Still Building, Still Learning
Johnny reflects on what’s changed, what’s stayed, and what’s next.
Securing MYR 2 million from industry partners is no easy feat.
Today, we caught up with Johnny, a TAR UMT lecturer who has managed to secure funding for both equipment and software to bridge the knowledge gap between fresh graduates and the machinery and hardware used in the engineering design and manufacturing sector. Offering industry partners a solution from a startup perspective, we spoke to Johnny to understand what it took to convince business owners to commit to his cause.
Rei: Johnny, let me first congratulate you on securing funding. Do share — what was it for, and how long did it take you?
Johnny: Thank you for giving us the spotlight. It was a two-year effort for a sum totalling MYR 2 million. This is a big step forward by our industry partner who shares the same vision in tackling an industry-wide issue: talent shortage.
Rei: Since we last spoke, what’s the biggest shift in your approach?
Johnny: The biggest change has been in how I narrate the story to deliver the content, and how I create detailed execution plans with measurable outputs. This approach helps connect some of the missing dots between resources and partners, making collaboration much more effective.
Rei: What exactly is the talent shortage issue, and how is it affecting the industry?
Johnny: One of the most pressing problems manufacturers face in engineering is the lack of skilled talent. The average design and manufacturing engineer is about 40 years old, and there aren’t enough fresh graduates ready to step into entry-level positions. Based on our insights, new graduates often require about a year of training just to familiarise themselves with the software and hardware used by industry players.
The lack of interest in the field, combined with employers’ frustration over long onboarding times, has created a shrinking talent pool and fewer new faces to fill the gap.
Rei: And what’s one thing you thought would happen but didn’t? Why?
Johnny: Even though the industry pain points have been clearly identified, they’re often not taken into consideration by the parties involved to make necessary changes. This could be due to business priorities, or perhaps a misalignment in how companies view future talent development. Many Malaysian manufacturing companies still rely heavily on low-cost labour instead of moving toward higher-value, technologically challenging work. With the ongoing trade war and rising competition from lower-cost countries, everyone is racing to secure more deals at higher value, but Malaysia is staying relatively stagnant.
Rei: That sounds like a big challenge. How does this investment solve the problem for businesses?
Johnny: At the university level, we’re exposing students to entry-level operating knowledge on machines and software commonly used by design and manufacturing engineers. While it won’t make them 100% ready, we aim to significantly reduce the time needed for onboarding — which cuts costs and allows graduates to become productive much sooner.
Our industry partner first funded the software over two tranches and supported small-scale projects requiring students to use it to meet industry demands. Kudos to our students — their hard work impressed the partner enough to fund machinery purchases, giving students more hands-on experience.
Rei: That’s impressive. How much time do you think this will save?
Johnny: I estimate that our curriculum can give the equivalent of one year’s work experience. Imagine hiring a fresh graduate who already has one year’s hands-on exposure to the same software and hardware your company uses. We hope more partners will see the value in this and invest to help graduates become industry-ready — maybe even training them for specific sectors.
Rei: And what’s one small habit or system you’ve adopted that’s made a big difference?
Johnny: "Try first." I believe educators and academicians sometimes overthink problems to the point that we delay action. We should test processes, quickly rule out what doesn’t work, and improve results. It’s not about skipping planning — planning is still important — but execution is equally critical. I always tell my students, "Try first, we’ll see the outcome later." Once planning is done and the major factors are addressed, the rest comes down to execution and learning from the results.
Rei: Is this programme open to all students?
Johnny: There’s a selection process, but the opportunity is open to students within our programme.
Conclusion
After addressing critical risks and establishing contingency plans, we must move swiftly to implement our designed solutions and closely monitor their impact. The key to success lies in our collective vigilance and rapid response to observed changes. Students consistently support the need for immediate action on our proposed strategies, recognising that delayed implementation undermines our objectives.
Industry and educational institutions must forge collaborative partnerships with clearly defined, shared responsibilities for nurturing future generations. Rather than operating in isolation, these sectors should adopt agile implementation models that allow for quick deployment of initiatives and real-time adjustments based on outcomes.
The greatest risk lies not in the challenges we face, but in our failure to act decisively and observe carefully. By embracing rapid implementation cycles and fostering genuine partnerships between industry and academia, we create a dynamic ecosystem where all stakeholders contribute to and benefit from continuous improvement and mutual growth.