Monday, 22 April 2013

PRU 13 -5hb Mei 2013 ; Tunaikan tanggungjawab memilih pemimpin yang AMAL MAKRUF NAHI MUNGKAR


Assalamualaikum wt.

Selamat menunaikan tanggungjawab untuk memilih pemimpin yang adil, yang mengajak ke arah kebaikan dan yang mencegah perkara mungkar.

23 tahun PAS telah merubah banyak perkara di Kelantan. Tidak berbangga dengan kehebatan pembangunan dunia kerana sekular US bina lebih hebat, komunis China juga lebih hebat, tetapi berbangga kerana telah mengubah pemikiran rakyat lebih dekat kepada kehidupan beragama dan Islam.

Masih ada kerja perlu dilakukan, namun, semangat perubahan itu wajar dirasai oleh segenap warga negara Malaysia yang cintakan kebenaran.

Dengan kebenaran di Kelantan, negeri bebas rasuah dan bebas dari pusat maksiat berlesen.
Dengan ketelusan di Selagor, rezab tunai negeri dari RM400 juta meningkat kepada rm2500 juta atau rm2.5 billion dalam masa 5 tahun.
Dengan ketelusan dan cekap di Pulau Pinang, indeks rasuah berada di tahap paling rendah.
Dengan kejujuran di Kedah, pendapatan balak negeri juga meningkat.

Lebih jauh dari itu, negeri bertambah berkat, rakyat semakin makmur.

Pertembungan dan perperangan kebenaran dan kebatilan tetap akan berterusan hingga hari kiamat, namun, majoriti mereka yang cintakan agama, yang anti rasuah, yang mahukan kerajaan yang cekap dan telus, kini bersama Pakatan Rakyat.

Yang tinggal dalam BN adalah mereka yang berkuasa, yang kaya raya, yang berpangkat dan ahli perniagaan yang mendapat kontrak kerajaan bernilai jutaan ringgit. Mereka tidak mahu melepaskan apa saja yang mereka ada. Malah, mereka mahu meneruskan budaya mereka mengumpul kekayaan di waktu rakyat makin sempit dan merana. Mereka memainkan sentimen bangsa dan agama, perkauman dan perpecahan kerana mahu kekal berkuasa. Di depan Melayu di Kelantan, mereka kat DAP anti Islam dan PAS sanggup gadaikan Islam. Di depan orang Kristian dan Cina di bandar besar Sabah dan Sarawak, mereka kata PAS akan laksana Hukum Islam dan kebebasam orang Cina akan tersekat.

Dalam dunia IT ini mereka melakukan kerja keji dan hina. Rakyat melihat dan sudah lama bangkit dari lena. Rakyat semua sudah celik dan sedar. Sedar dan ramai sudah mahukan perubahan.

Berbeza dengan majoriti pimpinan PAS, mereka berjuang kerana cintakan Islam. Mereka berjuang kerana tanggungjawab amal makruf dan nahi mungkar. Mereka berjuang, sumbangkan tenaga malah harta benda. Mengharap cuma satu, pahala dan redha Allah SWT.

Berjuang dalam Pas bukan sebab Nik Aziz dan Hadi Awang.
Berjuang dalam Pkr bukan sebab Anwar dan Azizah.
Berjuang dalam Dap bukan sebab Lim Kit Siang dan Lim Guan Eng.

Tapi berjuang dalam Pakatan Rakyat adalah demi dan ke arah Malaysia yang lebih baik. Lebih baik kerana bukti di Kelantan, Kedah, Penang dan Selangor sudah ada di depan mata. Lebih baik kerana kerajaan BN sudah 56 tahun memperbodohkan rakyat Malaysia, merompak khazanah negara untuk berlegar di kalangan pemimpin mereka yang semakin hari semakin kaya dan mewah.

*Kejahatan paling besar adalah bila mana orang - orang yang baik tidak berbuat apa - apa apabila melihat kezaliman di depan mata"

"Jika mereka sanggup menzalimi seorang rakyat Malaysia, sudah tentu mereka akan menzalimi seluruh rakyat Malaysia"

"Jika Khalifah Saidina Omar Al Khattab masih hidup, sudah tentu tidak akan ada kezaliman di dunia".

