Saturday, July 20, 2013

Narendra Modi...............Bio Data........Legend Bharat

Narendra Damodardas Modi  born 17 September 1950) is the 14th and current Chief Minister of Gujarat, a state in western India. Modi was a key strategist for the Bharatiya Janata Party (BJP) in the successful 1995 and 1998 Gujarat state election campaigns. He first became chief minister of Gujarat in October 2001, being promoted to the office upon the resignation of his predecessor, Keshubhai Patel, following the defeat of BJP in by-elections. In July 2007, he became the longest-serving Chief Minister in Gujarat's history when he had been in power for 2,063 days continuously. Under his leadership, the Bharatiya Janata Party won the 2012 State Assembly Elections and he was chosen to serve for a fourth term as chief minister.

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Modi is a member of the Rashtriya Swayamsevak Sangh (RSS), and describes himself as a Hindu nationalist. He holds a master's degree in political science. Modi is a controversial figure both within India and internationally. His administration has been criticised for the incidents surrounding the 2002 Gujarat violence.His policies are credited with creating the environment for the high economic growth in Gujarat.

Early life and activism

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Early life

Modi was born on 17 September 1950 to a family of grocers in Vadnagar in Mehsana district of what was then Bombay State (present-day Gujarat), India.[9] He was the third of six children born to Damodardas Mulchand Modi and his wife, Heeraben. While a teenager, Modi ran a tea stall with his brother around a bus terminus.He completed his schooling in Vadnagar, where a teacher describes him as being an average student but a keen debater.

He began work in the staff canteen of Gujarat State Road Transport Corporation, where he stayed till he became a full–time pracharak (propagator) of the RSS.After Modi had received some RSS training in Nagpur, which was a prerequisite for taking up an official position in the Sangh Parivar, he was given charge of Sangh's student wing, Akhil Bharatiya Vidyarthi Parishad, in Gujarat. Modi organised agitations and covert distribution of Sangh's pamphlets during the Emergency. During his years in the RSS, Modi came in touch with Vasant Gajendragadkar and Nathalal Jaghda, leaders of the Jan Sangh, who later founded the BJP's Gujarat state unit.

Education and political activism

Modi remained a pracharak in the RSS while he completed his master's degree in political science from Gujarat University.The RSS seconded Modi to the BJP in 1987.While Shankarsingh Vaghela and Keshubhai Patel were the established names in the BJP, Modi rose to prominence after organising Murli Manohar Joshi's Ekta yatra (journey for unity).[11] His electoral strategy was central to BJP's victory in the 1995 state elections.

Modi became the General Secretary of the BJP and was transferred to New Delhi where he was assigned responsibility for the party's activities in Haryana and Himachal Pradesh. Vaghela, who had threatened to break away from BJP in 1995, defected from the BJP after he lost the 1996 Lok Sabha elections. In 1998, Modi was promoted to the post of National Secretary of the BJP. While selecting candidates for the 1998 state elections in Gujarat, Modi sidelined people who were loyal to Vaghela and rewarded those who favoured Patel, thus ending factional divisions within the party. His strategies were key to winning those elections.

Patel's failing health, along with allegations of abuse of power, corruption and poor administration, as well as a loss of BJP seats in by-elections and the effects of the devastating Bhuj Earthquake of 2001, which his administration struggled to handle, prompted the BJP's national leadership to seek a new candidate for the office of chief minister. Modi, who had aired his misgivings about Patel's administration, was chosen as a replacement.L. K. Advani, a senior leader of the BJP, however, did not want to ostracise Patel and was worried about Modi's lack of experience in governance. It was suggested that Modi should be made the deputy chief minster in a government led by Patel. Modi informed Advani and Atal Bihari Vajpayee that he was "going to be fully responsible for Gujarat or not at all" and declined the proposal. On 7 October 2001, Modi was appointed the Chief Minister of Gujarat and was assigned responsibility to prepare the BJP for elections in December 2002. As Chief Minister, Modi's ideas of governance revolved around privatisation and small government, which stood at odds with what Aditi Phadnis has described as the "anti–privatisation, anti–globalisation position" of the RSS.

2002 Gujarat violence

Main article: 2002 Gujarat violence

In 2002, widespread communal violence erupted between Hindus and Muslims in Gujarat after the violent incident near the Godhra railway station where some coaches of a train carrying Hindu pilgrims was burned by a muslim mob, the Gujarat administration was accused by the opposition and sections of the media of taking insufficient action against the violence, and even condoning it in some cases. The Modi government had imposed curfews, issued shoot-at-sight orders and called for the army to prevent the violence from worsening but the combined strength of the army and state police proved insufficient.In April 2009, the Supreme Court of India appointed a Special Investigation Team (SIT) to inquire into the Gujarat government and Narendra Modi's role in the incidents of communal violence.The SIT reported to the court in December 2010 submitting that they did not find any incriminating evidence against Modi of willfully allowing communal violence in the state.

Modi's decision to move the corpses of the kar sevaks who had been burned to death in Godhra to Ahmedabad had been criticised for inflaming the violence.However, SIT found his decision to be justified.

In April 2012, the SIT absolved Modi of any involvement in the Gulbarg Society massacre that occurred in 2002.On 7 May 2012, the Supreme Court-appointed amicus curiae, Raju Ramachandran, observed that Modi could be prosecuted for promoting enmity among different groups during the 2002 Gujarat violence. His main contention was that the evidence should be examined by a court of law because the SIT was required to investigate but not to judge.The amicus report has been criticised by the Special Investigation Team for relying heavily on the testimony of Sanjiv Bhatt.[30] In July 2013 allegations were made that the

SIT had suppressed evidence.

2002 election
Main article: Gujarat legislative assembly election, 2002

In the aftermath of the violence, there were calls for Modi to resign from his position as chief minister of Gujarat. The opposition parties stalled the national parliament over the issue. Both the Dravida Munnetra Kazhagam[citation needed] (DMK) and Telugu Desam Party (TDP), allies of the BJP, also asked for Modi's resignation, as did Jayalalithaa, the leader of the All India Anna Dravida Munnetra Kazhagam party.Modi submitted his resignation and the state Assembly was dissolved. In the resultant elections the BJP, led by Modi, won 127 seats in the 182-member assembly.Modi used extreme anti-Muslim rhetoric during the campaign.
Second term (2002–2007)

During his second term, Modi's emphasis shifted from Hindutva to the economic development of Gujarat.Modi's decisions curtailed the influence of organizations of the Sangh Parivar such as the Bharatiya Kisan Sangh (BKS) and Vishva Hindu Parishad (VHP),which had become entrenched in Gujarat after the decline of Ahmedabad's textile industry. Modi dropped Gordhan Zadaphia, ally of Modi's former Sangh co–worker and VHP state chief Praveen Togadia, from the cabinet ministry. When BKS launched a farmers' agitation, Modi ordered their eviction from houses provided by the state government.Modi's decision to demolish 200 illegal temples in Gandhinagar deepened the rift with VHP. Various organizations of the Sangh were no longer consulted or apprised of Modi's administrative decisions prior to enactment.

