Table of Contents

Contents Page

1.0 Introduction……………………………………………………………………………………… 4-5

1.1 Background of Department………………….……………………………………….…... 4
1.2 Vision and Personnel Objective of Department…………………………………….….. 4
1.3 The Internal and External Customer………………………………………………….…. 4
1.4 Core Process of Department ………………………………………………………….…. 5
2.0 Description of ‘AS IS’ Process..……………….…………………………………………….. 6-7
2.1 Name of The Process to Be Improved ………...…………………………………….…. 6
2.2 The Steps of the Process and People Involved………………………………..…….… 6
2.3 The Problems Related to The Process…………………………………………….……. 6
2.4 ‘AS IS’ Cross Functional Map.………………………………………………………....… 7
3.0 Description of ‘TO BE’ Process……………...…………………………………….......……. 8-9
3.1 Names and Responsibilities of Each Member of Project Team………………........... 8
3.2 Type of Technology the Department Used……………………………….....…............ 8
3.3 Benefits of ‘TO BE’ Process……………………………………………………………… 8
3.4 ‘TO BE’ Cross Functional MAP.……………………..……..………………………….… 9
3.5 Description of ‘TO BE’ Process.……………………………………………………….… 9
4.0 Conclusion…………………….…………………………...…………………………………..… 10

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1.0 Introduction
1.1 Background of Department
Glenmarie Cove Development Sdn Bhd, is a Shah Alam based property developer that
was founded in 2013. In Glenmarie Cove Development Sdn Bhd., all departments are important,
and the scope of works of each department is to ensure the company can run smoothly in a long-
term. The main department in the company is the Project Department. There are consists of six
employees in the department which is Project Department Leader (Mr. Dickeon), Supervisors or
Project Leader (Ms. Meg and Ms. Mei), Project Management Team (Mr. Edwin and Mr. Yangkang)
and Architect (Miss Nor Fateha). Project Department is responsible for the projects planning
stage until the completion of the building. They also need to keep in touch with the consultants
and local authority for the smooth journey of the projects. Moreover, all the decision for the project
of the company will be decided by them with the consent from the director to succeed it.

1.2 Vision and Personnel Objective of Department

The vision of the department is to provide a desirable home for the general public at an
affordable price, which takes on a whole new meaning of ''a place to call home''. Besides, for the
personnel objective is to aim the satisfaction of each employee in the department. The employees
will be provided a proper work environment and job satisfaction so, that employees can perform
their job well. In particular, the job satisfaction is contributed to a good remuneration, job
promotion, financial and other incentives to improve the employees’ performances.

1.3 The Internal and External Customer.

The internal customer of the company is, the employees. The company need to make
sure to give a job satisfaction to their internal customer which is employee. In particular, the
satisfaction of the internal customer can boost the satisfaction of the external customer. It is
because, when employee is satisfied with their job and environment, it can increase the
productivity of the employee and they will perform their job professionally.

Meanwhile, the external customer of the company is the shareholder, government,

customer, contractor and quarry. Glenmarie Cove Development., are providing their services to
the government which is the Majlis Bandaraya Shah Alam (MBSA). The contractor of the
company is Impian Mawar Sdn. Bhd. and Impian Gama Sdn. Bhd. They will run the construction
works on site and cover for civil and structure works on site. Meanwhile, mechanical and electrical
works are pass to subcontractor to do it. Besides, the quarry of the company is Sasmax Quarry

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Sdn. Bhd., which is functioned to supply raw materials such as sand and rock gravel which is
used for construction works.

1.4 Core Process of Department

The core process of the department is making a planning permission, designing a building
plan and building control. The special form of planning permission is known as Listed Building
Consent for any work is proposed on a building listed as being for historical or architectural
interest. The process of applying for planning permission is developer should send a planning
application form and fee to the local authority. The planning application will be considered again
by local planning policies and any objections received from the public. If the developer carrying
out a building project without planning permission, it can be disastrous and the local authority will
take action to the developer. Although, the developer may be able to apply for planning approval,
the developer could face refusal and a requirement to demolish unapproved building or cease
activities that are not permitted.

The planning permission process involves an application to the local authority. The aim
of applying for planning permission is to check whether the building blends in with its environment
is in line with the development plan and complies with general rules of constructions. Despite
international differences, the procedures for obtaining permission are very similar, and every
applications passes through a fairly well defined sequence of stages.

