SMI ASIA Australia

Professional Customer Service And Telephone Excellence
2021-01-20, 2021-01-19 - 2021-01-20 | DORSETT GRAND SUBANG

Cycle Time Management
2021-01-20 - 2021-01-21 | AC HOTEL BY MARRIOTT (VISTANA), PENANG, Bukit Jambul, Penang, Malaysia

PRACTICAL CASH FLOW and CREDIT MANAGEMENT
2021-01-20 - 2021-01-21 | DORSETT GRAND SUBANG

Production Planning And Control
2021-01-18 09:00 - 2021-01-19 17:00 UTC | DORSETT GRAND SUBANG

Shipping Cost Reduction Strategies
2021-01-18 - 2021-01-19 | DORSETT GRAND SUBANG

Receptionist And Administrative Assistant
2021-01-18 - 2021-01-19 | DORSETT GRAND SUBANG

DYNAMIC CREDIT MANAGEMENT – DEBT COLLECTION STRATEGIES
2021-01-18 - 2021-01-19 | DORSETT GRAND SUBANG

Creative Sales Presentation
2021-01-15 | AC HOTEL BY MARRIOTT (VISTANA), PENANG, Bukit Jambul, Penang, Malaysia
Creative Sales Presentation
https://smiasia.org/creative-sales-presentation/

Recruitment & Interviewing Skills
2021-01-15 | Furama Riverfront Hotel

Staff Appraisal & Performance Management
2021-01-13 - 2021-01-14 | AC HOTEL BY MARRIOTT (VISTANA), PENANG, Bukit Jambul, Penang, Malaysia

Human Resource Management Skills
2021-01-13 - 2021-01-14 | AC HOTEL BY MARRIOTT (VISTANA), PENANG, Bukit Jambul, Penang, Malaysia

Developing Effective Quality Control / Assurance Inspector
2021-01-11 - 2021-01-12 | AC HOTEL BY MARRIOTT (VISTANA), PENANG, Bukit Jambul, Penang, Malaysia

Key Account Management in Action
2021-01-11 - 2021-01-12 | AC HOTEL BY MARRIOTT (VISTANA), PENANG, Bukit Jambul, Penang, Malaysia
Key Account Management in Action
https://smiasia.org/key-account-management-in-action-module-1/

Employment Act, Industrial Relations & Disciplinary Inquiry
2021-01-11 - 2021-01-12 | AC HOTEL BY MARRIOTT (VISTANA), PENANG, Bukit Jambul, Penang, Malaysia

Project Management Implementation Strategies
2021-01-11 - 2021-01-12 | AC HOTEL BY MARRIOTT (VISTANA), PENANG, Bukit Jambul, Penang, Malaysia

Win-Win Sales Negotiation
2021-01-06 - 2021-01-07 | AC HOTEL BY MARRIOTT (VISTANA), PENANG, Bukit Jambul, Penang, Malaysia
Win-Win Sales Negotiation
https://smiasia.org/win-win-sales-negotiation/

Sales Service Tax Compliance And Implementation
2021-01-06 | SUNWAY HOTEL GEORGETOWN

Total Productive Maintenance
2020-12-11 08:00 - 17:00 | Furama Riverfront Hotel
https://smiasia.org/total-productive-maintenance/

