Group Members: Azli Ariffin Prabhu A/L Chandra Sagaran Norazmi Jumali Ratna Dewi Nursal Nur Ezrin Abdol Rahim

www.ingresscorp.com.
my
GROUP MEMBERS:
AZLI ARIFFIN
PRABHU A/L CHANDRA SAGARAN
NORAZMI JUMALI
RATNA DEWI NURSAL
NUR EZRIN ABDOL RAHIM
•Corporate Info
www.ingresscorp.com.my
COMPANY :
INCORPORATION DATE : May 1991
BUSINESS ACTIVITIES : Automotive Component Manufacturing
: Engineering, Procurement, Construction &
Commissioning
ADDRESS : Lot 1M, 1st Floor,
No. 2 Tasik Ampang,
Jalan Hulu Kelang,
68000 Ampang, Selangor Darul Ehsan
WEBSITE : www.ingresscorp.com.my
LISTED ON BURSA MALAYSIA KUALA LUMPUR ON 9th MAR 2001
SHARE CAPITAL : RM 76,800,000
2
•Corporate Vision
The Ingress Vision is about creating a business
organization that combines a high-trust culture that
enables Ingress to develop meaningful partnership, both
inside and outside the organization - with
entrepreneurial and professional attributes.
Creating meaning in life and bringing harmony to its
surrounding is the embodiment of the Ingress Vision.
" To achieve Total Customer Satisfaction, we shall strive

for Competitiveness, Continuous Improvement and
Excellence through Human Resource Development ”
3
OPERATION
OPERATION (CONT.)
MARKETING
7
8
The Agenda
Presentation
Format
note
•…
• The Background:
 One-Page-Strategy
 ‘3-Key Synergy’
 Ingress – The Brand
• Key Results Area:

 The Balanced Scorecard Approach
 Target Sales Projection
• Key Activity Scheduling

• The TEAM
9
1
The
Background…
10
The Background
The 1-Page Strategy
11
The Background
The 1-Page Strategy
12
The Background
… via The 3-Key Synergy
Integrating Efficiencies
…INGRESSing forward
13
The Background
…the 10-Point Plan
1. Integrate the marketing, technology and manufacturing strategies
– and establishing the manufacturing performance necessary for market
leadership (unit cost, quality, uptime, on-time deliveries etc.)
2. Establish performance benchmarks as the beginning of the process for
achieving and sustaining manufacturing excellence in all operations. Compare all
plants to this standard of excellence.
3. Measure uptime/OEE and losses from ideal performance. Establish
root cause of losses from ideal, and use these losses as the basis for establishing
improvement activities.
4. Develop a plan of action for minimizing these losses from ideal;
and assuring best practices are applied. The culture of Ingress should be
one of having to justify not doing best practice – best practice and manufacturing
excellence are requirements not options; getting the basics right, all the time, is
fundamental to making best practice an inherent behavior.
5. Establish and apply best practices, using models developed at successful
plants (internal/external), for the way Ingress designs, buys, stores, installs,
operates, and maintains its plants.
6. Vendors/Suppliers/Contractors will be held to the same high
standards as the balance of the organization, and a policy will be established
for the use of these.
14
The Background
…the 10-Point Plan
7. Each unit will be expected to put forth its current performance

relative to these benchmarks and best practices, its plan for
improvement, along with anticipated value of these improvements and
investment required to achieve them.
8. Organizational behavior and structure will be modified to facilitate
teamwork for applying operational excellence principles.
9. A corporate strategic training plan will be established in cooperation with
all units which supports continuous learning and operational excellence. Skill
requirements will be established in each major elements for operational
excellence.
10. Performance measurements that assure operations and business
excellence be reviewed, modified if necessary, to assure Ingress
measures, manages, and improves every step of the way. These measures must
cascade from the senior management office to the floor in a mutually supportive
manner.
15
The Background
INGRESS Branding??!…
16
The Background
Strategic Branding…
STRATEGIC
BUSINESS
CEO VISION OBJECTIVES
Company MISSION
Operations & Organisational Structure & Philosphy
Employees
Employees Deliver
Deliver
Company • Values
Company Projection of
Image • Trusts the Corporate / Product Features &
• Confidence BRAND Services
Brand • Customer
Image Relationship
ACTUAL DELIVERY
BRAND
PROPOSITION
Preference Loyalty
17
2
Area…
Key Results
18
Key Results Areas
Balanced Scorecard GSP 2006 - 2010
perspectives to BE in 2010… so, must DELIVER in 2006/07…
COMMERCIAL / Double present turnover of RM250Mil to Min 10% increase over 2005/06 turnover –
through: 1. Normal business expansion
FINANCIAL RM500Mil – through
1. Normal business expansion
Min 5% increase over 2005/06 turnover –
2. Strategic Merger n Acquisition
through: 2. Strategic Merger n Acquisition
Achieved and Maintain Gross Margin of To achieve and maintain Gross Margin of
min 20% and Profitability of min 10% min 20% and Profitability of min 10%
CUSTOMER Build platform to attained ‘First-to-

