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Stay put, the market can't but recover

You can avoid being affected by the current turmoil by staying invested over the long term

A wise man has said that it is the darkest before dawn. And as I look out, it seems pretty dark out there. At the time of writing this, the Sensex is around the 15000 level.

Since it was around 20800 a while ago, most investors have panicked.

And with all the gloom and doom that both international and local media are predicting, I am not surprised. However, let's put things in perspective. The market has come off almost 29% from its all-time high.

The reams of newsprint and thousands of web pages devoted to discussing and analysing the causes thereof can be summarised as under - high oil prices have led to spiralling inflation.

In response, the Reserve Bank of India (RBI) started tightening interest rates and making money supply dearer. So far, there has been no hike in the cash reserve ratio (CRR) but it could be coming soon. CRR is a proportion of the total deposits that banks need to maintain with the RBI.

Higher rates directly affect corporate profitability and earnings. Lower expected earnings translate into lower stock prices and in turn, market fall. This is also known as a cycle in economic jargon.

And a cycle by definition reverses itself sooner or later.

For example, not too long ago, inflation was not high both globally and locally. The interest rate regime was easy and corporate earnings looked extremely healthy. And all this translated into a rising stock market.

Just as this cycle reversed recently, given time, the current cycle too will reverse. All we need is dollops of conviction and patience.

Here's how I think the situation will play out. Oil hitting all-time highs is not a phenomenon that affects India alone. The whole world is reeling. For example, the US constitutes a quarter of the entire world's consumption of oil.

Petrol prices there have already reached $4 a gallon and are expected to inch up. Basic economic theory suggests that when prices increase, demand falls. And lower demand means lower prices.

Experts lament that this basic economic phenomenon will not play out in India on account of the subsidisation of petroleum products. The price that you and I pay for petrol, diesel or LPG despite the recent price hike is far lower than what it would have been had it been left to free market forces.

On its part, the government does not have the political will (especially in a pre-election year) to bite the bullet all the way, leaving the oil companies to bleed with huge losses. And as a population, we continue to consume oil with abandon.

However, one gets the impression that the envelope has been pushed a little too far and this practice of subsidisation of oil cannot last for too long. Elections or no elections, some firm measures will have to be undertaken. More substantial price increases, adjusting taxes on petroleum products and other measures seem imminent.

This is as far as the economics of the fall is concerned. However, one wonders if the fall, as it were, is all that it is made out to be. Here is a perspective. From the level of 20800 in January, we are down to 14750.

Think back a couple of years. In May 2006, the index was at 12612. From that level it sunk to 8900-then too the fall was 29%. But what happened later?

Let's go all the way back to 2001 -the year of the dotcom bust. On Valentine's Day of the year 2000, the Sensex was around 6100. One and a half years later in September 2001, it had sunk to 2680, a fall of almost 56%!! In comparison, the current fall of 29% seems hardly worth a mention.

The lesson here is obvious -market ups and downs are a way of life for an investor. The only way to tackle the same is by staying invested over the long term.

However, if you cannot bear the volatility, you shouldn't invest in the first place. In other words, if you can't stand the heat, please don't enter the kitchen.

A quick look at table A will show you why a long-term investor would be nothing short of serene even during this turmoil.

The value of Rs 1 lakh invested at inception would have grown to Rs 24.2 lakh, Rs 14.4 lakh, Rs 12.4 lakh and Rs 38.4 lakh in the four funds, respectively.

But to earn the above returns, the holding period had to be an average of nine to 10 years. So it follows that those who had the conviction (or had forgotten their investments) have seen their money grow over 60 times.

It is only the frequent coming in and going out (called 'churning' in industry parlance) that spoils the party and the rate of return.

Note that the above clutch of funds is an example. There are several others who have yielded similar results. Also, such high returns may or may not be duplicated going ahead.

However, the point is not to show the precise return on investment but that in order to get such returns, you have to hold on, hold fast, hold out. Through thick and thin.

And if at any time you are consumed by self doubt, remember that in times like these, it helps to remember that there always have been times like these.

Cognitive Dissonance & Investing

What is 'cognitive dissonance'?
The theory of cognitive dissonance states that when we hold two conflicting beliefs in our minds, the discomfort caused by this conflict drives us to acquire, or even invent, new thoughts or beliefs, or even modify current beliefs, in an attempt to relieve the underlying conflict. Cognitive dissonance explains how and why people change their ideas and opinions to support situations that do not appear to be healthy, positive, or normal.

Cognitive biases are one of the most important sources of erroneous economic or financial decisions. Cognitive dissonance causes people to rationalise actions taken while making financial or stock market related decision that differ from their own preferences.

So what has it to do with investing?
Cognitive dissonance initiates a form of self-deception, and this occurs in the world of investing too. So often, investors buy stock and upon learning subsequent information contrary to their original view, they distort, manipulate or ignore this new information so as to relieve the discomfort caused by the conflicting views in their heads.

The unwillingness to sell bad stocks is one of example of cognitive dissonance in stock market. An investor purchases a stock and then gets emotionally attached to the same. Consequently, he starts taking in only selective information and concentrates more on positive news and views about that particular stock, and selectively ignores bad news and views about the same. He comes up with reasons not to sell a stock like – "I have lost a lot of money and I would be punishing myself right now by selling it", or "It seems cheap to hang on to a loser."

·  Towards an investing framework

Situations like these occur because an individual is distressed by the discrepancy between practical evidence and past choice, and he alters his beliefs to reduce this discomfort. The key feature of dissonance is that individuals alter their beliefs to conform to past actions.

To deal with cognitive dissonance, one should follow strict discipline in investing. The Journal of Portfolio Management (by Christopher Faugere, Hany A. Shawky, and David M. Smith) indicates that, during the 'bearish' months from April 2000 to December 2002 in the US, investors who fared the best relative to their market benchmarks, were those who followed restrictive rules that did not allow much leeway for hanging on to stocks for emotional reasons.

Thus it is imperative that investors should have some kind of selling discipline than having none. Without any kind of strategy, emotions will come into play, which can lead you to make wrong decisions.

Conclusion
It is very critical for an investor to constantly re-evaluate his investments and views and change them as situations require and new data becomes available. It is inevitable that investors are going to make mistakes when forecasting the future. The good investors will minimise the financial damage done by such errors and the poor investors will fail to minimise the damage and this can lead to a small number of errors causing large losses. 

 

How high net-worth individuals diversify risk

Managing money for high net-worth individuals is a complex task that needs access to various resources, asset classes and constant monitoring.

As wealth increases, the needs evolve; from plain vanilla reactive investment strategies to active oversight and scientific planning.

Historical data indicates clearly that no one asset class tends to perform consistently over a long period of time. Therefore, to curb volatility and achieve targeted returns, an individual must spread his wealth not just across asset classes, but also across management styles.

Unique Requirements

Today, sophisticated investors have access to various asset classes like equity, debt, private equity, real estate, structured products, insurance, commodities etc.

Investments can be done in a variety of styles such as discretionary and non-discretionary equity, concentrated portfolios, diversified portfolios, long only, conservative, hedged, arbitrage, growth, value, etc.

Every individual has unique requirements based on appetite for risk, ability to tolerate volatility and cash flows. Additional needs of asset preservation and handover to the following generations adds a layer of customisation and complexity to the process.

While attempts have been made to broadly classify investors according to their financial planning needs, the market has been evolving constantly.

The growing maturity of the players and evolving regulations are giving birth to newer opportunities. Let us look at some of the newer developments in the product space.

Today a substantial part of the investors' portfolio is on Indian shores. As regulations permit and structures develop, we will increasingly see investors demanding geographical diversification to minimise country risks. This will not only mean geographical access to global markets but also access to more cutting-edge structures that fulfill possible risk-reward gaps in the portfolio.

While a few years back Indians had restricted access to global markets, today regulations permit investors to route large amounts through global access mutual funds and limited amounts directly.

Investment strategy

These products offer investors geographical diversification, access to emerging markets across the world or could also offer asset class diversification for example; a global gold fund. These enable the investor either to reduce volatility or simply attempt to outperform.

Sometimes existing products may or may not be enough to meet every gap in the portfolio.

At such times, the smart manager needs to access sophisticated products that are structured specifically for the individual needs.

