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by "Sava Wheatley" <savawheatley@gmail.com> - 05:33 - 14 May 2025 -
Consolidation&Warehouse Services covering all the China port
Dear Info,
Smartrans International Ltd is a freight-forwarding agency based in Shenzhen China, Services as belows.
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by "Marsha Bendetti" <marshabendetti54@gmail.com> - 03:54 - 14 May 2025 -
RE: Are you still losing bids? No worries!
I've reached out a couple of times, but haven't heard back. If you could respond to my original email below, I can cross this off my list.
Thanks
From: Mike Calvin
Sent: Monday, May 12, 2025 11:49 AM
Subject: RE: Are you still losing bids? No worries!I have not heard from you. Please Let me know if we can be of any assistance in regards to providing Takeoff/Estimating services.
ThanksFrom: Mike Calvin
Sent: Thursday, May 8, 2025 8:21 AM
Subject: RE: Are you still losing bids? No worries!I'm sure you're busy because I didn't hear anything back from you. I’d appreciate a response to my original email below.
Thanks
From: Mike Calvin
Sent: Tuesday, May 6, 2025 7:59 AM
Subject: RE: Are you still losing bids? No worries!Just making sure you saw this.
Thanks
From: Mike Calvin
Sent: Thursday, May 1, 2025 1:28 PM
Subject: Are you still losing bids? No worries!At JU Estimating, we deal in all kinds of residential, commercial, and industrial projects estimating and material takeoff services. Our services cover up all construction trades and CSI divisions. Here you can get quality construction estimates and affordability under one roof.
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Thanks & Regards,
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JU Estimating LLC
8855 Peregrine Heights Rd Apt 201 Manassas, VA 20111
If you no longer wish to receive emails from us, please respond with unsubscribe. We apologize if this email was not relevant to your needs.
by "Mike Calvin" <mike@juestimating.net> - 02:17 - 14 May 2025 -
[VIRTUAL TICKET] Hang w/ Russell in Utah!
There’s a big announcement for such a small event…Russell only had room for about 200 people at his SLC event in two days…
BUT… you can still hang with me virtually in Utah if you hurry >>
Even though they couldn’t squeeze a lot of people in the room, Russell was adamant that we have to live stream this because he wants to make a HUGE announcement!
So, you’ll be there, right!?
When: Friday, May 16th 3pm ET
Where: Anywhere with Wi-Fi
Get your ticket and “virtually” join us in Utah!
JOIN US VIRTUALLY FOR THE SALT LAKE CITY HANGOUT EVENT HERE >>
See you there!
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by "Todd Dickerson" <noreply@clickfunnelsnotifications.com> - 01:33 - 14 May 2025 -
Pro Tip: Register NOW to watch live…OR later!
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by "SAP Sapphire" <sap@mailsap.com> - 11:10 - 14 May 2025 -
Photonics/ Photoelectric/Optical Products from Qualphot Inc.
Dear Sir/Madam,
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--
D.M. He
Qualphot Inc.
RM502, Building 1-1, Tianke Plaza, No. 999 Tiangong Ave.,
Tianfu New Area, Chengdu, 610213, China
Tel: +86-28-6115-4929
E-mail: sales@qualphot.com
Website: www.qualphot.com
by "Ritu Gound" <ritugound508@gmail.com> - 08:23 - 14 May 2025 -
High Pressure 100L - 3000L Hot water tank buffer tank
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WeChat/whatsapp: 0086 1860 6513 895
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by "cocoli.heatpump" <cocoli.heatpump@heatpump-chiller.com> - 08:01 - 14 May 2025 -
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by "Yanik Oleksy" <oleksyyanik@gmail.com> - 07:04 - 14 May 2025 -
Gen Z wants office time. Moms want flexibility. Leaders need to navigate both.
On McKinsey Perspectives
A balancing act
by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:44 - 14 May 2025 -
Big Datadog announcements coming at DASH
The future of observability is here.AI is transforming the way we monitor, secure, and build modern applications–and Datadog is at the forefront of this shift.
