(PUSAT PERKELUARAN NEGARA)PERSEKUTUAN TANAH MELAYU

PETALING JAVA

PENYATA TAHUNAN

1962

ANNUAL REPORT

0000035991NATIONAL Productivity Corporation (NPC) - [Annual Report].

NATIONAL PRODUCTIVITY CENTREFEDERATION OF MALAYA

PETALING JAYA

PU 5 A T PE£. £ E L U A R A N N E & A R A

P E K Y A T A T A HU N A N

1 9 6 2

A N N U A L R E P O R T

N A T I O N A L P R O D U C T I V I T Y C E N T R E

35991

HON'BLE TUAN HAJI MOHAMED KHIR BIN JOHARIMINISTER OF AGRICULTURE & CO-OPERATIVES

(Minister of Commerce Be Industryuntil 10th October, 1962).

"In our industries, the raising of thestandards of efficiency and levels ofproductivity, the provision of trainingfacilities at managerial, supervisory andworker levels on human as well as technicalproblems so as to bring about more and moreeffective management and technical skill -all these are important for our survival.The carrying out of specialist managementfunctions, even in small plants of whichthere are many in the Federation, is anintegral part of the process of industriali-sation and I see no reason why the principlesof management cannot be successfully appliedin large-scale as well as in small-scaleindustries."

Welcome to Her Majesty on the occasion of the Royal visit

to the National Productivity Centre.

The Director introducing His Majesty to ILO Chief of Mission

HON'BLE DR. LIM SWEE AUN

MINISTER OF COMMERCE & INDUSTRY

"The National Productivity Centre set up in PetalingJaya with United Nations aid has proved a big success.The Centre trains local personnel in modern methodsof industry and I am pleased to hear that those whohave attended courses at the Centre have actually beenable to show increased output when they returned totheir own factories or workshops."

NATIONAL PRODUCTIVITY CENTRE

A N N U A L R E P O R _T1 9 6 2

INTRODUCTION

It is being increasingly recognised that higher productivityis not an end in itself but a means of promoting social progress andstrengthening the economic foundations of human well-being. In thefinal analysis, the level of productivity of a country determines itsnational wealth, per capita income and living standards of its people.

2. His Majesty the Yang Di-Pertuan Agong, in the course of theRoyal Address to both Houses of Parliament this year, graciouslyexhorted the nation as follows:-

11 Our creative and constructive efforts for thewelfare of our people and the development of all theresources of our nation must continue to rise both inproductivity and tempo. We are in partnership one withanother, Malayans working together with mutual purposefor the benefit of each and all".

3. And when Their Majesties, the Yang Di-Pertuan Agong and theRaja Permaisuri Agong, accorded the National Productivity Centre therare honour and privilege of a Royal Visit, they displayed keeninterest and sympathy with the efforts of the Centre in doingprecisely what His Majesty had advised earlier on. Realising theparamount need for planning productivity training programmes inpartnership with both labour and management, the Centre as aGovernment institution, has constantly borne in mind the essentialtripartite principle, i.e. "the employer-worker-Government structure".During 1962 the Centre maintained close contact with and enlistedthe support of these groups in all its activities.

4. With the establishment of many new industries due to thestimulus provided by the Government's liberal industrialisationpolicy, and the expansion of existing industries, the acute dearthof trained management personnel is being felt in all sectors. Theproblem is further aggravated by the fact that no systematic ororganised training schema exists in the smaller and medium enter-prises in the country. With the increasing complexity of managementproblems and technical requirements of industrial operations, therehas resulted an unprecedented demand for the right type of executivepersonnel. Despite its man-power limitations, the Centre has endea-voured to meet its training obligations to the Government, employersand workers in its first year of existence. The account that followssummarises the Centre's progress and problems in the year 1962.

ESTABLISHMENT OF THE NATIONAL PRODUCTIVITY CENTRE

5. The Government of the Federation of Malaya invited aProductivity Demonstration Mission from the .International LabourOffice in May 1958. The Mission gave practical demonstrations toGovernment officials, employers, trade unions and others of the

benefits that could result from long-term productivity projects designedto suit the particular needs of the country. The Mission also suggestedthe establishment of a permanent institution which would provide thenecessary training in modern methods of productivity, both in the fieldsof industrial engineering and industrial relations. The Governmentaccepted these recoaimendations and an application was accordinglysubmitted to the United Nations Special Fund in New York for assistanceto implement the productivity project which was subsequently approved.

PUN OF OPERATION

6. In December 1961, the Hon'ble Minister of Commerce andIndustry signed the Plan of Operation for the National ProductivityCentre as a joint project between the Federation of Malaya Governmentand the United Nations Spscial Fund. It was also agreed that theInternational Labour Office (ILO) would be the executing agency toprovide international expert staff to attend to the programming andoperation of the project. The Plan became formally operational inFebruary 19B2. The principal task of the Centre is to:-

(i) raise the standard of management, includingsupervision at all levels in industries of theFederation of Malaya; and

(ii) improve the efficiency of industrial operationswith particular reference to methods of increasingproductivity, of improving quality of output, oflowering costs and of developing constructivelabour/management relations.

STAFFING

(International Labour Office)

7. Two ILO experts under the Expanded Programme of TechnicalAssistance assisted the Centre in the initial stages of organisation,and were joined by two more ILO experts during 1962 making a totalof four experts, viz:-

One Chief Adviser to the Mission;Two Industrial Engineering Experts; andOne Supervisory Training Expert.

(National Counterpart Staff)

8. Two Malayan counterpart officers were selected and appointedby the Public Services Commission on secondment to the Centre, via:-

A Director to understudy the Chief Adviser, andone Training & Investigating Officer to understudyan ILO Industrial Engineering Expert.

9. An Information Officer joined the staff during the periodunder review. Other technical and administrative staff were alsorecruited. The approved establishment details are in Appendix I.

TRAINING

10. Experience has shown that work-study is the most suitable meansof arousing interest in any productivity programme during its initialstage, because it is relatively easy to demonstrate and teach, andhas the advantage that workers as veil as management can participatefrom the beginning and see the effect and comparative costs ofimprovements applied. Therefore, after visiting a large cross-sectionof Malayan firms, it was decided to start training at middle-levelmanagement with a course on Production Management.

Production Management Seminar

11. In order to let the public know something of the nature of thecourse, a seminar was held at the Centre in June when members of topmanagement were invited to listen to an outline of the course, andalso to discuss management problems requiring urgent attention.Thirty-five senior management representatives participated in theSeminar and interesting discussions ensued. This exercise was infact an "appreciation course", to stress the need for managementsupport, when 'in-plant1 practical projects had to be undertaken bythe trainees at the conclusion of the theoretical course.

Production Management Courses

12. The Mission started its first recognised course according toschedule in June, and due to public demand, found it necessary torepeat the same procedure for a second course. Each of these coursescovered ten weeks, three of which were spent in the Centre. For thenext six weeks the candidates returned to their own plants to implementsome improvement from what they had learnt. Finally, on the tenthweek they assembled again to report on their achievements at a"finishing seminar" to evaluate the training with their respectivemanagement representatives also present.

13. The two Production Management Courses covered subjects thatwere of immediate interest to the majority cf candidates, and showedquick and positive financial savings. The annual rate of savingsamounted to $75,000 from the first course and $82,000 from the secondcourse respectively, thus yielding a total annual rate of $157,000during 1962.

Presentation of Certificates

14. Successful participants of the first course were presentedwith certificates of proficiency at a 'finishing seminar1 by theHon'ble the Minister of Commerce & Industry in the Centre theatrette.

