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  • Genaxis l Business Process Reengineering

    Business Process Reengineering for uCustoms, Royal Malaysian Customs Department (RMCD) ​ Client: Royal Malaysian Customs Department (RMCD) ​ Year: 2014 ​ Background ​ The Scope of project are: ​ Conducting BPR for all RMCD business and operational activities and KPI's Conducting Business Gap Assessments on all As Is RMCD process and KPI's 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. ​ The outcome ​ BPR documents produced have been used by all relevant teams in the development of uCustoms as a reference and user requirements specifications.

  • Genaxis l Business Process Reengineering

    Business Process Reengineering for uCustoms, Royal Malaysian Customs Department (RMCD) Golf Tennis Swimming Basketball Track Judo ​ Client: Royal Malaysian Customs Department (RMCD) ​ Year: 2014 ​ Background ​ The Scope of project are: ​ Conducting BPR for all RMCD business and operational activities and KPI's Conducting Business Gap Assessments on all As Is RMCD process and KPI's 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. ​ The outcome ​ BPR documents produced have been used by all relevant teams in the development of uCustoms as a reference and user requirements specifications.

  • Genaxis l Achievement

    Success is not final, failure is not fatal, it is the . courage to continue that counts We are at the fore front in Six Sigma training, certification, and consulting services. We are the only local firm accredited and certified provider by global Six Sigma certifying bodies. ​ We believe that visions create motivations, which then lead to innovations. This inline with our business philosophy as an internationally-reputable and trusted consulting and technology service provider at regional level. This earned us some of the prestigious industry recognitions and accolades. Certification Lean Six Sigma Provider in Malaysia – American Socienty for Quality ISO 9001:2008 Provision of Consulting, Training, Six Sigma Certification, Data Analysis and Document Processing International Association for Six Sigma Certification – Accredited Training Associate Australian Institute of Management – AIM Training and Assessment Certification Recognitions World Bank: Ease of Doing Business Report 2014 (Trading Across Borders) – Ministry of International Trade and Industry Malaysia Women Exporters Development Programme – Malaysia External Trade Development Corporation Australian Transaction Reports and Analysis Centre Group Awards 2018 SME & Entrepreneurship Business Awards - Best Trendsetter Award 2012 SME ICT Adoption Award 2007 Asia Pacific Entrepreneurship Awards 2003 MINITAB INC. Achieving Sales Goal Business Accolades

  • Genaxis l Track Record

    We are , , trusted advisors problem solvers partners in growth. Genaxis is A Center For Government Transformation Genaxis Group has a track record of over 100 projects successfully delivered on SAP competencies with over 250 clients including several blue-chip organisations in Malaysia, many of whom have used our services multiple times. We have delivered our clients with values and savings of more than USD 150 million. Our track record below speaks volumes of our specialisation and involvement in the field of business optimisation, cost reduction, and revenue enhancement via Six Sigma tools. We have trained and certified more than 100 black belts and 300 green belts. ​ To date we have trained and coached more than 300 Green Belters and 100 Black Belters in major GLCs MNCs such as Siemens VDO, UEM Group, PLUS Highway Berhad, Pharmaniaga Berhad, Pos Malaysia, Jaring, CIMB Group, DRB Hicom Group. Our total project savings to date have reached over RM500 Million. We focus on business process optimization and consultation in cost reduction and revenue enhancement. Our clients come from different industries – manufacturing, banking, service sectors, Government Sectors, GLCs, FMCGs, Ports, Shipyards, etc. Genaxis is the only Air Academy partner for Master Black Belt Development program in Malaysia. Government transformations programs usually sound easier that it is to execute. Drawing on our experience from the transformation programs conducted in multinationals, GLCs and private companies, we constructed a program to help government leaders understand the commitments to turn big ideas into quick and big wins strategies. We achieve significant and sustainable impact for government transformation program through: ​ Accelerating economic growth Customer centric public services Higher government productivity and efficiency Increase global competitiveness ​ Genaxis is the ONLY six sigma provider in Asia that has pioneered into the academic sector through partnership with universities to offer Six Sigma Green and Black Belt as an academic qualification. The universities that we have partnered with to provide the qualifications are as stated below: ​ UTM Space Malaysia Open University Malaysia (OUM) Sunway University College Universitas Indonesia University Pertahanan Malaysia (UPNM) The Malaysian Experience ​ In 2011, under the sponsorship of PEMUDAH, Genaxis was given the mandate to work on an identified transformation called the Trade Facilitation Initiative. The impact of the initiative is mainly to improve the Trade Across Border Ranking for Malaysia in the Ease of Doing Business Report by World Bank. ​ The goal of this initiative is to: ​ Reduce time required for document preparation for import and export from 10 days to 5 days by 2012 Improve Malaysia ranking by 5 positions from 29th to 24th by 2012 ​ A total of more than 300 participants representing the import/export value chain consisting of: ​ 25 permit issuance agencies Malaysia’s National Single Window, NSW Unit, Ministry of Finance Customs Port Klang (Wesport) and Customs Pasir Gudang North Port and Port of Tanjung Pelepas 3 local banks 5 logistic players 5 importer/exporter ​ The outcome: ​ Worlds Bank corrected the historical performance of Malaysia for number of documents required to import/export and time taken for document preparation for the past 5 years in Doing Business report 2013 Malaysia ranking for Trade Across Border was corrected to 12th positions from 189 countries for the past 5 years (Doing Business Report 2008-2012) in Doing Business Report 2013 Malaysia ranking improved to 11th position in Doing Business Report 2013. Recommendation for Trade Facilitation improvement action was approved by PEMUDAH and are implemented in relevant agencies 3 years roadmap for Trade Facilitation with an objective to be the Top 5 Trading Across Border was endorsed and approved by PEMUDAH ​ In addition, Genaxis has been appointed as the consultant to move forward with Phase 2 – Trade Facilitation which is to implement a Customer Centric Service Delivery approach for 35 permit issuance agencies and customs.

