Shaping the Future of CONSTRUCTION PROJECT MANAGEMENT
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Sustainability In Concrete Infrastructure
This 11 million gallon US$283 million reservoir remodel is part of the Harry Tracy Water Treatment Plant near San Andreas Reservoir in California, USA. It is a cast-in-place double-walled construction concrete tank with spiral bound shotcrete exterior. Engineered to withstand earthquakes along the nearby San Andreas Fault, it must also prevent water instrusion for the length of its life, a minimum of 50 years. Xypex products were chosen to waterproof and protect the concrete on the inside of this tank - approximately 100,000 sq.ft.
the column application, they mixed the product on site, hoisted it to the applicators using scissor lifts and applied it with drywall hoppers.
The expansion of the Harry Tracy Water Treatment Plant improved the plants treatment capacity from 10-20 million gallons per day to as much as 140 million gallons of water per day.
our website at www.xypex.com.au or LinkedIn Page.
SIKA SOLUTION FOR HYDROELECTRIC POWER PLANT
With its state-of-the-art technologies, Sika is making a signiicant contribution to challenging infrastructure projects. In large-scale projects, top technologies are essential to ensure that concrete shows the required performance and can be properly processed. The Ulu Jelai hydroelectric power plant is a major project that has been realized with Sika products.
The product technologies of Sika made their own contribution to the successful completion of the project. This involved the use of admixtures for the manufacture and application of diferent types of concrete to achieve the required product characteristics - roller-compacted concrete for the dam and shotcrete for tunnels and caverns; injection mortar for rock bolts and loor ittings; corrosion protection for steel structures, and inally system solutions for the waterprooing of the concrete structures.
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COVER NOTE
Shaping the Future of Construction Project Management 5
COVER STORY
Shaping The Future of Construction Project Management in Malaysia 6 - 9
FEATURE ARTICLES
Readiness of Change Management in the Malaysian Public Organisation ..............................11
FORUMS
Palm Oil Industrial Waste - Moving Toward Zero Waste Discharge .................................................28
Signing of MoU Between The Institution of Engineers, Malaysia (IEM) and The Malaysian Steam & Internal Combustion Engine Engineer Association (Msiea) .............................................29
Bright Future for Tunnelling & Underground Space Development ...............................................32
Madinah and Makkah AccordsThe Way Forward ...................................................35
Talk on Operations Management ........................37
How Project Management Can Avoid Project Failures .....................................................24 11 - 25 GLOBE TREKKING Family of Man
- 48 SAFE TEA TIME Importance of Exposure 26
One-Day Course on “The Design, Analysis and Performance of Reinforced Soil Structures” .......40
Courtesy Visit by The Institution of Mechanical Engineers (IMechE), UK .....................................42
28 - 42 PINK PAGE Professional Interview 45 BLUE PAGE Membership List
Shaping The Future of Construction Project Management in Malaysia
Few young people are attracted to the construction industry which is often perceived to be a 3D job – Dirty, Dangerous, Dificult. But this need not be so. With the implementation of modern technology, the working environment in the construction industry can be clean, pleasant and safe. Getting young talent is important as construction is vital to the development of other economic sectors. JURUTERA talks to Dato’ Ir. Ahmad ‘Asri Abdul Hamid, Chief Executive Oficer of the Construction Industry Development Board Malaysia, to ind out more about its plans to enhance the quality and safety of construction activities,BuildingInformationModellingandMyBIMCentreaswellastheworkofitsR&Darm,Construction Research Institute of Malaysia.
Unlikemanyotherindustries,theconstruction industry has traditionally been slow when it comestotechnologicaldevelopment.Therehave been no major changes and it has not widely applied advances in processes. Do you see any signiicant development in term of technological advancement in Malaysia as compared with other countries in the region?
At present, the development of infrastructure, particularly the MRT projects, has adopted a high level of mechanisation and innovation.
However, technology adoption and innovation in the buildingsectorhasbeenslow.Thisispartlybecausecheap and unskilled foreign labour is easily available and as there is little impetus for them to embrace technology, many
industry players tend to go with conventional methods of construction.
Because of this, we have introduced the Construction Industry Transformation Programme (CITP), aimed at making the construction industry more productive by using technology as the driver of change and enhancing the development of skilled manpower in the industry. In particular, we are pushing for the adoption of Industrialised Building System (IBS) & Mechanisation and Building Information Modelling (BIM).
IBS & Mechanisation will reduce the country’s dependence on low skilled labour and thus enhance the productivity of the industry. IBS & Mechanisation will also reduce waste and indirectly address the issues of safety, qualityandsustainabilityascomponentsarepre-fabricated off-site.
Dato’ Ir. Ahmad ‘Asri AbdulHamid was appointed Chief Executive Oficer of the Construction Industry Development Board Malaysia (CIDB) on 1 March, 2016. He had previously held the post of Senior General Manager of the Management Sector in CIDB, and has 16 years’ experienceinCIDBinvarious capacities.
In public service for more than 32 years, Dato’ Ir. Ahmad ‘Asri was a mechanical engineer in the Public Works Department for 13 years. He also served as President for the Professional Services Development Corporation (PSDC) for 3 years, where he was responsible for developing the capability and capacity of the professional services sector to face the challenges of liberalisation.
He holds a irst-class honours degree in Mechanical Engineering from Adelaide University, Australia and the Master of Business Administration, MBA degree from the Open University, UK. He is a Fellow of The Institution of Engineers, Malaysia (IEM), Professional Engineers registered with Board of Engineers Malaysia, Member of RICS and the Fellow of the Chartered Institute of Building Malaysia CIOB.
As for BIM, this is an innovative tool that can save time and money for all those involved in construction projects becauseituses3Dmodelstocapture,exploreandmaintain consistent and coordinated data in the planning, design, construction and operations of a building. This will improve building quality and significantly reduce building lifecycle costs data.
Engineering and construction companies should focus on attracting, retaining and developing talent as well as establishing a company culture that’s conducive to innovation and improved skills. This is all the more necessary as traditionally, the construction industry is not regarded as particularly attractive to new talent. At the same time, it is in increasing competition with other industries for fresh talent. Is there a similar situation here in Malaysia and what can companies do to address this issue?
The “low-cost mentality” and “short-term thinking” that’s prevalent among many industry players, have perpetuated the negative perception that construction jobs are dirty, difficult and dangerous. This is why the industry does not seem very attractive to new talents.
But by using modern technology, the construction worksite will be a much cleaner and more pleasant place to work in. With the use of technology, productivity will also increase and when this happens, workers can be paid better salaries which will, in turn, attract new talents.
Regulations impact many aspects of engineering and the construction industry. The latter is particularly affected by changes in health and safety requirements, inancial and labour legislationaswellasenvironmentalstandards.New regulations in any of these areas will affect business operations adversely. What are the regulations that CIDB has introduced in Malaysia? Have these regulations stimulated industry transformation and inspired innovation?
Construction is vital to the development of other economic sectors and because development and construction can have an impact in terms of safety, health and the environment, regulations have to be put in place to set a minimum requirement on how construction companies conduct their activities.
In more advanced countries, the industry players themselves set the benchmark and often outperform the minimum requirements outlined by laws and regulations.
In fact, many big players in the construction industry in Malaysia have, for their own projects, put in place safety and health regulations as well as other requirements that are over and above mandatory requirements.
CIDB ACT 520 (AMENDMENT 2011)
In June 2015, CIDB implemented the CIDB Act (amendment 2015), which focused on enhancing the quality and safety of construction activities.
a) Registration of construction personnel: To enable the CIDB to get accurate and adequate data for the projection of workforce demand in construction industry.
b) Accreditation of skilled personnel (trades listed under schedule 3): Competent workers will ensure quality of work and higher productivity. This will enhance the image of construction personnel and promote construction as the career of choice.
c) Adherence to Standard of Buiding Materials:
To ensure that only building materials which meet approved standards will be used in construction. Materials are listed under Schedule 4.
To avoid the dumping of cheap, low quality products in Malaysia. Low quality materials will pose a danger to the safety of workers and the public/end users during and after construction.
d) Safety in Construction: With the amended Act, the responsibility to ensure safety and health at construction sites during and after construction, will now lie with the contractor and site manager/supervisor.
We won our first case in court under this provision when we charged the contractor in the case of the floor slab collapse during the construction of Mydin Complex in Melaka.
The lifeblood of any industry is research and development (R&D). The beneits of R&D are long term. CIDB has an R&D arm known as Construction Research Institute of Malaysia (CREAM). Can you share with us any signiicant research that CREAM has done and what it will focus on in future?
CREAM has won 4 patents:
• Grouted Splice Sleeve System for Connecting Precast Concrete Members (granted in 2014)
• Flexible Modular Housing System (filed in 2014)
• Integrated Service Panel for Rounting Building Services Connections (filed in 2015)
• Modular Housing System (filed in 2016)
There are 47 completed R&D projects and 47 more on-going. Very recently CREAM became a wholly owned subsidiary of CIDB. One of its focus areas will be practical research towards providing solutions for the construction industry, such as sustainable development, industrialised building system,buildinginformationmodelingandlifecyclecosting.
EXAMPLE OF IBS R&D:
The Divergent Dwelling Design, or D3 in short, is a combined housing design and construction system that makes use of prefabrication construction to produce a variety of housing design options that will meet possible user requirements not yet identified at the design stage, while retaining principal uniformity to facilitate the execution of simple but accurate construction with minimal initial cost.
D3 housing design system is one of CREAM’s R&D findings and Sime Darby Property (SDP) is the first developer in the country to implement this. To ensure affordability and sustainability are embedded in affordable housing development, a design system that incorporates an open plan and standardisation of construction elements as well as responds to the social requirement and local climate condition, has been introduced.
All too often, the execution of construction projects depends heavily on the expertise of the individual project manager. What programme is CIDB currently undertaking to boost the competency of project managers in Malaysia?
CIDB offers various courses to enhance the competency and capabilities of project managers in Project Management and financial management. For example, 50 modules are available for Contractor Management Training (Latihan Pengurusan Kontraktor)
CIDB has also introduced the Certified Construction Project Manager, CCPM programme. The certification process can be carried out through training and assessment, assessment only and interviews. Those who pass the assessment will receive the Construction Project Management Competency Certificate or Perakuan Kecekapan Pengurusan Pembinaan (PKPP)
From 2009 to 2016, a total of 1,956 candidates had undergone the Construction Project Manager Certification Programme.
We have worked with the Association For Construction Project Managers (ACPM), KLIA Professional and Management College, TERAJU and GLCs like Sime Darby, UEM Group and MRCB to train project managers.
BuildingInformationModelling(BIM)isgaining popularity as a platform for central integrated design modelling, planning and collaboration. It provides stakeholders with a digital representation of the characteristics of a building, not just in the design phase but throughout its construction progress. How do you see the application of BIM in Malaysia? Can it be further improved?
BIM is widely used in construction projects in developed countries. In Malaysia, its use is still low because of the lack of awareness and the high prices of the BIM software.
Since 2012, the CIDB has conducted roadshows across the nation to provide more information about BIM to industry players. CIDB will be launching the MyBIM Centre which will provide facilities for industry players to be trained in BIM.
We also invite the industry to utilise the MyBIM Centre and use BIM software and programming facilities on a payper-use basis. This way, they will not have to bear the high cost of the software individually and smaller companies in particular, will find it much more affordable to use BIM.
There is always room for improvement when it comes to the implementation of technology. In the case of BIM, implementation can be further improved by incorporating local standards and specifications such as sustainable development, safety and quality. Project execution using BIM can also be made better by streamlining its process with existing databases and systems developed by CIDB Malaysia. We can see CREAM playing a bigger role in R&D with respect to BIM implementation and process improvement.
With global changing trends and everchanging technology, how is CIDB gearing up for the future in project management, more so with the Millennium Generation, who will be the leaders of the future? The World Economic Forum report states that in construction industry, “productivity improvements seem meagre” compared to that of other industries. How does CIDB intend to face these challenges?
The CITP aims to underpin productivity in the construction industry through the drivers of workforce, technology and processes. The plan for 2020 is to increase productivity by 2.5 times, which amounts to a target value-add of US$16,500. This increase will be matched equally by higher wages, based on increased efficiency leading to reduced costs.
ThefocusonproductivityisalignedwiththeHighIncome goal of the 11th Malaysia Plan, as it works towards enabling higher output from the same inputs or the same output from fewer inputs.
Three key drivers underpin productivity in the construction industry: Workforce, Technology and Processes.
The Workforce driver relates to human capital improvements to increase output per worker. The Technology driver relates to how technology can increase the production frontier and raise efficiency. The Processes driver relates to how processes can be made more efficient and effective through better planning and management.
In your opinion, what actions are needed to further enhance project engineers and project manager leadership skill?
Leadership is about pitching in and helping project teams overcome obstacles, build on and use their strengths as well as motivate them to complete projects on time, to comply with quality standards and to adhere to safety and health regulations. Project engineers or managers should help both the project teams and the clients stay on track, be focused, motivated and be rewarded.
To be an effective leader, written and verbal communication skills are very essential. Besides that, networking is another very important skill for those aiming to become a successful leader in project implementation.
Joining professional associations such as IEM, CIOB or ACPM and becoming active members will provide access to experts in the field. Project engineers and managers will be able to participate through volunteering, attending meetings, representing their professional bodies, going to national conferences and engaging in a wide range programmes organised by government agencies such as CIDB as well as other association and organisations.
Project managers wear many hats. They are facilitators, managers, problem-solvers and even interpreters who translate business needs into actionable plans for teams and align resources. They must work around obstacles, map skills and set timeframes to ensure positive outcomes. To be a better project manager, you must be intimately familiar with each team member’s strengths and weaknesses. It is by doing so that a project manager can better predict and overcome challenges that may arise.
Engineers may like to do things which are technically elegant, but that’s not necessarily what clients are interested in. Clients want their problems solved and their needs taken care of. A good project engineer/manager must be able to understand in depth the client’s needs/ requirements and be able to propose solutions within the budgeted cost for the project but without sacrificing quality and the deadline for the project completion.
