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Research & Development |
Socio-Economic Development Acceleration
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It is less
important to have unanimity than it is making the
right decision and doing the right
thing, even though at the outset it may seem lonesome"
By US Defence Secretary Donald Rumsfeld on 29th August 2002. From the
Middle East Economic Digest (MEED), 30th August 2002. Page 2
SHOPPING
THEME PICTURE & QUOTATION
- NEW CONCEPTS
38. SCIENCE & COMMERCE
FROM VIEWER'S VIEWS - Management &
productivity
I am looking forward
to your earliest reply to the same email address, as a we are
working on a research project on effective management tools
for government sectors in developing countries
Dr.Malvyn Copen
Here I provide the
exhaustive details on how every aspect of Socio-Economic
Development, Management Input / Output factors could be
quantified, in order to assist your research project -
DR.VSRS
You talk of
productivity by Socioeconomic goals. What it has to
do with me ?
Angello Bocelli
Unless every
industry think and do something about this, the nation
cannot survive, continue and progress -
DR.VSRS
=========================================
FROM VIEWER'S VIEWS
Socio-Economic Development Acceleration
How it will help a
person like me by your writing a mathematical
paper like this in the internet ??? -
Kanthimathi
This is what I
say in the Internet as local resources and local
man-power has to be used to support the local social and
economic development.
Government alone cannot do it -
DR.VSRS
I analysed
this(Housing) loan scheme and found out that it is not actually
giving either the uplifting or the comfortable living -
Peter Kemoli
It has induced
an indirect advantage of domestic saving potential for the
medium class person, by drastically reducing the monthly
deductions and increasing the monthly disposable
income -
DR.VSRS
=========================================
FROM VIEWER'S VIEWS
ENMALISP
Congratulations for
your new concepts which are "mind boggling", "thought provoking"
and "integrates the science of physics into the doctrines of
philosophy"
Ms.Katharine Hills
It is expected to
upgrade the quality of human life to a vicious
dimension, not thought of so far, by anybody's imagination -
DR.VSRS
Your
concept of ENMALISP brings out this philosophy of mortality
and immortality in a forward direction & immortality to
martality in a reverse direction
Swami Sailendra Ananda
All these
laws are equally applicable to both Energy and Mass (or
Matter). This is philosophy to Science. Eeach aspect of the
universal behaviour and
functions wrap around the unique 2 components
namely the Energy and Matter. This is Science to
philosophy -
DR.VSRS
SHOPPING
|
THEME
JOKE : KEY WORDS & NEW CONCEPTS
|
|
THAKKOLE IVIDE (KEY IS HERE) |
 |
Daily Cash Count & Tally
(Example)
A. Opening Balance for the Day
= 12,000 Dr
B. Receipts during the Day
= 13,500 Dr
C. Payments during the Day = 11,200 Cr
D. Closing Balance for the Day (A+B-C)
= 14,300 Dr
--------------------------------------------------------------------------
E. Counted Physical Cash
= 14,300 Dr
F. C/F t Balance for Next Day
= 14,300 Dr |
 |
|
EVERY
SATURDAY & SUNDAY OFF (ESSO)
Esso
Standard Eastern Inc, in Bombay, India was an Eastern
affiliate of the International oil giant EXXON, Newyork, USA. (In
1974 it was nationalized by the Indian Government and renamed). I
was heading the Computer Information Department, from 1968 to 1975,
controlling the Far East region {Burma (now Mayanmar), Ceylon (now
Srilanka), East Pakitan (Now Bangladesh), India, Nepal and West
Pakistan (now Pakistan)}. Oil companies in all over the world make
huge profits due to their “Creative Culture” management and
Productive environments.
One of the important efficiency-optimisation methodology of
Esso was providing rest, relaxation and peace to the employees,
wherever possible. Accordingly the working days per week was made as
5 (Monday to Friday), a feature, not practiced anywhere in the
nation during 1960’s and 70s. Hence, It became popular that
ESSO (Shortened form for Standard Oil – SO), was interpreted as “Every
Saturday and Sunday
Off”.