Between 2002–2007, Gujarat emerged as an attractive investment destination. Aditi Phadnis, author of Political Profiles Of Cabals & Kings and columnist in the Business Standard, writes that "there was sufficient anecdotal evidence pointing to the fact that corruption had gone down significantly in the state... if there was to be any corruption, Modi had to know about it". Modi instituted financial and technology parks in the state. During the 2007 Vibrant Gujarat summit, real estate investment deals worth 6.6 lakh crore (6600 billion) were signed in Gujarat. In 2003, when Narendra Modi was asked about the conflict of his dreams for Gujarat's future with international criticism of his past activities, Modi said,
Yet, no one has asked this question to the USA after 9/11. Delhi is developing fast – no one has asked this question to Delhi after 1984. If it does not matter to Delhi and USA, why should it matter to Gujarat?

Atal Bihari Vajpayee, then Prime Minister of India, who had asked Modi not to discriminate between citizens in the aftermath of the 2002 Gujarat violence and had pushed for his resignation as Chief Minister of Gujarat,distanced himself from Modi and reached out to North Indian Muslims before the 2004 elections to the Lok Sabha. After the elections, Vajpayee held the violence in Gujarat as one of the reasons for BJP's electoral defeat and acknowledged that not removing Modi immediately after the Gujarat violence was a mistake.Modi had attempted to equate the Gujarat violence with the events of 9/11 in the USA and responded to a newspaper's criticism that compared him to Hitler, Pol Pot and Slobodan Milosovic by saying that "I have not read and I would not like to read critusim. But thank you people for spending time on me."

Terrorism and elections in 2007-2008

Further information: Gujarat legislative assembly election, 2007

In the lead up to assembly and general elections in 2007–2008, the BJP stepped up its rhetoric on terrorism.On 18 July 2006, Modi criticised the Indian Prime Minister, Manmohan Singh, "... for his reluctance to revive anti-terror legislations" such as the Prevention of Terrorist Activities Act. He asked the national government to allow states to invoke tougher laws in the wake of the 7/11 blasts in Mumbai. Modi said that:
Terrorism is worse than a war. A terrorist has no rules. A terrorist decides when, how, where and whom to kill. India has lost more people in terror attacks than in its wars.

Around this time Modi frequently demanded the execution of Afzal Guru,a collaborator of the Pakistani jihadists who had been convicted of terrorism for his involvement in the 2001 Indian Parliament attack.

Modi made a speech at Mangrol in which he justified the extrajudicial killing of Sohrabuddin Sheikh, during the election campaign in response to Sonia Gandhi's speech calling him a "merchant of death", and referred to Sohrabuddin's killing. For this speech the Election Commission of India, a constitutional body governing election proceedings in India, cautioned Modi as it considered it as indulging in an activity which may aggravate existing differences between different communities.

Modi had completed 2,063 consecutive days as chief minister of Gujarat in July 2007, making him the longest-serving holder of that post.The BJP won the 2007 election, gaining 122 of the 182 seats in the state assembly, and Modi continued in office as chief minister.

As a consequence of the November 2008 Mumbai attacks, Modi held a meeting to discuss security of Gujarat's 1,600 km (990 mi) coastline. The outcome was that the central government authorised construction of 30 high–speed surveillance boats.

Personality and image

Modi is a vegetarian.He is known for leading a frugal lifestyle and has a personal staff of three. He is known to be a workaholic and an introvert.He also writes poems in Gujarati. He is a crowd-puller as a speaker.He wears "business suits to business meetings, instead of homespun tunics. He still lampoons the urban, English-speaking elite, but he is also honing his English skills."Modi is seen as a “protector” by his supporters.Indian National Congress party likened Modi with "Yamraj", the god of death in Hindu mythology.


Awards and recognitions

Gujarat Ratna by Shri Poona Gujarati Bandhu Samaj at Ganesh Kala Krida Manch on celebration of centenary year.
e-Ratna award by the Computer Society of India
Best Chief Minister – In a nationwide survey conducted in 2006 by India Today magazine, Narendra Modi was declared the Best Chief Minister in the country.
Asian Winner of the fDi Personality of the Year Award for 2009 by fDi Magazine.
In March 2012, Modi appeared on the cover of Time magazine, one of India's few politicians to have done so.His leadership was described as being strong and businesslike; one that could guide India towards honesty and efficiency.

In the recently conducted opinion polls by various agencies, Narendra Modi has been the preferred choice of majority of Indians as Prime Minister. The second place is occupied by Rahul Gandhi who remains far behind Narendra Modi in these polls
Presiding over the killing of Muslims

In 2002, Narendra Modi's party, the BJP, which has been on the forefront of a fundamentalist Hindu mobilisation for the construction of a temple dedicated to Mythical God Rama at a site held by the Muslims in a small town of India called Ayodhya, organised one of the many mobilisations of its cadres and interested masses to the city.The event was called "Chetavani Yatra" or "Rally for Warning", a warning that was meant for the Central government to expedite the handover of the muslim site so that a fitting monument to the hindu god could be constructed.There is a court case still pending since the 1949's to decide the title deed of the land and whether the claim that the mosque was constructed in the 1500's by the general of the then Mughal ruler Babar over a Hindu shrine.
The Hindu extremists, otherwise, also known as Kar Sevaks engaged in Anti Muslim sloganeering and rowdiness over the entire stretch of the Rail Network that led to retaliatory attacks on a train in the town of Godhra in Gujarat.A fire resulted in the carriages of the train and some 56 people were killed burnt most likely due to fire from stoves carried in the train by some of the extremist activists than due to the arson from outside from a group of Muslims living in the vicinity of the station who had come to protest the manhandling of a Muslim girl vendor by the Kar Sevaks in the train who also sloganeered Anti-Muslim slogans.

