RAJUNA ABDUL RAHIM
RAJUNA ABDUL RAHIM
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Years ago, I joined a consulting team to analyze an airline catering operation. One of their officers asked me: "Are you going to save us?"
I said YES, but not with new equipment.
We started by observing how work actually runs during the shift. What the supervisor does. What the team does. What falls through the gap between them.
That is still how I work today.
🔸
For more than 20 years, I have worked in productivity improvement and frontline consulting across Malaysia and Indonesia — with supervisors, engineers and managers in manufacturing, maintenance, ports, healthcare, and service operations.
I've delivered over 330 mini workshops, often close to the production floor and the daily reality of operations.
Across all that work, one pattern keeps showing up.
The supervisors are trying. But too often, nobody has given them a system.
THE DAILY CONTROL SUPERVISOR is that system.
Credentials:
Certified Kaizen Institute Master Trainer (ID: KIMY2025009)
HRDCorp Accredited Trainer (ID: 06114)
20 years of productivity improvement & frontline consulting across Malaysia and Indonesia.
BS Industrial Engineering, Marquette University, USAÂ
Master of Management, IIUM, Malaysia
Recommendation
Recommendation
Rajuna was the trainer assigned to the project I was leading in Penang, Malaysia. She was able to effectively manage and deliver the training program designed to support the implementation of the productivity and quality improvement initiatives for the company. Furthermore, she ensured that what ever the participants learned during the classroom were being practiced in the shop-floor and she does this by regularly engaging the participants of her classes. She's also very systematic and organized with her work, and, one of the more proactive individuals I've worked with.
Alvin Villegas, Project Director, IMPAC Project
Had the opportunity to work with Rajuna during one project in Indonesia, Rajuna has a strong background in Coaching and change management. She helped the project delivered great results by addressing specific behavior change required to client management team members from front-line supervision to executive level. The project was successful, thanks to the contribution made by Rajuna.Â
It's been a pleasure to get to know her and work together. She is positive and good team player, having her in any operation is definitely a plus.Â
Derek Xu, Chief of Operations, IMPAC Project
Designed from observation. Practised on the floor. Measured at the end.
Designed from observation. Practised on the floor. Measured at the end.
At the end — the same wall, remapped with Control & Behavior Change: starting with goals rolldown, selected KPI, the controls installed, the behaviors they influenced, the supervisors' own logs, and the results that followed. Read left to right.
At the start — Before designing anything, we observe the shift. The program is built from what we saw on their floor, not from a standard syllabus.
The behaviors laid out where everyone can see them — each one tied to what it changes on the production floor.
A coaching board built with the supervisors, so the behaviors get practiced daily instead of remembered from a classroom.
Supervisors & technicians walk through the new work order and preventive maintenance routine — on their own documents, before it goes live.
Planning & assigning work: supervisors practise the daily routine they will use with their own team the next morning.
Practical problem-solving on a real line problem, so the method is proven on something that actually happened.
Where this program came from
Where this program came from
This 2 days design was not written in a classroom. It is distilled from the core of multiple full implementation projects.
The kind where a management system is taken apart document by document, the daily controls are rebuilt, and behavior change is tracked on the wall until the production numbers move in the positive direction.
That work runs for many months and includes things that do not belong in a training room, such as:
- mapping the entire control system,
- analysing what managers and supervisors actually believe about task, people and change,Â
- and tying 12 months of production and financial results back to what people on the floor do every day.
From all of it, we took the part a supervisor can own and use the next morning — the 5 daily actions, the structured meeting, and the follow-up that keeps them alive.Â
The photographs on this page are from those projects.
That is what 2 days buys you: the part that changes the shift, taken from the work that changes the factory.
The same 5 daily actions govern maintenance and technical services, not only the production line.
Note: The full control system is a management project, and it is not what these 2 days are for.
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