COUNTING CASHIER
An important Accounting work in the company is daily
cash balance tally. The cashier in charge at the end of the day,
should close the transaction at 4 PM, which is 1 hour before the
evening closure time of 5 PM. Count the cash and tally it with the
Manual Cash Ledger, posted after every transaction, from the
morning.
-
This has an Opening balance entry at the
beginning of the day, entered in a Balance column.
-
Receipts during the day, posted with an
approved and serially controlled Receipt Number & Details, are
entered in the Debtor (Dr) column to show the inward cash flow.
-
Any Payments during the day, posted with an
approved and serially controlled Voucher Number, & Details, are
entered in the Creditor (Cr) column to account for the outward
flow.
-
Against each line of Dr and Cr, an amount is
entered in the Balance column (Dr amounts are added and Cr amounts
are subtracted to arrive at the closing balance).
-
Just at the point of closure of the Cash
counter, the amount shown as the balance should tally with the
physical cash.
-
Then the physical cash is kept in the Vault
Box, locked and the Key is handed over to the “Manager-General
Accounts”.
-
The expected counting and tallying time was
1 hour, so that the Cashier goes home at 5 PM, the scheduled daily
end of the day time.
But when the in
and out transaction are more, the closing balance cash won’t tally,
and Physical count amount on the first count. It could be either
more or less than the Book. Then the tallying methodology was :-
-
Write the
amount difference in a Scratch book. Recount and tally.
-
If there is
still a difference, check the calculation in the Cash book as
Opening balance + Receipt amount – Payment amount = Closing
balance, line by line.
-
Repeat steps 1
and 2 till the Cash is tallied.
-
If it is not
tallied before 5 PM, the cashier is paid an Over-time wage at
double the hourly normal rate, for excess hours worked. (A cashier
was paid about 3,000 per month or 30 per day or 30/8 = 3.75 per
hour. The over time rate was 7.50).
In line with the company’s
policy, a statistical analysis on this job during 1968, indicated
that the average amount not tallying was 144.75, over-time hour (OT)
was 3, over-time days were 5, over-time payment was 112.50
(3X7.50X5). Since the monthly payment of 112.50 is less than the
non-tallying amount of 144.75, no action was taken.
During 1969, In the first
quarter, the OT amount was 840 versus the non-tallying amount of
135.25. In the second quarter, the OT amount was 1,050.00 versus the
non-tallying amount of 172.80.
Immediately, the Manager – General Accounts felt that the
Cashier is more Counting than
Accounting, because the former
provides an additional amount of about 25 to 50% of the salary,
while the latter is an ensured monthly income. Through a
Memorandum, he issued the following instructions to the Cashiers :-
-
If the
difference amount is less than or equal to 175, the cashier
shall add the difference amount from his pocket, and go home,
without any OT work. This will be reimbursed to him on the
next working day, along with a Coupon for a Free slice of Carrot
confectionery (See Recipe Below) from
the Staff Canteen..
-
If the
difference amount is more than or equal to 175, the cashier
shall take the difference amount, and go home, without any OT
work. It will be considered as a Reward payment.
-
If the number
of times A and B together are more than 3 times per month, the
Cashier will be demoted to the job of “Assistant Cashier” with a
monthly salary of 1,800/= .
-
Note :
Tallying any difference amount should not cost more than the
difference itself, and it is a bad job practice to do it
continually.
In the second quarter of
1969, cash not-tallying incident came
to a Nil !! It was because of the Carrot & Stick Policy (A
and C above. Reward & Fire approach )
BOLTED VAULT
During the 3rd quarter of 1969, one day the
vault key was lost, during the shifting operation of the Cash
counter within the office. The tallied balance amount inside was
754.35. All trials with alternate keys and the efforts of the
office maintenance staff failed to open it. Then it was
decided to call a “Locksmith”. An expert Locksmith in Vault opening
quoted 6,000 for the job. The Manager-General Accounts said “It is
not worth paying a sum of 6,000 to get a return of 754.35. The vault
with the amount, shall be in the Comptroller’s Chamber. We will buy
a new vault available at 4,452. This is my cost saving
approach, without loosing the bolted vault and its contents”.
