SPAD

1. Kaedah Penyediaan Slaid yang Baik
Annafi Zulkifli
Ketua Bahagian Pengurusan Transformasi, S.P.A.D.
Oktober 2012

2. Taklimat kita pada hari ini
Objektif
• Menyampaikan kaedah penyediaan slaid Outcome yang diharapkan
yang baik untuk penyampaian yang lebih
berkesan • Peningkatan pengetahuan peserta
tentang kaedah penyediaan slaid
• Berkongsi contoh slaid yang pernah yang baik & berkesan
dibentangkan kepada Economic Council
• Pemahaman tentang aplikasi kaedah
• Menjalankan latihan amali bagi memberi penyediaan slaid yang disampaikan
peluang kepada para peserta
mengaplikasikan kaedah tersebut
Strictly Confidential and for Internal Use Only 2

3. Agenda
Time Agenda
9.10 am Taklimat penceramah jemputan (20 min)
• Kaedah penyediaan slaid
• Contoh slaid
9.30 am Latihan amali (60 min)
10.30 am Minum pagi (30 min)
11.00 am Pembentangan hasil kerja oleh peserta (2 jam)
1.00 pm Bersurai
3

4. Slaid berikut seringkali digunakan oleh penyampai…
Apa pendapat anda?
Strictly Confidential and for Internal Use Only 4

5. Kajian telah menunjukkan bahawa penampilan visual slaid memberi impak
yang paling tinggi dalam mencapai objektif sesuatu pembentangan
Verbal
(What is Said)
7%
Visual Vocal
(How it Looks) (How it’s Said)
55% 38%
Source: Albert Mehrabian, Silent Messages
Strictly Confidential and for Internal Use Only 5

6. 2 sebab utama mengapa penyediaan slaid yang berstruktur adalah amat
penting
1 2
Menyampaikan Memberi fokus
Idea secara kepada outcome
logikal pembentangan
Strictly Confidential and for Internal Use Only 6

7. Kaedah yang kami guna & akan dikongsi pada hari ini merupakan
‘customised version’ daripada ‘The Minto Pyramid Principle’
2 Siapakah Barbara Minto?
1 ‘The Minto Pyramid Principle’ • Berkelulusan Masters in
Business Administration
• Prinsip (MBA), Harvard Business
penyediaan School
slaid yang
menekankan • 30 tahun pengalaman mengendalikan
susun atur kursus di firma perundingan dan
pemikiran organisasi terkemuka
3 Aplikasi
Firma perundingan
terkemuka.. Bagi penyediaan…
• Cadangan
• Pembentangan
formal
• Laporan
Sumber: The Minto Pryramid Principle, www.barbaraminto.com
Strictly Confidential and for Internal Use Only 7

8. Kaedah penyediaan slaid kami ialah 4uS1R; 4 unique Steps & 1 Rule
4 unique Steps
Kenalpasti Bina
Bina isi Semak
objektif & jalan
kandungan semula
outcome cerita
Rule
1
MECE
(Mutually exclusive, completely exhaustive)
Strictly Confidential and for Internal Use Only 8

9. Langkah 1: Kenalpasti objektif & outcome
Definisi Kenapa perlu kenalpasti?
• Sesuatu perkara • Supaya tahu apa yang ingin
yang ingin dicapai disampaikan
Objektif
dengan melakukan • Memudahkan pembinaan jalan
sesuatu tindakan cerita
• Kesan atau akibat • Sebagai panduan untuk
sesuatu tindakan membina isi kandungan slaid
Outcome yang tepat
9

10. Langkah 1: Kenalpasti objektif & outcome
Our meeting today
Objectives
• Provide insights on the
Expected Outcome
biggest issue of current taxi
industry • Feedback & guidance on
1Malaysia Taxi concept
• Propose 1Malaysia Taxi
concept to deliver significant
improvement in taxi industry
Strictly Confidential and for Internal Use Only 10

11. Langkah 2: Bina jalan cerita
Apakah ‘storyline’?
Sebuah medium dalam bentuk skrip bagi
membantu dalam penyampaian mesej
Kenapa perlu ‘storyline’?
• Bagi memastikan penyampaian slaid
menepati objektif
• Penyampaian lebih mudah difahami
Strictly Confidential and for Internal Use Only 11