A structured product is generally a pre-packaged investment strategy, which is based on derivatives, such as a single security, a basket of securities, options, indices, commodities, debt issuances and foreign currencies.

A unique feature of some structured products is a 'principal guarantee' function, which offers protection of the principal, if held to maturity. Structured products can be used as an alternative to direct investments, as part of the asset allocation process is to reduce risk exposure of a portfolio or to capitalise on the current market trend.

For example, today's HNIs have access to structures that outperform the benchmark on the upside and protect capital on the downside.

Private Equity

The last but amongst the most interesting opportunities that HNIs can benefit from is the alternate space, this is predominantly in the form of private equity.

These opportunities may be in broad sector agnostic funds or in targeted verticals such as real estate and infrastructure.

While these alternates hold the promise of larger returns, they come along with their share of risk and long lock-ins ranging from 7 to 12 years.

At the same time, the funds try to achieve higher IRR through structured draw downs and profit bookings that are paid to investors on realisation before the final wrapping up of the fund.

These options are definitely for the larger investors and smaller investors may well be advised to exercise caution. Thus, we see that, as wealth increases, the complexity only increases. Managing money is a fulltime activity that requires trained professionals, who understand both: the high net-worth individual as well as his wealth management need, to achieve a fine balance.

After all…it takes all ingredients to make a perfect recipe.

 

How Indian mind works

NOT A STORY BUT A TRUE INCIDENT THAT HAPPENED IN AMERICA

 

 

An Indian man walks into a bank in New York City and asks for the loan officer. He tells the loan officer that he is going to India on business for two weeks and needs to borrow $5,000. The bank officer tells him that the bank will need some form of security for the loan, so the Indian man hands over the keys and documents of new Ferrari parked on the street in front of the bank. He produces the title and everything checks out.
The loan officer agrees to accept the car as collateral for the loan.

 

The bank's president and its officers all enjoy a good laugh at the Indian for using a $250,000 Ferrari as collateral against a $5,000 loan. An employee of the bank then drives the Ferrari into the bank's underground garage and parks it there.

Two weeks later, the Indian returns, repays the $5,000 and the interest, which comes to $15.41.

The loan officer says, "Sir, we are very happy to have had your business, and this transaction has worked out very nicely, but we are a little puzzled. While you were away, we checked you out and found that you are a multi millionaire. What puzzles us is, why would you bother to borrow "$5,000"?


The Indian replies, "Where else in New York City can I park my car for two weeks for only $15.41 and expect it to be there when I return".

 

 

 

*Ah, the mind of the Indian... *

 


*This is why India is shining *

 

Co-Creating with Nature: Conscious Gardening

Gardens offer us a perfect opportunity to reconnect to our true selves and remember our place in the natural world. Rather than approach our gardens as mere investments of energy, we can look at the entire process of gardening, from planting seeds to harvesting food, as a way of deepening our conscious relationship with the creative force of the universe. If we are willing to shift our intention from dominating, or at least directing nature, to co-creating with nature instead, we may discover a deep peace and renewed sense of wonder.

To co-create we must first begin with a foundation of mutual respect. As you create your garden in partnership with nature, you can respect the earth, water, insects and animals by using organic seeds, soil and fertilizers. You can also communicate with the plants, insects and elements involved in your garden, and create a regular practice of stillness to listen for any messages they may have for you. When it comes time for harvesting fresh vegetables or picking beautiful blooms, you might even ask permission first. If you ask with an open heart, you will always receive an answer.

Imagine what it would be like to surrender certain aspects of your human world to the precision and surety of the natural environment. You might decide, for example, to forego your calendar and plant in rhythm with the cycles of the moon. Or, you might choose to ignore clock time and water your garden when the sun hits a certain position in the sky. By opening your garden experience to more of nature’s input, you can become available to witness a whole universe of miracles, while engendering a greater sense of honor between the two worlds.

When we recognize ourselves as allies, co-creators, with the earth and the natural world, our relationship to our environment begins to change. We no longer feel the need to control the circumstances around us and can relish in the perfection of all that is.

 

Term Vs ULIP/Moneyback/Endowment Life Insurance Policy

Term Vs ULIP/Moneyback/Endowment Policy


Insurance and Investments should always be kept separate.


There are ULIPs, Moneyback and Endowment Policies in the Market which provide Insurance cover and at the same time provide Returns at the end of the term.

There are term policies which provide only Insurance cover and nothing when the policy term ends.

Apparently, the first option seems better and also, the insurance agent would tell you the same, but that is not the case.

The following example shows you why.
This is a comparison between LIC's (www.licindia.com )


Term Policy – Amulya Jeevan – Plan 177

Features: Pay, Get Insured and Forget. You pay a certain amount each year. You do not get anything at the end of the term of the policy. This is similar to Car/Two-Wheeler or Medical Insurance.


Endowment Policy - Jeevan Mitra(Triple Cover Endowment Plan) – Plan 133

Features: Pay, Get Insured and Get Returns. You pay a certain amount each year and if you live till the completion of the term, you get the Sum Assured + Bonus.


Here is an example to show the comparison in a better manner.



Endowment Policy - Jeevan Mitra(Triple Cover Endowment Plan)

Age at entry: 35 years

Policy Term: 25 years

Sum Assured: Rs.5,00,000/-

Premium Paying term: 25 years

Mode of premium payment: Yearly

Annual Premium: Rs.27,266 /-


Returns:

In case of completion of Term : Rs. 5,00,000 + Bonus (This is a variable component, approx 5 to 7 % of the sum assured for each year of premium paid which is Rs.6,68,563 to Rs.9,02,871 ) + Life


In Case of Death your family gets

Natural : Rs. 10,00,000 + Bonus (This is a variable component, approx 5 to 7 % of the sum assured for each year of premium paid)

Accidental : Rs. 15,00,000 + Bonus (This is a variable component, approx 5 to 7 % of the sum assured for each year of premium paid)



Term Policy - Amulya Jeevan

Age at entry: 35 years

Policy Term: 25 years

Sum Assured: Rs.25,00,000/- (For a cover this huge, in case of a Moneyback/Endowment policy you would pay about Rs.1,25,000 as premium)

Premium Paying term: 25 years

Mode of premium payment: Yearly

Annual Premium: Rs.10,925 /-

Returns:

In case of completion of Term : Life

In case of Death our family gets

Natural : Rs.25,00,000

Accidental : Nothing – This needs to be covered by taking an exclusive Accidental Death policy which is easily available at Rs.1000 - Rs.1500(e.g. SBI Life, Royal Sundaram, ICICI Lombard) for an Accidental Death cover of Rs.10,00,000.


Assuming that we take an Accidental Death Cover of Rs. 20,00,000. We spend Rs.3000 more.

Effective Cost = Rs.10,925 + Rs.3000 = 13,925


The Calculation

The difference in the premiums you pay every year is (notice the difference in the Insurance Cover you get)

Rs.27,266 – Rs.13,925 = Rs.13,341


If you start investing this money( Rs.13,341 ) every year in NSC, KVP, PPF(Fixed Return Instruments) you earn a compounded return at 8% per annum.

At the end of 25 years this would come to Rs. 10,53,330/-


If you start investing this money( Rs.13,341 ) every year in MFs/Stocks and conservatively assume a return at 12% per annum.
At the end of 25 years this would come to Rs.19,92,264/-


So in any case (Your Survival or Death), you or your family would be at benefit if you opt for a Pure Term Policy.

Many top city builders in dire straits

After raking in phenomenal profits since 2004, builders, including some top guns in the industry, could be headed for serious trouble with the real estate market sliding rapidly.

Sources in the construction industry, financial institutions and individual investors have told TOI that several builders have started defaulting on interest payments and some of them have backed out of commitments to purchase land. Many builders are facing a liquidity crunch as sales of apartments are in a state of virtual stagnation. Moreover, politicians who had parked their slush funds with builders are now asking for their money back.

Information gleaned through these sources points to a dismal scenario set to unfold in the coming months. As one property expert who tracks the market minutely put it, “The real estate market has now moved from being under stress to a completely distressed condition.’’

A plethora of recent cases seems to back up this claim.