Supervisory Training

Sample Survey

15. The Centre launched a sample survey in Selangor State toobtain information and collect statistics relating to supervisory/management practices and problems as well as supervisory strengthin the respective undertakings in commerce, industry and someGovernment departments carrying out industrial-type operations.500 such enterprises were circulated with a training questionnaire

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each. The response was encouraging and resulted in the ILO SupervisoryTraining Expert designing four supervisory training programmes on thefollowing subjects:-

(i) Leadership and Human Relations;(ii) Group-Work and Discussion-Leading;(iii) The Supervisor as a Trainer & Instructor; and(iv) Job Simplification for the Supervisor.

16. The first two subjects were covered at a ftest group1 as atraining exercise to permit the ILO expert to obtain guidance andexperience relating to local conditions and supervisory practices,so as to facilitate the development of suitable training programmesand trainers' manuals. The results were highly successful and towardsthe close of the period under review, the demand for reservations innext year's basic training and institute-training programmes wasalready forthcoming.

Training for Trade Union Executives

17. A nominee from the Malayan Estate Staff Union who attendedthe Supervisory Training Course on "Group-work and Discussion-Leading" recommended to the General Council of the Malayan TradesUnion Congress that this Course could be beneficial to trade unionexecutives as it helps to develop leadership qualities and respon-sibilities. The ILO Supervisory Training Expert started designinga suitable course for the exclusive training of trade union executivesas many trade unions are evincing interest in this type of training.

Job Evaluation

IB. Fallowing an address by the ILO Chief Adviser at a seminarof employers organised by the Malayan Council of Employers' Organisa-tions in Kuala Lumpur, the Motor Trade Committee of this body requestedfurther advice in setting up a joint management/staff Job EvaluationCommittee to initiate work on this subject. An Industrial EngineeringExpert has been assigned to advise the evaluation study-team andtraining is in progress.

THE RURAL & INDUSTRIAL DEVELOPMENT AUTHORITY (R.I.D.A.)

19. The Centre worked closely with R.I.D.A. during the year.The Authority's Chairman expressed interest in the practical helpthat could be applied to the rubber processing factories that theAuthority was setting up in the country, and in the operation ofvarious concerns owned and subsidised by it. This matter is beingpursued further as it involves policy questions on Malay participa-tion in commerce and industry.

R.I.D.A. Dockyard, Kuala Trengganu

20. Two ILO Experts visited the dockyard at the request of itsSuperintendent to examine a proposal that the executive personnelshould receive some management training. A preliminary paperwas prepared on various aspects of productivity improvement, includingproposals for training executive staff in the dockyard in supervisorytechniques at a future date.

21, A paper was submitted on the various factors involvingproductivity in the dockyard, and this led to a request for a secondpaper which the Superintendent wished to table at a seminar on boat-building in Malaya.

R.I.D.A. (North Eastern Transport Service Ltd.), Kota Bharu

22. A request by the RIDA-managed North Eastern Transport ServiceLtd., Kota Bharu, for a productivity survey relating to its financialmanagement was considered. As soon as the ILD Management AccountingExpert is available early next year it is hoped that the Centre willbe in a position not only to undertake the survey but also to plan asuitable training course on financial management to RIDA candidatesand others interested in the accountancy aspects of productivitytraining.

Co-operation with other RIDA Training Activities

23. Other forms of training were given to officers of RIM whoattended lectures in the Centre on management subjects includedin a residential course held at Petaling Jaya and Eraser's Hill. Inaddition, the ILO Chief Adviser and the Director, lectured each weekfor four months to trainees in the Accounting and Business Administra-tion sessions at the Dewan Latehan, Petaling Jaya until lecturerscould be obtained from the U.S. Peace Corps. Students from the DewanLatehan RIDA, also attended a number of lectures in the Centre andspecial industrial films were screened for their benefit.

PRELIMINARY PRODUCTIVITY SURVEY OF A RUBBER ESTATE

24. The President of the National Land Finance Co-operativeSociety asked for a survey to be made of the Bukit Sidim RubberEstate, Kulim, and two ILO Experts with the Director, spent a weekon the estate in January. A comprehensive report of the findings,including some recommendations for increase in output of the factoryand streamlining the existing ad-hoc joint consultative machinerybetween management and workers was submitted to the Society. Thereport covered the fallowing:-

(i) factory operations, storage and packing, plantlayout and other aspects of industrial engineering;

(ii) field investigations relating to actual tapping indifferent types of terrain, collecting and despatchof latex from field to factory, techniques oftapping with and without ladder; and

(iii) industrial relations, morale and welfare.

25. A follow-up visit to the estate was made by the Centre'sIndustrial Engineering Expert in June when the new manager askedfor advice in implementing some of the recommendations embodiedin the report. Discussions resulted in changes being made to themachine layout in the estate factory and store-house. Copies ofthe report on the survey were circulated to the Controller, IndustrialDevelopment Division, the Commissioner for Industrial Relations, theDirector of the Rubber Research Institute and the Controller ofExport Commodities for their comments, on the report being declassified.

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Work-Study Training in Conjunction with the Rubber Research Institute

26. Arising from the submission of the Preliminary Survey Reporton Bukit Sidim Rubber Estate to the Rubber Research Institute, thelatter submitted constructive technical comments on work-studytechniques employed in tapping operations. A Joint programme by whichthe National Productivity Centre and the Rubber Research Institutecould approach this complex and widely diversified field of work,never before attempted on a worthwhile scale in the rubber industrywas suggested. The first step would be the selection of suitablepersonnel to be trained by the National Productivity Centre as work-study men. These could later become the nucleus of a group thatwould undertake field work under the suggested joint programme.Comments were submitted by the Centre to the Ministry of Commerceand Industry for a final decision.

Memorandum on "Vocational Training and the Co-operative EngineeringEnterprise"

27. In connection with the survey fpr the National Land FinanceCo-operative Society Ltd., the President also expressed a desire toset up a Vocational Training Institution for rubber plantationworkers who are members of the Society, He sought the Centre'sadvice on how best such an institution could meet and fulfil itstraining obligations. The ILO Expert in Industrial Engineeringprepared a paper with the above title based on his previous experienceof vocational training in other countries, and submitted it for theSociety's study.

MEMORANDUM ON "ESTABLISHMENT OF A PRECISION ENGINEERING WORKSHOP"

28, At the request of the Malayan Industrial Development FinanceLtd., the Centre prepared the above memorandum embodying certainrecommendations for study by this finance credit institution.Officials of the H.I.D.F.L. kept close touch with the Centre andparticipated in its seminars.

MEMORANDUM ON "WORK-STUDY APPLICATION IN THE CATERING INDUSTRY"

29. At the suggestion of the Hon'ble Minister of Labour andWelfare, the Centre prepared a preliminary paper on this subjectas applicable to the hotel and catering trades. The paper was alsoreferred to the Department of Tourism. It has been suggested thata Working Committee to study the full implications of training onthis subject be formed composed of representatives from all interestedtourist agencies and departments.

CONTACTS WITH EMPLOYER ORGANISATIONS, TRADE UNIONS & CIVIC BODIES

30. The Director and ILO Experts addressed the following organisa-tions on subjects associated with productivity training:-

(a) Federation of Malaya Industrial and CommercialEmployers' Consultative Association

"Job Evaluation"

(b) Dale Carnegie Alumni Association, Kuala Lumpur"Human Relations in Management"

(c) RIDA College Literary Society"Human Problems in Leadership"

(d) Dewan Latehan RIDA"Prospects of RIDA graduates in Commerce & Industry"

(e) Petaling Jaya Rotary Club"Supervisory Training"

(f) Young Workers' Movement, Selangor"The Productivity Project"

(g) General Council of Malayan Trade Union Congress"Trade Unions and Productivity"

Trade Union Seminar (Posts, Telegraph & Telephone International)

31. The Chief Adviser and the Director were invited to the openingceremony by the Hon'ble Minister for Works, Posts and Telecommunica-tions. In attendance were the Postmaster-General, and the Director-General of Telecommunications. The Director of the Centre addressedthe seminar on "The Role of Trade Unions in Raising Productivity",,which evoked considerable interest and healthy discussion.