12. Langkah 2: Bina jalan cerita
Contoh jalan cerita bagi slaid 1Malaysia Taxi Concept
• Provide insights on the • Majority of cabbies suffer from the rent-seeking nature of the “Pajak” business
biggest issue of current model (permit rental)
taxi industry
• The “Pajak” system affects the Rakyat and tourists
as the cabbies pass on their costs to try to make ends meet
• Meanwhile, there remains no attention to performance management by
operators & regulator’s enforcement capacity is limited
• To further amplify the initiative’s positive impact, let’s take this opportunity to
also address other driver plights & passenger grouses
• To propose 1Malaysia • 1Malaysia taxi concept comprises of 6 steps, aimed to deliver significant taxi
service improvement in our country
Taxi concept
• Step 1: License - Owner-driver license is a step towards better taxi service
• Step 2: Vehicles - Suitable financing model gives drivers affordable access to cars
• Step 3: Regulation - Drivers behaviour will be strictly governed by SPAD
• Step 4: Performance management - Leads to optimal taxi service to public
• Step 5: Technology enablement – CTSS for operational effectiveness & efficiency
• Step 6: Cost optimisation - Economies of scale optimises some of the cost items
• Win-win: Cabbies can earn up to 2x income whilst TaxiCo breaks even
Strictly Confidential and for Internal Use Only 12

13. Langkah 3: Bina isi kandungan
2 komponen penting bagi isi kandungan:
• Mesej utama
• Bukti yang menyokong mesej utama
Strictly Confidential and for Internal Use Only 13

14. Langkah 3: Bina isi kandungan
The “Pajak” system affects the Rakyat and tourists
as the cabbies pass on their costs to try to make ends meet
Widespread news on errant taxi drivers
• A taxi driver was fined RM1000 today
after pleading guilty to over-charging a
British couple nearly RM460 in taxi fare.
(source: News Straits Times (26 Apr 2012) - Cabbie fined for over-
charging)
• … foreign tourists who have to fork out
RM200 for a trip from KL Sentral to KLCC.
(source: News Straits Times (23 May 2012) - TAXI DRIVERS: Time to act
against these rogues)
• During the 2 hours operations,... one taxi
driver was caught charging a tourist RM25
per hour for sightseeing in the city for
three days which came up to a total of
RM2,500.
(source: the Star (18 Jan 2012) - SPAD nabs 21 KL cabbies for various
offences)
Strictly Confidential and for Internal Use Only 14

15. Langkah 3: Bina isi kandungan
We have identified four sub-NKRAs to anchor the efforts to deliver
significant improvements in urban public transport
We have defined four sub-NKRAs to focus our efforts
Sub-NKRAs Description
1 ▪ Door-to-door journey times,
Reliability and including in-vehicle and out-of-
journey times vehicle travel times during AM peak
periods
▪ Prime Minister has set a national
priority of delivering a 25% 2 ▪ Journey experience on public
modal share1
for public transport Comfort and transport including out-of-vehicle
in the Klang Valley by 2012 convenience travel experience
during AM peak periods
▪ Initial focus of efforts will be on
the Klang Valley, 3 ▪ Ability of rakyat to have sufficient
subsequently expanding to Accessibility and accessibility to make public
Penang and Johor Bahru connectivity transport services an attractive
alternative to cars
4 ▪ Provision of sufficient PT capacity
Availability to serve both existing and new
and capacity passengers
15
1 Modal share defined as percentage of passenger trips via mass public transport modes

16. Langkah 3: Bina isi kandungan

17. Langkah 4: Semak semula
Antara soalan-soalan penting ketika ‘review’:
• Adakah objektif disampaikan dengan jelas ?
• Adakah outcome akan tercapai setelah
slaid ini dibentangkan?
• Adakah setiap idea teratur?
• Adakah isi slaid mudah difahami?
“Editing someone else’s work is one of the best ways to learn how to edit your own.”
Strictly Confidential and for Internal Use Only 17

18. Peraturan 1: MECE
Mutually Exclusive, Completely Exhaustive
‘Mutually Exclusive’
• Tiada pertindihan idea
• Idea pada setiap peringkat Subject
mestilah merumuskan idea
yang selepasnya & tidak
berulang
1 2 3 4
‘Completely Exhaustive’ a b c d
• Tidak ada satu idea pun
yang tertinggal
e f g h
• Idea dalam setiap kumpulan
mestilah menyokong mesej
i j k l
utama secara total
Strictly Confidential and for Internal Use Only 18

19. Kaedah 4uS1R; 4 unique Steps & 1 Rule
4 unique Steps
Kenalpasti Bina
Bina isi Semak
objektif & jalan
kandungan semula
outcome cerita
Rule
1
MECE
(Mutually exclusive, completely exhaustive)
Strictly Confidential and for Internal Use Only 19

