I spoke to a doc friend of mine, and he echoes the sentiments that there is an insufficient number of posts available for housemanship in our country.

If you recall many years back , there was a glut of medical graduates - I remember during my Uni days, when the quota for students applying for courses in medicine was capped to a certain number. That was back in the late 90s early 2000s.

But with the introduction of private institutions which offer medical courses , we saw an increase of medical graduates.

“Over the years, private medical schools have become convenient scapegoats for what is claimed to be an excessive number of medical graduates in this country, when it is self-evident that this is only part of the story,” ~ Prof. Dr Pravdeep Nair.

Obstetrician and Gynaecologist senior consultant Prof Dr Zaleha Abdullah Mahdy pointed out that the country’s doctor to population ratio was alarmingly imbalanced.

“The problem now is that there aren’t enough posts for doctors to fill in the public health service sector; it has not expanded in line with the population’s needs.”

Prof Pradeep suggested ramping up our healthcare expenditure to ease the gridlock in available posts in the medium and long term, as Malaysia currently spends 4.4% of its gross domestic product on healthcare, compared to the recommended 7% by WHO.

“Another solution is to explore the possibility of smart partnerships with private medical centres and medical schools by allowing housemanship training in the private sector.

“This is in place in Australia under the Commonwealth Medical Internships Initiative,” he said.

He said with a moratorium currently placed on the number of medical programmes in the country as well as limits on intakes, the next steps to consider are a phased reduction in the number of overseas schools Malaysia recognises; a scheduled discontinuance of the provisional registration examination for unrecognised graduates; the introduction of a common competencies checklist for all Malaysian medical undergraduates studying locally or abroad; and the introduction of a common exit examination for all Malaysians who are medical graduates intending to work in Malaysia.

While calling for the current contract doctors to be absorbed into permanent positions, Medical Practitioners Coalition Association of Malaysia president Dr Raj Kumar Maharajah said the number of medical colleges in the country must be controlled.

“Cut down student intakes in private medical colleges by at least 70% and by 50% in public institutions until the situation is normalised,” he said.

.
.
.

Do you think it’s fair that these contract doctors decided to do a boikot when the country needs them most?

1. Hell yeah!
2. No. It’s an opportunist move.

Would love to hear your views.

The latest recruitment drive of messaging app and #fintech company #Line will include a job fair on May 22 at its new office in Taipei and some 15 workshops and meetings that will be held by the end of the year to encourage networking
https://focustaiwan.tw/business/202105050019

The report is based on three factors: investment and development of home-grown talent; appeal -- the ability of the country to tap into the overseas talent pool; and readiness -- the availability of skills and competencies in the talent pool.
https://focustaiwan.tw/business/202011170025

The first digital Vocational and Professional Education and Training (VPET) International Conference in Hong Kong was successfully held on 15 May 2020, bringing together 25 VPET experts and speakers from around the world to explore avenues of empowering the young generation with 21st Century competencies for the future workplace.

5 PARAPHRASE MỖI NGÀY - LUYỆN TẬP ĐỀ CAMBRIDGE IELTS READING 14 TEST 3
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* Little correspondence = Difference
* Opportunities = Possibilities
* Competencies = Abilities
* Unintelligent = Low intelligent
* Types = Categories
Cùng luyện tập nhé!
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Sant’Agata Bolognese, 17 October 2017 – Automobili Lamborghini’s ongoing strategic investment programme, aligned with the launch of its new Super SUV the Urus, sees its production site now doubled with the creation of substantial new facilities and technologies at its factory headquarters in Sant’ Agata Bolognese, Italy.

As well as expanding the site from 80,000 to 160,000 m2, the Urus will also bring about a substantial increase in the company’s production capacity, doubling it to 7,000 units a year.

The new production facility houses a new assembly line dedicated to Urus, the new finishing department for all Lamborghini models, and a new office building with LEED Platinum certification: the highest standard in the world for energy and environmental certification in building design and construction. A new test track has also been built with thirteen different surfaces specific to SUVs, as well as a new logistics warehouse, a second trigeneration power plant, and the new energy hub for centralized production of all the energy carriers.

Ranieri Niccoli, Chief Manufacturing Officer, commented: “With our third model, we wanted to introduce the most innovative production technologies and smart factory concepts, supporting and complementing the activities of our workforce. Urus ushers in a new model of factory, which we call Manifattura Lamborghini, a new point of reference in the luxury automobile industry. The substantial resultant benefits include greater production flexibility, better information accessibility, and the interconnection of systems: strengthening the professionalism of craftsmanship that has always distinguished us and supporting the doubling of our production volumes.”

The creation of new buildings and the installation of innovative technologies involved more than 600 enterprises working on the project with a total of 3,600 external workers.

The factory expansion was completed in a record time of just 18 months, during which the company operated at full production capacity and achieved record sales in 2016 (+7% over the previous year). The project was achieved without neglecting Lamborghini’s commitment to environmental sustainability: the entire production facility in Sant’Agata Bolognese maintains the carbon neutral certification obtained in 2015.

Manifattura Lamborghini

The new Industry 4.0 assembly line, dedicated entirely to the Urus Super SUV, integrates new production technologies to support workers in assembly activities.

The super sports car maker expresses this approach as Manifattura Lamborghini, which is characterized by four basic principles:

Craftsmanship: preserving and optimizing craftsmanship with the integration of innovative technologies, increasing the potential for product customization on one hand, and guaranteeing the highest quality standards on the other.
Competencies and specialization: digitalization enables workers, via touchscreen devices, to access production information made available by easily-consulted interconnected systems.
Production process: AGVs (Automatic Guided Vehicles) are used as vehicle and material transport systems. Thanks to this system, the flexibility of the building layout is maintained.
Ergonomics and safety: collaborative robots assist the workers, to improve ergonomics and for repetitive operations that require high quality, such as window gluing, under-body screwing, and wheel assembly.