Jabatan Tenaga Manusia (JTM) akan mengadakan Karnival Kemahiran bermula pada 15 – 16 Ogos 2008 bertempat di Pusat Latihan Teknologi Tinggi (ADTEC) Shah Alam. Karnival Kemahiran ini akan dilancarkan oleh Yang Amat Berhormat Dato’ Seri Abdullah Haji Ahmad Badawi, Perdana Menteri Malaysia.
Karnival Kemahiran ini diadakan bertujuan untuk meningkatkan tahap kesedaran masyarakat mengenai kepentingan latihan kemahiran di samping untuk memperolehi captive audience dan menarik minat belia untuk menjadikan kemahiran sebagai pilihan utama di dalam kerjaya. Pelbagai aktiviti akan diadakan pada hari tersebut seperti seminar tenaga pengajar kemahiran kebangsaan, seminar latihan kemahiran kaunselor, job fair, pameran kemahiran, sukan antara institusi kemahiran dan industri dan sebagainya.
Sehubungan itu, pihak kami dengan berbesar hati untuk menjemput pihak tuan dan kakitangan untuk terlibat serta dalam menjayakan karnival ini. Bersama ini disertakan aturcara karnival kemahiran selama dua (2) hari untuk makluman dan rujukan tuan. Sebarang pertanyaan, pihak tuan boleh berhubung terus kepada En. Mustal bin Mahmud / Pn. Fadila binti Lazim di talian 019-8605017/ 03-51612622 (samb. 179).
ATURCARA KARNIVAL KEMAHIRAN
Tarikh : 15 Ogos 2008 (Jumaat)
1. ATURCARA SEMINAR TENAGA PENGAJAR KEMAHIRAN KEBANGSAAN
8.00 pagi : Ketibaan peserta
Ketibaan dif-dif jemputan
Ketibaan Yang Berusaha Timbalan Ketua Pengarah JTM
Ketibaan Yang Berusaha Ketua Pengarah JTM
9.15 pagi : Perasmian dan seminar bermula
12.30 tengahari : Jamuan makan tengahari
2. ATURCARA ANUGERAH PERTANDINGAN MYSKILLS 2008 & PELANCARAN
KARNIVAL KEMAHIRAN
2.45 petang : Pendaftaran Pemenang
Ketibaan dif-dif jemputan
Ketibaan Yang Berhormat Menteri Sumber Manusia
Ketibaan Yang Amat Berhormat Perdana Menteri Malaysia
3.10 petang : Ucapan dan Penyampaian hadiah
5.00 petang : Pelancaran Karnival Kemahiran
6.00 petang : Bersurai
3. ATURCARA PAMERAN DAN PERTUNJUKKAN
8.30 pagi : Pameran bermula
Pertunjukkan di bengkel
Pertunjukkan Helikopter
Perunjukkan Aero Modeling
5.00 petang : Pameran ditutup
Tarikh : 16 Ogos 2008 (Sabtu)
1. ATURCARA SEMINAR LATIHAN KEMAHIRAN KAUNSELOR
8.00 pagi : Ketibaan peserta
Ketibaan dif-dif jemputan
Ketibaan Yang Berusaha Timbalan Ketua Pengarah JTM
Ketibaan Yang Berusaha Ketua Pengarah JTM
9.15 pagi : Perasmian dan seminar bermula
12.30 tengahari : Jamuan makan tengahari
2. ATURCARA PERTANDINGAN SUKAN ANTARA ILKA DAN INDUSTRI
8.30 pagi : Pendaftaran peserta
9.00 pagi : Pertandingan dimulakan
4.00 petang : Penutup dan Penyampaian hadiah
5.00 petang : Bersurai
3. ATURCARA PAMERAN DAN PERTUNJUKKAN
8.30 pagi : Pameran bermula
Pertunjukkan di bengkel
Pertunjukkan Helikopter
Perunjukkan Aero Modeling
5.00 petang : Pameran ditutup
Wednesday, August 6, 2008
Methods And Procedures To Perform TNA
There are a number of practical methods you can use to gather data about employees’ performance. Each works well in given circumstances; therefore, you must determine which be the best for you. None of these methods can stand alone. Always use at least two, if for no other reason to validate your findings. One of those you choose should always be observation.