A leading Mumbai-based developer who belongs to one of the country’s leading construction families has backed out after offering Rs 700 crore to purchase the 18-acre Hindustan Composite land at LBS Marg in Ghatkopar. It’s learnt that the same builder has also walked away from buying 3.5 lakh sq ft of the Pramanik Landmark land in Goregaon after having made an initial payment of Rs 40 crore.

This builder, who has constructed landmark buildings at Colaba, Peddar Road, Prabhadevi and the far-off western suburbs, is believed to have overstretched himself with an exposure of Rs 1,200 crore in the form of loans taken from banks and private individuals.

TOI has also learnt that a Delhi-based construction giant which was in negotiations for a 100-acre chunk of land at Kanjurmarg for about Rs 1,000 crore has suddenly turned around and said that it’s no longer interested.
Another Delhi-based developer, currently undertaking a massive redevelopment project near the western express highway and also redeveloping a BEST bus depot, is facing difficulty in servicing its loans. “This company has started defaulting on interest payments to its bond holders,’’ a source said.

A Mumbai-based developer, who recently purchased a plot in the Bandra-Kurla Complex for a phenomenal price, may also end up burning his fingers, say market sources. A confidential report prepared by a private bank, which was accessed by this newspaper, shows that this builder has a total loan exposure of almost Rs 3,000 crore. “He is finding it difficult to find tenants for his buildings. Even if he were to sell office space outright, he would have to sell it at a minimum rate of Rs 54,000 a sq ft. This is not possible because the record price in BKC today has not surpassed Rs 35,000 a sq ft,’’ said an industry source.

Another construction company that may have overstretched itself is a south Mumbai property redeveloper, said a market insider. “His permissions are coming in very slow and he is faced with huge overheads,’’ he added.

 

Interestingly, a Dubai-based construction company which faced an embarrassing setback a few months ago, is learnt to have taken a one-month loan at a huge 30% interest to bridge finance for one of its projects.

Asked to comment on the goings-on in the property market, HDFC honcho Deepak Parekh, who has his ear firmly to the ground, said, “We have been hearing about this crunch. It’s natural to happen. Builders have made land purchases, but the cash flow from the sale of flats has slowed down considerably because of high property prices. Despite the slowdown, they do not want to reduce prices. So, they default on payments towards land and also because they have borrowed money at exorbitant rates.’’

Parekh said he knew several big builders across the country who weredefaulting on payments, but refused to divulge their names. By a ball park estimate, both private and public sector banks have lent about Rs 20,000 crore to builders for construction purposes across the country. About one-third of this amount has been given to Mumbai builders, another one-third to Delhi developers and about 20% to Bangalore-based builders.

When asked if banks were jittery about builders defaulting on payments, a senior official of a leading bank said, “The phenomenon is cyclical. We will take over the assets of those who default. Banks will hold such assets until the market recovers and then sell them.’’

Parekh added that HDFC would not be hit in such an eventuality because the bank takes a personal guarantee, including the builder’s personal assets and his company shares.

ICICI home finance, on the other hand, has a board approved policy that monitors its real estate exposure. Loans are given only after looking at the developer’s track record, his past ability to complete projects on time, his liabilities and the like. ICICI officials also pay regular site visits to see how the project is progressing.

Anuj Puri, chairman and country head of Jones Lang Laselle Meghraj, a global property consultancy firm, said he did not forsee any builder going “belly-up’’ due to the stagnant property market. “They will now start selling their land portfolio at a reasonable value and enter into joint ventures with bigger developers.’’

According to Suman Memami, research analyst, Religare Securities Limited, developers are facing pressure on their books because the cost of borrowing has increased while demand has come down significantly. “This is trouble for builders. The smaller ones will be wiped out,’’ he said.

Memami added that developers were offering deepening discounts but flat rates were still at a significant premium. “The liquidity crunch is causing builders to postpone new launches. Furthermore, the cost of under-construction property is rising as commodity prices head north,’’ he observed.

After the property market crash in the mid-1990s, several banks which had funded developers got stuck as the borrowers could not pay up. One such case was that of the erstwhile Global Trust Bank, which could not dispose of properties it took over from its borrowers when prices plummeted. These included an entire floor in a Nariman Point building, commercial space in Kodak House, Prabhadevi, and two partially completed towers in Mulund (west).

The Karur Vyasa Bank, which had financed Lloyds Steel to purchase a property, was similarly stuck after the 1994 crash. It finally managed to sell it several years later. In another case, Apple Finance had bought a BKC plot in the 1990s and constructed a ten-storey building with a loan from a nationalised bank. When the market crashed, it got stuck with the building, which the bank then took over. The bank then tried to sell it through the court receiver.

Beware Of on-Line offers/proposal- Don't be defrauded!

The chain of mails appering in the mail boxes has something to bet_zSIYk_17135 known about.

1. There is nothing like Foreign Money Lying in RBI in individual’s account.
2. There is nothing like an ailing widow of a marshall etc willing to part with 300000000000000 Zillion Crores (!!!!) if you help her in clearing certain formalities !
3. There is no negotiable value for Million Dollar Note ! (It just costs around 20 USD) It is a fancy note !
4. Similarly there is no value for Million Euro Note !
5. Lottery Income from abroad !!!! Pooooooooooooooooooooooooooooooooooohhhhh !!!!!363353808_xKqHW_17135
For additional Information and knowledge on the above issues you may visit http://www.419.bittenus.com (preferably later)

Many CAs would have heard at least once in their life time about Money Laundering. A person would come to you with an informatio549144291_bnETW_17135n that they are agents to someone who has 10000 (or more) crores with him stacked in bathrooms, baskets, stables etc. He would offer you a percentage if you helped them in converting their black money into white !

Please Note:297257739_X3gmp_17135

1. Money Laundering is a Criminal Offence.
2. These claims are false
3. You cannot launder money without a trail
4. Even if possible, it is none of our job.
5. It is anti national

Various forms of offers (especially to an NGO)

1. If you have 80G, I can arrange you 15 crores from a foreign source !
2. If you have 35AC, I can arrange you 300 Crores from a foreign source

(Note: I presume 80G and 35AC has nothing to do with Foreign contribution, If I am wrong please correct me. (Only FC Registration is necessary)

I happened to hear a gossip, something like a fairy tale from some guy about a guy ! (Hero)2028000968_WsUHd_17135

Mr. A comes to him seeking our hero’s help in money laundering. He offers some commission, which is considerable. Our hero after collecting some information accepts to give a try ! Mr. A invites hero to a 5 Star Hotel. He goes to the star hotel and is introduced to Mr. B, C, D & E. The discussion (they refer to it as ’sitting’) begins and the hero in order to please the board(!) justifies money laundering and accepts to help them in money conversion (laundering) which is video recorded in a cell phone by Mr. A.3431912677_Sqonm_17135

For a Few days all the contact numbers given by A, B, C, D & E are not reachable ! All of a sudden, on the thrid or fourth day a guy Mr. X, comes to hero’s office and introduces himself as coming from CBI with a stern look and shows him his identity card.

He says to our hero “Two days ago, following a tip-off, we arrested a big gang involved in Money laundering, we seized their cell phones and found that you belong to their gang. they also confessed it during interrogation” You are in such a good profession, how did you join these criminals? Now we do not have any alternative other than arresting you and taking legal action.

At this point of time our hero starts shivering. Mr. X plays the viedo file captured by Mr. A and now our hero starts pleading. The officer Mr. X instructs our hero that he should not leave the city limits without his permission otherwise he might face dire consequences. I have to get further instructions from my higher authorities. I will call you later. Do not go any where, co-operate with us. He leaves.

That night our hero could not sleep (How can He?) Around 1.00 am he receives a call from Mr. X, “Are you in the city ? Ok, is there any body around ? I have a good news for you! Since you are a professional with some reputation in the society, my higher authority wants to be lenient with you. But it might cost around 5.00 lacs in order that many voices are silenced!

Our hero who was at the verge of suicide is extremely happy and thank all gods. With just 5.00 lacs he can escape from this serious issue. THANK GOD! Money is arranged (by whatever means!) and settled at the time, place and mode fixed by Mr. X (Mr. X also hands over the Cellphone to our hero, which was the only evidence)

NEXT SCENE !

Mr. A, B, C, D, E & X share the loot in a 5 Star Hotel. (Mr. X, burns the CID Identity Card with his cigarette lighter !)

