Business Process Reengineering for uCustoms, Royal Malaysian Customs Department (RMCD)

Client

Royal Malaysian Customs Department (RMCD)

Duration

2014

Introduction

Royal Malaysian Customs Department (RMCD) uCustoms system development was launched in 2014. The project kicks off with BPR activities for all RMCD operational process for import and export activities as well as other supporting activities.

Background

The Scope of project are:
  • Conducting BPR for all RMCD business and operational activities and KPIs
  • Conducting Business Gap Assessments on all As Is RMCD process and KPIs
  • Conduct Benchmarking study on RMCD processes against World Customs Organizations Standards and Best Practice

Main objective is to produce Business Requirements for the development for uCustoms system.

Project was conducted within 12 months and covered all operational processes, involving participation form HQ and all regions. BPR activities also involved more than 35 other Government agencies and industry players.

Conclusion

BPR documents produced have been used by all relevant teams in the development of uCustoms as a reference and user requirements specifications.

 
Business Re-Alignment for Majlis Perbandaran Subang Jaya (MPSJ): Towards Incorporating Green City Effort into MPSJ 2012-2030 Strategic Plan

Client

Majlis Perbandaran Subang Jaya (MPSJ)

Duration

2014

Introduction

THE Subang Jaya Municipal Council (MPSJ) has set its sights on turning Subang Jaya into a “Green City” by 2030 and has embarked on the action plan that combines the MPSJ 2012-2030 strategic plan, the MPSJ Local Plan and the MPSJ traffic and transportation plan. MPSJ is targeting to be the top 30 councils in the world by 2030, in line with the 2012-2030 strategic plan.

Background

GENAXIS was appointed to conduct realignment study of business model, Key Performance Indicator (KPI) and MPSJ operational activities and deliverables which will contribute to the green effort by MPSJ. Among activities conducted throughout the study involved:

  • Gathering of information on current level of awareness of what is green city from public, industry and community in Subang Jaya municipality.
  • Understand and incorporating the community expectations of a Green city into the MPSJ Green City plans
  • Realign MPSJ business activities and operational activities towards Green City effort.
  • Provide awareness of MPSJ effort towards green city to the community.and at same time gather the community feedback. GENAXIS together with MPSJ also conducted benchmarking studies on Green Cities
Stakeholders involved in the project include:
  • Local Residents
  • Residents board/society
  • Businesses
  • NGOs
  • School/universities/college

This project also aims to educate the community on MPSJ Green City plans and at same time gather the community feedback. GENAXIS together with MPSJ also conducted benchmarking studies on Green Cities

Solutions

The result has given MPSJ much needed data from the community in understanding their awareness, expectations and needs. Recommendation set forth was implemented and produce some encouraging results.

The benchmarking studies conducted have given MPSJ more exposure and better knowledge on how to implement green initiatives.

Conclusion

MPSJ has since adopted a more green approach to its city development with the need and expectations of the community at its highest priority. MPSJ has won many awards on its community development plans and effort.

 
Staff Competency Model for Lembaga Tabung Haji (LTH)

Client

Lembaga Tabung Haji (LTH)

Duration

2015

Introduction

In 2014 LTH have started the revision of its staff Competency Model and Competency Matrix. The effort was done internally by Corporate HR. It was the aim of LTH management to improve and establish a new competency model which is more relevant to current business environment and LTH business objective.

GENAXIS was appointed in 2015 to review the competency matrix and add further refinement and improvements.

Background

The Scope of the project are:
  • Mapping of all Corporate level and Departmental level positions, job descriptions and Competencies
  • Develop a standard Competency Matrix for all positions across departments
  • Benchmarking with other Multinationals and GLCs
  • Potential list of key positions-match-competency is being identified and prioritized
Project team went through every competency and identified some weaknesses. The team conducts benchmarking studies on the competency matrix, the scoring method as well as the review method against other established Government Link Companies (GLC) and Multinational organizations.
Project team made several revision and improvement to the competency matrix based on best practice and suitability to LTH corporate culture and business objective.

Solutions

Outcome of the project was in the form of newly improved competency matrix for LTH to be adopted across the board. The new competency matrix has a new scoring matrix which was more relevant to job description and job grade.

Additional to that GENAXIS has also produced a short video explaining about the new competency matrix for awareness purpose.

Conclusion

The new competency Matrix was targeted to be implemented in 2016.

 
Improvement of Malaysian Ranking in World Bank Doing Business Report for Trading Across Border

Client

Malaysia Productivity Corporation (MPC) and MITI

Duration

2010 – 2012

Introduction

The World Bank Doing Business Report provides objective measures of business regulations and their enforcement across 189 economies and selected cities at the sub-national and regional level.

By gathering and analyzing comprehensive quantitative data to compare business regulation environments across economies and over time, Doing Business encourages economies to compete towards more efficient regulation; offers measurable benchmarks for reform; and serves as a resource for academics, journalists, private sector researchers and others interested in the business climate of each economy.

Background

Malaysia led by MITI has set out objectives to improve Malaysia’s ranking the Doing Business Report. One of the Pillars that were a priority for MITI is Trade Across Border. For that purpose, MITI together with MPC have engaged GENAXIS to assist in the effort. The project started in 2010 with gathering of data and information related to Trade Facilitations and Trade Across Border activities. Multiple Agencies were involved together with trade communities which include, shipping lines, freight forwarder, transporter and traders.

The project concluded in 2012 after having seen significant improvement in the rankings from number 11 in 2011 to number 6 in 2012.

Solutions

Study into the entire supply chain of international Trade in Malaysia found that the process of takes too long and involved to much documentations. GENAXIS led MITI, other Government Agencies and trading communities to identify all bottleneck and failure in work process of each stakeholders involved. The solution being implemented include:

  • Reduce of time taken to process import and export permit application
  • Reduce number of documents needed for any import and export permit application
  • Recommend number of other solutions to other agencies and trading communities.

Conclusion

Malaysian Ranking in World Bank Doing Business Report improved from number 11 in 2011 to 6 in 2012.

 
Organization Transformation for Bank Muamalat Malaysia Berhad through Lean Six Sigma Project Initiatives

Client

Bank Muamalat Malaysia Berhad (BMMB)

Duration

2013 – 2015

Introduction

Bank Muamalat Malaysia Berhad (BMMB) embarked into transformation program for its business division HQ. The program was intended to change BMMB business approach of its key units in HQ and at the same time produce cost savings or revenue generating opportunity.

Lean Six Sigma was introduced and made compulsory for all Head of units in HQ to go for certification. Six Sigma certification involves classroom training, examinations and most important project implementations. Projects were closely monitored by consultants together with BMMB managements.

In total 23 projects were executed with 23 project leads going for Lean Six Sigma Green Belt Certification.

Solutions

Through projects implementations, BMMB have managed to improve its internal business process to meet customer expectations and demands. BMMB has also generated more customer oriented and industry competitive products and offerings from its transformation activities.

Subsequent to the improvements and transformations done at HQ level, BMMB have already made further spillover of transformations to its branches nationwide. BMMB have become more efficient in their customer delivery and have found new innovative ways to be more competitive.

Conclusion

BMMB have successfully completed the program with project value of more than RM200 Millions.