1. Observation
In this approach, an employee’s performance itself is you source of information. You evaluate a worker’s performance through first-hand observation and analysis. This is best accomplished by watching the worker and playing the role of non-participating observer. This means that you watch and listen and evaluate what you see and hear, but do not get involved in his work process in any way.
To make this activity more productive, use a checklist to remind you of what to look for and take notes.
The objective during observations is to identify both the strengths to build on and the deficiencies to overcome. A key advantage of using direct observation in the needs analysis is that you gain first-hand knowledge and understanding of the job being performed and the strengths and weaknesses of the relevant worker.
2. Interviews
The use of interviews in conducting the needs analysis is strongly urged. The prime value of interview guides is that they ensure the same types of data from all sources. This allows you to determine whether a piece of information is one person’s opinion, or part of a widespread perception. Since the interview guide forces you to ask each worker a number of predetermined questions, you must select those questions that are essential to what you are trying to learn.
Interviews allow you to meet employees face to face to discuss their impressions of performance. Because you are in conversation with workers, you can explore their responses in depth. You can ask or clarification of comments and for examples of what they mean. In this way, you obtain a full understanding of their performance deficiencies.
You also gain these benefits through interviewing :
1. You build credibility with your interviewees by asking intelligent questions andListening well to their answers
2. You obtain employees’ personal involvement and commitment to your efforts
3. You establish personal relationships with potential trainees who are important to your success as a needs analyst and trainer
3. Questionnaires
A questionnaire is a sort of interview on paper. You create your own questionnaire by writing down all the questions you want employees to answer for you. Then you mail it to them and await their responses.
The key advantage of a questionnaire is that you can include every person from whomYou want input. Employees can complete the questionnaire when and where they choose. You need not travel and spend time with all respondents. Every employee is asked the identical questions, and consequently data is very easy to compile and analyze.
Questionnaires can be useful in obtaining a ‘ big picture ’ of what a large number of employees think while allowing everyone to feel that they have had an opportunity to participate in the needs analysis process.
1. Observation
In this approach, an employee’s performance itself is you source of information. You evaluate a worker’s performance through first-hand observation and analysis. This is best accomplished by watching the worker and playing the role of non-participating observer. This means that you watch and listen and evaluate what you see and hear, but do not get involved in his work process in any way.
To make this activity more productive, use a checklist to remind you of what to look for and take notes.
The objective during observations is to identify both the strengths to build on and the deficiencies to overcome. A key advantage of using direct observation in the needs analysis is that you gain first-hand knowledge and understanding of the job being performed and the strengths and weaknesses of the relevant worker.
2. Interviews
The use of interviews in conducting the needs analysis is strongly urged. The prime value of interview guides is that they ensure the same types of data from all sources. This allows you to determine whether a piece of information is one person’s opinion, or part of a widespread perception. Since the interview guide forces you to ask each worker a number of predetermined questions, you must select those questions that are essential to what you are trying to learn.
Interviews allow you to meet employees face to face to discuss their impressions of performance. Because you are in conversation with workers, you can explore their responses in depth. You can ask or clarification of comments and for examples of what they mean. In this way, you obtain a full understanding of their performance deficiencies.
You also gain these benefits through interviewing :
1. You build credibility with your interviewees by asking intelligent questions andListening well to their answers
2. You obtain employees’ personal involvement and commitment to your efforts
3. You establish personal relationships with potential trainees who are important to your success as a needs analyst and trainer
3. Questionnaires
A questionnaire is a sort of interview on paper. You create your own questionnaire by writing down all the questions you want employees to answer for you. Then you mail it to them and await their responses.
The key advantage of a questionnaire is that you can include every person from whomYou want input. Employees can complete the questionnaire when and where they choose. You need not travel and spend time with all respondents. Every employee is asked the identical questions, and consequently data is very easy to compile and analyze.
Questionnaires can be useful in obtaining a ‘ big picture ’ of what a large number of employees think while allowing everyone to feel that they have had an opportunity to participate in the needs analysis process.
