1. QMS Program Towards 5-Star
Organization thru Business
Excellence Framework (BEF)
5 November 2014

2. Contents
1. Objective
2. Background
3. Current Situation
4. Goals
5. Closing the Performance Gap
6. Conclusion
7. Recommendation

3. 1. Objective
• To improve the achievement level of business
management system and processes as measured
with Business Excellence Framework.

4. 2.Background
• Transformasi ke Arah
Organisasi 5 Bintang was
initially launched in January
2011 during Annual Budget
and Business Plan for
FY2011/12 at Country
Height Resort, Kajang.
• Phases of transformation
established with strategic
goals to be achieved during
the 7 years.

5. 2.Background

6. 2. Background
• In 2011, TNB had impose a
requirement for all of their vendors
under vendor development
program (VDP) to subscribe to
Business Excellence Framework
(BEF).
• BEF is a tool to guide companies
manage and review their business
excellence affairs and linking that
to business performance.
• BEF is standard solution for
companies to assess their TQM
practices.
• Adopted the Malcolm Baldridge
Criteria for Performance Excellence
(USA) by MPC to establish BEF
(Malaysia).
Business Excellence Framework

7. 2. Background
0
10
20
30
40
50
60
%
Category
Score % by Category Year 2012 and Year
2013 Assessment
2012 2013
12.0%
-4.4%
5.5%
3.7%
-8.3%
-2.2% 16.0%
BE Assessment Score
2012
BE Assessment Result
2013
445 [PRACTITIONER]
511 [PRACTITIONER]
Colour
Band
Score Excellent
 800 ~ 1000 Excellent
 700 ~ 799 Best in Class
 600 ~ 699 Good Practice
Achiever
 400 ~ 599 Practitioner
 200 ~ 399 System Implementer
 0 ~ 199 Initial Adopter
Significant
IncreaseSignificant reduce

8. Current Situation
30.5
46.6
61.4
71.6
81.6
90.8
100.0
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
100.0
0
50
100
150
200
250
300
350
400
450
500
Results
Leadership
People
Information
Customers
Process
Planning
Percentage,%
GapScore
Category
Pareto BE Assessment Gap 2013
Gap Cumulative %
• Based on Pareto analysis,
improvement focused areas will
be:
i. Leadership
ii. People
iii. Information
iv. Customers
• ‘Results’ is outcome in nature,
therefore improvement initiatives
done on the above 4 categories
will directly impact the results.

9. Current Situation
Maximum Percentage
Score
4.1 LEADERSHIP
A. Senior Leadership 90 53%
60 39%
TOTAL 150 47%71
Score
Your Assessment
48
B. Governance and Societal Responsibility 23
Breakdown Result of BE Assessment
Maximum Percentage
Score
4.2 PLANNING
A. Strategy Development 35 46%
B. Strategy Deployment 55 52%
TOTAL 90 50%
Your Assessment
Score
16
29
45
Maximum Percentage
Score
4.3 INFORMATION
A. Management of Information and Knowledge 90 44%
TOTAL 90 44%40
40
Your Assessment
Score
Focus
Area #1
Focus
Area #3

10. Current SituationMaximum Percentage
Score
4.4 CUSTOMERS
A. Voice of Customer 40 46%
B. Customer Engagement 70 61%
TOTAL 110 56%
Your Assessment
Score
18
43
61
Maximum Percentage
Score
4.5 PEOPLE
A. Human Resource Planning 25 39%
B. Employee Involvement 30 44%
C. Education, Learning and Development 30 33%
D. Employee Well-Being and Morale 20 46%
E. Benefits and Appraisal System 15 39%
TOTAL 120 40%
9
6
48
10
Score
10
Your Assessment
13
Maximum Percentage
Score
4.6 PROCESS
A. Work Processes 20 58%
B. Process Management and Improvement 30 53%
C. Supplier and Partnering Processes 40 43%
TOTAL 90 50%
Score
12
Your Assessment
16
45
17
Focus
Area #2
Focus
Area #4

