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Problem solving: Collaborate well

The McKinsey Publishing guide to problem solving

Email 4 of 7

How to collaborate with your team and stakeholders

In the previous session, we looked at how design thinking can offer much-needed perspective when solving uniquely challenging problems. In this fourth email, we talk about collaboration. When done right, collaboration fosters diverse perspectives, expertise, and collective intelligence, enhancing problem-solving effectiveness.

In fast-moving, complex times, decision makers can’t effectively act alone when it comes to solving complicated workplace problems; diverse perspectives and rigorous collaboration are crucial to determining the best steps to take. What’s missing in many companies is the use of “contributory dissent,” or the capabilities required to engage in healthy, if divergent, discussions about critical business problems, write McKinsey senior partner Dana Maor and coauthors. Contributory dissent allows individuals and groups to air their differences in a productive way that moves the needle toward a positive outcome.

Learn how to establish cultures and structures where individuals and teams feel free to bring innovative—and often better—alternative solutions to the table, and dive into the best ways to master collaboration in problem solving.

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How has the pandemic shaped consumer behavior?

On McKinsey Perspectives

DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS

Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms

Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.

—Alex and Axel

Five forces shaping consumer behavior

In the news

•

Enigmatic Americans. It’s a time of careful consumer spending, and US shoppers are uncertain if they should splurge on new furniture and cars or save for the future, MarketWatch notes. In a glimmer of optimism, a well-known index of consumer sentiment increased to 52.2 in late May—up from 50.8 earlier in the month, when respondents were more concerned about the economic effects of tariff policies. In a still uncertain environment, consumers are focused on value and are prioritizing essential purchases. [MarketWatch]

•

Spreading the pain. Some large international retailers—such as a sandal manufacturer and a jewelry maker—are considering increasing their prices in various regions to distribute the cost increases from US tariffs. As Reuters reports, this strategy may help these businesses prevent sharp price increases in the American market that could depress sales. In the meantime, central banks are keeping a close eye on this tactic, as it has the potential to increase inflation in other markets that have recently seen prices stabilize. [Reuters]

Even among consumers who say they’re concerned about rising prices, more than one-third still plan to splurge, especially those in Brazil, China, and the UAE.

On McKinsey.com

•

Unexpected choices. At the start of the decade, consumers quickly adopted new behaviors because of the COVID-19 pandemic. Five years on, the world has reopened, but the pandemic-related uncertainty—and its effects on consumers—remain. Although consumers continue to worry about rising prices and inflation, they keep spending. Meanwhile, shoppers’ expectations for value and convenience lead them to make surprising choices: for example, trading down in one area while splurging in another, McKinsey Senior Partner Becca Coggins and her coauthors share.

•

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Improve your piping system: Explore top ball valve solutions

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How AI is fueling data center demand

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The rise in AI workloads could propel about 70 percent of global demand for data center capacity. To handle these loads, data centers will need more than $5 trillion in capital expenditures, say McKinsey’s Jesse Noffsinger, Mark Patel, and Pankaj Sachdeva and their coauthors. To learn more about how companies can manage these workloads while sticking to their sustainability goals, check out the latest edition of the Five Fifty.

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by "McKinsey Quarterly Five Fifty" <publishing@email.mckinsey.com> - 05:01 - 25 Jun 2025

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by "Leo Diaz" <leodiaz.it155@outlook.com> - 01:41 - 25 Jun 2025

Boiler & Steam Systems : Current And Common Engineering Problems & Their Solutions In Industry (20 & 21 August 2025)

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FACE-TO-FACE PUBLIC PROGRAM

BOILER & STEAM SYSTEMS : CURRENT AND

COMMON ENGINEERING PROBLEMS &

THEIR SOLUTIONS IN INDUSTRY

Venue : Wyndham Grand Bangsar Kuala Lumpur Hotel

(SBL Khas / HRD Corp Claimable Course)

Date : 20 Aug 2025 (Wed) | 9am – 5pm By Ir Dr Jaya

21 Aug 2025 (Thu) | 9am – 5pm . .

ABSTRACT

A steam boiler is a device used to create steam by applying heat energy to water. Although the definitions are somewhat flexible, it can be said that older steam generators were commonly termed boilers and worked at low to medium pressure (1–300 psi or 6.895–2,068.427 kPa) but, at pressures above this, it is more usual to speak of a steam boiler.