News About Narendra Modi

1. नरेंद्र मोदी को पहले ही दे चुका हूं शुभकामना : उद्धव ठाकरे
शिवसेना प्रमुख उद्धव ठाकरे ने नरेंद्र मोदी को प्रधानमंत्री पद का उम्मीदवार बनाए जाने को लेकर उत्साहित नहीं होने की धारणा को खारिज करते हुए कहा कि मोदी को भाजपा की चुनाव अभियान समिति का अध्यक्ष बनाए जाने के समय ही उन्हें शुभकामना दी थी।


2. भाजपा सांप्रदायिक, मोदी को कभी सेक्युलर कहकर नहीं सराहा : अन्ना हजारे
अन्ना हजारे ने कहा, वह (नरेंद्र मोदी) ऐसी पार्टी से ताल्लुक रखते हैं, जिसे सिर्फ एक समुदाय से सहानुभूति है और जो बाकी समुदायों के खिलाफ है।


3. 2014 के लिए टीम मोदी का ऐलान, 20 समितियां बनाई गईं
भाजपा ने आगामी लोकसभा चुनावों के लिए प्रचार के विभिन्न पहलुओं पर ध्यान केन्द्रित करने के लिए 20 समितियों का गठन किया है।


4. नरेंद्र मोदी को तृणमूल का समर्थन हरगिज नहीं : ममता बनर्जी
भाजपा पर हिन्दुओं एवं मुसलमानों को बांटने का आरोप लगाते हुए ममता ने कहा, वास्तव में वे न तो हिन्दुओं की परवाह करते हैं और न ही मुसलमानों की।


5. देश का नेतृत्व करने के लिए कोई विश्वसनीय चेहरा नहीं : उद्धव ठाकरे
नरेंद्र मोदी को पीएम प्रत्याशी बनाने को लेकर एनडीए में विरोध की खबरों के बीच घटक दल शिवसेना के प्रमुख उद्धव ठाकरे ने कहा, ऐसा लगता है कि देश का नेतृत्व करने के लिए कोई विश्वसनीय चेहरा नहीं है। उद्धव की टिप्पणी को मोदी के लिए बड़ा धक्का माना जा रहा है।


6. मुंबई में लगे ‘हिंदू राष्ट्रवादी’ मोदी के पोस्टर
भाजपा की मुंबई इकाई ने पार्टी की चुनाव अभियान समिति के अध्यक्ष नरेंद्र मोदी के पोस्टर पूरे शहर में लगा दिए हैं जिनमें उन्हें ‘हिंदू राष्ट्रवादी’ और देशभक्त के तौर पर दर्शाया गया है।


7. 2014 चुनाव के लिए बीजेपी तैयार, 15 पैनल संभालेंगे प्रचार अभियान
सूत्रों के हवाले से कहा जा रहा है कि मोदी के नीचे काम करने के बजाए 15 जोनल इलेक्शन पैनल के तहत राष्ट्रीय स्तर के नेताओं को जिम्मेदारी सौंपी जा रही है। इससे इनके बीच मुकाबले पर भी विराम लगेगा।

 8. नरेंद्र मोदी को 'प्रोडक्ट' बनाकर पांच रुपये में बेच रही है बीजेपी : दिग्विजय
हैदराबाद में नरेंद्र मोदी की रैली में शामिल होने के लिए पांच रुपये फीस की बात पर चुटकी लेते हुए कांग्रेस महासचिव दिग्विजय सिंह ने इसे मार्केटिंग कौशल करार दिया है।

 9. इशरत मामले में सीबीआई को सभी दस्तावेज नहीं देगा गृहमंत्रालय!
गृहमंत्रालय इशरत जहां मामले से जुड़े सभी दस्तावेज संभवत: केन्द्रीय जांच ब्यूरो को नहीं सौंपेगा। सरकारी सूत्रों ने बताया कि मंत्रालय मामले से जुड़े दस्तावेजों को लेकर अदालत से विशेष अधिकार मांग सकता है।

10.  मोदी की टिप्पणी को सही ठहराने वाले बसपा सांसद को माया ने पार्टी से निकाला
उधर, बीजेपी में मोदी की कुत्ते वाली टिप्पणी का विरोध करने वाले पार्टी के दिल्ली प्रदेश उपाध्यक्ष आमिर रजा हुसैन ने एक कदम आगे बढ़ते हुए अपने पद से इस्तीफा दे दिया है।

11. बीजेपी को सत्तासीन करने पर ध्यान लगाएं, पीएम प्रत्याशी पर नहीं : मोदी
नरेंद्र मोदी ने पार्टी कार्यकर्ताओं को संबोधित करते हुए कहा कि चुनाव के बाद पार्टी का नेतृत्व कौन करता है, यह फिलहाल महत्वपूर्ण नहीं है। जरूरी यह है कि पार्टी की सत्ता में वापसी हो। पुरी के होटल में मंगलवार को नरेंद्र मोदी ने पार्टी कार्यकर्ताओं से बातचीत में यह बात कही।

 12. इशरत मामला : शिंदे बोले, नहीं जाहिर कर सकते हेडली का बयान
सरकार ने कहा कि अमेरिका के साथ करार के चलते वह मुंबई आतंकवादी हमला अभियुक्त डेविड हेडली से मिली कोई सूचना प्रकट नहीं कर सकती। इस पर विवाद जारी है कि क्या हेडली ने इशरत जहां के कथित आतंकवादी रिश्ते के बारे में कुछ कहा है।

 13. नरेंद्र मोदी के 'पुण्य कार्य' में भी कांग्रेस को दिखी सियासत : बीजेपी
बीजेपी ने कहा कि नरेंद्र मोदी की हैदराबाद रैली में आने वाले श्रोताओं से पांच-पांच रुपये एकत्र करके आपदा की चपेट में आए उत्तराखंड के लोगों के लिए जारी राहत कार्यों में सहयोग किया जाएगा। इस पुण्य काम से कांग्रेस का सियासत खेलना बहुत दुर्भाग्यपूर्ण है।

 14. मोदी की उड़िया लोगों को लुभाने की कोशिश, भगवान जगन्नाथ के दर्शन किए
मोदी ने आज कांग्रेस समेत किसी राजनीतिक दल का नाम नहीं लिया और कहा कि वह भाग्यशाली हैं कि भगवान जगन्नाथ का दर्शन करने आए हैं।

 15. मोदी की सभा के लिए पांच रुपये का टिकट, भाजपा पर बरसी कांग्रेस
कांग्रेस नेता मनीष तिवारी ने ट्विटर पर लिखा है, ‘बाबा प्रवचन का टिकट 100 से 100,000 रुपये। बॉक्स ऑफिस पर फ्लॉप होने के बावजूद सिनेमा का टिकट 200 से 500 रुपये और एक मुख्यमंत्री को सुनने के लिए टिकट 5 रुपये।