Monday, August 4, 2008
محمد بن موسى الخوارزمي
Al-Khwarizmi (Muḥammad ibn Mūsā al-Khwārizmī محمد بن موسى الخوارزمي) was a Persian[1][2][3] Islamic mathematician, astronomer, astrologer and geographer. He was born around 780 in Khwārizm[2][4][5] (now Khiva, Uzbekistan) and died around 850. He worked most of his life as a scholar in the House of Wisdom in Baghdad.His Algebra was the first book on the systematic solution of linear and quadratic equations. Consequently he is considered to be the father of algebra,[6] a title he shares with Diophantus. Latin translations of his Arithmetic, on the Indian numerals, introduced the decimal positional number system to the Western world in the 12th century.[5] He revised and updated Ptolemy's Geography as well as writing several works on astronomy and astrology.
His contributions not only made a great impact on mathematics, but on language as well. The word algebra is derived from al-jabr, one of the two operations used to solve quadratic equations, as described in his book
Few details about al-Khwārizmī's life are known; it is not even certain where he was born. His name indicates he might have come from Khwarezm (Khiva), then part of Greater Khorasan, the eastern part of the territory of Persia, in the Abbasid empire, now Xorazm Province of Uzbekistan.
His kunya is given as either Abū ʿAbd Allāh (Arabic: أبو عبد الله) or Abū Jaʿfar (أبو جعفر in Arabic).[9]
The historian al-Tabari gave his name as Muhammad ibn Musa al-Khwārizmī al-Majousi al-Katarbali (Arabic: محمد بن موسى الخوارزميّ المجوسيّ القطربّليّ). The epithet al-Qutrubbulli indicates he might instead have come from Qutrubbull, a small town near Baghdad. Regarding al-Khwārizmī's religion, Toomer writes:
Another epithet given to him by al-Ṭabarī, "al-Majūsī," would seem to indicate that he was an adherent of the old Zoroastrian religion. This would still have been possible at that time for a man of Iranian origin, but the pious preface to al-Khwārizmī's Algebra shows that he was an orthodox Muslim, so al-Ṭabarī's epithet could mean no more than that his forebears, and perhaps he in his youth, had been Zoroastrians.[1]
In Ibn al-Nadīm's Kitāb al-Fihrist we find a short biography on al-Khwārizmī, together with a list of the books he wrote.[citation needed] Al-Khwārizmī accomplished most of his work in the period between 813 and 833. After the Islamic conquest of Persia, Baghdad became the centre of scientific studies and trade, and many merchants and scientists from as far as China and India traveled to this city—as such apparently so did Al-Khwārizmī. He worked in Baghdad as a scholar at the House of Wisdom established by Caliph al-Maʾmūn, where he studied the sciences and mathematics, which included the translation of Greek and Sanskrit scientific manuscripts.
Benchmarking - Uncovering Best Practices and Learning from Others
Have you ever asked yourself these questions:
"How are we doing?"
"Are we tracking the right measures?"
"How do we compare with others?"
"Are we making progress fast enough?"
"Are we using the best practices?"
Benchmarks and benchmarking can provide you with facts to answer these questions. They can provide you with data to show you what can be achieved. Perhaps more important, benchmarking can tell you how you can achieve the same type of results! In short, benchmarking gives you the external references and the best practices on which to base your evaluations and to design your work processes.
This tutorial provides an overview of how to implement benchmarking in your organization specifically, what you need to do and how to go about it. The tutorial starts with an introduction and some definitions and then gives a high level view of a benchmarking process, from both a results and a process focus.
"... benchmarking ...[is] ...'the process of identifying, understanding, and adapting outstanding practices and processes from organizations anywhere in the world to help your organization improve its performance.'" —American Productivity & Quality Center
"... benchmarking ...[is]... an on-going outreach activity; the goal of the outreach is identification of best operating practices that, when implemented, produce superior performance."—Bogan and English, Benchmarking for Best Practices
Benchmark refers to a measure of best practice performance. Benchmarking refers to the search for the best practices that yields the benchmark performance, with emphasis on how you can apply the process to achieve superior results.
All process improvement efforts require a sound methodology and implementation, and benchmarking is no different. You need to:
1. Set objectives and define the scope of your efforts
2. Gain support from your organization
3. Select a benchmarking approach
4. Identify benchmarking partners
5. Gather information (research, surveys, benchmarking visits)
6. Distill the learning
7. Select ideas to implement
"How are we doing?"
"Are we tracking the right measures?"