STOLEN VAULT
During January 1970, the Vault in the cash section was
stolen by a Robber, who found a way in through the privately
operated Staff Canteen in the ground floor, just below the cash
department. The cash balance inside was 13,748.55. The company
security people were alerted, police complaints were made, and all
the department personnel were going around seeing the panic
situation. The cashier on duty came to the chamber of the Manager –
General Accounts and said “Sir, there is no need to spend the cost
and time of so many people in search duty and so may others on watch
the fun. The bolted old vault in 1969 has proved that these
vaults cannot be opened that easily. The Robber has to come back to
me to open and get the cash. He Does not the value of the amount
inside, and he may not be wishing to pre-spend about 6,000 to get an
un-known amount. So Simply don’t worry. I have the Key,
Thakkole Ivide (he
repeated in Malayalam, his and the manager’s mother tongue)”.
The Manager-General Accounts found his statements are true and in
line with the company’s policies. But is it
practical ???
==================================================
MORAL : The Management and
Administrative Methodology can be Modernised. But the individual
Approaches and Thinking has a different cycle and pace to
adjust for the changes. The result is "Theoretically Correct, But
practically not possible". |
THEME TECHNOLOGY : NEW
CONCEPTS
MANAGEMENT & LEADERSHIP OF
OIL COMPANIES
CREATIVE CULTURE
Esso Standard Eastern Inc, in
Bombay, India was an Eastern affiliate of the International oil giant
EXXON, Newyork, USA. (In 1974 it was nationalised by the Indian Government
and renamed). I was heading the Computer Information Department, from 1968
to 1975, controlling the Far East region {Burma (now Mayanmar), Ceylon
(now Srilanka), East Pakistan (Now Bangladesh), India, Nepal and West
Pakistan (now Pakistan)}. Oil companies in all over the world make huge
profits due to their “Creative Culture” management and the following
environments :-
-
An increasing and never ending
demand status, for their products. They are always in the Seller’s
Market because of the need for oil and oil products from house holds to
industrial giants.
-
Oil giants start their profit
making by (This was in 1960s. Now the figures could be double or triple)
:-
-
Getting
Raw Crude at as low as say US$ 2 on bulk purchase from OPEC (Oil
Producing & Exporting Countries).
-
Bring
into their refineries in Developing / Under developed nations at about
US$ 8, getting a comfortable margin of about US$ 6 per Barrel. If the
refinery processes about 10,000 Barrels per day, the daily profit in
Crude import alone is about 10,000 X 6 = US$ 60,000 per day.
-
Excellent Customer, Community, Government and Media relationships.
They keep the enquiry, visit and feed back open for 24 hours a day for
all 365/366 days in an year, through a network or person to contact.
-
Computerise as many jobs as
possible, with optimum possible Decision-making, Experience gaining and
Operations research modules to have the least manual intervention (In
1960s !! IBM Punched card system – 16 K memory, 2 Disks, 4 tapes,
Console, Card reader & Printer - 1 Each).
-
Profit optimization by using the
leverage of Cost reduction by optimising
all aspects of every operation, as an alternative to
Price increase. (In most of the nations
today, the oil price is controlled by the Government). I have designed
and implemented the computerised COCOCO – Corossion Control, MIOPCO –
Minimisation of operating Costs, OPPROM – Optimised Product Mix, PERT –
Performance Evaluation & Review Technique for Jobs & Refinery Turn
Around, RIDE - Reduction in Delivery Expense, RITE – Reduction in Travel
expense etc…, as back as 1960s – 1970s Relational Data Base Management
System (RDBMS) with a common and integrated Accounting, Product and Raw
Material Codes for their operations all over the world.