20. Agenda
Time Agenda
9.10 am Taklimat penceramah jemputan (20 min)
• Kaedah penyediaan slaid
• Contoh slaid yang telah dibentangkan di Majlis
Ekonomi (EC)
9.30 am Latihan amali (60 min)
10.30 am Minum pagi (30 min)
11.00 am Pembentangan hasil kerja oleh peserta (2 jam)
1.00 pm Bersurai
20

21. Presentation to the EC
Proposed 1Malaysia Taxi concept
June 2012

22. Our meeting today
Objectives
• Provide insights on the
Expected Outcome
biggest issue of current taxi
industry • Feedback & guidance on
1Malaysia Taxi concept
• Propose 1Malaysia Taxi
concept to deliver significant
improvement in taxi industry
Strictly Confidential and for Internal Use Only 22

23. Majority of cabbies suffer from the rent-seeking nature of the “Pajak”
business model (permit rental)
Hefty rent under the “Pajak” business model 66% cabbies under “Pajak” business model
Cabbies’ monthly cashflow (Proton Saga hire purchase)
RM 3,917
Income RM 1,672
RM 2,245
Individuals
34%
RM 358 Operator’s margin (12,769)
Fixed cost
• Vehicle (RM686) Rental
RM 842 (RM1200)
• Road tax (RM6)
• Insurance (RM150) Companies
Variable cost 66%
• Maintenance (RM355) (24,506)
RM 1,045 • Fuel (RM630)
• Radio Service (RM60)
Revenue Cost
Assumptions
• Daily rental @RM40 (Saga)
• Scheduled maintenance cost inclusive of normal service, tyre change, etc. Greater KL budget taxi breakdown
• 350 km / day average travel
• First 2 km at RM3.00, subsequent 115m at RM 0.10 fare
• 40% paid travel
• RM0.06/km NGV cost
• 30 working days
Strictly Confidential and for Internal Use Only 23

24. The “Pajak” system affects the Rakyat and tourists
as the cabbies pass on their costs to try to make ends meet
Widespread news on errant taxi drivers
• A taxi driver was fined RM1000 today
after pleading guilty to over-charging a
British couple nearly RM460 in taxi fare.
(source: News Straits Times (26 Apr 2012) - Cabbie fined for over-
charging)
• … foreign tourists who have to fork out
RM200 for a trip from KL Sentral to KLCC.
(source: News Straits Times (23 May 2012) - TAXI DRIVERS: Time to act
against these rogues)
• During the 2 hours operations,... one taxi
driver was caught charging a tourist RM25
per hour for sightseeing in the city for
three days which came up to a total of
RM2,500.
(source: the Star (18 Jan 2012) - SPAD nabs 21 KL cabbies for various
offences)
Strictly Confidential and for Internal Use Only 24

25. Meanwhile, there remains no attention to performance management by
operators & regulator’s enforcement capacity is limited
Operator
No effort by operators to ensure quality of service in the industry
Regulator
> 1 officer
200 215 per 400 taxis
187
107
Enforcement ~50 65
Officers
2008 2009 2010 Q1 Q2 Q3 Q4 Q1 - Q2
2011 2011 2011 2011 2012
SPAD’s enforcement capacity has increased since its formation, however this
is still not sufficient to ensure service standards are maintained
Strictly Confidential and for Internal Use Only 25

26. To further amplify the initiative’s positive impact, let’s take this
opportunity to also address other driver plights & passenger grouses
Key issues
1Malaysia Taxi Concept
• Rising operating cost
• Eliminates the ‘pajak’ profit
• Leverages on economies of scale to drive
down costs of:
Cabbies
• Vehicles
• Maintenance and repair
• Spare parts
• Service unavailability
• Tightens regulations and strengthens
• Unreliable service
enforcement to establish minimum
• Behaviorial issues (haggling, service standards
overcharging, job refusal,
• Imposes self-regulatory performance
non- courteous)
Passengers management standards on operators
• Reckless driving
• Leverages on technology:
• Territorial/ gangsterism
• Ensures availability and coverage
• Shabby & poorly
• Optimal call booking and assignment
maintained taxi vehicle
Strictly Confidential and for Internal Use Only 26