16. नीतीश कुमार की नरेंद्र मोदी को ज़ुबान पर काबू रखने की सलाह
गुजरात के मुख्यमंत्री नरेंद्र मोदी द्वारा कांग्रेस पर किए गए हमले के बाद कांग्रेस तो बचाव की मुद्रा में दिखी, लेकिन जनता दल (यूनाइटेड) के नेता और बिहार के मुख्यमंत्री नीतीश कुमार ने मोदी पर हमला बोल दिया।

 17. मोदी की रैली के लिए बीजेपी लगाएगी पांच रुपये का टिकट!
हाल ही में तमाम बयानों से विवाद में आए गुजरात के मुख्यमंत्री और बीजेपी की प्रचार समिति के अध्यक्ष नरेंद्र मोदी की आंध्र प्रदेश की राजधानी हैदराबाद में होने वाली रैली में शामिल होने के लिए लोगों को पांच रुपये का टिकट खरीदना पड़ेगा।

 18. यशवंत सिन्हा की सलाह, कांग्रेस पर तीखे हमले से बचें नरेंद्र मोदी
नरेंद्र मोदी के कांग्रेस पर तीखे हमले के बीच पार्टी के वरिष्ठ नेता यशवंत सिन्हा ने मोदी को सार्वजनिक तौर पर एक सलाह दी है। इकोनॉमिक टाइम्स में लिखे अपने लेख में कहा है कि मोदी कम बोलें नहीं तो लोगों का ध्यान 11 साल पहले गुजरात में जो कुछ हुआ उसकी तरफ चला जाएगा।

 19. भाजपा और कांग्रेस में 'बुर्के' पर तकरार
कांग्रेस ने जहां मोदी पर पलटवार करते हुए धर्मनिरपेक्षता के 'बुर्के' को नग्न साम्प्रदायिकता से बेहतर बताया, वहीं भाजपा के कई नेता सोमवार को मोदी के बचाव में आ गए। मोदी ने कहा था कि संकट आने पर कांग्रेस धर्मनिरक्षेता के 'बुर्के' में छिप जाती है।

 20. मोदी ने की चीन की तारीफ, कांग्रेस ने ली चुटकी
गुजरात के मुख्यमंत्री नरेंद्र मोदी की ओर से चीन की तारीफ किए जाने पर कांग्रेस ने यह कहते हुए चुटकी ली कि ऐसा लगता है कि वह भारत में कम्युनिस्ट देश जैसे कानून लागू करना चाहते हैं।


21. कांग्रेस छिप जाती है 'धर्मनिरपेक्षता के बुर्के’ में : नरेंद्र मोदी
भाजपा में अपनी प्रोन्नति के बाद चुनावी मूड में आते हुए गुजरात के मुख्यमंत्री नरेंद्र मोदी ने अर्थव्यवस्था में गिरावट, रुपये के अवमूल्यन को लेकर प्रधानमंत्री मनमोहन सिंह पर करारा प्रहार किया और कांग्रेस पर अपनी विफलताओं पर पर्दा डालने के लिए धर्मनिरपेक्षता के बुर्के के पीछे छिपने का आरोप लगाया।

 22. सुप्रीम कोर्ट के निर्णय के खिलाफ अपील करे केंद्र : मायावती
बहुजन समाज पार्टी की अध्यक्ष मायावती रविवार को लोगों से मुखातिब हुईं। उन्होंने लखनऊ में एक प्रेस कॉन्फ्रेंस की जिसमें उन्होंने मोदी के हालिया बयान की निंदा की। मायावती ने तेलंगाना को अलग राज्य का दर्जा देने की भी वकालत की।

23 पश्चिमी नहीं, आधुनिक शिक्षा की जरूरत : मोदी
नरेंद्र मोदी ने कहा, स्वतंत्रता प्राप्ति के बाद यदि हमने आधुनिक शिक्षा अपनाई होती, तो इन 60 सालों में हम बहुत कुछ कर पाए होते। मोदी ने कहा कि देश की युवाशक्ति के टैलेंट का सही दिशा में इस्तेमाल नहीं हो रहा है।

 24. दिग्विजय ने नरेंद्र मोदी से कहा : इस महान राष्ट्र को न बांटें
कांग्रेस नेता दिग्विजय सिंह ने गुजरात के मुख्यमंत्री नरेंद्र मोदी के खुद को हिन्दू राष्ट्रवादी बताने संबंधी बयान की आलोचना करते हुए कहा कि मोदी देश को धर्म के आधार पर न बांटें।

 25. 'पिल्ले' वाली टिप्पणी : मोदी ने कहा, हमारी संस्कृति में हर जीव का सम्मान
गुजरात दंगों के संदर्भ में 'पिल्ले' शब्द के उपयोग से उठे विवाद पर सफाई देने के प्रयास में नरेंद्र मोदी ने शुक्रवार को कहा कि हमारी संस्कृति में हर प्रकार के जीव का सम्मान है और उसकी पूजा की जाती है।

 26. मोदी में हैं प्रधानमंत्री बनने के गुण : संगमा
पूर्व लोकसभा अध्यक्ष पीए संगमा ने कहा कि भाजपा के चुनाव अभियान समिति अध्यक्ष नरेन्द्र मोदी में प्रधानमंत्री बनने के गुण हैं, लेकिन उन्हें गैर-हिंदी भाषी क्षेत्र में अपनी स्वीकार्यता आंकनी होगी।

 27. मोदी की ‘पिल्ले’ वाली टिप्पणी पर बवाल, पार्टियों ने की आलोचना
साल 2002 के गुजरात दंगों के मुद्दे पर मुख्यमंत्री नरेंद्र मोदी की ओर से की गई कुछ टिप्पणियों पर राजनीतिक हंगामा खड़ा हो गया।


28. मोदी ने कहा, 2002 में उन्होंने ‘बिल्कुल सही काम’ किया था
गुजरात के मुख्यमंत्री नरेंद्र मोदी ने कहा है कि 2002 में जब राज्य में दंगे हुए थे उन्होंने ‘बिल्कुल सही काम’ किया था और उच्चतम न्यायालय द्वारा गठित विशेष जांच दल (एसआईटी) ने उन्हें ‘पूरी तरह से क्लीन चिट’ दी थी।

 29. हिन्दू राष्ट्रवादी कहलाने में मुझे कोई ऐतराज नहीं : नरेंद्र मोदी
गुजरात दंगों के बारे में नरेंद्र मोदी ने कहा कि जब उन्होंने कुछ गलत किया ही नहीं, तो अपराध बोध कैसा। दंगा पीड़ितों के दर्द के बारे में मोदी ने कहा कि जब भी कोई पीड़ित होता है, तो मुख्यमंत्री होने के नाते उन्हें भी दर्द होता है।