"How do we compare with others?"
"Are we making progress fast enough?"
"Are we using the best practices?"
Benchmarks and benchmarking can provide you with facts to answer these questions. They can provide you with data to show you what can be achieved. Perhaps more important, benchmarking can tell you how you can achieve the same type of results! In short, benchmarking gives you the external references and the best practices on which to base your evaluations and to design your work processes.
This tutorial provides an overview of how to implement benchmarking in your organization specifically, what you need to do and how to go about it. The tutorial starts with an introduction and some definitions and then gives a high level view of a benchmarking process, from both a results and a process focus.
"... benchmarking ...[is] ...'the process of identifying, understanding, and adapting outstanding practices and processes from organizations anywhere in the world to help your organization improve its performance.'" —American Productivity & Quality Center
"... benchmarking ...[is]... an on-going outreach activity; the goal of the outreach is identification of best operating practices that, when implemented, produce superior performance."—Bogan and English, Benchmarking for Best Practices
Benchmark refers to a measure of best practice performance. Benchmarking refers to the search for the best practices that yields the benchmark performance, with emphasis on how you can apply the process to achieve superior results.
All process improvement efforts require a sound methodology and implementation, and benchmarking is no different. You need to:
1. Set objectives and define the scope of your efforts
2. Gain support from your organization
3. Select a benchmarking approach
4. Identify benchmarking partners
5. Gather information (research, surveys, benchmarking visits)
6. Distill the learning
7. Select ideas to implement
Sunday, August 3, 2008
The Malaysia-Japan Automotive Industry Corporation (MAJAICO)
The Malaysia-Japan Automotive Industry Corporation (MAJAICO) at ADTEC Shah Alam has been agreed upon by both governments under the Malaysia-Japan Economic Agreement. Under this Corporation, Ministry of Human Resources will represent Malaysia and JETRO, will represent Japan. The general idea and focus of the corporation is to enhance the performance of automotive industry in Malaysia in various areas. Manpower Department has been given the task to undertake one project, named Project B. project B, the Master Trainer Training Program, is aimed at improve the skill and knowledge of the trainers, supervisors in the automotive industry. This Project is scheduled for 5 years, commenced on May 2006. Under Master Trainer Training Program, trainers from training institution will be trained in various automotive areas to develop their skill and knowledge to a higher ability. 
JETRO will provide their technical expertise by dispatching expert trainers to train the master trainers. Three (3) main fields have been identified. They are: 1.1 Automotive Manufacturing (Group A) 1.2 Quality Assurance & Development (Group B) 1.3 Equipment Maintenance (Group C). 15 master trainers are required to participate permanently for this program. Manpower Department has recruited 12 master trainers, and these trainers are currently attached at MAJAICO program and have undergone the common basic skill course conducted jointly by counterparts and experts during the 3rd phase. The Director of ADTEC Shah Alam has appointed 3 additional master trainers from ADTEC Shah Alam whom had already undergone the training during the 1st and 2nd phase period to complete the requirement. From 5th May 2008 till 30th May 2008, JETRO has dispatched 3 experts to assist the program. CH-47D Chinook Structural Drawings
To support the Wings of the Dragon and be ready for action anytime, anywhere in the world, flight crews operating the Boeing Chinook helicopter must have reliable aircraft. Come see how we maintain this fine machine. "It has often been said, with a certain amount of truth, that the Army refused to face up to the price that must be paid for airmobility. As a consequence, its organizations have usually been short of the necessary maintenance, supply, and security personnel. Part of this chronic shortage resulted from a long-standing battle between the "user" and the logisticians. Understandably since the early concept of an airmobile division, the tactical commander has wanted organic maintenance detachments down to the battalion level. This gives him the maximum responsiveness and a great deal of flexibility. From a logistician's viewpoint, such decentralization is a fragmentation of scarce skills and expensive special tools."
