BIJAN

BIJAN
MKR with YAB Dato' Sri Najib

Monday, December 4, 2017

KAABAH REFUSES TO MOVE by: Tuan Guru Hj Mohd Baqi Osman (MBO)


1. One of the interesting lectures presented by MBO is related to the As Sirat Bridge.

2. The bridge that spans the hell to heaven is flexible. It can grow, shrink, shorten and extend according to the group that will pass through it. If the believer is, it will certainly widen and shorten. As for the infidels, it will diminish and extend.

3. Among those who will also move towards heaven is KAABAH.

4. The MALAIKAT came to bring Allah SWT command to the beautifully decorated KAABAH that day to move towards heaven.

5. Surprisingly, though the KAABAH knew that is ALLAH SWT command, KAABAH still refused to move.

6. Then the MALAIKAT asked why KAABAH refused to move to heaven.

7. The KAABAH replied that it would not move to heaven unless it was accompanied by all the people who had circumambulator (TAWAF) around KAABAH during perform their disciplines in UMRAH & HAJJ.

8. Then the MALAIKAT collect all those who have been TAWAF previously to accompany the KAABAH to heaven.

9. The KAABAH kept silent about not moving.

10. The MALAIKAT asked again why KAABAH did not want to move.

11. KAABAH replied, there are some people who are not present.

12. When examined, the people concerned were thrown into hell for the wrongdoing they had committed in the world.

13. The MALAIKAT informed KAABAH that the person was sinful and had to be tortured in hell.

14. The KAABAH says it does not matter whether the person is guilty or not.

15. What is important is that KAABAH will not move to heaven until be accompanied by all those who have TAWAF around him previously.

16. MALAIKAT had reported to ALLAH SWT about the phenomenon and situation.

17. ALLAH SWT The Most Forgiving and Merciful continues to declare that those people have been forgiven of their sins.

18. They were then brought out of hell and accompanied the KAABAH to heaven.

.... Wallahu a'lam bis sawab....


MKR

Monday, November 20, 2017

MENDEPANI CABARAN MEMIMPIN KECEMERLANGAN - SURAT TERBUKA MKR KEPADA YAB PERDANA MENTERI

Kepada:
YAB Dato’ Sri Najib Tun Razak,
Perdana Menteri Malaysia,
Pejabat Perdana Menteri Malaysia,
Blok Utama, Bangunan Perdana Putra,
Pusat Pentadbiran Kerajaan Persekutuan,
62502 Putrajaya.

Melalui,
Encik Muhammad Ammir bin Haron
Pengarah,
Bahagian Dasar dan Penyelidikan,
Pejabat YAB Perdana Menteri,
Jabatan Perdana Menteri

MENDEPANI CABARAN MEMIMPIN KECEMERLANGAN

YAB Dato’ Sri,

Sudah sekian lama saya tidak mengutuskan wacana sebegini rupa, sebagai melontar pendapat serta berkomentar kepada YAB Dato’ Sri, pemimpin yang dikasihi rakyat Malaysia.

Dasawarsa ini, memimpin sebuah parti yang berjenama seperti UMNO bukan lagi sesuatu yang mudah, Ia memerlukan “Skill” Kepimpinan serta Aras Berfikir yang amat tinggi.

Saat YAB Dato’ Sri mengambil alih pentadbiran Negara, amat jelas dan nyata sekali rencam hala tuju Negara seperti baru dilahirkan semula.

Justeru, sejak sekian lama; 22 tahun Negara ditakluk dan dijajah oleh seorang diktator tua, Malaysia telah hilang budaya MERAKYATKAN PEMBANGUNAN, Malaysia seakan diperintah dengan sistem KAPITALIS ELIT dengan kekayaan tertumpu kepada golongan kroni dan bangsawan.

Apabila menjadi Perdana Menteri, YAB Dato’ Sri dengan berani dan yakin sekali mengumumkan bahawa “AKTA KESELAMATAN DALAM NEGERI” dihapuskan secara muktamad.

Dalam maksud atur kata berbicara, era pentadbiran YAB Dato’ Sri tiada lagi salah guna kuasa secara beremosi oleh pemimpin Negara untuk mengunci mulut pembangkang serta golongan yang mengkritik. Jika dulu begitu ramai sekali pengkritik Perdana Menteri telah dipenjarakan tanpa proses mahkamah.

YAB Dato’ Sri sekali lagi mulai melakukan Transformasi dengan menghapuskan secara MUTLAK, beberapa buah TOL di Ibukota yang disifatkan “Peminta Sedekah Berlesen” kepada Kroni mantan 22 tahun.

Biarpun jelas, sistem konsesi jalanraya berCUKAI ini telah banyak menjerut leher rakyat secara bersistem.

YAB Dato’ Sri telah memimpin suatu paradigma kepimpinan alaf baru dengan meraikan perbezaan pendapat, malah ruang perbahasan telah diberi secara terbuka, walau pun kebanyakan ucapan pemimpin pembangkang di Dewan Rakyat tidak berilmiah malah membaca skrip musuh Islam dan Negara.

KECERDIKAN EMOSI & ARAS BERFIKIR YANG TINGGI milik YAB Dato’ Sri telah terbukti jelas dengan KECELARUAN dalam Pakatan Pembangkang sekarang. Fitnah murahan mereka mulai memakan diri sendiri.

Ikatan kerjasama POLITIK antara PAS dan DAP kian longlai dan berkubur dengan sendiri tatkala UMNO dibawah pimpinan YAB Dato’ Sri telah mengambil ketetapan untuk menyokong RUU Keluarga Islam di DUN Kelantan, justeru ia menampakkan kesombongan DAP terhadap Islam, menelanjangkan anutan Libralisme dan Pluralisma Agama oleh PKR; dimana DAP dan PKR telah menentang RUU ini sekeras-kerasnya.

Cetusan BUDAYA berfikir, tindakan, serta mencorak EMOSI yang BIJAK dan CERDIK sebegini, telah membawa GAGASAN TN 50, yang akan memacu Malaysia sebagai sebuah NEGARA BANGSA yang ampuh teguh dan beritegriti.

Sebermulanya langkah YAB Dato’ Sri merasionalisasikan semula sistem pemberian Subsidi yang membuta tuli, menstruktur Sistem Kuitpan Cukai yang lapuk iaitu SST (Sales & Service Tax) yang ternyata lemah dan terdedah kepada penipuan perniagaan serta pengisytiharan cukai. Rakyat tidak menyedari HARGA BARANGAN YANG MEREKA BELI adalah termasuk dengan harga CUKAI barangan tersebut, malah Negara kehilangan berbilion ringgit setahun akibat penipuan pengisytiharan cukai.

Di mana Sistem SST: Cukai Jualan adalah 10% dan Cukai Perkhidmatan ialah 6% menjadikan setiap barangan yang rakyat beli dikenakan cukai 16%. Cukai-cukai ini kadangkala tidak disedari oleh kita kerana tiada dalam bil atau resit pembelian.

GST (Goods & Service Tax) diperkenalkan bagi memperbaiki dan menyusun semula sistem percukaian negara pada masakini supaya lebih berkesan, saksama, efisien dan telus.

Kerajaan mendapati Cukai Jualan dan Perkhidmatan mempunyai kelemahan iaitu;

Bagi mengelak cukai terselindung yang menjadi kos kepada harga akhir yang sebenarnya melampau akibat pengambilan untung berlebihan oleh para pemborong, peruncit dan peniaga.

Bagi mengelak cukai bertindih yang sebenarnya membebankan para pengguna yang dikenakan cukai sebanyak dua kali.

Bagi mengelak caj perkhidmatan yang disembunyikan yang mana ia tidak diisytiharkan oleh para peniaga/penjual barangan di dalam resit dan bil-bil kita bagi meningkatkan margin keuntungan mereka.

Bagi mengelak perbuatan segelintir golongan pengilang, pemborong, peruncit dan peniaga yang cuba elak dari bayar cukai dengan tidak isytihar sumber, aliran dan jumlah pendapatan mereka.

Bagi mengelak perbuatan khianat ekonomi yang dilakukan oleh segelintir golongan peruncit dan peniaga yang sengaja menyorok barangan, mengurangkan sukatan, memonopoli barang dan memanipulasi harga.

YAB Dato’ Sri,

Dalam mendepani cabaran global, dengan kerenah Perang Ciptaan Kuasa-Kuasa Besar, Negara-negara Islam yang membangun telah menjadi mangsa Manupulasi Demokrasi Liberal seperti Iraq, Libya, Afghanistan, Syria, dll, YAB Dato’ Sri telah dilihat sebagai Tokoh KESEDERHANAAN yang ampuh oleh Pemimpin-pemimpin Liga Arab dan Antarabangsa.

Dalam menggalas tanggungjawab sebagai Perdana Menteri kepada Rakyat Malaysia beberapa tindakan YAB Dato’ Sri yang amat konsisten dan berkala dalam membantu mengurangkan beban hidup rakyat. Bermula dengan bantuan khas hari raya kepada Peneroka Felda yang layak, BR1M telah diperkenalkan. Kini pelbagai jenama 1 Malaysia seperti Klinik 1Malaysia, Kedai Rakyat 1 Malaysia dilihat mampu membantu meringankan kos hidup rakyat.

Apalah gunanya Mata Wang yang tinggi, jika harga sepinggan Nasi Campur di Putrajaya mencecah RM60 sepinggan hanya lauk asas dan air suam.

Kecemerlangan YAB Dato’ Sri bukan setakat beberapa perkara yang saya nyatakan di sini, malah ia menjangkau di luar kemampuan rakyat untuk “membaca”nya termasuklah pemimpin pembangkang yang sentiasa membutakan mata dan memekakkan telinga dengan tindakan YAB Dato’ Sri yang bertali arus membantu rakyat.

Terbaru, dalam senarai Belanjawan 2018, dari golongan petani, pesawah, penoreh getah sehinggalah Nelayan tradisi di pantai, YAB Dato’ Sri telah menyediakan suatu garis menyelamat dan membantu keluarga rakyat kita yang masih berada jauh dari kepompong kuasa Ekonomi Negara.

Tindakan-tindakan berani YAB Dato’ Sri dalam melestarikan pembangunan di Sabah & Sarawak amat ketara. Terbinanya Lebuhraya yang besar dan hebat “PAN BORNEO” tanpa sebarang TOL.

Tindakan berani YAB Dato’ Sri melonjakkan pembangunan Pengangkutan Awam di Semenanjung amat mengujakan rakyat jelata.

Secara Makrifatnya, tanpa mahu berceloteh panjang, kerana menghargai dan menghormati masa seorang Perdana Menteri untuk membaca coretan rakyat biasa seperti saya, kini tiba masanya RAKYAT MALAYSIA mengambil ketetapan, dari kelangsungan budi dan jasa mulia YAB Dato’ Sri yang telah MENDAHULUKAN RAKYAT dan PENCAPAIAN YANG SEMEMANGNYA DIUTAMAKAN bukan lagi sebuah deklamasi RETORIK dan SLOGAN.

Era YAB Dato’ Sri Najib, adalah era “JANJI DIKOTA”, Era YAB Dato’ Sri Najib adalah era “PERPADUAN & KESEDERHANAAN”.

Ikhlas:
MKR.

Thursday, November 16, 2017

Dua Negara Diidamkan Anwar Kini Sudah Huru Hara (Oleh: Rozmi Mokhtar)

Ketika debat antara Ahmad Shabery Chik lawan Anwar Ibrahim lama dahulu yang turut disiarkan secara langsung oleh RTM. Antara hujjah yang dibawa Anwar ialah bagaimana subsidi membantu rakyat Venezuela menikmati harga minyak dengan harga cukup murah di dunia dan mengapa pula Malaysia tidak berbuat demikian demi membantu rakyat yang miskin?

Hujah berkaitan harga minyak murah di negara Venezuela lah yang dimainkan oleh Anwar Ibrahim pada malam tersebut dan Anwar terus membandingkan dengan Malaysia.