 30. राहुल गांधी को पीएम प्रत्याशी घोषित नहीं करेगी कांग्रेस : दिग्विजय
कांग्रेस के वरिष्ठ नेता दिग्विजय सिंह ने इन दावों को भी खारिज किया कि बीजेपी की ओर से इस पद के लिए नरेंद्र मोदी को पेश किया जाना कांग्रेस के लिए चुनौती होगा।

 31. यूपी की सीट से चुनाव लड़ें मोदी, जनता सिखा देगी सबक : मुलायम
समाजवादी पार्टी (सपा) प्रमुख मुलायम सिंह यादव ने गुजरात के मुख्यमंत्री एवं भारतीय जनता पार्टी (भाजपा) की चुनाव अभियान समिति के प्रमुख नरेंद्र मोदी पर निशाना साधते हुए बुधवार को कहा कि आगामी लोकसभा चुनाव में उत्तर प्रदेश में मोदी फैक्टर काम नहीं कर पाएगा।

 32. मोदी ने पायलट रहित विमानों की निगरानी में जगन्नाथ यात्रा रवाना की
गुजरात के मुख्यमंत्री नरेंद्र मोदी ने रथ यात्रा के लिए ‘पहिन्द विधि’ संपन्न की, जिसका मतलब भगवान जगन्नाथ के रथ के लिए रास्ते की प्रतीकात्मक सफाई करना होता है।

 33. क्या मोदी के बयान का बोधगया विस्फोटों से संबंध है : दिग्विजय
कांग्रेस महासचिव दिग्विजय सिंह ने सोमवार को सवाल किया कि क्या गुजरात के मुख्यमंत्री नरेंद्र मोदी के उस बयान का बोधगया विस्फोटों से कोई संबंध है, जो उन्होंने टेलीकांफ्रेंसिंग के जरिए बिहार में भारतीय जनता पार्टी (भाजपा) के कार्यकर्ताओं को संबोधित करते हुए कही थी।

 34. जल्द चुनावों के लिए बीजेपी पूरी तरह से तैयार : अनंत कुमार
दिल्ली में पार्टी की संसदीय दल की बैठक के बाद बीजेपी नेता अनंत कुमार ने कहा कि बीजेपी अब चुनाव के लिए तैयार है। कुमार ने कहा कि यूपीए सरकार भीतरी समस्या के चलते कांग्रेस पार्टी जल्द चुनाव के लिए तैयार हो सकती है।

 35. प्रधानमंत्री पद के लायक नहीं नरेंद्र मोदी : मायावती
मोदी की तरफ इशारा करते हुए कहा, हम ऐसी उस पार्टी की भी कड़े शब्दों में निंदा करते हैं, जिसके नेता देश का अगला प्रधानमंत्री बनने का दावा करते हैं, लेकिन आपदा में सिर्फ गुजरात के ही लोगों को बचाने की बात करते हैं।

 36. नरेन्द्र मोदी ने कहा, नीतीश को सिखाया जाएगा सबक
गुजरात के मुख्यमंत्री ने बिहार में ‘आभासी’ चुनाव अभियान शुरू करते हुए अपने चिर विरोधी नीतीश कुमार पर परोक्ष निशाना साधा और कहा कि भाजपा के साथ ‘विश्वासघात’ करने वालों को राज्य की जनता हराएगी।

 37. IB का CBI को खत : हेडली ने बताया था, इशरत जहां लश्कर की फिदायीन
आईबी ने फरवरी 2013 में सीबीआई को एक चिट्ठी लिखी थी। इस चिट्ठी में यह जानकारी दी गई थी कि लश्कर के आतंकी डेविड हेडली ने अमेरिकी जांच एजेंसी एफबीआई को यह बात बताई थी कि अहमदाबाद में मुठभेड़ में मारी गई इशरत एक फिदायीन हमलावर थी।


38. साथ आए आडवाणी और मोदी, संप्रग को घेरने की रणनीति पर किया मंथन
भाजपा के वरिष्ठ नेता लालकृष्ण आडवाणी और गुजरात के मुख्यमंत्री नरेंद्र मोदी पिछले महीने सामने आए आपसी मतभेदों को दरकिनार करते हुए गुरुवार को पार्टी के संसदीय बोर्ड की बैठक में साथ में बैठे और कांग्रेसनीत संप्रग सरकार से मुकाबला करने की रणनीति पर विचार-विमर्श किया।

 39. इशरत के आतंकवादियों से संपर्क का खुलासा करे सरकार : राजनाथ सिंह
इशरत जहां फर्जी मुठभेड़ मामले में सीबीआई के आरोपपत्र पर केंद्र सरकार पर निाशाना साधते हुए भारतीय जनता पार्टी (भाजपा) के अध्यक्ष राजनाथ सिंह ने कहा कि सरकार को इशरत के 'आतंकवादियों से उसके संपर्क' का खुलासा करना चाहिए।

 40. ट्विटर पर नरेंद्र मोदी बने सबसे लोकप्रिय नेता, थरूर को पछाड़ा
गुजरात के मुख्यमंत्री नरेंद्र मोदी ने विश्व के करीब 20 करोड़ लोगों के लिए अभिव्यक्ति का सशक्त मंच बन चुकी माइक्रो ब्लॉगिंग वेबसाइट ट्विटर पर फालोवरों के मामले में कांग्रेस नेता शशि थरूर को पीछे छोड़ दिया है।

 41. नितिन गडकरी को मिल सकती है दिल्ली बीजेपी की कमान
वहीं 2014 चुनाव समिति के अध्यक्ष बनाए जाने के बाद मोदी पहली बार संसदीय बोर्ड में हिस्सा लेंगे। चुनाव अभियान की शुरुआत से पहले होने वाली यह बैठक काफी अहम मानी जा रही है।


By :- M Z HAQUE





Nitish Kumar - CM of Bihar.


m z haque

Nitish Kumar (born 1 March 1951) is an Indian politician who has been the Chief Minister of Bihar since 2005; previously he was a Union Minister of India. He belongs to the Janata Dal (United) party. As Chief Minister, he gained popularity by initiating a series of developmental and constructive activities including building of long-delayed bridges, re-laying roads that had ceased to exist, appointing over 100,000 school teachers, ensuring that doctors worked in primary health centers, and keeping crime in check.