Every 200 flight hours, the helicopter is cycled through Phased maintenance. Most of the helicopter is disassembled and inspected for any defects or broken items. Those items are repaired or replaced as necessary to return the aircraft to a safe and flyable status
The Art Of Helicopter
Helicopter training schools are becoming more prolific. 30 years ago, after the Vietnam War, the helicopter industry was flooded with approximately 60,000 pilots. These pilots went many places upon re-attaining civilian life. Many were absorbed into the helicopter industry or became fixed wing pilots for the growing airlines. It is not a coincidence that the average age for a helicopter pilot is 52 years old. However, age, attrition and the lure of retirement have changed the amount of available pilots.The Military has not been producing pilots. Our personal experience at ULA has been enlightening. Since Vietnam, with the exception of Iraq, and a few violent outbreaks in the world, our country primarily experienced many years of peacetime. Therefore, we have had military pilots who served 10+ years as helicopter pilots come in for training to meet FAA civilian standards and convert their licenses. We were surprised to learn that these pilots had very little actual flight time experience. The pilots who came into our office were not able to fly in the civilian world. Their skills needed more remedial training than they were willing to expend and in the end they decided on a different career path. With the current world conflicts this may be changing and the future remains unknown.
Electric Cars In Malaysia
We have been involved with Electric Vehicles since the 1960’s. In the 70’s we made a total of 150 Electric vehicles for Electric Power companies- using Lead-Acid batteries. We continued our development of Lead-Acid powered EV’s through the 80’s, but in the early 90’s decided to switch to Lithium-ion. In 1998 we converted our FTO sports car to an EV-to test our Lithium-ion Batteries. This was followed by an EV version of the Eclipse sports car in 2000 –again with Lithium-ion batteries. Also during 2000 we produced the MEEV-II (Mitsubishi Eco Electric Vehicle) an all aluminium space framed two-seat City car. It was a just a concept car –a show model for the Tokyo Motor Show. I would now like to explain some of our recent history. In the case of MIEV, we started development just three years ago, back in May 2005. In the beginning, we produced the Colt EV MIEV with two rear in-wheel motors. Later the same year, in August, we went to a four individual motors drive system for the Lancer Evolution MIEV (Mitsubishi In wheel Electric Vehicle). The following year, in October 2006 we changed again and this time to one single motor driving through a differential to two rear wheels. This is because the “i” MiEV is very compact A segment vehicle. We found people do not want a high performance vehicle, so we changed from using four separate motors to one single motor drive system. This has brought us to a more affordable arrangement. Also, we do not need the additional development time period to develop an in-wheel system. For we want to introduce such an Electric vehicle as soon as possible to the real market.
Renungan Bersama - Siri 1
Assalamaualaikum warahmatullah..
Syukur kita panjatkan kepada Allah kerana masih lagi dikurniakan subsidi nyawa untuk meneruskan kehidupan ini bagi tujuan mengabdikan diri kepadaNya.. Selawat dan salam kita titipkan ke atas junjungan kekasih Allah iaitu Muhammad Pesuruh Allah..Sahabat-sahabat yang dimuliakan..Di kesempatan ini saya ambil peluang untuk mencoret sesuiatu yang mungkin Insya Allah kita mendapat manfaat daripadanya.. Secara jujurnya kita cuba ambil satu masa untuk sama-sama kita koreksi diri tentang tahap TAQWA kita kepada Allah SWT.
bersikap jujur terhadap diri dari dasar hati yang dalam dengan menginsafi segala pengkhianatan yang pernah kita lakukan terhadap lautan nikmat Allah sedangkan betapa sedikit pula ketaatan kita kepadaNya. Dalam keadaan begini, amat wajar untuk kita mengajukan persoalan kepada diri kenapa hati kita menjadi begitu keras sekali, seakan-akan kerlipan kebenaran tidak pernah bertapak di lubuk hati kita.Inilah akibatnya jika hati tidak sudah mengenal TAQWA!!Rasanya tidak layak diri ini mengharapkan keindahan dan kebaikan, di mana pada masa yang sama kita sering menghadirkan kejelekan dan kemaksiatan!Rasanya tak layak kita memohon keampunan ketika mana di waktu lain kita hadirkan kederhakaan!Rasanya tak layak kita disebut hamba pilihan kerana perintha dan larangan tidak jua kita agungkan!