THOUGH THE ABOVE MAY BE AN EXTENDED CASE OF IMAGINATION, IT IS BETTER TO BE CAUTIOUS THAN FALL PREY TO SUCH INTELLIGENT PEOPLE.

 

GOI Grievance Forum


Government of India has an online Grievance forum at http://darpg-grievance.nic.in/

IT WORKS !!!

 

The govt. wants people to use this tool to highlight the problems they faced while dealing with Government officials or departments like Passport Office, Electricity board, BSNL/MTNL, Railways etc.

A citizen who is living in Faridabad and working at CSC. Couple of months back, the Faridabad Municipal Corporation laid new roads in his area and the residents were very happy about it. But 2 weeks later, BSNL dug up the newly laid roads to install new cables which annoyed all the residents, including this guy. But it was only this guy who used the above listed grievance forum to highlight his concern. And to his surprise, BSNL and Municipal Corporation of Faridabad were served a show because notice and the guy received a copy of the notice in one week. Government has asked the MCF and BSNL about the goof up as both the government departments were not in sync at all.

Can you imagine this is happening in INDIA? After complaining, you can even monitor the status of your grievance !

 

So let us use this grievance forum and inform, educate others who are not aware about this facility.  This way we can at least raise our concerns instead of just talking about the 'System' in India.

Indian Telcos go big bang on STD tariffs

 

Indian Telcos go big bang on STD tariffs

 

It started with reduction of STD tariff rates from Rs 2.65 to Rs 1.50 per minute and the war is just not getting over. You say it and it is available in the market, unlimited on net STD calling, unlimited on net local calling, Off net STD calling at 50 paisa, unlimited SMS, unlimited internet usage and much more than you can think of. Indian telecom market is relentless when it comes to declining tariffs and  it also sends a signal that their was enough scope for cutting tariffs and at the offer of Rs 2.65 per minute, they were making handsome margins or else they would not have reduced the tariff by 50% (at an average). We can say that the statement is partially correct, it is not that they were making huge money earlier rather it would be appropriate to say that they would be struggling on margins at the rate which is now being offered.

 

Let us discuss the whole war and chronology of tariff cuts right from the inception.

 

Airtel

Airtel, the largest private telecom operator in India took the lead and dropped tariffs by ~ 40 % (from Rs 2.65 - Rs 1.5) across the board for all the tariff plans. Interestingly, just after the move, management announced in the press conference that they would not feel the heat in terms of revenue and this would help them in acquiring more customers, thus compensating for the loss of revenue. Very true, Air tel has added ~ 2.5 million subscribers in May as per the latest numbers released by COAI. However, the impact on revenue is still unknown and will be made public only after the declaration of Q1 results.

 

Reliance

Soon after Airtel slashed the STD tariffs, Reliance Communications, the largest CDMA player announced unlimited on net (Reliance to Reliance) calling scheme for a fixed payment of Rs 496 per month. The plan is basically targeted towards customers who are making bulk STD calling to a fixed group of people. This plan offers unlimited STD usage to all Reliance phones and off net local and STD at 99 paisa and Rs 2.65 per minute respectively.

 

Idea and Vodafone

Next were Vodafone and Idea Cellular who dropped STD rates to Rs 1.30 per minute across the board. Needless to say that Vodafone was feeling the heat of Airtel and Reliance offer which forced it to further upgrade the offer to Re 1 at a fixed rental of 31 Rs.

 

BSNL

BSNL, which is always referred to as sleeping giant, as expected reacted a bit late but this time they came with a bang which is quite remarkable. Just two days back, BSNL went a step ahead to drop the rates to Rs. 1.20 across the board. They also have a topping for their rural customers who will enjoy the privilege of STD calling @ 80 paisa.  BSNL, being a PSU is always the last operator to join the war but this time they have made their presence felt.

 

TATA Indicom

Last but not the least comes Tata Indicom, which launched three separate schemes to counter all the offers explained above. The plans are kept very simple with no hidden charges and are referred to as 'no bakwaas plan or honest plan'. Plan 450 is the most attractive of all and offers unlimited Tata to Tata STD calling, off net STD calling at Re 1 and off net Local calling at 50 paisa. This plan counters the Reliance offer and is far aggressive than what Reliance is offering. While Reliance is charging 496 for the same plan, TATA is charging 450 and above all, off net calls are charged at 50 paisa and 1 Re for local and STD respectively where as Reliance is charging 99 paisa and Rs 2.65 respectively. The other two plans named as Plan 275 and Plan 150 offer all calling at 50 paisa and 90 paisa respectively. Plan 275 is a unique offering by TATA Indicom and no other operator is offering off net STD calls at 50 paisa. Furthermore, specialty of the plans is that calling across all legs are charged at the uniform rate and this leaves the customer with no confusion at all.

 

I think we had enough discussion and comparison on tariffs and products offered by different operators. Let us be a bit analytical and see it from the view of different stakeholders. Needless to say, customers are enjoying talking on phone like never before and as local and STD rates are being matched it does not makes a difference to them whether they are making a long distance call or a local call. So far as operators are concerned, the drop in tariff rates has got a downside for revenue and RPM. No doubt this will increase the usage by customer and MOU might go up but simultaneously ARPU is going to take small hit as the price elasticity is positive but less than one. Operators are already under huge pressure to maintain the ARPU as new additions which are basically from rural areas are low ARPU customers and are bringing down the average ARPU. In the wake of this, a reduction in STD tariff will further pull down the ARPU. The biggest challenge at this hour for the operators is to sustain the margin with the growing base and increasing capex due to network expansion. An EBIDTA margin ~ 40% looks really impressive but the big question is how long we can sustain it with tariffs dropping at rocket speed.

 

With dropping tariffs and increasing low ARPU base customer, maintaining margin is a big question which everyone is worried about. One thing which is pretty clear is that we can not bank on tariffs to sustain the margin as we can not expect tariffs to go up in future irrespective of the fact that India is offering lowest tariffs compared to the rest of the world. Secondly, we can not expect to acquire high ARPU as the crème da le (high end users) is already using one or other operator, though MNP (Mobile Number Portability) may change the rules of the game. As we can not play on tariffs and ARPU, we are left with the option of cost management. We are already aware that the cost per call is lowest in India and Mr. Sarin, Ceo Vodafone was so impressed with the cost management in India that he wanted his team abroad to take lessons from their Indian counterpart. But still there are few grey areas of concern which needs attention. In a report released two days back, it was mentioned by Mr. Prashant Singhal (India telecom leader, E & Y) that Indian telcos are losing ~ $1 billion on account of improper revenue assurance and it is expected to double in the next two years. So, we need to work on our back end and billing system which is very important from the perspective of telecom operators. Revenue assurance in telecom is a major activity and the SLA of the team is to ensure that the customer is being charged and billed properly for the usage made by him.

 

As tariffs are consistently dropping, operators are also exploring other avenues to maintain the margin. With the arrival of 3G in India in near future and new products like IPTV, mobile TV, Mobile banking, Mobile Videoconferencing which are either being offered or are in pipeline will definitely be a boost for margins. As of now, Value added Services (VAS) contributes ~ 10-12% of total revenue of the telcos and with the arrival of new technology and products and increased data usage by customers we can expect VAS revenue to constitute ~ 20 -25% of total revenue. As the margin on VAS is pretty high compared to Voice calling, it will definitely off set the loss on voice calling revenue owing to dropping tariffs.

 

As Indian telecom gains more maturity, we can expect revenue enhancement exercise in VAS area and better cost management which will prevent revenue leakage. Increasing competition and razor thin margins are calling for prompt action in these areas. This is indeed a testing time for operators when they can not increase the tariffs and they have to maintain the margins when the new customers acquired by them are giving low ARPU. It would be a good battle to witness.

 

Market crash: What to do?

An imperfect but psychologically important measure of the Indian stock market - the ubiquitous BSE-Sensex - fell by 4% today, the hardest hit amongst Asian markets. This mirrored a 3% decline recorded by the US stock indices last Friday following a sharp spike in crude prices following fears of geo-political tensions in the Middle East as also due to an increase in the US unemployment rate.