Early life and career

Nitish Kumār was born in Bakhtiyarpur, Patna, Bihar in a Kurmi family to Kaviraj Ram Lakhan Singh and Parmeshwari Devi.His father was a freedom fighter and was close to the great Gandhian Bihar Vibhuti Anugrah Narayan Sinha, one of the founders of modern Bihar. His father, who was also an Ayurvedic Vaidyaraj, left the Indian National Congress to join the Janata Party, after it denied him candidature in the 1952 and 1957 general elections.

He has a degree in electrical engineering from the Bihar College of Engineering, Patna (now NIT Patna). He joined the Bihar State Electricity Board, but halfheartedly, and later moved into politics.

Political career


M Z HAQUE



Nitish Kumar belongs to a socialist class of politicians.He learnt the lessons of politics under the tutelage of stalwarts Jayaprakash Narayan, Ram Manohar Lohia, Karpoori Thakur, George Fernandes, S N Sinha and V. P. Singh.

Early career

Nitish Kumar participated in Jayaprakash Narayan's movement between 1974 and 1977, and was close to Satyendra Narayan Sinha, a prominent leader of the time. In the 1980 Bihar assembly elections, Kumar stood from Harnaut, which had a strong presence of his fellow Kurmis. He was first elected to the Bihar Legislative Assembly in 1985 as an independent candidate. In 1987, he became the President of the Yuva Lok Dal. In 1989, he became the Secretary-General of the Janata Dal in Bihar. He was also elected to the 9th Lok Sabha the same year. Nitish was aligned with Laloo Prasad Yadav for years before they parted ways and Samata Party came into existence in 1994.

Union Minister in Centre 

This section of a biography of a living person does not include any references or sources. Please help by adding reliable sources. Contentious material about living people that is unsourced or poorly sourced must be removed immediately. (August 2011)


In 1989, Nitish Kumar was appointed as the Union Minister of State for Agriculture in the Cabinet of Prime Minister Vishwanath Pratap Singh. In 1991, he was re-elected to the Lok Sabha and became General Secretary of the Janata Dal at the national level and the Deputy Leader of Janata Dal in the Parliament. He represented Barh parliamentary constituency in the Lok Sabha between 1989 and 2004.

He briefly served as the Union Cabinet Minister for Railways and Minister for Surface Transport and then as the Minister for Agriculture in 1998–99. In August 1999, he resigned following the Gaisal train disaster. During his term as Minister of Railways, he brought widespread reforms such as internet ticket booking facility, opening a record number of railway ticket booking counters and introducing revolutionary tatkal scheme for instant booking.

The infamous Godhra riots of 2002 started during his tenure as railway minister.

Later that year, he rejoined the Union Cabinet as Minister for Agriculture. From 2001 to May 2004, he served as the Union Cabinet Minister for Railways in the NDA Government of Atal Bihari Vajpayee. In the 2004 Lok Sabha elections he contested elections from two constituencies, Barh and Nalanda. He was elected from Nalanda but lost from his traditional constituency, Barh. He was the leader of the Janata Dal (United) Parliamentary Party in the Lok Sabha.

Chief Minister of Bihar

1st Term (3 March 2000 – 10 March 2000)

On 3 March 2000, Nitish Kumar was appointed the Chief Minister of Bihar, but he resigned seven days later because failed to prove majority. RJD leader Lalu Prasad Yadav enjoyed the majority
2nd Term (24 November 2005 – 24 November 2010) This section of a biography of a living person does not include any references or sources. Please help by adding reliable sources. Contentious material about living people that is unsourced or poorly sourced must be removed immediately. (July 2013)



In November 2005, he led the National Democratic Alliance to victory in the 2005 Bihar assembly elections bringing an end to the 15-year rule of the Lalu Prasad Yadav-led Rashtriya Janata Dal. He was sworn in as the Chief Minister of Bihar on 24 November 2005. Under his government, Bihar developed an electronic version of the Right to Information Act called Jankari scheme. In addition, he launched the E-shakti NREGS program, by which rural people can get employment information by telephone. He is credited with improving infrastructure, and reducing crime, widely felt to be serious problems in the state.

Under his governance Bihar has had a record number of criminal prosecutions through fast track courts. His government initiated a mandatory weekly meeting with all District Magistrates to monitor progress at the grassroot level. His government has generated employment in police services and teaching. Bihar recorded record construction work during his five year mandate, surpassing the national average.

Nitish Kumar government also initiated bicycle and meal programs – the government gave bicycles to girls who stayed in school – which saw Bihar getting huge number of girls into schools and fall in school drop out rates.Women and extremely backward castes were given 50% reservation in electorals for the first time ever in India. However, bicycle scheme of Nitish Government has been criticised by some people because of corruption involved in the scheme.

Health schemes were launched to improve village hospitals and the free medicine distribution system. Loan schemes for farmers were improved by involving national banks.

The state witnessed steep hike in GSDP growth, the second highest in the country. Bihar was recorded as the highest tax payer state in eastern India.

Dr. Abdul Kalam, former President of India and Nitish Kumar initiated the Nalanda International University project, headed by the Prime Minister of India.
3rd Term (26 November 2010 to present)[edit]

In 2010, Nitish Kumar's party swept back to power along with its allies [Bharatiya Janata Party]. On 26 November 2010, Nitish Kumar took oath as a Chief Minister of Bihar. This is his second consecutive term as Chief Minister of Bihar.[2] In a keenly fought contest, Nitish Kumar led JDU-BJP combine won with four-fifth majority. NDA won 206 seats while RJD won 22 seats. No party there has won enough seats to represent the opposition in the state assembly, which requires at least 25 seats to become eligible to represent the main opposition party.For the first time electorates witnessed high turnout of women and young voters, while this was declared as the fairest Bihari election, with no bloodshed or poll violence.

Personal life

On 22 February 1973, Nitish Kumar married Manju Kumari Sinha, a teacher by profession. They have a son, Nishant, who is a graduate of BIT, Mesra.Manju Sinha died in 2007 at the age of 53. Nitish's nickname is 'Munna'.He is a teetotaler, does not smoke, and is a frugal eater.

Awards and recognition

JP Memorial Award, Nagpur's Manav Mandir, 2013

Ranked 77th in prestigious Foreign Policy Magazine top 100 global thinkers 2012

XLRI, Jamshedpur "Sir Jehangir Gandhi Medal" for Industrial & Social Peace 2011.
"
MSN Indian of the year 2010

NDTV Indian of the Year – Politics, 2010

Forbes "India's Person of the Year", 2010

CNN-IBN "Indian of the Year Award" – Politics, 2010

NDTV Indian of the year – Politics, 2009

Economics Times "Business reformer of the Year 2009".
'

Polio Eradication Championship Award' 2009, by Rotary Internationals.