11. Current SituationMaximum Percentage
Score
4.7 RESULTS
A. Customer 85 58%
B. Financial and Market 95 67%
C. People 85 50%
D. Processes 85 54%
TOTAL 350 58%
63
46
201
43
Score
50
Your Assessment
Color Scoring:
Your percentage scores are highlighted in one of these three colors:
Exceeded practices set in BEF 80%
Meeting certain BEF practices but requires improvement 50%
Require significant improvement 0%
Range Between
100%
79%
49%

12. Current Situation
SME COMPETITIVENESS RATING FOR ENHANCEMENT (SCORE) Result 2013

13. Current Situation
Eligibility Criteria
• Must publicly traded on the
American Stock Exchange,
New York Stock Exchange or
Nasdaq National Market.
• Maintain daily trading
volume of more than 100,00
shares during 25 consecutive
trading days
• Minimum reported price of
more than $5 per share
during 25 day period.
• Minimum market
capitalization of more than
$100 million during 25 day
period
Rating Characteristic
0 – 2
Star
• Very basic with manual /
semi-automated processes
3 Star • High level of automation
• Able to implement quality
system
• Undertakes product and
process improvements
• Intellectual Property
registered
• Ready for export
compliance certification
4 Star • Fully automated
• Invest in process / product
improvements
• Most likely exporting
• With certification for export
5 Star • Good branding / packaging
• Currently exports with
compliance to export
requirements
Ministry Of Tourism Malaysia
Tourism Industry Licensing
System
No. Criteria Weightage
%
1 Qualitative and
Aesthetic Requirement
10
2 Common Area 20
3 Bedroom Requirement 20
4 Services 25
5 Safety Standard and
Hygiene
10
6 Staff 15
Star Marks
 9 – 10
 7 – 8
 5 – 6
 3 – 4
 1 – 2
Definition of 5 Star Organization

14. Current Situation
?

15. Goals
0
10
20
30
40
50
60
70
80
90
100
%
Category
BE Assessment Score
Target October 2015
Target October 2016
By October 2015:
• Increase the Leadership
Category score from 47% to
more than 70%
• Increase the People Category
score from 40% to more than
70%
• Increase the Information
Category score from 44% to
more than 70%
By October 2016:
• Increase the Customer
Category score from 56% to
more than 80%
• Increase the Process
Category score from 50% to
more than 80%
• Increase the Result
Category Score from58% to
more than 80%
Total BE
Assessment Score
604
[GOOD PRACTICE
ACHIEVER]
Total BE
Assessment Score
737
[BEST IN CLASS]

16. Closing the Performance Gap
Monthly Sales met
or exceed target
for 9 consecutive
months
Product export
outside Malaysia
Minimum Average
Contribution
Margin 30%
New/Improved
product launched
every 3 years
Min 40 % of
employees are
highly engaged
5S is second
nature to all
employees
Business processes
improvement
driven by
Employees’ idea
Knowledge and
information are
shared and at
fingertips
Internal and
External Customer
expectation
rigorously heard
Define 5-Star Organization – Matrix’s Way (proposal)

17. Closing the Performance Gap
TQM 2 Years Plan
PHASE2:
Customer,Process,Result
PHASE1:
Leadership,People,Information
Nov ‘14 ~ Apr ‘15 May ‘15 ~ Oct ‘15 Nov ‘15 ~ Apr ‘16 May ‘16 ~ Oct ‘16
• Improve Internal and External
Communication
• Strengthen Policy
Management System
• 5S Awareness
• Senior Management Style
and Involvement
effectiveness evaluation
mechanism
• Systematic measurement and
evaluation system for vision,
mission and values
understanding among
employee
• Competency Matrix for all
Employees
• Innovative & Creative Circle (ICC)
• Employee engagement
measurement
• Visual management
• Education and Training Curriculum
for all levels.
• Evaluation results of OJT and OFF-
JT.
• Management Based on Facts
• Employee Suggestion Scheme (My
Idea)
• Standard 5S
• Voice of Customer (VOC)
• Customer Complaint
Trending
• Value Stream Mapping
• Kaizen Events
• Supplier Quality Assurance
Manual
• PFMEA
• QFD
• Advance 5S
• Process Control Plan
• Advance Product and Quality
Plan (APQP)
• Cost of Poor Quality
• Strategic Supplier
Management