Banyak perbincangan berlaku dan ramai penonton merumuskan Anwar Ibrahim memenangi debat malam tersebut namun walau pun masih muda saya berpendapat sebaliknya .

Lagi pun secara logiknya mana mungkin pelajar ekonomi dari universiti Leeds seperti Ahmad Shabery Chik boleh kalah kepada pelajar sastera dari UM seperti Anwar dalam soal ekonomi kecualilah penonton melihatnya dari sudut bahasa..

Greece pula merupakan negara yang mengenakan kadar GST sebanyak 0%.. Rakyat Greece bersorak dan berbangga dengan sistem ekonomi negara mereka. Malah Greece nenjadi sebutan pembangkang seluruh dunia ketika kadar GST mahu dinaikkan oleh negara masing-masing.

Kini Greece menjadi sebutan bukan kerana barangan murah atau kerana kadar GST 0% tetapi sebagai sebuah negara yang gagal dan muflis. Wang pencen untuk rakyatnya tidak lagi mampu dibayar oleh negara tersebut.

Negara Venezuela yang menjadi kebangaan Anwar Ibrahim juga manghampiri negara muflis apabila menanggung hutang yang terlalu tinggi dan KDNK yang terlalu rendah dan malar. Ekonomi Venuzela dan pasaran menjadi kucar kacir apabila harga minyak kini terpaksa dinaikkan sebanyak 600% dan kerajaan sudah tidak mampu untuk terus mengeluarkan subsidi.

Realitinya walau pun kerajaan Venezuela mengeluarkan subsidi cukup banyak untuk menjadikan sebuah negara paling rendah menawarkan harga minyak kepada rakyatnya. Dengan kenaikan mendadak harga minyak di negara tersebut serta harga kesemua barangan kini melambung, rakyat Venezuela yang selama ini miskin semakin papa kedana.

Adakah subsidi membantu rakyat Venuzela secara jangka panjang?

Sesebuah negara sama seperti sesebuah syarikat atau peniaga. Jika kos untuk mengeluarkan sebungkus cendol ialah 70 sen. Anda pula menjualnya dengan harga 40 sen sebungkus kerana kononnya meniaga cara nabi versi kepala hotak beliau.

Faham fahamlah ye nasib syarikat cendol tersebut secara jangka panjang.

Memenangi sesuatu perdebatan bukanlah bererti benar.


Shared by: MKR

Friday, October 27, 2017

HASHIMOTO'S THYROIDITIS

A) HASHIMOTO’S THYROIDITIS (Lymphocytic Thyroiditis)

1. The term “Thyroiditis” refers to “inflammation of the thyroid gland”.
2. There are many possible causes of thyroiditis. Hashimoto’s thyroiditis, also known as chronic lymphocytic thyroiditis, is the most common cause of hypothyroidism.
3. It is an autoimmune disorder in which antibodies directed against the thyroid gland lead to chronic inflammation.
4. It is not known why some people make antibodies, although this condition tends to run in families.
5. Over time, however, this results in impaired ability of the thyroid gland to produce thyroid hormones, leading to gradual decline in function and eventually an underactive thyroid (hypothyroidism).
6. Hashimoto’s thyroiditis occurs most commonly in middle aged women, but can be seen at any age, and can also affect men, and children.

B) WHAT IS THE THYROID GLAND?
1. The thyroid gland is a butterfly-shaped endocrine gland that is normally located in the lower front of the neck.
2. The thyroid’s job is to make thyroid hormones, which are secreted into the blood and then carried to every tissue in the body.
3. Thyroid hormone helps the body use energy, stay warm and keep the brain, heart, muscles, and other organs working as they should.

C) WHAT ARE THE SYMPTOMS OF HASHIMOTO’S THYROIDITIS?
1. There are no signs or symptoms that are unique to Hashimoto’s thyroiditis.
2. Because the condition usually progresses very slowly over many years, people with Hashimoto’s thyroiditis may not have any symptoms early on, even when the characteristic TPO (thyroid peroxidase) antibodies may be detected in blood tests.
3. TPO is an enzyme that plays a role in the production of thyroid hormones.
4. However, over time, thyroiditis causes slow and chronic cell damage leading to the development of goitre (enlarged thyroid) with gradual thyroid failure, and most patients will eventually develop symptoms of hypothyroidism.
5. Hypothyroid symptoms may include fatigue, weight gain, constipation, increased sensitivity to cold, dry skin, depression, muscle aches and reduced exercise tolerance, and irregular or heavy menses.

D) HOW IS THE DIAGNOSIS OF HASHIMOTO'S THYROIDITIS MADE?
1. The diagnosis of Hashimoto’s thyroiditis is often made when patients present with symptoms of hypothyroidism, often accompanied by the finding of a goitre (an enlarged thyroid gland) on physical examination, and laboratory tests consistent with hypothyroidism, an elevated serum TSH with low thyroid hormone (Free thyroxin) levels.
2. Antibodies against TPO, when measured, are usually elevated.
3. Occasionally, the disease may be diagnosed early on, especially in people with a strong family history of thyroid disease, during routine laboratory screening, even before the patient develops symptoms of hypothyroidism.
4. In these cases, often isolated mild elevation of serum TSH is seen, with normal levels of thyroid hormones and positive TPO antibodies.

E) HOW IS HASHIMOTO THYROIDITIS TREATED?
1. Patients with elevated TPO antibodies but normal thyroid function tests (TSH and Free thyroxin) do not require treatment.
2. For those patients with overt hypothyroidism (elevated TSH and low thyroid hormone levels) treatment consists of thyroid hormone replacement Synthetic levothyroxine taken orally at an appropriate dose is inexpensive, very effective in restoring normal thyroid hormone levels and results in improvement of symptoms of hypothyroidism.
3. Most patients with Hashimoto’s thyroiditis will require lifelong treatment with levothyroxine.
4. Finding the appropriate dose, particularly at the beginning may require testing with TSH every 6-8 weeks after any dose adjustment, until the correct dose is determined.
5. After that, monitoring of TSH once a year is generally sufficient.
6. When levothyroxine is taken in the appropriate dose, it has no side effects.
7. However, when an insufficient dose is taken, serum TSH remains elevated and patients may have persistent symptoms of hypothyroidism.
8. If the dose is excessive, serum TSH will become suppressed and patients may develop symptoms of hyperthyroidism.


SHARED BY: MKR

TRAINING NEEDS IDENTIFICATION (TNI)

1. Any company delving into training and development of its workforce should first learn how to properly identify and assess training needs.

2. This is the single most important thing that helps executives to address the gaps between the existing training and training which will be required in the future.

3. Here’s a brief overview of three different needs managers should look at and three assessment methods for identifying key training needs at any organization.

A) Industry-related needs:

i) Those are quite simple, but it can still be challenging to narrow them down when formulating your training program.
ii) There surely exist certain pieces of industry knowledge that employees should have.
iii) This need essentially derives from how the organization fits into the industry.
iv) For example, an operation group which creates parts for high-tech appliances may require the knowledge about where those parts go, what kind of appliances they structure, and how the operation of those appliances coordinated by other companies affects the industry as a whole.
v) When assessing this need, know how to differentiate what needs to be known from what would be nice to know.


B) Job-related needs

i. Job related needs is those that relate directly to jobs which are part of the organization.
ii. How to look for job-related needs?
iii. By researching whether there’s training available for certain jobs. If not, organizations might create a complete training program for a job.
iv. The purpose of job-related needs is to improve the final output of the job itself.
v. It can be building an error-free part for a technological appliance or a completed call with a customer.
vi. The key is to identify which aspects of the job belong to executive positions and which ones are related to on-the-job training.

C) Task-related needs

i. A task-related need usually comes in the form of a requirement in a particular part or output within a job or Job Scope.
ii. Just consider – it’s a combination of different tasks and processes that create your job on a daily to yearly basis.
iii. Sometimes one or more aspects of a job aren’t working and affect the overall productivity of a worker.
iv. Consider this example – a customer service representative performs well in sales and customer satisfaction, but when it comes to data inputs into the CRM system, they’re pretty hopeless.
v. This problem might affect contact with the customers or even the number of closed sales.


4. Assessment methods

4.1 Organisational perspective:

i. This kind of assessment is focused on the effectiveness of the enterprise as a whole.
ii. It aims to identify any discrepancies, revealing the knowledge and skills required to bridge gaps.
iii. Organizational assessments analyse factors like the economy, new environmental policies and changing workforce demographics.
iv. These assessments determine which parts of the organization require training and whether it will fill the gaps when implemented.

4.2 Task-related perspective:

i. Task assessments compile information about a particular job function.
ii. It’s an analysis that identifies key tasks, competencies and skills that are required to perform the job efficiently.
iii. It’s based on detailed job descriptions, skill analyses and inventory questionnaires which are how key training needs can be pinpointed.
iv. Enterprises undergoing restructuring or taking on a new direction can greatly benefit from this assessment.
v. It basically determines whether there are any gaps between existing competencies and those required for improved performance.

4.3 Individual assessment:

i. The individual assessment looks at particular employees to discover their level of performance.
ii. This analysis identifies the existing skills and qualifications, as well as capacity for learning. Individual assessment will show who needs training and what kind of training is needed most.
iii. It uncovers the strengths of employees and areas for competency improvement.
iv. Focus on each kind of training need before moving forward and determining the best course of action for the enterprise.
v. Each assessment will help you improve different aspects of the organization and build specific training programs to address important gaps and boost the effectiveness of the company.


Shared by: MKR

Wednesday, October 25, 2017

VISI EKONOMI UNTUK MALAYSIA OLEH YAB DATO' SRI NAJIB TUN RAZAK (PERDANA MENTERI MALAYSIA)

1. Semakin kita menghampiri Bajet 2018, saya ingin berkongsi cabaran yang telah Malaysia hadapi beberapa tahun kebelakangan ini, dan bagaimana usaha telah dilakukan untuk memacu negara ke arah masa depan yang makmur, mampan dan inklusif untuk semua.

2. Saya ingin ambil kesempatan ini untuk menerangkan pandangan saya sebelum pembentangan Bajet pada Jumaat ini serta perancangan yang bakal diumumkan, untuk manfaat rakyat Malaysia.

3. Penglibatan saya ke dunia politik adalah secara mengejut dan tidak dirancang selepas pemergian ayahanda saya, Tun Abdul Razak Hussein, ketika saya berusia 23 tahun.

4. Allahyarham merupakan idola saya, melihat pencapaian dan dedikasi berterusan beliau untuk melihat kemajuan negara serta rakyat Malaysia. Lantas, matlamat saya dalam hidup adalah melakukan yang terbaik untuk mengikuti jejak langkahnya dan berkhidmat demi negara.

5. Seperti Allahyarham Ayahanda, saya juga bercita-cita meletakkan Malaysia di pentas global; dan menjadi antara 20 negara teratas di dunia menjelang 2050. Tiada pencapaian yang lebih hebat daripada meletakkan Malaysia di landasan terbaik untuk masa depannya. Itulah visi saya untuk inisiatif Transformasi Nasional 2050 (TN50).

6. Dan kini kita telah berjaya mencapai pelbagai kemajuan. Itulah sebabnya Bank Dunia memberi sokongan terhadap apa yang dilakukan oleh Kerajaan, dan menyatakan dalam laporan negara terkini mereka bahawa: *“Ekonomi Malaysia sedang berkembang dari kedudukan yang kukuh.”*

7. Walau bagaimanapun, ketika saya menjadi Perdana Menteri pada tahun 2009, cabaran ekonomi yang kita hadapi adalah amat besar. Semasa saya mengambil alih jawatan tertinggi negara pada April tahun itu, kita sedang berada di tengah kemelesetan global yang paling teruk sejak tahun 1930-an. Dasar ekonomi terbuka dan kebergantungan kita kepada perdagangan antarabangsa menyebabkan Malaysia terjejas teruk. Eksport kita menurun 20% sementara ekonomi kita menguncup dengan ketara sebanyak 6.2% pada suku pertama tahun 2009.

