future of hrd in manufacturing sector of malaysia
DESCRIPTION
A paper presented at MBA Seminar, UUM at Holiday Villay July 25-26 2009TRANSCRIPT
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Our Only Competative Edge is to Learn Faster than Our Competitors
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The Future Possibilities of HRD in Electronic Sector
Laurence Yap M.A. (Uni. Malaya)[Senior Manager]Human Resource Development
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How can HRD
Contributes to Electronics Industries?
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HRD is the integrated use of
training and learning, career development, and organization development to improve individual and organizational effectiveness
Patrician McLaren
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HRD: New Playing Field
US: Chief Learning Officer
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28%MALAYSIA’S HRDF:An Evaluation of Its Effects on Training and ProductivityHong TanLead Economist, World Bank Institute
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WIIFM?
• Training and HR Profession – Broaden your understanding of training, OD and Career Development
• Functional Managers – Propose your HR Department to experiment these activities
• Senior Managers – Recruit HR/Training personnel who can carry out these activities
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Big Picture
• For Malaysia to compete with the world, HRD can facilitate organization performance and productivity
• For US based MNC, Training is an essential part of Critical Success Factors
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Agenda
1. Manufacturing and Semiconductor in
Malaysia
2. Current Status of HRD in Manufacturing
3. Training Trends in US and Malaysia
4. Future Possibilities of HRD
Training, OD and Career Development
5. After Thought: PSMB and HRD Network
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I. Manufacturing in Malaysia
Background
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Background
• The electronics industry is the leading sector in Malaysia's manufacturing sector, contributing significantly o the country's manufacturing sector
• Output
29.3% or RM 167.2 Billion
• Employment
28.8% or 296,870
29.3%
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Malaysia's Electronics industry:
a. Electronic Components
(Semiconductor)
38.4 %Electronics export 2008
58.7% FDI 2008
b. Consumer
c. Electrical
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Semiconductor Sector
• Semiconductor devices, passive components, printed circuits and other electronic components such as media, substrates and connectors.
• The main export items were: Digital monolithic ICs (47.3%) Hybrid ICs (15.2%) Non-digital monolithic ICs(11.8%)
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Semiconductor History
• The semiconductor industry started in 1970's when the government then embarked on a strategy to attract export-oriented industries into Malaysia .
• From mere assembly and testing operations such as metal-cam packages, p-dip packages, and dip packages, the industry has now moved into higher value-added activities including wafer fabrication and IC design.
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IC testing and packaging companies
• Currently, the IC testing and packaging companies in Malaysia are undertaking more complex packages, to cater for demand which requires faster, smaller and high computing power and multi functional chips.
Source: www.miti.gov.my
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Packages
• Organic land grid array packages (OLGA packages);
• ASICs; • Flip chips • Ball grid array (BGA) • Wafer level for IC integration; • System on Chip (SoC); • System in package (SiP); and • Multiplayer packages (MLP)
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R&D Some semiconductor companies,
especially MNCs have undertaken R&D activities in Malaysia , either in-house, jointly with local universities (UKM, USM, UTAM and UM) or by outsourcing to local R&D companies.
Motorola – 1000 R&D engineers!
Source: www.miti.gov.my
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Areas of R&D
• Process and materials technologies; • Advanced flip chip packaging development; • RF module; • Advanced test technologies development; • Total packaging; • Board design; and • Simulation capabilities.
(Carsem Technology Center 2007)
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In Operations• To date, there are 63 companies in operation, producing
semiconductor services or undertaking semiconductor related activities. Among these companies are:
• Wafer fabrication – 3 companies (MIMOS, 1 st Silicon and Silterra)
• IC design – 20 companies (mostly with MSC status)
• IC testing & packaging companies – 26 companies (8 Malaysian – owned)
• Other semiconductor devices – 14 companies
Source: www.miti.gov.my
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II. Current Status of HRD
Manufacturing Sector
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Research
• DESIRABILITY AND EXISTENCE OF HRD STRUCTURE IN MALAYSIANMANUFACTURING FIRMS
• Haslinda ABDULLAH, UPM
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Methods
• The questionnaire was sent to all 2,135 manufacturing firms listed under
the Federal Malaysian Manufacturers (FMM), with a response rate of 16.5%.