27. 1Malaysia taxi concept comprises of 6 steps, aimed to deliver
significant taxi service improvement in our country
Step 6: Cost optimisation
• Economies of scale
Step 5: Technology enablement
• Call booking & dispatch services
• Geographic coverage tracking
• Customer feedback
Step 4: Performance management
• Optimal service to public (e.g. routes, meters, minimal journey time)
Step 3: Regulation
• License conditions
• Enforcement system
Step 2: Vehicle
• “Accessible” entry criteria
• No huge upfront cost
• Low monthly repayments
Step 1: License
• Owner-driver license - removes “Pajak” profit
Strictly Confidential and for Internal Use Only 27

28. Step 1: License
Owner-driver license is a step towards better taxi service
Owner-driver removes “Pajak” profit Successful examples of owner-driver model
Cabbies’ monthly cashflow (Proton Saga hire purchase)
1. London Black Cab
RM 2,030
RM 3,917 (New income) • The world’s finest taxi
services
• Top spot for 3 years in a
RM 1,672 row in Hotels.com Annual
Taxi Report.
RM 1,887 +RM358
RM 842 Fixed cost 2. Hong Kong Red Taxi
• World travellers consider
Hong Kong taxis the third
RM 1,045 Variable cost
best in the world.
Revenue Cost
Assumptions
• Daily rental @RM40 (Saga)
• Scheduled maintenance cost inclusive of normal service, tyre change, etc.
• 350 km / day average travel
• First 2 km at RM3.00, subsequent 115m at RM 0.10 fare Requires strict enforcement & monitoring
• 40% paid travel
• RM0.06/km NGV cost
• 30 working days
Strictly Confidential and for Internal Use Only 28

29. Step 2: Vehicles
Suitable financing model can give drivers a more affordable access to cars
Car monthly repayment is the biggest cost item
CURRENT MODEL
Cabbies’ monthly cost (Saga)
RM 1,887
Fixed cost
• Car monthly repayment (RM686)
RM 842 • Insurance (RM150)
• Road tax (RM6) Need a more attractive financing model…
• “Accessible” entry criteria
RM 1,045
Variable cost • No huge upfront costs
• Maintenance (RM355)
• Fuel (RM630)
• Radio Service (RM60)
• Low monthly repayments
Cost
Assumptions
• Scheduled maintenance cost inclusive of normal service, tyre change,
etc.
• 350 km / day average travel
• First 2 km at RM3.00, subsequent 115m at RM 0.10 fare
• 40% paid travel
• RM0.06/km NGV cost
• 30 working days
Strictly Confidential and for Internal Use Only 29

30. Step 3: Regulation
Drivers behaviour will be strictly governed by SPAD
Drivers behavioral issues Stricter regulation & enforcement…
• Non meter compliance (i.e. Haggling and • Driver screening:
overcharging) • Criminal record
• Job refusal (cherry-picking based on destination) • Competency (e.g. experience, skills, training,
• Poor road geography knowledge ratings, knowledge),
• Behavior (e.g. drug abuse, psychological
• Reckless driving fitness, traffic offence, financial background
• Non-courteous drivers check),
• Territorial/ gangsterism • Medical (e.g. physical, mental)
• Operational standards (fare & meter, safety,
security, drivers code of conduct)
• Refresher courses for license renewal
• Strict enforcement mechanism – from penalty
point/fine system to suspension & revocation
based on scheduled offenses
Strictly Confidential and for Internal Use Only 30

31. Step 4: Performance management
Better drivers’ performance leads to optimal taxi service to public
Current drivers’ performance issues Drivers’ performance must be managed…
• Behavioral issues : • Compliance to Driver’s Code of Conduct
• Non meter compliance (i.e. Haggling and • Regular vehicle maintenance & service checks
overcharging)
• Job refusal (cherry-picking based on destination) • Professional working conditions to be introduced
• Poor road geography knowledge (e.g.: improved working hours, better benefits)
• Reckless driving • Meter usage will be mandatory in order to
• Non-courteous drivers qualify as a driver
• Territorial/ gangsterism
• Shabby & poorly maintained taxi vehicle • Call booking will be made available & taxis will
be required to service customers during peak &
• Unavailability of taxis during peak & off-peak period, off-peak hours
and at certain locations
• Fleet distribution - to ensure taxis are evenly
• Unreliable service (booked but showed up late/ didn’t spread out & located in all areas, resulting in
show up) better service to the public.
• SLAs to be in place
Strictly Confidential and for Internal Use Only 31