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The DASH TeamVisit our email preference center to unsubscribe or update subscription options© 2025 Datadog Inc, 620 8th Ave, 45th Floor, New York, NY 10018This email was sent to info@learn.odoo.com.
by "DASH by Datadog" <dash@datadoghq.com> - 10:30 - 13 May 2025 -
How Slack Supports Billions of Daily Messages
How Slack Supports Billions of Daily Messages
At peak weekday hours, Slack maintains over five million simultaneous WebSocket sessions. That’s not just a metric, but a serious architectural challenge.͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ Forwarded this email? Subscribe here for moreGenerate your MCP server with Speakeasy (Sponsored)
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Disclaimer: The details in this post have been derived from the articles/videos shared online by the Slack engineering team. All credit for the technical details goes to the Slack Engineering Team. The links to the original articles and videos are present in the references section at the end of the post. We’ve attempted to analyze the details and provide our input about them. If you find any inaccuracies or omissions, please leave a comment, and we will do our best to fix them.
Most people think of Slack as a messaging app. It is technically accurate, but from a systems perspective, it's more like a real-time, multiplayer collaboration platform with millions of concurrent users, thousands of messages per second, and an architecture that evolved under some unusual constraints.
At peak weekday hours, Slack maintains over five million simultaneous WebSocket sessions. That’s not just a metric, but a serious architectural challenge. Each session represents a live, long-running connection, often pushing out typing indicators, presence updates, and messages in milliseconds. Delivering this kind of interactivity on a global scale is hard. Doing it reliably with high performance is even harder.
One interesting trivia is that the team that built Slack was originally building a video game named Glitch: a browser-based MMORPG. While Glitch had a small but passionate audience, it struggled to become financially sustainable. During the development of Glitch, the team created an internal communication tool that would later become Slack. When Glitch shut down, the team recognized the potential of the internal communication tool and began to develop it into a bigger product for business use. The backend for this internal tool became the skeleton of what would become Slack.
This inheritance shaped Slack’s architecture in two key ways:
Separation of concerns: Like game servers manage real-time events separately from game logic, Slack splits its architecture early. One service (the “channel server”) handled real-time message propagation. Another (the “web app”) managed business logic, storage, and user auth.
Push-first mentality: Unlike traditional request-response apps, Glitch pushed updates as the state changed. Slack adopted this model wholesale. WebSockets weren’t an optimization—they were the foundation.
This article explores how Slack’s architecture evolved to meet the demands of a system that makes real-time collaboration possible across organizations of 100,000+ people.
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Initial Architecture
Slack’s early architecture was a traditional monolithic backend fused with a purpose-built, real-time message delivery system.
The monolith, written in Hacklang, handled the application logic. Hacklang (Facebook’s typed dialect of PHP) offered a pragmatic path: move fast with a familiar scripting language, then gradually tighten things with types. For a product iterating quickly, that balance paid off. Slack’s backend handled everything from file permissions to session management to API endpoints.
But the monolith didn’t touch messages in motion. That job belonged to a real-time message bus: the channel server, written in Java. The channel server pushed updates over long-lived WebSocket connections, broadcast messages to active clients, and arbitrated message order. When two users hit “send” at the same moment, it was the channel server that decided which message came first.
Here’s how the division looked in terms of functionalities:
Web App (Hacklang)
Auth, permissions, and storage
API endpoints and job queuing
Session bootstrapping and metadata lookup
Channel Server (Java)
WebSocket handling
Real-time message fan-out
Typing indicators, presence blips, and ordering guarantees
This split worked well when Slack served small teams and development moved fast. But over time, the costs surfaced:
The monolith grew brittle as testing got harder and deployment risk went up.
The channel server held state, which complicated recovery and scaling.
Dependencies between the two made failures messy. If the web app went down, the channel server couldn’t persist messages, but might still tell users they’d sent them.
The Core Abstraction: Persistent Messaging
Messaging apps live or die by trust. When someone sends a message and sees it appear on screen, they expect it to stay there and to show up for everyone else. If that expectation breaks, the product loses credibility fast. In other words, persistence becomes a foundational feature.
