http://cdr.uum.edu.my/jspui/handle/123456789/2 Fri, 30 Jan 2026 20:08:38 GMT 2026-01-30T20:08:38Z http://cdr.uum.edu.my/jspui/handle/123456789/222 Title: Caught Between Vision and Resistance: The Lean Journey at NovaWing Technologies Sdn. Bhd. Authors: Nordin, Norani; Ahmad Zaidi, Mohamad Faizal Abstract: NovaWing Technologies Sdn. Bhd. (NWT) is a medium-sized aerospace components manufacturer based in Malaysia, specialising in composite wing structures and precision parts for both regional and international clients. Established in the early 2000s, the company built its reputation on technical expertise, meeting industry certifications such as AS9100, and supplying to Tier-1 aerospace contractors. Over the years, NWT expanded rapidly, adding new production lines, warehouse facilities, and a growing workforce. Despite its growth, the company began facing rising operational costs, fluctuating customer demands, and increasing competition from both local and global aerospace suppliers. Delivery delays, rework, and quality issues started to erode customer confidence. Internally, long cycle times and inefficient shopfloor practices pushed costs higher. These challenges prompted the board to seek new strategies to remain competitive. For NWT, Lean was not entirely unfamiliar. The company had previously experimented with isolated quality improvement programmes and 5S campaigns, but these were often short-lived and lacked sustained commitment. The initiatives faded when champions left or when other priorities took over. The difference this time was that top management explicitly endorsed a company-wide Lean transformation, recognising that incremental fixes would no longer be enough. The motivations were clear: improve competitiveness in the global aerospace supply chain, reduce operational costs, and instil a culture of continuous improvement that could sustain long-term growth. With this renewed mandate, NWT launched its Lean journey in earnest, appointing a Lean Program Manager and establishing a Lean Promotion Office (LPO) to drive the transformation across the organisation. Wed, 01 Jan 2025 00:00:00 GMT http://cdr.uum.edu.my/jspui/handle/123456789/222 2025-01-01T00:00:00Z http://cdr.uum.edu.my/jspui/handle/123456789/221 Title: Charting the Solo Journey to Triumph: The Inspiring RNK Jaya Success Story Authors: Jaganathan, Mathivannan; Perumal, Selvan; Abdul Murad, Safwan Marwin; Uthama Puthran, Logeswari Abstract: This case study explores the story of the success and strategic dilemma of Mr. Phi Rat Eman, the founder of RNK Jaya Sdn. Bhd., a computer retail business in Jitra, Kedah that lasted almost 20 years. Starting with the sale of second-hand computers, RNK Jaya built a strong reputation through superior customer service, close community relationships, and a value-added, not price-war-based competitive strategy. The company excels at adapting to digitalisation through an omnichannel strategy — combining physical stores, social media, e-commerce, and WhatsApp marketing — while managing the low-margin challenges in the online market. Diversification into the agriculture (corn, cereals) and hospitality (budget hotels & laundry) sectors is a testament to the courage and wisdom in managing risks. However, the founders are now faced with an important decision: should RNK Jaya develop a franchise model or launch its own brand (OEM) products as the next growth strategy? The purpose of this case is to analyse the best practices that have led to RNK Jaya's success, as well as to help students make strategic recommendations based on entrepreneurial theory, growth strategy, franchising, and brand management. The case combines best practice cases with unfinished ones, focusing on SME transformation strategies for expanding brands through franchises and product innovation in the digital age. Wed, 01 Jan 2025 00:00:00 GMT http://cdr.uum.edu.my/jspui/handle/123456789/221 2025-01-01T00:00:00Z http://cdr.uum.edu.my/jspui/handle/123456789/220 Title: The ESG Transformation: A Deep Dive into MSM Malaysia Holdings Berhad Authors: Mohd Rashid, Rasidah; Ibrahim, Hanis Adiela Abstract: This case explores MSM Malaysia Holdings Berhad's journey in adopting and implementing Environmental, Social, and Governance (ESG) practices. It highlights MSM's historical approach to sustainability, its transition from EES (Economics, Environment, and Social) to ESG, and the tangible impacts on its financial and operational performance. Drawing on stakeholder theory, the analysis underscores how MSM's sustainability initiatives are increasingly shaped by the expectations and pressures of diverse stakeholder groups, including regulators, investors, consumers, and civil society. In parallel, the case is framed through the lens of dynamic capabilities theory, demonstrating how MSM developed and reconfigured its internal processes to identify ESG-related risks and opportunities, seize strategic initiatives, and transform its operations to remain competitive in a rapidly changing business environment. The case also examines key ESG benchmarks, profitability changes, and areas for improvement, offering insights into sustainable business transformation. Wed, 01 Jan 2025 00:00:00 GMT http://cdr.uum.edu.my/jspui/handle/123456789/220 2025-01-01T00:00:00Z http://cdr.uum.edu.my/jspui/handle/123456789/219 Title: HAJI ZAINOL FOOD INDUSTRIES: A Business in Motion Authors: Aziz, Azelin; Abd Rani, Shamsul Huda; Aman Ullah Alvi, Attia Abstract: In April 2025, Dr. Asha invites Madam Rein, owner of Haji Zainol Food Industries, to speak to her business students about organizational change. Madam Rein shares how the family-run business grew from a modest home operation into a recognized Malaysian food brand particularly in Kedah. Founded in 1986 by Haji Zainol, the company started with soy sauce bottled in recycled glass, later introducing Pacili (papaya chili sauce), regular chili sauce, chocolate drinks, and eventually functional beverages like Ashdalo Coffee. Pacili, though once popular, was discontinued due to papaya supply issues. As demand increased, the business transitioned to certified production, hired staff, and implemented inventory and quality systems. The switch to plastic bottles helped reduce costs but also required changes in product preservation. During the 2000s, the company faced marketing challenges, prompting Madam Rein to embrace Facebook and digital marketing to boost visibility. This led to greater exposure, expo participation, and innovations like wedding gift kits. The Covid-19 pandemic brought another wave of difficulties - sales dropped, and supply chains were disrupted. However, the team responded quickly by launching sambal paste to meet the needs of home cooks. Post-pandemic, consumer trends shifted toward health-conscious products, prompting the launch of Ashdalo Coffee, while chocolate drinks were discontinued due to rising cocoa costs. Alongside this, the company adopted digital order systems to reduce manual work and monitor sales more efficiently. Madam Rein highlights the importance of resilience, adaptability, and ongoing innovation in navigating business challenges. Her story of digital transformation, strategic product changes, and expansion into Singapore, Brunei, and Saudi Arabia offers practical lessons to future entrepreneurs. She ends the session by encouraging students, especially Adam, who asked insightful questions - to embrace change, take risks, and strive to bring local brands to the global stage. Wed, 01 Jan 2025 00:00:00 GMT http://cdr.uum.edu.my/jspui/handle/123456789/219 2025-01-01T00:00:00Z