CNN-IBN Great Indian of the Year – Politics, 2008

The Best Chief Minister,[29] according to the CNN-IBN and Hindustan Times State of the Nation Poll 2007

Profile Tel:

0612-2223886, 2224784 (O). 2222079 (R)

Father's Name : Late Shri Kaviraj Ram Lakhan Singh
Mother's Name : Late Smt. Parmeshwari Devi
Date of Birth : 1st March, 1951.
Place of Birth : Bakhtiarpur, District - Patna, State - Bihar.
Marital Status : Married.
Date of Marriage : 22nd February, 1973.
Spouse's Name : Late Smt. Manju Kumari Sinha.
No. of Children : One.

Educational : B.Sc. (Engineering)
Qualifications Educated at Bihar College of Engineering, Patna, Bihar.
Profession : Political & Social Worker, Agriculturist, Engineer.
Permanent Address : Village - Hakikatpur, PO - Bakhtiarpur, District - Patna, Bihar.
Present Address : Patna, Bihar.

Positions Held
1985-89 : Member, Bihar Legislative Assembly.
1986-87 : Member, Committee on Petitions, Bihar Legislative Assembly.
1987-88 : President, Yuva Lok Dal, Bihar.
1987-89 :

Member, Committee on Public Undertakings, Bihar Legislative Assembly.
1989 : Secretary-General, Janata Dal, Bihar.
1989 : Elected to 9th Lok Sabha.
1989-16/7/1990 : Member, House Committee (Resigned).
4/1990-11/1990 : Union Minister of State, Agriculture and Co-operation.
1991 : Re-elected to 10th Lok Sabha (2nd term).
1991-93 : General-Secretary, Janata Dal.

Deputy Leader of Janata Dal in Parliament.
17/12/91-10/5/96 : Member, Railway Convention Committee.
8/4/93-10/5/96 : Chairman, Committee on Agriculture.
1996 : Re-elected to 11th Lok Sabha (3rd term).

Member, Committee on Estimates.
Member, General Purposes Committee.
Member, Joint Committee on the Constitution (Eighty-first Amendment Bill, 1996).
1996-98 : Member, Committee on Defence.
1998 : Re-elected to 12th Lok Sabha (4th term).
19/3/98-5/8/99 : Union Cabinet Minister, Railways.
14/4/98-5/8/99 : Union Cabinet Minister, Surface Transport (additional charge).
1999 : Re-elected to 13th Lok Sabha (5th term).
13/10/99-22/11/99 : Union Cabinet Minister, Surface Transport.
22/11/99-3/3/00 : Union Cabinet Minister, Agriculture.
3/3/00-10/3/00 : Chief Minister, Bihar.
27/5/00-20/3/01 : Union Cabinet Minister, Agriculture.
20/3/01-21/7/01 : Union Cabinet Minister, Agriculture with additional charge of Railways.
22/7/01-21/5/04 : Union Cabinet Minister, Railways.
2004 : Re-elected to 14th Lok Sabha (6th term).

Member, Committee on Coal & Steel.
Member, General Purposes Committee.
Member, Committee of Privileges.
Leader Janata Dal (U) Parliamentary Party, Lok Sabha.
24/11/2005-24/11/2010 Chief Minister, Bihar.
From 26/11/2010 Chief Minister, Bihar.

Countries Visited

Widely traveled in various capacities:
Singapore, Thailand.
Havana (Cuba) and Moscow (Russia) - as a member of Indian Delegation to the World Youth Festival in 1978.
Australia and France - as a Member of Indian Parliamentary Delegation to the IPU Conference.
France, Switzerland and UK - as the Railway Minister.
Japan - as the Agriculture Minister to attend Regional Conference of FAO in Yokohama.

Other Information
Activist of J.P. Movement (1974-77); was detained in 1974 under the Maintenance of Internal Security Act (M.I.S.A.) and also during Emergency in 1975; Founder-member, Samata Party Movement.

By:- M Z HAQUE





Source :- http://en.wikipedia.org/wiki/Nitish_Kumar


Friday, July 19, 2013

Lalu Prasad Yadav

M Z HAQUE

Lalu was born on 11 June, 1948 in Phulwaria in Gopalganj district, Bihar. He was born to poor peasant parents Late Shri Yadav Kundan Rai and Late Shrimati Marchiya Devi. He studied from Patna University. lalu yadav biography says he is a bachelor in law and holds an LLB degree and lalu yadav profile flashes a Master’s degree in political science from Patna University and B. N. College in Patna. In the year 2004, the Honorary Doctorate of Patna University was turned down by Lalu Yadav. He did his schooling a middle school in Bihar named Bihar Military Police No-5 from standard 1st to 7th. Lalu Yadav and Rabri Devi got married on 1 June 1973. The couple has two sons and seven daughters.

Bihar was served twice by Lalu Prasad Yadav as a Chief Minister. His first term was longer and held from March 10, 1990 to April 3, 1995 and the second term was shorter, that is, from April 4, 1995 to July 25, 1997. The term duration from 2004 to 2009 adds Ministry of Indian Railways to lalu yadav biography. He is the Rashtriya janata Dal political party’s National President and Parliament Member of Saran Party in Chhapra, Bihar.

lalu yadav profile reads he was born on 11 June, 1948 in Phulwaria in Gopalganj district, Bihar to poor peasant parents Late Shri Yadav Kundan Rai and Late Shrimati Marchiya Devi. He was a student of law and holds a degree in the same from Patna University. He married Rabri Devi on 1 June 1973. When Lalu was a student at Patna University he stood in the University Union Elections and this was his first step into politics. This election won him a Janata Party ticket to the 9th Lok Sabha in the year 1977. At this point of time he was only 29 years old. This added a record lalu yadav biography of being one of the youngest members of Lok Sabha. From the year 1980 to 1989 Lalu also served the Bihar Legislative Assembly as one of its members. During the term of his Chief Ministry in Bihar, Lalu was charged of being involved in Fodder scam and thus had to resign from the post. This led his wife Rabri Devi to take the charge of the CM seat and she became the Chief Ministry after several objections.