A steam boiler is used wherever a source of steam is required. The form and size depends on the application: mobile steam engines such as steam locomotives, portable engines and steam-powered road vehicles typically use a smaller boiler that forms an integral part of the vehicle; stationary steam engines, industrial installations and power stations will usually have a larger separate steam generating facility connected to the point-of-use by piping. A notable exception is the steam-powered fireless locomotive, where separately-generated steam is transferred to a receiver (tank) on the locomotive

This course is also designed to introduce the participants to the various terminologies frequently used, the various types of boilers used, various parts and to some basic design. The overall objective is to give the participants a functional knowledge of basic steam boiler theory.

Steam boilers have their fair share of engineering problems in industry.

The said problems could be classified into:-

- Problems which could be identified and solved immediately, with little or no financial implications or loss in production and a drop in quality levels;

- Problems which could be identified and cannot be solved immediately, with little or no knowledge of its implications;

- Problems which recur frequently and cannot be solved permanently etc;

Some of the reasons for these are due to:-

a. Incompetent staff;

b. A vast variety of equipment;

c. Many moving (sliding, reciprocating, rotating) components etc.

This course is industry designed, to provide a broad understanding of the improvement methodology, concepts, and process. The methodology is presented with case studies and examples drawn from service, business process and manufacturing applications. The integration of manufacturing and maintenance is also addressed. With a heavy practice orientation, as much as a third of your time will be spent working through interactive practical exercises and assessments. This course is designed as an introduction to concepts and methodology.

COURSE OBJECTIVES

This training program is designed to provide an understanding of engineering related problems related to industry globally and a clear sense of what is required to effectively structure, establish measurements and solve problems. Participants will learn the goals and deliverables behind the solutions. Methodology as well as the most commonly used tools within each phase will be discussed. Participants will also learn how to support a problem solving initiative within their organization.

LEARNING OUTCOMES

On successful completion of this course, the participant should be able to:-

Understand the benefits and implications of a boiler problem solving program, and relate the concepts to the overall business mission and objectives.
Think about his/her organization as a collection of processes, with inputs that determine the output.
Use the concept of boiler engineering problem solving to evaluate the capability of a process or organization.
Recognize the engineering problem solving model used to improve processes.
Recognize the organizational factors that are necessary groundwork for a successful engineering problem solving program.
Integrate the boiler engineering problem solving program effort with other process improvement initiatives.

TRAINING METHODOLOGY

a. The latest educational methods and strategies will be utilized.

b. The course is designed to maximize delegate participation.

c. Questions and answers are encouraged throughout and at the daily wrap-up sessions. This gives participants the opportunity to discuss with others and the presenter their specific problems and appropriate solutions.

d. The course shall be conducted through lectures, case studies, group discussions and exercises to reinforce participant’s learning.

WHO SHOULD ATTEND

Manufacturing, process, executives, managers, maintenance personnel, operational managers etc.

COURSE FORMAT

The course consists of formal content presentation interspersed with content quiz sessions. The presenter’s style involves intensive participant participation.

MEASUREMENT TOOLS

Quiz, exercises and a test at the end of second day.

PAST PARTICIPANTS

Manufacturing, process, executives, managers, maintenance personnel, operational managers etc.