Malayan Trades Union Congress

32. The Malayan Trade Union Congress expressed interest in theCentre's training and suggested development of suitable courses fortrade union executives. Other trade unions applied for details ofthe Centre's training programmes including various DivisionalCommittees of the Malayan Trades Union Congress. Liaison is beingestablished with the Education Committee of the M.T.U.C. to co-ordinatesuch type of training programmes.

Postal Uniformed Staff Union

33. The ILO Chief Adviser and the Director addressed the 2ndAnnual Delegates' Conference of the Postal Uniformed Staff Unionwhich was declared open by the Hon'ble Minister of Works, Postsand Telecommunications in Federal House.

National Union of Plantation Workers

34. The Director attended the opening session of the SecondTriennial Delegates1 Conference of the Union in December. TheActing Minister for Labour and Welfare addressed the delegates.A Workers1 Delegate from the Governing Body of the InternationalLabour Office, on his way back from the ILO Regional Conferencein Melbourne, declared the Conference open. The Centre maintainedclose touch with the General Secretary of this Union who alsoholds an important post as Chairman of the Asian Regional Organisa-tion of the International Confederation of Free Trade Unions.

MINISTRY OF LABOUR AND WELFARE

35. As a direct result of the work on the rubber estate atKulim, and its attendant connection with industrial relations, the

Ministry of Labour sent out a circular to all its field offices andHeads of State Departments of Labour and Industrial Relations toextend any co-operation and assistance to officials of the Centreduring their out-station tours of duty. This was a good auguryfor joint Ministry participation, as the productivity project requiresthe close co-operation of both the Ministry of Labour and theMinistry of Commerce & Industry to be a success.

36. The Secretary to the Ministry of Labour expressed keen interestin supplementing the training activities of the Centre, especiallyin the labour/management aspects of productivity, and agreed toreleasing his Department Heads for lecturing during any trainingsession on subjects relating to;-

(1) Labour legislation(2) Industrial Relations(3) Machinery Ordinance

and other allied topics. The speakers from the Ministry in severalof the Centre's training courses were senior officers nominated bythe Commissioner for Industrial Relations, and the Commissioner forLabour. The Ministry also assisted the Centre by loaning suitablefilm-strips for case-study discussions. It is expected that in thefuture, even more active assistance would be required from theMinistry of Labour as considerable interest is being shown onindustrial relations subjects by the Many participants in our trainingprogramme *

MINISTRY OF WORKS, POSTS AND TELECOMMUNICATIONS

(i) Central Workshops), Public^Works Department

37. The Hon'ble Minister for Works, Posts and Telecommunicationsexpressed interest in the Centre's training programme being extendedto the Central Workshops of the Public Works Department. He desiredthat a preliminary survey be made of the Workshops and recommendationsfor productivity improvement be made. The request was transmittedfor a decision by the Ministry.

(ii) Telecommunications Department

38. At the request of the Controller of Stores and Workshops,Telecommunications Department, who attended a management seminar,two nominees were accepted for a supervisory course and a productionmanagement course. An Industrial Engineering Expert has beenassigned to investigate into the possibilities of training a numberof technical officers in the stores and workshops section to forma work-study team.

39. A United Nations Expert attached to another U.N. SpecialFund Project - the Telecommunications Training Centre - has madea request for our services to be extended to the technical employees,particularly in the supervisory training courses.

MINISTRY OF HEALTH

40. A World Health Organisation expert on Hospital Administrationattached to the Ministry of Health, expressed interest in utilising

the Centre's facilities to train hospital administrators in hospitalmethods improvement. At the time of reporting informal discussionswere being held on the type of course desired. It is expected thata formal request will be made to the Ministry for the Centre's ILOexperts to assist in the contemplated training scheme.

MALAYAN RAILWAY ADMINISTRATION

41. Contact was established with the General Manager and seniorofficials of the Malayan Railway Administration who desired to takeadvantage of the Centre's training service. Two engineers from theSentul Workshops have participated in each of the Production Manage-ment Courses run by the Centre. Discussions have also been heldwith the Acting Chief Mechanical Engineer for supervisory trainingcourses. It is expected that in view of the large number ofemployees in the Railways, a special training scheme might have tobe drawn up in consultation with the Railway Administration forimplementation in the new year. The training of 'trainers1 in theinstitutes to be conducted by the Centre might be the answer totrain the large number of staff carrying out supervisory functions.The Railway authorities have been most co-operative and interestedin our schemes.

GOVERNMENT STAFF TRAINING CENTRE

42, An instructor from the Government Staff Training Centreattended a test supervisory training course on "Group-Work andDiscussion-Leading". Discussions were held with the Principal ofthe Staff Training Centre on the syllabus and procedure of trainingin Government Departments. The Principal has been most co-operativein providing statistical information to the Centre concerning Govern-ment Departments involved in industrial-type operations for ourdistribution and mailing lists.

NATIONAL PRODUCTIVITY ADVISORY COUNCIL

43, As provided for in the Plan of Operation, the participatingagencies in the productivity project, agreed to establish anAdvisory Council. During the year the terms of reference andcomposition of the Advisory Council were approved by the Hon'bleMinister of Commerce & Industry, The terms of reference of theCouncil are:-

"To advise the Minister of Commerce & Industry on:

(a) training and other programmes that willbest serve specific local requirements andthe country as a whole; having regard tothe possible changes in the economy of thecountry;

(b) ways and means of publicising the aims andobjects of the Centre and obtaining co-operationof employer and employee groups; and

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(c) matters connected with the administrationof the Centre in general".

The Council is composed of the following members:-

(i) Secretary, Ministry of Commerce & Industry(Chairman}

(ii) Representative of the Prime Minister!s Department(Economic Planning Unit)

(iii) Representative of the Ministry of Labour & Welfare

(iv) Representative of the Ministry of Rural Development

(v) Representative of the Ministry of Commerce & Industry

(vi) Representative of the University of Malaya

(vii) Representative of the United Chambers of Commerce

(viii) Representative of the National Chamber of MalayanManufacturers

(ix) Two representatives of the Malayan Trade UnionCongress

(x) Representative of Malayan Council af Employers1Organisations

(xi) Chief of the ILQ Productivity Mission - (Adviser)

(acii) Director, National Productivity Centre - (Secretary).

44, It is expected that the Advisory Council will be inauguratedearly next year. This will assist the Centre in administering aswell as formulating effective training policies and programmes withassistance from employers, workers and Government departments on atripartite basis.

LIAISON WITH OTH R ORGANISATIONS

(*) Asian Productivity Organisation (APO), Tokyo, Japan

45. Visits to the Centre from the APO were made by the ProgrammeOfficer, and by a goodwill mission headed by the Hon'ble thePhilippines Minister for Economic Affairs and Chairman of the APOGoverning Body. Other mission members were from Thailand, Indiaand Japan, including the Secretary-General of the APO.

46. The Director of the Centre attended the APO Conference inKatmandu, Nepal, as an observer. Delegates from the eight APOmember countries and four observers attended, including a numberof invited guests from international agencies aid missions andthe United Nations. Heads of Productivity agencies in the APOmember countries reviewed progress in their respective countriesand exchanged useful information on productivity problems.

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E conomic Development Board. Sjjigapgre

47. The Director of the Economic Development Board establishedcontact with the ILD experts and discussed details of our courses aswell as assistance in training managerial personnel. He vas askedto channel the request to the Prime Minister's Department as itinvolved policy. Since then members of the E.D.B. have occasionallyvisited the Centre for informal discussions and courtesy visits.