8. Kita dibelenggu oleh isu-isu struktur dan legasi serius, dan ini antara lain mengakibatkan gaji rendah yang gagal menyaingi inflasi, harga kereta yang mahal, kadar kemiskinan yang tinggi, ketidaksamaan pendapatan, kenaikan kadar tol lebuh raya yang kerap, penurunan standard pendidikan, pengangkutan awam yang teruk, perjanjian Loji Kuasa Bebas (IPP) yang berat sebelah, serta kapitalisme kroni yang berleluasa. Kesemua ini memberi kesan buruk terhadap kebajikan rakyat.

9. Kita juga terlalu bergantung kepada minyak, gas dan komoditi, manakala *pembangunan negara tidak sama rata, dengan Sabah, Sarawak dan Negeri-negeri Pantai Timur Semenanjung Malaysia ketinggalan. Situasi ini memerlukan tindakan tegas dan hala tuju yang jelas.*

10. Oleh itu, tindakan pertama yang kita lakukan adalah untuk segera melaksanakan dua pakej rangsangan ekonomi besar bernilai RM67 bilion bagi menyalurkan wang ke dalam ekonomi kita, demi memulihkannya dan menyelamatkannya dari penguncupan yang lebih mendalam.

11. Melalui tindakan ini, kita berjaya menyelamatkan rakyat Malaysia daripada kesengsaraan melalui kemelesetan teruk, sepertimana yang berlaku pada 1997. Waktu itu, Bursa Saham Kuala Lumpur jatuh lebih daripada 50 peratus, beribu-ribu kehilangan pekerjaan, perniagaan bankrap, dan ramai menderita.

12. *Kemelesetan Global 2008-2009 telah memberi kesan cukup mendalam kepada banyak negara, termasuk negara maju yang masih belum pulih hingga hari ini. Namun, atas tindakan pantas yang kita ambil, rakyat Malaysia secara amnya terlindung daripada mengalami kesannya. Ia sama sekali tidak seperti tahun 1997.*

13. Walaupun pakej rangsangan yang diperkenalkan ketika itu menyebabkan kenaikan sebanyak 10% dalam nisbah Hutang-KDNK kita ke paras melebihi 50%, namun langkah-langkah ini berjaya, dan Malaysia telah pulih dengan cepat. Menjelang akhir tahun itu, ekonomi kita telah kembali berkembang. Ini adalah satu pemulihan yang cukup mengagumkan.

14. Nisbah itu seterusnya stabil di bawah 55%, yang jauh di bawah tahap negara-negara yang maju – misalnya tahun lepas nisbah di UK hampir 90%. Walau bagaimanapun, pihak pembangkang cuba menggunakan peningkatan hutang ini untuk mengelirukan rakyat Malaysia dan mendakwa kita akan bankrap. Ini langsung tidak masuk akal. Pada tahun 1986, nisbah Hutang-KDNK Malaysia mencapai 103%, dan kita tidak pula muflis pada waktu itu! Ini menunjukkan bahawa apabila pembangkang bercakap tentang ekonomi, mereka hanya menyebar propaganda dan pembohongan yang terang-terangan untuk kepentingan politik mereka yang mementingkan diri sendiri. Ini namanya – sabotaj ekonomi.

15. Kedua, kita sedar bahawa kita perlu melakukan pembaharuan yang luas. Kita juga sedar bahawa untuk keluar daripada perangkap pendapatan sederhana dan mencapai matlamat menjadi negara berpendapatan tinggi, kita perlu mempunyai perancangan ekonomi yang menyeluruh dan berhemah- sebuah pelan tindakan, dengan petunjuk prestasi utama dan hasil yang boleh diukur supaya dapat menguji kemajuan dan memastikan kita terus berada di landasan yang tepat.

16. Pelan itu adalah Program Transformasi Negara, dengan komponen utamanya, Program Transformasi Ekonomi, atau ETP. Sesetengah orang menggelarnya “Najibnomics” – bukan saya yang berikan nama tersebut! Tetapi saya boleh terima penggunaan istilah ini oleh orang ramai, kerana selepas tujuh tahun, kita dapat melihat bahawa rancangan ini – yang meletakkan kepentingan rakyat Malaysia sebagai asas dan matlamat utamanya – telah berjaya dilaksanakan, dan akan terus dilaksana.

17. Pendapatan Negara Kasar telah meningkat hampir 50%. Kita juga telah mengurangkan jurang sasaran pendapatan tinggi, dari 33% kepada 19%.

18. 2.26 juta pekerjaan telah diwujudkan, di mana lebih satu juta daripadanya adalah pekerjaan berpendapatan tinggi.

19. Mac lalu, eksport kita mencecah RM82.63 bilion – angka bulanan tertinggi bagi eksport Malaysia yang pernah direkodkan.

20. Inflasi dan pengangguran kekal rendah. Oleh kerana dasar luar negara, kita telah berjaya menarik Pelaburan Langsung Asing pada tahap yang belum pernah terjadi sebelum ini, yang menunjukkan keyakinan dunia terhadap Malaysia.

21. Pada tahun 2017 sahaja kita telah melihat 14 MOU perniagaan antara Malaysia dan China bernilai RM144 bilion, 31 MOU perniagaan antara Malaysia dan India bernilai RM158.4 bilion, serta pelaburan USD7 bilion di Malaysia oleh Saudi Aramco. Ini membawa bersamanya beribu-ribu pekerjaan baru, pemindahan kemahiran, dan peningkatan taraf hidup untuk keluarga yang tidak terhitung jumlahnya.

22. Dan pada masa sama, *meskipun terdapat kegawatan besar dalam ekonomi global, kejutan kejatuhan harga minyak, dan kemelesetan yang melanda kebanyakan negara Eropah yang hampir memusnahkan beberapa negara, kita telah mencatatkan pertumbuhan yang sihat, tahun demi tahun. Bank Dunia baru-baru ini menyemak semula ramalan mereka untuk pertumbuhan Malaysia kepada 5.2% untuk tahun 2017 – kali kedua mereka melakukannya tahun ini!*

23. Ini sebahagian daripada kejayaan utama Kerajaan dan berjuta-juta rakyat Malaysia yang bekerja keras di bawah rancangan yang kita rencanakan pada tahun 2010.

24. Tetapi terdapat banyak lagi langkah-langkah yang lebih spesifik yang diambil oleh Kerajaan untuk memperbaiki standard dan membantu rakyat.

25. Kita telah memperkenalkan pelan pendidikan untuk sekolah dan universiti; dan sekarang kita dapat melihat kedudukan universiti-universiti kita di peringkat antarabangsa mula meningkat dengan mantap.

26. Malaysia adalah negara pengguna jalan raya, dan sebab itulah kita menggalakkan Khazanah Nasional dan KWSP membeli PLUS Expressway secara langsung pada tahun 2010 daripada pemegang swasta. Ini bermakna setiap ringgit yang dikutip kini kembali sama ada kepada Kerajaan atau kepada pemegang akaun KWSP.

27. Lebuhraya milik PLUS seperti Jambatan Pulau Pinang, Second Link dan Lebuhraya Utara-Selatan juga tidak mengenakan kenaikan tol sejak pembelian pada tahun 2010.

28. Pada masa sama, jalan raya juga telah dinaik taraf – contohnya, sebahagian besar Lebuhraya Utara-Selatan telah dinaik taraf menjadi tiga atau empat lorong berbanding dua lorong pada masa lalu.

29. Walaupun begitu, aspek lain pengangkutan awam telah diabaikan oleh salah seorang pemimpin dahulu. Beliau membazirkan berbilion-bilion ringgit dalam projek “vanity” dan bukannya membina infrastruktur kelas dunia yang diperlukan oleh Malaysia untuk menarik pelabur mahupun untuk kesejahteraan rakyat.

30. Di bawah Kerajaan saya, fasa pertama projek Mass Rapid Transit telah siap pada akhir tahun lepas, dan fasa kedua Laluan MRT Sungai Buloh-Kajang telah dilancarkan pada bulan Julai. Kini, kita mempunyai rangkaian perkhidmatan sepanjang 51 kilometer dengan 31 stesen.

31. Projek-projek ini mencipta 130,000 pekerjaan baru, di mana 70,000 adalah pekerjaan langsung. Lebih mengagumkan lagi, projek-projek ini siap lebih awal daripada jadual dengan penjimatan sebanyak RM2 bilion. Kini MRT 2 dan 3 turut berada dalam perancangan, manakala dalam masa beberapa tahun lagi kita juga akan mempunyai laluan kereta api berkelajuan tinggi pertama yang menghubungkan Kuala Lumpur ke Singapura. Ini akan mengurangkan masa perjalanan antara dua bandar raya ini kepada 90 minit berbanding lebih daripada empat jam dengan kereta.

32. Tetapi tumpuan bukan sekadar untuk Lembah Klang atau pantai barat sahaja. Lebih daripada itu, tumpuan kita adalah untuk kawasan-kawasan lain di Malaysia yang telah diabaikan terlalu lama. Kita inginkan *pembangunan yang lebih adil, lebih inklusif, dan meningkatkan semua sektor penduduk dan kawasan* di negara kita.

33. Mengambil contoh Kelantan, yang telah dianak tirikan dan disekat dana pembangunan serta tidak dinaikkan taraf infrastruktur air mereka selama beberapa dekad oleh seorang bekas pemimpin kerana ia diperintah oleh parti pembangkang.

34. Bagi saya, ini tidak adil, kerana air bersih adalah penting untuk kehidupan dan adalah hak semua rakyat Malaysia. Oleh itu, kita telah membantu Kelantan dengan perjanjian penstrukturan semula air tahun lepas yang akan menelan belanja lebih daripada RM1 bilion.

35. Rakyat di Kelantan juga menderita akibat hubungan pengangkutan yang teruk – ramai terpaksa menanggung perjalanan kereta perlahan, sesak dan berbahaya semasa perjalanan antara negeri.

36. Bagi menangani hal ini, Kerajaan membina Lebuhraya Central Spine Road bebas tol bagi menghubungkan Kelantan dengan seluruh Semenanjung, manakala fasa 3 Lebuhraya Pantai Timur akan dilanjutkan ke Kelantan.

37. Projek Laluan Keretapi Pantai Timur atau ECRL pula akan menjadi satu lagi “game-changer” untuk negeri-negeri pantai timur.

38. Bagi Sabah dan Sarawak, Kerajaan Persekutuan sebelum ini tidak pernah menyediakan begitu banyak peruntukan tahunan dan projek pembangunan bagi mereka. Sebagai contoh, Lebuhraya Pan Borneo akan menjadi pemacu utama bagi pembangunan dan perhubungan di Malaysia Timur.

39. Saya berusaha untuk *bersikap adil kepada semua negeri – termasuk yang dipegang oleh pembangkang. Misalnya, Kerajaan telah membuat perjanjian penyusunan semula air dengan Pulau Pinang dan Selangor untuk membantu mereka mengurangkan hutang negeri dan menyediakan pembaharuan infrastruktur bekalan air yang diperlukan.*

40. Dalam kes Pulau Pinang, pakej penstrukturan semula air pada tahun 2010 melibatkan bantuan kepada kerajaan negeri bagi mengurangkan hutang mereka sebanyak RM655 juta, sambil memberi mereka geran tambahan RM1.2 bilion untuk membesarkan lagi empangan. Ini membolehkan Kerajaan Negeri DAP bermegah bahawa kononnya mereka telah mengurangkan hutang negeri mereka sebanyak 95%, padahal ini sebenarnya disebabkan oleh usaha Kerajaan Persekutuan.

41. Usaha kita memastikan semua rakyat Malaysia mendapat manfaat daripada ekonomi yang semakin meningkat telah memperlihatkan pengurangan yang menakjubkan dalam kadar kemiskinan. Kemiskinan tegar di Malaysia jatuh dari 3.8% pada tahun 2009 kepada hanya 0.4% pada 2016. Di Sabah sahaja, kita berjaya mengurangkan kadar daripada 19.7% pada tahun 2009 kepada hanya 2.9% pada tahun lepas.