  • Genaxis l Highlights

    Insights Rapid changes in business landscape had been disruptive and posed a huge challenge to Board and management to sustain return to their shareholders. Declining revenue base and margins is pervasive across industries. The challenge is compounded by lack of relevant human talents to execute business plan and strategic initiatives. Acquiring top talents and deployment of technologies are therefore critical to successful execution of strategic initiatives. National Blueprint DBKL - Kuala Lumpur Smart City Masterplan 2021 - 2025 read more Learning Management System Partnership with Suruhanjaya Pencegah Rasuah Malaysia (SPRM) by providing Learning Management System (LMS) for training and management purposes during Covid-19 Pandemic read more Lean Six SIgma Organization Transformation for Bank Muamalat Malaysia Berhad through Lean Six Sigma Project Initiatives read more Business Transformation Business Re-Alignment for Majlis Perbandaran Subang Jaya (MPSJ): Towards Incorporating Green City Effort into MPSJ 2012-2030 Strategic Plan read more Competency Model Revision and Redesign of Staff Competency Model for Lembaga Tabung Haji (LTH) read more Business Report Improvement of Malaysian Ranking in World Bank Doing Business Report for Trading Across Border read more Business Transformation Business Process Reengineering for uCustoms, Royal Malaysian Customs Department (RMCD) read more

  • Genaxis l Learning Management System

    Partnership With Suruhanjaya Pencegah Rasuah Malaysia (SPRM) by Providing Learning Management System (LMS) for Training and Management Purposes During Covid-19 Pandemic. ​ Client: Suruhanjaya Pencegah Rasuah Malaysia (SPRM) ​ Year: 2020 ​ Background One of SPRM strategy is to accomplish their objective to nurture awareness about corruption to the public. This has been practiced for over the years since this commission has been established with integrity and transparency to eradicate corruption, abuse of power and malpractice in Malaysia. Despite the covid-19 pandemic, Malaysia has entered a phase under lockdown which caused a pause for every economic activity including training and work that has been conducted by SPRM. ​ Genaxis was appointed to provide LMS that could help SPRM train their member through virtual class during Movement Control Order (MCO). Therefore, Genaxis provide one of their products which is CLAIRE (Comprehensive Learning Assessment in Regulated Environment) to help SPRM train their member during this period of time. Genaxis has successfully reached out to SPRM and a few objectives has been achieved: ​ Provided SPRM with effective and interactive virtual board that allows interaction berween educators and learners Helped the SPRM and their team management understand CLAIRE system well Facilitated SPRM during training to ensure the CLAIRE system and training sessions goes smoothly ​ SPRM successfully achieved: Smooth Training through virtual Classroom equipped with interactive smart board Understand CLAIRE Management system Trainers able to conduct training everywhere and anytime during this pandemic Throughout this partnership, this project aims to encourage SPRM to conduct training from home which ensures their members achieve the key objective of SPRM motives against corruptions. Genaxis, on the other hand, worked together with SPRM and helped their member to incessantly eradicate all forms of corruption, abuse of power and malpractice. ​ The benchmark studies conducted have given SPRM more exposure and better knowledge on how to conduct training effectively from home to make sure safety & wellbeing of their member, which is very important to the commission and the country. ​ The outcome ​ SPRM has since adopted a comprehensive learning approach via online learning and their ability to carry out their duty to be expected even during this covid-19 pandemic.