(iii) Supervisory and Management Training Association in Singapore

48. This Association, which is the only training institution ofits kind in Singapore catering for management and supervisorypersonnel, applied to the Centre for reservations in the ProductionManagement Training courses. The Centre agreed to invite a limitednumber of the Association's nominees. The majority of industrialfirms and organisations, some of whom have branches in the Federation,are members of this Association. One of the Association's nomineesparticipated in our training.

(iv) Residential Course in Advanced Management, University of Singapore

49. An official from the Singapore Economic Development Boarddiscussed the desirability of conducting advanced studies in managementat the University of Singapore in conjunction with the Business Admi-nistration department of the University and ILQ experts attached tothe Centre. This informal visit was followed up by a letter from theChairman of the Singapore Economic Development Board requesting theMinistry to select Federation candidates who desire to participatein the residential course to be held in the University of Singaporefor two weeks sometime in March next year. The ILO experts statedthat as they are not accredited to the Singapore Government they wouldbe unable to assist in this project unless the course is conductedwithin the Federation territory.

(v) Business Administration Course, University of Malaya

50. A Canadian Colombo Plan Expert attached to the Universityof Malaya and Singapore, discussed the prospects of an AdvancedManagement Course to be run in conjunction with the Centre and itsexpert staff. Provided there is sufficient demand and the courseis held in the Kuala Lumpur University, the Centre agreed that itwould endeavour to provide all assistance for the proposed Course,

(vi) Hong Kong Technical College Delegation

51. A three-member delegation from the Hong Kong TechnicalCollege led by its Principal visited the Centre to obtain informationon its establishment, organisation structure, training syllabus,budgetary provision, and ILD/UN Special Fund relations. The delega-tion was to report on the feasibility of establishing its ownautonomous Productivity Centre in Hong Kong where productivitytraining has so far been combined with the functions of the TechnicalCollege there.

(vii) Employers' Delegation from ILD Regional Conference in Australia

52. An international delegation of employer representatives return-ing from the ILO Asian Regional Conference in Melbourne, visited the

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Centre to acquaint itself of the training programmes and alliedactivities. The members were officials of employer bodies fromSweden, Ceylon, Belgium and ILO Headquarters, They expressed satis-faction with the facilities and training curriculum of the Centrewhich they stated compared favourably with similar Centres inindustrially advanced dountries.

(viii) Sarawak Delegation

53. At the request of the Ministry of External Affairs a delegationfrom Sarawak was received here on a study-tour and conducted roundthe Centre. It later visited an industrial plant in Petaling Jaya.The members of the delegation displayed keen interest in the trainingschemes and said they would urge the Sarawak Government, on theirreturn, to send management representatives for training to the Centre.They said that this assistance would be tangible proof of co-operationin the new Malaysia.

(ix) Ceylon Productivity Association

54. The Secretary of the Ceylon Productivity Association and theDirector of the Ceylon Institute of Industrial and ScientificResearch visited the Centre and discussed training programmes.

INFORMATION AND PUBLICITY

Industrial Films

55. The Canadian and United Kingdom High Commissions have verygenerously loaned a number of industrial films which are being heldin the Centre's film library. From time to time the Malayan FilmLibrary of the Information Services loans films for use at theCentre's training sessions. A number of educational films has beenordered for from the Geneva headquarters of the International LabourOffice.

56. A list of the films held in the Centre is appended to thisReport.

(ii) Heferenee ibrary

57. The International Labour Office has presented the Centrewith a small library of management books and also other periodicalsand bulletins on management subjects. The library has proved verypopular with the participants in our training courses. It isezpected to increase the volume of books in the new year to providea better reference service to the participants.

(iii) 'Merchandising Terts' from Australia

58. The Malayan Junior Chamber of Commerce very generouslydonated two sets 'Merchandising Management1 tearts to the Centreprepared by the Robert Hemingway Institute. The books were formallyaccepted by the Hon'ble Minister of Commerce & Indust at a ceremonyheld in the Centre from the Chamber President for 1962.

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(iv) Press Publicity

59, The local press devoted considerable space to articles aboutthe Centre and its training programme including special features onour training activities. Relations with the press and publicityagencies. Radio Malaya, Malayan Film Unit and the InformationServices have been most cordial and friendly. With the appointmentof the Centre's Information Officer the relations should increaseeven further.

(v) Publications

60. The Centre published two brochures, one each in the nationallanguage and English, furnishing information about the Centre, itsaims and functions. The Translation Bureau of the Prime Minister'sDepartment very kindly undertook the translation from English intothe national language. The Dewan Bahasa dan Pustaka also kindlytranslated various technical terms into the national language.

(vi) Radio Features

61. Radio Malaya very kindly extended time on the air for afeature on the Centre which was repeated by popular request. Arecording was also made for Radio Malaya's Malay language sectionby the Centre's Information Officer and the Director.

Film entitled 'Progress - 19621

62. The presentation of certificates ceremony was filmed by theMalayan Film Unit for inclusion in the film on Malayan Progress - 1962,

SPECIAL EQUIPMENT

63. During the year the International Labour Office suppliedvarious items of equipment including audio-visual aids, demonstrationmaterials, films and film-strips, cine and photographic equipment,work-study tools and publications valuing $48,000.

64. A station-wagon was also ordered to facilitate outstationcoverage of training by the Centre staff. The wagon is expectedto be delivered from the United Nations Office in Australia in thenew year.

65. The Ministry of Commerce & Industry provided the Centre with$10,000 to purchase from the Development Expenditure additionalequipment and items of machinery for the Centre's workshops andoffice,

PERMANENT BUILDING FOR THE CENTRE

66. Under the Federation's Second Five-Tear Development Plan,provision is available for the construction of a permanent buildingfor the Centre. The plan for this building is currently beingstudied in conjunction with the Report of a U.N. Expert, Dr. Jordan,on the establishment of an Institute of Industrial Technology.

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His Majesty examines detailed layout for a new factory,

An industrial engineering expert explainsan example of motion economy.

Presentation of Certificate to a successful candidate

at the conclusion of the 1st Production Management Course

Hon1ble Minister's address at theFirst Production Management Course.

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P A R T II

TRAINING PROJECTS

The technical portion of the report endeavours to present asummary of the various in-plant projects completed by the 'trainees'in the course of the two Production Management Courses conductedby the Centre in 1962. It is estimated that average savings at therate of $157,000 per annum have resulted due to application ofproductivity techniques in twenty undertakings.

(a) Cutting Rubber Shoe Soles

In a firm manufacturing shoes, one particular operationcaused a bottle-neck in the flow line. The knife (in the shapeof a shoe sole) had to be turned 180° after each cut and six soleswere cut from each sheet of rubber.

Two knives were welded together, both were for right feet,and placed at 180° to each other (i.e. toe to heel side by side).This was done because it kept waste to a minimum, also all soles ofthe same foot were stored in one rack. When soles were required forthe other foot the rubber sheet was turned face downwards and thesame knife used.

The advantage was that in addition to cutting two soles ata time, the knife did not have to be turned. Production was 480 perhour compared with 288 previously, an increase of 67j%.

(b) Making Pewter Beer Mugs

When making pewter mugs the distances covered transportingthe goods from operation to operation totalled 402 feet and took72 operator hours per week.

After re-arrangement of the work places the distance wasreduced to 92 feet, and the time to 12 operator hours per week.

Reduction in distance 402 ft. to 92 ft. = 77% saved" " operator-hours 72 to 12 = 83% "

(c) Press Blanking of Pewter Mug Bottoms

Bottoms were cut from pewter sheets in a hand-operated press.The sheet had to be guided both cross-wise and longitudinally tokeep waste to a minimum. Each stroke of the punch picked up thesheet, and the operator had to force or wriggle it off before placingfor the neart stroke. Experiments showed that a skilled operator took5.47 minutes for a batch of 60 bottoms.

