Chapter 2 – Multimedia City
I was hesitant when offered a job to work at my father’s Roadbuilder, a construction company. The idea of being associated with my father, for my capability in this construction company, was far from my liking. I followed my brother-in-law advice, by listing down my weakness, which includes - lack of experience in the industry, careless and lousy handwriting - to help me in making decision on the offer. Much to my surprise, the weaknesses that have been listed were favoured by Chua Hock Chin.
Chua Hock Chin had made one thing clear – despite lack of experience in construction industry; my previous stint in CIMB has helped a lot. Having contacts with people from EPU while working at CIMB seemed like a good asset, however the type of relationships did not. This contact was merely a social relationship; but at Roadbuiders the contact was of different nature. The contacts were important that grew proportionately with the business growth. Here, I knew the trick and trade of exactly running a profitable and competitive business. In short, the culture at Roadbuilder was totally different and challenging that prepared me well to be successful at Skali. The relationship has to be built on professional basis; however injecting some punch lines appropriately seems to work.
The first taste of being an entrepreneur surfaced out when we, at Roadbuilder have to compete with DRB, in securing two major projects. Instead of winning them both or nothing, I approached EPU, and requested for those privatization split into two. Yes this is entrepreneur cliché, a piece of cake divided so that everyone gets the share!
I was approached by Syed Jalaludin of UPM on a project, not necessarily agricultural basis.
Again, the fact that good relationship led to business opportunity, came to test when I had to get my cousin who worked in MIMOS involved. The argument of nepotism and cronyism may linger but the true fact is, I cannot be blamed if my cousin is there – as we work in a small circle and we are practically there in the circle.
We decided to built a cluster of research centres, and while doing so, we met a lot of important persons including Ariff Nun of MDC, Mohamad Awang Lah 0f CEO Jaring. While Arif was quite hilarious, Mohamad Awang Lah was opposite.
The idea of setting up Multimedia City did not go smooth in 1996, having rejection from EPU and MDC chairman; despite having the “good relationships”. Feeling dejected at first, I wrote to Dr Mahathir, then the prime minister of Malaysia, with good preparation. It was in 1997 that the asian countries was hit with economic crisis.
Friday, March 7, 2008
Synopsis For Chapter 1(Meeting Future Partners)
Chapter 1
I learnt the true meaning of resilience when I was 13.
I am Tengku Farith Rithauddeen, the CEO of SKALI, that evolves from a humble beginning to who I am now. SKALI has progressed tremendously not because of contacts and networks alone; but also by ambition and intellect.
We were not born with silver spoons in our mouth. We were just like any other families – failures and success along the way. My mother was the one who run the family, as my father being a government servant was leading a hectic life. Entrepreneur as she might seem, she had eyes for properties, which she managed to prove when she made us go to school, far away from home. Yes, she bought properties at places closer to our campus – to save cost for lodging and at the same time making an investment by adding values to the house purchased. The distance made us succeed in more ways than one – and I graduated with a bachelor degree in Economics.
People were thinking it was a waste to sell back the house; when my mother thought otherwise. Having added the value with such craftsmanship, the price of the property went up and she made a fortune. Indeed it was an entrepreneurship mentality in the making. She generated money from the house and other properties; and that included the one in Florida.
I join CIMB, as a CEO – Chief Entertainment Officer, some might say. It was when I learn the trick and trade of becoming entrepreneur. We learnt to go against norm, and that’s when Nazir and Rashid (of RHB) could sit together and win some contracts.
We were so driven to success that we overcame every obstacles – even to the extent of climbing up 20 stairs, when the elevator did not work!
My IT exposure started from the simplest model of computer using Basic language at college, to my working life at CIMB. It was the opportunity to make use of Power Point presentation when nobody wanted to attempt using it. Later I became good and I had everyone handing their presentation slides to me! Later I got to work with spreadsheet and Lotus, just to add in my expertise.
I never thought to end up in IT, until I met Azmi, who became my partner. Azmi is a smart and meticulous. He is also conservative and people often misjudged him.