One key leadership skill that project managers should have is the ability to engage with key stakeholders at every phase of the project. The project manager needs to have strong communication skills to encourage the sharing of
ideas and to elicit suggestions from team members who may be less vocal.
The ability to make team members feel valued and appreciated is among some of the most useful leadership skills for project managers. It provides a solid foundation for the project to go forward and sets the tone for a strong collaborative effort. The project manager should try to foster respect and synergy among team members to achieve optimal results.
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Readiness of Change Management in the Malaysian Public Organisation
Change is a constant in life, something that forces a person out of his comfort zone. In this paper, change is observed as a speciic type of critical thinking method, one that consists of planning, participation and evaluation of social change. It is a comprehensive description of how and why the desired change is expected to happen, in a particular context.
In the organisation context, the capability to change will lead to a more promising future. Longenecker et al., (2007) mentioned that organisational changing rates had grown tremendously in the last few decades, in line with the increase in several factors, such as customer demands, globalisation, cost and technology advancement. According to Buono and Kerber (2010), due to the challenges caused by these rapid changes, people have to be ready for the change and adapt to the challenges of the environment.
It is, therefore, not surprising that society considers the government’s efforts to enhance the business processes, which usually involve costly systems, as a waste of money since society does not experience any improvement. But this occurrence is mainly due to low quality and responsiveness of thepublicservice.
According to Public Complaints Bureau (2016), complaints received from January to September 2016 are about failure to adhere to set procedures (15.9%) and the unsatisfactory quality of service (13%). These igures are considered high as trends have shown a “decrease” pattern in last ive years. These igures are an indication that the public organisation service is still lacking in the ability to adapt to change and transformation environment. This is further supported by Ferreira and Antwerpen (2011), who claim that, if the role is carried out well, the public organisation will be much appreciated and trusted by the people, given that its success depends on a competent and accountable workforce.
Hence, via literature review and a questionnaire survey on employees of the public organisation in the country, this paper aims to appraise the change management of the Malaysian public organisation, with the primary objectives of investigating the current practice of organisation and attitude of employees in the public organisation towards change management as well as assessing the factors inluencing readiness of organisation and employees in the Malaysian public organisation towards change
management. It is hoped that the current practices can be improved for the betterment of the nation.
This paper is highly signiicant as the employees’ readiness for change is vital in determining the success of organisational change. Readiness for change is an early cognitive behaviour, which consequently leads to support for or opposed reaction towards change (Armenakis et al., 1993). The study of readiness for change in our public organisation is also aligned with the government’s aspirations to provide better quality services to the people, especially in promoting public engagement. To ensure transformation programmes achieve their objectives, readiness for change is an important ield to study, given the resistance to change as reported in past studies.
This paper is expected to help public organisation employees strengthen the trust and communication between themselves as this indirectly affects readiness for change. This paper is also important to build understanding between the management and subordinates and to improve cooperation in the public organisation. This may help the management create an action plan to overcome resistance among employees, so as to ensure the actualisation of organisational changes to beneit the public.
This paper will also contribute new information to knowledge and existing literature of readiness for change. The indings may also provide a further understanding of readiness for change since research involving organisational commitment as a factor in our public organisation context, is limited.
CURRENT ORGANISATION PRACTICES
The rapid increase in knowledge, social status and enhanced technology has resulted in a dynamic and challenging public sector environment. Nevertheless, organisations which thrive in the 21st century are those whereemployeesremainreadyandsupportiveofchanges. According to Armenakis et al., (1993), in facing these
Mohd Hais Ahmad Ir. Dr Syuhaida Ismail Prof. Dr Abd. Latif Saleh
upcoming challenges, the organisations yearn for employees’ readiness for changes.
However, the primary challenge lies in implementing the change strategies, mainly because organisational changes often face intense resistance due to lack of members’ readiness for a change (Kotter and Schlesinger, 1979). Therefore, due to the increased lack of employees’ readiness for a change, the organisation’s strategic change implementation usually goes awry (Halkos and Bousinakis, 2012).
Evidence suggests that employees are more inclined to embrace and support changes when their interests and beliefs are signiicantly aligned with the goals and mission of the organisation. Various research studies have established that, for employees to support and appreciate organisational changes, such changes must be signiicantly aligned with the values of an organisation’s members (Elias, 2009). Based on previous studies, there are a number of factors that inluence employees’ readiness for a change, including individual and workplace factors (Hutagaol, 2012; McKay, 2012; Choi and Ruona, 2010; Dam, 2010; Elias, 2009; Hallgrimsson, 2008; Walinga, 2008).
However, there are very few integrated studies which take a holistic perspective by looking into both workplace and individual factors (Soumyaja et al., 2011). Holt et al., readiness for a change: Change content, process, internal context and the individual involved. It also found that most previous studies in employees’ readinessforchangedonotagreewithintegratedmodelofHolt or elements as the studies only measured singular elements of employees’ readiness for change, such as change content (Morgeson 2005), change process (Armenakis and Harris, 2002), internal context (Shah, 2011; Jones et al., 2005) and individual attributes (Al-Abrrow, 2013; Faghihi and Allameh, 2012).
It is important to probe further and investigate the employees’ readiness for a change from a holistic perspective, by considering the internal context, process and individual attributes. Realistically, there is a vital need for organisations to understand employees’ readiness for a change towards the actualisation of organisational changes. It is also important to identify the factors or forces which will affect an employee’s readiness for change. These will allow the leaders or top management to improve the employees’ readiness for change by taking appropriate steps which can lead to a decrease of resistance to change in the organisation.
READINESS FOR CHANGE MANAGEMENT
Change management is a structured approach to ensure that changes are thoroughly and smoothly implemented (Potter, 2015) and that the lasting beneits of change are achieved. According to Judith (2014), change management is an approach to transitioning individuals, teams and organisations to a desired future state. The focus is on the wider impacts of change, particularly on people and how they, as individuals and teams, move from the current situation to the new one. The change in question may range from a simple process change to major changes in policy or strategy if the organisation is to achieve its potential.
Furthermore, theories about how organisations change draw on many disciplines, from psychology and behavioral science, to engineering and systems thinking (Matthews and Joshua, 2014). The underlying principle is that change does not happen in isolation and that it impacts the whole organisation (system) and all the people touched by it.
Various terms have been used to describe readiness for change as, without it, passive compliance and resistance to change will happen. Readiness was irst deined by Lewin (1947) as getting an organisation’s members to let organisational change happen physically and psychologically. The
FEATURE
management has to prove that the existing process or practice is no longer acceptable or relevant to the business environment in order to sustain or to gain back success. Deinition by Armenakis et al., (1993) on readiness for change is one of the most cited in the change management literature, where it is organisational members’ belief, attitudes and intentions regarding the extent to which changes are needed and the organisations’ capacity to successfully make those changes. The need for change can be stressed to employees, so that they feel the desire for the change.
However, there are many common issues and limitations of research on readiness for change documented in the literature. Among these is the lack of conceptual studies on readiness for change, where literature on readiness for change in journals (such as the Journal of Organisational Change Management, Journal of Management and Journal of Organisational Behavior) shows that studies have focused on investigating factors that inluence readiness for change, either individual or workplace factors.
In addition, regardless of the relevance and importance of readiness for change in an organisation, limited research was done to examine readiness for change in the public sector compared to private sector (Mason, 2004; McCann, 2004). Like the private sector, the public sector has also undergone organisational change to be more effective in the delivery of public sector services. In the Malaysian context, research on the public sector was not as extensive as that on private sector, as indicated in the indings by Che Awang (2000) and Norman (2012).
Literature also shows that previous studies on readiness for change are lacking in the theoretical approach. Althoughtherewerevarioustheoriesgoverningbehavioural change, such as theory of planned behaviour and theory of trans-theoretical model, there was not much research on the relevance of these theories with readiness for organisational change. Most previous studies on readiness for change, adopted the descriptive and case studies from earlier research. Most previous studies were also based on cross-sectional data and therefore, did not allow for tracing changes in an individual. Longitudinal paper of the relationships between variables may better capture the dynamic nature of readiness for change.
On the other hand, the majority of previous studies explored change process that occurred in a single organisation, which prevents consideration of change content as variable. The dificulty in obtaining data from multiple organisations and different types of on-going change, resulted in limited research in this variable. Studies conined to a limited number of organisations, also limited the ability to generalise indings and conclusions (Yousef, 2000).
In addition, the variables used are also observed by this paper as one of the issues related to readiness for change. Even though there are four elements – internal context, change content, process and individual attributes – that inluence readiness for change (Holt et al., 2007), most researchers focus only on one element as their
independent variable. Lack of integrated studies resulted in less understanding in determining the key and crucial factor among the four elements.
FACTORS INFLUENCING READINESS FOR CHANGE MANAGEMENT
Various factors have been determined via literature review on the factors inluencing the readiness for change management. These are categorised as organisational and organisational commitment factors. Organisational factor is further divided into trust in management and communication while the latter is divided into affective commitment, continuous commitment and normative commitment.
In terms of organisational factor, according to Korsgaard et al., (2002), trust in management is the employee’sinclinationtofollowandsupporttheleader.Trust in management is an internal context factor and component of an organisational climate (Bouckenooghe et al., 2009). Trust in management provides direction in the relationship between employee and management especially when involved with openness and spontaneity (Sztompka, 1998).
It is recommended by this paper that trust in management is important to ensure the cooperation of employees. Organisational change which may lead to crisis and risk for the employees, requires the management to place importance on building trust.
With trust in management, employees may recognise the management’s good intentions (Harvey and Keashly, 2003) and believe that they can enjoy the beneits gained from the change. This is supported by Byrne et al., (2005) who statedthatemployeesbelievetheywillnotbemanipulated by the management if the management is trustworthy. Besides that, Martin (1998) explained that employees who trusted the management would give a positive reaction towards organisational change. Reinke (2003) further proved that trust in management was a strong factor for employees to accept any change or new system.
In addition to trust in management under organisational factor which inluences readiness for change management, communication is also vital in determining the success of any such initiative (Hultman, 1995). According to Robbins & Judge (2007), communication is information exchange and happens in three dimensions: Upwards, downwards and horizontally. It is important for an organisation to communicate on changes since weak or low level of communication leads to the feeling of resentment towards the change (Covin and Kilmann, 1990).
Hence, open and honest communication is essential for change actualisation (Jones et al., 2004). It is therefore observed by this paper that an interrupted communication, together with misunderstanding during change, will create a severe impact on strategy implementation as well as action. This is further supported by Kotter & Schlesinger (1979), who identified misunderstanding due to communication problems or insufficient information as one of the main reasons for resistance to change.
As for organisational commitment, the second factor that inluences readiness for change management, it is the nature of the relationship between the individual and the organization. Conidence in the organisation’s values and mission means the individual will be willing to work hard for the interest of the organisation. Therefore, this paper suggests that employees who are committed to the organisation, have a strong desire to be part of the organisation, due to the fact that commitment relects the nature and relationship between employees and organisation (Mowdays et al., 1979).
Organisational commitment may be inluenced by many factors, such as individual characteristics (gender, age and years of experience) as well as organisational factors such as leadership style. Organisational commitment is related to individual identiication and involvement in an organisation and the level of loyalty (Powell and Meyer, 2002). With commitment, employees will feel strongly attached to the organisation and so, voluntarily adapt to the organisation’s values and be always ready for changes in the organisation.
Organisational commitment is divided into affective commitment, continuance commitment and normative commitment. Affective commitment is related to emotional attachment and involves an employee’s feeling towards the organisation. Employees with strong affective commitment will stay in the organisation because they want to.
On the other hand, continuance commitment refers to the individual’s awareness on the cost implication if one leaves the organisation. Employees who hold this commitment, will stay in the organisation because they have to. The third component, organisational commitment, is the normative commitment dealing with individual values pertaining to the needs of obligations to the organisation. Employees in this category stay in the organisation because they believe that it is the right thing to do.
Meyer et al., (2002) stated that organisational commitment is higher among employees who undergo good experience in work, such as feeling satisied that the organisation has fulilled the employees’ needs. Establishing positive behaviour and satisfactory relationships at work will encourage employees to be committed to work assigned. In conclusion, based on previous studies, it has been found that organisational commitment is one of the determinants that has a signiicant effect on the organisation.
RESEARCH METHODOLOGY
To achieve this paper’s objectives, questionnaires were distributed to the respondents via softcopy (email), online survey software/questionnaire tool and hard copy (distribution) over two weeks.
Eliyahu (2014) argued that the quantitative methodology tends to estimate a phenomenon from large numbers, therefore the data is collected through surveys. Prior to the questionnaire survey, a pilot study, a run-through or dress rehearsal of the actual study, was carried out. A pilot is a good way to troubleshoot any equipment problem, familiarise the team with the procedures and generally, to see if the experiment design has any potential flaw. Following Connelly (2008) and Treece & Treece (1982), 10% of the sample projected for the larger parent study was chosen using a convenience sampling technique on employees of the public organisation, comprising three different position levels, namely top management, professional and supporting staff. Cronbach’s alpha value of 0.891 was recorded which, according to George and Mallery (2003), was considered reliable as it falls within a range of 0.7 to 1.0. As for sample, that suggested by Krejcie and Morgan (1970) was 379, so over 1,000 questionnaires were distributed to public organisation employees. However, only 336 were successfully returned with complete answers.
RESEARCH FINDINGS
The level of agreement on the current practice of organisation and employees towards change management and factor inluencing readiness for change management are investigated via Relative Importance Index, which is able to make the ranking based on its level of importance (Chan and Kumaraswamy, 1997). Both the current practice and factors inluencing readiness for change management are investigated from two factors inluencing readiness of change management as discussed earlier: Organisational factor (trust in management and communication) and organisational commitment factor as discussed in the following sub-sections.