Simple additions to the die were two side guides, an end stop,and a stripper to prevent the sheet being picked up. The new averagetime for blanking 60 bottoms with these improvements was 4.0 minutesan economy of 5.47 to 4.0 = 27%.

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(d) Hinge Brackets For Railway Wagons

Hinge brackets were made by skilled men, and the distancesbetween the welding shop and the marking place, and from there tothe drilling machines was 2310 feet. The time spent by skilledworkers was 44 man-minutes per bracket at a cost of 48 cents (plusthe cost of transport). One problem concerning management was theexcessive delays that occurred in the various stages of progress.

Two simple jigs were made to eliminate the need for accuratemarking and to improve uniformity, these cut out one process entirelyand allowed semi-skilled workers to do the job, removed the delays,reduced transport to 1176 feet, and the cost to 10 cents per hingebracket. The total cost of the jigs was $18/= so that after making48 hinges, the cost had been liquidated. Each batch of bracketsprocessed is 1000 pieces, and the jig is good in perpetuity.

Direct labour cost 48 cts. to 10 cents. = 79% savedDistance transported 2310 ft. to 1176 ft. = 49% "Time in man-minutes 44 to 9.5 = 78% "

(e) Assembling Panels of Parquet Flooring

Eighty pieces of wood were assembled in a panel 2 feet squareaccording to colour and a predetermined design. The skill of theoperative was to arrange the pattern so that the panels were allsimilar when placed together on a floor. Wood was delivered on anendless belt to a bin and operatives collected pieces from a holeopposite each workplace. In the search for suitable pieces theworker had to dig into the bin and discard unwanted pieces.

The holes were widened and the bin lined with sloping metalchutes so that the wood would slide through the hole to a positionslightly above the edge of the panel frame. Pieces could easilybe seen and selected without lifting them in the hand. A surplusof unsuitable colours still accumulates, but the result has beenan increase of 24% output.

(f) Packing Paint Into Cans

The operative squatted before a valve until a can placed ona platform 6" from the floor was filled with paint. Then he liftedthe can on to a lidding machine 31" high and 6 ft. away. The sealedcans were then stacked until the identification details had been puton, afterwards they were loaded into a cart and transported to thestore.

The filling valve was raised to serve a can placed on aplatform 18" high. The lidding machine was lowered to 18" and placedalongside the filling position so that the can could be pushed insteadof being lifted and carried to the second operation. Identificationdetails were put on the can before filling and so the sealed can wentimmediately into a cart ready for transportation to storage.

Reduced walking distance 20 ft. to 8 ft. = 60%Reduced time for operation 25 sec. to 20 sees. = 20%

Reduced effort as no bending or lifting was required. Paintwas no longer kept in factory overnight awaiting labelling.

- 16 -

(g) Handling of Scrap Rubber

Pieces of waste were thrown into a large box which was emptiedeach week* This had to be weighed and loaded into a motor vehicle;a procedure that took 4 men 5 hours. The weight was about 12QO Ibs.,and the distance covered within the factory 2362 feet.

An improved system of storage eliminates the lifting byplacing the waste in drums which can be rolled when moved from thestorage to the weighing machine and from there to the vehicle. Thereduced distance was 315 feet, and the work could be done by two menf

Distance travelled 2362 ft. to 315 ft. = 87% saving-Man-hours required 20 to 10 = 50% "

Material is now rolled and not carried. Waste disposal is anon-productive job and any saving in man-power releases them forproductive work, particularly as overtime worked in this factory wasexcessive.

(h) Ut i1Isat ion o f__Fl o or Spa ce

A large proportion of the equipment for processing was veryheavy and bulky (e.g. up to ij tons and 63 cu. ft.). These itemshad to be left where they were unloaded by a crane which ran thelength of the building on a gantry. This made much of the surroundingfloor space inaccessible causing all the work to be done in one halfof the shop. The quantity of equipment varied from day to day andover one month when measurements were recorded averaged 10g% of actualfloor space.

Racks and stillages have been built on the previously inacces-sible floor space to enable all finished goods to be assembled fordispatch, and under the revised system the occupied floor space hasbeen reduced to 6%, a saving of 43%.

(i) Glazed Sanitary Ware

This project was started some time ago and dropped afterdifficulties had been encountered. After the course it was re-started.

The complete pah was made in three separate moulds, the body,flush ring and socket. Moulds had to be clamped together in view ofthe awkward shape of the product. Each piece had to have the sameamount of moisture in it when joining took place, otherwise thefinished product would crack. Only skilled labour could be employed.The moulds weighed 100 katties and handling was difficult. Wear anddamage in clamping was substantial. Production was 16 - 20 pans perday with about 30% scrap.

The new method was devised using only one mould weighing 55katties. The weight of the material and atmospheric pressure ismade use of and a plug is fixed in the bottom. One hour afterpouring the plug is removed and surplus moisture drains away.

The mould is 50% lighter than the old one. Speed of moistureabsorption is -4 times the old method. Product is complete at onepouring and is same consistency throughout. Skilled labour iseliminated. A large amount of operating and drying space has beenreleased for other work. Flows have been almost eliminated and scrapis virtually nil. Increase in output is 400%.

.../17

- 17 -

(j) Soap Stamping and Packing

To meet a growing demand for laundry soap, this firm haddecided to increase the capacity of the soap boiling pans. Thestamping and packing department was already working, with a heavyburden of overtime, up to 14 hours per day. It was hoped to putthis department on two shifts and the problem was to do so with aminimum of new labour and to reduce the costs.

The project involved a complete change of layout in thedepartment together with several changes in method.

(k) Improyemen t to Hand Stamping Machine

The machine handle was placed high causing the operator tostretch to the full height for each stamping. By lowering thehandle the operator can now sit and work comfortably.

(1) Transport to Stamping

Soap cakes were placed on racks and carried to either thestamping machine (25 feet), or to hand stampers (50 feet), A disusedroller conveyor system was lying in the stores and this was assembledand wooden trays were made to carry the bars of soap on the rollers•The stamping machine and the hand stampers were moved into line withthe conveyor so that carrying was eliminated.

(m) Palletisation of Soap Bars

Stamped bars were put on racks and transported to the weather-ing area in a wheel cart, which was then unloaded and the bars piledfor airing. A fork lift truck was already used elsewhere in thefactory and so pallets were made on to which the stamped bars wereloaded and transported by fork lift truck and left for weatheringwithout further handling.

The improved methods and new layout made it possible for 25operatives to do in ten hours what 35 had previously taken 14 hoursto complete; an increase of gB%, Two shifts have gone into operation,with 15 additional operatives and an increased rate of pay introducedto compensate for shift work hours.

(n) Loading of Galvanised Iron Sheets

Manual loading of sheets in packages weighing 500 Ibs each,from the finished goods store to covered railway wagons, took anaverage of 2 hours per day for 20 men. Production had to stop torelease 10 workers from the production line to make up this labourforce.

A trolley conveyor with a cantilever was built which relievedthe men of much heavy lifting, and reduced loading time to 1.6 hoursrequiring only 10 men.

(a) Productivity of the loading increased from 40 man-hoursto 16 man-hours = 150%

(b) The production line was not stopped for 2 hours out ofthe 8 hour day, an increase in production of 33%.

.. ./IB

- 18 -

(o) Coiling of P.V.C. Round Cords

The P.V.C. cord was fed into a wooden box as it left themachine, and the free end was wound by hand into coilds of approximately5 Ibs. weight. It was then weighed and cord unwound or added to thecoild before being cut, tied and packed into a 5 Ibs. package.