PROCUREMENT SOURCING INTENSITY
2020-11-23 - 2020-11-24 | AC HOTEL BY MARRIOTT (VISTANA), PENANG, Bukit Jambul, Penang, Malaysia
Learning Objectives
Scots™ Skill ONE
Steps to RESET Vendor Business Dealings and Win Commitment for CHANGE Post-Covid 19!
Scots™ Skill TWO
Face-to-Face Vendor Questions – Confirm Capacity, Expertise and Commitment
Scots™ Skill THREE
Develop Post-Covid 19 Approved Vendor List with Vendor Selection Toolkit
Scots™ Skill FOUR
Present Vendor Proposal, Vendor Motivation and Secure Vendor Commitment
Scots™ Skill FIVE
Vendor Tracking Toolkit – Degree of Relationship, Support and Influence to OTD
Scots™ Skill SIX
Procurement Negotiation Worksheet – Major/Minor Criterias, Min/Max Position and Goal Focus
Scots™ Skill SEVEN
Develop Informative Procurement Reports – Win Stakeholders Confidence and Support!
Who Should Attend:
Procurement, Vendor Sourcing, Purchasing, Material, Logistics, Supply Chain, Inventory, Project, R&D Planners, Executives, Managers and People involved in Daily Vendor Sourcing
Workshop Outline:
PART A – PROCUREMENT SOURCING INTENSITY – THE WORLD HAS CHANGED
Post-Covid 19 Procurement Problems – Delayed/Limited Materials, Cash Flow, Insolvency, Order Cancelation, etc.
‘NEW NORMAL’ Planning – New Priorities, Vendor Support, Fluctuating Orders and Bargaining Power Shift
PART B – ‘NEW NORMAL’ PROCUREMENT in VENDOR TRANSFORMATION
1. VENDOR CHANGE VS ‘RENEWAL’ – POST-COVID 19 CHALLENGES
New Vendor Commitment/Capability Analysis – Resources, Capacity, Alignment and Management Excellence
Getting Traditional Vendor to Self-Renew – ‘Reverse Marketing’ to get Vendor to CHANGE, CHANGE and CHANGE!
Scots Skill ONE – Steps to RESET Vendor Business Dealings and Win Commitment for CHANGE Post-Covid 19!
2. CRITICAL NEW VENDOR INFORMATION – JUSTIFY VENDOR SELECTION
Vendor ‘Hidden’ Information – Resources/Capacity, Information Cross Reference and Decision Influencers
Vendor ‘Questioning’ Intensity – Asking ‘Right’ Questions, ‘Right’ People and Check Information Validity
Scots Skill TWO – Face-to-Face Vendor Questions – Confirm Capacity, Expertise and Commitment
3. VENDOR SELECTION STRATEGY to APPROVED VENDOR LISTING
Vendor Selection Committee – Procurement/User/Quality Team, Selection Toolkit and Approval Brainstorming
Justify, Justify and Justify Vendor Selection – User Confidence, Quality, Evaluation and Trust
Scots Skill THREE – Develop Post-Covid 19 Approved Vendor List with Vendor Selection Toolkit
PART C – PROCUREMENT SOURCING STRATEGY – GET THE ‘RIGHT’ VENDOR
4. VENDOR ‘CHANGEOVER’ from TRADITIONAL to DYNAMIC
THREE Key Vendor Leverage – Volume/Vendor Capacity, Business Profits/Margins and On-Time Payments
Vendor Self-Renewal Motivation – Future Business, Track Record, Volume/Profit and Technology Transfer
Scots Skill FOUR – Present Vendor Proposal, Vendor Motivation and Secure Vendor Commitment
5. BUY DIRECT MANUFACTURER and SELF-PRODUCTION STRATEGY
Direct Manufacturer vs Trading Houses – Achieve Cost Down, OTD, Inventory with Trading House Support!
Self-Production vs Outsourcing – Non-Essential Items, Reduce Capex, Inventory, Manpower and Hidden Costs!
Scots Skill FIVE – Vendor Tracking Toolkit – Degree of Relationship, Support and Influence to OTD
6. NEW/EXISTING VENDOR NEGOTIATION STRATEGIES
Procurement Bargaining Power – Key Decision Influencer, Business Value and Cash is King!
TEN Winning Negotiation Strategies – Right Approach, Strategy and Closing Skills!
Scots Skill 6 – Procurement Negotiation Worksheet – Major/Minor Criterias, Min/Max Position and Goals!
Part D – PROCUREMENT SOURCING PLANNING SUCCESS
7. PROCUREMENT PLAN 2021 and PERFORMANCE REPORTS
Develop Annual Procurement Plan 2021 – Dynamic Objectives, New Procurement Strategies and Action Plan!
New/Traditional Vendor KPIs Reports – OTD, Delivery Mistake, Problem Cases Solved and Order Completion!
Scots Skill SEVEN – Develop Informative Procurement Reports – Win Stakeholders Confidence and Support!

TOTAL PRODUCTIVE MAINTENANCE: Maximise Efficiency of Production and Engineering Facilities
2020-09-02 - 2020-09-04 | Furama Riverfront Hotel
Workshop Objective
1. The Total Productive Maintenance Ideals Zero Defects, Zero Breakdown, Zero Accidents and Zero Waste
2. The Fundamentals of Total Productive Maintenance 5 S Technique
3. Eight Pillars to Ensure Total Productive Maintenance Success
4. Develop Optimum Workshop Conditions Human-Machine System
5. Identify the SIX Major Losses affecting Company Production
6. Calculate the Losses on the Manufacturing Floor
7. Develop and Implement a Preventive Maintenance Schedule Ensure its SUCCESS!
8. Plan out the Maintenance Activities and Schedule Maximise Machine Productivity