42. Pendapatan per kapita rakyat juga meningkat daripada RM27,819 pada tahun 2010 kepada RM40,713 pada tahun 2017. Pendapatan median bulanan pula meningkat daripada RM4,585 pada tahun 2014 kepada RM5,288 pada 2016. Dan kita juga telah melihat peningkatan dalam pendapatan isi rumah B40 – yang telah meningkat kepada RM3,000 pada 2016 daripada RM2,629 pada tahun 2014.

43. Sebagai hasilnya, nisbah GINI kita – yang mengukur kesaksamaan pendapatan – turun daripada 0.441 pada tahun 2009 kepada 0.399 tahun lepas, yang paling rendah dalam sejarah Malaysia. Kesaksamaan pendapatan Malaysia tidak pernah lebih baik daripada masa kini.

44. Pada masa yang sama, kita sedar bahawa isu kos sara hidup memberi kesan paling tinggi kepada mereka yang berpendapatan rendah, dan inilah sebabnya kita mengagihkan RM5.36 bilion dalam Bantuan Rakyat 1Malaysia atau BR1M kepada 7.28 juta isi rumah pada tahun 2016 dan juga memperkenalkan gaji minimum.

45. Seorang bekas pemimpin baru-baru ini menyifatkan BR1M sebagai penyalahgunaan dana kerajaan – tetapi dia seharusnya cuba nyatakan sebegitu kepada para penerima. Ia sebenarnya amat kejam untuk sesiapa sahaja dalam pembangkang untuk bercakap mengenai menghapuskan satu program yang direka khusus untuk membantu mengurangkan beban berjuta-juta rakyat Malaysia.

46. Semua yang kita lakukan adalah untuk kebaikan rakyat. Dan ini termasuk melaksanakan banyak keputusan yang sukar tetapi perlu dilakukan walaupun tidak selalunya popular.

47. Kita perlu *merasionalisasi subsidi yang tidak tersasar*. Subsidi pukal pada pelbagai barangan seperti petrol, yang telah dimulakan pada zaman seorang bekas pemimpin terdahulu, telah melonjak menjadi kadar yang tidak mampan. Pada 2012 misalnya, subsidi bahan api sahaja mencapai RM25 bilion dan menelan 13.6% daripada jumlah belanjawan negara.

48. Kebanyakan yang mendapat faedah adalah golongan yang berada, dan bukan mereka yang betul-betul memerlukannya. Oleh itu, apa yang telah kita laksanakan adalah menyalurkan dana kepada golongan B40 dengan cara yang disasarkan, yang kita percaya adalah cara yang lebih bijak dan beretika untuk mengagihkan wang rakyat.

49. Kita perlu mengurangkan kebergantungan kita terhadap pendapatan daripada minyak dan gas yang menyumbang sebanyak 41% daripada pendapatan Kerajaan pada tahun 2009. Ini menyebabkan kita terdedah dan terlalu bergantung kepada sumber yang tidak boleh diperbaharui, yang masa depan jangka panjangnya juga diragui tatkala banyak negara dan industri telah beralih kepada penyelesaian tenaga hijau.

50. Kita berjaya dalam hal ini, dan minyak dan gas kini hanya membekalkan 14.6% daripada hasil Kerajaan pada 2017. Ternyata kita bernasib baik dengan keputusan awal yang dilaksanakan dengan berlakunya kemelesetan harga minyak dunia pada tahun 2014.

51. Kali terakhir harga global bagi eksport komoditi utama Malaysia jatuh adalah pada tahun 1985. Pada masa itu kita tidak bersedia dan ekonomi kita mengalami kemelesetan teruk.

52. Walau bagaimanapun, kali ini kita lebih bersedia berikutan ketegasan Kerajaan untuk memastikan daya tahan asas ekonomi kita. Meskipun kita turut terjejas akibat kejatuhan harga minyak dunia pada 2014, namun tidak seperti negara-negara pengeksport minyak lain, Malaysia bukan sahaja berjaya mengelakkan kemelesetan tetapi ekonomi kita terus berkembang.

53. Salah satu langkah yang menjadi penyumbang utama kepada perkara ini adalah pengenalan Cukai Barangan dan Perkhidmatan, atau GST – yang menjadi salah satu sumber serangan utama pembangkang terhadap kerajaan.

54. Ramai mendakwa bahawa GST adalah cukai baharu, dilaksanakan semata-mata untuk meraih lebih banyak pendapatan untuk Kerajaan. Sebenarnya, ia adalah *pengganti kepada cukai jualan dan perkhidmatan yang tidak cekap, rumit dan tidak berfungsi dengan baik*, sama ada untuk pengguna ataupun perniagaan.

55. Seandainya niat kerajaan adalah untuk meningkatan pendapatan, adalah lebih mudah jika kita meningkatkan cukai korporat, cukai pendapatan dan cukai jualan dan perkhidmatan sedia ada.

56. Sebaliknya, sejak saya menjadi Menteri Kewangan pada 2008, kita telah mengurangkan cukai korporat daripada 27% hingga 24%. Kadar cukai pendapatan peribadi juga telah jatuh, daripada 28% pada tahun 2008 kepada 24% sekarang untuk kebanyakan rakyat Malaysia.

57. Kita juga menaikkan nilai ambang cukai pendapatan supaya mereka yang pendapatannya adalah RM4,000 atau kurang, tidak lagi perlu membayar sebarang cukai pendapatan. Ini bukan seperti dulu di mana mereka yang mempunyai gaji RM2,000 tetap dikenakan cukai.

58. Oleh itu, *GST tidak sepatutnya dianggap sebagai cukai tambahan baru tetapi sebahagian daripada pembaharuan cukai menyeluruh yang direka untuk menjadikan Malaysia lebih berdaya saing, dapat mengawasi ekonomi hitam dan haram, serta mengurangkan pengelakan cukai dan meluaskan asas percukaian negara*.

59. Banyak negara lain seperti India dan Mesir turut ikut serta jejak Malaysia semenjak kita melaksanakan GST pada tahun 2015. Sementara itu, semua Negara Kerjasama Teluk – Bahrain, Kuwait, Oman, Qatar, Arab Saudi, dan Emiriah Arab Bersatu – akan melaksanakan GST mereka pada 1 Januari tahun depan.

60. Malah, perancangan ekonomi kita telah membolehkan kadar GST Malaysia hanya 6% – jauh lebih rendah daripada negara-negara lain yang tidak berkongsi asas ekonomi yang kukuh seperti kita.

61. Kebanyakan negara – lebih daripada 160 di seluruh dunia – telah melaksanakan GST kerana mereka tahu ia diperlukan untuk menjadikan negara mereka lebih kuat dan lebih berdaya saing. Anehnya, pihak pembangkang mendakwa tidak memahami perkara ini. Mereka mahu memansuhkan GST – tetapi tanpa cadangan bagaimana mereka akan menggantikan RM41 bilion yang dijana oleh GST pada tahun lalu.

62. Saya juga ingin menegaskan bahawa *dakwaan yang menyatakan GST diperlukan bagi membayar untuk 1MDB adalah satu pembohongan besar*– pembohongan yang disedari sendiri oleh ahli politik yang membuat dakwaan tersebut.

63. 1MDB sebenarnya memainkan peranan penting dalam menyelesaikan perjanjian kuasa berat sebelah yang telah ditandatangani oleh seorang bekas pemimpin. Apabila 1MDB memasuki industri itu, ia adalah pembida terendah dalam semua perjanjiannya, dengan itu menjimatkan Malaysia sebanyak RM200 bilion dalam 20 tahun akan datang. Malah, satu laporan firma penyelidikan mengenai perjanjian kuasa yang disemak semula ini diberi tajuk “Tiada lagi perjanjian pilih kasih”.

64. 1MDB juga telah membiayai pembinaan dan penambahbaikan lapan pangkalan tentera yang tidak dapat dilakukan oleh kerajaan pada masa dahulu. Ia juga telah membiayai beribu-ribu biasiswa dan perjalanan Haji untuk para jemaah.

65. Memang benar bahawa 1MDB mempunyai masalahnya, dan kita telah mengambil tindakan merombak pengurusan untuk membetulkan kesilapan dan mengembalikannya kepada keadaan kewangan yang sihat.

66. Tetapi apabila perjanjian projek Bandar Malaysia ditandatangani, 1MDB dijangka akan membuat keuntungan yang lebih daripada cukup untuk menanggung kerugiannya. Dan pembohongan bahawa rakyat perlu menanggung akibat daripada keputusan 1MDB akan terkubur. Ini kerana selepas program rasionalisasi selesai, 1MDB berkemungkinan besar akan menjana keuntungan untuk rakyat, dan ini tidak termasuk segala usaha tanggungjawab sosial korporat yang telah dilaksanakannya selama bertahun-tahun.

67. Akhir sekali, saya juga ingin menyentuh mengenai *isu mata wang kita, Ringgit Malaysia. Apabila Amerika Syarikat mengalami kesan akibat Kemelesetan Besar pada 2008-2009,* mereka mula menurunkan kadar faedah – yang menyebabkan banyak dana global mengalihkan dana mereka ke negara-negara seperti Malaysia untuk mencari pulangan yang lebih tinggi.

68. Ringgit kita menerima manfaat daripada ini dan telah meningkat 30% daripada RM3.73 untuk USD1 apabila saya pertama kali menjadi Perdana Menteri, kepada paras bawah RM3.00 pada 2011-2013. Walau bagaimanapun apabila AS mula pulih daripada kemelesetan, mereka mula menaikkan kadar faedah sekali lagi.

69. Ini, ditambah pula dengan kejatuhan harga komoditi yang drastik, menyebabkan Ringgit kita menurun ke nilai semasa – satu lagi topik yang digunakan pembangkang untuk mengkritik kerajaan.

70. Adalah aneh bahawa pembangkang kini mendakwa bahawa Ringgit yang lemah ini merupakan tanda bahawa Malaysia akan bankrap – walhal ketika PRU13, pembangkang juga mendakwa bahawa Malaysia akan muflis meskipun Ringgit telah meningkat 30% berbanding dolar AS!

71. Menambat Ringgit dan melaksanakan semula kawalan modal adalah perkara paling mudah untuk saya lakukan. Namun, setelah mengalami kekurangan pelaburan selepas mengenakan kawalan modal dan menambat Ringgit dari tahun 1998 hingga 2005, keputusan dibuat untuk tidak melakukannya lagi.

72. Benar, nilai Ringgit menurun di tengah-tengah pergolakan global dan ketidakpastian sejak 2014, tetapi terdapat juga aspek positif daripadanya apabila eksport dan pelancongan kita meningkat tinggi.

73. Meskipun ada yang memberikan tanggapan bahawa ia lemah, *prestasi Ringgit Malaysia sebenarnya lebih baik daripada mata wang banyak negara pengeksport komoditi besar yang lain*. Sejajar dengan prestasi ekonomi kita yang terus baik – seperti ramalan semua pakar ekonomi – Ringgit akan turut mengukuh pada kadar pasaran yang sesuai.

74. Anda tidak akan mendengar tentang semua ini daripada pembangkang atau seorang bekas pemimpin negara yang taksub dengan kuasa dan mahu terus memerintah meskipun dalam persaraan, dan menyalahkan saya atas kekalahan anaknya dalam perlumbaan untuk menjadi Naib Presiden UMNO pada tahun 2013.

75. Saya enggan mematuhi cara beliau kerana saya yakin bahawa Malaysia memerlukan visi baru, jauh dari cara lama yang telah membawa kepada masalah legasi yang serius yang kita hadapi sebelum ini serta membawa kesan buruk terhadap kebajikan rakyat.