  • Genaxis l Smart City

    Kuala Lumpur Smart City Master Plan 2021 – 2025 ​ Client: Dewan Bandaraya Kuala Lumpur (DBKL) / Kuala Lumpur City Hall (KLCH) ​ Year: 2020 ​ Background Kuala Lumpur Smart City Master Plan 2021 – 2025 (KLSCMP2025) is Dewan Bandaraya Kuala Lumpur's (DBKL) major initiative to better understand and implement smart and emerging technologies that would improve city service delivery for its broad community of residents, businesses and visitors. KLSCMP2025 also sets out how DBKL plans to transform Kuala Lumpur into the smartest city in the country, and one of the smartest in the region and the world. It responds to the mayor's challenge to find a bolder approach to the way data innovation and digital technology serve those who live, work, and visit the capital city. ​ Key Features An essential roadmap containing concerted strategies to spur innovations and collaborations, including the policies and technologies governing and driving them. Focuses on the initiatives, how they are identified, established, organised, and administered, and how the community can engage in their development and implementation. Ensures that the city's development is planned holistically and governed efficiently to enable it to compete in the international stage. Supports Kuala Lumpur's commitment to the United Nation's Sustainable Development Goals (SDGs). ​ Development Approach This Master Plan is manifested on the works done by applying the three-staged Gap Analysis approach with a significant focus on co-creation to align with the definition of Kuala Lumpur Smart City, which is people centric. This approach had allowed DBKL to focus on different deliverables at each phase and to engage with various stakeholders more systematically. The process had also provided DBKL with opportunities to review every deliverable and output before making the final report. ​ Stage 1: Current State Analysis Determined Smart City concepts including objectives, vision and mission, definition, benchmarking, criteria and components. Stage 2: Future State Scenarios Performed gap analysis, design and develop policies and strategies, map issues against strategies, indicators and initiatives, and propose new initiatives. Stage 3: Strategic Recommendations Refined initiatives, provided implementation and monitoring mechanisms to ensure that the Master Plan is properly executed by the implementing agencies and stakeholders. ​ Desired outcomes ​ The desired outcomes of the Kuala Lumpur Smart City Master Plan are derived from the seven strategic components identified during its development. – A city encouraging connected, enabled communities. Smart Economy – A city enriching vibrant, liveable places. Smart Living – A city supporting low carbon, clean environment. Smart Environment – A city developing talented, intellectual communities. Smart People – A city encouraging integrated, open data culture. Smart Government – A city providing people centric, efficient mobility Smart Mobility – A city advancing comprehensive, reliable network. Smart Digital Infrastructure

  • Genaxis l Lean Six Sixgma

    Organization Transformation for Bank Muamalat Malaysia Berhad through Lean Six Sigma Project Initiatives ​ Client: Bank Muamalat Malaysia Berhad (BMMB) ​ Year: 2013 - 2015 ​ Background 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. ​ The outcome ​ 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. BMMB have successfully completed the program with project value of more than RM200 Millions.

  • Genaxis l Business Process Reengineering

    Business Realignment for Majlis Perbandaran Subang Jaya (MPSJ): Towards Incorporating Green City Effort into MPSJ 2012-2030 Strategic Plan ​ Client: Majlis Perbandaran Subang Jaya (MPSJ) ​ Year: 2014 ​ Background 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. ​ 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. Stakeholders involved in the project include: Local Resident R esidents 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 thecommunity feedback. Genaxis together with MPSJ also conducted benchmarking studies on Green Cities. ​ 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. ​ The outcome ​ 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.

  • Genaxis l Newsroom

    Newsroom The media represents world that is more real than reality that we can experience. People lose the ability to distinguish between reality and fantasy. They also begin to engage with the fantasy without realizing what it really is. They seek happiness and fulfilment through the simulacra of reality, e.g. media and avoid the contact/interaction with the real world.

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