1. Current Practice of Organisation and Employees towards Change Management
Table 1, which shows “the management team has a positive vision for the future”, is the most agreed current practice of organisation and employees towards change management in organisational factor of trust in management [B1]. In addition, it is also claimed that in the current public organisation, “the supervisors speak
up for employees during the change process”; this is a very good sign of change management initial practice in the public organisation in Malaysia. Nevertheless, it has been found that “the top management does not pay sufficient attention to the personal consequences that change may have for the employees”, although “they coach employees very well about implementing the change”.
Meanwhile, “good communication between the supervisors and employees about the organisation’s policy towards the changes” is a major current practice of organisation and employees towards change management in organisational factor of communication [B2]. It is also found that “the employees are regularly informed on how the change is going to be” although on the contrary, “the employees lack suficient information on the progress of the change from the top management”. In comparing both the organisational factor of trust in management and communication, it has been found that trust in management [Bi] plays a better role in the current practice of public organisation and employees towards change management with generally higher RII.
Table 1: Ranking of current practice of organisation and employees towards change management
[B1] Trust in management B1.5The
B2.1Employees
B2.6Employees
2. Factors Inluencing Readiness for Change Management
As for factors inluencing readiness for change management among employees in terms of organisational commitment [C1], it has been found that “the enjoyment discussing about organisation with outsider” and “staying with the current organisation is a matter of necessity as much as desire” are the most important factors as shown in Table 2. In addition, all the other 13 factors of organisational commitment recorded the Relative Importance Index (RII) of more than 0.5. This apparently shows that the Malaysian public organisation is starting to give its organisational commitment to inluence readiness for change management among employees.
As for individual commitment [C2] factors which influence readiness for change management among employees, the majority of respondents claimed that the most important factors are that they are willing “to support change” and “to do things in new/creative ways”. In comparing the factors that inluence readiness for change management among employees between the organisational commitment and individual commitment, this paper found that the individual commitment [C2] contributes a more signiicant factor than organisational commitment towards inluencing the readiness for change management among employees with all of the RIIs record more than 0.75.
C1.2I enjoy discussing about my organisation with people outside it0.7511 C1.8 Right now,staying with my organisation is a matter of necessity as much as desire
C1.11 One of the major reasons I continue to work in this organisation is that I believe loyalty is important and therefore feel a sense of moral obligation to remain
C1.4 I think I could easily become as attached to another organisation as I am to the current organisation
C1.9I feel that I have very few options to consider leaving this organisation0.6586 C1.6 It would be very hard for me to leave my organisation right now,even if I wanted to 0.6557
C1.13I was taught to believe in the value of remaining loyal to one organisation0.6558
C1.3I really feel as if this organisation's problems are my own0.6539
C1.14 Things were better in the days when people stayed in one organisation for most of their careers 0.65210 C1.7 Too much in my life would be disrupted if I decided to leave my organisation now
C1.10Jumping from organisation to organisation does not seem at all unethical to me0.63612
C1.5This organisation has a great deal of personal meaning for me0.63313
C1.12 If I got another offer for a better job elsewhere I would not feel it was right to leave my organisation 0.61814
C1.15 I do not think that to be an organisation man or organisation woman is sensible anymore 0.59215
Table 2: Ranking of factor inluencing readiness for change management amongst employees
CONCLUSION
In general, from the investigated current practice of organisation and employees in the Malaysian public organisation towards change management and the factors influencing readiness of organisation and employees in the Malaysian public organisation towards change management, it is suggested that the public organisation focus on trust in management, the factor in which the top management should pay suficient attention to the personal consequences that the change could have for the employees.
This is relected in the employees’ opinion on the management current practice where the organisation pays insuficient attention to personal consequences. Meanwhile, in communication, the organisation must be focused and make greater effort to inform employees on the progress of the change, in order to make organisational change more effective. It is also suggested that the public organisation pay more attention to the factor of rewards in the form of appreciation for employees who work on and contribute to the change programme and encourage them to sell the change ideas so as to inluence readiness for change management among employees.
Eventually, the results discussed have demonstrated that this paper has successfully achieved its aim to
appraise change management in the Malaysian public organisation as limited research is available, as claimed by Mason (2004) and McCann (2004), in examining the readiness for change in the public sector compared to private sector. This paper has not only identified various antecedents and issues for better understanding as well as improving knowledge in readiness for change management, but it also provides, for the management, an understanding of factors that help employees get ready for organisational change. By considering the role of the management and employee characteristics, organisational change can be achieved since it is impossible to implement any change programme without the involvement of both parties.
As a result, the management can plan and manage change programmes more effectively since it is important for public organisations to perform well and be prepared in the business reengineering and transformation process so as to provide better outcomes for the public. This requires public organisation to always be ready for enhancement and not be complacent. Through this paper, better strategies can be taken up to ensure public organisations are in “high readiness” in order to achieve the visions and missions established by the government.
FEATURE
ACKNOWLEDGEMENT
The authors would like to express their sincere gratitude to the Department of Public Work (PWD), the Ministry of Education, Universiti Teknologi Malaysia (UTM) and the Research Management Centre (RMC) of UTM, for providing the financial support for this study to be published. This study was inanced by the UTM Grant for Research University (GUP) Tier 2 for research funding under Cost Centre No. Q.J130000.2605.12J08.
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Authors' Biodata
Mohd Hais Ahmad, is a Civil Engineer with Malaysia’s largest public technical organisation. He is currently pursuing his PhD at Faculty of Civil Engineering, Universiti Teknologi Malaysia, Johor. His research interests include Project Management and Strategic Management.
Ir. Dr Syuhaida Ismail, is a Senior Lecturer with UTM Razak School of Engineering and Advanced Technology, Universiti Teknologi Malaysia Kuala Lumpur. Her research interests include Project Management, Construction Management and Strategic Management. She has published more than 100 articles in related areas.
Prof. Dr Abd. Latif Saleh, is a Professor with Faculty of Civil Engineering, Universiti Teknologi Malaysia Johor. He is currently the Director of Work of UTM.
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How Project Management Can Avoid Project Failures
A successful project is primarily deined as a project that meets its:
1. Budget.
2. Completion date.
3. Intended purpose which comprises the detailed scope. Inaddition,thefollowingcriteriarecentlyhavealsobecome a factor of project success:
4. Safety KPIs.
5. Stakeholder’s satisfaction.
Ir. Faizal A. Sanusi, supported by Engr. Kanagasingam Kanapthy Pillai, delivered a two-hour talk on 14 January 2017. PMTD Deputy Chairman Ir. Vincent Wong chaired the session which was attended by 86 participants.
Both Ir. Faizal, currently Advisor to the Project Management Technical Division (PMTD), and Engr. Kanagasingam, are oil and gas industry veterans; they each have more than 25 years of working experience.
Ir. Faizal qualiied the presentation as a perspective of the Project Owner and the project management tools presented was from his own experiences and observations. Projects having the following attributes will be highly sensitive to project failure:
• High value – subjective, depending to size of owner’s business.
• Long term – i.e. long schedule duration in excess of 3 years.
• Complex projects – involving emerging or new technologies, not conventional or typical in design, construction or installation.
The talk revolved around two main project phases, i.e. Pre-Award and Post-Award and applicable project management tools.
PRE-AWARDPOST-AWARD
Poor Schedule Planning
Poor Cost Planning
OWNER
Inadequate Organisation
Lack of Project Definition
Bad Selection of Contractor
CONTRACTOR
1. Pre-Award Phase
1.1 Poor Schedule Planning
Poor schedule planning can lead to an unrealistic project completion date which, in turn, can lead to a host of problems which can affect strategic decision making. Some project management tools suggested to be employed at this stage are:
• Comprehensive Work Breakdown Schedule (WBS).
• Use Of Good Duration Estimation Methodology; Use Industry Benchmarks/Expert Advise.
• Identify Schedule Risks And Perform Schedule Probabilistic Analysis; Contingency Determination. Ingeneratingtheprojectschedule,theotheressentialparts in this “project modeling” are establishment of logics and relationshipsbetweentheactivitiestodeterminethecritical path.
1.2
Poor Cost Planning
• Comprehensive Cost Breakdown Schedule (CBS).
• Use Of Good Cost Estimation Methodology; Use Industry Benchmarks/Expert Advise.
• Identify Cost Risks And Perform Cost Probabilistic Analysis; Contingency Determination.
1.3 Inadequate Organisation
Inadequate organisation has negative implications: Loss of project direction, inappropriate prioritisation, teamwork degradation, motivation loss. To counter these issues, Ir. Faizal offered the following.
• Organisational Design Concept: Conventional, matrix, Suficiency of expertise & skills; Chain of command; Well Deined Roles & Responsibilities.
• Responsibility & Liability – Design/Construction/ Commissioning Phases.
Poor Monitoring of Project Progress
Reactive vs.Proactive Management
Interference by Owner
Poor Supervision of Works Quality
Incompetent Key Staff
Poor site Coordination
Poor Execution Planning
Poor Sub Contractor Management
1.4 Lack of Project Deinition
An exhaustive and iterative process to evolve the project to a mature level to accurately determine the budget and schedule that affects decision-making of the project (i.e. approved or shelved).
1.5
Bad Selection of Contractor
Selecting a capable contractor to deliver the project optimally, hence, establishment of an effective evaluation criteria.
Criteria examples:
• Financial statements.
• Current Projects/Contracts.
• Project Implementation Plan.
• Method Statements for speciic works.
Ir. Faizal Abdullah Sanusi
• Level 1 and preliminary Level 2 Schedules.
• Proposed Organisation Chart.
2. Post-Award Phase
Post-Award failures can arise from either the Project Owner or the Contractor. While the Contractor is the responsible party to realise the project physically, the Project Owner has the strategic view of the project and is responsible for the performance of the Contractor in delivering the project.
At this phase, the relationship between Project Owner and Contractor should be that of a partnership as opposed to a master-subservient type.
2.1 Project Owner Originated Issues
Monitoring the Contractor’s planning, progress and quality of works and administering the contract is the primary objective of the Project Owner at the post-award stage. At this stage, the following project management tools are presented:
• Progress measurement.
• VOWD measurement.
• Project planning and scheduling software.
• Meaningful project reports. Other tools that can be exercised:
• Performing quality checks by the Project Owner (to avoid potential delays arising from rectiication of defective works).
• Diligent use of the contract administration process to avoid “interference by the Project Owner” which can result in a variation order.
2.2 Contractor Originated Issues
Some of the issues discussed were:
• Conlicting priorities with the project objectives that may supersede expenditure of long term beneits.
• Inadequate competent and qualiied personnel.
• Poor planning of site works; plans needs to be continuously executed, monitored, and adjusted.
• The challenge for different workforces to work as a cohesive team.
In conclusion, preventing project failures or conversely increasing project success can be met by implementing project management tools across the value chain of the project lifecycle, which is predominantly by the Project Owner. Notwithstanding this, the Contractor also needs to have good project management grounding to be effective in physically delivering the project.
Author's Biodata
He began his career 30 years ago. He has experience in the Oil & Gas and Building Industries and has provided training to PETRONAS Management Training Institute (PERMATA), I&P, Gamuda and ENCORP property developers as well as the Royal Malaysian Navy.
PUBLIC COMMENT
Ministry of Sience, Technology and Innovation
INTRODUCTION
Department of Standards Malaysia was established on 28 August 1996 under the purview of the Ministry of Science, Technology and Innovation (MOSTI) and is responsible for developing and promoting Malaysian Standards (MS). Department of Standards Malaysia, as the National Standardisation Body is a member of the International Organization for Standardization (ISO) and the International Electrotechnical Commission (IEC).
Public comment is an important stage in the MS development process. The period of public comment is for two months (60 days), to allow for the submission of comments on the draft or existing MS by interested parties. This is consistent with Article 4, 4.1 and Annex 3 of WTO/TBT Agreement. All views and comments will be deliberated by the relevant committee and further drafting will be made, if necessary.
DURATION
1 March 2017 - 30 April 2017
PUBLIC COMMENT
SIRIM Berhad as the Standards Development Agency (SDA) appointed by Department of Standards Malaysia, would like to have the feedback from you for the following:
• Draft MS
Draft MS for public comment can be downloaded from the website at no charge. However, the draft MS which are adopted in total from International Standards are available at a charge as indicated. The details on the draft MS and existing MS that are proposed to be amended and/or withdrawn can be obtained from: http://www. smsonline.gov.my/ (please click "Public Comment" under the "Services" that displayed on the left, top).
You may also obtain the hardcopies of the draft MS from:
SIRIM STS Sdn. Bhd.
No.1, Persiaran Dato' Menteri, Section 2, P.O. Box 7035
40700 Shah Alam, Selangor Darul Ehsan.
Tel: 603-55446328 / 603-55446364
Fax: 603-55108830 / 603-55446333
Email: stddevelop@sirim.my
All your views and comments are highly appreciated. Thank you.
SIRIM Group is committed in ensuring the conidentiality, protection, security and accuracy of your personal information madeavailabletoSIRIMGROUPinaccordancewiththePersonal Data Protection Act 2010. It is your obligation to ensure that all personal information submitted and retained is accurate, not misleading, updated and complete in all aspects. SIRIM Group and/or its employees or authorised oficers or agents will not be responsible for any personal information submitted by you that is inaccurate misleading, incomplete or not updated.
Please refer to our Personal Data Protection Policy at http:// www.sirim.my/privacy for further information.
Ir. Faizal Abdullah Sanusi is advisor of the Project Management Technical Division in IEM. He had served the committee for the past 10 years, including as its Chairman.
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SAFE TEA TIME
Importance of Exposure
by Ir. Shum Keng Yan
In this last part on developing the Career Path of a safety professional, we will look at Training and Exposure.
COACHING
One fundamental requirement of a good safety professional is the development of the risk perception. Often you ind a less experienced safety professional professing that all and sundry are doom and gloom. An experienced safety professional will have a balanced view of the risk in a given situation. This insight can only be gained through exposure. The guidance can be structured via a mentorship programme. This is no different than the IEM Logbook Scheme. Allow a co-evaluation of the mentor and mentee to ensure feedback of the mentorship programme is obtained from both parties.