OUTLINE OF WORKSHOP

Day 1

Introduction to Steam Boilers

· Need for steam

· Types of commercial boilers

· Fuel sources and combustion

· Properties of steam

Steam Boiler Operation & Maintenance

· Boiler operation basics

· Boiler maintenance

· Flue gas analysis

· Boiler and energy savings

· Boiler water treatment

Steam Distribution

· Steam distribution basics

· Distribution system components

· Steam traps

· Line insulation

· Efficient usage of steam

· Condensate return

· Condensate recovery

· Fuel pre-heating systems

· Air preheating systems

Classification of Steam Boilers

· Fire Tube type

· Water Tube type

· Advantages and disadvantages of Fire Tube Boilers

· Advantages and disadvantages of Water Tube Boilers

Day 2

Classification of Steam Boilers

· Fire Tube type

· Water Tube type

· Advantages and disadvantages of Fire Tube Boilers

· Advantages and disadvantages of Water Tube Boilers

Energy Losses in Steam Boilers

· Stack Loss (flue gas loss)

· Blow Down Loss

· Radiation Loss

Saving Energy in Steam Systems

· Reduce heat escape

· Reduce heat load

· Reuse the heat

Determining Boiler Efficiency

· Heat input

· Useful heat output

· Overall boiler efficiency

Steam Boiler-Miscellaneous

· Boiler blowdown

· Insulation

· Condensate return

Q&A Session

End of Program

** Certificate of attendance will be awarded for those who completed the course

ABOUT THE FACILITATOR

Ir. Dr. JAYA has about 32 years of experience in various industries.

Ir. Dr. JAYA is a Professional Engineer registered with the Board of Engineers (BEM), Malaysia, a Fellow of The Institution of Engineers, Malaysia (IEM), member of the Institution of Engineering and Technology (IET), UK and a Member of Engineers Australia and a Chartered Professional Engineer of Australia. Jayaseelan was the past Chairman of the Engineering Education Technical Division of The Institution of Engineers, Malaysia; Member of the Education Committee of the Association of Consulting Engineers (ACEM); Member of the Accreditation Board, Institution of Engineers, Malaysia, Member of the Standing Committee on Admission and Practical Training, Institution of Engineers, Malaysia, a member of the Standing Committee on Examinations and Qualifications, Institution of Engineers, Malaysia and also an EAC accreditation panel member. He is also a Certified Energy Manager, registered with the Energy Commission of Malaysia.

He graduated from the University of Malaya, Leeds Polytechnic, UK and Universiti Putra Malaysia and holds a Degree in Mechanical Engineering, Masters in Engineering and a doctoral degree in engineering.

His wide hands-on industrial experience has enabled him to design and facilitate training courses.

He was a recipient of the Association of Overseas Technical Scholarships (AOTS) award on two occasions, awarded by the Ministry of Economy, Trade and Industry of Japan. Jayaseelan was also a member of the working group to draw up the energy efficiency and energy conservation guidelines for pumps and compressors for Malaysian industries organized by the Institution of Engineers, Malaysia, Pusat Tenaga Malaysia, and the Ministry of Energy, Water and Communications (KTAK). He also actively writes technical articles for various international journals.

He has working experience in various industries, which includes being a General Manager for Facilities Management for a Facility Management Company involved in the management of a portfolio of facilities, including manufacturing plants, high-rise commercial buildings, chemical plants etc. a design engineer with a leading consulting engineering company etc.

Some of the companies he has trained includes, Tenaga Nasional Bhd, Bank Pembangunan, Ranhill, Ebara Pumps, Usaha TegasSdn.Bhd (Maxis), Infineon (M) Sdn.Bhd, UniversitiMalaya, UniversitiTeknologi Malaysia, Penang Port Sdn.Bhd. Cement Industries of Malaysia Berhad, Politeknik Mukah (Sarawak), Petlin Malaysia Sdn Bhd, Bintulu Port, Sime Austral, Perbadanan Putrajaya Holdings, Syarikat Air Johor, ORYX, Carsem, Unisem etc.

Professionally trained in mechanical engineering, he is positive and lively in his approach. He livens his audience by always providing interactive and energetic presentation of his material in a comprehensive and easy to use format of ideas that work. His participants describe him as a very creative, fun and lively trainer who sets high standards.

(SBL Khas / HRD Corp Claimable Course)

TRAINING FEE

2 days Face-to-Face Public Program

RM 2,407.00/pax

(excluded 8% SST)

Group Registration: Register 3 participants from the same organization, the 4th participant is FREE.
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by "sump@otcsb.com.my" <sump@otcsb.com.my> - 11:43 - 25 Jun 2025

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Can data centers keep up with rising demand?