Attained ‘First-to-Customers-Mind’ Status
Customers-Mind’ Status
Established and consistently maintain
B2B branding of: To develop, establish and consistently
1. Right Quality (QCD) maintain B2B branding of:
2. Winning Partnership 1. Right Quality (QCD)
3. Creative Solutions 2. Winning Partnership
3. Creative Solutions
BUSINESS Market Intimate Build Market Intimacy

PROCESSES “Intimate and timely knowledge of industry and “Intimate and timely knowledge of industry and
customers present needs and future trends” customers present needs and future trends”
World-class management, marketing, Establish world-class management,

sales, and operations efficiency and marketing, sales, and operations
effectiveness (PDCA) efficiency and effectiveness (PDCA)
LEARNING &
GROWTH “Right Skills, Correctly Implemented” “Right Skills, Correctly Implemented”
(People &
Culture) “Motivating Environment and Clear “Motivating Environment and Clear
Structure” Structure”
19
Key Results Areas
Balanced Scorecard – GSP 2006/07
COMMERCIAL / Min 10% increase over 2005/06 Min 5% increase over 2005/06 To achieve and maintain Gross Margin
turnover – through: 1. Normal business turnover – through: 2. Strategic Merger n of min 20% and Profitability of min 10%
FINANCIAL expansion Acquisition
Aggressive & Focused Marketing

Strategic M&A Overall
Drive & Activities
Strategic & Efficiencies
Bench
Effective and
Identify marking
New New New Defend Integration Effectivene
Products Customer Market Turf Quantify ss
Implement
CUSTOMER Build platform to attained ‘First-to- To develop, establish and consistently maintain B2B branding
Customers-Mind’ Status of: 1. Right Quality (QCD) 2. Winning Partnership 3. Creative Solutions
Ensure and Demand ‘Actual

Strategic & Effective Integration
Strategic Relationship Marketing Delivery of Our Promises –
(3-Key Synergy)
Consistently’
BUSINESS Build Market Intimacy Establish world-class management, marketing, sales,

“Intimate and timely knowledge of industry and and operations efficiency and effectiveness (PDCA)
PROCESSES customers present needs and future trends”
Alive & Current Business

Intimate Understanding Best Practices & Balancing ‘Developmental’
Intelligence Database (Industry,
of OEM Strategy & Plans Benchmarking and ‘Operational’ works
Customers, Competitors)
LEARNING & “Right Skills, Correctly Implemented” “Motivating Environment and Clear Structure”
GROWTH
(People & Identify ‘Skill Gap’
Training & Proper Clear structure,
Mutually
Clear performance
– Technical, beneficial and
Culture) Professional,
Development application of scope,
effective
management and
to fill GAPS Skills responsibilities feedback
Personal teamwork
Marketing
6 KEY ACTIVITY Drive
Market
Integration &
Sales New Market
Learning & Control &
Intimacy Operations Development
GROUP (ADP) /Relationship
Initiatives
Synergy
Efficiencies (& M&A)
Growth Measure
Marketing
20
new to us,
new to
NEW PROD
customer
Develop, in
new produ 21
already
marked ‘new
NEW PROD
products’…
4
Develop, in
2
3
Tonnage 200T – 400T
new produ 22
emerging
technologies
NEW PROD
Automotive Controller Area Network (CAN)
Applications
The controller area network (CAN) is
a serial, asynchronous, multi-master
communication protocol for
connecting electronic control
modules in automotive and industrial
Develop, in
applications. CAN was designed for
automotive applications needing
high levels of data integrity and data
rates of up to 1 Mbit/s.
Will reduce the need for harness