ASSIGNMENT BASED
Another effective learning-by-doing is to allow the development via assignments. This can be done by letting the member to lead a task force. Depending on the desired learning outcome, the assignment can be structured thus:
1. To lead a work group to solve an issue.
2. To lead a cross functional group to develop people leadership and to inluence skills.
3. Toassignbusinessprojectstodevelopadeeperunderstandingofthe business complexities.
CONTINUING PROFESSIONAL DEVELOPMENT
This is something we are familiar with. Key CPD programmes should include an update on the latest regulations, standards and industry development. Here’s a tip: Many Safety Professionals are also Professional Engineers. They will require CEP (DOSH) and CPD (BEM) points. There are programmes which qualify for both. Try to go for these. In addition, encourage the Safety Professional to be a mentor.
This is a summary of how to structure the type of exposure by level.
0872)
Ir. Shum Keng Yan is a chemical engineer and a certiied accident prevention and safety practitioner.
Palm Oil Industrial Waste – Moving Toward Zero Waste Discharge
reported by
The Project Management Technical Division (PMTD) of The Institution of Engineers Malaysia (IEM) organised a talk on “Palm Oil Industrial Waste – Moving Toward Zero Waste Discharge” on 14 January, 2017, at Wisma IEM, Petaling Jaya.
The session was chaired by Dr Teow Yeit Haan and the speaker was Ir. Dr Nor Azhar Mohd Arif. Both are committee members of PMTD. A total of 42 participants attended the talk.
First, Dr Azhar Arif described the current areas of focus in the palm oil industry towards achieving Zero Waste Discharge: Eeliminating black smoke emission, the carbon capture technology, the waste resources, the wastewater treatment and the wastewater recycle and reuse technologies.
He said it was important for the public to be aware of the problems that the industry had caused to the environment and of the efforts that the relevant parties were taking to tackle the issue.
The common impacts on the environment are emission of Green House Gases (GHG), the smell and visual disturbances, pollution of river water and the huge carbon footprint for the wastewater treatment process. He said that industrial competitors, especially those in western countries, were using these issues to criticise palm oil industry practices and to treat palm oil products as substandard products despite scientiically proven beneits and advantages.
Dr Azhar then focused on the available technologies for Palm Oil Mill Effluent (POME) treatment in the efforts to achieve Zero Waste Discharge. He talked about the pre-treatment system, where excess oil in the effluent is recovered in an oil and water separator tank, followed by the equalisation and dosing tanks. Then the POME is sent to digesters instead of ponding systems for biological treatment and this significantly reduces the carbon footprint. Through necessary components and systems, the digesters are designed to capture GHG, specifically methane and process it into biogas which is further processed and converted into electricity by mean of a bio-gas engine. The electricity produced is used to power up the POME treatment plant and any
excess can be channelled to the oil mill. Sludge from the biological process can be returned to the plantation for use as fertiliser.
At this point, the remaining wastewater already meets the BOD20 standard, which is the regulatory requirement for discharge. The water can be further treated using membrane separation technique into boiler grade water for reuse at the mill.
In addition, the Hydraulic Rentention Time (HRT) of the whole treatment process takes only about 2 weeks while the HRT of conventional ponding systems typically requires 3-4 months, depending on the capacity of the mill.
Dr Azhar concluded his talk by highlighting the following:
1. Advantages of the treatment system compared to conventional techniques.
2. Options of partial and complete solution for Zero Waste Discharge using the presented technologies.
3. Several project references.
He then answered several questions from the loor before Dr Teow presented him with a token of appreciation.
PROJECT MANAGEMENT TECHNICAL DIVISION
Ir. Dr Nor Azhar bin Mohd Arif
The environmental issues resulted from the Palm Oil industries in Malaysia must be seriously minimized and Zero Waste Discharge is the way to go
Dr Teow chairing the sessionDr Azhar delivering his talk
Signing of MoU Between The Institution of Engineers, Malaysia (IEM) and The Malaysian Steam & Internal Combustion Engine Engineer Association (Msiea)
The Institution of Engineers, Malaysia (IEM) and The Malaysian Steam & Internal Combustion Engine Engineer Association (MSIEA) signed a Memorandum of Understanding (MoU) on 6 February, 2017, for mutual collaboration and joint activities between both organisations.
Representing IEM was its President, Ir. Tan Yean Chin, and representing MSIEA was its President, Encik Mohd Hatta bin Ab Bakar.
Through the MoU, IEM and MSIEA have agreed to mutual collaboration and joint activities. By attending IEM activities, MSIEA engineers will be able to meet engineers from a similar industry and other industries so as to acquire knowledge and learn through the experience of others.
With a membership count of over 40,000, IEM is the largest such professional body in the country. President Ir. Tan Yean Chin encouraged members of MSIEA to join IEM. This way, MSIEA engineers will be able to attend IEM activities, which will enhance their professional development and career.
A non-proit professional organisation, MSIEA serves the needs of its members in the ields of boiler, diesel engine and gas turbine, provides education and training as well as organises forums for the exchange of ideas and information. It also represents the interests of steam engineers and internal combustion engineers.
Wherever possible, IEM will bridge the industries technical “gap” and promote the sharing of professional
IEM President Ir. Tan Yean Chin and MSIEA President Encik Mohd Hatta bin Ab Bakar at the signing of the MoU
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knowledge and industry best practices via its various Technical Divisions, Training Centre and other related IEM international linkages, such as the ASEAN Federation of Engineering Organisations (AFEO) and Federation of Engineering Institutions of Asia & Paciic (FEIAP).
Bright Future for Tunnelling & Underground Space Development
reported by
Tunnelling & Underground Space Development in the country has been lourishing for the last two decades.
Starting with the elaborate design of the SMART project in Kuala Lumpur 15 years ago, the innovative Variable Density Tunnel Boring Machine (VD TBM) for the Klang Valley MRT project won International awards and respect from the Tunnelling fraternity all over the world.
Building on experience gained and technological advances in the industry, the SMART Tunnel broke new ground, not only in Malaysia but also worldwide, by combining the functions of stormwater drainage and motorway tunnel. Stretching 9.7km, SMART Tunnel is the longest tunnel in South East Asia and the second longest in Asia. With a diameter of 13.2m and constructed using a slurry shield TBM, this is also among the largest diameter tunnels in the world. The SMART Tunnel has earned international recognition such as the British Construction Industry International Award (2008) and the UN Habitat Scroll of Honour Award (2011) for its innovative and unique management of stormwater and peak hour trafic.
In April 2015, it was again described by the United Nations as one of the most innovative projects in the world foranurbanissue.CNNhasalsolistedSMARTProjectas one of the world’s top 10 greatest tunnels which is expected to prevent billions of dollars in potential lood damage and costs from trafic congestion in Kuala Lumpur’s city centre.
When the VD TBM tunnelling was “reinvented” in Malaysia, all conservative rules were broken and we
achieved what was considered “impossible”. Local tunnelling experts have come of age and today, they are highly regarded for having honed the right skills and gaining the expertise to take tunnelling to the next level in innovation technology.
VD TBM applies innovative technology by combining the advantages of both methods in one machine. Without mechanical modiications the machine can switch between four different tunnelling modes directly inside the tunnel. This means geological and hydro-geological changes along the alignment can be managed with lexibility. The multimode VD TBM with EPB and slurry-supported mode is the most complex form of a convertible machine currently in existence. VD TBM has also won the Technical Innovation of The Year Award in 2014 at the ITA/NCE Awards in London.
Homegrown construction outit MMC-Gamuda credits itself as being the country’s foremost tunneller. It continues to build on its strength by expanding on human capital needs in the niche tunnel engineering. It set up the world’s irst tunnelling school, Tunnelling Training Academy (TTA), in
TUNNELLING
Ir. Dr Ooi Teik Aun
The Variable Density TBM
The SMART Project
Tunnelling Training Academy
record time in December 2011. This was in response to the urgent call to create high-income jobs in line with Malaysia shifting into high gear to enter a new era of economic transformation and to achieve the coveted developed nation status by the year 2020.
This was also in recognition of the fact that Malaysia needed to create a sustainable pool of certiied tunnelling workforce for the massive KVMRT project as well as to nurture expertise and boost productivity in tunnel engineering. This will enable local players to take on more complex tunnel construction projects in the future.
The recent initiative to set up the local TBM refurbishment plant is, in a way, another initiative towards sustainable development. The boom in infrastructure development and concerns about its impact on the environment, have given rise to the need for tunnels and underground space. With the KVMRT, tunnelling and underground space construction will increase tremendously and with it, the challenges of tunnelling through the congested city centre with the cavernous karstic limestone landscape of Kuala Lumpur. Growing advancements in tunnelling claim to hold the key to unlocking the door to “innovation and sustainable urban connectivity”.
With these many “irsts” or “irst of its kind” achievements, Malaysia has come of age in technical innovation for tunnelling solutions. The golden era of tunnelling has irmly put us on the tunnelling fraternity world map and we’re an active member nation of International Tunnelling & Underground Space Association (ITA).
It is no surprise that the Tunnelling & UndergroundSpace Technical Division of The Institution of Engineers Malaysia (IEM) has submitted a bid to host the ITA-AITES World Tunnel Congress 2020 (WTC2020) in Kuala Lumpur. Bidding for this prestigious event is held three years in advance and is well-placed amongst thought leaders in Tunnelling & Underground engineering.
Malaysia’s advantage in gaining a signiicant share of this engineering feat lies in its existing strengths in underground infrastructure, innovative environment and strong history and political will to tackle sustainability challenges. This is the Malaysian dream.
To support Malaysia’s bid for WTC2020, IEM will host, for the irst time, the Southeast Asian Conference and Exhibition in Tunnelling & Underground Space (SEACETUS2017) in Subang Jaya, Selangor, on 18-19 April, 2017. There will be 14 invited Keynotes and Special Lectures as well as 40 contributed technical papers. The event is expected to attract more than 500 participants from all over the world.
In the past, IEM had successfully organised international tunnelling conferences such as ICETUS2006, ICETUS2011 and ICETUS2015.
For further info, please visit IEM Website: http://www.myiem.org.my
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Madinah and Makkah Accords –The Way Forward
STANDING COMMITTEE ON INFORMATION AND PUBLICATIONS
reported by
The signing of the Accords was done at the Council Meeting of the Federation of The Institution of Engineers in the Muslima Countries (FEIIC). It was preceded by the second (Engineering Qualiication, Accreditation and Professional System (EQAPS) one-day workshop on the 18 December, 2016.
This event was a follow-up to the EQAPS Workshop on 8-9 May, 2016. Papers presented were: The Madinah and Makkah Accords and the Pakistan Engineering Council (PEC) Practices Relevant to Madinah Accord.
The Council Meeting was held on the 19 December at the Fairmont Hotel, Makkah. It was attended by representatives from member countries, including Kazakhtan, Malaysia, Pakistan, Jordan, Egypt and Saudi Arabia. The signing of the Madinah and Makkah Accords was duly executed together with Saudi Arabia, Egypt, Jordan, Pakistan and Kazakhtan. Other countries will sign at a later date. The Madinah Accord is the mutual agreement among FEIIC Countries on Substantial equivalence in the standard of engineering education and Acceptable accreditation process.
Ir. Prof. Dr Ruslan Hassan
Council of FEIIC (2015-17)
Council meeting in session on 19 December, 2016, after the signing by representatives
The Makkah Accord is an agreement between engineering organisations in FEIIC member countries on Competence Standard for professional engineers. The follow-up is a Secretariat to maintain a FEIIC Engineer Register. It is expected that IEM will set up, with the FEIIC Regional Representative, MySET the Accreditation SecretariatsfortheMadinahAccordandRegister(Makkah Accord). There will therefore be more opportunities for engineers in Malaysia to practise and contribute in the 23 member countries of the FEIIC.
IEM LIBRARY PRESENTS YOU WITH
RASPBERRY PI
ICTSIG had donated to the Library two units of Raspberry Pi, a monitor, a keyboard, a mouse and the necessary SD cards for your testing and use.
You are most welcome to use them and test out the Raspberry Pi’s capabilities.
Raspberry Pi is a small size single board computer. They are comparatively low in cost and a good device for testing your Internet of things (IoT) ideas.
It can acts as a web server, a controller, a door access system, a surveillance camera or a media centre. What it can be or do is up to your imagination.
We hope members will ind this useful.
Council meeting in session on 19 December, 2016, after the signing by representatives
Talk on Operations Management
reported by ENGINEERING EDUCATION TECHNICAL DIVISION
The Engineering Education Technical Division coorganised a talk on “Operations Management” with Engineers Australia Malaysia Chapter and the Institution of Mechanical Engineers Malaysia Branch on 14 September 2016, at Wisma IEM. The talk, delivered by Ir. Dr Ling Chen Hoe, Senior General Manager and Director of Meiden Malaysia, was attended by 30 participants.
Ir. Dr Ling described operations management as a transformation process where inputs (material, machine, manpower, method and money) are transformed into outputs (products and services).
Thetransformationprocessinvolvesplanning,organising and control by the management.
EFFECTS OF ENVIRONMENT
The effect of environment on the transformation process was discussed. This includes customers, suppliers, competitors, regulation, economy and technology, all of which play a crucial role in determining the type of operational decisions and actions which may be deployed by an organisation for its outputs. Ir. Dr Ling said that “the environment will affect the operations management and strategy that an organisation may adopt in the design, planning and control and improvement process.”
He gave examples of various customer value propositions and the corresponding operations strategies adoptedbyorganisationsintherespectiveindustries.
The strategic role of operations management in an organisation is another aspect to consider. He explained how an organisation, through the transformation process, can add value to its products or services and provide an output with a cost and value advantages.
FRAMEWORK
Ir. Dr Ling said operation managers are concerned with how their efforts to plan, organise and control may affect human behaviour. He continued with discussions on the contribution of behavioural science in scientiic management and its parallels to the need theories of motivation.