(Nationalised
Government oil companies make losses and frequently increase the prices
of oil and oil products, because their management infrastructure
and Unions are always against cost reduction attempts).
-
An enhanced pay pocket (about 5
times), perquisites, travel, health and holiday benefits to the
employees, than any other local comparable corporate operations can
offer.
-
Standard Employee Performance
Appraisal & Rewarding technique, based entirely on productive
contributions, rather than general behavioural / external aspects (Hire
and Fire Or Carrot & Stick Policy).
-
Every Job should be known to a
minimum of 2 persons, and preferably to 3. This is to protect the
continued and efficient operation of the company, even if 1 person is on
leave or resigns.
-
One of the important efficiency-optimisation
methodology of Esso was providing rest, relaxation and peace to the
employees, wherever possible. Accordingly the working days per week was
made as 5 (Monday to Friday), a feature, not practiced anywhere in the
nation during 1960’s and 70s. Hence, It became popular that ESSO
(Shortened form for Standard Oil – SO), was interpreted as “Every
Saturday and Sunday Off”.
-
In every operation and wok of
the company, there is a close, immediate follow-up & verification
methodology.
-
Action-reaction process -
Any job done at a point should be verifiable by its result at the same
or different point. This was a Return on investment approach.
- Cross-control
with its implications on another report or
analysis.
a) This is by the accounting Double entry system
(For every Debit there should be an equal Credit).
b)
Physical pinpoint system (Any material issued
from a Ware house, should be physically located /
available for audit in another location.
|
TECHNOLOGICAL LEADERSHIP OF OIL COMPANIES |
|
 |
Each barrel
of crude has Bitumen (Pitch, Tar) - 55.4%, Diesel & Heating oil -
10.0%, Gasolenr (Petrol) - 19.7%, Heavy Fuel Oil 1.8%, Jet fuel oil -
4.0%, Liquid Petroleum Gas (LPG, Butane, Propane) - 1.8%, Other petro-chemical
base oils - 7.3%. Total = 100%. Extraction is optimised by a
Combination unit. This an unique R & D process with :-
-
The Crude
is input at 1 point and various products are distilled at different
heights, using the common heating process.
-
The pumped
output products are cooled by Sea water.
-
The heat
in the product and circulating water is used to generate steam as a
by-product by a "Waste heat Boiler"
|
VERTICAL
DISTILLATION UNIT (VDU) |
|
 |
Heavy crude
oil is preheated by the bottoms feed exchanger, further preheated and
partially vaporized in the feed furnace, and passed into the tower where
it is separated into slop oil, gas oil, distillate, slop wax, and bottoms
residue.
This tower
contains a combination of 14 fractionation trays and beds. It is equipped
with three side draws and pump around sections for gas oil, distillate,
and slop wax products.
The liquid
from the feed furnace enters the tower bottoms, where it is collected and
sent for further processing. Steam is injected into the base of the tower
to reduce the hydrocarbon partial pressure by stripping some light boiling
components from the bottoms liquid. The vapors from the feed heater enter
the tower below tray 14.
At tray 14,
a draw pan is located from which slop wax product is drawn. The slop wax
product and pump around are cooled, with the slop wax product going to
storage, while the pump around is returned to the tower at tray 11.
The next
product draw is located at tray 8, where the draw for distillate product
is located. The distillate draw tray is a total draw tray, where the
reflux from the tray is pumped under flow control to the tray below. The
product and pump around are cooled, with the distillate product going to
storage, while the pump around is returned to the tower at tray 7.
The last
product draw is located at tray 4, where the draw for gas oil product is
located. The gas oil draw tray is also a total draw tray, where the reflux
from the tray is pumped under flow control to the tray below. The product
and pump around are cooled with the gas oil product going to storage,
while the pump around is returned to the tower at tray 1.