Ayuh tunaikan tanggungjawab dan pilih pemimpin yang mengajak ke arah kebaikan dan mencegah kemungkaran.

Saya pilih PAS.

Thursday, 18 April 2013

Aku mahu berehat, cuti - cuti satu tahun

6 April 2013, aku telah mengambil peperiksan untuk kursus terakhir program MBA. Bermula Januari 2011, alhamdulillah, program pengajian itu ditamatkan. Terima kasih kepada isteri kerana banyak membantu dan memberi sokongan tidak berbelah bagi.

Insya Allah, jika tiada aral, kemungkinan besar akan konvo pada bulan September 2013. MBA banyak membuka persepsi dan lebaran baru dalam meniti kehidupan sebagai seorang pekerja. Minda keusahawanan banyak dipupuk sepanjang mengambil kurus ini. Bukan setakat itu sahaja, persepsi kita semasa bekerja, mengurus juga turut berubah.

Belajar sepanjang hayat.

Jadi, untuk tahun 2013 berbaki beberapa bulan ini, aku ingin bercuti dari mengambil apa - apa peperiksaan. Cuba untuk merehatkan diri dan meluangkan masa dengan keluarga dengan cara yang lebih berkualiti. Maklumlah, setiap kali peperiksaan atau tarikh menghantar assignment sudah semakin dekat, tahap tekanan aku juga semakin meningkat. Sedikit sebanyak, keluarga banyak terkesan dengan perubahan sikap dan mood aku.

Apa aku nak buat? Mungkin buat salad garden di rumah. Tanam apa saja pokok yang bermanfaat. Bawa keluarga bercuti ke mana tempat menarik. Banyak perkara boleh dilakukan. Jauhkan diri dari peperiksaan.

Salad Garden
Terima kasih kepada Isal, Keratong Agro Farm kerana mengenalkan aku dengan perkataan salad garden. Menarik sebenarnya kerana inilah minat aku yang paling besar dalam senari minat - minat aku. Sejak menjadi seorang pembiak, aku telah mengenali pelbagai jenis tumbuhan untuk dijadikan koleksi salad garden. Terima kasih juga kepada Pak Faisal kerana menghadiahkan benih mulbery. Terkini dalam senarai list salad garden aku, indigofera, malbery, napier taiwan-india-pandan, ketum. Aku akan memberikan banyak tumpuan untuk membiakkan indigofera di rumah. Seperti biasa, pokok pisang tidak dilupakan. Cuma kali ini aku banyak memberi tumpuan kepada pokok pisang berangan. Dianggarkan lebih 50 pokok pisang telah ditanam dikebun keliling rumah.

Memahami Al Quran
Mungkin juga aku akan mendalami terjemahan Al Quran. Belajar menghayati setiap patah ayat - ayat Al Quran. Indahnya mendengar Wahyu Illahi. Banyak cerita. Banyak pengajaran. Banyak juga amaran. Banyak juga bekalan untuk kehidupan dunia akhirat.

Toasmasters Club
Minggu lepas aku menghadiri mesyuarat pertama Toastmaster Club. Sejurus beberapa hari aku mendaftarkan diri untuk menjadi ahli. Menarik juga kelab ini. Terutama dalam memperbaiki skill berucap. Ia sebenarnya telah mencungki bakat terpendam aku. Aku sebenarnya mempunyai potensi yang amat besar menjadi seorang pemidato. Cuma perlu diasah! Kelab ini menemukan aku dengan ahli daripada pelbagai latar belakang. Ya. Ia sebuah kelab yang menarik untuk disertai.


Tuesday, 9 April 2013

History of power plant

Ref Wikipedia

The world's first power station was built and designed by Sigmund Schuckert in the Bavarian town of Ettal and went into operation in 1878.[4] The station consisted of 24 dynamo electric generators which were driven by a steam engine. It was used to illuminate a grotto in the gardens of Linderhof Palace. 

The first public power station was the Edison Electric Light Station, built in London at 57, Holborn Viaduct, which started operation in January 1882. This was an initiative of Thomas Edison that was organized and managed by his partner, Edward Johnson. A Babcock and Wilcox boiler powered a 125 horsepower steam engine that drove a 27 ton generator called Jumbo, after the celebrated elephant. 

