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


1. Priority Matrix (Eisenhower Method / ABC Analysis)

Definition

The Priority Matrix is a time management tool used to prioritize tasks based on urgency and importance. It divides tasks into four quadrants to help decide which ones need immediate attention and which should be postponed, delegated, or eliminated.


Steps in Conducting the Analysis

  1. List All Activities

    • Write down every task you need to do (big or small).

  2. Assign Importance (Scale 1–5)

    • Rate how much each task contributes to your goals.

  3. Evaluate Urgency

    • Decide how soon each task requires attention.

  4. Plot on the Matrix

    • Place each task into one of the four quadrants:

      • Quadrant 1: Important & Urgent → Do immediately.

      • Quadrant 2: Important & Not Urgent → Plan & schedule.

      • Quadrant 3: Not Important & Urgent → Delegate or minimize.

      • Quadrant 4: Not Important & Not Urgent → Eliminate or reduce.

  5. Act According to Strategy

    • Focus first on Quadrant 1, but invest heavily in Quadrant 2 to prevent crises.

    • Guard against time robbers in Quadrant 3.

    • Avoid time-wasters in Quadrant 4.


Advantages (Five Key Points)

  1. Simple and easy to use – intuitive for anyone to apply.

  2. Helps focus on what really matters – prevents constant firefighting.

  3. Improves productivity and performance – structured task handling.

  4. Encourages proactive work (Quadrant 2) – reduces stress and crisis situations.

  5. Promotes better work-life balance – keeps attention on important goals.


Drawbacks (Five Key Points)

  1. Subjective classification – tasks may be misjudged between urgent/important.

  2. Time-consuming for beginners – requires discipline to apply consistently.

  3. Doesn’t account for interdependencies – some tasks overlap between quadrants.

  4. Over-simplification – not all tasks fit neatly into four categories.

  5. May neglect creativity/innovation – excessive focus on urgency can suppress long-term exploration.


Information Usually Sought

  • Which tasks must be done immediately.

  • Which tasks need scheduling and long-term attention.

  • Which tasks can be delegated or minimized.

  • Which tasks are wasting time and should be eliminated.

  • How to shift tasks from Quadrant 1 (crisis mode) to Quadrant 2 (planning mode) for better results.


2. Boston Consulting Group (BCG) Matrix

Definition

The BCG Matrix is a strategic portfolio management tool that helps companies allocate resources across their business units or products based on market growth rate (industry attractiveness) and relative market share (competitive strength).


Steps in Conducting the Analysis

  1. Identify Strategic Business Units (SBUs)

    • Break down company into products, services, or divisions.

  2. Calculate Relative Market Share

    • Formula: SBU Sales this year ÷ Leading Competitor’s Sales this year.

  3. Calculate Market Growth Rate

    • Formula: (Industry sales this year – Industry sales last year) ÷ Last year’s sales.

  4. Plot on the Matrix (2 × 2 Grid)

    • X-axis: Relative Market Share (High vs. Low).

    • Y-axis: Market Growth Rate (High vs. Low).

  5. Classify SBUs into Four Categories

    • Stars: High growth, high market share – require heavy investment.

    • Cash Cows: Low growth, high market share – generate steady cash flow.

    • Question Marks: High growth, low market share – require careful evaluation.

    • Dogs: Low growth, low market share – candidates for divestment.

  6. Decide Resource Allocation

    • Invest in Stars and Question Marks with potential.

    • Use Cash Cows to fund growth.

    • Minimize or exit Dogs.


Advantages (Five Key Points)

  1. Simple and easy to understand – visual and intuitive.

  2. Helps balance the portfolio – identifies cash generators vs. cash users.

  3. Supports strategic decision-making – guides investment/divestment.

  4. Future-oriented – links current business to long-term planning.

  5. Encourages focus on growth opportunities – identifies where to expand.


Drawbacks (Five Key Points)

  1. Over-simplified – ignores medium categories (not just high/low).

  2. Market definition issues – hard to set proper boundaries.

  3. Market share ≠ Profitability – high share may still mean high costs.

  4. Ignores other success factors – innovation, brand value, synergies not considered.

  5. “Dogs” may still add value – sometimes support other businesses indirectly.


Information Usually Sought

  • Which SBUs/products are profitable cash generators (Cash Cows).

  • Which SBUs/products need investment to grow (Stars, Question Marks).

  • Which SBUs/products are draining resources (Dogs).

  • How to balance short-term profits and long-term growth.

  • Where to allocate capital, time, and management focus.


✅ In short:

  • Priority Matrix = time management & personal productivity.

  • BCG Matrix = strategic business portfolio management.


👍 Here’s a comparative summary table between the Priority Matrix (Eisenhower Method) and the BCG Matrix. This format is suitable for study notes, assignments, or presentations.


Comparative Table: Priority Matrix vs. BCG Matrix

Aspect Priority Matrix (Eisenhower Method) BCG Matrix
Purpose Helps individuals/managers prioritize tasks based on urgency and importance (time management). Helps organizations allocate resources across business units/products based on market share and growth (portfolio management).
Focus Area Task management & productivity. Strategic business analysis & investment decisions.
Dimensions 1. Importance (High/Low) 2. Urgency (High/Low) 1. Market Growth Rate (High/Low) 2. Relative Market Share (High/Low)
Quadrants/Cells Q1: Important & Urgent → Do immediately Q2: Important & Not Urgent → Plan & schedule Q3: Not Important & Urgent → Delegate/minimize Q4: Not Important & Not Urgent → Eliminate Stars: High growth, high share Cash Cows: Low growth, high share Question Marks: High growth, low share Dogs: Low growth, low share
Steps in Conducting 1. List all tasks 2. Assign importance (scale 1–5) 3. Evaluate urgency 4. Plot tasks into quadrants 5. Act according to strategy 1. Identify SBUs/products 2. Calculate relative market share 3. Calculate market growth rate 4. Plot on 2×2 grid 5. Classify into 4 cells 6. Decide resource allocation
Advantages (5) 1. Simple & easy to use 2. Keeps focus on what matters 3. Improves productivity 4. Reduces stress (by focusing on Q2) 5. Supports better work-life balance 1. Simple & visual 2. Balances portfolio (cash generators vs. cash users) 3. Guides investment/divestment decisions 4. Future-oriented planning 5. Encourages growth focus
Drawbacks (5) 1. Subjective classification 2. Time-consuming for beginners 3. Over-simplification of tasks 4. Ignores interdependencies 5. May neglect creative/innovative work 1. Over-simplified (ignores medium cases) 2. Market boundaries unclear 3. Market share ≠ profits 4. Ignores other success factors (brand, innovation) 5. “Dogs” may still be valuable
Information Sought - Which tasks to do now, plan, delegate, or eliminate - How to prevent tasks from becoming crises - How to balance urgent vs. important work - Which products/businesses to invest in, hold, or divest - Which generate cash (Cash Cows) - Which require funds (Stars/Questions) - Which drain resources (Dogs)
Best Use Case Personal or team time management and productivity planning. Corporate strategic planning and resource allocation for business units/products.

#priority matrix #blog #blogger #kembarainsan #sabah #sarawak #malaysia #management #mba