Slack’s design bakes this in from the start. Unlike Internet Relay Chat (IRC), where messages vanish the moment they scroll off-screen, Slack assumes every message matters, even the mundane ones. It doesn’t just aim to display messages in real-time. It aims to record them, index them, and replay them on demand. This shift from ephemeral to durable changes everything.
IRC treats each message like a radio transmission, whereas Slack treats messages like emails. If the user missed something, they can always scroll up, search later, and re-read at a later date. This shift demands a system that guarantees:
Messages don’t disappear
Message order stays consistent
What one user sees, every user sees
Slack delivers that through what looks, at first glance, like a simple contract:
When a message shows up in a channel, everyone should see it.
When a message appears in the UI, it should be in stable storage.
When clients scroll back, they should all see the same history, in the same order.
This is a textbook case of atomic broadcast.
Atomic Broadcast
Atomic broadcast is a classic problem in distributed systems. It's a formal model where multiple nodes (or users) receive the same messages in the same order, and every message comes from someone. It guarantees three core properties:
Validity: If a user sends a message, it eventually gets delivered.
Integrity: No message appears unless it was sent.
Total Order: All users see messages in the same sequence.
Slack implements a real-world approximation of atomic broadcast because it was essential for their functionality. Imagine a team seeing different sequences of edits, or comments that reference messages that “don’t exist” on someone else’s screen.
But here’s the twist: in distributed systems, atomic broadcast is as hard as consensus. And consensus, under real-world failure modes, is provably impossible to guarantee. So Slack, like many production systems, takes the pragmatic path. It relaxes constraints, defers work, and recovers from inconsistency instead of trying to prevent it entirely.
This tension between theoretical impossibility and practical necessity drives many of Slack’s architectural decisions.
Old vs New Send Flows
In real-time apps, low latency is a necessity. When a user hits “send,” the message should appear instantly. Anything slower breaks the illusion of conversation. But making that feel snappy while also guaranteeing that the message is stored, ordered, and replayable? That’s where things get messy.
Slack’s original message send flow prioritized responsiveness. The architecture puts the channel server (the real-time message bus) at the front of the flow. A message went from the client straight to the channel server, which then:
Broadcast it to all connected clients
Sent an acknowledgment back to the sender
Later handed it off to the web app for indexing, persistence, and other deferred work
This gave users lightning-fast feedback. However, it also introduced a dangerous window: the server might crash after confirming the message but before persisting it. To the sender, the message looked “sent.” To everyone else, especially after a recovery, it might be gone.
This flow worked, but it carried risk:
Stateful servers meant complex failover logic and careful coordination.
Deferred persistence meant the UI could technically lie about message delivery.
Retries and recovery had to reconcile what was shown vs. what was saved.
Slack patched around this with persistent buffers and retry loops. But the complexity was stacking up. The system was fast, but fragile.
The Web App Takes the Lead
As Slack matured, and as outages and scale pushed the limits, the team reversed the flow.
In the new send model, the web app comes first:
The client sends the message via HTTP POST to the web app
The web app logs the message to the job queue (persistence, indexing, and parsing all happen here)
Only then does it invoke the channel server to broadcast the message in real-time
This change improves several things:
Crash safety: If anything goes down mid-flow, either the message persists or the client gets a clear failure.
Stateless channel servers: Without needing local buffers or retries, they become easier to scale and maintain.
Latency preserved: Users still see messages immediately, because the real-time broadcast happens fast, even while persistence continues in the background.
And one subtle benefit: the new flow doesn’t require a WebSocket connection to send a message. That’s a big deal for mobile clients responding to notifications, where setting up a full session just to reply was costly.
The old system showed messages fast, but sometimes dropped them. The new one does more work up front, but makes a stronger promise in terms of persistence.
Session Initialization and the Need for Flannel
For small teams, starting a Slack session looks simple. The client requests some data, connects to a WebSocket, and starts chatting. However, at enterprise scale, that “simple” startup becomes a serious architectural choke point.