76. Sebagai sebuah negara, kita perlu beralih ke fasa seterusnya untuk menjadi negara maju berpendapatan tinggi di mana taraf hidup dan kualiti kehidupan rakyat Malaysia menjadi keutamaan. Ini adalah wawasan saya untuk Malaysia –perjuangan yang lebih besar daripada diri saya sendiri. Malaysia seringkali membuktikan ia mampu mencapai prestasi yang lebih baik daripada jangkaan dan saya yakin dan percaya akan potensi besar kita sebagai sebuah negara.

77. Potensi ini telah diiktiraf oleh banyak institusi antarabangsa seperti OECD, IMF dan Bank Dunia. Mereka telah berulang kali memuji pengurusan makroekonomi Kerajaan dan pembaharuan struktur, manakala *tinjauan yang dibuat oleh Wharton School di Universiti Pennsylvania pada awal tahun ini mengisytiharkan Malaysia sebagai ‘Negara Terbaik untuk Melabur’.*

78. Semua agensi penarafan kredit utama telah mengesahkan status Malaysia dalam band “A”, dan keputusan OECD adalah: “Malaysia adalah salah satu ekonomi Asia Tenggara yang paling berjaya … hasil daripada asas makroekonomi yang mantap dan kejayaannya dalam mentransformasikan ekonominya menjadi pelbagai dan inklusif. ”

79. Kesemua ini adalah hasil daripada perancangan ekonomi yang dilaksanakan Kerajaan selepas saya mengambil alih jawatan pada tahun 2009. Keputusan sukar yang kita ambil tidak selalunya popular – tetapi adalah perlu, dan keputusan-keputusan ini telah melindungi Malaysia daripada kesan teruk kemelesetan dan pergolakan yang menimpa ekonomi global. Kita telah bertindak sebagai Kerajaan yang bertanggungjawab, sentiasa berusaha melindungi rakyat dan menjaga kebajikan serta keselamatan mereka.

80. Dalam beberapa hari lagi, saya akan membentangkan Bajet 2018, di mana inisiatif baru dan beberapa pengumuman penting akan disampaikan untuk manfaat semua rakyat Malaysia.

81. Bajet ini akan terus dipacu oleh matlamat saya untuk memperbetulkan masalah lalu dan menjadikan Malaysia lebih kuat, lebih berdaya saing di dalam dan di luar negara; untuk mewujudkan negara Malaysia yang dapat memberi perlindungan kepada mereka yang lemah dan bersifat adil kepada semua: Malaysia di mana tiada sesiapa akan ketinggalan.

SHARED BY: MKR

Wednesday, October 4, 2017

APAKAH MAKSUD INTEGRITI DAN PENCEGAHAN RASUAH?

A - MAKSUD INTEGRITI

1) Maksud INTEGRITI yang berasal dari istilah bahasa Inggeris yang membawa erti keutuhan dari semua segi yang baik.

2) Dalam bahasa Melayu, ia biasanya menjurus kearah perwatakan seseorang.

3) Maksud integriti mengikut Kamus Dwibahasa DBP, 1985, ialah kejujuran dan ketulusan; kesempurnaan; keutuhan.

5) Integriti adalah sifat jati diri yang merangkumi juga keikhlasan, keterbukaan, ketelusan, amanah, benar, berpegang kepada prinsip, tidak mudah dipengaruhi, boleh dipercayai, boleh pegang cakapnya, dan lain-lain.

6) Rujukan: MAKSUD INTEGRITI

[https://ms.m.wikipedia.org/wiki/Integriti]; juga rujuk foto.

7) Jelas dinyatakan Integriti adalah bermaksud lebih menjurus kepada BUDAYA atau pun AMALAN.

B - TUJUAN PENUBUHAN JABATAN INTEGRITI DAN TADBIR URUS NEGARA (JITN)

1) Tujuan utama penubuhan Jabatan Integriti dan Tadbir Urus Negara (#JITN) adalah sebagai langkah MENAIKTARAF Bahagian Integriti dan Tadbir Urus (BITU) sedia ada.

2) Ia diumumkan dalam siri Dialog #TN50: Melangkah ke Hadapan Meneruskan Agenda Integriti Negara, bersama Institut Integriti Malaysia (INTEGRITI).

3) Penubuhan jabatan itu akan membantu kerajaan dalam usaha membina dan mencapai objektif aspirasi Transformasi Nasional (#TN50), berkaitan budaya berintegriti tinggi menjelang tahun 2050.

4) Rujukan: TUBUH JABATAN INTEGRITI DAN TADBIR URUS NEGARA

[https://www.bharian.com.my/berita/nasional/2017/09/330176/tubuh-jabatan-integriti-dan-tadbir-urus-negara]

5) Jelas objektif Jabatan Integriti dan Tadbir Urus Negara adalah bertujuan untuk MENAIKTARAF (diulangi MENAIKTARAF) Bahagian Integriti dan Tadbir Urus (BITU) sedia ada dalam meluaskan skop dan gerak kerja mendidik masyarakat, jabatan kerajaan juga agensi-agensi terlibat untuk menjadikan integriti sebagai budaya dan amalan dalam masyarakat menjelang 2050.

6) Ianya juga selaras dengan penubuhan INSTITUT INTEGRITI MALAYSIA (IIM).

C - MENGENALI SURUHANJAYA PENCEGAHAN RASUAH MALAYSIA (SPRM).

1) Fungsinya diperuntukkan di bawah Seksyen 7 Akta SPRM 2009 iaitu:

1.1: Menerima dan menimbangkan apa-apa aduan tentang pelakuan kesalahan di bawah Akta SPRM 2009 dan menyiasat mana-mana aduan itu sebagaimana yang difikirkan praktik oleh Ketua Pesuruhjaya atau pegawai-pegawai itu;

1.2: Mengesan dan menyiasat:

a: Apa-apa kesalahan yang disyaki di bawah Akta SPRM 2009;

b: Apa-apa percubaan yang disyaki untuk melakukan apa-apa kesalahan dibawah Akta SPRM 2009; dan

c: Apa-apa komplot yang disyaki untuk melakukan apa-apa kesalahan di bawah Akta 2009;

1.3: Meneliti amalan, sistem dan tatacara badan-badan awam untuk memudahkan penemuan kesalahan di bawah Akta SPRM 2009 dan untuk menghasilkan kajian semula amalan, sistem atau tatacara itu yang pada pendapat Ketua Pesuruhjaya mungkin membawa kepada rasuah;

1.4: Mengarahkan, menasihati dan membantu mana-mana orang, atas permintaan orang itu, tentang cara-cara bagaimana rasuah dapat dihapuskan oleh orang itu;

1.5: Menasihati ketua badan-badan awam tentang apa-apa perubahan dalam amalan, sistem atau tatacara yang sesuai dengan penunaian berkesan kewajipan-kewajipan badan-badan awam itu sebagaimana yang difikirkan perlu oleh Ketua Pesuruhjaya untuk mengurangkan kemungkinan berlakunya rasuah;

1.6: Mendidik orang ramai untuk menentang rasuah; dan

1.7: Mendapatkan dan memelihara sokongan orang ramai dalam memerangi rasuah.

2) Rujukan: FUNGSI SURUHANJAYA PENCEGAHAN RASUAH MALAYSIA

[http://www.sprm.gov.my/index.php/korporat/mengenai-sprm/maklumat-organisasi/fungsi]

3) SPRM adalah lebih menjurus kepada penguatkuasaan.

4) Dalam apa jua gerak kerja SPRM, ianya adalah lebih kepada mendidik dan mengajar masyarakat mengenali apa itu rasuah.

D - TUJUAN PENUBUHAN INSTITUT INTEGRITI MALAYSIA (IIM)

1) Penubuhan Institut Etika Awam serta melaksanakan Pelan Kewibawaan Nasional ke arah menggalakkan urus tadbir yang berkesan, akauntabiliti serta kecekapan sektor awam dan swasta.

2) Pak Lah mengumumkan demikian pada sidang akhbar selepas mempengerusikan mesyuarat kabinet pertama setelah memegang jawatan Perdana Menteri di Putrajaya pada 31 Oktober 2003.

3) Sehubungan itu, pada 23 April 2004, Pak Lah telah merasmikan penubuhan institusi etika yang dikenali sebagai Institut Integriti Malaysia (IIM) dan turut melancarkan majlis pelancaran Pelan Integriti Nasional (PIN).

4) IIM ditubuhkan sebagai agensi penyelaras dan pemantau pelaksanaan PIN dengan objektif utama IIM ialah untuk membangunkan sebuah negara Malaysia yang berintegriti, berdaya tahan dan menghayati nilai-nilai murni sejagat.

5) Kerajaan juga telah mengisytiharkan tarikh 5 November 2005, sebagai ‘Hari Integriti Nasional’ dalam usaha membudayakan integriti, memupuk nilai-nilai murni sejagat serta memperteguhkan tadbir urus di kalangan masyarakat.

6) Website: INSTITUT INTEGRITI MALAYSIA (http://integriti.my) 2005

7) Rujukan: [http://www2.arkib.gov.my/hids/print.php?type=A&item_id=5278]; juga rujuk foto.

E) PENUBUHAN SURUHANJAYA INTEGRITI AGENSI PENGUATKUASAAN (EAIC)

1) Suruhanjaya Integriti Agensi Penguatkuasaan adalah sebuah Badan Berkanun Persekutuan yang ditubuhkan melalui Akta Parlimen, di bawah Seksyen 3 Akta Suruhanjaya Integriti Agensi Penguatkuasaan 2009 [Akta 700] yang diwartakan pada 3 September 2009.

2) Akta 700 kemudian dikuatkuasakan pada 1 April 2011.

3) Akta ini menggantikan Rang Undang-Undang Suruhanjaya Bebas Aduan dan Salah Laku Polis.

4) Penubuhan Suruhanjaya ini adalah selaras dengan sasaran Kerajaan untuk menyemai dan meningkatkan integriti di kalangan pegawai penguat kuasa dan agensi penguatkuasaan justeru memperkukuhkan keyakinan orang ramai terhadap mereka.

5) Sejak Akta ini dikuatkuasakan, Suruhanjaya ini telah mula melaksanakan fungsi-fungsi seperti yang diperuntukkan di dalam seksyen 4 Akta 700.

6) Fungsi utama Suruhanjaya ini adalah menerima aduan salah laku daripada orang ramai terhadap pegawai penguat kuasa atau agensi penguatkuasaan secara amnya dan menyiasat serta mengadakan pendengaran berhubung dengan aduan yang diterima.

7) Oleh itu, aktiviti-aktiviti penguatkuasaan akan sentiasa dipantau dan sekiranya 81 salah laku, tindakan susulan yang sewajarnya akan disyorkan.

8) Rujukan: SURUHANJAYA INTEGRITI AGENSI PENGUATKUASAAN

[http://www.eaic.gov.my/]

9) Yang mana, anggota SPRM sekiranya ada melakukan salahlaku berkaitan INTEGRITI dalam menjalankan tugas penguatkasaan boleh diambil tindakan oleh EAIC.

10) Adakah SPRM mampu untuk mengendali dua perkara berbeza, iaitu membudayakan INTEGRITI dan dalam waktu yang sama melaksana PENCEGAHAN rasuah?

11) Kes-kes rasuah sedia ada SPRM pun masih ada yang tertangguh tindakannya.

12) Perhatikan sahaja kes Rasuah Lim Guan Eng, apa tindakan SPRM terhadap beliau berkaitan isu Kilang Haram di Pulau Pinang?

13) Ternyata dari beberapa rujukan di atas, diyakini bahawa TIADA PERTINDIHAN FUNGSI (TUGAS) DALAM Jabatan Integriti dan Tadbir Urus Negara (#JITN) dan Suruhanjaya Pencegahan Rasuah Malaysia (#SPRM).

14) Tidak mungkin SPRM mahu menegur pekerja yang datang lewat masuk pejabat kerana ianya termasuk dalam INTEGRITI 'Amanah & Jati Diri dalam Pekerjaan'.

15) PM Najib Razak sudah 50 langkah di hadapan memikirkan soal ini agar tidak membebankan SPRM, mengapa pula ianya dijadikan isu?