An improved method was achieved by raising the machine onefoot, and putting a cone of 8" height and 7" base diameter on top ofthe weigh-scale which was placed below the machine delivery roller,Hie cord fell on the scale and from the vibration of the machinecoiled around the cone without guidance. One operative was able toattend to three machines as the cord only required cutting as thescale came up to the 5 Ibs mark; an increase of 300% in productivity.

(p) Coiling Plastic Garden Hose

As the hose left the machine an operative marked it every2 feet and it was cut into 100 feet lengths. A second operativecoiled the length of hose manually on a drum, after which it was tied,labelled and packed.

A simple friction-drive winding machine with a mechanicalcounter was built as a measuring device, so that one operator couldeasily attend to the whole process; an increse of 100%.

(q) Baking of Bread

The dough was cut, weighed, moulded and placed into oiledtins by hand. The tins were put into racks and later loaded intoan oven, cooked and unloaded.

Output was limited by the fixed times that loaves had tostand and then be baked, so that waiting time of the ovens occurred.A small machines was designed to eliminate hand moulding (a tiringtask) and oiling of tins. This freed some of the operatives whowere then employed in the cycle of loading, unloading and refiringof the ovens. These changes removed most of the mismatch and thecycle-time was drastically rfiduced and output rose by 67X.

(r) Manufacture of Ice-cream and Frozen Confectionary Mixes

A pasteurising plant was used for a variety of products, andan extension to the plant had been built. The problem was one ofplanning - to get maximum productivity from the plant and employa minimum number of operatives.

A series of Flow Process Charts were projected into a Machineand Labour Utilization Chart, carefully phasing the respective cyclesof various processes, to give the required output per day. The resultwas almost maximum utilization of both men and machine, and producti-vity increased 96%.

(s) Pressing of Terazzo Tiles

Two skilled operatives and one unskilled labourer worked anexpensive machine, and although they were fully occupied the machinewas idle for 26% of the time (in short periods of about 42 secondseach). Two extra labourars were employed. Full machine utilizationwas obtained.

- -13 -

Production increas ed 40% and direct labour cost per productionunit was reduced by 11%.

(t) Corner Stanchions for Railway Wagons

Stanchions were made by a skilled man assisted by unskilledoperatives. The job consisted of marking the components, tackwelding them and inspection before complete welding.

A space fixture was developed, and the assembly could thenbe done by unskilled men, and welded only once. The Job was doneaccurately, uniformly and quickly at reduced cost;

Labour cost was reduced by 80%Time was reduced by 59%

(u) Handling of Asbestos Cement Flat Sheets

Large sheets were cut into 2 pieces 4' x 4', and 250 sheetsstacked on a pallet. After transportation to the selection sectionbroken sheets were removed and good sheets swept clean of grit. Theselected sheets were stacked again on another pallet in 5 piles of50 each where the edges were swept clean of grit, and the pallettransported to the store.

In the improved method inspection and selection took placeimmediately after cutting into 4* x 41 sheets, broken sheets wereremoved and the others brushed as they went into the pile. Guidingstops were fixed to facilitate easier stacking. The edges wereswept clean of grit and the pallet transported to the store.

Labour saving was 12 man-hours a day,

(v) Weighing of Inward Materials and Outward Products

Two clerks attended to incoming lorries each taking alternateones as they entered the mill yard, and as many lorries were dealtwith, a long queue often formed. Each loaded lorry was weighed onweigh-bridge, goods unloaded and inspected; then the empty lorrywas weighed again, and a store receipt issued. A third clerk attendedoutward products. Empty tankers were weighed on the weigh-bridgewhere the vehicle stayed for 14 minutes until the weight requiredwas shown to be in the tank, A weight-note was issued. Delays, over-time and customer's complaints resulted, and the congestion wouldbecome worse on completion of a new extension to the plant. The 14minutes on the weigh-bridge was the main bottle-neck while contri-butory causes were the distances between each point.

The office and weigh-bridge (310 feet).Office and material store (390 feet).Weigh-bridge to material store (300 feet).

An improved system resulted by resiting the weigh-bridgenext to the office, and changing the procedure for weighing.

The supply of oil to customers was a repetitive procedureand the weights were totalled monthly for payment. Therefore itwas not essential that the tanks should be filled to an accuratepurchased quantity. More important was that it should be full toan approximate weight. So the interiors of tankers were markedfor approximate weights.

- 20 .-

In the new procedure one clerk took charge of all weighing,both inwards and outwards, staying in the office the whole day.Loading of tankers was as before but no blocking of inward lorriestook place. The second clerk did all the inspection in the materialstore, while the third clerk was transferred to another department.Amortization for re-siting the weigh-bridge would be about one year.

Labour saved: 3 to 2 = 33%Distance travelled by each clerk per vehicle 350 feet to10 feet.Delays, overtime and customer's complaints eliminated.

(w) Filling Tins of Finished Products

Filling of margarine tins was done to exact weight so thatone operator weighed the empty tin and another filled it at amachine while the tin stood on a weigh scale. It was noticed thatthe idle time of the second operator during the pouring of margarineinto the tin, was longer than the time taken to weigh the empty tin.

The weigh-scale for empty tins was moved near the fillingmachine so that the same operator was able to weigh the empty tinsand to operate the filling machine.

Result; one operator saved for other work.

(x) Supply of Crude Palm Oil to Refinery

Palm oil arrived in tankers (20 tons) and was pumped intostorage tanks, from which it was placed into 44 gallon drums.These were pushed 155 feet to weigh-scale, then another 66 feetto the melting-out troughs. After melting the oil was pumped tothe refinery while the empty drums were pushed back to the storagetank again for refilling, a distance of 109 feet.

In the improved method the oil was pumped direct from thebulk storage tank to the refinery. This eliminated all handling.The cost of a new pipe line installed would be amortised in justover one year.

Results achieved were:

(a) Operations reduced from 3 to 0 = Saving 100%(b) Delays " " 1 to 0 = " 100%(c) Distance transported 330 feet to 0 = " 100%

(y) Bleaching of Palm Oil

Palm oil arriving in bulk was pumped off into a storage tanks,next pumped to the Bleaching Department, bleached, stored, put intodrums and transported to the Refinery by fork lift truck, where itwas stored, weighed and stored again. The oil was melted-out asrequired by the Refinery, and the empty drums transported back tothe Bleaching Department.

In the improved method, the oil was bleached in the Refinery,eliminating drumming-off and transportation between departments.

Results achieved were:-

(a) Storages reduced from 4 to 1 = Saving 75%

- 21 -

(b) Operations reduced from 4 to 3 = Saving 25%(c) Delays " " 1 to 0 = " 100%(d) Distance transported 1,979 feet to 0 = Saving 100%

(z) Loading of Oil Products on to Lorries

Orders were brought in by the same lorry that came for thegoods, and orders involved various types, sizes and lots of goods.Therefore, no prior definite arrangements of goods in readinesswas possible at the selected loading points. The products wereloaded on to the lorries at three different places, requiringmovement over some 450 feet by a lorry during loading. Loadingwas done by hand from the floor, pallets, or stacks. As morelorries arrived towards the later part of the morning, all handswere mustered to the job, interrupting work in progress in othersections. Delay and confusion was the rule and at times loadingcontinued until 7 p.m. instead of ending at 4.30 p.m.

The recommended system required that the receipt of ordersshould be on the previous afternoon by telephone or mail, statingalso the expected arrival time of the lorry. This would give thestore-men time to organise his loads and place them on palletsready for the lorries on arrival. It was expected that loadingwould be over by noon using only 4 workers instead of 10. Theafternoon would be utilised preparing for neact morning's deliveries.

Labour saving would be 60%.

