Until recently, the turnaround effort to steer KTMB back on track with reasonable profit or at the very least self-sustainable to cover its operating cost has been way too long overdue. The strategic intent is to reduce personnel levels gradually by non-replacement of retiring staff, and by redeployment.
The company is now in its sixth year after becoming a private entity and various strategies, including a multiprogram approach, are in hand to enhance its capabilities. For this reason, two objectives were emphasized: KTMB believes that productivity and efficiency is a journey, not the destination.
The management strategy has been to transform day-to-day work activities into measurable indices. Since the power transformers and power pick up systems could not be replaced, the company elected the use of additional diesel generators affixed on hopper wagons to power up the EMU.
During the year, the supervisor and employee assess performance continuously in relation to the agreement. Good performance is reinforced with praise, recognition and more opportunities, while low performance is remedied by coaching and counselling.
But this configuration was soon discontinued. In recognition of the vital role women play in the development of KTMB, new policies focus on ensuring equal employment opportunities.
Several available types of transportation are used widely in the real life, which including railroads, buses, air, automobile, truck and, etc. Supervisors are also responsible for identifying training and skill development needs, as well as for creating an appropriate learning environment.
It was on June 1, where the first train in Malaysia to take its schedule during British colonial era. There are more training and retraining opportunities to help female employees adapt to new technologies, as well as to improve their mobility within and across occupations.
Most importantly, these meetings provide the chance for frank discussion between the supervisor and employee. However, regional restructuring does not mean simply reducing fragmentation and centralizing activities; in addition, regional managements are to become commercially driven, eventually improving the competitiveness of regional services.
After 12 months, the supervisor and employee jointly review achievements and progress; comments are made, performance is rated, and a new performance agreement for the next 12 months is concluded. Tropical weather which the class 82 proved more that than taxing for the class 82 with the premature failure of many irreplaceable parts.
During the times, fares offered by KTMB are generally reasonable, but the low frequency of the intercity trains does make them competitive with other modes of transportation. Compared to the class 81 and other railbus except class 83the class 82 was found to be the give better energy efficiency when compared to the class 81, this is due to the superior GEC Alsthom regenerative braking system being used and gave better acceleration during runs.
First, the employee reaches a performance agreement with their supervisor. Organizational restructuring is needed to: The drivers cab features a dedicated access to outside on top of the door access to the passenger area. To develop new business opportunities and services, the work force must be creative, adaptable, dedicated, diligent, disciplined, and quality conscious.
KTM Komuter in Malaysia is a well-known transportation company, because it earns its great reputation by the profound history, advanced management, and all.
In the past, KTMB has been male dominated, and as a result, women still only comprise 5. Keretapi Tanah Melayu acquired its current name in Although its equity is wholly owned by the government, sincethe railway has been operated entirely as a private-sector business.
Organizational restructuring, and 2. Most importantly, an awareness programme is needed to make employees understand that they are a vital part of productivity. Since the transformers and power pick-ups could not be replaced, the company dubbed this as KTM "Hybrid" trains, serviced at both Batu Caves-Klang and Kajang-Rawang routes.
Service History[ edit ] The class 82 used to operate in a fixed 3-car formation for its regular service. As mentioned the class 82 is not like that, and was design specifically to meet its role as a sub-urban commuter and gracefully step up to its role as a commuter rail wagon. Although, this was a good attempt at making increasing the overall capacity, it failed to addressed a key fundamental problem, the sets were running without replacement parts and off the shelf replacement parts from other makes are incompatible with this class.
However, KTMB has made numerous changes that lead to its current success. External training using outside consultants to conduct training for KTMB employees is also available to provide new skills in operations, signalling, communications and, more importantly, safety. In terms of safety, the front outer frame is made of heavy carbonized steel, that is capable of sustaining high impact.
Although, there has been attempts to substitute parts with those of a different make, the economics and technological expertise were not on the side of the class 82, and the class 82 soon found itself in the precarious state of having to resort to cannibalize the parts of older sets in order to keep the remaining fleet in operation.
Together, they establish specific targets, performance standards and tasks to be accomplished over the next 12 months.
At incorporation, KTMB absorbed all its employees, who were guaranteed employment for 5 years.The Transport Ministry will introduce other train service operators to ensure that the intercity rail transport industry doesn’t remain under the monopoly of Keretapi Tanah Melayu Berhad (KTMB).
Keretapi Tanah Melayu Berhad (KTMB), or Malayan Railways Limited, is the major rail operator in Peninsular Malaysia. Initially, the railway system was built to transport tin from Taiping to Port Weld (km) at the coast for export.
The Class 82 was a type of sub-urban rail electric multiple unit that once operated by Keretapi Tanah Melayu on its KTM Komuter services.
In22 sets, for a total of 66 cars were built and delivered by Union Carriage & Wagon of South Africa.
The class 82 sets were deployed in stages, with the final batch, being operational as late as December Keretapi Tanah Melayu acquired its current name in 30 years later, which was onthe company was corporatize but remains wholly owned by the Malaysian government.
During the times, fares offered by KTMB are generally reasonable, but the low frequency of the intercity trains does make them competitive with other modes of transportation.
Keretapi Tanah Melayu Berhad (KTMB) is a private limited company, incorporated and domiciled in Malaysia.
The company is wholly owned by the Minister of Finance Incorporated, a corporate body established in Malaysia.5/5(1). Introduction Malayan Railways is now more commonly known as Keretapi Tanah Melayu Berhad (KTMB), and traces its origins to when local railways were first constructed to move bulk commodities, especially tin, from inland mines to coastal ports for export.Download