This supplied electricity to premises in the area that could be reached through the culverts of the viaduct without digging up the road, which was the monopoly of the gas companies. The customers included the City Temple and the Old Bailey. Another important customer was the Telegraph Office of the General Post Office, but this could not be reached though the culverts. Johnson arranged for the supply cable to be run overhead, via Holborn Tavern and Newgate.[5] In September 1882 in New York, the Pearl Street Station was established by Edison to provide electric lighting in the lower Manhattan Island area. 

The station ran until destroyed by fire in 1890. The station used reciprocating steam engines to turn direct-current generators. Because of the DC distribution, the service area was small, limited by voltage drop in the feeders. The War of Currents eventually resolved in favor of AC distribution and utilization, although some DC systems persisted to the end of the 20th century. DC systems with a service radius of a mile (kilometer) or so were necessarily smaller, less efficient of fuel consumption, and more labor intensive to operate than much larger central AC generating stations. AC systems used a wide range of frequencies depending on the type of load; lighting load using higher frequencies, and traction systems and heavy motor load systems preferring lower frequencies. The economics of central station generation improved greatly when unified light and power systems, operating at a common frequency, were developed. The same generating plant that fed large industrial loads during the day, could feed commuter railway systems during rush hour and then serve lighting load in the evening, thus improving the system load factor and reducing the cost of electrical energy overall. Many exceptions existed, generating stations were dedicated to power or light by the choice of frequency, and rotating frequency changers and rotating converters were particularly common to feed electric railway systems from the general lighting and power network. 

Throughout the first few decades of the 20th century central stations became larger, using higher steam pressures to provide greater efficiency, and relying on interconnections of multiple generating stations to improve reliability and cost. High-voltage AC transmission allowed hydroelectric power to be conveniently moved from distant waterfalls to city markets. The advent of the steam turbine in central station service, around 1906, allowed great expansion of generating capacity. Generators were no longer limited by the power transmission of belts or the relatively slow speed of reciprocating engines, and could grow to enormous sizes. For example, Sebastian Ziani de Ferranti planned what would have been the largest reciprocating steam engine ever built for a proposed new central station, but scrapped the plans when turbines became available in the necessary size. Building power systems out of central stations required combinations of engineering skill and financial acumen in equal measure. Pioneers of central station generation include George Westinghouse and Samuel Insull in the United States, Ferranti and Charles Hesterman Merz in UK, and many others.

Power Station

A power station (also referred to as a generating station, power plant, powerhouse or generating plant) is an industrial facility for the generation of electric power.

At the center of nearly all power stations is a generator, a rotating machine that converts mechanical power into electrical power by creating relative motion between a magnetic field and a conductor. The energy source harnessed to turn the generator varies widely. It depends chiefly on which fuels are easily available, cheap enough and on the types of technology that the power company has access to. 

Most power stations in the world burn fossil fuels such as coal, oil, and natural gas to generate electricity, and some use nuclear power, but there is an increasing use of cleaner renewable sources such as solar, wind, wave and hydroelectric. Central power stations produce AC power, after a brief Battle of Currents in the 19th century demonstrated the advantages of AC distribution.

