP before, during and after every outdoor activity to minimise the risk of unwanted accidents. The SOP is one of the contributing factors that allows KJOS to be certified by the MaTEX which fueled them to go even further. Local operators who passed the MaTEX Business Certification Programme are granted the MaTEX certificate that displays their level of competency and excellence, and also sanctioned to be promoted on international level once all the compliance standards are fulfilled.
Applying Lean Tools to Improve Customer Service, Enhance Efficiency, and Boost Productivity at Warung Highland Makmur Café
Employing VSM they found it took 15 hours 2 minutes to process 80 grammes of strawberryflavoured meat floss, seal them into 124 packets, and forward the package to the Sales Division. The VSM diagram indicated there was a 2 hours 25 minutes waiting period in-between the eight phases involved in the production process before the product can be delivered.