Like the MRT, our past efficient public administration has
suffered a setback in recent years. The
more the government is eyeing for profit maximization, the more social and
political issues the PAP has to face. The
MRT breakdown is not an isolated case. It represents the Singapore problem as a
whole. Just like the Hougang by-election,
it is a local as well as a national level election.
The current COI on MRT breakdown has been going on for
several weeks, however, has it got the basic right? Have we looked at the human resource strategy
and management of SMRT? Is there a shift
from engineering to marketing? Is there a policy to retain old and experienced
but expensive workers? Or the worst situation is to replace expensive locals with
cheap foreigners.
Our MRT system has been in operation since 1980s. Only
recently we experience the frequent breakdowns as often as a daily happening.
We do not have operation problems at the beginning in 1980s as well as in the 1990s
and 2000s. Why suddenly there are so
many problems? Are the current management and staff less competent and
efficient than before? Or there is a shift of focus on the core value of public
transport service?
We know the operations of public infrastructure usually
face great challenges when it first runs into operations, like the opening of a
new airport. Delay, new problems for new
system, staff training, and co-ordination etc. will always challenge the new
airport management. However, after
that, it is usually a smooth operation unless the maintenance is not up to
date.
All infrastructures at the end of the day are still handled
by human beings. If there is a quality shift of the workers, or a preference
towards certain groups of employees, or a change of profit focus, all these
will affect the performance of SMRT staff. The COI is only looking at the
system, so even the system is corrected, there is no guarantee staff attitude
towards work, the same old service standard can come back.
Perhaps, we should look at the management attitude,
style and emphasis towards service and profit. Is there any difference or
change of attitude between past and present (Saw Phaik Hwa) management. Why the COI never asked Saw to compare her
HR strategy before and after her CEO appointment?
A CEO’s attitude and decision on HR and her preference
will affect the direction and service to the customers. It seems the passengers
as the first customers have been replaced by tenants of retail space. Such development will result to the drop of
importance of maintenance staff and engineers.
An experienced and dedicated staff can recognize the problems before it
occurs. However, an inexperienced and new
staff will not be able to do the same. Hence, you can spend the same amount of
money and even increase the budget for maintenance but if the ‘heart of serving’
is no more there, MRT breakdowns will still be there and always be there.
This is the same as the government. After spending so much money on upgrading pleasing
the people, Singaporeans are still not happy. This is because the ‘heart of serving’
is missing, just like the PAP has forgotten the true meaning of Mother’s Day. (http://pijitailai.blogspot.com/2012/05/pap-has-forgotten-true-meaning-of.html)
This is why SMRT now has to engage its
engineers, love their engineers, and give more attention to engineers. Only
when the ‘heart’ of engineers is back to SMRT, it then can promise a problem
less metro system. And it is, in fact, an HR problem and certainly, SMRT needs
to look at its own history on how to become an engineering company, not a
profit maximization company.
[SMRT Corp will be repositioned as an engineering company, its chairman
Koh Yong Guan revealed on Friday.
Mr Koh said that he
was not 'comfortable' that although the rail operator's core business was
trains, not enough attention was given to its engineers.
To this end, the
chairman said he has reviewed the salary scales of executives with engineering
roles and invited a senior engineering vice-president to sit in at board
meetings. He has also set up a 'trains board', comprising largely of engineers
who will focus their attention on train operations and maintenance.
'At the board level
the senior-most person who is responsible for the operation of the rail system
was not directly there to answer to the board,' he said, explaining why he had
asked SMRT Trains executive vice-president Khoo Hean Siang to sit in at board
meetings. (ST 12 May 2012)]
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