On McKinsey Perspectives

DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS

Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms

Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.

—Alex and Axel

Powering up data centers

In the news

•

Competing for data centers. The race for data center investments is heating up, the Associated Press reports. With the rapid expansion of these power-intensive facilities, numerous US states are providing multimillion-dollar financial incentives to build data centers in their own communities. Some incentives are moving forward, but not without requirements that data centers cover their own electricity costs or operate with energy efficiency. While detractors say that data centers generate a relatively small number of jobs, proponents assert that the centers require many construction workers to build and produce robust tax revenues for local authorities. [AP]

•

Rising energy costs. The swift expansion of data centers contributed to a $9.4 billion increase in costs on the US’s biggest electric grid, according to Bloomberg. Beginning in June, this higher expense will appear on residents’ utility bills across a wide swath of the US. One recent report finds that total electricity costs increased by 180%, largely because of data centers’ growing energy demands. The surge in data centers is pushing up prices as well as overall electricity consumption, which is at historic levels. [Bloomberg]

“Training AI tends to require very large data centers—with the capacity of hundreds of megawatts. That takes a lot of compute capacity and a lot of data.”

—Pankaj Sachdeva, senior partner, McKinsey

On McKinsey.com

•

Powering the AI boom. As leaders worldwide move quickly to scale AI, the world needs more data centers to house and run the necessary IT equipment—and data centers need a lot of power, McKinsey Partner Jesse Noffsinger and Senior Partner Pankaj Sachdeva explain in a recent episode of The McKinsey Podcast. To meet energy demand over the next decade, Jesse says that now is the time to build infrastructure that can support centralized power generation, including large-scale wind and solar farms.

•

A growing footprint. Pankaj says that, globally, we currently use about 70 gigawatts of data center supply, which will increase to roughly 220 gigawatts in about five years’ time. This means building more data centers and finding the land to support their growth. To date, data centers are typically located in major markets, such as Chicago and Phoenix. But as these places reach their power limits, data centers are moving to areas with more available power, such as Wyoming. Learn about the investments and infrastructure required to build new, bigger data centers quickly and to satisfy their growing demand for power.

Track data center trends

—Edited by Belinda Yu, editor, Atlanta

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by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:18 - 25 Jun 2025

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Kraijenhoffstraat 137A 1018RG Amsterdam The Netherlands

by "Remote Team" <hello@remote-comms.com> - 11:05 - 24 Jun 2025

When ERP failure becomes a crime scene



Hi MD Abul, Some ERP failures are frustrating. Some are expensive. And then there's SAAQ's government ERP implementation, so wildly mismanaged that it led to criminal investigations and a police raid. Yes, really. We just hosted a live panel discussion, breaking it all down and honestly, it was one of the most intense (and insightful) conversations I’ve been part of in a long time. What started as a standard SAP project turned into a case study in what not to do: Leadership dysfunction Ignored warning signs Vendor relationships gone sideways And eventually, legal action Here’s what stood out most to me: It’s easy to look at a situation like this and think, “Well, that would never happen to us.” But every massive blow-up starts with small, manageable issues that get ignored. If you missed the event, I highly recommend giving it a watch: SAAQ's Government SAP ERP Project: Most Bizarre Failure Ever? It’s part cautionary tale, part reality check and packed with lessons for any organization navigating transformation. We’ll be unpacking more stories like this and, more importantly, what to learn from them at Digital Stratosphere this August. It’s not about fear-mongering. It’s about clarity. Strategy. Knowing what to watch for and how to respond before things spiral. Join us in Denver, August 25th-27th! Use the code "eric50" for 50% off your ticket(s)! And if you want to talk through your own project or concerns while you’re there, we’re offering private advisory sessions with our team. Just reply to this email and we’ll connect you with the right person. See you in Denver (hopefully with fewer police reports). Best regards, Eric Kimberling