.. ,/22

HANDLING SOAP CAF^SFROM CRUSTING TUNNEL TO STAMPING

1. Old method, 4 workers

2. New method, 2 workers

, ,*t^:-i.via$Bi££«IBf

3. The roller conveyors are part of the new layout.

Old method of hand stamping and packing of soap cakesrequired 3 operatives (note the packer behind machine),and the arrangement caused all j5 to stand while working,

Improved method of hand stamping and packing soapcakes could be done by 2 operatives while sitting.Note the improved position of the machine handle.

83 -

P A R T I I I

CONCLUSION

67. Taking stock of the year's progress, it can be said that theCentre's main activities involved round organisation and preparationof suitable training programmes to suit Malayan, industrial needs asveil as practical application of productivity techniques in industrieslocated in Petaling Jaya and Kuala Lumpur.

68. Despite staffing problems, particularly in the recruitmentof Malayan counterpart officers to understudy the ILO experts in therespective management fields, the Centre embarked on training in. asmall scale, producing worthwhile results. The teething prelawsin the initial life of an infant organisation such as this Centreare many and varied. But we are confident that these can be resolvedwith understanding and co-operation from all sectors of industry,employers and workers as well as Government departments.

69. Since most of our formal training is conducted during workinghours many organisations are unable to spare their key men and toprepresentatives. Suggestions have been made to us to plan eveningclasses. This matter is under active consideration. A number ofrequests for pure consultancy work has also been received. The ILQis extremely concerned over accepting assignments which are purelyof a 'consultant1 nature. However, if tH;se requests are made atthe same time nominating candidates for training then the Centreentertains such requests. No fees are charged for our courses atpresent.

70. Through training Malayans in modern managenent techniques,out programme of economic development can be accelerated. Thedeveloping countries especially must discover ways and means ofstimulating and improving their technical and human leadership.Training will help to raise productivity levels in all branches ofeconomic activity. Productivity training can be of particularassistsj^ce in enabling the maximum utilisation of all availableresources and creating an industrial climate conducive to techno-logical advancement and cordial labour/management relationships.

"The good manager, should in his own enterprise,inspire his associates and employees to develop and growso that they can achieve their personal goals. As acitizen and leader in his community, he must strive tohold open the doors of opportunity to all who are ableand willing to make thftir individual contributions to thecollective welfare of the nation".

APPRECIATION

71. The Centre 'records its appreciation to Ministers and official;of the Federation Government, particularly in the Hinistry ofCommerce & Industry and the Ministry of Lahour and Welfare; to theUnited Nations Special Fund, the International Labour Office andthe Kuala Lumpur-based officials of the United Nations, for allhelp and assistance.

72. To the ILQ Experts, Malayan counterpart officers and staff,both the Chief Adviser of the ILD Productivity Mission and theCentre's Director record their thanks and personal appreciation forunstinted loyalty and devotion to duty.

73. To the gentlemen of the Press, Radio' Malaya-; Malayan Film Unit,Information Services and other national and international pressagencies, we convey our thanks for their co-operation.

74. To employer associations, trades unions and Government Depart-ments we are grateful for releasing their staff and representativesto participate in our training programmes. The Centre is gratefulto the guest-lecturers, others interested in our work who visitedus, foreign Embassies and High Commissions of the Commonwealth andto each and every individual who in some way or other has contributedsome form of help in the work of the Centre.

(H. Whitaker)CHIEF ADVISER,

ILO PRODUCTIVITY MISSION,Federation of Malaya.

(S.A. Abishegam)DIRECTOR,

NATIONAL PRODUCTIVITY CENTRE,Federation of Malaya.

National Productivity Centre,(Ministry of Commerce & Industry),Federal Government Offices,P. 0. Box 64,Fetaling Jaya,Selangor.

APPROVED ESTABLISHMENT AND STAFF LIST - 1 9 6 2

-Rational-.Counterpart Officers and Staff

APPENDIX I

Appointment

DirectorTraining & Investigating Officer(4 appointments)Technical Information OfficerChief Clerk(Clerics .- G.C.S. and temporary)Stenographer (Timescale)

.Typist Grade ITypist Grade IIJunior Technician (Special Grade)

- do - (Timescale)- do - (Timescale)

Office Boy- do -

Name

S.A. Ab is he gamTip Phooi Thong(3 appointments vacant)Zainon bte. Zainal AbidinK, Ayampillay(2 appointments vacant)Habibah bt&. Baharom(2 appointments vacant)iavier DossMary Dorai RajAhmad bin Abdul WahabAzhar bin IsmailJamaluddin bin JaliJamaluddin bin KassimMohamed bin Rashid

Assumption of Duty

16 -18 -

3151612211117

9 -6 -

7B109978

6162

1 - 9 - 6 216 - 10 - 61

4 - 1 2 - 6 1

61616161616162

International Experts (I.L.O.)

Chief AdviserIndustrial Engineering Expert

- do -Supervisory Training ExpertManagement Accounting Expert

H. WhitaJcerP.G. BradfordA. PukkilaFinn TaiethVacant.

9 -9 -23 -24 -

61616262

CONCENTRIC ORGANISATION CHARTNATIONAL PRODUCTIVITY CENTRE

MINISTRY OF COMMERCE AND INDUSTRY

CIRCLES INDICATE ECHELON LEVEL.STRAIGHT LINES INDICATE FLOW OF AUTHORITY.

APWKJU II

LEGEND--N.PA.C.

I.LOCA

M.O.EXP I.E.I.L.O.EXPS.T.IL.O. EXR AT.

TI.O.N.C IE

TIONC.S T.

TION.C.AT.

TECH-IOJR.TECH.s cSTCNO

- NATIONAL PRODUCTIVITY ADVISORY COUNCIL.

- INTERNATIONAL LABOUR ORGANISATION,CHIEF ADVISER.

- I.LO. EXPERT. INDUSTRIAL ENGINEERING .- LLO. EXPERT. SUPERVISORY TRAINING.- I.LO. EXPERT, ACCOUNTING TRAINING.

- TRAINMG * INVESTIGATING OFFICER, NATIONALCOUNTERPART, INDUSTRIAL ENGINEERING.

- TRAIWNG * INveSTIGATWG OFFICER,NATIONAL

COUNTERPART, SUPERVISORY TRAINING.

- TRAINING ft INVESTIGATING OFFICER, NATIONALCOUNTERPART,ACCOUNTING TRAINING.

- TECHNICAL INFORMATION OFFICER- JUNIOR TECHNICIAN SPECIAL GRADE

- STENOGRAPHER

APPENDIX III

PRODUCTION MANAGEMENT SEMINAR

List of Participating Enterprises

1. Lever Brothers (M) Ltd., Kuala Lumpur

2. Selangor Pewter Co. Ltd., Kuala Lumpur

3. PAR Malayan Paintworks (Fed.) Ltd., Petaling Jaya

4. Federal Paint Factory Ltd., Petaling Jaya

5. Sissons Paints (E) Ltd., Petaling Jaya

6. Food Specialities (M) Ltd., Kuala Lumpur

7. Nestles Products (M) Ltd., Kuala Lumpur

8. Malayan Tobacco Co. Ltd., Kuala Lumpur

9. Lam Soon Oil & Soap Manufacturing Ltd., Petaling Jaya

10. Chemical Industries (M) Ltd., Kuala Lumpur

11. Yeo Hiap Seng Canning Factory (M) Ltd., Petaling Jaya.

12. Cold Storage Ltd., Kuala Lumpur

13. Malayan Cables Ltd., Petaling Jaya

14. Shell Co. Ltd., Kuala Lumpur

15. Malayan Cement Ltd., Rawang

16. Metal Boz Co. (M) Ltd., Petaling Jaya

17. Rural & Industrial Development Authority, Kuala Lumpur

18. Sincere Match Factory Ltd., Petaling Jaya

19. I.C.I. (M) Ltd., Kuala Lumpur

20. Champion Motors (M) Ltd., Kuala Lumpur

21. Malayan Trades Union Congress

22. Federal Iron Works Ltd., Kuala Lumpur

23. Associated Batteries Ltd., Petaling Jaya

24. Malayan Industrial Development Finance Ltd., Kuala Lumpur

25. Malayan Oxygen Ltd., Kuala Lumpur

26. Carrier International (M) Ltd., Kuala Lumpur

27. Malayan Railway Administration, Kuala Lumpur

28. The Wilkinson Process Rubber Co. Ltd., Batu Caves

29. Goh Ban Huat Pottery Works Ltd., Segambut

30. Beatrice Foods (M) Ltd., Petaling Jaya.

APPENDIX IV

Participating Enterprises in the 1st and 2nd Production

Management Courses

Isjt_j*rpduction, Managgment Course;