Firstly, before planning the permission, after they received the design of the civil or
structure plan and electrical mechanical plan from their partnership company which is AG
consultant and PLN consultant, the architect of the department need to designed a master plan
and surveyor plan by using AutoCAD system. The architect also need to estimate the length of
the land to build the building such as apartment, condominium and flat, and how many houses
they can build within the area of the land.

Then, the leader of the department need to get an approval from the authority about the
probability success of the project before assigned the project to the project leader to handle it.
Next, they will send a planning permission of the projects to Majlis Bandaraya Shah Alam
(MBSA). Therefore, they need to make sure all the requirement stated from MBSA is applied in
the permission form to make sure the project can be approved. Therefore, the main core process
of the department is making a project planning permission to MBSA, and there are a lot of
procedures in the planning permission process that need to be done properly to ensure the
project can be approved.

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2.0 Description of ‘AS IS’ Process

2.1 Name of The Process to Be Improved

The process that need to be improved is the planning permission process of the project.
First of all, in the department only consist of six employees which is shortage number of
employees. Therefore, four employees of the department, Ms. Meg and Ms. Mei (Supervisor or
Project Team Leader), and Mr. Edwin and Mr. Yangkang (Project Management) need to manage
or handle minimum two projects for each person. Besides, they also need to finish two projects
within two years. Miss Nor Fateha is responsible in architecture work for all project. However, the
company demanded each person to handle more than two projects for two years, which is one
project took at least around six months to get the approval result of the planning permission from
all building authority before starting the construction work.

2.2 The Steps of the Process and People Involved

Firstly, the architect need to design a master plan and surveyor plan of the building. Then,
the leader of department need to consult the building authority for advice before applying the
planning permission proposal. The project management team need to obtain an appropriate
applications form before submitting the application. If the application is completed it will be
validated and the MBSA will considered the application in second stage, but if there is a supply
of missing items, the application need to be modified. After the consideration, if the permission
is refused in, project management team need to change proposal and submit new application,
and the project leader need do a presentation to the MBSA in the third stage, and the approval
of permission result will be announced in two months. Next, after the permission is granted they
need to send the application to JKR and TNB and project leader need to do a presentation for
the application consideration. If the permission is refused, they need to appeal the process
possibly leading to amendment and resubmission which is the result will be announced two
months later. Lastly, after the result is approved they can start the construction work within the
time limit and comply with conditions.

2.3 The Problems Related to The Process.

There are a lot of problems related to the process. Firstly, the department has a problem
in shortage of employees and the project handled by each employee is not achieved the goal of
the company. In particular, only two project can be handled by each employee for two years, and
because of long process delay of the project while waiting for the planning permission had
obstruct the employees from taking more than two projects. The main problem is the multiple
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iteration which is too many feedbacks from the building authority, repetitive presentation from the
project leader and too many correction of the planning permission need to be done during the
process. Moreover, long waiting time for the result of the planning permission that had led to
waste of time and cause long process delay of the project.
Based on ‘AS IS’ process shown in figure 2.4 below, there a lot problem that need to be
improved. Firstly, from stage two until at the end of the stage of the process are required to get
many feedbacks from the building authority from a different department. Moreover, each of the
department took too long time for replying the feedback which is unproductive and not effective
in doing their job. In stage three (2nd month) and four (4th month), the project leader is required
to do a presentation in both stage which is a repetitive of unnecessary task. Therefore, it is
needed to be improved by changing it into only one important presentation by the project leader
at the second-last stage process of the planning permission.

2.4 ‘AS IS’ Cross Functional Map

First Stage
(1st Week)

Second
Stage
(1st Month)

Third
Stage
(2nd
Month)

Forth
Stage
(4th
Month)

Fifth
Stage
(6th
Month)

Figure 2.4: The Cross Functional Map Process of Applying for Planning Permission

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3.0 Description of ‘TO BE’ Process

3.1 Names and Responsibilities of Each Member of Project Team

The project team for the improvement of planning permission process are Ms. Meg, Ms.
Mei, Mr. Edwin, Mr. Yangkang and Miss NorFateha. The four of them are part of advisory team
members. They need to participate in the meeting of deciding the permission processes with all
building authority to detect the missing items in the planning processes. The four of them can
become an implementation SWAT group which is for the success of the project. Ms. Meg and
Ms. Mei will be participated in meeting with all building authority to do a presentation which is to
validate ideas, provide additional perspective and convincing the authority for granting the
permission planning of the project.