application in automotive.
new produ
GPS/GSM Automotive Security Systems
Newer and cheaper technology for an expanding market.
23
24
Develop an
NEW CUSTO
25
Develop an
NEW CUSTO
Key Results Areas
We are selling SERVICES…
not HARD PRODUCTS…
“Selling our capabilities of designing, developing,

manufacturing, and providing OEM/REM/Tier-1
Vendors with Automotive
Parts/Components/Modules and/or Assembly
Services either as Specifically-Designed by
Customers or Jointly-Designed and Developed.”
26
Key Results Areas
Target New Sales Projection 2007 - 2012
27
3
The Key
Activities…
28
Key Activity Groups…
29
Key Activity Schedule…
Marketing Drive / Relationship Marketing
30
Market Intimacy Initiatives
31
Integration and Synergy
32
Sales Operations Efficiencies
33
New Market Development
Learning & Growth

34
Control and Measure
35
36
37
38
39
4
The TEAM to
carry it out…
40
Creating property millionaires out of each
member of the group through utilization of
The TEAM
correct mindset, skillset and leveraging on
networking and capabilities
To be the ‘Rangers’ of INGRESS ACM Group –
venturing into the
To deliver the Sales, Marketing and Business
Development Targets of ACM Malaysia through
utilisation of ….
1. To build property asset using OPM – via

concept of ‘little or no money down’ and
‘rental income’ financing the asset.
2. Creation of ‘passive income’ for the network
and individual members through creation of We are a team of dedicated, committed, positive
‘positive cash flow’ (passive income – reinvest and successful individuals who are always
in asset – more passive income). striving to be balanced, integrated and honest.
3. To ‘one-day’ own at least one blue-chip We will work within our 4+10 points of culture
commercial and/or residential property to make sure that everyone who touches or is
complex through the network. touched by the ACM Group Sales & Project
(GSP) team will benefit greatly and in some way
move closer to becoming the person they want
Every individual member to have property net to be or achieve the goals they want to achieve.
worth created through the network of minimum
Note: Roles and responsibilities to be reviewed together
RM1mil within the next 10 years with the ADP/BSC of each unit/position.
41
The TEAM
We are a team of dedicated, committed, positive
and successful individuals who are always striving
to be balanced, integrated and honest. We will
work within our 4+10 points of culture to make
sure that everyone who touches or is touched by
the ACM Group Sales & Project (GSP) team will
benefit greatly and in some way move closer to
becoming the person they want to be or achieve
the goals they want to achieve.
Note: Roles and responsibilities to be reviewed together with the ADP/BSC of each
unit/position.
42
1. Truthful: Siddiq. I will always speak the truth, what I
promise is what I deliver. I will only make agreements
that I am willing to keep. I will communicate any
potential broken agreements at first opportunity, and I
will clear up all broken agreements immediately.
2. Trustworthy: Amanah. I will only act in benefit of

the team collectively, and will never ever harm the
team or any of the team member in any way. I will
always speak positively of my team members,
INGRESS Group and GSP both in public and private.
3. Communication: Tabligh. I will speak with good

purpose using empowering and positive conversation.
I will take responsibility for responses to my
communication. I will always apologize for any upsets
first, and then look for solution. I will only discuss
concerns in private with the person involved.
4. Wisdom: Fatanah. I will always use wisdom and