Nota: Pegawai SPRM pun ada juga yang TIDAK BERINTEGRITI jika terlibat dengan kes PERAS UGUT anggota PDRM kebelakangan ini.

Dedikasi: NAK

MKR

Tuesday, September 19, 2017

A PROMISING FUTURE FOR MALAYSIA

Prime Minister YAB Dato’ Sri Najib Razak has just concluded a historic visit to the White House at the invitation of United States President Donald Trump.

This was our prime minster’s first visit to the office of the most powerful man in the world since assuming the premiership eight years ago. It is not only a great honour for him, but also for Malaysia.

Media coverage — both foreign and local — of the working trip has been intense. Some were positive, others less so. There were even calls by certain quarters for the trip to be cancelled. Others raised questions about the matters that our prime minister discussed with the president.

For instance: should a developing country like Malaysia be trying to strengthen the US economy? Why is our EPF (Employees Provident Fund) investing in US infrastructure when some of our own projects need funding? Why is Malaysia Airlines Bhd (MAS) making a decision to buy new planes when its bottom line is still not in the black?

While some of the issues raised may be valid, a great many are frivolous and others utterly baseless. This is, unfortunately, a sad reflection of how partisan our politics have become, as well as the lack of maturity of some leaders despite their advanced years.

I was part of the prime minister’s delegation to Washington DC and was involved in the discussions during the visit, as I have been on similar occasions with other world leaders.

It has been made clear that our prime minister was on a working visit. I can assure everyone that the bilateral discussion with President Trump was very cordial, open and transparent. Trump is a friend of our prime minister. The mutual respect between them was evident.

Both men were in complete control and confident. Their body language was warm. There was no snubbing, chiding or criticism as some would have wished.

Our prime minister’s performance during the bilateral meeting did us proud. He articulated our interests extremely well. Even the issue of our huge trade surplus with the US of RM25 billion was discussed in a very proper manner.

This is crucial as the new administration’s fixation on trade deficits is well known. Of the 13 countries that have been highlighted, Malaysia is No. 7, thanks to our huge trade surplus with the US (China is first).

Despite this, President Trump was very polite in asking Malaysia to buy more things from the US. Incidentally, the fact that Malay-
sia has a huge surplus with the US shows that we are doing well in trade. We are a strong economy and not a failed state as some would claim.

In terms of investments, our American friends were astonished to know that Malaysia has investments amounting to more than US$16 billion (RM67 billion) in equities, high tech companies, manufacturing and hospitality at their shores.

EPF has been investing in the US since 2008. Returns on some of its overseas investment have been better than its investments in the country.

Moving forward, EPF needs to continue diversifying its investment, with very stringent criteria from its board, to ensure good returns which would translate into better dividends for its 14.7 million contributors.

As I have said many times before, Malaysia is a net capital exporter. Our companies — including government-linked companies — have invested about RM570 billion overseas as at June, as opposed to foreign direct investments of around RM550 billion in our country.

And, make no mistake — these investments made by companies are not the government’s money that could have been used for infrastructure or any socio-economic development back home.

We welcome foreign investments, including from the US. They have invested about RM70 billion in our manufacturing sector, and are strong in oil and gas, banking and insurance, services, and electrical as well as electronics. No less than 200,000 people are working in American companies in Malaysia. It, therefore, makes a lot of sense for our prime minister not only to have good rapport with the US president, but also with top corporate leaders.

Indeed, despite challenging global economic times, US companies (according to a survey by the US-Asean Business Council) remain confident about Malaysia. Some 63 per cent of them expect to generate profits in Malaysia this year.

US companies are also appreciative of our prime minister’s willingness to listen and engage with them. Our prime minister met a number of US corporate leaders during the Washington DC visit and a few of them
have plans to invest more in Malaysia. In all our meetings, US companies view Malaysia as an important destination.

We were able to reinforce to American leaders that Malaysia is an open economy that is very much a part of the global value chain. We made it clear that Malaysia is a rising star in the Asean region with a promising future.

The benefits that the US visit will bring to Malaysia, not only economically, but to our geopolitical position, will be deep and lasting.

Meanwhile, the opposition will not stop making noises, and along the way, expose their lack of comprehension regarding international diplomacy as well as global trade and investments. Such incompetence is unacceptable, especially coming from a group of individuals who actually posit themselves as the government-in-waiting.

BY:
YB DATO' SRI MUSTAPA MOHAMED
MITI MINISTER

Friday, September 15, 2017

MALAYSIA AIRLINES IS BUYING 16 NEW NEW AIRCRAFT FROM BOEING

1. YAB Dato’ Sri Najib (DSN), who is on an official visit to the United States, has announced that Malaysia Airlines (MAS) will buy more airplanes from the US, but the question is: can the national carrier afford it?

2. After all, not too long ago, MAS underwent a massive restructuring exercise that involved lying off thousands of employees, as well as cancelling foreign routes.

3. In June this year, MAS CEO told that the airline was looking at the possibility of axing more routes, particularly to Australia and New Zealand.

4. Flanked by top advisers in the Cabinet Room in the White House, DSN told Trump that MAS would buy 25 Boeing 737 jets and eight 787 Dreamliner’s, and would probably add another 25 737s in the near future — a deal he said that would be worth more than US$10 billion (RM42 billion) within five years.

5. MKR believed the plan to buy Boeing planes was a good move and the commitment to such a massive purchase would show other countries that the embattled national airline was on track to recover.

6. While other Asian airlines were bleeding red ink, MAS actually registered financial growth for this year.

7. MAS is earning again.

8. This is the best time for MAS to start buying new planes and the option is Boeing.

9. They have chosen Boeing, which is good, as it will strengthen the ties between Malaysia and the US.

10. The plane purchase was on top of other commitments the prime minister pledged during his visit.

11. Airline is a very competitive industry.

12. Every cent cost per km is crucial in deciding airline making profit or losing money.

13. MAS fleet profile is ageing. Its fuel cost per km is much higher compared to its competitor’s including Air Asia.

14. The KSF is to reduce operating cost where fuel accounts for 30%+. Air Asia keeps buying new plane as new planes offer better fuel efficiency engine vs old aircraft.

15. The lead time for delivery is more than 3 years.

16. Analyses are done on longer view not current.

17. Other airlines have started the replacement aircraft for quite sometimes and MAS lagged behind.

18. Either they change to new aircrafts or they continue losing money.

19. A simple choice.

20. A380 is not fuel effective.

MKR
COORDINATOR
Badan Inisiatif Jalinan Nasional (BIJAN)

Wednesday, September 13, 2017

HAPPY BIRTHDAY MALAYSIA

1. The formation of the new federation was planned to occur on 1 June 1963, but was later postponed to 31 August 1963, to coincide with the sixth “Hari Merdeka”.

2. Several issues related to objections of neighbouring Indonesia and the Philippines to the formation of Malaysia delayed the declaration to 16 September of the same year.

3. The postponement was also done to allow the United Nations team time to conduct fact-finding mission in North Borneo (now Sabah) and Sarawak regarding the two states participation in a new federation.

4. Contrary to popular beliefs, no referendum was ever conducted in both North Borneo and Sarawak.

5. The formation of Malaysia was made possible with the signing of the International Treaty the Malaysia Agreement 1963 between the United Kingdom, the Federation of Malaya (constituted by 11 states created under the Federation of Malaya Agreement 1957 ; as one component); Sarawak, North Borneo (renamed Sabah) and Singapore of the remaining component States.

6. The Malaysia Agreement 1963 set out the terms and conditions for the component States to be federated under a new constitution into one new nation called Malaysia.

7. It is under this Agreement that the "Malaysia Bill", the constitutions of Sarawak, Sabah and Singapore were created by agreement of all the parties (Singapore seceded on 9 August 1965).

8. Through the introduction of the Malaysia Bill to the Malayan Parliament on 9 July 1963, and consent from Tuanku Syed Putra, the Yang di-Pertuan Agong, on 29 August 1963.

9. Prior to the formation of Malaysia, Sarawak gained its Self-Government Administration on 22 July 1963, while North Borneo (which was renamed Sabah) began Self-Government Administration from the United Kingdom on 31 August 1963, thus coinciding with the sixth anniversary of the Malayan independence.

10. Prior to 2010, Malaysia Day was observed as a state public holiday in Sabah and Sarawak. Since 2010, Malaysia Day has been a nationwide public holiday. Prime Minister, YAB Dato’ Sri Najib Tun Razak made the decision after a question-and-answer session at Parliament on 19 October 2009, giving Malaysians two celebrations related to the country's independence.

11. MALAYSIA MODERATION is an ideal that belongs to all who live in Malaysia.

12. An approach that is about acceptance, harmony & peaceful co-existence.

13. Our forefathers fought for it during MERDEKA. We deserve to inherit a more open, rational & moderate Malaysia.

14. We can make it happen.

15. When we look beyond race, religion, cultural barriers & come together as Malaysians.

16. HAPPY BIRTHDAY MALAYSIA (16 September).

MKR
Coordinator
Badan Inisiatif Jalinan Nasional (BIJAN)

Monday, September 11, 2017

PENJELASAN RASIONALISASI SUBSIDI HARGA MINYAK

1. Harga minyak dunia di pegang berdasarkan Nilai Matawang USD.

2. Maka harga minyak di sesebuah negara adalah bergantung kpd nilai matawang semasa.

3. Langkah merasionalisasikan pemberian subsidi harga minyak merupakan suatu pelan tindakan berterusan kerajaan dalam segmen TRANFORMASI NEGARA.

4. Subsidi harga minyak yang diamalkan dahulu tanpa kita sedari, telah melahirkan masyarakat berkasta dari kalsifikasi taraf sosio ekonomi dan membawa refleksi serta representasi penjajahan baru dalam wajah “Kapitalis Feudal”.

5. Dari sudut kajian pakar ekonomi secara mikro, mereka telah menyarankankan bahawa pemberian subsidi yang membuta tuli semestinya tidak akan sampai dan berkesan kepada golongan sasar dan subsidi itu akan hanya memberi keuntungan kepada komuniti yang sedia kaya lagi elit dimana mereka menggunakan bahan api bagi berpuluh-puluh kenderaan mewah mereka. Apatah lagi syarikat-syaraikat besar membiyai kos bahanapi kenderaan syarikat.

6. Justeru, subsidi minyak kenderaan ini sewajarnya disalurkan terus kepada rakyat yang benar-benar layak!

7. Dibawah pentadbiran YAB Dato’ Sri Najib, kemajuan negara kini kian bercambah dengan begitu pesat, kualiti dan taraf hidup rakyat semakin meningkat, terbukti secara berkala; kuasa ekonomi rakyat Malaysia kini telah jauh berkembang, dengan kebolehupayaan rakyat menjana pendapatan tinggi yang memberi implikasi dan fenomena tersendiri dimana jutaan pendatang asing sanggup bergadai nyawa mahu datang ke Malaysia demi kelangsungan hidup.

8. Maka jutaan pendatang warga asing yang bermastautin di Malaysia saban waktu menggunakan kenderaan.

9. YAB Dato' Sri Najib telah "mendemokrasikan" sistem pengangkutan udara yang menyaksikan lahirnya syarikat-syarikat penerbangan yang menyediakan pengangkutan udara tambang murah lagi berpatutan untuk semua rakyat kita menggunakannya.

10. Ia juga telah menarik jutaan pelancong dari luar negara untuk datang melawat Malaysia dengan khidmat tambang kapalterbang yang murah.

11. Kehadiran puluhan juta pelancong warga asing ini telah memberi impak pada penggunaan bahanapi pada kenderaan yang mereka gunakan atau disewa.

12. Dasawarsa ini, terbukti nyata lagi berfakta; kemasukan FDI yang ranum, mekar dan bercambah, telah membawa syarikat-syarikat gergasi dunia datang dengan membawa tenaga kerja pakar dan professional dari negara mereka menetap di Malaysia.