• A sample of 50 HR managers was selected to participate in the interviews.
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HRD in Manufacturing Firms
• Human resource development (HRD) in manufacturing firms in Malaysia is rapidly gaining importance
• the Human Resources Development Act, 1992 has been implemented
• 1% levy for manufacturing companies
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1. Separate HRD Section
100% LE vs 28,9% SMI
“Our employees’ training and development is really important to our top management, our business and productivity. We believe that in order to achieve business success, we must have well trained employees, which would be difficult without a separate HRD function…….”
(HR & Corporate Relations Director; Food, Beverage & Edible
Oils; LSI).
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2. HRD Section: 8 years average
• Most of the HRD sections were first established around the mid 1990s (HRDF Act 1992)
• The minimum number of years for which these sections had been in operation was two years and the maximum was 20, with an average of 8 years.
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3. Labeling: Training Dept
• “HRD” departments (18.2 %) - Carsem
• “Training” departments (55%) – Komag, Mysin
• “Learning and Development” (15.9 percent)
- Pfizer
• “Employee Development and Placement and Talent Development Unit” (6.8 percent).
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Labeling and reflection
HRD is merely about the provision of training rather than HRD (Training, OD and Career Dev)
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Comments
“I have been in this field for more than 10 years. I have seen many changes in the terms, from ‘training’ to ‘HRD’ and now some fancy names……’Capital Development?’…However, the basic concept is merely training. Therefore, whatever term is being used, it will mean the same…’training!’
(HR & Administration Manager; Concrete & Cement; LSI).
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Lack of HRD Skills
It can be deduced that HRD practice in the manufacturing firms in Malaysia is still not very advanced in its development.
HRD practitioners may require specialized education and training in HRD in order to carry out structured and systematic HRD
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4. HRD Reporting Structure
• 45.4% report to the Human Resource Director
• 41.0 % CEO and GMs
• 13.6 % Board of Directors and the HR Manager
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5. Fewer Training Centers
• 45.4 percent of Large Enterprise has Training Centers
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III Training Trends in US
The Impact of Economy Downturn
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Impact: Global Financial Crisis
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Bersin Associates
2008 Research July-August
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Training Budget
• U.S. Training Groups Cut Budgets
Fell 11 percent over the past year – from
$1,202 per learner in 2007 to $1,075 in 2008.
• U.S. Training Groups Cut Staffing
The training staff ratios
SMI: from 7.0 to 4.9 staff for every 1,000 learners.
LSI: from 5.1 to 3.4 staff-per-thousand.
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Comments
• Many electronics tied up with US market
• Expected cut budget and staff (Penang vs KL)
• Reduce cut HRDF levy 1% to 0.5% for the next 24 months
• Government should subsidized 0.5%
• Competitive market needs upgrading of skills
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Training Hours
• The average number of formal training hours dropped from 25 hours per learner in 2007 to 17.2 hours in 2008
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Type of Programs (1) Basic
Funding moved away from IT and leadership development and toward programs that are mandatory program, on meeting compliance requirements and on improving skills that are highly specific to a learner’s job.
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Type of Programs (2) Net & Coaching
Coaching programs have become especially popular and are now incorporated into 30 percent of all training programs.
Group and peer-to-peer collaboration are being facilitated through social networking tools , such as communities of practice , wikis and blogs . In fact, the use of communities of practice doubled from 2007 to 2008, making this the fastest-growing segment of the learning tools market today.
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Types of Program (3)E-Learning
• Combined with self-study and e-learning, the total amount of online training dropped from
30 % of training hours in 2007 to
24 %in 2008.