intellectual capability all the time. I refuse to be
controlled by negative emotions.
43
10. Teamwork: I will be willing to do whatever it takes
to stay together and achieve team goals. I will focus
on cooperation and always come to a resolution, not
a compromise. I will be flexible in my work, able to
change if what I am doing is not working. I will ask
5. Commitment: I will be committed to the Mission, for help when I need it and be compassionate to
Objectives, Goals, Rules and SUCCESS of others who ask me.
INGRESS Group and GSP, its current and future
team, and its stakeholders at all times. 11. Balance: I will have a balanced approach to life
remembering that my spiritual, social, physical and
6. Ownership: Accept that I, as an individual am family aspects are just important as my financial and
truly responsible for my actions and outcomes and intellectual.
own everything that takes place in the activities of
INGRESS Group and GSP and my life. 12. Fun: I view life as a journey to be enjoyed and
appreciated and will help to create an atmosphere of
7. Excellence: I will always deliver work of fun and happiness so all around me enjoy it as well.
exceptional quality that add value to all involved in
the long term. I will always look for ways to do more 13. Systems: I will always look to the system for a
with less and stay on the path of constant and solution. If a problem arises I will look for a system
never-ending improvement and innovation. correction before I look for a people correction. I will
look for a system solution in my innovation rather
8. Success: I will focus my attention on the than a people solution. I will follow the system
successful outcome of whatever I am doing. I have exactly until a new system is introduced. I will
the willingness to win and allow others to win… suggest system improvements at my first
win/win. opportunity.
9. Education: I will always be willing to learn from my 14. Consistency: I will be consistent in my actions so
mistakes. I will always be striving to learn, grow and that my customers can feel comfortable in dealing
master so I can help fellow team members and with me at all times.
stakeholders learn, grow and master too. I will impart
practical, useable knowledge rather than just theory. 44
MOHD SORIHAN
MOHAMAD
Senior GM
Group Sales & Project
NEW BUSINESS MARKETING & SALES BMW PROJECT
NIK MOHD ZAIM RABIAN A RAHMAN

M MAZLAN MALEK Senior Manager Asst. Manager
Manager Marketing and Sales BMW Project
New Business
Development
NILAI OPERATIONS BERUNTUNG OPERATIONS PLANNING & CONTROL
FAIZAL SAMIRON
M SALIHIN DAUD YUSRI M KAMAL RABIAN A RAHMAN
Engineer
Asst. Manager Asst. Manager Asst. Manager
New Business
Nilai Operations Beruntung Operations Planning & Control
Development
AMIR RIZAL M BOKHARI YUNUS A ZAKI ABDULLAH

Executive Executive Clerk
Nilai Operations Beruntung Operations Planning & Control
MMM M BADRI ABDULLAH NORAZRIL M NOR

Executive Supervisor
Nilai Operations Beruntung Operations
YMK SITI ROHAYU ROSLI
NORHAZREEN
ADDENAN
Clerk
Clerk
Nilai Operations
SLD Beruntung Operations
NAZA YMK
45
46
Issues & Challenges of
Pre-Product
Industry Engagement
• outsourcing of non-core development and

Changing OEM products
– Supplier • increasing integration and life-cycle
Role responsibilities
New Market
Globalization • expansion to new markets New Products
…
• increasing global sourcing
Product • increasing vehicle differentiation

Proliferation/ • shorter product development cycle-time
Time Cycle
• warranty management
On-going QCD • more investment in SCM
Pressure • stringent JIT requirements
GSP-
• increasing need for innovation Marketing
Technology • increasing needs for electronics capabilities
Integration
Initiatives
Revolution
47
Issues & Challenges of
Industry
• outsourcing of non-core development and
Changing OEM products
– Supplier • increasing integration and life-cycle
Role responsibilities
Globalization • expansion to new markets

…
• increasing global sourcing
Product • increasing vehicle differentiation

Proliferation/ • shorter product development cycle-time
Time Cycle
• warranty management
On-going QCD • more investment in SCM
Pressure • stringent JIT requirements
• increasing need for innovation
Technology • increasing needs for electronics capabilities
Revolution
48
Mitigating the Challenges
• Design-In Programs
Changing OEM • Active Involvement, and Ever Ready for
– Supplier More Major Role
Role
Globalization • Follow OEM Location

…
• Operations in Thailand, Indonesia…
Product • Low Volume Production Capability

Proliferation/ • Low Volume Tooling – lower cost
Time Cycle
• SAP / TPS (Kanban)
On-going QCD • VA/VE – Cost Reduction – Kaizen
Pressure
• Training / Homegrown Talent