Originally, Slack used a method called RTM Start (Real-Time Messaging Start). When a client initiated a session, the web app assembled a giant JSON payload: user profiles, channel lists, membership maps, unread message counts, and a WebSocket URL. This was meant to be a keyframe: a complete snapshot of the team’s state, so the client could start cold and stay in sync via real-time deltas.
It worked until teams got big.
For small teams (under 100 users), the payload was lightweight.
For large organizations (10,000+ users), it ballooned to tens of megabytes.
Clients took tens of seconds just to parse the response and build local caches.
If a network partition hit, thousands of clients would reconnect at once, slamming the backend with redundant work.
And it got worse:
Payload size grew quadratically with team size. Every user could join every channel, and the web app calculated all of it.
All this work happened in a single data center, creating global latency for users in Europe, Asia, or South America.
This wasn’t just slow. It was a vector for cascading failure. One bad deploy or dropped connection could take out Slack’s control plane under its load.
Flannel: Cache the Cold Start
To fix this, Slack introduced Flannel, a purpose-built microservice that acts as a stateful, geo-distributed cache for session bootstrapping.
Instead of rebuilding a fresh session snapshot for every client on demand, Flannel does a couple of things differently:
It maintains a pre-warmed in-memory cache of team metadata
Listens to WebSocket events to keep that cache up to date, just like a client would
It serves session boot data locally, from one of many regional replicas
Sits astride the WebSocket connection, terminating it and handling session validation
Here’s what changes in the flow:
A client connects to Flannel and presents its auth token.
Flannel verifies the token (delegating to the web app if needed).
If the cache is warm, it sends a hello response immediately. No need to hit the origin.
This flips the cost model from compute-heavy startup to cache-heavy reuse. While it’s tempting to think that Flannel adds complexity. But Slack found that at scale, complexity that’s predictable and bounded is better than simplicity that breaks under pressure.
Scaling Considerations and Trade-offs
Every system seems to work on the whiteboard. The real test comes when it’s live, overloaded, and something fails. At Slack’s scale, maintaining reliable real-time messaging isn’t just about handling more messages per second. It’s also about absorbing failure without breaking user expectations.
One of the most visible symptoms at scale is message duplication. Sometimes a user sees their message posted twice. It’s not random. It’s a side effect of client retries.
Here’s how it happens:
A mobile client sends a message.
Network flakiness delays the acknowledgment.
The client times out and retries.
Both messages make it through, or one makes it twice, and now the user wonders what just happened.
To survive this, Slack leans on idempotency. Each message includes a client-generated ID or salt. When the server sees the same message ID again, it knows it’s not a new send. This doesn’t eliminate all duplication, especially across devices, but it contains the damage.
On the backend, retries and failures get more serious. A message might:
Reach the channel server but fail to persist
Persist to the job queue but never push
Push to some clients and not others
The system has to detect and recover from all of these without losing messages, breaking order guarantees, and flooding the user with confusing errors.
This is where queueing architecture matters. Slack uses Kafka for durable message queuing and Redis for in-flight, fast-access job data. Kafka acts as the system’s ledger and Redis provides short-term memory.
This separation balances:
Durability vs. speed: Kafka holds the truth; Redis handles the work-in-progress.
Retry logic: Jobs pulled from Kafka can be retried intelligently if processing fails.
Concurrency control: The system avoids processing the same message twice and waiting forever for a stuck job.
Conclusion
Slack’s architecture isn’t simple, and that’s by design. The system embraces complexity in the places where precision matters most: real-time messaging, session consistency, and user trust. These are the end-to-end paths where failure is visible, consequences are immediate, and user perception can shift in a heartbeat.
The architecture reflects a principle that shows up in high-performing systems again and again: push complexity to the edge, keep the core fast and clear. Channel servers, Flannel caches, and job queues each exist to protect a smooth user experience from the messiness of distributed systems, partial failures, and global scale.
At the same time, the parts of the system that don’t need complexity, like storage coordination or REST API responses, stay lean and conventional.