SUPPLY CHAIN
He then illustrated the supply chain network and gave examples on the supply chain lessons learned from prominent organisations. The sustainable supply chain framework was also discussed before he proceeded to another important aspect of operations management, quality control. The Ishikawa (Fishbone) diagram and the Six Sigma were discussed as well as how organisations use these tools to control quality on the transformation processes. He also briefed participants on the Six Sigma methodologies and the Lean Six Sigma management of reorganising processes and solving defects or problems.
INNOVATIONS
“Innovations can assist in improving the transformation process by reducing operation cost and hence enhancing value to the customers,” said Ir. Dr Ling who then explained the application of the conventional logic versus the value innovation logic on the Five Dimensions of Strategy, namely on industry assumptions, strategic focus, customers, assets and capabilities,andproductsandserviceofferings.
Ir. Chew Weng Yuen
Ir. Chew Weng Yuen of the Engineering Education Technical Division presenting a memento to Ir. Dr Ling Chen Hoe
Disruptive innovation enablers such as cloud computing (new technologies), SaaS subscriptions (new business models), and new value chains as used in Intel, Dell, Microsoft, Apple and Google were also discussed briefly.
As expected, the culture of an organisation plays an important role in its operations management. Ir. Dr Ling cited several examples where culture may affect the environment of the transformation process of an organisation.
NEW TRENDS
Lastly Ir. Dr Ling discussed new trends in operations management. He said operations management is traditionally seen as a system involved with the manufacture and production of goods and services whereas the modern view perceives it as a system designed to deliver value.
Note: The above report was prepared with the aid of the presentation slides by courtesy of Ir.Dr Ling Chen Hoe.
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The Editorial Board and the Standing Committee on Information and Publications for session 2016/2017 would like to thank all readers/IEM members for your continuous support of JURUTERA
FEEDBACK
We welcome any comment/feedback from the readers in general in response to the articles published in the JURUTERA bulletin.
Please post your comments to: sec@iem.org.my
Thank you.
Editorial Board
No. 17-2, Jalan Tasik Utama 8, Medan Niaga Tasik Damai, 57000 Sungai Besi, Kuala Lumpur.
Special Features of HITEC METAL PEB Framing System
One-Day Course on “The Design, Analysis and Performance of Reinforced Soil Structures”
reported by
On 17 June 2016, IEM’s Geotechnical Engineering Technical Division (GETD) organised a one-day course on "The Design, Analysis and Performance of Reinforced Soil Structures", conducted by Mr. Michael Dobie, Regional Manager of Tensar International Limited for Asia Paciic. The talk at Kristal Ballroom, Hilton Hotel Petaling Jaya, saw the attendance of 57 participants.
The course covered the basics of reinforced soil structures (including those constructed using polymer reinforcement), from material parameters to methods of calculation used and the factors required to ensure a safe design. It included both basic information and ideas, as well as more advanced techniques, including possible approaches to design, according to EC7 and EC8.
Mr. Dobie pointed out that EC7 does not cover design for reinforced soil structures. The design guidance in United Kingdom is currently from British Standard BS8006-1:2010. The British Standard provides design advice for reinforced soil retaining walls and steep slopes. The factors and advice are not consistent with EC7 (yet).
He emphasised that reinforced soil structures like those in Figure 1 are 99.9 % soil. The key elements of reinforced soil structures were presented, which included:
• Material design parameters – geo-reinforcement, soils.
• Calculation procedures.
• Factors in design.
• Performance.
The geo-reinforcement is of high consistent quality, being factory-manufactured and extensively tested, while the soil parameters are variable and can only be obtained from a carefully conducted investigation programme.
The contributions to stability from geo-reinforcement, as visualised from the 2-part wedge mechanism, are from sliding resistance and pull-out resistance. The calculation procedures aim at creating cost-eficient structures that meet the ultimate limit state (ULS) and adequate serviceability (SLS).
Mr. Dobie pointed out the differences in the georeinforcement’s function between the walls, slopes or hybrid structures as shown in Figure 2.
Figure 2: Relationship between Wall/Slope and Facing Angle Resistance from soil when reinforcement is added Resistance from soil alone
In a wall coniguration (with steep facing angles), a high proportion of the internal stability is provided by the reinforcement while for slopes, the most of the resistance is provided by the soil.
He then illustrated the calculation procedures, using 2-part wedge method in Advice Note HA68/94 “Design Methods for the Reinforcement of Highway Slopes by ReinforcedSoilandSoilNailingTechniques”(DesignManual for Roads and Bridges, Volume 4, Section 1, Part 4).
Ir. Steven Toh Chin KokIr. Yee Thien Seng
Figure 1: Example of Reinforced Soil Structures
Adding earthquake forces Internal stability
▪ Look at forces applied to Wedge 2
He reported on the static test performance of an instrumented 8m high reinforced soil wall (from day 11 to day 732 after construction), built in 1995 in Japan.
For seismic designs, earthquake forces are added in the calculation procedures using the polygon of forces as shown in Figure 3.
Mr. Dobie then showed earthquake test results from shaking table tests, particularly the full scale test of a 6m high wall at University of San Diego, USA.
For stability analysis, it is vital to carry out global stability checks. The various available methods of slices involving circular and non-circular slip surfaces were presented, especially the usage of the non-circular “Simple Genetic Algorithm” (SGA).
At the end of the course, Mr. Dobie took numerous questions from the participants, followed by a big round of applause after he was presented a token of appreciation by Ir. Dr Ooi Teik Aun.
PAYMENT OF ANNUAL SUBSCRIPTIONS 2017
Kindly be informed that in accordance to Section 4.3 of the IEM Bylaws, Annual subscription shall be payable in advance on 1st January of each year.
ANNUAL SUBSCRIPTIONS
Section 4.8 states that those whose subscriptions becomes four (4) months in arrears, shall lose all privileges, the right to vote and to receive publications.
IEM would also like to highlight that in accordance with the IEM Constitution and Bylaws, only ACTIVE members of the Institution are eligible tousethepostnominals of F.I.E.M., M.I.E.M., Grad. IEM etc.
IEM’s existence depends on its members and we greatly hope that you will assist us to sustain the Institution set up by our forefathers for the beneit of all in the engineering profession BY PAYING YOUR SUBSCRIPTIONS PROMPTLY
Standing Committee on Finance
Figure 3: Adding Earthquake Forces into 2-part Wedge Calculation Procedures
Courtesy Visit by The Institution of Mechanical Engineers (IMechE), UK
STANDING COMMITTEE ON CORPORATE AFFAIRS
The Institution of Mechanical Engineers (IMechE), UK, made a courtesy visit to The Institution of Engineers, Malaysia (IEM) on 7 February, 2017. Led by IMechE President Mr. Jon Hilton, the delegation included Mr. Tom Owen (International Business Development Manager), Ir. Mathew Thomas (SEA Regional Chairman), Prof. Ir. Dr Ong Kok Seng (Chairman, IMechE Malaysia Branch), Dr Lau Ee Von (Hon. Secretary, IMechE Malaysia Branch), Mr. Gerald Victor (Hon. Treasurer, IMechE Malaysia Branch).
Present to welcome them were IEM President Ir. Tan Yean Chin, Ir. David Lai (Deputy President), Ir. Dr Kannan (Chairman, IEM Mechanical Engineering Technical Division), Ir. Assoc. Prof. Dr Mandeep Singh (Chairman, IEM Engineering Education Technical Division), IEM Excomm members and committees members from the respective Technical Divisions.
Representing mechanical engineers, IMechE is headquartered in central London and has over 113,000 members in 140 countries, working in industries such as railway, motoring, aerospace, manufacturing, energy, biomedical and construction.
Mr. Hilton said IMechE has a number of committees work to promote and develop thought leadership in
different industry sectors such as aerospace, motoring, biomedical engineering association, construction & building services, cross-sector technologies, manufacturing industries, power industries, process industries and railway.
He also delivered a talk titled “Engineering Your Own Future”, where he shared some of the key milestones he had reached in his career, his inspirations and lessons learned from his own experience.
Ir. Tan Yean Chin encouraged members of both organisations to enhance collaboration and joint activities to enhance their professional development in terms of their engineering career.
IEM has an Agreement of Cooperation with IMechE, signed in 2009, for mutual collaboration and the exchange of information and knowledge in mechanical engineering as well as joint activities between both Institutions.
IEM president presenting the IEM engineering heritage book to IMEchE president Mr. Jon Hilton
Mr. Jon Hilton giving a talk to the IEM audience
Family of Man
TIr.
Chin Mee Poon www.facebook.com/chinmeepoon
Ir. Chin Mee Poon is a retired civil engineer who derives a great deal of joy and satisfaction from travelling to different parts of the globe, capturing fascinating insights of the places and people he encounters and sharing his experiences with others through his photographs and writing.
he town of Clervaux, a small village in northern Luxembourg, has a population of just over 1,300. It does not really have much to offer tourists, yet my wife and I made our way there one spring day last year. The reason for our visit was to look at some photographs.
Edward Steichen, a prominent American photographer from Luxembourg who became the Director of the Department of Photography in New York’s Museum of Modern Art (MoMA) after WWII, had taken great effort to assemble a collection of 503 photographs by 273 photographers from 68 countries.
The collection was divided into 37 themes, centred on love and faith in man, depicting birth, children, family, education, work, sports, war, peace and death. The photographs were irst revealed in an exhibition titled “Family of Man” for 3½ months in early 1955. The response was so overwhelming that the exhibition soon embarked on a world tour, covering 37 countries in 6 continents over a period of 8 years and attracting over 9 million viewers.
That happened more than half a century ago.
In 1962, Steichen retired from MoMA at the age of 83. He later moved back to his country of birth and died in 1973 at the ripe old age of 94. In accordance with his wish, MoMA donated the Family of Man collection to Luxembourg. After they were touched up and restored by experts in Paris, the photographs, all original silver gelatine prints on baryta-based paper, began a new lease of life as a permanent exhibition in Clervaux Castle in 1994.
Admission to the exhibition was €4 each and we spent some 3 hours going through the photographs in sequence. The presentation follows quite closely the layout of the original exhibition in MoMA and visitors are expected to view the exhibits as a photoessay on human development and cycles of life. A poetic commentary accompanies the exhibition. It was written by Steichen’s brother-in-law, Carl Sandburg, winner of the Pulitzer Prize for Poetry in 1951.
Clervaux Castle was badly damaged at the end of the World War II during the German offensive in December 1944, known as Battle of the Bulge. It was subsequently restored andnowitalsohousestheBattleofthe Bulge Museum.
With the conservation of cultural heritage for posterity as part of its responsibilities, UNESCO added the Family of Man collection to its
Memory of the World Register in 2003. The Memory of the World Register was created in 1995 by a 14-member International Advisory Committee under the auspices of UNESCO to preserve and promote documentary heritage. This can be a single document, a collection, a holding or an archival fonds which is deemed to be of such signiicance as to transcend the boundaries of time and culture. The irst batch of 38 documents was inscribed on the Register two year later.
That was my irst acquaintance with the Memory of the World Register. Browsing through the pages of a copy of the Register in the museum, I was very pleased to see 4 items from our country on the list: Batu Bersurat of Terengganu, Sejarah Melayu, Hikayat Hang Tuah, and Correspondence of theLateSultanofKedah(1882-1943).
TEMUDUGA PROFESIONAL
Tarikh:13Mac2017
KepadaSemuaAhli,
SENARAI CALON-CALON YANG LAYAK MENDUDUKI TEMUDUGA PROFESIONAL TAHUN 2017
Berikut adalah senarai calon yang layak untuk menduduki TemudugaProfesionalbagitahun2017.
Mengikut Undang-Undang Kecil IEM, Seksyen 3.8, nama-nama seperi tersenarai berikut diterbitkan sebagai calon-calon yang layak untuk menjadi Ahli Insitusi, dengan syarat bahawa mereka lulusTemudugaProfesionaltahun2017.
Sekiranya terdapat Ahli Korporat yang mempunyai bantahan terhadap mana-mana calon yang didapai idak sesuai untuk menduduki Temuduga Profesional, surat bantahan boleh dikemukakan kepada Seiausaha Kehormat, IEM. Surat bantahan hendaklah dikemukakan sebulan dari tarikh penerbitan dikeluarkan.
