As the leading one-stop design solutions provider for the food & beverage (F&B) industry with 70% market share, it would seem that PGS Design has already got it made. 

But rest on their laurels?  “No way!” says Gigi Wong, Brand and Marketing Manager of PGS. “Although we are a well established organisation, we think there is always room for improvement, to learn new things and strengthen our business.”

PGS first found out about SMART through an email newsletter sent by SPRING. After attending the introductory seminar, they thought that the SMART initiative provided the ideal instrument for PGS to fortify its business foundations and springboard itself to greater heights in their business, both locally and globally.

Starting On The Right Foot

The roadmapping phase of SMART was the first of 2 phases and lasted 4 months. Under the programme, PGS received funding from SPRING Singapore to engage an approved business excellence consultant who provided invaluable advice on how to strengthen PGS’ management systems and processes.

“The business excellence consultant who worked with us was very professional and did a very good job. The consultant found out what our problems were and advised us on ways to improve our processes. After the consultant’s presentation, our management held a meeting to discuss improvements that could be executed straightaway,” explained Ms Wong.

She stressed that a good business excellence consultant was critical. “The ones approved for the SMART initiative were very professional and effective.”

Doing It The SMART Way

Mr S. K. Cheang, CEO and founder of PGS, had already put in place a sound foundation for many of its business processes, leading to PGS attaining the ISO certification in 2001 and the Singapore Promising Brand Award in 2006.  Implementing SMART was therefore relatively easier, compared to smaller and younger companies without ISO or any other background in business excellence.  In such cases, SMART would serve as a foundational programme and a learning process to aid companies in refining their management systems and processes.

Together with the business consultants, PGS used SMART to build on the existing ISO framework to analyse, plan and develop steps to boost the business. During Phase I, 3 key areas were highlighted as requiring improvement. They were: Human Resource Management, better report generation to facilitate business analysis, and enhanced bonding and teamwork among staff.

PGS wasted no time in tweaking its existing management systems to incorporate changes recommended in Phase I. “The sooner we improve, the earlier we can reap the rewards, and this benefits our company,” says Ms Wong.

One of the solutions PGS implemented was organising more activities to improve camaraderie among staff.  PGS also started conducting internal training for its managers and employees including sending them for courses to upgrade their skills and keep them abreast of the ongoing changes in the company.

Furthermore, SMART highlighted PGS’ strategic advantage of being a one-stop design solutions provider. As PGS has the full spectrum of in-house design and production facilities, it is able to control and focus on quality. This sets it apart from its competitors. SMART helped PGS work on this advantage, to improve its value in this area.

“SMART will also play a useful role in our expansion plans for our local and overseas operations in China, Indonesia and the Philippines, by helping us explore possibilities and trim unnecessary costs.”

Phase II of SMART, which involves the implementation of the roadmap developed in Phase I and the review of the results, will commence in June for PGS and take about 3 - 4 months to complete.