1. Malayan Tobacco Co. Ltd., Kuala Lumpur2. Malayan Railway Administration, Kuala Lumpur3. The China Engineers Ltd., Kuala Lumpur4. Bata Shoe Co. (K) Ltd., Klang5. Dewan Latehan HIDA, Petaling Jaya6. The Wilkinson Process Rubber Co, Ltd., Batu Caves, Selangor7. Beatrice Foods (M) Ltd., Petaling Jaya (2)8. Selangcr Pewter Co., Kuala Lumpur9. Sissons Paints (East) Ltd., Petaling Jaya10. P.A.R. Malayan Paintworks (Fed.) Ltd., Petaling Jaya11. Chemical Industries (M) Ltd., Kuala Lumpur12. Lam Soon Oil & Soap Manufacturing Ltd., Petaling Jaya13. Goh Ban Huat Pottery Works Ltd., Segambut, Kuala Lumpur14. Dumex Ltd., Petaling Jaya.

2nd Production Management Course:

1. Cold Storage (M) Ltd., Kuala Lumpur (2)2. Dewan Latehan RIDA, Petaling Jaya3. Small-scale Industries Services Institute RIDA, Petaling Jaya4. Federal Tile Manufacturers Ltd., Kuala Lumpur5. Fraser & Heave Ltd., Kuala Lumpur6. Federal Plastics Industries Ltd., Petaling Jaya7. Federal Iron Works Ltd., Petaling Jaya8. International Air Conditioning Co. (M) Ltd., Kuala Lumpur9. Lee Oilmills Ltd., Klang10. Lever Brothers (M) Ltd., Kuala Lumpur11. Malayan Acid Works Ltd., Petaling Jaya12. Malayan Terrazzo Ltd., Petaling Jaya13. Malayan Railway Administration, Kuala Lumpur14. The Metal Box Co. of Malaya (Fed.) Ltd., Petaling Jaya15. Malayan Packaging Industries Ltd., Petaling Jaya16. Malayan Nozawa Asbestos Cement Co. Ltd., Petaling Jaya17. Malayan Cables Ltd., Petaling Jaya18. Wearne Brothers (Malayan Development Machinery), Petaling Jaya,

(Number within brackets indicates number of participants).

APPENDIX V

SUPERVISORY TRAINING COURSES

List of Participating Organisations

1. University of Malaya Library

2. Department of Statistics (8)

3. Department of Labour & Industrial Relations, Kuala Lumpur (2)

4. Telecoms Store and Workshops, Kuala Lumpur.

5. The Shell Co. (Fed. of Malaya) Ltd., Kuala Lumpur.

6. Dewan Latehan Pegawai2 Kerajaan, Kuala Lumpur,

7. Lam Soon Oil & Soap Manufacturing Ltd., Petaling Jaya.

8. Malayan Trade Union Congress, Kuala Lumpur.

9. National Productivity Centre, Petaling Jaya.

APPENDIX VI

Lists of Films held in the National Productivity Centre:-

1. Introducing Work Study

2. 'Question of Team-Work

3. Ideas at Work

4. Work Study Aids Farmers

5. All Over the Shop

6. Team-work - Past and Present

7. Introducing the Hew Worker

8. Nature of Work - Department Manager

9. - do - - The Skilled Worker

10. - do - - The General Foreman

11. - do - - The Vice-President

12. - do - - The Clerk

13. - do - - Man on the Assembly Line

14. Men At Work

15. One Man and His Job

16. The Whole Works

17. Spanner in the Works.

APPENDIX VII

1.2.

3.

4.

5.

6.

7.

8.

9.

ID.

11.

12.

13.

14.

15.

16.

17.

18,

19,

20.

Attendance at NPC training and public lecturesince inception of Centre

(September 1961 * December 1962)

Activity

Industrial Forum

Management Seminar

Production Management Courses (2)

Supervisory Training Course (3)

Trade Union Seminar (PTl)

Rural & Industrial Development AuthorityFraser's Hill and Malacca

RIDA - Literary and Debating Union

Postal Uniformed Staff Union Delegates1Conference

RIDA - Dewan Latehan lectures

Assistant State RIDA Officers - lectures

Malayan Council of Employers1 Organisation -seminar

Malayan Trade Union Congress - lecture

Federation of Malaya Employers1 ConsultativeAssociation - lecture

Industrial Film-shows (5)

Dale Carnegie Alumni Association - lecture

Young Workers1 Movement - lecture

Rotary Club, Kuala Lumpur - lecture

Rotary Club, Petaling Jaya - lecture

Malayan Economic Society

APQ Reception

sessions

Ho. ofParticipants

85

35

35

26

30

40

150

120

50

40

35

65

20

120

200

40

80

30

35

70

AN INTEGRATED NATIONAL MANAGEMENT DEVELOPMENT. SPECIALISTAND SUPERVISORY TRAINING PROGRAMME.

APPENDIX Till

GENERAL MANAGEMENT PROGRAMMES

TQPMANAGEMENT

SENIOR MANAGEMENT

MIDDLE MANAGEMENT^

SPECIALISTS

MANAGEMENT CONTROLSAND ACCOUNTING PRODUCTION MANAGEMENT

MANAGEMENT ACCOUNTINGAND PFFICEMANAGEMENT

FINANCIAL MANAGEMENTBUDGETARY CONTROL'STANDARD COSTING.ORGANISATION OFACCOUNTSOFFICE MANAGEMENTDATA PROCESSING

TRADE UNIQMEXECUTIVES,FOREMEN ANDSUPERVISORS

COSTING

MARKETING & MATERIALSMANAGEMENT

GENERAL MANAGEMENT PROGRAMMES

PRODUCTION MANAGEMENT

WORK STUDYPROCESS PLANNINGPRODUCTION CONTROLQUALITY CONTROLOPERATIONAL RESEARCHPRODUCTION ECONOMICSPREVENTIVE MAINTENANCE

GENERAL SUPERVISORYTRAINING CTWI..tO

MARKETING & MATERIA1 SMANAGEMENT

MARKET RESEARCHSALES PROMOTIONSALES MANAGEMENT

DISTRIBUTIONADVERTISINGPURCHASINGSTOCK CONTROL

STOREKEEPING

PERSONNEL MANAr.FMENT

PERSONNEL MANAGEMENT

MANPOWER DEVELOPMENTAND PLANNINGORGANISATION OF APERSONNEL DEPARTMENTSELECTION 8 R£CRUITMEN~INDUSTRIAL PSYCHOLOGYINDUSTRIAL RELATIONSJOB ANALYSISWAGES AND INCENTIVESSAFETY AND HEALTHWELFARE MANAGEMENTLABOUR LAW

SAFETY AND HEALTHPERSONNEL MANAGEMENTTECHNIQUES