RM1.5b gas-fired plant operational in 3 years

From Daily Express
Published on: Tuesday, May 24, 2011
Kota Kinabalu: Power supply in Sabah will get a further boost with a 300-megawatt (MW) gas-fired power plant becoming fully operational in 2014 in Kimanis, Papar.
The RM1.5 billion plant owned by Kimanis Power Sdn Bhd (KPSB) is a 60:40 joint-venture initiative between Petronas Gas Berhad (PGB) and a business arm of Yayasan Sabah Group, NRG Consortium (Sabah) Sdn Bhd.
The plant consists of three generating blocks and each block will generate 100MW and consist of Gas Turbine Generator (GTG), Heat Recovery Steam Generator (HRSG) and Steam Turbine Generator (STG).
State Industrial Development Minister Datuk Raymond Tan said the plant will be tapped to the State's power grid to supply electricity from the West Coast to the East, which is in need of power to meet its increasing demand for domestic and industrial use.
"The gas-fuelled power plant in Kimanis, about 65km from here, is going to facilitate us and to make sure Sabah energy plants have sufficient electricity available not only for the short-term but also long-term.
"To meet future demands for power supply, the plant has allocated a space at the current site to build required equipment and infrastructures for another 100MW supply.
"Meaning to say, supply can be maximised to 400MW when needed and there is another 100 MW gas-fired power plant by SPR Energy in Kimanis, which would provide up to a total of 500MW of electricity," he said.
Tan said this to reporters after the signing of an engineering, procurement, construction and commissioning (EPCC) contract for the combined cycle gas power plant between KPSB and a consortium, Taiwan-based CTCI Corporation, Synerlitz Sdn Bhd and a subsidiary of Suria Capital Holdings Berhad, SCHB Engineering Services, at a hotel here on Monday.
He was representing Chief Minister Datuk Seri Musa Aman to witness the signing of the contract and exchange of documents between KPSB managing director M Ali Hashim and CTCI Corporation Chairman cum CEO John T. Yu.
Under the contract, the consortium will develop, construct and commission the gas-fired power plant and its related facilities and infrastructures.
M Ali said the project is expected to benefit the State not only by supplying a clean source of energy to meet increasing demand for electricity but will also provide development opportunities for Sabah and the surrounding community.
He said the package includes construction of the project within 32 months from Apr 1 this year until the first commercial operation date for the first generating block on Dec 1, 2013.
Meanwhile, Yu said the completion dates of each three generating block are scheduled for Dec 1, 2013 followed by the second block on Feb 1, 2014 and finally the last block on Apr 1, 2014.
Upon completion, he said, the Kimanis Power Plant will be the biggest IPP plant Sabah and will be undertaking a great responsibility in supplying reliable and clean electricity to Sabahans.
Tan said the Kimanis Power Plant project is one of the major spin-offs from the proposed Sabah Onshore Gas Terminal (SOGT) project, which is also located in Kimanis and being implemented by Petronas Carigali Sdn Bhd.
He said the power plant will use a clean source of natural gas produced offshore Sabah, which will be landed at and supplied by the SOGT.
Besides helping State to boost electricity supply, Tan said the plant would also provide more jobs for local Sabahans.
"Petronas has also built a centre in Kimanis to train our local youths for jobs in SOGT and the first batch involving 25 Sabah youths would begin their classes in a rented shoplot in Membakut this July.
"Our concern has been taken into account whereby Sabahans are given priority to acquire technical skills that will enable them to work in the Kimanis power plant and SOGT," he said.
On the latest development to bringing oil and gas downstream activities to Sipitang, Tan said they are working out with Petronas the right location and constructing the required infrastructure for the activities.
"The latest that we get from Petronas is that we have been working with a technical team quite consistently now in order to determine what is the suitable location to build the required infrastructure.
"In some ways, we have agreed to do a take-off and diversion to Sipitang from Kimanis provided there are takers for gas in Sipitang when this district is designated for downstream of oil and gas activities," he said.

Saturday, 6 April 2013

Priority matrix


Definition Priority Matrix 

One of Time Management Techniques is The Priority Matrix is also called The Eisenhower Method or ABC Analysis. The priority matrix is a very simple but very effective tool for helping us get through the tasks we have. It is especially useful for those that have problems with too much work on our plate, or can't seem to get to the work we want to do because new jobs keep hitting our desk from customers, phone calls or new projects.

 CAN YOU DISCUSS THE STEPS IN CONDUCTING THE ANALYSIS USING THIS MODEL?

By using the priority matrix we can decide which tasks get our attention immediately and which ones get left to a later time. 

The Priority Matrix has two dimensions. The first one is importance (important and not important), and the second one is urgency (urgent and not urgent).

All our tasks are divided into four quadrants: important and urgent, important and not urgent, not important and urgent, not important and not urgent. We classify each task according to these quadrants, and then we deal with the tasks according to the quadrant they belong to. 