"Wajah-wajah orang kafir ketika itu (hari kiamat) muram(24) Mereka yakin bahawa mereka akan dikenakan malapetaka siksaan yang maha dahsyat(25) Tidak! apabila nyawa sudah berada di kerongkong(26) Dan katakanlah kepada manusia, "siapa yang dapat menyembuhkan kamu?"(27) Dan ketika itulah mereka yakin bahawa itulah waktu penamat kehidupan(28) Maka bertaut betis kiri dan kanan (lantaran kesakitan sakratulmaut) (29)"—Surah Al-Qiaymah
Ayat ini cukup menggoncang jiwa..Ayat ini amat besar makna dan mesejnya..Ayat ini juga adalah ancaman bagi mereka yang tidak pernah memikirkan persoalan TAQWA ketika mana nyawa masih dikandung badan!!
Syukur kita panjatkan kepada Allah kerana masih lagi dikurniakan subsidi nyawa untuk meneruskan kehidupan ini bagi tujuan mengabdikan diri kepadaNya.. Selawat dan salam kita titipkan ke atas junjungan kekasih Allah iaitu Muhammad Pesuruh Allah..Sahabat-sahabat yang dimuliakan..Di kesempatan ini saya ambil peluang untuk mencoret sesuiatu yang mungkin Insya Allah kita mendapat manfaat daripadanya.. Secara jujurnya kita cuba ambil satu masa untuk sama-sama kita koreksi diri tentang tahap TAQWA kita kepada Allah SWT.
bersikap jujur terhadap diri dari dasar hati yang dalam dengan menginsafi segala pengkhianatan yang pernah kita lakukan terhadap lautan nikmat Allah sedangkan betapa sedikit pula ketaatan kita kepadaNya. Dalam keadaan begini, amat wajar untuk kita mengajukan persoalan kepada diri kenapa hati kita menjadi begitu keras sekali, seakan-akan kerlipan kebenaran tidak pernah bertapak di lubuk hati kita.Inilah akibatnya jika hati tidak sudah mengenal TAQWA!!Rasanya tidak layak diri ini mengharapkan keindahan dan kebaikan, di mana pada masa yang sama kita sering menghadirkan kejelekan dan kemaksiatan!Rasanya tak layak kita memohon keampunan ketika mana di waktu lain kita hadirkan kederhakaan!Rasanya tak layak kita disebut hamba pilihan kerana perintha dan larangan tidak jua kita agungkan!
"Wajah-wajah orang kafir ketika itu (hari kiamat) muram(24) Mereka yakin bahawa mereka akan dikenakan malapetaka siksaan yang maha dahsyat(25) Tidak! apabila nyawa sudah berada di kerongkong(26) Dan katakanlah kepada manusia, "siapa yang dapat menyembuhkan kamu?"(27) Dan ketika itulah mereka yakin bahawa itulah waktu penamat kehidupan(28) Maka bertaut betis kiri dan kanan (lantaran kesakitan sakratulmaut) (29)"—Surah Al-Qiaymah
Ayat ini cukup menggoncang jiwa..Ayat ini amat besar makna dan mesejnya..Ayat ini juga adalah ancaman bagi mereka yang tidak pernah memikirkan persoalan TAQWA ketika mana nyawa masih dikandung badan!!
Aircraft Maintenance Technology
An understanding of the importance of human factors to aircraft maintenance engineering is essential to anyone considering a career as a licensed aircraft engineer. Human factors impinges on everything an engineer does in the course of their job in one way or another, from communicating effectively with colleagues to ensuring they have adequate lighting to carry out their tasks. Knowledge of this subject has a significant impact on the safety standards expected of the aircraft maintenance engineer..JPG)
"Human factors" refers to the study of human capabilities and limitations in the workplace. Human factors researchers study system performance. That is, they study the interaction of maintenance personnel, the equipment they use, the written and verbal procedures and rules they follow, and the environmental conditions of any system. The aim of human factors is to optimise the relationship between maintenance personnel and systems with a view to improving safety, efficiency and well-being”.Just as certain mechanical components used in aircraft maintenance engineering have limitations, engineers themselves have certain capabilities and limitations that must be considered when looking at the maintenance engineering ‘system’.
For instance, rivets used to attach aluminium skin to a fuselage can withstand forces that act to pull them apart. It is clear that that these rivets will eventually fail if enough force is applied to them. While the precise range of human capabilities and limitations might not be as well-defined as the performance range of mechanical or electrical components, the same principles apply in that human performance is likely to degrade and eventually ‘fail’ under certain conditions (e.g. stress).
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