· 

Things look bad out there...
Things are not really fine with the global economy currently as rising oil and other commodity prices are sparking fears of a general economic slowdown across regions and countries. As for the Indian economy, before the recent oil price hike could be factored, the inflation level has already touched its high in four years.

As reported late on Friday last week, India's inflation (as measured by the wholesale price index) jumped to 8.24%, the fastest rise since August 2004. This adds further pressure on the central bank - the RBI - to hike interest rates, especially with economists expecting inflation to rise to a 13-year high of 9.5% over the next few months. That will be a severe blow for Indian banks' credit growth prospects with the same already slowing down on the back of high interest rates and a general slowdown in economic activity.

 

· 

Higher raw material prices (oil and metals) are also likely to have a medium term impact on corporate India's profitability, with direct effect expected to be seen in sectors like automobiles, capital goods, cement, power and consumer durables. That's all part of the broader slowdown that the economy might enter into.

...so what?
Warren Buffett, the legendary investor, in his company Berkshire Hathaway's recently held annual general meeting, asked investors to 'think small'. Buffett made a simple point to investors - "As an investor, you don't need to predict the economic cycle (or even pay much attention to it). Instead, you should focus on evaluating individual businesses if you pick your own stocks."

· 

When asked as to what were his views on the US economy, he indicated of having no clue and said that he did not care about it either. He said, "I haven't the faintest idea. We never talk about it. It never comes up in our board meetings or other discussions. We're not in that business [of economic forecasting]. We don't know how to be in that business. If we knew where the economy was going, we'd do nothing but play the S&P futures market." Such has been the humility of this man who has indeed been one of the greatest investors the world has ever seen.

Simply, do as the gurus do
So, Warren Buffett is not concerned about the macro-economy. Peter Lynch isn't as well (as the legendary fund manager spends very little time focusing on macro-economic issues). So why should you? Be like the gurus, and hold on to your horses (stocks for the long run). If you expect yourself to be a net buyer of stocks over the next 15-20 years, be happy on seeing falling prices.

 

·  Rather than worry about today's crude price data and inflation or GDP growth estimates for the next quarter or year, you should be focused on owning companies that are best placed to create wealth for you over a period of several years, not days or months. However, the key is to stay strictly with those that are high-quality business models and have the capabilities to stand up straight through good times and bad.

 

Oil and the seven myths

It is one of the most powerful momentum markets in history. Across the globe, almost all stocks that have outperformed the benchmarks over the past year belong to the just one group.

Six out of the world's 10 largest companies by market value are drawn from this sector. Pension plans and hedge funds have been pouring record sums of money into the space. Conversations around office water coolers and living rooms revolve around the same financial topic.

It is fashionable to throw about forecasts of much higher prices, which are already up 100% over the past year and are pasted on every other magazine cover.

So is this early 2000 or mid-2008? The parallels are indeed striking between the late stages of the tech mania and the current oil boom. Both mega trends were rooted in a powerful economic shift; while the tech boom was associated with several technological breakthroughs and new 'killer applications' for mass use, the oil-led commodity boom is attributed to the rapid industrialisation of emerging markets.

At some point, however, investor imagination begins to overstate reality. With oil prices doubling since mid-2007, without any major corresponding change in the supply-demand dynamic, there are now widespread signs that the myth has again transcended the truth.

While it's hard to predict exactly when the deeply entrenched uptrend will reverse, it's important to be fully aware that psychology rather than fundamentals is currently spurring oil prices. Here are some of the most popular misconceptions that come through in any discussion about oil.

Myth 1: The oil price surge is due to a drop in output growth. While there is some reason to be genuinely concerned about long-term supply constraints in oil, growth in production has not hit a wall as yet. Global oil supplies have been increasing 2% annually over the past five years and supply of crude is more than adequate to meet demand this year as well.

Still, the market is worried that the dependence on OPEC supply has recently been growing as estimates for North Sea and Russian crude production have been steadily declining. In addition, global spare capacity has fallen to 2% of production from a historical average of 3% to 5%. But this hardly justifies the doubling in oil prices over the past year. The last time prices rose at such a meteoric pace was in the 1970s when there were actual supply disruptions.

Myth 2: Emerging market demand is main determinant of oil prices. Unlike most other commodities, where China is indeed the price-setter, OECD demand is still the most relevant factor when it comes to oil. The US consumes 25% of global oil compared to 9% for China.

US oil demand has contracted by 5% so far this year, as demand destruction is in the works. While it is hard to get a fix on latest Chinese demand, growth in oil demand is unlikely to be as high as the 5% annual run-rate of the past five years, given the marginal slowdown in China's economy.

Myth 3: Emerging market demand is price inelastic. For every commodity, demand destruction sets in at some point. In the 1960s and '70s, the re-industrialisation of Japan and Europe propelled commodity prices higher, but at a certain juncture, the demand for commodities recoiled.



Copper consumption peaked at 0.45% of global economy in the mid-1960s while the demand for nickel started to fall in the 1970s after reaching 0.2% of global GDP. For the previous oil price boom, the breaking point was in late 1979 when the total spend on that commodity exceeded 7% of global GDP.

Over just the past ten years, the weight of oil in the global economy has moved from a low of 1.5% of GDP to over 7% of GDP again. The experience of the 1980s could be instructive in the current context as well. Even as Japan and Europe continued to grow strongly in the 1980s, oil consumption remained essentially flat through that decade as both the regions strived to achieve better fuel efficiency and switched to alternative sources of energy, such as nuclear power.

With governments in many emerging markets finally raising oil prices at the retail level this year, oil demand is bound to decrease. As a case in point, the Indonesian government is budgeting a 10% decline in volume growth for 2008 on the back of a 30% adjustment in oil prices.

Myth 4: Better standards of living in developing countries will only increase oil consumption. As the demand patterns of the 1980s show, when oil gets too expensive consumers look for different sources of energy and succeed in finding them. A similar move has been underway with nearly 90% of the growth since 2004 in new 'oil' capacity coming from bio-fuels, synthetic oil and natural gas liquids.

Furthermore, higher per capita incomes are often associated with greater energy efficiency and the increased urbanisation projected for emerging markets could even translate into lower per capita oil consumption with the greater use of mass transportation.

Myth 5: The tidal fund flow into oil and other commodity products will keep raising their prices in financial markets. Asset allocation into commodity funds has risen dramatically over the past year, with the total influx in the first quarter of 2008 exceeding the total inflow of 2007.

Many commentators argue that this trend has a long way to go as total allocation to commodity-related assets is still below 5% of total financial assets. Late last year, during the heady months of the emerging market boom, similar arguments were bandied about with regard to a potential re-rating of emerging markets stocks.

Yet, the reality is that while momentum can drive markets for a while, flows can quickly reverse once it becomes apparent that the underlying fundamentals are deteriorating; indeed this is the case with the Indian and Chinese equity markets this year. Even if pension plans keep increasing their strategic allocation to commodities, the process is likely to be gradual and spread over time.

Myth 6: Retail gasoline and diesel prices in emerging markets such as India are too low by global standards. The retail prices of petrol and diesel vary greatly across the world, reflecting the very different tax structures implemented by each country.

Venezuela reportedly sells gasoline at a mere 3 cents per litre while Turkey charges $2.80 for a litre. India's latest price for petrol is in line with the global average, although it is lower by 30% for diesel. Still, at $0.85 per litre, India is selling diesel at a more expensive price than China.



The key difference between China and India is that the latter cannot afford to keep subsiding oil prices or further cutting taxes on oil products due to the large fiscal deficit. China doesn't face the same compulsion to raise prices as it is running a fiscal surplus amounting to nearly 1% of GDP.

If the incumbent government had been more sensible in spending the revenue windfall from the runaway growth of the past four years, then it would be in a much better shape to absorb the global oil price shock.

Myth 7: A 1970s-style decade lies ahead for the global economy. Until late 2007, the rise in oil prices did not pose a problem for the global economy. In contrast to the 1970s when the oil price increase largely represented a supply shock, in this decade it is mainly a reflection of booming economic demand in the developing world and till last year any major inflationary impact was offset by high productivity growth in the global economy.

Over the past six months, the price of oil has risen at its fastest pace in recent history even as global economic demand has slowed due to fears of supply shortages, which is why it is now leading to fears of a 1970s redux.