Ultimately, no architecture stands still. Every scaling milestone, every user complaint, every edge case pushes the system to adapt. Slack’s evolution from monolith-plus-bus to globally distributed microservices wasn’t planned in a vacuum. It came from running into real limits, then designing around them.
The lesson isn’t to copy Slack’s architecture. It’s to respect the trade-offs it reveals:
Optimize for latency, but tolerate slowness in the right places.
Build around failure, not away from it.
Embrace complexity where correctness pays for itself, and fight to simplify the rest.
References:
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by "ByteByteGo" <bytebytego@substack.com> - 11:38 - 13 May 2025 -
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by "New Relic" <emeamarketing@newrelic.com> - 05:03 - 13 May 2025 -
Basic Engineering & Technical Knowledge For Troubleshooting Of Industrial Machine Circuit Faulty (16 - 17 Jun 2025)
Please call 012-588 2728
email to pearl-otc@outlook.com
PUBLIC PROGRAM
BASIC ENGINEERING & TECHNICAL KNOWLEDGE FOR
TROUBLESHOOTING OF INDUSTRIAL MACHINE CIRCUIT FAULTY
Venue : Wyndham Grand Bangsar Kuala Lumpur Hotel (SBL Khas / HRD Corp Claimable Course)
Date : 16 Jun 2025 (Mon) | 9am – 5pm By Ismadi
17 Jun 2025 (Tue) | 9am – 5pm
.
OVERVIEW:
In manufacturing industry , most of the Industrial machine using electrical system, electronic system , electro-mechanical system and electro-pneumatic system to operate the machine and generates the desire output according to production required. To ensure an effectiveness of support service to production or manufacture department, the technicians and engineers shall have the basic knowledge to checking, verify and perform troubleshooting of Industrial machine faulty.
OTC Training Centre Sdn Bhd provides the Technical Training program to enhance Engineers and Technicians knowledge, skill and technique related to Industrial machine repair. Basic engineering and Technical Knowledge for Troubleshooting of Industrial Machine Circuit Faulty (2 Days program) contents:
a) Theory/Quiz - Basic knowledge for engineering system - electrical, electronic and electro- mechanical system.
b) Theory/Quiz- Basic block diagram of electrical machine
c) Theory/Quiz - Basic wiring diagram of electrical system single & 3 phase
d) Theory/Quiz - Basic component specification and Circuit function - Power Devices, Sensor , Control Devices and Output Devices
e) Safety Guide - Safety Precaution & Guideline for Troubleshooting of Electrical machine
f) Practical 1 - Application of Multimeters – Testing components and measurement technique.
g) Practical 2- Testing, generate test point and measurement technique
h) Practical 3- Perform electrical wiring and measurement technique of current and voltage.
i) Practical 3- Circuit analysis - Electrical machine common problems, testing and verification technique.
j) Practical 4- Wiring , Testing and Verification status of Electrical machine assembly:
- AC Supply / AC Filter / Switching Mode Power Supply / DC Motor
- AC Supply / Solid state Relay / Battery / AC Bulb
- AC Supply / Inverter Motor / AC Motor
k) Practical 5 - Electrical Component Testing and Verification Technique.
- AC Filter / Switching Power Supply/ Main Circuit Breaker / ELCB
- Magnetic Contactor / AC Relay /AC Valve/AC Motor / DC Motor / Heater
- Electronic components – Fuse / Passive component/ diodes / Transistors
WHO MUST ATTEND:
Basic Engineering and Technical Knowledge for Troubleshooting of Industrial Machine Circuit Faulty suitable for engineers and technicians working at:
- Equipment Repair Centre
- Maintenance Department
- Production Department
- Service department
- University / college
- Equipment Supplier
- Telecommunication Industry
- Healthcare Industry
OUTLINE OF WORKSHOP
1. Introduction to Basic Engineering & Technical knowledge for Troubleshooting of Industrial machine circuit faulty
- Self rate skill & knowledge for troubleshooting of industrial machine
- List down common machine problem in your area / production
2. Basic knowledge for engineering system
- Electrical system
- Electronic system
- Electro mechanical system
- Electro pneumatic system
3. Understanding Basic block diagram of industrial machine
- Basic design of electrical machine
Generates basic block diagram of
- Machine with Single Phase Motor
- Machine with 3 Phase Motor
- Machine with Heater Assembly
4. Basic wiring diagram of industrial machine
a) Single phase system
b) 3 phase – Star wiring
c) 3 phase – delta wiring
d) PLC System / Ladder Diagram
5. Basic Components / devices Identification, specification and basic function .
a) Power Section
- Single Phase AC Supply / 3 Phase AC Supply
- Main Circuit Breaker / ELCB ( RCC)
- Switch Mode Power Supply (SMPS)
- Battery Assembly/ UPS
b) Sensors
c) Control Section
- Micro controller (PIC)
- PLC System
- Inverter Motor Controller
- Relay/ Solid state relay
d) Output Section
- Single Phase AC Motor
- 3 Phase AC Motor
- Heater Assembly
6. Practical 1
Generate test point and measurement technique based on Wiring Diagram A
a) Generate test point for voltage measurement
b) Identify High Pin (Red Probe) and Low Pin (Black Probe) for each measurement.
7. Safety Precaution & Guideline for Troubleshooting of industrial machine
8. Practical 2
Application of Test equipment
a) Digital Multimeter
- Continuity Test / Resistance Test / Short & Open Test
- Capacitance Test / Diode Test
- Measurement Voltage
9. Practical 3
Perform Electrical wiring and measurement technique based on Electrical Diagram B
a) Measurement of voltage & data collection
b) Measurement of current & data collection
10. Practical 4
Industrial machine Common Problems and Component faults.
a) Single Phase with 7 AC Motors
b) AC DC Power Supply
c) Micro controller not function
d) Inverter Motor not function
e) Heater Assembly not function
11. Practical 5
Wiring , Testing and Verification circuit function of Industrial machine System
a) Project 1
- AC Supply /AC Filter / Switching Power Supply /DC Motor
b) Project 2
- AC Supply / Solid state Relay / Switch / Battery /AC Bulb
c) Project 3
- AC Supply / AC Filter /Inverter Motor / AC Motor
12. Practical 6
Electrical Component Testing and Verification Technique.
a) Main Circuit Breaker / ELCB
b) Magnetic Contactor / AC Relay/ Basic Controller
c) AC Filter / AC Motor / Stepper Motor
d) Electronic components
13. Reference
** Certificate of attendance will be awarded for those who completed the course
ABOUT THE FACILITATOR
Ismadi
Professional Technology - Electrical & Electronic Technology
Qualification / Membership and Professional Certification
- Bachelor Science In Electrical & Electronic Engineering , SPU USA.
- CGPA :3.67
- Certificate in Electronic Industry IKM Petaling jaya
- Trainer Certificate IV –Training and Assessment ,TAFE , South Australia.
- PSMB Malaysia - Registered Trainer no: 2295
- Malaysia Board of Technologies – Technology Specialist (P.Tech-EE)
- Member of Biomedical Engineering Association Malaysia (BEAM).
- Member of National Association of Testing Authority (NATA) Australia – Pipette & Balance Calibration ISO17025.
Industrial Advisor Panel Experiences
- Technical Advisory Commitee for KKTM Petaling Jaya – 2011 for HND Electronic Engineering Sllabus
- Technical Advisory Commitee for KKTM Ledang – 2015 for Diploma Biomedical Instrumentation Engineering Sllabus
- Technical Advisory Commitee for National Occupation Skill Standard (NOSS) Malaysia for Biomedical Equipment Maintenance -2018
- Technical Working Commitee –Teaching Factory Program Degree in Medical Electronic UniKL BMI-Radibems Sdn Bhd – 2018 until Present
a. Development module for teaching factory program – Biomedical Equipment Troubleshooting Technique - sem5 &sem7
b. Industrial Mentor appreciation 2020
- Technical Working Commitee –Industry On Campus for Degree Program in Medical Electronic Politeknik Shah Alam – 2019 until Present
a. Development module for Industrial On Campus - Biomedical Equipment Troubleshooting Technique - sem5 &sem7
Training Certification
- Trainer Program by Training and Assesment Further Education (TAFE), South Australia.