The true test of Ami capability was when the payment of bonus was delayed. As CIMB and BOC were in the process of harmonization, the setback occurred when CIMB had to follow the BOC existing management – that bonus to be paid early next year! Collectively, everybody drafted a letter, with Azmi being the leader. Little that everyone knew, the letter opened the doors of opportunities to young entrepreneurs like us! Indeed no bonus for that year, but Azmi, as a leader, had another door open, when Md Nor became Securities Commission Chairman. Azmi’s charisma as a leader blows me away!
He is just being himself – no nonsense and extremely strict in nature. I came to conclude that in business – it is the harmonization of similar traits and opposing of differences makes an organization. It was after a few years later, Azmi, Aimi
I learnt the true meaning of resilience when I was 13.
I am Tengku Farith Rithauddeen, the CEO of SKALI, that evolves from a humble beginning to who I am now. SKALI has progressed tremendously not because of contacts and networks alone; but also by ambition and intellect.
We were not born with silver spoons in our mouth. We were just like any other families – failures and success along the way. My mother was the one who run the family, as my father being a government servant was leading a hectic life. Entrepreneur as she might seem, she had eyes for properties, which she managed to prove when she made us go to school, far away from home. Yes, she bought properties at places closer to our campus – to save cost for lodging and at the same time making an investment by adding values to the house purchased. The distance made us succeed in more ways than one – and I graduated with a bachelor degree in Economics.
People were thinking it was a waste to sell back the house; when my mother thought otherwise. Having added the value with such craftsmanship, the price of the property went up and she made a fortune. Indeed it was an entrepreneurship mentality in the making. She generated money from the house and other properties; and that included the one in Florida.
I join CIMB, as a CEO – Chief Entertainment Officer, some might say. It was when I learn the trick and trade of becoming entrepreneur. We learnt to go against norm, and that’s when Nazir and Rashid (of RHB) could sit together and win some contracts.
We were so driven to success that we overcame every obstacles – even to the extent of climbing up 20 stairs, when the elevator did not work!
My IT exposure started from the simplest model of computer using Basic language at college, to my working life at CIMB. It was the opportunity to make use of Power Point presentation when nobody wanted to attempt using it. Later I became good and I had everyone handing their presentation slides to me! Later I got to work with spreadsheet and Lotus, just to add in my expertise.
I never thought to end up in IT, until I met Azmi, who became my partner. Azmi is a smart and meticulous. He is also conservative and people often misjudged him.
The true test of Ami capability was when the payment of bonus was delayed. As CIMB and BOC were in the process of harmonization, the setback occurred when CIMB had to follow the BOC existing management – that bonus to be paid early next year! Collectively, everybody drafted a letter, with Azmi being the leader. Little that everyone knew, the letter opened the doors of opportunities to young entrepreneurs like us! Indeed no bonus for that year, but Azmi, as a leader, had another door open, when Md Nor became Securities Commission Chairman. Azmi’s charisma as a leader blows me away!
He is just being himself – no nonsense and extremely strict in nature. I came to conclude that in business – it is the harmonization of similar traits and opposing of differences makes an organization. It was after a few years later, Azmi, Aimi
Sunday, March 2, 2008
What is ISO 9001:200 Quality Management System Standard
To All My Dude,
What do you know about ISO 9001:200 Quality Management System? Do have any ideas? Ok, let's discuss together.
ISO stands for International Standardization for Organization. There are several certification bodies in Malaysian and each organization may apply to any one of these, depending on their management direction. IAF, International Accreditation Forum, recognizes accreditation bodies including UKAS (United Kingdom Accreditation Services).
ISO 9001:2000 Quality Management System Standard.
On the 15th December 2000 the ISO (International Standardization for Organization) launched the new revision of ISO 9001. This standard replaced the existing ISO 9001:1994 series and in doing so. Significantly changed the emphasis of the standard.
What is a Quality Management System?
ISO 9001:2000 is a standard that specifies criteria for a quality management system (QMS). A QMS is those elements of an organization's management system,that direct and control it with regard to quality. Such a system will need to be able to demonstrate management commitment.