Third Stage Consulting 384 Inverness Pkwy Suite Suite #200 Englewood Colorado 80112 United States You received this email because you are subscribed to Marketing Information from Third Stage Consulting. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails

by "Eric Kimberling" <eric.kimberling@thirdstage-consulting.com> - 10:27 - 24 Jun 2025

Developing Competencies In Cost Reduction And Negotiation For Purchasing (10 & 11 Sept 2025)

Please call 012-588 2728

email to pearl-otc@outlook.com

HYBRID PUBLIC PROGRAM

DEVELOPING COMPETENCIES IN COST

REDUCTION AND NEGOTIATION FOR PURCHASING

(** Choose either Zoom OR Physical Session)

Remote Online Training (Via Zoom) &

Dorsett Grand Subang Hotel, Selangor (Physical)

(SBL Khas / HRD Corp Claimable Course)

Date : 10 Sept 2025 (Wed) | 9am – 5pm By SH Yeo

11 Sept 2025 (Thu) | 9am – 5pm . .

. .

COURSE OVERVIEW:

In order to improve company profitability and ability to drive up market share, the demand for an effective and efficient procurement management is a pre requisite. Key competencies in area of cost control, applying strategic strategy to manage supplies and the negotiation of the most advantageous benefits to the company is extremely important.

This program promotes the key competencies to manage procurement and purchasing effectively by delivering the technique of managing cost saving activities and handling effective negotiation.

LEARNING OBJECTIVES:

By the end of the 14 hours classroom learning, the learning curve achieve will enable the following:-

a) IDENTIFY the type of negotiation strategy to be in place to manage procurement negotiation

b) DEVELOP skills in handling difficult negotiation

c) UNDERSTAND successful negotiator techniques

d) UNDERSTAND the positive trait to develop in order to be a successful negotiator

e) IDENTIFY own and opponent strength and weakness and develop alternatives before going into negotiation

f) UNDERSTAND the correct techniques of cost reduction using the ERRANT methodology

g) DEVELOP competencies in handling cost saving and negotiation

METHODOLOGY:

This training will involve the following area to enhance learning:

a) Power point presentation

b) Case studies & Brain storming session

c) Discussion on subject of learning

d) Facilitating by trainer to enhance understanding of subject matter

e) Case study will be given to all participants on the 1st day of the class for Negotiation and Cost Reduction. Cost reduction case study to be presented by end of day 1 and Negotiation case study by end of day 2.

WHO MUST ATTEND:

This training program is highly recommended for employees involve in the managing of the supply chain function in the company, for example, personnel from procurement, warehouse, logistics and planning department and finance.

OUTLINE OF WORKSHOP

Module 1 – Cost Reduction and Cost Avoidance (4 hours session including 1 hour for case study)