- Pipette and Balance Calibration by Flinders Medical Centre Australia.
- Manufacturer Training by New Tech Medical Pte Ltd on Patient Monitors,ECG and Ultrasound.
- Biomedical Equipment training by ECRI Malaysia and Flinders Biomedical (FBE)Australia on Surgical Laser and Patient Monitor .
- Facilatating Learning Program by Corporate Learning Centre
- Certificate appreciation for Latihan Tenaga Pengajar KKTM Ledang by Radibems Sdn Bhd
- Biomedical Equipment Maintenance Practice Module 2 by Hospitage (M) Sdn Bhd / Eastwood Park UK.
- High Precision Balance Calibration by Radibems Sdn Bhd
- NATA Signatory Training for Pipette Calibration by Flinders Medical Centre / Government South Australia.
- Training on Electrical Safety Analyser Brand: Fluke and Metron by Bell Comm Technology Sdn Bhd
- Training on Electrical Safety analyser Brand: Rigel by Rigel Medical UK / Advance Pact Sdn Bhd
- Manufacturer Training on Board Testing –ABI Testing 8 by Tek Mark Sdn Bhd
- Certificate appreciation as “Industrial Mentor” from Politeknik Shah Alam
- Certificate appreciation as “Industrial Mentor” from Unikl BMI Gombak
(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.
(Buy 3 Get 1 Free) if Register before 5 Jun 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
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by "sump@otcmsb.com.my" <sump@otcmsb.com.my> - 03:29 - 13 May 2025 -
Why the world needs balance and trust for the economy to thrive
On McKinsey Perspectives
5 scenarios for future growth 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
•
Rebuilding confidence. Since the US tariff announcements in early April, many analysts have raised their estimates of the probability of a worldwide recession. For leaders, the question now isn’t whether the current path of escalating tariffs is the right one; rather, it is whether the path they choose next will foster trust among countries and within societies. For many, the answer may be for global and local economies to find new balance: a US that produces more of what it consumes, a China that consumes more of what it produces, a more competitive Europe, and a “global south” that finds its path to prosperity, McKinsey Global Institute Chair Sven Smit and coauthors explain.
—Edited by Belinda Yu, editor, Atlanta
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Copyright © 2025 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:13 - 13 May 2025 -
Revolutionary innovations propelling growth
8 groundbreaking innovations New from McKinsey Quarterly
•
•
Access the interactive with a free digital Quarterly membership, which in this commemorative year includes special issues, bonus digital features, and classic articles previously available only in print. Plus, get past digital Quarterly issues and downloads of nearly 100 important reports in The McKinsey Insights Store.
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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:56 - 12 May 2025 -
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by "Mike Calvin" <mike@juestimating.net> - 01:48 - 12 May 2025 -
Opportunities for America at 250 and beyond: A leader’s guide
Leading Off
Unpack the uncertainty 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 Leading Off. 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
America’s 250th birthday is a year away, which provides an opportunity not only to reflect on the country’s history but also to ponder its future. In that spirit, McKinsey has published America at 250, a series of essays on the country’s possibilities in a new era of geopolitical change, technological evolution, and other complexities. Underpinning these ideas are lessons on leadership that McKinsey has cultivated from our nearly 100 years of working with leaders in business and government. This week, we look at ways that executives can better understand the evolving global landscape and help both their businesses and employees prosper as the next chapter of America’s history unfolds.
Current geopolitical disruptions are producing one of the greatest levels of peacetime uncertainty for American business. They are also creating an urgent need for executives to understand how US government policies may affect the major drivers of geopolitical change—so they can steer their organizations toward growth. McKinsey’s Matt Watters, Shubham Singhal, and Zoe Fox outline ten drivers of change for trade, economics, and security: for example, tariffs, import and export controls, foreign-investment restrictions, and multilateral cooperation. Some of the US policy shifts in these areas “encourage a rewiring of the industrial base for national security or reindustrialization, while others are meant to build leverage in negotiations,” the authors say. “Understanding the distinction can ensure long-term realignment of corporate investments and operations with government policies, instead of mere tactical, near-term moves to mitigate risks.” They suggest that leaders build upon these insights by taking three actions to create long-term value: identifying opportunities to accelerate growth, optimizing core operations, and developing new geopolitical capabilities and strategies.