But the situation today is more analogous to late 1979, the oil price shock has already happened with prices again rising by 900% over the past decade. The global economy is at a point similar to 1979 when demand and the price of oil started to decline.

Over the past 30 years, every major oil price setback has been demand-, not supply-led. Now with evidence mounting to suggest that demand is eroding, from the collapse in SUV sales in the US to a change in the subsidy regime in many developing countries, it's only a matter of time before the psychology of ever-rising oil prices breaks on the marketplace.

Petrol Price - You are not alone in the world

 *The price of petrol in India have already gone through the roof. Reason?
 Global oil prices are at all-time high levels (about $130 per barrel) and
 the nation's public sector oil companies can no longer sustain the heavy
 subsidy on petroleum products.
So which are the nations where the price of petrol is highest and lowest in
 the world?
 *1. Turkey: Rs 113.30 per litre*
 *2. Norway (Oslo): Rs 112 per litre*
 *3. United Kingdom: Rs 95.50 per litre*
 *4. Hong Kong: Rs 84.10 per litre*
 *5. Brazil (Sao Paolo): Rs 66 per litre*
 *6. Canada: Rs 57 per litre*
 *7. India: Rs 51 per litre*
 *8. Pakistan: Rs 44.80 per litre*
 *9. The United States: Rs 44.25 per litre*
 *10. Russia (Moscow): Rs 42.275 per litre*
 *11. China: Rs 31.30 per litre*
 *12. Malaysia (Kuala Lumpur): Rs 25.40 per litre*
 *13. United Arab Emirates: Rs 15.65 per litre*
 *14. Saudi Arabia (Riyadh): Rs 5 per litre*
 *15. Venezuela (Caracas): Rs 2.12 per litre*
 Next any of your friends or relatives visits Saudi, Dubai or Venezuela tell
 them to bring Petrol instead of chocolates and perfumes.

How to reduce crude oil dependence -Let's discuss as it looks inevitable


1- most of the time we see   single person in car or along with driver even  for drive of  25/50 km . more sharing can be planned here.

2- ethanol blending should be increased from 5 % to 20 %.

3 - public transports to be made more efficient.

4- more short cut walking overhead bridges from rly stn to main business centre like , BSE, NSE ,SEEPZ ,  IT park, mantralaya, RBI   etc.

5- more short cut sea transport .

6- more overhead trains on existing rail tracks.

7- strict quality norms for making or repairing of roads through third party inspections in the city or highways




1 During week days we should do ODD and EVEN system
On Monday Wednesday all vehicle on road should have total in ODD numbered on Tuesday Thursday and Saturday  it should be EVEN Numbers.

Exception School Bus Ambulance etc etc

2 Two wheelers should be for all practical purpose. No restriction on odd/even numbers for two  wheels vehicles.

3 Give only 100 Lits of Petrol per vehicle/month at  regular rate and if increases charge 25%more for petrol to the consumer.

4 To charge 10 % more for Petrol/Diesel from  all vehicles branded as SEDAN or SUV  etc



1. Have 2 to 3 days of working by encouraging 'office at home'
concept. This can now be achieved for many sectors due to IT as many
officials can function at home, atleast for some days.

2. Encouraging mass transport systems. Discourage single travel by
four wheeler. This can be achieved by forming car pools etc. Business
houses, Companies can encourage their employess for this....by giving
some relaxation in timings

3. Blend more bio fuel....make it mandatory. Brazil is going upto 50%
ethanol blending

4. Have more battery operated vehicles in close circuits. For
instance, there can be battery operated public transport vehicles from
VT to Churchgate or in the outer circle of Cannaught Place, etc.

5. Scrap old ages vehicles....help them to upgrade to new ones by
giving loans etc. Mumbai....still old, junk Feats functioning at
horrifying fuel efficieny

6. Cut Bureaucracy in ongoing mass transport systems e.g. Bangalore
Metro. The ammount of clearances requried from local bodies will not
let the metro see light of the day in this dying city. Mr Sridharan
ensured that he does not have to go to NDMC for building Delhi Metro.
It is a reality now.

7. Go for more IT......issue ration card, gas connection, etc. on
line. Identify sectors where physical presence is mandatory and take
measures to reduce them.



The Japanese 5-S housekeeping program, To increase the production

Although the concept originated in Japan following World War II, the “5-S” program for organizing work areas is currently a popular trend in management. Sometimes referred to as elements, each of the five components of the program begins with the letter “S,” as transliterated from Japanese — thus, the term 5-S. In the U.S., these terms are roughly translated to “S” words in English to maintain the 5-S name. Accordingly, the elements include sort, systemize, shine or sweep, standardize, and sustain. In the U.K., the concept is converted to the 5-C program comprising five comparable components: clear out, configure, clean and check, conformity, and custom and practice.


The 5-S program is frequently combined with precepts of the Lean Manufacturing Initiative. Even when used separately, however, the 5-S (or 5-C) program is said to yield excellent results. Implementation of the program involves introducing each of the five elements in order, which reportedly generates multiple benefits, including product diversification, higher quality, lower costs, reliable deliveries, improved safety, and higher availability rate.

Originally developed as more than a housekeeping program, the concept was initially intended “to improve activities to ensure any company's survival.” Given the structure of the program, however, it has been widely accepted in the U.S. more as a housekeeping model than a company-survival strategy.

Among the five components, the most important are the first two: sort, and systemize or set in order. These two elements are essential to achieving zero defects, cost reduction, safety improvements, and zero accidents. The key principle underlying the success of such measures is that routines maintaining organization and orderliness are essential to a smooth and efficient flow of activities.

The greatest promoters of the 5-S system are safety departments, since the benefits to safety are greatly apparent to safety personnel. To a safety representative having visited hundreds of concrete production plants, an obvious pattern emerges: the more profitable, efficient — and yes, happier — plants always seem to maintain a clean and orderly yard and production area. Conversely, plants with scattered product and waste that clean up only rarely tend not to recognize that orderliness and housekeeping contribute to efficiency and morale. The noncleanup group then faces a cleanup process that becomes a major cost expenditure with no readily visible return on the investment.

The experienced safety representative also notices that the unorganized plants seem to have higher turnover rates and other employee problems. Workers begin to dress carelessly and produce shoddy product in accordance with management expectation. Once the plants have operated in this mode for some time, changing the operation is a major undertaking since more than just cleanup is needed. A common retort to housekeeping recommendations is “I know where everything is so there is no need to reorganize it.” A quick walk around the plant soon proves that old product and machinery cast aside years or decades ago, in fact, are lost forever.


Sort (Seiri, translated as organization):

The first key element requires organizing the workplace by removing all items from the site that are not needed for current production operations. Clearly distinguish required materials from unneeded items and eliminate the latter. Though old equipment, tools and old product may have some future value, storing those materials in a separate area for review in the third phase — ‘shine’ — will facilitate overall productivity.

This material should be removed from the workplace since waste is defined as excess inventory, unnecessary transportation costs for extra parts and inventory requiring extra pallets, large quantities of stocked items that become obsolete over time, extraneous in-process inventory, and related machine breakdowns and wear. Currently unused equipment also poses a daily obstacle to production activities and contributes to the clutter of unneeded materials.

Safety- related improvements include separating old equipment that is commonly not maintained before employees are required to use it. Training employees on the old and unfamiliar machines or requiring maintenance personnel to utilize cast-aside equipment frequently incurs significant hidden costs — greater than the capital investment required for new equipment, if needed. These costs include excess waste product generated from unfamiliar, old, and poorly maintained equipment.

Systemize, or Set in Order (Seiton, translated as tidiness):

The second key element includes arranging only the needed items so that they are easy to use and labeling them so that they are easily found and put away. This element is intended to make the production process easy to understand so that anyone can find what is needed and return the items to their appropriate places.

Shine (Seiso, translated as purity):

‘Shine’ relates to cleanliness and includes sweeping floors, cleaning equipment, and shoveling out unused material or debris on a daily basis. The concept of shine is to save labor by finding ways to prevent dirt, dust and debris from accumulating in the workplace. ‘Shine’ might include, for example, constructing a small hopper under the conveyor belt sweeper to collect debris or deciding what leftover equipment and in-stock inventory need to be categorized, evaluated and discarded, or tagged with a date for use and ultimate disposal (For example: Dispose on 1/2003).