Target Participants
All Maintenance Supervisors, Executives, Engineers and People who interested to Increase Machine/Equipment Productivity
Outline
Part A TOTAL PRODUCTIVE MAINTENANCE PROFILE
1. What is Total Productive Maintenance and its Contribution to Productivity
2. Integrate Total Productive Maintenance to Continuous Improvement and Quality Improvement Programmes
3. The 4 Total Productive Maintenance Ideals – Zero Defects, Zero Breakdown, Zero Accidents and Zero Waste
Part B TOTAL PRODUCTIVE MAINTENANCE DEVELOPMENT
1. TOTAL PRODUCTIVE MAINTENANCE DEVELOPMENT
A. Development of TPM Support the Production of the Product
B. The American Model and Japanese Model – How TPM evolved!
C. Understand the Use of Total Productive Maintenance in Singapore/Malaysian Context – What all companies should emulate
2. 5’S –FUNDAMENTAL OF TOTAL PRODUCTIVE MAINTENANCE
A. Implement SEIRI Schedule, Fixing, Identifying, Making and Attaching, Taking Action on Red Tag Items
B. Implement SEITON Workplace Organisation with Colour Lines and Storage Organisation.
C. Implement SEISO Consolidate Daily Cleaning Procedures and Make Cleaning and Checking Habitual
D. Implement SEIKETSU Tools for Seiketsu and develop a 5S – Housekeeping Checklist.
E. Implement SHITSUKE Photo Display, 5S Corners, 5S Contests and 5S Competition.
3. ZERO BREAKDOWN
A. Why do Breakdowns Occur and Techniques Eradicate Causes of Breakdowns
B. 5 Points Improvement Strategies to Avoid Breakdowns
· Cleaning, Tightening Nuts and Bolts, Complete Lubrication
· Proper Use of Equipment
· Reveal Hidden Defects, Restore to Original Conditions
· Reconsider Equipment Design
· Improve Equipment Maintenance
C. Practical 4 Step Plan towards Zero Breakdown
· Reduce Excess Wear and Tear
· Improve Design Weak Points
· Regular Maintenance
· Forecast Maintenance
4. EIGHT PILLARS OF TOTAL PRODUCTIVE MAINTENANCE
A. Kobetsu Kaizen Improve Quality, Delivery, Cycle Time, etc.
B. Autonomous Maintenance Small Group Activity to Resolve Daily Problems
C. Planned Maintenance Structured and Organised Maintenance System
D. Skills Training for Operators and Maintenance Make Minor Repairs
E. Early Equipment Product and Process Management System Effective Feedback to Improve R&D and Minimise Rejects
F. Develop Administrative Systems Total Productive Maintenance in Office
G. Ensure Complete TPM with Safety/Hygiene and Environment System
5. OPTIMUM WORKSHOP CONDITIONS HUMAN-MACHINE SYSTEM
A. Improve Overall Quality of Workplace Conducive Environment, Layout, Material, Lighting, etc
B. Changing Equipment – Upgrading, Cleaning, Checking, Abnormality, Things to Improve, etc.
6. THE SIX BIG LOSSES
A. The SIX Big Losses on the Manufacturing Floor Losses to AVOID!
i. Breakdown Losses Failure Function
ii. Set-up and Adjustment Losses Change of Toolings
iii. Idle and Minor Stoppage Losses Temporary Breakdown
iv. Reduce Speed Losses Reduced Function Quality Defects and Rework Wrong Specifications
v. Start-up/Yield Losses Long Stoppage/Restart Work
B. Eliminate/Minimise SIX BIG LOSSES to achieve Total Productive Maintenance Ideals
7. EQUIPMENT PRODUCTIVITY LOSS CALCULATION METHODS
A. Identify Productivity and Quality Improvement Targets Suitable Targets for your Company
B. Calculate Overall Equipment Efficiency How Productive is your Equipment
C. Practical Loss Calculation Methods and Improvement Targets
D. Practical Approach to Chronic Loss Improvement – Chronic and Sporadic Events
E. Implement Preventive Maintenance Analysis and The Seven Step Approach.
8. AUTONOMOUS MAINTENANCE
A. What is Autonomous Maintenance and How it Improve Production Downtime
B. The SEVEN Step Technique in Autonomous Maintenance
C. Implement Total Productive Maintenance The TWELVE Step approach
D. Operators Role in Preventive and Corrective Maintenance to ensure Smooth Production Flow
E. Basic Skills and Procedures in Maintenance – Cleaning, Checking, Oiling, Tightening.
F. Identify Types of Motors/Pumps and their Structures
G. Identify Key Points in Motor/Pump Inspection and Cleaning
H. Implement Corrective Maintenance Techniques – Equipment Improvement to Minimise Problem Recurrence
I. Workshop to Implement Total Productive Maintenance in your Organisation – Maximise Productivity and Quality