That’s the annual productivity growth the United States could see by 2030 through its use of automation and AI, according to McKinsey analysis, representing a marked change from the 1.8 percent productivity growth in 2019. McKinsey’s Anu Madgavkar and Olivia White note that changing demographics are fueling labor shortages—and low productivity—across many sectors of the American economy, particularly healthcare, construction, and small businesses. “This will require rethinking long-standing work practices and doubling down on automation and AI to boost productivity, especially if labor participation rates and working hours flatline,” they say.
That’s McKinsey’s Aly Spencer and Nikhil Sahni on how the US government can improve its productivity, including wiser spending on goods and services. The authors observe that private sector organizations frequently find savings by taking strategic approaches to category management, demand management, and vendor performance management. In the US government’s context, “The largest spending categories are often similar across multiple departments,” they say. “Centralizing management of these categories can reduce redundancy, lower costs through bulk purchasing, and create better conditions to more effectively manage suppliers.”
Improving Americans’ holistic health—that is, their mental, physical, spiritual, and social well-being—will be critical to helping them be more productive in the workplace. In an interview with McKinsey’s Erica Coe and Kana Enomoto, former US Congressman Patrick J. Kennedy says that support for mental health should be considered “a medical civil right.” He stresses that healthcare providers and educators should place more emphasis on the prevention of mental health problems. “Businesses are talking about giving kids coping, resilience, and problem-solving tools—not as an extracurricular activity but as core to education,” Kennedy says. “If you know history, numeracy, and literacy but cannot identify and regulate counterproductive thinking patterns and behaviors, then you’ll have difficulty managing stress and avoiding burnout in the workplace.”
As the world grows more complex and more tech powered, business leaders are learning to strengthen their soft skills to help inspire and guide their teams through change. Likewise, public sector leaders can adopt an “inside out” approach to managing their teams in turbulent times. McKinsey’s Drew Erdmann, Ramesh Srinivasan, Scott Blackburn, and their coauthors say that government leaders can be more effective in their roles by developing human-centric qualities such as humility, vulnerability, boldness, and empowerment—four traits that are especially important for private sector leaders. This approach requires those in charge to lead themselves before they lead others. As the authors note: “In McKinsey’s collective decades of experience counseling CEOs and senior government leaders, we have noticed that most of them wrestle less with what to do and more with who to be.”
Lead by looking toward the future.
— Edited by Eric Quiñones, senior editor, New York
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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 04:54 - 12 May 2025 -
High - Performance Wiring Harness Solutions for Industrial Robotic Arms
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by "Stellfox Jandrin" <jandrinstellfox@gmail.com> - 01:42 - 12 May 2025 -
Six ways US state and local governments can work better
On McKinsey Perspectives
Tackling budget cuts, workforce changes, and rising expectations 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
•
Opportunities to innovate. Today’s state and local governments are under pressure to reduce costs, modernize outdated systems, and adapt to shifting workforce demographics—even as many of them have already confronted the effects of the COVID-19 pandemic and stimulus funding losses. As McKinsey Senior Partner David Nuzum and coauthors explain, these challenges also give public sector leaders a unique opportunity to innovate and improve outcomes.
•
Achieving high performance. When budgets shrink, governments often make hasty reductions that disrupt important services, only to have to rebuild their teams after the crisis subsides. To avoid this sort of rebound, state and local government leaders could consider six key actions—including stopping nonessential work, redesigning processes, and integrating digital technologies—to create lasting improvements. Explore our new series, America at 250, for more ideas ahead of the nation’s 250th birthday.
—Edited by Belinda Yu, editor, Atlanta
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Copyright © 2025 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:17 - 12 May 2025