ISO 9001 compliance provides an environment which creates a well defined quality management program within your company or organization. Quality Management ensures that process and services are carried out in a consistent and well controlled manner. Such consistency instills a high level of confidence in the company's clients with regard to the products or services provided.
How does the standard apply to your company or organization?
Each individual company must look at the separate elements of the standard and decide how it affects their company and how the standard can be applied to their operation.
How do you demonstrate management commitment?
Management commitment is one of the cornerstones of ISO 9001:2000 requiring top management to develop and improve the QMS throughout the organization. This commitment can be demonstrated by a number of methods including creating a quality policy, conducting management reviews and establishing quality objectives.
What is Quality Policy?
ISO 9001:2000 specifies that an organization must have a quality policy that documents the organization's overall intentions and direction related to quality as formally expressed by top management. Such a policy will include a commitment to comply with ISO 9001:2000 to continuously improve the QMS and to set and monitor measurable quality objectives.
What are Quality Objectives?
The quality objectives are those targets sought or aimed for by the organization that are related to quality. These quality objectives must be SMART (suitable, measurable, achievable, reviewed and timely). Examples of quality objectives might be to reduce machine down time by 20% or to reduce rework costs by Rm500 p/m. Whatever quality objectives are chosen they must be meaningful and adequately resourced by the organization.
What is a Management Review?
A Management Review is a very element of how the top management of an organization can assess its performance in terms of the objectives it sets itself, the requirement set by the standard and how its system are operating. Normally, a management review is a regular meeting of the top management team and uses the information that the organization's systems have derived . It is useful forum to review and revise quality objectives.
If you have any question about ISO 9001:2000 requirements, please let me
know...........
Thank you.
What do you know about ISO 9001:200 Quality Management System? Do have any ideas? Ok, let's discuss together.
ISO stands for International Standardization for Organization. There are several certification bodies in Malaysian and each organization may apply to any one of these, depending on their management direction. IAF, International Accreditation Forum, recognizes accreditation bodies including UKAS (United Kingdom Accreditation Services).
ISO 9001:2000 Quality Management System Standard.
On the 15th December 2000 the ISO (International Standardization for Organization) launched the new revision of ISO 9001. This standard replaced the existing ISO 9001:1994 series and in doing so. Significantly changed the emphasis of the standard.
What is a Quality Management System?
ISO 9001:2000 is a standard that specifies criteria for a quality management system (QMS). A QMS is those elements of an organization's management system,that direct and control it with regard to quality. Such a system will need to be able to demonstrate management commitment.
ISO 9001 compliance provides an environment which creates a well defined quality management program within your company or organization. Quality Management ensures that process and services are carried out in a consistent and well controlled manner. Such consistency instills a high level of confidence in the company's clients with regard to the products or services provided.
How does the standard apply to your company or organization?
Each individual company must look at the separate elements of the standard and decide how it affects their company and how the standard can be applied to their operation.
How do you demonstrate management commitment?
Management commitment is one of the cornerstones of ISO 9001:2000 requiring top management to develop and improve the QMS throughout the organization. This commitment can be demonstrated by a number of methods including creating a quality policy, conducting management reviews and establishing quality objectives.
What is Quality Policy?
ISO 9001:2000 specifies that an organization must have a quality policy that documents the organization's overall intentions and direction related to quality as formally expressed by top management. Such a policy will include a commitment to comply with ISO 9001:2000 to continuously improve the QMS and to set and monitor measurable quality objectives.
What are Quality Objectives?
The quality objectives are those targets sought or aimed for by the organization that are related to quality. These quality objectives must be SMART (suitable, measurable, achievable, reviewed and timely). Examples of quality objectives might be to reduce machine down time by 20% or to reduce rework costs by Rm500 p/m. Whatever quality objectives are chosen they must be meaningful and adequately resourced by the organization.
What is a Management Review?
A Management Review is a very element of how the top management of an organization can assess its performance in terms of the objectives it sets itself, the requirement set by the standard and how its system are operating. Normally, a management review is a regular meeting of the top management team and uses the information that the organization's systems have derived . It is useful forum to review and revise quality objectives.
If you have any question about ISO 9001:2000 requirements, please let me
know...........
Thank you.
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