Miss Nor Fateha, Mr. Edwin and Mr. Yangkang well be part of the SWAT groups, together
with the other authority of the building from MBSA, JKR and TNB to ensure the planning
permission process will be effective and efficient. Miss Nor Fateha was in-charged in designing
a building master plan and surveyor plan of the project by using AutoCAD system. Miss Nor
Fateha, Mr. Edwin and Mr. Yangkang have a well-developed technical skill to act quickly in
detecting a missing items from the planning permission application because Miss Nor Fateha
had knowledge in building structure, and Mr. Edwin with Mr. Yangkang had skills in project
management. Hence, the time frame of the planning permission process can be shortened and
the project can be started early.

3.2 Type of Technology the Department Used

The technology that the department use to design the building master plan is the
AutoCAD system. AutoCAD is a computer-aided tool that enables several different types of
designers to create diverse designs and drawings. AutoCAD can design any hand drawn 2D
drawing and 3D model or building. The system also allows the user to group or lay objects, keep
objects for future use in a database, and modify object properties, such as size, shape, and
location. Moreover, the addition of tools in the system is designed to strengthen the construction
documentation workflow for Architects.

3.3 Benefits of ‘TO BE’ Process

The benefits of the ‘TO BE’ process is to increase the efficiency workflow of the planning
permission process. Besides, it can also improve the workflow of the planning permission
processes by eliminating unnecessary repetitive work such as multiple presentation need to be

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done by the project leader. Moreover, it can also prevent waste of time for the permission
validation and approval by all authority by shorten the time length of the process. Thus, the ‘TO
BE’ process can prevent the project from being delayed at the same time can help company
increased their profit.
3.4 ‘TO BE’ Cross Functional Map

First
Stage Design master plan Consult the building Obtain an appropriate
and surveyor plan authority for advice applications form
(1st Week)

Second
Stage
(2nd Week) Submit the application with
documentation

Supply missing items NO Applications is validated Change proposal and

or modify application submit new application

Third
Stage
YES
(4th Week) Application is considered by all
planning committee and the Permission refused
building authority

Presentation from the

Appeal process possibly
project leader to all the
leading to amendment and
building authority
resubmission

Forth
Stage Start construction work
(6th Week) Permission granted within the time limit and
comply with conditions

Figure 3.4: The Cross Functional Map Process of Applying for Planning Permission

3.5 Description of ‘TO BE’ Process

Based on the ‘TO BE’ process, the project leader will consult the building authority for
advice after the architect is done designed the building master plan and surveyor plan. Then, the
project management team need to obtain an appropriate applications form and submitted it to
MBSA. Then, if the application is validated they need to wait for the consideration from all
planning committee and the building authority in two weeks. However, if the permission is refused,
the architect and project management team need to find the error from the application and
submitted the new application. Then after two weeks, the result will be validated and they need
to wait for the consideration from all planning committee and the building authority in another two
weeks.

Next, if the permission is granted they can start construction work within the time limit and
comply with conditions. If the permission is refused, project management team need to appeal
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process possibly leading to amendment and resubmission and the project leader need to do a
presentation to convince all planning committee and the building authority. Lastly, after two
weeks, they will get the permission result and if the permission is granted they can start the
construction work of the building.
4.0 Conclusion

In conclusion, based on the ‘AS IS’ and ‘TO BE’ functional map there are a lot of benefits,
which can help the company to achieve their goal. The qualitative measurement based on the
improvement of the process is the satisfaction of internal and external customer can be achieved.
Before the implementation of the process each employee which is the internal customer is in a
high pressure and not productive when handling the project because there is a delay in the project
planning permission process. Therefore, the demand and satisfaction from the external customer
cannot be achieved because of the delay and they cannot start the construction work of the
building while waiting for the project planning permission. Hence, after the implementation of the
‘TO BE’ process the productivity of the employee can be increased and at the same time it can
enhance the external customer satisfaction. It is because, they can start the construction work
early if there is no delay in project planning permission and the finish the project earlier each year.

Next, for quantitative measurement when implementing the ‘TO BE’ process, the time
frame of the project can be shortened which is more efficient. This is because, before the
implementation of the process, it took about six months to get the project planning permission
and in total only two project can be handled each year. A long-time of waiting the feedback of the
planning permission processes has led to waste of time and delay of the project. Thus, after the
‘TO BE’ process is implemented, the total time taken for one project is around six weeks only.
Moreover, shorten time taken of each project can increase the number of the project to be
managed and handled by employees in two years, which is from two project to six projects can
be finished within two years. Therefore, it can help increase the revenues and profits of the
company.

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