CLIENT FEEDBACK — ANJUNG KONSULT
Feedback from manufacturers and industrial operators in Penang who have used our diagnostic, strategy and operating model services.
Back to HomeENGAGEMENTS COMPLETED
AVG CLIENT RATING / 5
IN PENANG INDUSTRIAL SECTOR
PROFESSIONAL AFFILIATIONS
CLIENT FEEDBACK
Chong Keat Lim
Operations Manager, Bayan Lepas
"We went into the diagnostic not entirely sure what we would get. What came back was a short document that identified three things — two of which we had been aware of but hadn't acted on, and one that we hadn't seen clearly. The way the third issue was framed made it much easier to discuss internally. The engagement was worth doing."
Operations Diagnostic · April 2025
Suria Ramli
Managing Director, Batu Kawan
"The strategy review gave us a clear picture of our customer concentration for the first time — laid out in a way that made the risk visible without overstating it. The options section was measured and practical. We came away with something we could actually work with rather than a set of generic recommendations."
Contract Manufacturing Strategy Review · March 2025
Tan Hwee Kiang
General Manager, Penang Science Park
"We used the Operations Diagnostic before a planned capacity expansion. It flagged that two of the process bottlenecks we were planning to work around were actually addressable at lower cost than we assumed. That changed how we prioritised the expansion work. The document was brief but the thinking behind it was clearly careful."
Operations Diagnostic · February 2025
Nor Zuraida Ahmad
COO, Seberang Perai
"We had grown across three plants over about twelve years and the operating model had never been reviewed end to end. The Operating Model Redesign work was thorough and the monthly sessions were well-structured. The written framework is something we continue to reference. It is not a light piece of work but what we received justified the time."
Industrial Operating Model Redesign · Jan 2025
Krishnamurthy Chandran
Plant Director, Bayan Lepas
"The initial conversation was direct and honest — they were clear about what the diagnostic could and couldn't tell us before we agreed to proceed. The site visit was well-prepared. The summary document landed two weeks before we expected it, which was useful given our planning cycle at the time."
Operations Diagnostic · March 2025
Lim Wei Shan
Commercial Lead, Batu Kawan
"The strategy review was our second engagement with Anjung Konsult. We used the operations diagnostic two years earlier. The continuity was useful — they understood our plant's history and that context came through in the commercial analysis. The fortnightly sessions kept the work moving without taking too much time from our team."
Contract Manufacturing Strategy Review · April 2025
CASE STUDIES
CASE STUDY 01 — OPERATIONS DIAGNOSTIC
A precision components manufacturer with 140 staff had experienced steady growth over six years. The operations manager felt that throughput had plateaued despite headcount increases and was struggling to identify where the friction was located. Senior management wanted an outside view before deciding whether investment in equipment was the right response.
The diagnostic involved a half-day site visit, structured conversations with the operations manager and two shift supervisors, and a review of the firm's own production reporting. The written summary identified the primary bottleneck as a scheduling and prioritisation issue in the mid-process stage, not an equipment capacity issue, and noted two secondary factors in quality re-work volume.
The firm held off on equipment investment and instead addressed the scheduling process internally. Within three months, throughput improved by approximately 12% without additional capital outlay. The operations manager later noted that the re-work reduction was the more significant change in terms of sustained impact.
"The document said things we needed to hear without overstating the situation. That balance was useful." — Operations Manager
CASE STUDY 02 — CONTRACT MANUFACTURING STRATEGY REVIEW
An electronics contract manufacturer with revenues around RM 45 million had grown over nine years to a point where two customers accounted for approximately 65% of revenue. The commercial director was aware this concentration was a concern but had not found a way to frame the issue clearly enough to bring it to the board as a strategic priority rather than a general observation.
Over eight weeks we mapped the firm's customer concentration across revenue, margin contribution and contract length dimensions. We examined upstream sourcing relationships and identified two areas where single-source dependency added exposure. The written strategy review set out three options for the firm's commercial direction — one conservative, one more active, one structural — with the trade-offs of each clearly described.
The board used the strategy review document as the basis for a two-session discussion that resulted in a decision to pursue a moderate version of the second option. The commercial director noted that the framing of trade-offs in the document made the board discussion much more focused than previous conversations on the same topic.
"We had the conversation we needed to have. The document made that possible." — Commercial Director
CASE STUDY 03 — INDUSTRIAL OPERATING MODEL REDESIGN
A Malaysian industrial group with three plants and consolidated revenues above RM 120 million had grown primarily through acquisition. Each plant had retained much of its original management structure, and the group's leadership found that alignment between group priorities and plant-level decisions was becoming inconsistent. Key decisions were being made at the wrong level or not made at all.
Over five months we documented the current operating model across all three plants, including decision rights, reporting lines, cross-plant coordination processes and the informal structures that had grown up alongside them. Monthly steering sessions with the group's leadership team shaped the redesigned model. The written framework included a phased transition plan and defined the first phase of implementation in enough detail for the leadership to begin work without needing further external support.
The group implemented the first phase of the transition plan over approximately seven months following the engagement. The group CEO noted that the most significant change was not the structural elements but the clarification of decision rights — which had an immediate effect on the pace of decision-making at the plant level.
"The work was careful and took the right amount of time. The framework still guides how we talk about structure internally." — Group CEO
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+60 4-9163 7428ADDRESS
7 Jalan Bayan Lepas Utama
Bayan Lepas Industrial Park
11900 Bayan Lepas, Pulau Pinang
OFFICE HOURS
Monday – Friday: 8:30 am – 5:30 pm
Saturday: 9:00 am – 1:00 pm
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Corporate member in good standing. Professional conduct governed by MIM membership standards since 2017.
Associate member. Connected to FMM's manufacturing industry network across Malaysia and the northern states.
Recognised industry advisory partner contributing to manufacturing skills development programmes in Penang since 2020.
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