Some plants may paint machine guards a bright color not only to promote safety by denoting a hazard, but also to make them readily visible should one be left off the equipment following maintenance. Color coding tools to clarify departmental use and ownership can also be a useful measure in this category. Striping floors to denote walk areas, electrical panel box areas, and other functional processes can be included as well. Steam cleaning equipment followed by painting also greatly improves the appearance of the work site.

Standardize (Seiketsu, translated as cleanliness):

This element, comprising less activity than the previous components, is intended to generate a maintenance system for the first three. Standardizing tends to follow the long-term implementation of the third phase, becoming the process itself of routinely maintaining ‘shine’. A well-established order of work greatly benefits the safety process.

At this point, the safety director has a golden opportunity to conduct a job-safety analysis (JSA) followed by the development of a safe operating procedure (SOP) for each job in the plant. How convenient a listing of each job task and its associated hazards would be when training new employees. The JSA can identify lockout-tagout and confined space entry problems, for example, that the SOP can take into account for standardized training. The development of JSAs and SOPs also contributes to the implementation of the fifth element of the program.

Sustain (Shitsuke, translated as discipline):

This is the discipline needed to make a habit of maintaining procedures. The cost and exertion required to establish a clean workplace are wasted if efforts are short lived. Although this element is the most difficult to measure, without this component, the other measures will not last. This is where an effectively designed safety inspection process can be very beneficial — provided it is not used as a whipping tool, which can defeat the 5-S program.


A self-enforced inspection process can be very effective. The implementation of the program might be enhanced by determining future dates on which the process will be repeatedly reinforced through additional training or other enhancement tools. Perhaps, the use of a simple definition board, or reiteration of principles in safety meetings for reinforcement, or repetition of the training process described in the following paragraph would also aid in the sustainability of the program.

The complete program can be implemented in a single workplace or in an entire plant. Obviously, dividing the process into manageable segments — implementing the process in one work area at a time, while moving through the whole plant and yard — is sometimes the more effective method for implementation. In applying the concepts of the program, one training tool commonly used is to have employees first think of one item they could get rid of, followed by identifying one item they could relocate to use more efficiently. These initial steps are followed by thinking of one item or area that would benefit from cleaning; and, one routine that could be established for eliminating, relocating, or cleaning items in the work area. Finally, the fifth element includes having employees think of some conditions to promote carrying out this routine.

If implemented correctly, 5-S will facilitate more effective communication, reduce environmental risk, improve product quality, identify safety hazards, and change employee attitudes from a self-defensive position to a team approach. Unfortunately, implementation can be a major task for plants that need it most. As a rule, the more efficient and neater operations are first to implement the program, perhaps because they have already experienced the benefits of an orderly workplace.

Just In Time (business), an inventory strategy implemented to improve the return on investment


Just In Time (JIT) is an inventory strategy implemented to improve the return on investment of a business by reducing in-process inventory and its associated costs. The process is driven by a series of signals, or Kanban (Jp. カンバン also 看板), that tell production processes to make the next part. Kanban are usually simple visual signals, such as the presence or absence of a part on a shelf. When implemented correctly, JIT can lead to dramatic improvements in a manufacturing organization's return on investment, quality, and efficiency.
New stock is ordered when stock reaches the re-order level. This saves warehouse space and costs. However, one drawback of the JIT system is that the re-order level is determined by historical demand. If demand rises above the historical average planning duration demand, the firm could deplete inventory and cause customer service issues. To meet a 95% service rate a firm must carry about 2 standard deviations of demand in safety stock. Forecasted shifts in demand should be planned for around the Kanban until trends can be established to reset the appropriate Kanban level. In recent years manufacturers have touted a trailing 13 week average is a better predictor than most forecastors could provide.
A related term is Kaizen which is an approach to productivity improvement literally meaning "continuous improvement" of process.

Contents

• 1 History
• 2 Philosophy
• 3 Effects
• 4 Benefits
• 5 Problems
o 5.1 Within a JIT System
o 5.2 Within a raw material stream
o 5.3 Oil
• 6 Theory
• 7 See also
• 8 References
• 9 External links


History

The technique was first used by the Ford Motor Company as described explicitly by Henry Ford's My Life and Work (1922): "We have found in buying materials that it is not worthwhile to buy for other than immediate needs. We buy only enough to fit into the plan of production, taking into consideration the state of transportation at the time. If transportation were perfect and an even flow of materials could be assured, it would not be necessary to carry any stock whatsoever. The carloads of raw materials would arrive on schedule and in the planned order and amounts, and go from the railway cars into production. That would save a great deal of money, for it would give a very rapid turnover and thus decrease the amount of money tied up in materials. With bad transportation one has to carry larger stocks." This statement also describes the concept of "dock to factory floor" in which incoming materials are not even stored or warehoused before going into production. This paragraph also shows the need for an effective freight management system (FMS) and Ford's Today and Tomorrow (1926) describes one.
The technique was subsequently adopted and publicised by Toyota Motor Corporation of Japan as part of its Toyota Production System (TPS).
Japanese corporations cannot afford large amounts of land to warehouse finished products and parts. Before the 1950s, this was thought to be a disadvantage because it reduced the economic lot size. (An economic lot size is the number of identical products that should be produced, given the cost of changing the production process over to another product.) The undesirable result was poor return on investment for a factory.
The chief engineer at Toyota in the 1950s, Taiichi Ohno examined accounting assumptions and realized that another method was possible. The factory could be made more flexible, reducing the overhead costs of retooling and reducing the economic lot size to the available warehouse space.
Over a period of several years, Toyota engineers redesigned car models for commonality of tooling for such production processes as paint-spraying and welding. Toyota was one of the first to apply flexible robotic systems for these tasks. Some of the changes were as simple as standardizing the hole sizes used to hang parts on hooks. The number and types of fasteners were reduced in order to standardize assembly steps and tools. In some cases, identical subassemblies could be used in several models.
Toyota engineers then determined that the remaining critical bottleneck in the retooling process was the time required to change the stamping dies used for body parts. These were adjusted by hand, using crowbars and wrenches. It sometimes took as long as several days to install a large (multiton) die set and adjust it for acceptable quality. Further, these were usually installed one at a time by a team of experts, so that the line was down for several weeks.
Toyota implemented a strategy called Single Minute Exchange of Die (SMED), developed by Shigeo Shingo. With very simple fixtures, measurements were substituted for adjustments. Almost immediately, die change times fell to about half an hour. At the same time, quality of the stampings became controlled by a written recipe, reducing the skill required for the change. Analysis showed that the remaining time was used to search for hand tools and move dies. Procedural changes (such as moving the new die in place with the line in operation) and dedicated tool-racks reduced the die-change times to as little as 40 seconds. Dies were changed in a ripple through the factory as a new product began flowing.
After SMED, economic lot sizes fell to as little as one vehicle in some Toyota plants.
Carrying the process into parts-storage made it possible to store as little as one part in each assembly station. When a part disappeared, that was used as a signal to produce or order a replacement.

Philosophy

Just-in-time (JIT) inventory systems are not just a simple method that a company has to buy in to; it has a whole philosophy that the company must follow. The ideas in this philosophy come from many different disciplines including; statistics, industrial engineering, production management and behavioral science. In the JIT inventory philosophy there are views with respect to how inventory is looked upon, what it says about the management within the company, and the main principle behind JIT.
Firstly, inventory is seen as incurring costs instead of adding value, contrary to traditional thinking. Under the philosophy, businesses are encouraged to eliminate inventory that doesn't add value to the product. Secondly, it sees inventory as a sign of sub par management as it is simply there to hide problems within the production system. These problems include backups at work centres, lack of flexibility for employees and equipment, and inadequate capacity among other things.
In short, the just-in-time inventory system is all about having "the right material, at the right time, at the right place, and in the exact amount."