• Cost Reduction: learning technology, content and internal staffing
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| Our Challenges: The World Is Changing |
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Future Possibilities of HRD
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IV Future Possibilities of HRDTraining & Learning Organization DevelopmentCareer Development
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A. Training and Learning
• Creative delivery of Training Nano Training, Mobile Learning• Management System E-Learning• Corporate Learning Strategies Alignment to Department Needs YB approaches, Vendor support• Learning Culture Benchmarking, Shared Learning (Book, Best Practice),
Internet research, Books and Magazines
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Nano Training
• Short Learning ( 1 hour)
• Lunch, Department Meeting, Coffee Break
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Learning Management Sys
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Corporate Learning Strategies
Focus on Performance Solution
Align to Corporate Objectives
BroadeningLearning Activities
Building Employee Branding
Invest in Strategic Learning
Leverage on our intellectual capital
Partnership with Different Business UnitCultivate Values and
Positive Culture
Speed up knowledge transfer
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High Performance Model
Learning: change
Collaborating: speed
Teaching: Growth
LearningInformal learningformal learning
Teaching Management becomes trainers Groom internal employees as trainers
Collaborating Network to customers and vendors Cross Function Team Community of Practices
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Business Impact
YB• Purchasing
• HR integration
• Lean Manufacturing
• Marketing, Sales and Marketing Services
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Mobile Learning
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Second Life
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Coaching
Maxis iLearning Lab
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Benchmarking
• Kobe about SDWT
• Maxis, Digi, Motorola, Pfizer and Sime Darby
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Maxis: Academy Center
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Maxis: Academy Center
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Maxis Academy Center
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Knowledge NetworkHRD Best Practice Sharing
May 2008 Maxis
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Knowledge NetworkHRD Best Practice Sharing
23rd May 2009 Wisma PSMB
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Presentation by Participants
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3rd Presentation by Hasrul
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Sharing by Participants
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Fabien from Pfizer
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PSMB: Knowledge Network
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Facilitation by KC Lim
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PSMB Staff with 2nd Speaker Abd Lin
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Internet research
• Abundance of useful information
• Control for fear of abuse
Free Free softwaresoftware
Redes Redes socialessociales
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Tools for Collaboration
• Social Networks– Facebook, MySpace
– Flickr
– YouTube
• Blogs• Wiki’s• Podcasts
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Organization Development
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B. Organization Development
• Organization Effectiveness Strategy Planning, Organization Design,
Team Collaboration, Facilitation Change• Cultural Development Values, Leadership Development, Positive
Mindset• Work Process Interventions Lean Manufacturing, TQM’s Small Group
Activities
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Strategy Planning (Direction)
• Facilitate the direction of organization
• MD Team, Managers and Department
• Tools: Structure Tree, Balance Scorecard
• Facilitate with different Business Units
• Review quarterly
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Reorganization
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Several Types of Reorganization
1. Streamlining of Functions Consolidation
2. Reporting Levels improve communication
3. Span of control expand responsibilities
4. Others
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Notes
1.Seek First to Understand
Inquires vs advocacies.