- Cost Reduction versus Cost Avoidance

- Area of Cost Reduction and Cost Avoidance

- Key Factors to consider in Cost Reduction

- Opportunity cost in cost reduction activities

- ERRANT cost reduction and avoidance strategy

- Team setting for cost reduction

- EXCEL spreadsheet reporting on cost avoidance and reduction

- Break out room discussion

Module 2 - Managing Powerful Suppliers

- Problems with powerful suppliers

- Strategies to control powerful suppliers

- Bringing new value to the supplier

- Changing buying strategy

- Create new source

- Play hardball

Module 3 – Understanding Suppliers Traits and Behaviors for Negotiation

- Key suppliers traits that all buyers looking for

- The Leader

- The Innovative

- The Monopoly

- The Follower

- The Complacent

- Understanding the Negotiation Competitiveness Model

- Integrative or Distributive negotiation

- Case study

Module 4 –Key Principle of Negotiation

- What is Negotiation

- Stages of Negotiation

- 5 principles of ethical negotiation

- 7 elements of negotiation

Module 5 –Principled Negotiation

- 4 key principle of principled negotiation

- Generate Option for positive result

- How to use Objective Criteria to Present Argument

- Handling Challenges

- Getting a Yes in negotiation

Module 6 – Understanding your Alternatives

- Definition of WATNA and BATNA

- Steps to develop your alternatives

- Looking for ZOPA

Module 7 – Dealing with Offer and Rejection

- Deciding red lines in negotiation

- Understand when to walk away

- Managing Reject and counter offer

- Dealing with difficult negotiators

Module 8 – Negotiator Profile and Traits

- Negotiation Team

- The Soft Negotiator

- The Principled Negotiator

- The Hard Negotiator

- Traits of a good negotiator

- Bad Negotiator habits

- Mistakes made in Negotiation

- Body language in negotiation

- Bad Negotiator habits

- Mistakes made in Negotiation

- Body language in negotiation

- Dealing with difficult negotiators

- Break out room discussion and role ply

Module 9 - Influencing Strategy

- Why Influencing is Important

- How do you build Influence

- Positive Influencing others

- Key Sources of Influence

- Power strategy versus Influencing strategy

- 3 Rs of Influencing Strategies

- SWOT analysis

- Case study and Role Play

** Certificate of attendance will be awarded for those who completed the course

ABOUT THE FACILITATOR

SH Yeo

Academic & Professional Qualifications

Certified HRDF Trainer (TTT certificate number 4669)

Certified Professional Trainer and Facilitator (University Malaya, Malaysia)

- Diploma in Human Resource Management (UK)

- Diploma in Production Management (USA)

- MBA in Supply Chain Management (USA)

- 33 year of management experience in supply chain and operation

- Trainer & consultant since 2008

Mr. SH Yeo is a very experienced supply chain and operational manager. During his working career, spanning over 33 years, he has held various positions as following:-

1987 - with International Paint (later known as Akzo Nobel International Paint) as a Storekeeper

1989 to 1992 @ Warehouse Executive

1992 to 1993 @ Warehouse Manager

1993 to 1998 @ Production Manager

1998 to 1999 @ join Melandas as a Logistics and Purchasing Manager.

1999 to 2004 @ join Dian Creative as a Material Manager

2004 to 2006 @ join Joubert SA Malaysia as Purchasing Manager

2006 to 2008 @ Procurement Manager

2008 to 2019 @ Supply Chain Manager and Company Director

His major achievements include the following:-

a) Increase productivity in the production department by providing intrinsic and extrinsic motivation to the employees from 1993 to 1998.

b) Making major decision to advise a MNC company to drop LMW warehousing scheme and adopting MITI PC1 and 2 exemption system to help company to be more competitive in the local and oversea market in 1998.

c) Co coordinating Kastam licensing and reporting to solve company reporting and licensing issue with Kastam

d) Establishing control and procedure and bringing awareness to employee on important of supply chain control in 2004 until 2019 and achieving 100% shipment performances to customers

e) Involve in negotiating with a major customer from Europe to secure new contract and beside visiting overseas suppliers for performances improvement and selection of new suppliers

f) Carry out new product development by working with engineering and design team and suppliers, including spending on site at supplier premise to solve new product design issue

g) Introduced new procedures in warehouse and operation for better control of operation and reporting system

h) Managing and conducting cost reduction management program from 2008 to 2013 and reduce cost for the company by up to RM6.5 mil.

i) Involve in managing suppliers contract and involving in proposing and drafting new contract and contract renewal for suppliers from 2008 until 2019 (early retirement) by working with suppliers and internal stakeholders with guidance from legal expert.

j) Managing Non Disclosure Agreement with suppliers to protect company intellectual property

He has been conducting training since 2008 and recently retired as a fulltime supply chain manager and company director to concentrate on full time training and coaching.

(SBL Khas / HRD Corp Claimable Course)

TRAINING FEE

14 hours Remote Online Training (Via Zoom)

RM 1,296.00/pax (excluded 8% SST)

2 days Face-to-Face Training (Physical Training at Hotel)

RM 2,250.00/pax (excluded 8% SST)

Group Registration: Register 3 participants from the same organization, the 4th participant is FREE.
(Buy 3 Get 1 Free) if Register before 3 Sept 2025. Please act fast to grab your favourite training program!

We hope you find it informative and interesting and we look forward to seeing you soon.