13. Ternyata penggunaan kenderaan oleh pakar profesional ini akan melibatkan minyak bersubsidi yang sepatutnya dinikmati oleh rakyat kita sendiri, bukan orang luar.

14. Penggunaan bahanapi oleh warga asing telah mengakibatkan “Wang Subsidi” milik rakyat kita mengalir ke tangki minyak kenderaan yg digunakan oleh warga asing.

15. Mesyuarat jawatankuasa TRANSFORMASI Ekonomi Negara telah mengambil langkah bijak dengan menstrukturkan semula pemberian SUBSIDI harga Minyak.

16. Pemberian SUBSIDI ini DITERUSKAN melalui pemberian BR1M untuk golongan sasar.

17. Maka subsidi harga minyak yang dulunya banyak MASUK ke tangki minyak orang kaya dan warga asing, kini terus masuk ke akaun Rakyat Malaysia yang layak menerima BR1M.


Sekian Terima Kasih.
MKR,
Coordinator,
Badan Inisiatif Jalinan Nasional (BIJAN)

Friday, September 8, 2017

THE DIFFERENCES OF CHANGE MANAGEMENT VS CHANGE LEADERSHIP

1. We often asked about the difference between “change management” and “change leadership,” and whether it’s just a matter of semantics. These terms are not interchangeable.

2. The distinction between the two is actually quite significant. Change management, which is the term most everyone uses, refers to a set of basic tools or structures intended to keep any change effort under control.

3. The goal is often to minimize the distractions and impacts of the change. Change leadership, on the other hand, concerns the driving forces, visions and processes that fuel large-scale transformation.

4. There is a difference that is very fundamental, and it’s very big, between what is known today as “change management” and what we have been calling for some time “change leadership.”

5. The world basically uses change management, which is a set of processes and a set of tools and a set of mechanisms that are designed to make sure that when you do try to make some changes, A, it doesn’t get out of control, and B, the number of problems associated with it—you know, rebellion among the ranks, bleeding of cash that you can’t afford–doesn’t happen.

6. So it is a way of making a big change and keeping it, in a sense, under control. Change leadership is much more associated with putting an engine on the whole change process, and making it go faster, smarter, more efficiently. It’s more associated, therefore, with large scale changes.

7. Change management tends to be more associated—at least, when it works well—with smaller changes.

8. If we look around the world right now and just talk to people, it’s not just semantics. Everybody talks about managing change and change management, because that’s what they do.

9. If you look at all of the tools, they’re trying to push things along, but it’s trying to minimize disruptions, i.e., keep things under control. It’s trying to make sure change is done efficiently in the sense of you don’t go over budget—another control piece.

10. It’s done with little change management groups inside corporations, sometimes external consultants that are good at that, training in change management.

11. It’s done with task forces that are basically given the whole goal of push this thing along, but keep it under control.

12. It’s done with various kinds of relationships that are given names like “executive sponsors,” where the executive sponsor watches over this thing to make sure that it proceeds in an orderly way.

13. And change leadership is just fundamentally different—it’s an engine. It’s more about urgency. It’s more about masses of people who want to make something happen. It’s more about big visions.

14. It’s more about empowering lots and lots of people. Change leadership has the potential to get things a little bit out of control.

15. We don’t have the same degree of making sure that everything happens in a way we want at a time we want when we have the 1,000 horsepower engine.

16. What we want to do, of course, is have a highly skilled driver and a heck of a car, which will make sure our risks are nearly minimum. But it is fundamentally different.

17. The world, as we all know right now, talks about, thinks about, and does change management.

18. The world, as we all know, doesn’t do much change leadership, since change leadership is associated with the bigger leaps that we have to make, associated with windows of opportunity that are coming at us faster, staying open less time, bigger hazards and bullets coming at us faster, so you really have to make a larger leap at a faster speed.

19. Change leadership is going to be the big challenge in the future, and the fact that almost nobody is very good at it is—well, it’s obviously a big deal.

NOTES BY: JOHN KOTTER.


MKR

WHAT IS TIME MANAGEMENT

Time Management Definition:

1. “Time management” is the process of organizing and planning how to divide your time between specific activities. Good time management enables you to work smarter – not harder – so that you get more done in less time, even when time is tight and pressures are high. Fail to manage your time will damages your effectiveness and causes stress.

2. It seems that there is never enough time in the day. But, since we all get the same 24 hours, why is it that some people achieve so much more with their time than others? The answer lies in good time management.

3. The highest achievers manage their time exceptionally well. By using the time-management techniques in this section, you can improve your ability to function more effectively – even when time is tight and pressures are high.

4. Good time management requires an important shift in focus from activities to results: being busy isn’t the same as being effective. (Ironically, the opposite is often closer to the truth.)

5. Spending your day in a frenzy of activity often achieves less, because you’re dividing your attention between so many different tasks. Good time management lets you work smarter – not harder – so you get more done in less time.

What Is “Time Management?”

1. “Time management” refers to the way that you organize and plan how long you spend on specific activities.

2. It may seem counter-intuitive to dedicate precious time to learning about time management, instead of using it to get on with your work, but the benefits are enormous:

a) Greater productivity and efficiency.

b) A better professional reputation.

c) Less stress.

d) Increased opportunities for advancement.

e) Greater opportunities to achieve important life and career goals.

3. Failing to manage your time effectively can have some very undesirable consequences:

a) Missed deadlines.

b) Inefficient work flow.

c) Poor work quality.

d) A poor professional reputation and a stalled career.

e) Higher stress levels.

Spending a little time learning about time-management techniques will have huge benefits now – and throughout your career.

MKR

TASK CHECKING LIST

TASK CHECKING LIST

1. When tasks have multiple components, it can be challenging to track what has been completed versus what is still in progress, especially when different segments must be completed by different people.

2. To help you make these tasks more structured and easier to track, Write added a new, useful feature.

3. Now you can further break down your tasks into to-do lists or step-by-step instructions with the help of checklists in your task description.

4. To take advantage of checklists, look at your task description column or segment.

5. This feature will add another level of depth to keep your tasks organised and clear.

6. When listing the task's components in the description, it's up to you to order your list to suit your preference, whether that be by due date, assignee's, importance, or simply as ideas come to mind. Once a component is completed and you check its box, the item turns grey to fade out of focus. With checklists, all collaborators can easily see what has been finished and what needs to be done before the entire task is completed.

7. One of the cool things about the checklists is that they can help you avoid confusing scenarios when a task is assigned to several employees.

8. Before On the Job Training (OJT), one staff would mark an entire task as completed when only his or her individual contribution was done.

9. Now, when you create one task and assign that task to five different people, add a checklist to your task description for clearer workload distribution.

10. Use this feature and kindly remind John to go to the checklist within the task to indicate that he has finished only his portion.

11. When everyone has checked off their separate line items, the last contributor or task author knows to mark the entire task as completed.

12. Have you heard of small wins? Psychologists say that completing several smaller tasks one after another has a powerful motivating effect when you're in the middle of a large assignment. See how that works for you and your team with the new feature!

13. And for additional benefit, we hope checklists can serve as your convenient alternative while we continue working hard to bring subtasks to your workspace.


MKR

Thursday, September 7, 2017

SMART ATTITUDE

SMART Attitude Mind set.
1. How to Make our Plan and Objectives (P & O) Achievable?

- Use “SMART” tools to reach our P & O.

- Setting SMART P & O means we can clarify our ideas, focus our efforts, use our time and resources productively, and increase our chances of achieving what we want in life.

2. MKR will explore what SMART Attitudes are, and we'll look at how we can use it to achieve our P & O.

3. What Does SMART Mean?

- SMART is an acronym that we can use to guide our P & O setting.

4. To make sure our P & O are clear and reachable, each one should be:

a) S - Specific (simple, sensible, significant).

b) M - Measurable (meaningful, motivating).

c) A - Achievable (agreed, attainable).

d) R – Reasonable (realistic, resourced, results-based).

e) T – Timeliness ((time-based, time limited, time secure).

5. How to Use SMART?

A. Specific.

i) Our P & O should be clear and specific, otherwise we won't be able to focus our efforts or feel truly motivated to achieve it.

ii) When drafting our P & O, try to answer the five "W" and one “H” questions:

• What do we want to accomplish?

• Why is this goal important?

• Who is involved?

• Where is it located?

• When resources or limits are required?

• How to make it happen?

B. Measurable.

i) It's important to have measurable P & O, so that we can track our progress and stay motivated.

ii) Assessing progress helps us to stay focused, meet our deadlines, and feel the excitement of getting closer to achieving our P & O.

iii) A measurable goal should address questions such as:
• How much?
• How many?
• How will I know when it is accomplished?

3. Achievable.
i) Our P & O also needs to be realistic and attainable to be successful.

ii) In other words, it should stretch our abilities but still remain possible.

iii) When we set an achievable P & O, we may be able to identify previously overlooked opportunities or resources that can bring us closer to it.

iv) An achievable goal will usually answer questions such as:
 How can I accomplish this P & O?
 How realistic is the P & O, based on other constraints?

4. Relevant.

i) This step is about ensuring that our P & O matters to us, and that it also aligns with other relevant P & O.

ii) We all need support and assistance in achieving our P & O, but it's important to retain control over them.

iii) So, make sure that our P & O drive everyone forward, but that you're still responsible for achieving our own goal.

iv) A relevant P & O can answer "yes" to these questions:

• Does this seem worthwhile?
• Is this the right time?
• Does this match our other efforts/needs?

6. Timeliness.

i) Every P & O needs a target date, so that we have a deadline to focus on and something to work toward.

ii) This part of the SMART P & O criteria helps to prevent everyday tasks from taking priority over our longer-term P & O.

iii) A Timeliness P & O will usually answer these questions:

• When?
• What can we do six months from now?
• What can we do six weeks from now?
• What can we do today?

7. SMART Benefits.

i) SMART is an effective tool that provides the clarity, focus and motivation we need to achieve our goals.

ii) It can also improve our ability to reach it by encouraging us to define our objectives and set a completion date.

iii) SMART P & O are also easy to use by anyone, anywhere, without the need for specialist tools or training.

iv) SMART is a well-established tool that we can use to plan and achieve your objectives.

v) When we use SMART, we can create clear, attainable and meaningful P & O, and develop the motivation, action plan, and support needed to achieve it.


MKR

Tuesday, August 22, 2017

Failure Mode Effect Analysis (FMEA)

FAILURE MODE EFFECTS ANALYSIS (FMEA)
A) INTRO:
1. Also called: potential failure modes and effects analysis; failure modes, effects and criticality analysis (FMECA).

2. Failure modes and effects analysis (FMEA) is a step-by-step approach for identifying all possible failures in a design, a manufacturing or assembly process, or a product or service.

3. “Failure modes” means the ways, or modes, in which something might fail. Failures are any errors or defects, especially ones that affect the customer, and can be potential or actual.

4. “Effects analysis” refers to studying the consequences of those failures.

5. Failures are prioritized according to how serious their consequences are, how frequently they occur and how easily they can be detected.

6. The purpose of the FMEA is to take actions to eliminate or reduce failures, starting with the highest-priority ones.

7. Failure modes and effects analysis also documents current knowledge and actions about the risks of failures, for use in continuous improvement.

8. FMEA is used during design to prevent failures. Later it’s used for control, before and during on-going operation of the process. Ideally, FMEA begins during the earliest conceptual stages of design and continues throughout the life of the product or service.

9. Begun in the 1940s by the U.S. military, FMEA was further developed by the aerospace and automotive industries. Several industries maintain formal FMEA standards.

10. What follows is an overview and reference. Before undertaking an FMEA process, learn more about standards and specific methods in your organization and industry through other references and training.