Ir. Yam Teong Sian Seiausaha Kehormat, IEM,
PERMOHONAN BARU NamaKelayakan
KEJURUTERAAN AWAM
MOHD ASSYARUL BIN SAADUNBE HONS (UKM) (CIVIL & STRUCTURAL, 2013)
MOHD YUSRI BIN AHMAD BAHARIMBE HONS (MALAYA) (CIVIL, 1995)
MUHAMAD FARIZ BIN ISMAILBE HONS (UiTM) (CIVIL, 2007)
MUSTAZA BIN ZAWAWIBE HONS (UTM) (CIVIL, 2000)
TAN YENG KIANG BE HONS (UTM) (CIVIL, 2002)
YUSSAIME BIN AHMAD YUSUF BE HONS (UiTM) (CIVIL, 2006)
KEJURUTERAAN ELEKTRIKAL
CHUNG YOKE WAI BE HONS (LEICESTER) (ELECTRICAL & ELECTRONIC, 1997)
MOHAMAD FAIZAL BIN BAHAROM BE HONS (UTEM) (INDUSTRIAL POWER, 2009) ME (UTM) (ELECTRICAL-POWER, 2012)
MOHAMAD NAJIB BIN ALIBE HONS (UTM) (ELECTRICAL, 2011)
MOHD RIZAL BIN JOHARIBE HONS (UTM) (ELECTRICAL, 2007)
KEJURUTERAAN MEKANIKAL
KHAIRULAZLAN BIN WAN CHIKBE HONS (UTP) (MECHANICAL, 2007)
MUHAMMAD FADHLI BIN SHUHAIMIBE HONS (UTM) (MECHANICAL-INDUSTRIAL, 2008)
KEJURUTERAAN SUMBER AIR
RASHIHAH BINTI IBRAHIM BE HONS (UPM) (CIVIL, 1998) ME (UPM) (WATER MANAGEMENT, 2015)
KEJURUTERAAN TELEKOMUNIKASI
MOHD ZAIDFIQRI BIN HARUNBE HONS (MALAYA) (TELECOMMUNICATION, 2010)
RAJA ZAIMAS ROSDIN BINTI RAJA ROSDIN BE HONS (MALAYA) (TELECOMMUNICATION, 2011) MESc (MALAYA) (2015)
PERPINDAHAN AHLI No. Ahli NamaKelayakan
KEJURUTERAAN AWAM
14485MOHD ANUAR BIN IDRISBE HONS (CNAA-POLYTECHNIC OF EAST LONDON) (CIVIL, 1990)
87673 MOHD AZLAN BIN MOHD AZHAR BE HONS (INFRASTRUCTURE-KUALA LUMPUR) (CIVIL, 2012)
76054MOHD SHAMSUL BIN KAMARUDIN BE HONS (UTM) (CIVIL, 2006)
19338 TAN WOON YANG BSc (MISSISSIPPI) (CIVIL, 1998)
66717 TANG SOON TIING BE (QUEENSLAND) (CIVIL, 2009)
42378TIMOTHY WONG LEONG URNBE HONS (UNIMAS) (CIVIL, 2010)
KEJURUTERAAN ELEKTRIKAL 44574CHRYSTAL JOY MANSABE HONS (UMS) (ELECTRICAL & ELECTRONIC, 2003)
79017IMRAN BIN SUTAN CHAIRUL BE HONS (UTEM) (INDUSTRIAL POWER, 2008) ME (UNITEN) (ELECTRICAL, 2012)
58655 LEONG TZIN SIANG BE HONS (MONASH) (ELECTRICAL & COMPUTER SYSTEMS, 2010)
70265MOHD FAIRUS KHAFIZ BIN KHALID BE HONS (UKM) (ELECTRICAL & ELECTRONIC, 2006)
58721NASRUNG BIN NURBABE HONS (UMP) (CONTROL & INSTRUMENTATION, 2009)
48846SYED MOHAMAD SYATHIR BIN SYED ALI ZAINOLABIDIN BE HONS (UMP) (ELECTRICAL-POWER SYSTEMS, 2008)
21631WONG SOON HOBE HONS (LIVERPOOL JOHN MOORES) (ELECTRICAL & ELECTRONIC, 1999)
KEJURUTERAAN ELEKTRONIK
64784 MAYA BINTI ABDULLAH MAAMUOM ME HONS (SOUTHAMPTON) (ELECTRONIC, 2009) MSc (UTM) (BIOMEDICAL, 2016)
90108MOHD NASIR BIN TAIB BE (TASMANIA) (ELECTRICAL, 1988) MSc (SHEFFIELD) (1993) PhD (UMIST-MANCHESTER) (1997)
KEJURUTERAAN MEKANIKAL
89998KHUSHAIDA BINTI AHMAD KHIRI BE HONS (UTM) (MECHANICAL, 2006) ME (UPM) (SYSTEM MANUFACTURING, 2013)
PERMOHONAN BARU/PEMINDAHAN MENJADI AHLI KORPORAT
KEJURUTERAAN ELEKTRONIK
GO YUN II BE HONS (UTM) (ELECTRICALTELECOMMUNICATIONS, 2002) MSc (UPM) (COMMUNICATIONS & NETWORK, 2005) PhD (MALAYA) (2014)
CONTRIBUTIONS TO WISMA IEM BUILDING FUND
RM 3,030,700.05 contributed by IEM Members and Committees
RM 744,332.19 contributed by Private Organisations
TOTAL RM 3,775,032.24 (ANOTHER 2,401,462.49 IS NEEDED)
The Insituion would like to thank all contributors for donaing generously towards the IEM Building Fund HELP US TO PROVIDE BETTER SERVICES TO YOU AND TO THE FUTURE GENERATION (The donaion list to the Wisma IEM Building Fund is published on page 48)
Note: This is a continuation of the list ‘PERMOHONAN MENJADI AHLI SISWAZAH’ which was published on page 47 of the March 2017 issue.
PERMOHONAN MENJADI AHLI SISWAZAH
Nama Kelayakan
KEJURUTERAAN AWAM
84938 AHMAD YUSRI BIN ZAKARIA B.E.HONS.(MALAYA)(CIVIL, 2015)
81429AIMAN HASAN HAMOOD ALMASOODI
81287 AIZULADLI BIN AAZIZ
80761ANAS
ABDULKAREM SHARAF SHAIBAN
83299ASRAF ZYDELL BIN AHMAD NOOR
B.E.(UMP)(CIVIL, 2013) M.E.(UKM)(CIVIL, 2015)
B.E.HONS.(UTP) (CIVIL, 2013)
B.E.HONS.(UNITEN)(CIVIL, 2011) M.E.(UPM)(STRUCTURAL ENRG. & CONSTRUCTIONS, 2013)
B.E.HONS.(UKM)(CIVIL & STRUCTURAL, 2009)
84978CHAI CHEE HOWB.E.HONS.(UTAR) (CIVIL, 2016)
81259CHAN WEI KITB.E.HONS.(NOTTINGHAM) (CIVIL, 2013) M.SC. (NOTTINGHAM)(CIVIL, 2015)
81504CHEAH WYE KIT, JEFF B.E HONS.(UKM)(CIVIL & STRUCTURAL, 2010)
81939CHEW WAI CHOYB.E.(NUS)(CIVIL, 1984)
81309DR LAU BEN HONGB.APP.SC.(BRITISH COLUMBIA)(CIVIL, 2008)
P.HD.(CAMBRIDGE)(CYCLIC BEHAVIOUR OF MONOPILE FOUNDATIONS FOR OFFSHORE WIND TURBINES IN CLAY, 2015)
81283 DR YUEN CHOON WAH B.E.HONS.(MALAYA)(CIVIL, 2006) P.HD.(MALAYA) (TRANSPORTATION ENRG., 2014)
81494EFWAN REZA BIN RUSDIZAL
81434EZMIDA NADIYA BINTI DAUD
B.E HONS.(UTM)(CIVIL, 2013)
B.E.HONS.(UITM)(CIVIL, 2012)
81495FATEN IZAATY BINTI AHMAD B.E HONS.(USM)(CIVIL, 2014)
81940FOO HEE KEATB.E.(NUS)(CIVIL, 1985)
84945GOH WEI XIANG, DANNY B.E.HONS.(INTI INT.)(CIVIL, 2015)
84853HESHMATOLLAH ABDI
B.E.HONS.(UNITEN)(CIVIL, 201 2) M.SC. (UPM)(STRUCTURAL, 2015)
84973HO KEE SENGB.E.HONS.(UTAR)(CIVIL, 2016)
81422 IRAJ TOLOUE SHEIKHZADEH YAZD
84854JOACHIM GERARD BOK
B.SC.(AIU)(CIVIL, 2009) M.E.(UPM)(STRUCTURAL & CONSTRUCTIONS, 2012)
B.E.HONS.(UNITEN)(CIVIL, 2015)
84953 JUDE ANTHONY B.E.HONS.(UPM)(CIVIL, 2003)
81450LAU WAI KWANB.E.HONS.(UKM)(CIVIL & STRUCTURAL, 2005)
81272MUHAMMAD RAFI BIN ISHAK
81285MUHAMMAD ZULKIFLI BIN AHMAD
81945NAZULISYAM BIN AHMED NAIM
81855 NUR ATHIRAH BINTI KAMALUDDIN
B.E.HONS.(UITM)(CIVIL, 2011)
B.E.HONS.(UPNM)(CIVIL, 2014)
B.E.HONS.(UTM)(CIVIL, 2009)
B.E HONS.(UITM)(CIVIL, 2013)
80705ONG ZHEN LINGB.E.HONS.(KLIUC)(CIVIL, 2012)
84960 PANG TECK CHUAN
B.E.HONS.(UTAR)(CIVIL, 2016)
81237PUA JIA WEIB.E.HONS.(SWINBURNE) (CIVIL, 2014)
81485RAZAFLI BIN CHE AB HALIM
81857ROHAZAK BIN YAACOB
83306SABERALI BIN AKBAR
81307SITI NABILAH BINTI ZAKARIA
B.E.HONS.(UTM)(CIVIL, 2004)
B.E HONS.(UTM)(CIVIL, 2011)
B.E.HONS.(UTM)(CIVIL, 2012) M.SC.(SOUTHAMPTON)(CIVIL, 2014)
B.E.HONS.(UITM)(CIVIL, 2013)
81941SOO LIAN SINGB.SC.(OKLAHOMA STATE)(CIVIL, 1999) M.SC.(CONVENTRY)(ENRG. BUSINESS MANAGEMENT, 2000)
81312TAN CHYI FUHM.E.HONS.(LEEDS)(CIVIL, 2012)
81474TAY SIOW FENM.E.(BRADFORD)(CIVIL & STRUCTURAL, 2007)
81313TEO PENG KEAT
B.E.HONS.(UTAR)(CIVIL, 2015)
84855TEW BOON SENGB.E.HONS.(UNITEN)(CIVIL, 2015)
81308THONG CHIA CHIAB.E.HONS.(UNIMAS)(CIVIL, 2012)
84939VIKNESVARAN THAYANANDAN
B.E.HONS.(UTM)(CIVIL, 2011)
81300WAN CHEE WAIB.E.HONS.(UKM)(CIVIL & STRUCTURAL, 2008)
84944WAN MUHAMMAD FAHMI BIN IBRAHIM
B.E.HONS.(UMS)(CIVIL, 2013)
84954WONG FOOK HAUB.E.HONS.(UTAR)(CIVIL, 2016)
84926WONG KIN CHUAN, LEVI
81430 WONG TAI AUN
81303 ZULFIKRI AMIN BIN ABDUL GHANI
KEJURUTERAAN BAHAN
M.E.HONS.(BATH)(CIVIL, 2015)
B.E.HONS.(UNITEN)(CIVIL, 20 12) B.E.HONS. (MMU)(ELECTRONICS, 2009)
B.E.HONS.(UNISEL)(CIVIL, 2008)
81479DR NG CHAI YANB.E.HONS.(USM)(MATERIALS, 2009) M.SC. (USM)(MATERIALS, 2010) P.HD.(USM)(NANOMATERIALS, 2015)
81497FOONG CHIA SINGB.E HONS.(MMU) (ELECTRICAL, 2013)
84916HELMY NIZAD BIN ISMAIL B.E.HONS.(UITM) (ELECTRICAL, 2010)
84972HO ZAN XIANB.E.HONS.(UTAR) (ELECTRICAL & ELECTRONIC, 2016)
84950 KODISVARAN A/L JAYARAMAN B.E.HONS.(UNITEN) (ELECTRICAL & ELECTRONIC, 2011)
81310 KOW WEI YEANG B.E.HONS.(UMS)(COMPUTER, 2009) M.E.(UMS) (ELECTRICAL & ELECTRONIC, 2013)
81288LEE CHOONG CHUN B.E.HONS.(NORTHUMBRIAAT NEWCASTLE)(ELECTRICAL & ELECTRONIC, 1999)
81437LEE REN HUAB.E.HONS.(UTHM) (ELECTRICAL, 2012)
84968LEE WAI JIEB.E.HONS.(UTAR) (ELECTRICAL & ELECTRONIC, 2016)
84967LEE WILSONB.E.HONS.(UTAR) (ELECTRICAL & ELECTRONIC, 2016)
83309 LEE YUN FERN B.E.HONS.(MMU) (ELECTRONICS, 2001)
81503 LEE YUN PHING B.E HONS.(BRADFORD) (ELECTRICAL & ELECTRONIC, 2007) M.E.(UTM)(ELECTRICALPOWER, 2014)
81436LOW ING CH'NG, TARYN B.E.HONS.(UNITEN) (ELECTRICAL & ELECTRONICS, 2010)
81858MOHAMAD FAIZ BIN MOHD HATTA B.E HONS.(UITM) (ELECTRICAL, 2014)
81431MOHAMAD FAIZ BIN MOHD YUSOFF B.E.HONS.(UNITEN) (ELECTRICAL POWER, 2015)
84946 MOHD AFZAN AFFIQ BIN DAUT B.E.HONS.(UNIMAP) (ELECTRICAL SYSTEMS, 2008)
81862 MOHD AKMAL BIN MEHAT B.SC.(ALBERTA)(ELECTRICAL, 2011)
80686MOHD FAIRUL HAFIZ BIN MOHAMED ZAIN
B.E.HONS.(UTM)(ELECTRICAL, 2014)
81284MOHD FAUZI BIN ABU BAKAR B.E.HONS.(UNITEN) (ELECTRICAL POWER, 2009)