Technology • R&D Focused
Revolution
49
Local Industry Environment
OEMs’ LRPP/LRVP
• What does it mean to us?
• OEMs’ Strategic Direction
• Proton
• National pressure to perform / show to perform
• 2006 – Consolidation of Suppliers
• 2007 – Global Sourcing Program
• Perodua
• Toyota/Daihatsu controlled – TPS
• Cost Reduction Approach
• Naza
• Private company, small volume, possible to be BIG?
“Can we really depend on Automotive Industry

(Local/International)?”
50
1. Strategic Vulnerability Areas
• Technology
• Sash: Not for all cars – the ‘perennial’ question
• Door-in-white: Easily acquired technology
• Resources
• Lack of ‘global citizen’
• Legislation
• Government protection may end – Open Market competition.
1. Industry Outlook
• Restricted growth in domestic market
• Heavy dependence of ‘creative’ financing for end-buyers
• Ever diminishing margins (manufacturers and vendors)
• Crowded market
• Too many players in a low-growth industry (OEM and Vendors)
• Vendors e.g.: 380 vendors for Proton (200,000 unit/yr – local)
150 vendors for Toyota (1,000,000 unit/yr – global)
• NAP – Tax Restructuring
51
One Last Note…
…to GROW, we have to
G.R.O.W
Get Rid Of Waste
52
53
‫‪www.ingresscorp.com.my‬‬
‫حيِم‬
‫ن الّر ِ‬
‫حمَـ ِ‬
‫ل الّر ْ‬
‫سِم ا ّ‬
‫ِب ْ‬
‫َوَمَكُروْا َوَمَكَر الّ‬

‫خْيُر اْلَماِكِري َ‬
‫ن‬ ‫َوالّ َ‬
‫‪54‬‬
Thank you
…the End
55
WHY?
1 Companie
s having
foresight
of
The ‘THOUGHT’ Template… 2 TROUBLE
CUSTOMER coming!
ARH’s Demand of COMPETITION
Perspectives Today’s CHANGE
Market ENVIRONMENT
- External
Power of
- Internal
Today’s
Let’s Technology
‘Why
Organise?’
Reengineer
!
Around ‘most
effective’
3WHAT
WHERE do we want to go?
Hj IBRAHIM Business WHAT do we want to become?
MAIDEN Process
…given and1 2
BASIS?
1. Case for Change

4
HOW to get there?
2. Around WHAT?
Tackling/Within:
- Environment Constraints
- Critical Issues
Strategic Operational
Positions Goals &
(Objectives) Targets
BUSINESS PROCESS
REENGINEERING
(BPR)
5 KEY BUSINESS PROCESS
56
The Facilitation Methodology…
BUILDING THE ESTABLISH
SETTING THE COMPLETING THE
‘CASE FOR THE ENVIRONMENT STRATEGIC
SCENE PICTURE
CHANGE’ DIRECTION
Establishing the WHY? Identifying, Confirming, WHERE do we want to Identifying, Confirming,
ARH’s Consensus on ‘Common and Agree on our go? and Agree on:
Perspectives Enemy’ ‘Playground’ WHAT do we want to
become?
Are we facing Global Industry (Considering the last 2 CRITICAL
TROUBLE? Environment bits..) ISSUES
STRATEGIC DRIVE 6 – 8 Critical Issues
Local Industry (MISSION&VISION?) that will ensure ‘we
..supported by Next 3 – 5 yrs Environment ‘KEY CORE STRUCTURE
get WHERE we want
business projections COMPETENCIES’
‘Why Establishing ‘WHY’ needed.
to go /WHAT become Plus:
Organise?’ Internal SKILLS
Environment SYSTEM
- Constraints COMPENSATION
Hj IBRAHIM - Market Truths To surface out and Future PICTURE of
MAIDEN - Are we OK agree on: INGRESS (tentative
internally? Issues & Concerns Strategic Profile)
- cost effcy? governing external
- practices? and internal envt. Implications of STRATEGIC POSITIONS
- etc. Strategy:
MODE
Know ourselves: -Internally
-What are we good -Externally
Moderated brainstorm, at. (customer,competitor) OPERATIONAL GOALS &
w consensus - What are we TARGETS
conclusion GAPS
weak at. ADJUSTMENTS
- What can kill us.
Final
‘Clarify, Agree & MODE DASHBOARDING
STRATEGI
Confirm on CURRENT
Moderated brainstorm, C PROFILE
PROFILE’ “STRUCTURE FOLLOWS
w consensus
WHAT we will be! STRATEGY”
conclusion
MODE
ditto 57
Future Scenario???
• Economic Environment
• Political Environment
• Regulatory Environment
• Demographic
• Market Condition
• Customer or User Profile
• Competitive Environment
• Technology Evolution
• Product Content and Features
• Manufacturing Processes and Capabilities
• Sales and Marketing Methods
• Channels or Systems
• Human, Financial and/or Natural Resources
58
59
Alternative Process?
structure follows
strategy
1. Implemented ‘religiously’ by:

3M, Caterpillar, Johnson&Johnson, FEDex, Shell Oil, API, etc
1. Implemented in substance by:
GE, Honda, BMW, etc..
60
Current Profile Analysis - Summary
WHAT ‘DRIVES’
US?
Scope of Current Products/Services Products?
ROLL-FORMING Sash Door Sash EGR Pipes
Mouldings Side Sash
Guide Rails
Window Moulding
Drip Moulding
Impact Beams Heat Shield Side Protector
technology & Tubes Side Impact Beam Beltline
Collapsible Tubes Weatherstrips
capabilities Heat Management Bellows
STAMPING Door Door Outer

Apron Door Inner
Side Impact Beam
Hood Under-Carriage
Side Impact Beams
Impact Beams
EXTRUSION PP/TPO Weather-strips
Mouldings Beltlines
..or is it: Roof Drips
• Production Capacity
ASSEMBLY Door Assembly
• User/MarketDoor-in-white
Segment Panel sub-assy
Door Beltline
Welded Assembly
•…
Apron sub-assy
Member sub-assy
R & D CENTER Engineering Product Development

Services Tooling Development
Facilities Development
61
Current Profile Analysis - Summary
Which quadrant do WE belong to NOW?
STRATEGY (What)
EXPLICIT UNCERTAIN
STRATEGIC VISION STRATEGIC VISION
OPERATIONS (How)
Operationally Operationally
Competent Competent
EXPLICIT UNCERTAIN
STRATEGIC VISION STRATEGIC VISION
Operationally Operationally
Incompetent Incompetent
62

Group Members: Azli Ariffin Prabhu A/L Chandra Sagaran Norazmi Jumali Ratna Dewi Nursal Nur Ezrin Abdol Rahim

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Group Members: Azli Ariffin Prabhu A/L Chandra Sagaran Norazmi Jumali Ratna Dewi Nursal Nur Ezrin Abdol Rahim

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www.ingresscorp.com.

" To achieve Total Customer Satisfaction, we shall strive

• Key Results Area:

• Key Activity Scheduling

7. Each unit will be expected to put forth its current performance

CUSTOMER Build platform to attained ‘First-to-

BUSINESS Market Intimate Build Market Intimacy

World-class management, marketing, Establish world-class management,

Aggressive & Focused Marketing

Ensure and Demand ‘Actual

BUSINESS Build Market Intimacy Establish world-class management, marketing, sales,

Alive & Current Business

Will reduce the need for harness

“Selling our capabilities of designing, developing,

Learning & Growth

1. To build property asset using OPM – via

2. Trustworthy: Amanah. I will only act in benefit of

3. Communication: Tabligh. I will speak with good

4. Wisdom: Fatanah. I will always use wisdom and

NEW BUSINESS MARKETING & SALES BMW PROJECT

NIK MOHD ZAIM RABIAN A RAHMAN

AMIR RIZAL M BOKHARI YUNUS A ZAKI ABDULLAH

MMM M BADRI ABDULLAH NORAZRIL M NOR

• outsourcing of non-core development and

Globalization • expansion to new markets New Products

Product • increasing vehicle differentiation

Globalization • expansion to new markets

Product • increasing vehicle differentiation

Globalization • Follow OEM Location

Product • Low Volume Production Capability

• Training / Homegrown Talent

“Can we really depend on Automotive Industry

Get Rid Of Waste

‫َوَمَكُروْا َوَمَكَر الّ‬

1. Case for Change

1. Implemented ‘religiously’ by:

STAMPING Door Door Outer

R & D CENTER Engineering Product Development

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