18. Closing the Performance Gap
No. Initiatives/Programs Lead Support N D J F M A M J J A S O
1 5S Audit (Internal) WSM Audit
Committee
2 5S Audit (MPC) WSM MAH
3 ICC Launching WSM MAH
4 My Idea Launching WSM MAH
5 Visual Management WSM MAH
6 BE Audit WSM MAH
7 Internal Quality Audit WSM HZA
8 ISO9001 Surveillance Audit (SIRIM) WSM MAH
9 Internal/External Communication System ASK WSM
10 Evaluation of Senior Management Style & Involvement ASK MNH
11 Evaluation of Vision, Mission and Values understanding
Among Employees
ASK MNH
12 Improvement of Policy Management System ASK WSM
13 Management Based on Facts ASK WSM
14 Competency Matrix for all Employees MNH NAN
15 Employee Engagement Measurement MNH NAN
16 Education and Training Curriculum MNH NAN
17 Evaluation for OJT and Off-JT MNH NAN
18 Strategic Supplier Management WSM AAS, ASK
BE Initiatives/Program Implementation Schedule Nov ’14 ~ October ‘15

19. Closing the Performance Gap
BE Initiatives/Program Implementation Schedule Nov ’15 ~ October ‘16
No. Initiatives/Programs Lead Support N D J F M A M J J A S O
1 5S Audit (Internal) WSM Audit
Committee
2 5S Audit (MPC) WSM MAH
3 Voice of Customer BSK ANA, MRR,
NHM
4 Customer Complaint Trending WSM ANA, MRR
5 Value Stream Mapping WSM MAH
6 BE Audit WSM MAH
7 Internal Quality Audit WSM HZA
8 ISO9001 Surveillance Audit (SIRIM) WSM MAH
9 Kaizen Events WSM MAH
10 Supplier Quality Assurance Manual WSM AAS, ASK
11 PFMEA WSM MAH
12 QFD BSK MWA, JIS,
WSM
13 Advance 5S WSM MAH
14 Process Control Plan WSM MAH
15 APQP WSM HSF, MRR,
ANA
16 Cost of Poor Quality WSM ABI, RAR

20. Closing the Performance Gap
The Cooking Book - TQM Handbook
1. CEO
2. Manager
3. Common Employees
4. Policy Management
5. Standardization
6. Daily Management
7. QC Circle
8. Problem Solving
9. Statistical Method
10. Safety Control
11. Process Control
12. Management of
Facilities and Equipment
13. Measurement Control
14. Inspections
15. Education and Training
16. External Supplier –
Purchasing
17. Production Control
18. Disposal and Proper
Arrangement
19. Cleaning, Cleanliness,
Environment
20. Technology
Development and
Design Management
21. After Sale Service

21. Conclusion
1. 5-Star Organization characteristic that Matrix Power is pursuing shall
be clearly defined to get every employee engagement and
togetherness towards achieving it.
2. The best business excellence performance measurement method is
using Business Excellence Framework (BEF) by MPC compared to
SCORE Assessment by SME Corp. BEF is more comprehensive i.e. cover
the whole spectrum of business activity and supported by TQM
handbook. The assessment is rigorous and structured compared to
SCORE.
3. Initiatives and programs proposed are based on BEF result assessment
score for each category, TQM handbooks and Areas for Improvement
highlighted by auditor in their report.

22. Recommendation
1. One senior management shall lead the implementation of initiatives
for the each business excellence category. Proposal as outline below:
i. Leadership – En. Ahmad Shafie Bin Kusni
ii. Information – En. Wan Suffian Bin Wan Mansor
iii. People – En. Md. Nadzri Bin Hamzah
iv. Process – En. Wan Suffian Bin Wan Mansor
v. Planning – En. Ahmad Shafie Bin Kusni
vi. Customer – En. Badlee Shah Bin Mohammed Kassim
2. Development of action plan needs to be developed with the support
of key stakeholders and process owners. The action planning process
should be integrated into strategic planning process to ensure that the
actions can be resourced and implemented.