81948MOHD NORNASHRIQ BIN MD NOR B.E.HONS.(UITM) (ELECTRICAL, 2015)
81947MOHD REZUAN BIN NOORDIN B.E.HONS.(UITM) (ELECTRICAL, 2015)
84961MOK JIAN PHANB.E.HONS.(UTAR) (ELECTRICAL & ELECTRONIC, 2016)
81269 MUHAMAD FALIHAN BIN BAHARI B.E.HONS.(UTM)(ELECTRICAL, 2006)
81240 NG CHOR YAU B..E.HONS.(UNIMAP) (ELECTRICAL ENERGY SYSTEMS, 2014)
B.E.HONS.(ADELAIDE)(CIVIL & ENVIRONMENTAL, 2007)
81505 LEE CHEE YIK B.E HONS.(UPM)(CIVIL, 2014) 81432LEE CHERN WEI, WILSON
84929LEE KEE FOOB.E.HONS.(UTP)(CIVIL, 2009)
81452 LEE MENG YONG B.E.HONS.(UMS)(CIVIL, 2014) 84969LEE REN SIONGB.E.HONS.(UTAR)(CIVIL, 2016) 83307 LEE TECK KIU B.E.HONS.(UTM)(CIVIL, 2003)
81291LEE ZHI JIEM.E.HONS.(UCL)(CIVIL, 2014)
84966LEE ZHI KEONGB.E.HONS.(UTAR)(CIVIL, 2016) 84927LEONG WEN KAMB.E.HONS.(UNITEN) (CIVIL, 2006)
M.SC.(NTU)(CIVIL, 2008)
81477LIEW KAR HOE B.E.HONS.(QUT)(CIVIL, 2011) 81293 LIM GUAN TOR B.E.HONS.(WESTERN AUSTRALIA)(CIVIL, 2013)
81482LIM JING JINB.E.(UMP)(CIVIL, 2014)
84962LIM JUN XIANB.E.HONS.(UTAR)(CIVIL, 2016)
81861LIM PENG GEEM.E HONS.(NOTTINGHAM) (CIVIL, 2011)
81480MOHAMAD FADHLAN BIN MD IBRAHIM
81268MOHAMAD FITRI BIN AJHAR
84933MOHAMAD HAFEEZI BIN ABDULLAH
84948MOHAMAD SUKHRI BIN ABU SAMAH
81238MOHAMMAD IZAM BIN JAMAL
B.E.HONS.(UKM)(CIVIL & STRUCTURAL, 2010)
B.E.HONS.(UITM)(CIVIL, 2014)
B.E.HONS.(UTM)(CIVIL, 2015)
B.E.HONS.(UTM)(CIVIL, 2009)
B.E.HONS.(UITM)(CIVIL, 2007)
81440 MOHD AZHAR AFENDI BIN ZAHARI B.E.HONS.(UITM)(CIVIL, 2012)
84936MOHD HAFIZUL BIN RAHMAT B.E.HONS.(UTM)(CIVIL, 2008)
81863MOHD HASRIQ BIN HASSAN B.E HONS.(UITM)(CIVIL, 2007)
84875MOHD NAZREE BIN KARIM B.E.HONS.(UITM)(CIVIL,2005)
83301MUHAMAD HAQIM BIN SHAHIDAN B.E.HONS.(UPNM)(CIVIL, 2014)
KEJURUTERAAN BIOKIMIA
81856MOHD NAZRI BIN MOHD NAWI
B.E HONS.(IIUM) (BIOCHEMICALBIOTECHNOLOGY, 2007) M.SC.(USM)(CHEMICAL, 2009)
KEJURUTERAAN ELEKTRIKAL
84851 ABD. AFFIDZ BIN ABD. MOKMIN
81279AHMAD FIRDAUS BIN AHMAD TAMIZI
80691 AHMAD SHUKRI BIN AHMAD KAMAL
B.E.HONS.(UNITEN) (ELECTRICAL POWER, 2013)
B.E.HONS.(UITM) (ELECTRICAL, 2012)
B.E.HONS.(UTM)(ELECTRICAL, 2015)
81499 AHMAD YUSOF RAZAK B.E HONS.(UTP)(ELECTRICAL & ELECTRONICS, 2011)
81438ANDREY WALTER MUSTI
B.E.HONS.(UTP)(ELECTRICAL & ELECTRONICS, 2011)
81478ASMADI BIN KADIRB.E.HONS.(UITM) (ELECTRICAL, 2011)
84977CHEN KHANG JIUNN
81435 CHONG XIN YU
B.E.HONS.(UTAR) (ELECTRICAL & ELECTRONIC, 2016)
B.E.HONS.(UCSI)(ELECTRICAL & ELECTRONICS, 2015)
84949CHUA SOON PINGB.E.HONS.(SWINBURNE) (ELECTRICAL & ELECTRONIC, 2012)
80688DR HA TSHUI HUNGB.E.HONS.(LEICESTER) (ELECTRICAL & ELECTRONIC, 1998) P.HD.(BRIGHTON) (MEASUREMENT OF LUMBAR SPINAL POSTURE & MOTION USING INERTIAL SENSORS, 2010)
81446DR NOOR IZZRI BIN ABDUL WAHAB
B.E.HONS.(UMIST) (ELECTRICAL & ELECTRONICS, 1998) P.HD.(UKM)(ELECTRICAL, ELECTRONIC & SYSTEMS, 2010)
81442ELDERN VIVIEN ANAK ANDUK
B.E.HONS.(MALAYA) (ELECTRICAL, 2009)
81457NOOR IZWAN BIN MOHAMED NOOR B.E.HONS.(UNITEN) (ELECTRICAL POWER, 2010)
81289OSAIZAM IZWAN BIN OTHMAN B.E.HONS.(UITM) (ELECTRICAL, 2003)
81489OTHMAN BIN MOHINDO B.E.HONS.(UPM)(ELECTRICAL & ELECTRONIC, 2003)
81946 PANG YAP SENG B.E.HONS.(UTAR) (ELECTRICAL & ELECTRONIC, 2013)
81449PATT WAI ONNB.E.(QUEENSLAND) (ELECTRICAL, 2008)
81860 PUGANESAN A/ LTHIRUSELVAN B.E HONS.(UTM)(ELECTRICAL, 2013)
81286PUJAYANTHA KUMAR A/L MANOHER B.E.HONS.(UNITEN) (ELECTRICAL POWER, 2013)
80689 PUTERI NOR AZNIE FAHSYAR SYED MAHADZIR
B.E.HONS.(UTM)(ELECTRICAL, 2007) M.E.SC.(MALAYA) (MICROELECTRONIC, 2012)
81423 RAMESH A/L VIJAYAN B.E.HONS.(UTAR) (ELECTRONIC & COMMUNICATIONS, 2013)
81433 ROHANA BT ABDUL MALEK B.E.HONS.(UNITEN) (ELECTRICAL & ELECTRONICS, 2012)
81277 SHARULANNUAR BIN SHARANI
B.E.HONS.(UTM)(ELECTRICAL, 2014)
83300SIEW WAI CHUNB.E.HONS.(UTEM) (ELECRICAL-INDUSTRIAL POWER, 2005)
84956TAN ZHONG WEIB.E.HONS.(UTAR) (ELECTRICAL & ELECTRONIC, 2016)
81304TOH SEONG KHOON
B.E.HONS.(UCSI)(ELECTRICAL & ELECTRONIC, 2014)
81498VERRA VIONNA BIGOL B.E HONS.(UTHM) (ELECTRICAL, 2013)
81451WAN MOHD SUKAIRI BIN WAN MUSTAPHA
B.E.HONS.(UNIMAP) (ELECTRICAL SYSTEMS, 2014)
84942WEE CHAI SIANGB.E.HONS.(MMU) (ELECTRONICS-ROBOTIC & AUTOMATIONS, 2012)
81439 YAP CHANG SHENG
B.E.HONS.(SUNDERLAND) (ELECTRONIC & ELECTRICAL, 2006) M.SC.(NEWCASTLE UPON TYNE)(ELECTRICAL POWER, 2007)
81476ZULHAIRI BIN KAMAL @ KAMARUDIN
B.E.HONS.(UTM)(ELECTRICAL, 2014)
KEJURUTERAAN ELEKTRONIK
81502AMSHARI BIN OKOIB.E HONS.(UNIMAP) (ELECTRONIC, 2011)
81281BADRULAZIM SHAH BIN MOHD SHAH
B.E.(VICTORIA)(ELECTRICAL & ELECTRONIC, 2002)
81420CHEW SIEW FONG, CYNTHINA B.E.HONS.(CURTIN) (ELECTRONIC & COMMUNICATION, 2008)
83290DR LOH SIU HONGB.E.HONS.(SHEFFIELD HALLAM)(ELECRONIC SYSTEM, 2002) M.SC.(QUEEN UNI. OF BELFAST)(ELECTRONICS, 2003) P.HD.(UCD)(PHYSICS, 2011)
84928DR MOHD FITRI BIN MOHD YAKUB B.E.HONS.(UTM)(ELECTRICALELECTRONIC, 2006) M.SC. (IIUM)(MECHATRONICS, 2011) P.HD.(TOKYO METROPOLITAN) (HUMAN MECHATRONICS SYSTEMS, 2015)
80690DR TAN SIN JIN B.E.HONS.(UTM)(ELECTRICALTELECOMMUNICATIONS, 2006) M.E.(MALAYA)(FIBER OPTICS, 2010) P.HD. (MALAYA)(PHOTONICS, 2014)
81496FAKHRULLAH BIN IDRIS B.E HONS.(MMU) (ELECTRONICS-MICROWAVE & COMMUNICATIONS, 2002)
81491 HAGILAZALI BIN HAMDAN B.E HONS.(UTM)(COMPUTER, 2010)
84940MARIA MAZNI GHAZALI
83304 MEGAT ASHMIR BIN MEGAT KAMARULZAMAN
B.E.HONS.(UNITEN) (ELECTRICAL & ELECTRONIC, 2006) M.E.(UTM)(ELECTRICALMECHATRONICS & AUTOMATIC CONTROL, 2014)
B.E.HONS.(UITM) (ELECTRONIC (INSTRUMENTATION, 2012)
81854MOHD HANIFF BIN MOHD ZAIN B.E HONS.(UITM) (ELECTRICAL, 2009)
84951MOHD ZHAFRAN BIN A. HAMID B.E.HONS.(NOTTINGHAM) (ELECTRICAL & ELECTRONIC, 2007)
81448MOSHAIR BIN MOHD B.E.HONS.(UITM) (ELECTRICAL, 2006)
81859 MUHD ZULAFHAM BIN YAACOB B.E.(UMP)(ELECTRICALELECTRONIC, 2009)
81282SITI HAIRANI BINTI JAMAL B.E.HONS.(UITM) (ELECTRONIC, 2009)
KEJURUTERAAN GEOTEKNIKAL
81419 TAN TOH XIN B.E.HONS.(NOTTINGHAM) (CIVIL, 2013) M.SC.(NOTTINGHAM)(CIVILGEOTECHNICAL, 2014)
KEJURUTERAAN KIMIA
84979BACKIAWATHY VIJAYARAMAN B.E.HONS.(UTAR)(CHEMICAL, 2016)
81943 CHEN CHING LIANG B.E.HONS.(MALAYA) (CHEMICAL, 2011)
84924DR HO YONG KUENB.E.HONS.(MALAYA) (CHEMICAL, 2008) M.E.SC.(MALAYA)(ADAPTIVE PROCESS CONTROL, 2011) P.HD.(MALAYA)(2015)
81276FONG WAI LOONG, MELVIN B.E.HONS.(UMS)(CHEMICAL, 2008) M.E.(UPM) (ENVIRONMENTAL, 2012)
84974HO KAH FOO, MARK B.E.HONS.(UTAR)(CHEMICAL, 2016)
81278JUNAIDI BIN ZAKARIA B.E.(UMP)(CHEMICALBIOTECHNOLOGY, 2009) M.E.(UKM)(CHEMICAL, 2010)
84965LEONG WENG JUNB.E.HONS.(UTAR)(CHEMICAL, 2016)
84964LIEW HANG LEONGB.E.HONS.(UTAR)(CHEMICAL, 2016)
81443MUHAMMAD TAQIUDDIN BIN ALI B.E.HONS.(UKM)(CHEMICAL, 2010)
83305MUNAWAR ZAMAN BIN SHAHRUDDIN B.E.HONS.(UKM) (CHEMICAL, 2005) M.SC.(UITM)(CHEMICAL, 2012)
81274 MUZAL TAIB NUH BIN SHAHABUDIN M.E.HONS.(UCL)(CHEMICAL, 2013)
81270NUR WAHEEDA BINTI WAHAB
81311NURULHUDA BINTI AMRI
84852 ONG YING LI
83298 PRASAD A/L RAMAN
84959ROSHINI NADARAJA
84957 SRINYANAVELA/L ARUMUGAM
81473TAN PENG CHEAN, MAY MICHELE
84955 TAY AN CHYI
B.E.HONS.(UITM)(CHEMICAL, 2007)
B.E.HONS.(USM)(CHEMICAL, 2005) M.SC. (USM)(CHEMICAL, 2008)
B.E.HONS.(UPM)(CHEMICAL, 2000)
B.E.HONS.(CURTIN) (CHEMICAL, 2008) M.SC.(UTM)(PROCESS PLANT MANAGEMENT, 2011)
B.E.HONS.(UTAR)(CHEMICAL, 2016)
B.E.HONS.(UTAR)(CHEMICAL, 2016)
B.E.HONS.(UMS)(CHEMICAL, 2009)
B.E.HONS.(UTAR)(CHEMICAL, 2016)
81481WONG CHEE SIENB.E.HONS.(UMS)(CHEMICAL, 2002) M.E.(UTM) (ENVIRONMENTAL, 2005)
KEJURUTERAAN MEKANIKAL
81483AHMAD ZAKI BIN MOHD NAZIR@ ABDUL MUAID
81262AMIR FIRDAUS BIN ABDUL WAHAB
81455CHAI KAO KHY, AARON
84976 CHIA YU XUAN
B.E.HONS.(UITM) (MECHANICAL, 2007)
B.E.HONS.(UNITEN) (MECHANICAL, 2013)
B.E.HONS.(MMU) (MECHANICAL, 2013)
B.E.HONS.(UTAR) (MECHANICAL, 2016)
81421CHIN KOK HOEB.E.HONS.(MALAYA) (MECHANICAL, 2011)
81484 DORAISINGAM A/L TAMILWANAN
81501DR CHEW BEE TENG
81447DR NG CHOK NAM, BILLY
81314 DR TEY JING YUEN
84937 DR MOHD ZULHILMI PAIZ BIN ISMADI
80789 FAM KOK YEH
B.SC.(WISCONSIN-MADISON) (MECHANICAL, 2013)
B.E HONS.(MALAYA) (MECHANICAL, 2006)
M.E.(MALAYA)(MECHANICAL, 2009) P.HD. (MALAYA)(2012)