Quadrant 1: Important and Urgent

Obviously, we need to do the tasks in this quadrant because they’re important, and we should do them first because they are urgent. Usually, if we’re short on time we should do these tasks first. Sometimes, we don’t have a choice, but letting things get to this point has a negative effect on our performance and quality of life. Later, we will discuss how to reduce the number of such tasks.

Quadrant 2: Important and Not Urgent

We take care of tasks in this quadrant after we deal with the tasks in Quadrant 1.

The tasks in Quadrant 2 are not urgent, but we have to take them very seriously because, if we don’t, they will move to Quadrant 1.

It’s better to take care of our tasks before they appear in Quadrant 1. Why? Because there are at least two problems with Quadrant 1 tasks: We have to deal with them quickly, and that can cause stress and worry and even effect the quality of our work.

So, Quadrant 2 (important and not urgent) deserves serious attention. Monitor this quadrant carefully. If needed, divide the tasks into subtasks. Start the tasks on time, even if they don’t look urgent now. Otherwise, you will spend a lot of effort with questionable results, and paying attention to Quadrant 2 will result in good performance while keeping a good quality of life.

Quadrant 3: Not Important and Urgent

Why should we bother with tasks that are not important? Why are they urgent? Many times other people try to force us to deal with these tasks. They are the time robbers. The way to reduce this problem is simply to protect your time.

For example, if someone insists on talking with you in person immediately, and it means you need to travel out of your office, find out why that meeting is so urgent. Maybe you can have a phone call instead, and maybe that person is going to be in your area next week. Protect your time.

Quadrant 4: Not Important and Not Urgent

The tasks in this quadrant are serious time wasters. When you identify a task in that quadrant, try to cancel it. If you can’t eliminate it completely, try to minimize the time you spend on that task.

WHAT ARE THE FIVE ADVANTAGES OF THIS MODEL? What are the FIVE DRAWBACKS OF THIS MODEL?

Advantages and Disadvantages of the Methods

Each method described above has its own advantages and disadvantages. A brief comparison between the methods is carried out in the following section.

Advantages

General advantages of all Function Analysis methods include:

*      Helps to structure the problem under investigation.

*      Aids in reaching a consensus between study participants; including focusing and making sure they all pull in the same direction.

*      Defines the ‘needs’ and ‘wants’ of the customer.

*      Ensures a deeper understanding of the problem or project.

*      Encourages information sharing between participants.

*      It ensures a customer focus whilst keeping objective about the problem

*      Supporting the process of generating creative alternative solutions

*      Can be used to improve any organization or any product or service

*      Is a way to do “data-driven decision-making” as opposed to “fire-fighting”

*      Easy for everyone to understand

*      Technically simple – Excel is sufficient

*      Customer priorities become clear

*      Shows managers where to focus attention

*      Effects of improvements on customer or employee satisfaction can be measured

*      New demands by customers become visible

 

Disadvantages

Some disadvantages of the traditional Function Analysis methods described above include:

*      They are usually cumbersome to structure.

        Participants have normally not come across the technique employed before and, therefore, have to learn it in a ‘live’ situation which may cause problems.

*      They can be time consuming to construct due to semantically arguments

*      Constructing the hierarchical tree structure can take a long time due to differences of opinion between participants.

*      The skill of the facilitator is important when conducting a traditional Function Analysis.

*      Does the end product justify the time spent achieving it? Value = cost/worth?

 

WHAT INFO WE USUALLY SEEK FROM THE ANALYSIS USING THIS MODEL?

The Urgent/Important Matrix is a powerful way of thinking about priorities. Using it helps you overcome the natural tendency to focus on urgent activities, so that you can keep clear enough time to focus on what's really important. This is the way you move from "firefighting" into a position where you can grow your business and your career.

Here's how it works:

The matrix can be drawn as shown in figure 1, with the dimensions of Importance and Urgency.

Figure 1 – The Urgent/Important Matrix


Follow the steps below to use the matrix to prioritize your activities:

1.      The first step is to list all the activities and projects that you feel you have to do. Try to include everything that takes up your time at work, however unimportant. (If you manage your time using a To-Do List or Action Program, you should have done this already.)