The overhead
from the VDU is condensed and combined with the steam. The slop oil and
water are separated by gravity in the drum. The water is drained to
disposal, while the slop oil is accumulated and occasionally drained to
slop collection.
MORAL :
Science & Technology update needs an equivalent Management modernisation,
and an Economic evaluation. This is a quadratic conglomeration of
Streamlined Procedures, Spot analysis of the situation, Timely Decision
making and Implementation. Multi-national do it with a Hire & Fire
or Carrot & Stick policy.
|
THEME
RECIPE : KEY WORDS / NEW CONCEPTS
|
|
CARROT CONFECTIONERY
SOURCE : KANTHIMATHI (House Wife) |
INGREDIENTS (For 6 Servings)
Carrots - 1 Kilo
(2.2pounds)
Water
- 2 1/4 Tea cups
Fresh Flavour Ghee – 4 Tea Spoons.
Ground Almonds – 2 Tea Cups.
Nutmeg –
½
Tea
Spoon
(Jaadhikkai,
Myristica Fragrans)
Saffron
–
¼
Tea
Spoon.
(Corcus sativus)
Sugar
- 1 Tea cup
PREPARATION
01. Clean, peel the Carrots and cut into small
pieces.
02. Cook in a vessel, with in 2 cups of water for
about 20 minutes.
03. Drain the carrots, and save 1/2 cup of the
liquid.
04. Put the carrots and 1/4 cup of the liquid into
a Food Processor (Mixer).
05. Process the mixture until it becomes an
uniform paste.
06. Take the remaining 1/4 cup of liquid (left
from 03) in a pan, add the sugar and
keep in
medium heat.
07. Stir occasionally until a thread is formed
when a fork dipped and lifted from
the pan.
08. Add the processed carrots in 05 and add
saffron.
09. Cook over low heat for 10 minutes, or until
all the syrup is absorbed.
10. Stirr frequently.
11. Remove from heat, and blend with Almonds,
Fresh Flavour Ghee,
and Nutmeg.
12. Serve hot or at room temperature, in 1/4
plate, with a tea spoon to eat.
***********************************
 ABOUT
CARROTS
Carrot can be broadly grouped into
Eastern and Western
carrots.
Eastern
carrots were domesticated in Central Asia, probably in modern-day
Afghanistan in the 10th century or possibly earlier, carota
cultivars.
The purple color
common in these carrots comes from anthocyanin pigments.
The Western carrot emerged
in the Netherlands in the 15th or 16th century, its orange color
making it popular in those countries an emblem of the House of
Orange and the struggle for Dutch independence. The orange color
results from abundant carotenes in these varieties.
The Vegetable Improvement Center at Texas A&M University has
developed a purple-skinned, orange-fleshed carrot, the
BetaSweet, with
substances to prevent
cancer, which has recently entered commercial distribution.
Western carrot cultivars are commonly classified by their root shape
:-
-
Imperator
carrots most commonly sold whole in U.S. supermarkets; their roots
are longer than other varieties of carrot, and taper to a point at
the tip.
-
Nantes
carrots are nearly cylindrical in shape, and are blunt and rounded
at both the top and tip. Nantes varieties are often sweeter than
other carrots.
-
Danvers
carrots have a conical shape, having well-defined shoulders and
tapering to a point at the tip. They are somewhat shorter than
Imperator varieties, but more tolerant of heavy soil. Danvers
varieties are often pureed as baby food.
-
Chantenay
carrots are shorter than other varieties, but have greater girth,
sometimes growing up to 3 inches (8 cm) in diameter.. They are
most commonly diced for use in canned or prepared foods.
The world's largest carrot (a statue) is located in Ohakune, New
Zealand. 10 Gm of Carrot contains 33% Vitamin A, 1% Vitamin C and it
is non chlostral.
MORAL : Carrot has Vitamin A, needed for the Eyes to have a Good
vision. Proper view of the situations and a pre-sight on their
implications are needed for progress & prosperity. |
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