Effects

Some of the results were unexpected. A huge amount of cash appeared, apparently from nowhere, as in-process inventory was built out and sold. This by itself generated tremendous enthusiasm in upper management.
Another surprising effect was that the response time of the factory fell to about a day. This improved customer satisfaction by providing vehicles usually within a day or two of the minimum economic shipping delay.
Also, many vehicles began to be built to order, completely eliminating the risk they would not be sold. This dramatically improved the company's return on equity by eliminating a major source of risk.
Since assemblers no longer had a choice of which part to use, every part had to fit perfectly. The result was a severe quality assurance crisis, and a dramatic improvement in product quality. Eventually, Toyota redesigned every part of its vehicles to eliminate or widen tolerances, while simultaneously implementing careful statistical controls. (See Total Quality Management). Toyota had to test and train suppliers of parts in order to assure quality and delivery. In some cases, the company eliminated multiple suppliers.
When a process problem or bad parts surfaced on the production line, the entire production line had to be slowed or even stopped. No inventory meant that a line could not operate from in-process inventory while a production problem was fixed. Many people in Toyota confidently predicted that the initiative would be abandoned for this reason. In the first week, line stops occurred almost hourly. But by the end of the first month, the rate had fallen to a few line stops per day. After six months, line stops had so little economic effect that Toyota installed an overhead pull-line, similar to a bus bell-pull, that permitted any worker on the production line to order a line stop for a process or quality problem. Even with this, line stops fell to a few per week.
The result was a factory that became the envy of the industrialized world, and has since been widely emulated.
The Just in Time philosophy was also applied to other segments of the supply chain in several types of industries. In the commercial sector, it meant eliminating one or all of the warehouses in the link between a factory and a retail establishment.

Benefits

As most companies use an inventory system best suited for their company, the Just-In-Time Inventory System (JIT) can have many benefits resulting from it. The main benefits of JIT are listed below.
1. Set up times are significantly reduced in the warehouse. Cutting down the set up time to be more productive will allow the company to improve their bottom line to look more efficient and focus time spend on other areas that may need improvement.
2. The flows of goods from warehouse to shelves are improved. Having employees focused on specific areas of the system will allow them to process goods faster instead of having them vulnerable to fatigue from doing too many jobs at once and simplifies the tasks at hand.
3. Employees who possess multi-skills are utilized more efficiently. Having employees trained to work on different parts of the inventory cycle system will allow companies to use workers in situations where they are needed when there is a shortage of workers and a high demand for a particular product.
4. Better consistency of scheduling and consistency of employee work hours. If there is no demand for a product at the time, workers don't have to be working. This can save the company money by not having to pay workers for a job not completed or could have them focus on other jobs around the warehouse that would not necessarily be done on a normal day.
5. Increased emphasis on supplier relationships. No company wants a break in their inventory system that would create a shortage of supplies while not having inventory sit on shelves. Having a trusting supplier relationship means that you can rely on goods being there when you need them in order to satisfy the company and keep the company name in good standing with the public.
6. Supplies continue around the clock keeping workers productive and businesses focused on turnover. Having management focused on meeting deadlines will make employees work hard to meet the company goals to see benefits in terms of job satisfaction, promotion or even higher pay.

Problems

Within a JIT System

The major problem with Just In Time operation is that it leaves the supplier and downstream consumers open to supply shocks. In part, this was seen as a feature rather than a bug by Ohno, who used the analogy of lowering the level of a river in order to expose the rocks to explain how removing inventory showed where flow of production was interrupted. Once the barriers were exposed, they could be removed; since one of the main barriers was rework, lowering inventory forced each shop to improve its own quality or cause a holdup in the next downstream area. Just In Time is a means to improving performance of the system, not an end.
With shipments coming in sometimes several times per day, Toyota is especially susceptible to an interruption in the flow. For that reason, Toyota is careful to use two suppliers for most assemblies. As noted in Liker (2003), there was an exception to this rule that put the entire company at risk by the 1997 Aisin fire. However, since Toyota also makes a point of maintaining high quality relations with its entire supplier network, several suppliers immediately took up production of the Aisin-built parts by using existing capability and documentation. Thus, a strong, long-term relationship with a few suppliers is preferred to short-term, price-based relationships with competing suppliers.

Within a raw material stream

As noted by Liker (2003) and Womack and Jones (2003), it would ultimately be desirable to introduce flow and JIT all the way back through the supply stream. However, none of them followed this logically all the way back through the processes to the raw materials. With present technology, for example, an ear of corn cannot be grown and delivered to order [1]. The same is true of most raw materials, which must be discovered and/or grown through natural processes that require time and must account for natural variability in weather and discovery.

Oil

It has been frequently charged that the oil industry has been influenced by JIT (see here (2004), here (1996), and here (1996)). The argument is presented as follows:
The number of refineries in the United States has fallen from 279 in 1975 to 205 in 1990 and further to 149 in 2004. As a result, the industry is susceptible to supply shocks, which cause spikes in prices and subsequently reduction in domestic manufacturing output. The effects of hurricanes Katrina and Rita are given as an example: in 2005, Katrina caused the shutdown of 9 refineries in Louisiana and 6 more in Mississippi, and a large number of oil production and transfer facilities, resulting in the loss of 20% of the US domestic refinery output. Rita subsequently shut down refineries in Texas, further reducing output. The GDP figures for the third and fourth quarters showed a slowdown from 3.5% to 1.2% growth. Similar arguments were made in earlier crises.
Beside the obvious point that prices went up because of the reduction in supply and not for anything to do with the practice of JIT, JIT students and even oil & gas industry analysts question whether JIT as it has been developed by Ohno, Goldratt, and others is used by the petroleum industry. Companies routinely shut down facilities for reasons other than the application of JIT. One of those reasons may be economic rationalization: when the benefits of operating no longer outweigh the costs, including opportunity costs, the plant may be economically inefficient. JIT has never subscribed to such considerations directly; following Waddel and Bodek (2005), this ROI-based thinking conforms more to Brown-style accounting and Sloan management. Further, and more significantly, JIT calls for a reduction in inventory capacity, not production capacity. From 1975 to 1990 to 2005, the annual average stocks of gasoline have fallen by only 8.5% from 228,331 to 222,903 bbls to 208,986 (Energy Information Administration data). Stocks fluctuate seasonally by as much as 20,000 bbls. During the 2005 hurricane season, stocks never fell below 194,000 thousand bbls, while the low for the period 1990 to 2006 was 187,017 thousand bbls in 1997. This shows that while industry storage capacity has decreased in the last 30 years, it hasn't been drastically reduced as JIT practitioners would prefer.
Finally, as shown in a pair of articles in the Oil & Gas Journal, JIT does not seem to have been a goal of the industry. In Waguespack and Cantor (1996), the authors point out that JIT would require a significant change in the supplier/refiner relationship, but the changes in inventories in the oil industry exhibit none of those tendencies. Specifically, the relationships remain cost-driven among many competing suppliers rather than quality-based among a select few long-term relationships. They find that a large part of the shift came about because of the availability of short-haul crudes from Latin America. In the follow-up editorial, the Oil & Gas Journal claimed that "casually adopting popular business terminology that doesn't apply" had provided a "rhetorical bogey" to industry critics. Confessing that they had been as guilty as other media sources, they confirmed that "It also happens not to be accurate."

Theory

Consider a (highly) simplified mathematical model of the ordering process.
Let:
K = the incremental cost of placing an order
kc = the annual cost of carrying one unit of inventory
D = annual demand in units
Q = optimal order size in units
TC = total cost over the year
We want to know Q.
We assume that demand is constant and that the company runs down the stock to zero and then places an order, which arrives instantly. Hence the average stock held (the average of zero and Q, assuming constant usage) is Q / 2. Also, the annual number of orders placed is D / Q.
TC consists of two components. The first is the cost of carrying inventory, which is given by Q * kc / 2, i.e. the average inventory times the carrying cost per unit. The second cost is the cost of placing orders, given by D * K / Q, the annual number of orders, D / Q. times the cost per order, K.
Thus total annual cost is
.

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which is known as the Economic Order Quantity or EOQ formula.
The key Japanese breakthrough was to reduce K to a very low level and to resupply frequently instead of holding excess stocks.
In practice JIT works well for many businesses, but it is not appropriate if K is not small.
The theory above can be fairly easily adapted to take into account realistic features such as delays in delivery times and fluctuations in demand.
Both of these are usually modelled by normal distributions.
The delay in delivery, in particular, means that additional 'safety stocks' need to be held if a stockout is to be rendered very unlikely.

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