RESULT – FOCUSED BUYER/ PURCHASING ASSISTANT : Develop Ten Key Purchasing Planning, Operations and Administration Support Skills
2020-09-01 - 2020-09-03 | SWISS BELHOTEL TANGERANG, JAKARTA, SWISS BELHOTEL, TANGERANG, JAKARTA, Indonesia
Objectives
1. The Purchasing Manager/Executive Support Staff – Excellence in Purchasing
2. Purchasing Assistant Performance– Costs Down, Delivery, etc.
3. Purchasing Assistant in Action Planning Support and Contribution
4. Reduce Purchasing Errors and Improve Purchasing Investigation Strategies
5. Purchasing Assistant Negotiation Styles, Confidence and Process
6. Practical Purchasing Expediting Skills, System and Process
7. Effective Purchasing Document Management and Processing
8. Supplier Database Management, Information Retrieval and Update
9. Purchasing Assistant Performance Evaluation and Reporting
10. Develop Purchasing Management Performance Reports
Who Must Attend
Purchasing Assistants/Clerks, Buyers, Secretaries, Purchasing Officers, Expeditors, Administrators and People involved in Purchasing
Programmed Outline
Part A – DEVELOP PURCHASING ASSISTANT/CLERK PROFILE
1. The Excellent Purchasing Assistant/Clerk – Roles and Responsibilities in a Purchasing Department
2. Purchasing Assistant/Clerk Contributions – Purchasing Planning Purchasing Operation and Purchasing Administration
Part B – THE EXCELLENT PURCHASING ASSISTANT/CLERK
PURCHASING PLANNING SUPPORT
1 – PURCHASING MANAGER SUPPORT STAFF
A. The Purchasing Manager/Executive Performance Expectations – Attitudes, Purchasing Operations and Special Skills
B. Identify Key Purchasing Performance Areas and Measurement – Perform and Achieve Manager Expectations
C. Top Ten Attitudes of an Excellent Purchasing Professional – Do you have what it takes!
2 – PURCHASING ASSISTANT CONTRIBUTION
A. Purchasing Quantitative Contribution – X % Purchasing Cost Down effect on Company Profitability
B. Purchasing Qualitative Contribution – Prompt Delivery, Quality Supplier, Reduce Supplier Over Reliance, Supplier Support, etc
C. Develop Purchasing Assistant Goals and Identify Performance Strategies to Achieve Goals
3 – PURCHASING ACTION PLANNING SUPPORT
A. Understand the Annual Purchasing Department Plans – Objectives, Goals, Strategies and Action Plans
B. The Purchasing Assistant Contribution – Link Purchasing Strategies to Purchasing Action Plan
C. Develop Purchasing Assistant Competency to implement Purchasing Action Plan
PURCHASING OPERATIONS SUPPORT
4 – REDUCE/MINIMISE WRONG PURCHASES
A. The User ‘Tidak Apa’ Attitude – Problems in Getting the RIGHT Product Information.
B. Purchasing Investigation Strategies – Model, Supplier Inspection, Photographs, Brand, Samples, Product/Supplier Schedule, etc.
C. Correct Product/Material Definition and Description – Develop Clear, Complete and Appropriate Product Specifications.
5 – PURCHASING ASSISTANT NEGOTIATION SKILLS
A. Purchasing Assistant Negotiation Styles – Autocratic, Interactive, Team and Superior Styles
B. Purchasing Assistant Negotiation Confidence – Company Knowledge, User Requirements and Purchasing Personality
C. Systematic Purchasing Negotiation Steps to Interview Supplier, Identify Negotiation Gaps and Secure Supplier Co-operation.
6 – PURCHASING ASSISTANT EXPEDITING SKILLS
A. Purchase Requisition Process – Initiator, Approval, Acknowledge, Source, Negotiate, Select and Order.
B. Purchasing Expediting System – PR Recording Book, Computerised Outstanding Reports, Daily Diary, White Board, etc.
C. Purchasing Expediting Skills – Person In-Charge, Superior, Production Process, Delivery Mode, Written, Storage Place, etc.
PURCHASING ADMINISTRATION SUPPORT
7 – PURCHASING DOCUMENT MANAGEMENT
A. Types of Purchasing Document – PR, PO, GRN, Supplier Selection, Supplier Evaluation, DN, CN, Quotation, Capital Expenditure, etc.
B. Practical Tips on Purchasing Records Filing and Management – Documents Type, Document Value, Filing Techniques, etc.
C. Purchasing Role in Document Processing – Review Purchase Order, Receiving Report and Invoice Audit
8 – SUPPLIER DATABASE MANAGEMENT
A. The Multiple Supplier Approach – Sources of Potential and Develop a set of Dependable Suppliers
B. Efficient Supplier Information Retrieval with effective Filing Systems by Product/Service or Supplier Name
C. Supplier Information Profile Update – Quotation Disposal, Person In-Charge, Pricing, Telephone Contact, Address, etc.
9 – PURCHASING ASSISTANT PERFORMANCE EVALUATION
A. Evaluate Purchasing Assistant Contribution – Planning, Cost Down, Delivery, Filing, Wrong Purchases, Administration, etc.
B. Monitor Purchasing Performance and identify Weekly/Monthly Corrective Actions to Achieve Performance Contribution
C. Develop a Purchasing Assistant Performance Report – Enhance Purchasing Department Contribution as a Service Unit
