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Transformation Process

E'SHA BLADDAR Sdn Bhd is a construction company in Kelantan, Malaysia that transforms land into commercial buildings. The company started in interior design and has expanded over 25 years into construction, infrastructure development, and architecture. E'SHA BLADDAR uses various resources like materials, equipment, labor, information and money as inputs to transform designs into single-story buildings through processes like development, quality control and delivery as its output. Operations management involves coordinating these inputs, transformations and outputs to efficiently produce buildings that meet customer needs.

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Mohd Dawami
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385 views6 pages

Transformation Process

E'SHA BLADDAR Sdn Bhd is a construction company in Kelantan, Malaysia that transforms land into commercial buildings. The company started in interior design and has expanded over 25 years into construction, infrastructure development, and architecture. E'SHA BLADDAR uses various resources like materials, equipment, labor, information and money as inputs to transform designs into single-story buildings through processes like development, quality control and delivery as its output. Operations management involves coordinating these inputs, transformations and outputs to efficiently produce buildings that meet customer needs.

Uploaded by

Mohd Dawami
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOC, PDF, TXT or read online on Scribd
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Operation Management

The Economic System, Transformation Process of Developing Single Storey


Building in Kota Bharu By E'Sha Bladdar Sdn. Bhd
1. Company Overview
In Kelantan, there are a lot of land and quarter from its is used to develop permanent
building and commercial building. E'SHA BLADDAR Sdn Bhd is one of company
focused on develop agro land into commercial land. This company comprising some
100% Bumiputera and at previous years, E'SHA BLADDAR was established with the
aim to design kitchen cabinets, home renovation and interior designers as an
independent consultant. In a sole proprietorship, it is synonymous with the concept of
"Design Consult & Construct". In 1994, the company began playing to the office
renovation and design consultant for offices, restaurants, supermarkets and hotels.
Subsequently in 1995, the Managing Director of diversifying the business into the
telecommunications infrastructure as a panel contractor for Celcom, which specializes
in the construction of Base Station Radio and telecommunications infrastructure. It also
aggressively expanded into the "Design & Build" concept for the interior design work. In
addition to the work of the interior design, he also started the "Furniture Program" which
became a major player in this industry. In 2000, to further improve the program "Look &
Feel", E'SHA BLADDAR have formed a unit of architecture and design.
Today, E'SHA BLADDAR become a senior player in construction and design and had
constructed many houses, huge building and also infrastructures.

2.The Productivity Challenge in Malaysia


While Malaysias economic diversity and strong fundamentals are helping to expedite
the countrys transformation towards becoming a high income nation, the catalyst of
Malaysias economic growth amidst global uncertainties is productivity. In 2015,
Malaysias labour productivity growth stood at RM75, 538 3.3% increase from the year
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before, which contributed towards 5% growth in our economy. The average annual
productivity growth from 2010 to 2015 was 2%. To achieve the 3.7% annual growth as
targeted under the Eleventh Malaysia Plan (11MP).
Malaysia will continuously challenge global frontiers by building upon its productivity.
Growth in productivity not only has a positive correlation with national GDP, but also
ensures greater efficiency and sustainability in the nations pursuit of excellence.

3.0 The Transformation Model


The discussion of transformation model has highlighted the role of operations in
creating and delivering the goods and services produced by an organization for its
customers. It also for analyzing operations either there is success in operation or failed .
This is shown in Figure 1, which represents the three components of operations: inputs,
transformation processes and outputs. Operations management involves the systematic
direction and control of the processes that transform resources (inputs) into finished
goods or services for customers or clients (outputs). This basic transformation model
applies equally in manufacturing and service organizations and in both the private and
not-for-profit sectors.

Inputs
Raw materials sand,
cement, wood, water,
steel and electricity
Capital equipment
mixers, trucks, forklifts
and tools
Labour designers,
purchaser, drivers,
supervisors, laborers
Information the use
of advances in
technology and
research
Time
Money

Transformation
Process
Design
Developing
Quality control

Feedback loop

Output
Delivery a single
storey house to
customer

Figure 1. The Transformation model

3.1 Input
Inputs are the resources used in the process of production in creating goods and
services. Some resources are owned by the company or organization, while others are
from suppliers or other party. There are six categories of inputs and the first one is raw
materials. Including in raw materials are sand, cement, wood, water, steel and electricity
component. Second is capital equipment includes the plant, mixers and machinery,
equipment and property necessary to conduct operations. Third is labour refers to
people who involved in the operations function like designers, purchaser or procument
officer, driver, site supervisor and labourers . Fourth is information from a variety of
sources contributes to the transformation process. For example, company may search
how to make more profitability by implementing Industrial Building System. Fifth is time
and its efficient use are critical to all organizations. In construction field and
manufacturing, time is critical factor for profitability and success. Daily operational
planning may involve in achieving production tasks and its time costly manner. Labour
are paid by time basis and construction scheduled to be completed also by time basis.
The last one is money and it's generally considered to be the most exible of all
resources, because it can easily be converted into materials, labour and capital.

3.2 Transformation processes


A transformation process is any activity or group of activities that takes one or more
inputs, transforms and adds value to them, and provides outputs for customers or
clients. In other term, transformation is conversion of inputs (resources) into outputs
(goods or services). For example, Proton as car manufacture company takes plastic,
metal, glass and electronic parts, and transforms them through design, manufacturing
and assembly into various type of car products.
In this company, designer and draughtman will make a few house design and showed to
customer for plan or design selection. After that, it will transform plan into blue print and
must be approved by licensed engineer and architect. The design or blue print used by
site supervisor and labours to built house. Labours used raw materials like sand,
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cements, steel and water in making a house. Raw materials and labours are used in
input side and transformed tangible things into building.
For more quality and efficiency in construction fields, the company used capital
equipment like mixer, lorry and forklift. Site workers or labours may completed or
finished their job before due or on time. In addition, the company may save their time
and in the same time quality in the first manner.
In tranformation process, this company also used information for more profitability. For
example, the company used Industrial Building System(IBS) for roof and its less cost
and save time. They also used new method in plastering wall at 300square feet in one
day.

3.3 Output
The principal outputs of construction is delivered quality and perfect a single storey
house to the customer. It must be fulfill anything in contracts like time, quality and
payment. Many transformation processes produce both goods and services. For
example, a construction company provides a good(building), but also produces services
such as maintenance and renovation.

3.4 Feedback Loop


A further component of the transformation model in Figure 1 is the feedback loop.
Feedback information is used to control the operations system, by adjusting the inputs
and transformation processes that are used to achieve desired outputs.

4. Conclusion
Operations management is the strategy used to achieve this objective. However, to
achieve target it should be related with transformation process. Transformation process
involves and bringing together of a number of resources, such as finance, equipment,
management, technology and people, to create finished goods and services through a
series of operations. The nature and type of operations vary considerably from one type
of goods or services to another. However, how the operations management function is
carried out will directly affect an organization's competitive position, because it will
establish the level of quality of the goods or services, inuence the overall cost of
production, given that the operations function is responsible for the largest part of an
organization's capital and human expenses, and determine whether sufficient products
are available to satisfy consumer demand.

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