B) When to Use FMEA:
a) When a process, product or service is being designed or redesigned, after quality function deployment.

b) When an existing process, product or service is being applied in a new way.

c) Before developing control plans for a new or modified process.

d) When improvement goals are planned for an existing process, product or service.

e) When analysing failures of an existing process, product or service.

f) Periodically throughout the life of the process, product or service


C) FMEA Procedure
Notes: (Again, this is a general procedure. Specific details may vary with standards of your organization or industry.)
i. Assemble a cross-functional team of people with diverse knowledge about the process, product or service and customer needs.

ii. Functions often included are: design, manufacturing, quality, testing, reliability, maintenance, purchasing (and suppliers), sales, marketing (and customers) and customer service.

iii. Identify the scope of the FMEA. Is it for concept, system, design, process or service?

iv. What are the boundaries?

v. How detailed should we be?

vi. Use flowcharts to identify the scope and to make sure every team member understands it in detail. (From here on, we’ll use the word “scope” to mean the system, design, process or service that is the subject of your FMEA.)

vii. Identify the functions of your scope. Ask, “What is the purpose of this system, design, process or service? What do our customers expect it to do?”

viii. Name it with a verb followed by a noun. Usually you will break the scope into separate subsystems, items, parts, assemblies or process steps and identify the function of each.

ix. For each function, identify all the ways failure could happen. These are potential failure modes.

x. If necessary, go back and rewrite the function with more detail to be sure the failure modes show a loss of that function.

xi. For each failure mode, identify all the consequences on the system, related systems, process, related processes, product, service, customer or regulations. These are potential effects of failure. Ask, “What does the customer experience because of this failure? What happens when this failure occurs?”

xii. Determine how serious each effect is. This is the severity rating, or S. Severity is usually rated on a scale from 1 to 10, where 1 is insignificant and 10 is catastrophic.

xiii. If a failure mode has more than one effect, write on the FMEA table only the highest severity rating for that failure mode.

xiv. For each failure mode, determine all the potential root causes. Use tools classified as cause analysis tool, as well as the best knowledge and experience of the team. List all possible causes for each failure mode on the FMEA form.

xv. For each cause, determine the occurrence rating, or O. This rating estimates the probability of failure occurring for that reason during the lifetime of your scope.

xvi. Occurrence is usually rated on a scale from 1 to 10, where 1 is extremely unlikely and 10 is inevitable. On the FMEA table, list the occurrence rating for each cause.

xvii. For each cause, identify current process controls. These are tests, procedures or mechanisms that you now have in place to keep failures from reaching the customer.

xviii. These controls might prevent the cause from happening, reduce the likelihood that it will happen or detect failure after the cause has already happened but before the customer is affected.

xix. For each control, determine the detection rating, or D. This rating estimates how well the controls can detect either the cause or its failure mode after they have happened but before the customer is affected.

xx. Detection is usually rated on a scale from 1 to 10, where 1 means the control is absolutely certain to detect the problem and 10 means the control is certain not to detect the problem (or no control exists). On the FMEA table, list the detection rating for each cause.

xxi. (Optional for most industries) Is this failure mode associated with a critical characteristic? (Critical characteristics are measurements or indicators that reflect safety or compliance with government regulations and need special controls.)

xxii. If so, a column labelled “Classification” receives a Y or N to show whether special controls are needed. Usually, critical characteristics have a severity of 9 or 10 and occurrence and detection ratings above 3.

xxiii. Calculate the risk priority number, or RPN, which equals S × O × D. Also calculate Criticality by multiplying severity by occurrence, S × O. These numbers provide guidance for ranking potential failures in the order they should be addressed.

xxiv. Identify recommended actions. These actions may be design or process changes to lower severity or occurrence.

xxv. They may be additional controls to improve detection. Also note who is responsible for the actions and target completion dates.

xxvi. As actions are completed, note results and the date on the FMEA form. Also, note new S, O or D ratings and new RPNs.

MKR

JOB PRIORITY LIST

JOB PRIORITY LIST

1. The Key to Efficiency

Do you often feel overwhelmed by the amount of work you have to do, or do you find yourself missing deadlines? Or do you sometimes just forget to do something important, so that people have to chase you to get work done?
All of these are symptoms of not keeping a proper "Job Priority List." These are prioritized lists of all the tasks that you need to carry out. They list everything that you have to do, with the most important tasks at the top of the list, and the least important tasks at the bottom.

By keeping such a list, you make sure that your tasks are written down all in one place so you don't forget anything important. And by prioritizing tasks, you plan the order in which you'll do them, so that you can tell what needs your immediate attention, and what you can leave until later.

Job Priority Lists are essential if you're going to beat work overload. When you don't use them effectively, you'll appear unfocused and unreliable to the people around you.
When you do use them effectively, you'll be much better organized, and you'll be much more reliable.

You'll experience less stress, safe in the knowledge that you haven't forgotten anything important. More than this, if you prioritize intelligently, you'll focus your time and energy on high value activities, which will mean that you're more productive, and more valuable to your team.

Keeping a properly structured and thought-out list sounds simple enough. But it can be surprising how many people fail to use them at all, never mind use them effectively.
In fact, it's often when people start to use them effectively and sensibly that they make their first personal productivity breakthroughs, and start making a success of their careers.


2. Preparing a Job Priority List

Step 1:
Write down all of the tasks that you need to complete. If they're large tasks, break out the first action step, and write this down with the larger task. (Ideally, tasks or action steps should take no longer than 1-2 hours to complete.)
Notes: You may find it easier to compile several lists (covering personal, study, and workplace, for example). Try different approaches and use the best for your own situation.

Step 2:
Run through these tasks allocating priorities from A (very important, or very urgent) to F (unimportant, or not at all urgent).
If too many tasks have a high priority, run through the list again and demote the less important ones. Once you have done this, rewrite the list in priority order.

3. Using Your Job Priority List
To use your list, simply work your way through it in order, dealing with the A priority tasks first, then the Bs, then the Cs, and so on. As you complete tasks, tick them off or strike them through.
What you put on your list and how you use it will depend on your situation. For instance, if you're in a sales-type role, a good way to motivate yourself is to keep your list relatively short, and aim to complete it every day.

Sometimes it needs to focus on a longer-term task in the list. You may continue to monitor it day-by-day basis.

Many people find it helpful to spend, say, 10 minutes at the end of the day, organising tasks on their list for the next day.

Notes: When you're prioritising tasks, make sure you differentiate between urgency and importance.

Although using a paper list is an easy way to get started, software-based approaches can be more efficient in spite of the learning curve. These can remind you of events or tasks that will soon be overdue, they can also be synchronised with your phone or email, and they can be shared with others on your team, if you're collaborating on a project.

There are many time management software programs available. At a simple level, you can use MSWord or MSExcel to manage your lists. Some versions of Microsoft Outlook, and other email services such as Gmail, have task lists as standard features. Remember the Milk is another popular online task management tool that will sync with your smartphone, PDA, or email account. It can even show you where your tasks are on a map.

One of the biggest advantages to using a software-based approach to manage your list is that you can update it easily. For example, instead of scratching off tasks and rewriting the list every day, software allows you to move and prioritise tasks quickly.

Notes: All of us think, plan and work differently. A program that works well for a colleague might not work well for you simply because you learn and think in your own way. This is why it's useful to research and try several different ways of compiling your list before deciding on a single system

Job Priority Lists can help you get, and stay, on top of important projects and piles of tasks or decisions.

For instance, imagine you're heading a team that's working on a project. There are so many tasks to do, and so many people doing them, that staying on top of it all seems overwhelming.

In this situation, structure your list by team member, writing out tasks and deadlines for every person on the project. Each day as you write out your own tasks that need completion, you can also check your Team To-Do List to see who's working on what, and if anything is due in that day. You can also include other tasks that you need to complete as part of your job.

Or, imagine you're in a sales role and have a long list of people who you need to talk to. You write out a list of everyone you need to call and every client you need to see, and start prioritising.

You know that one client really keen on your product and is ready to buy, so you prioritise them with an "A" – this is a prospect that's really worth focusing on. Conversely, you know that another prospect is playing you off against several competitors, meaning that you'll make less profit, and that there's a reasonable chance that you won't get the business. You prioritize this person with a "D". It's worth making some effort here, but you should focus most of your attention on better prospects.

Tip: Job Priority Lists are particularly useful when you have a small number of tasks that you need to complete. However, they can become cumbersome when you have too many items on them, or when you need to progress multiple projects. At this stage, it's worth starting to use Action Programs, which are designed to manage more complex situations reliably.
3. Advantages of Job Priority List

• To be well organized in the workplace, you need to be using Job Priority Lists. By using them, you will ensure that:

 You remember to carry out all necessary tasks.

 You tackle the most important jobs first, and don't waste time on trivial tasks.

 You don't get stressed by a large number of unimportant jobs.

 Start by listing all of the tasks that you must carry out.

 Mark the importance of the task next to it, with a priority from A (very important) to F (unimportant). Redraft the list into this order of importance. Then carry out the jobs at the top of the list first. These are the most important, most beneficial tasks to complete.
MKR

ON the JOB TRAINING (OJT)

On-the-Job Training (OJT)

Management development is a systematic process of growth and development by which the Head of Departments (HODs) develop their abilities to staff. It is concerned with not only improving the performance of staffs but also giving them opportunities for growth and development.
There are two methods through which staffs can improve their knowledge and skills. One is through formal training and other is through on the job experiences. On the job training is very important since real learning takes place only when one practices what they have studied.

1. On-the-job Training (OJT) Methods:
This is the most common method of training in which a trainee is placed on a specific job and taught the skills and knowledge necessary to perform it.
The advantages of OJT are as follows:
a. On the job method is a flexible method.
b. It is a less expensive method.
c. The trainee is highly motivated and encouraged to learn.
d. Much arrangement for the training is not required.

On-the-job training methods are as follows:
1. Job rotation:
This training method involves movement of trainee from one job to another gain knowledge and experience from different job assignments. This method helps the trainee under­stand the problems of other employees.

2. Coaching:
Under this method, the trainee is placed under a particular supervisor who functions as a coach in training and provides feedback to the trainee. Sometimes the trainee may not get an opportunity to express his/her ideas.

3. Job instructions:
Also known as step-by-step training in which the trainer explains the way of doing the jobs to the trainee and in case of mistakes, corrects the trainee.

4. Committee assignments:
A group of trainees are asked to solve a given organizational problem by discussing the problem. This helps to improve team work.
Prepared:
MKR.

Plan Do Check Action (PDCA) Cycle

1. WHAT IS PLAN-DO-CHECK-ACTION (PDCA) CYCLES?

PLAN
- Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals).
- By establishing output expectations, the completeness and accuracy of the specification is also a part of the targeted improvement.

DO
- Implement the plan, execute the process, and implement.
- Collect data for charting and analysis in the following "CHECK" and "ACTION" steps.

CHECK
- Study the actual results (measured and collected in "DO" above) and compare against the expected results (targets or goals from the "PLAN") to ascertain any differences.

- Look for deviation in implementation from the plan and also look for the appropriateness and completeness of the plan to enable the execution, i.e., "Do".
- Charting data can make this much easier to see trends over several PDCA cycles and in order to convert the collected data into information.

- Information is what you need for the next step "ACTION".

ACTION
- If the CHECK shows that the PLAN that was implemented in DO is an improvement to the prior standard (baseline), then that becomes the new standard (baseline) for how the organization should ACTION going forward.

- If the CHECK shows that the PLAN that was implemented in DO is not an improvement, then the existing standard (baseline) will remain in place.

- In either case, if the CHECK showed something different than expected (whether better or worse), then there is some more learning to be done and that will suggest potential future PDCA cycles.

- Note that some who teach PDCA assert that the ACTION involves making adjustments or corrective actions but generally it would be counter to PDCA thinking to propose and decide upon alternative changes without using a proper PLAN phase, or to make them the new standard (baseline) without going through DO and CHECK steps.



2. WHEN TO USE PDCA CYCLE?

- As a model for continuous improvement.
- When starting a new improvement project.
- When developing a new or improved design of a process, product or service.
- When defining a repetitive work process.
- When planning data collection and analysis in order to verify and prioritize problems or root causes.
- When implementing any change.


MKR