Please act fast to grab your favorite training program!

Please call 012-588 2728 or email to pearl-otc@outlook.com

Do forward this email to all your friends and colleagues who might be interested to attend these programs

If you would like to unsubscribe from our email list at any time, please simply reply to the e-mail and type Unsubscribe

in the subject area. We will remove your name from the list and you will not receive any additional e-mail

Thank you.

Regards

Pearl

by "pearl@otcsb.com.my" <pearl@otcsb.com.my> - 08:20 - 24 Jun 2025

This conveyor can reduce your labor costs by 50% and increase efficiency by 80%

Hi Info,

I hope this email finds you well.Everything is fine for you.

My name is Panda and I'm come from**[Shenzhen Tilson Auto Equipment Co.,Ltd]**，Responsible for international market business integration and providing project solutions.

Shenzhen Tilson Auto Equipment Co.,Ltd was founded in 2001 and has always been a reliable manufacturer of high-quality automated conveyor systems, providing services to customers in North America, Europe, Asia,Southeast Asia, and other regions.

With a dedicated engineering team and a commitment to quality, we provide customized, efficient, and durable material handling solutions for various industries worldwide.

Our Core Products:

✔ Belt Conveyors:Ideal for bulk material and package handling, ensuring smooth and continuous operation.

✔ Roller Conveyors:Modular design for flexible integration in assembly and sorting lines.

✔ Chain Conveyors:Heavy-duty performance for demanding industrial applications.

✔ Telescopic Conveyors:Adjustable length for optimized loading/unloading efficiency.

✔ Vertical Lift Conveyors:Space-saving solutions for multi-level material transfer.

✔ Food Carousel Systems:Streamlined serving solutions for restaurants and catering.

✔ Castings De-dusting & Cleaning Machines:All-in-one systems for efficient foundry operations.

Our Core Products:

Why Choose Us?

✅ 20+ Years of Industry Experience:Proven expertise in automation and material handling.

✅ Global Service Network: Timely support and installation worldwide.

✅ Custom Engineering:Tailored solutions to fit your specific production needs.

✅ Certified Quality: Compliant with ISO, CE, and other international standards.

Shenzhen Tilson Auto Equipment Co.,Ltd was founded in 2001 and has always been a reliable manufacturer of high-quality automated conveyor systems, providing services to customers in North America, Europe, Asia,Southeast Asia, and other regions.

With a dedicated engineering team and a commitment to quality, we provide customized, efficient, and durable material handling solutions for various industries worldwide.

We take pride in helping businesses **enhance productivity, reduce costs, and streamline operations** with our advanced conveyor systems. Whether you need a standard model or a fully customized solution, our team is ready to assist.

**Let's discuss how we can support your automation goals!

Best regards,

Panda

website: www.tilson.cn
Email: panda@tilson.cn

WhatsApp: +86 13480182526

Phone: +86 13480182526

Subscribe Unsubscribe

by "Alex" <Alex@tls-conveyor.com> - 07:49 - 24 Jun 2025

Stay Warm and Stylish this Winter with our Knit Accessories Collection!

Dear Info,

Are you ready to upgrade your winter wardrobe with the coziest knit accessories? Look no further!

As a factory specializing in high-quality knitted hats, scarves, and gloves, we have over 15 years of experience in creating the perfect winter essentials. Our factory with BSCI certifcate.

Made with care and precision, our knitted accessories are not only comfortable and durable but also incredibly fashionable. Whether you're looking for a trendy hat, a cozy scarf, or a pair of gloves to keep your hands toasty, we have got you covered.

our products mainly exported to the United States, Europe, So you are getting the best quality.

Feel free to reach out to us at any time to learn more about our products and services.we look forward to working with you to create a brighter future together!

Best regards
Your factory team
Company:Tonglu Guanghe Imp&Exp Co.,Ltd
Address:NO.58 Sangyuan Road Tonglu Hangzhou Zhejiang China.
Phono:+86 15824499449

by "Business" <Business@guanghefactory.com> - 06:33 - 24 Jun 2025

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