2.Win-Win Solution
Look at issues together – Pros , Cons and New Possibilities
Pros -------------Cons ---------- New Possibilities
Team work spirit – if one of the division suffer, the rest will suffer too
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Types of Reorganization
• Streamlining Functions
• HRD + HR + ESH = Human Capital Department
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Types of Reorganization
• Reduce Reporting Levels
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Types of Reorganization
• Span of control
•
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Team Bonding and Reorg Sharing by Leader Know Your Team STRENGTHS SUCCESSES Departmental Strengths
& Desired Development Future Possibilities Reorganization Summary
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Sharing by Leader
• Hopes
• Challenges
• Expectation
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Appreciation of Strengths
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Future Possibilities
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Facilitation
Make ease with conversation
• Post Mortem (Mydin)
Went well/Improvement/Next
• Appreciative Inquiry (Pfizer)
Discover/Dream/Design/Destiny
• Mental Rehearsal (Mydin, Carsem)
Review/Job Function/Time Flow/Rehearsal
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Lean Manufacturing
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“ The most dangerous kind of waste is the
waste we do not recognize ”
~Shigeo Shingo 新郷 重夫Toyota Production System
(1909 – 1990 )
Process – Waste = Extra Profit
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AL Model: PDCAAL Model: PDCAA. Plan
• Address Organization Concerns• Engage Teams and select projects
C. Check
D. Act
B. Do
• Provide Training• Carry out projects
• Review results
• Proliferate to other areas
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Jeffrey Liker
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7s McKinsey
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The Training ApproachThe Training Approach
The Learn – Do The Learn – Do –– Mentoring Approach Mentoring Approach
CLASS ROOM LECTURES
Lecture on Lean for graduate IE students (Asia Institute of Technology,
Bangkok. Faculty of Industrial Engineering)
Class Room Lecture during Lean Master training (MMI JB)
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HANDS-ON SIMULATIONS & ACTIVITIES
Hands-On practical simulation-Quick
Changeover (Seagate, Wuxi)
Hands-On Value Stream mapping session (MMI Yixing, China)
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HANDS-ON SHOP FLOOR
ACTIVITIES
Shop-Floor exercises (NSK, KL)
Shop-Floor exercises Video-Shooting (NSK, KL)
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Lean ConsultantsLean Consultants
• The AMC founders & principal consultants are:
– Ramesh Victor Rajathavavaram Lean Master (USA)
– Soundrarajan Pitchay
Lean Master (USA)
URL: http://www.adv-mc.com
Email: [email protected]
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Wave 1Wave 1
•Lean overview•Value Stream Mapping•Set-up Reduction•5S•Change Management
Wave 2Wave 2
• Visual Management• Standardized Work• Error Proofing• Handling Resistance
LEAN IMPLEMENTATION IN CARSEM
• Factory will be more Visual & Organize• Reduced set-up time
• Factory will have less error• Work will be more standardize/repeatable
Wave 3Wave 3
• Material Control (Kanban)• Total Production Mgt (TPM) • Overall Engineering Efficiency (OEE)• Performance Measurement
• Introduce pull mechanism through Kanban• Working with lower level of inventory• Improve equipment OEE
Wave 4Wave 4
• Theory of constraints• Lay-out optimization• IT Tools• Lean Diagnostics
• Further strengthen the whole Value Stream Map after the 3 waves project.
• Lean Masters have advanced diagnostic ability for continuous improvement on their own VSM (Value Stream Mapping)
• Lean lay-out
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ThinkGlobalManagerial Skills
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100000 Fresh Graduates
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Future Managerial Skills
• What are the skills and competencies of future Managers in Manufacturing?
Positive Mindset
People Skills
Facilitation Process
Learning and innovative (Informal Learning)
Business Acumen (MBA)
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Growth of HRDShared Learning TeamUpgrade Training function to HRD
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Role of PSMB Consulting, Resource Center & HRD Functions
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Summary
1. Manufacturing and Semiconductor in Malaysia 2. Current Status of HRD in Manufacturing
3. Training Trends in US and Malaysia 4. Future Possibilities of HRD Training, OD and Career Development5. After Thought: HRD/Training, PSMB
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[KL. PG. Singapore. Ipoh]
13 Years (1993-2009)
Performance Consulting
Training & Development Organization Development
HRD Career
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Employment
Computer Disk Drive US / 1997-2002Senior Executive
Recruitment Outsourcing US / 2006Training Manager
Global PharmaceuticalUS / 2006Learning Manager (Mal & Singapore)
Manufacturing (Assembly and Test)Malaysia MNC / 2007HRD Senior Manager
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Higher Education
B.A (Hons.), M.A Social Science
Fellowship Award 1990-1993
Management European History Malaysia Development Asian Politics Chinese Studies Indian Culture Japanese Religious
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OD, Training and Education www.linkedin.com/laurnceyap
Corporate Learning www.journeyofhrd.blogspot.com
HRD Best Practice Malaysiawww.facebook.com
Chief Learning Officer Network network.clomedia.com/profile/LaurenceYap
Contact Network