32. Step 5: Technology enablement
Centralised Taxi Service System (CTSS) is for operational efficiency
Components of CTSS Benefits of CTSS
1 • Increase convenience to get taxi
• Global positioning system (GPS) • Meter compliance and increase
• Driver ID validation Passengers passenger confidence
• Embedded taxi meter
Mobile Data
• Accelerometer for speed monitoring
Terminal • Alert notification from Call Booking
(MDT) System
• Passenger feedback/ driver rating • Reduce unnecessary driving hence
cut operation cost
Drivers • Vehicle optimisation
2 • Can also request for job
• Taxi reservation hotline
• Alert notification to drivers
• Job assignment
• Effective dispatching system
Call Booking • Optimize vehicle performance and
System service delivery
Operators • Real time vehicle monitoring
• Increase revenue generation to the
operators
3 • Vehicle utilisation tracking
• Speed violations tracking
• Geographical fencing • Real time vehicle monitoring
• Drivers and vehicles logs • Enhance enforcement and
Command
Centre
• Complaint tracking and management Regulators monitoring capabilities of the
regulator
Strictly Confidential and for Internal Use Only 32

33. Step 6: Cost optimisation
Economies of scale can further optimise some of the cost items
High operating cost Lower operating cost due to…
CURRENT MODEL
Cabbies’ monthly cost (Saga)
RM 1,887
Fixed cost
• Car monthly repayment (RM686)
RM 842 • Insurance (RM150)
• Road tax (RM6)
RM 1,045
Variable cost
• Maintenance (RM355)
• Fuel (RM630)
• Radio Service (RM60)
Cost • Volume deals with large-scale workshops
& insurance co can facilitate lower
Assumptions maintenance & insurance cost
• Scheduled maintenance cost inclusive of normal service, tyre change,
etc.
• 350 km / day average travel • Increased usage of customer service
• First 2 km at RM3.00, subsequent 115m at RM 0.10 fare system would decrease cost of fixed infra
• 40% paid travel
• RM0.06/km NGV cost borned by each taxi
• 30 working days
Strictly Confidential and for Internal Use Only 33

34. Win-win: Cabbies can earn up to 2x income whilst
TaxiCo breaks even in the 3rd year
Cabbies earn up to 2x income TaxiCo breaks even in the 3rd year
Cabbies’ monthly cashflow (with TaxiCo - Exora)
25% GKL budget taxis – ASEAN best
Profit / Loss
RM 5,700
(RM ‘000)
Income 5,000 3,742
(2x now) 2,843 2,886 (11,000 taxis)
4,000
RM 3,300 • RM 110 daily (7,500 taxis) (9,250 taxis)
• RM 39.6k 3,000
yearly
2,000
RM 2,400
1,000
0 Year
• 22% lower than
-1,000 2012 2013 2014 2015
comparable
cost structure -2,000
-3,000
-4,691
-4,000 (2,500 taxis)
Revenue Cost
-5,000
-6,000
Key Assumptions: Key Assumptions:
1) Revenue – 60% chargeable mileage in 350km travelled. Average of 7 trips/day. 1) Initial CAPEX to setup TaxiCo include key items such as renovation, IT systems, salaries
RM 0.10 per 115m; 30 working days a month; of initial team and miscellaneous.
2) Cost includes vehicle lease, maintenance, customer service system lease, 2) Revenue is generated from drivers’ subscription fee.
insurance, permit, fuel, overhead and profit for TaxiCo 3) OPEX includes core operation cost (e.g. vehicle lease, maintenance, customer service
3) This is in comparison with a driver in the Hire Purchase scheme on a Proton system lease, insurance, permit), overheads(e.g. office rental, utilities, office
Saga equipment leasing) and salaries (e.g. management and processing)
Strictly Confidential and for Internal Use Only 34

35. Jika anda ada sebarang soalan ataupun inginkan penjelasan
lanjut, sila hubungi:
tmo@spad.gov.my
Strictly Confidential and for Internal Use Only 35

36. Agenda
Time Agenda
9.10 am Taklimat penceramah jemputan (20 min)
9.30 am Latihan amali (60 min)
10.30 am Minum pagi (30 min)
11.00 am Pembentangan hasil kerja oleh peserta (2 jam)
1.00 pm Bersurai
36

37. Agenda
Time Agenda
9.10 am Taklimat penceramah jemputan (20 min)
9.30 am Latihan amali (60 min)
10.30 am Minum pagi (30 min)
11.00 am Pembentangan hasil kerja oleh peserta (2 jam)
1.00 pm Bersurai
37

38. Jika anda ada sebarang soalan ataupun inginkan penjelasan
lanjut, sila hubungi:
tmo@spad.gov.my
Strictly Confidential and for Internal Use Only 38