2.      Next, on a scale of 1 to 5, assign importance to each of the activities. Remember, this is a measure of how important the activity is in helping you meet your goals and objectives. Try not to worry about urgency at this stage.

3.      Once you've assigned an importance value to each activity, evaluate its urgency. As you do this, plot each item on the matrix according to the values that you've given it.

4.      Now study the matrix using the strategies described below to schedule your priorities. 

BCG MATRIX 

1)       CAN YOU DISCUSS THE STEPS IN CONDUCTING THE ANALYSIS USING THIS MODEL?

Boston Consulting Group (BCG) Matrix is a four celled matrix (a 2 * 2 matrix) developed by BCG, USA. It is the most renowned corporate portfolio analysis tool. It provides a graphic representation for an organization to examine different businesses in it’s portfolio on the basis of their related market share and industry growth rates. It is a two dimensional analysis on management of SBU’s (Strategic Business Units). In other words, it is a comparative analysis of business potential and the evaluation of environment.
According to this matrix, business could be classified as high or low according to their industry growth rate and relative market share.
Relative Market Share = SBU Sales this year leading competitors sales this year.

Market Growth Rate = Industry sales this year - Industry Sales last year.

The analysis requires that both measures be calculated for each SBU. The dimension of business strength, relative market share, will measure comparative advantage indicated by market dominance. The key theory underlying this is existence of an experience curve and that market share is achieved due to overall cost leadership.

BCG matrix has four cells, with the horizontal axis representing relative market share and the vertical axis denoting market growth rate. The mid-point of relative market share is set at 1.0. if all the SBU’s are in same industry, the average growth rate of the industry is used. While, if all the SBU’s are located in different industries, then the mid-point is set at the growth rate for the economy.

Resources are allocated to the business units according to their situation on the grid. The four cells of this matrix have been called as stars, cash cows, question marks and dogs. Each of these cells represents a particular type of business.


                10 x                                  1 x                                  0.1 x

Figure: BCG Matrix

  1. Stars- Stars represent business units having large market share in a fast growing industry. They may generate cash but because of fast growing market, stars require huge investments to maintain their lead. Net cash flow is usually modest.
  2. Cash Cows- Cash Cows represents business units having a large market share in a mature, slow growing industry. Cash cows require little investment and generate cash that can be utilized for investment in other business units.
  3. Question Marks- Question marks represent business units having low relative market share and located in a high growth industry. They require huge amount of cash to maintain or gain market share. They require attention to determine if the venture can be viable. Question marks are generally new goods and services which have a good commercial prospective. There is no specific strategy which can be adopted.
  4. Dogs- Dogs represent businesses having weak market shares in low-growth markets. They neither generate cash nor require huge amount of cash. Due to low market share, these business units face cost disadvantages.

 

2)      WHAT ARE THE FIVE ADVANTAGES OF THIS MODEL?

1)       The BCG-Matrix is helpful for managers to evaluate balance in the companies’s current portfolio of Stars, Cash Cows, Question Marks and Dogs.

2)      BCG-Matrix is applicable to large companies that seek volume and experience effects.

3)      The model is simple and easy to understand.

4)      It provides a base for management to decide and prepare for future actions.

5)      If a company is able to use the experience curve to its advantage, it should be able to manufacture and sell new products at a price that is low enough to get early market share leadership. Once it becomes a star, it is destined to be profitable.

 

3)      What are the FIVE DRAWBACKS OF THIS MODEL?

  1. BCG matrix classifies businesses as low and high, but generally businesses can be medium also. Thus, the true nature of business may not be reflected.
  2. Market is not clearly defined in this model.
  3. High market share does not always leads to high profits. There are high costs also involved with high market share.
  4. Growth rate and relative market share are not the only indicators of profitability. This model ignores and overlooks other indicators of profitability.
  5. At times, dogs may help other businesses in gaining competitive advantage. They can earn even more than cash cows sometimes.

4)      WHAT INFO WE USUALLY SEEK FROM THE ANALYSIS USING THIS MODEL?

The Boston Consulting Group (BCG) Matrix is a simple tool to assess a company’s position in terms of its product range. It helps a company think about its products and services and make decisions about which it should keep, which it should let go and which it should invest in further.