B.E.(CARLETON)(AEROSPACE, 2000) M.APP.SC.(CARLETON) (AEROSPACE, 2003) P.HD.(QUEEN AT KINGSTON) (2014)
B.E.HONS.(MALAYA) (MECHANICAL, 2009) P.HD. (MALAYA)(2014)
B.E.HONS.(MONASH) (MECHANICAL, 2009) P.HD.(MONASH) (MECHANICAL, 2015)
B.E.HONS.(LIVERPOOL JOHN MOORES)(MECHANICAL & MANUFACTURING, 2004)
M.E.(UTM)(MECHANICAL, 2014)
84975FOO CHUN HOUB.E.HONS.(UTAR) (MECHANICAL, 2016)
81493GOH JIN MINGB.E HONS.(UTP) (MECHANICAL, 2011)
80957GOH ZHEN HWEEB.E.HONS.(LEEDS) (MECHANICAL, 2008)
84932 HIA YIK CHEN
84971 HOON ZHEN YEE
81492 IMAN ASHRAF BIN ASMUNI
81263 IRSYAD AHMAD BIN ABDULALEEM
81292KHAIRIL FARIZ BIN KAMARUDIN
M.E.(UTM)(MECHANICAL, 2014)
M.E.HONS.(BIRMINGHAM) (MECHANICAL, 2011)
B.E.HONS.(UTAR) (MECHANICAL, 2016)
B.E HONS.(UNITEN) (MECHANICAL, 2015)
B.E.HONS.(UPNM) (MECHANICAL, 2014)
B.E.(OKAYAMA)(MECHANICAL SYSTEMS, 2007)
84970LAI XUAN LIANG, JEVON B.E.HONS.(UTAR) (MECHANICAL, 2016)
81490LEE KIAN GIAPB.E.HONS.(MALAYA) (MECHANICAL, 2010)
81261LEE MAN DJUNB.E.HONS.(UNIMAS) (MECHANICAL, 2013)
84963LIEW KOK WINGB.E.HONS.(UTAR) (MECHANICAL, 2016)
81257MAD NASIR BIN CHE AD @ SAAD
B.E.HONS.(UKM) (MECHANICAL, 2006)
81265 MOHAMAD AFIF BIN AZHAR B.E.HONS.(UTM) (MECHANICAL-AERONAUTICS, 2007) M.E.(MALAYA)(SAFETY, HEALTH & ENVIRONMENT, 2010)
84930MOHAMAD NAZRIN KOOY BIN MOHD DANIEL KOOY
81271MOHAMMAD FARHAN BIN MOHAMMAD SHUKRY
B.E.(UMP)(MECHANICAL, 2011) M.SC.(USM)(MECHANICAL, 2013)
B.E.HONS.(UNITEN) (MECHANICAL, 2015)
84947 MOHD AZNOR BIN LAMAT B.E.HONS.(UPM) (MECHANICAL, 2002)
84941 MOHD AZUAN BIN MOHD AZLAN B.E.HONS.(UTP) (MECHANICAL, 2009)
81275MOHD EDMAN BIN MOHD SULEIMAN B.E.HONS.(UPM) (MECHANICAL, 2013)
81260 MOHD FITRI ARIF MOHD SHITH M.E.HONS.(SHEFFIELD) (MECHANICAL, 2014)
81273MOHD NASIR BIN MOHD ISA
81444MOHD SHAKIR BIN BAHARUM NAIM
B.E.HONS.(SUNDERLAND) (MECHANICAL, 2012) M.E.(UPM)(MANUFACTURING SYSTEM, 2013)
B.E.HONS.(UTP) (MECHANICAL, 2008)
81454MOHD SYAWQEI BIN ISHAK B.E.(IBARAKI)(MECHANICAL, 2010)
81306 MOHD YUSOP BIN MOHAMAD B.E.HONS.(IIUM) (MECHANICAL-AUTOMOTIVE, 2007)
84925MUHAMAD IZAINI BIN MANAB B.E.HONS.(USM) (MECHANICAL, 2010)
81264MUHAMAD KHAIRY BIN SHAMSUDIN B.E.HONS.(UTHM) (MECHANICAL, 2015)
81290MUHAMAD ZAINURULASYRAF BIN ISMAIL
81280MUHAMMAD FAKHRUL RAZI BIN MOHAMED MOKHTAR
81475MUHAMMAD KHAIRULAIMIZA BIN IBRAHIM
B.E.HONS.(UTP) (MECHANICAL, 2008)
B.E.(TOYAMA)(MECHANICAL & INTELLECTUAL SYSTEMS, 2010)
M.E.HONS.(SHEFFIELD) (MECHANICAL, 2014)
81453NAZRI SHAH BIN MOHAMAD B.E.HONS.(UNITEN) (MECHANICAL, 2012)
81301NG KOK ENGB.E.HONS.(MMU) (MECHANICAL, 2012)
84934 NOOR AZIZI BIN SUBOH B.E.(VANDERBILT) (MECHANICAL, 2013)
84935 NUR ATIQAH BINTI RAMLAN B.E.(UMP)(MECHANICAL, 2011) M.E.(UMP)(AUTOMOTIVE, 2015)
81456NURUL HAZIRAH BINTI ABD AZIZ B.E.HONS.(UTP) (MECHANICAL, 2009) M.E.(UTM)(MECHANICAL, 2015)
84923 RAMESH A/L SOMASUNDRAM B.E.HONS.(UNITEN) (MECHANICAL, 2015)
81445SHAHIDAN BIN ZOOLKIFFLI B.E.HONS.(IIUM) (MECHANICAL-AUTOMOTIVE, 2013)
81241SOH KIAN JINB.E.HONS.(LEEDS) (MECHANICAL, 2008) M.E.(UTM)(MECHANICAL, 2014)
81424TENG WENG SERNB.E.HONS.(UTAR) (MECHANICAL, 2011)
83302WEE HAN SHENB.E.HONS.(UTM) (MECHANICAL, 2015)
KEJURUTERAAN MEKATRONIK
81258NURRUDDIN FANSANY BIN MD YUSUP B.E.HONS.(UNIMAP) (MECHATRONICS, 2013)
84958SAW KOK HAWB.E.HONS.(UTAR) (MECHATRONICS, 2016)
83303TONG CHING MUNM.E.HONS.(NOTTINGHAM) (MECHATRONICS, 2014)
KEJURUTERAAN METALLURGI
83308GOH KIAN HENGB.E.HONS.(UNIMAP) (METALLURGICAL, 2012) M.E.(UTM)(MECHANICALMATERIALS, 2013)
84943 PREMILAA/P KRISHNAN B.E.HONS.(UNIMAP) (METALLURGICAL, 2007)
KEJURUTERAAN PEMBUATAN
81425ANGEL LEEB.E.HONS.(MALAYA)(CAD & MANUFACTURING, 2013)
81266KAR WEN CHUEB.E.HONS.(AUSTRALIAN NATIONAL)(MANUFACTURING & MANAGEMENT SYSTEMS, 2010)
81242MOHD RAZIF BIN AYUB
81243SITI MARIAM BINTI MUHAMAD
B.E.HONS.(UNIMAP) (MANUFACTURING, 2007)
B.E.HONS.(UNIMAP) (MANUFACTURING, 2007)
KEJURUTERAAN PETROLEUM
81853MOHD RAZMI ZIQRI BIN AHMAD SHUKRI
B.E HONS.(UTP)(PETROLEUM, 2012)
KEJURUTERAAN POLIMER
81305MOHAMAD KHAIRI BIN A. AZIZ
KEJURUTERAAN SISTEM
81852 DR SITI AZFANIZAM AHMAD
B.E.HONS.(USM)(POLYMER, 2011)
B.SC.(ARIZONA)(SYSTEMS, 2006) P.HD. (CARDIFF)(2012)
KEJURUTERAAN SISTEM MEKANIKAL
81942ABDUL HAFIZ BIN NOR HASSAN B.SC.TECH.(HIROSAKI) (MECHANICAL SYSTEM, 2009)
KEJURUTERAAN SISTEM PEMBUATAN
84952DZULLIJAH BINTI IBRAHIM B.E.HONS.(COVENTRY) (MANUFACTURING SYSTEM, 1996) M.SC.(USM)(MECHANICAL, 2010)
PERMOHONAN MENJADI AHLI ‘INCORPORATED’
Nama Kelayakan
KEJURUTERAAN AWAM
81428TAM KENG SENG, DOMINIC B.E.HONS.(PORTSMOUTH) (CIVIL, 2011)
81488VOON LEE SEEB.E..HONS.(PORTSMOUTH) (CIVIL, 2007)
KEJURUTERAAN ELEKTRONIK
81487NOORAZLINA BT MOHAMID SALIH B.SC.(DE MONTFORT) (ELECTRICAL, 1998) M.SC. (UITM)(TELECOMMUNICATION & INFORMATION, 2008)
81426TAN HEE HONGB.SC.(ROBERT GORDON) (ELECTRONIC & ELECTRICAL, 1994)
81427YEO JUE CHUANB.SC.(CLAYTON)(ELECTRICAL, 1999)
KEJURUTERAAN KIMIA
83297CHUA MIN WEI, DANIEL B.E.HONS.(BIRMINGHAM) (CHEMICAL, 2010)
PERMOHONAN MENJADI
AHLI ‘AFFILIATE’
Nama Kelayakan
KEJURUTERAAN KIMIA
84917WUN WEE LONGB.APP.SC.(USM) (ANALYTICAL CHEMISTRY, 2001)
PERMOHONAN MENJADI
AHLI ‘ASSOCIATE’ Nama Kelayakan
KEJURUTERAAN ELEKTRONIK
83291AZAREN BIN MISBAH HND.(DE MONFRONT) (ELECRICAL ENRG., 1999) ADV.DIP.(STAMFORD COLL.) (ELECTRICAL & ELECTRONIC, 2002)
KEJURUTERAAN TELEKOMUNIKASI
81486LAW JIANN CHYNDIP.(KDU) (TELECOMMUNICATION & COMPUTER, 1997)
Note: New list would be published in the May 2017 issue. For the list of approved “ADMISSION TO THE GRADE OF STUDENT”, please refer to IEM web portal at http://www.myiem.org.my.
Pengumuman yang ke-102
SENARAI PENDERMA KEPADA WISMA DANA BANGUNAN IEM
Institusi mengucapkan terima kasih kepada semua yang telah memberikan sumbangan kepada tabung Bangunan Wisma IEM. Ahli-ahli IEM dan pembaca yang ingin memberikan sumbangan boleh berbuat demikian dengan memuat turun borang di laman web IEM http://www.iem. org.my atau menghubungi secretariat di +603-7968 4001/5518 untuk maklumat lanjut. Senarai penyumbang untuk bulan Februari 2017 adalah seperti jadual di sebelah:
NO. NO. AHLI NAMA
1 18355 ABAS BIN ABDULLAH
5 19186ADRIAN NORBERT LEE
6 88503AHMAD NAZWAN BIN MAT ZIN 7 12697 AHMAD NORNADZMI BIN DZULKARNAIN
8 69508AKMALARIF BIN MOHAMMED 9 22421AMIRUDDIN BIN SAAD 10 15432ARNIA SUHAIMI BIN SAAID
24819CHAN WAN HOE
43906CHE FISOL BIN ABDUL HAMID 13 03838CHEAH BOON HWA 14 25796 CHEW TEONG BOON 15 24341CHIN
40 43083LING SIE ONG
41 06440LINGANATHAN S/O V THILLAINATHAN
42 06216LOKE HOON BOO
43 87338M NORAZIZI SHAM BIN MOHD SAYUTI
44 10383MD. NASIR BIN BAHAROM
45 19200MEGAT SAIDI BIN NIK NGAH
46 21440MOHD BAHARUDDIN BIN TAJUDIN
47 06016MOHD ELIAS BIN BURAN
48 11599 MUHAMAD GUNTOR MANSOR TOBENG BIN MANSOR TOBENG
49 15327NG KIN WENG
50 06397NG KOK HWA
51 02338 NG TAK HENG
52 13245NORHAMIDI BIN MD. DIN
53 45369NURMIN BINTI BOLONG
54 28999NURUL HUDA BIN ROMLI
55 52344ONG EU NEE
56 12225OOI HOO KOOI
57 37296 PAU UNG TIING
58 57130POH WEE HOON
59 16288PUAN NOR'IN BT MAN
60 27636 PUKALENTHI A/L SUBRAMANIAM
61 12788PUNITHA RAJAN A/L K. DORAISAMY
62 18999 RAHMAT BIN YUSOF
63 56822 RAJASELVAM A/L GOVINDARAJU
64 06161 RAJASKANDA S/O THAMOTHARAM
65 05722RAZALI BIN MUDA
66 30572SAW CHUN LIN
67 24713SHIA SIN SAN
68 15055SHING WAI KEONG
69 09696SHO SAY HAI
70 23621 SIM YIK CHWIN
71 20396SITI BADRIAH BINTI ISHAK
72 12239SOH CHOR CHIEW
73 29059SOPHIAN BIN RAIS
74 09817SULAIMAN BIN MOHAMAD TAIB
75 36325 SURAIN A/L KANAPARAN
76 12994SUZANA BTE DAUT
77 02212 TAN PIT YONG
78 09122 TAN SENG THIAN
79 75381TAN SING FATT
80 11712 TAN YEAN CHIN
81 15071TEH POOI KUANG, ALLEN
82 16926 TENG YIEN CHEN
83 36937TEO HIU HONG
84 13420TEONG CHOO CHEING
85 86035TULSHI ROY
86 56620 VELMURUGAN A/L GOVINDASAMY
87 19629WAHID BIN OMAR
88 09726WAN AB. GHAFFAR BIN WAN AHMAD
89 15086 WAN THIAM HUAT
90 89023WONG CHEK ING
91 10112 WONG KOON YUIN
92 07039 WONG YII HENG
93 27607YEN KIEN MIN
94 26595YONG ENG CHIEH
95 02163 YONG YUN FUI
96 49934ZAINAL BIN MATHAN
97 23635ZULFAISAL BIN MOHAMED
03742LIM
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