Lalu Prasad Yadav is also the founder of RJD or Rashtriya Janata Dal political party which was formed by breaking parent Janata Dal’s rank. He was elected from the Madhepura and Chhapra seats of Bihar to the 14th Lok Sabha and became the Minister of Indian Railways in present UPA Government. lalu yadav profile got raised with his biggest achievement that is the financial turnaround the Indian Railways underwent during his term as its minister. The bankruptcy of the Indian Railways before his election was expected to be persistent for many more years but he took the department out of it. He not only successfully led the Indian Railways out of this bankruptcy situation but also holds a credit of posting to it a surplus of about Rs. 20000 crores. This financial management skill of Lalu became a subject of research and he was invited to deliver lectures at many national and international institutes of management studies. This achievement made Lalu very popular among masses.

Biography

Lalu Prasad was born in Phulwaria in Mirganj block of Gopalganj district in Bihar. His father's name is Kundan Rai and his mother's name is Marchiya Devi. He has LLB and MA in Political science degrees from B. N. College,Patna University. He turned down Patna University's honorary doctorate in 2004.Lalu Prasad attended grades 1 to 7 in Bihar Military Police No-5 Middle School. He matriculated in 1965.He married Rabri Devi on 1 June 1973.[5] They have seven daughters and two sons.His daughters are Misa Bharti, Rohini Acharya, Chanda, Ragini, Dhannu, Hema, Lakshmi and sons are Tej Pratap, Tejasvi.

Lalu Prasad served as the Chief Minister of Bihar twice, first for a term of five years from 10 March 1990 to 28 March 1995[12] and then for a term of three years from 4 April 1995 to 25 July 1997. Lalu Prasad also served as the Railway Minister of India from 2004 to 2009. He is member of Parliament of India for Saran(Chhapra) and National President of Rashtriya Janata Dal (RJD)

Political career

Lalu Prasad entered politics as the General Secretary of Patna University Students' Union in 1970. He was involved in the student movement inspired by Jai Prakash Narayan, Raj Narain, Karpoori Thakur and Satyendra Narayan Sinha. The former Chief Minister of Bihar and the then President of Bihar State Janata Party, Satyendra Narayan Sinha supported him as a candidate for the Lok Sabha and campaigned for him. He was elected as a member of the 6th Lok Sabha on a Janata Party ticket at the age 29, becoming one of the youngest members of the Indian Parliament at the time.

In a span of 10 years, he became a formidable force in Bihar State politics, known for his popularity among the Muslim and Yadav voters.The Muslims in Bihar had traditionally served as a Congress (I) vote bank, but after the 1989 Bhagalpur violence, they shifted their loyalty to Lalu Prasad.[18] During the Indian general elections in 1989 and state assembly elections, he successfully led the National Front coalition in Bihar. He was elected the Chief Minister leaving behind Ram Sundar Das, a former chief minister from the same party, when it came to power in the 1990 Assembly elections. The World Bank lauded his party for its work in the 1990s on the economic front.

A report was published by the BBC news in 1996 according to which the police unearthed a Rs.9.50 billion (US$267M), Fodder Scam in Bihar, which allegedly involved him and the State's leading bureaucrats and politicians, albeit the probe itself was ordered by him. He claimed it to be an Opposition conspiracy to stop his political growth.[20] The fodder scam forced him to resign from the office of Chief Minister and he made his wife, Rabri Devi, his successor as the state's Chief Minister.

In May 2012, Lalu Prasad envisaged Hamid Ansari, currently the Vice-President, as a presidential candidate. . In May, 2013, Lalu Prasad tried to rejuvenate the party and fuel the party workers in his Parivartan Rally.

Rashtriya Janata Dal


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RJD Flag    
He formed the Rashtriya Janata Dal (RJD) in 5 July 1996,after breaking away from the Janata Dal. According to Limca Book of Records, he is the longest serving president of an Indian Political Party.He remained in power in Bihar for more than one and a half decades. In November 2005 elections, his party, the RJD, could win just 54 seats, which put his party in third place, after the Janata Dal United (JDU) and the Bharatiya Janata Party (BJP). Nitish Kumar led coalition, consisting of JD(U) and BJP, came to power. In the 2010 elections, RJD tally was reduced to just 22 seats whereas the ruling alliance claimed a record 206 out of the 243 Assembly seat.

Tenure as a Union Minister

He was elected to the 14th Lok Sabha from Chhapra and Madhepura seats of Bihar. He was able to defeat the high profile BJP leader Rajiv Pratap Rudy from Chhapra and the JD(U) president Sharad Yadav from Madhepura. He became the railway minister in the UPA Government. Later, he gave up the Madhepura seat.

Lalu Prasad banned plastic cups from being used to serve tea at railway stations and ordered that they be replaced by kulhars (earthen cups), to generate more employment in rural areas.Later, he also said that he had plans to introduce buttermilk and khādī.In June 2004, he announced that he would get on the railway himself to inspect its problems and went on to board the Patna railway station at midnight.

When he took over, the Indian Railways was a loss-making organization. In the 4 years under his leadership, it made a cumulative total profit of Rs.250 billion (US $5.2 billion). However, it has been alleged that the railway turnaround was a "cosmetic exercise".managed through fudging of accounts.

He left passenger fares untouched and found several other profitable sources of revenue for the Railways. He also improved on his first year's performance by stating a profit of 140 billion with decreased freight and unchanged passenger fares in 2006. Then, in the 2007 budget, he increased the profit level to 200 billion with the introduction of cushion seats in all unreserved compartments. In 2008, profits were 250 billion (equals US $6.25 billion @ $1~Rs.40)

Well known schools of management were interested in his leadership in managing the turnaround (with more or less the same IAS officers & the same workforce who worked under the previous ministers). He went to and addressed over a hundred students from Harvard, Wharton and others in Hindi. He has received invitations from 8 Ivy League schools for lectures.[33] In August 2008, CNN-IBN alleged that he had misused his position as the Union Railway Minister to help his relatives acquire land.Earlier Railway ministers and his political opponents Mamata Banerjee & Nitish Kumar have raised doubts over Lalu's achievements.

In popular culture

He has a few fans in Bollywood. Actor-turned-politician Shatrughan Sinha, who is a political opponent of Lalu Prasad, once said, "Had Yadav not been a politician he could have been an actor".Mahesh Bhatt has gone to the extent of saying that Lalu Prasad deserves to become Prime Minister of India.A Bollywood movie titled Padmashree Laloo Prasad Yadav was released in 2004. Though his name appeared in the title, the movie was not about him, but had characters named Padmashreee, Laloo, Prasad and Yadav, however the politician made a guest appearance in it.

These incidences are viewed by some people as an attempt by the mainstream media to make deliberate fun of his accent although the movie was not a big hit.

Positions held

1977: Elected to the 6th Lok Sabha at the age of 29.
1980–1989: Member of the Bihar Legislative Assembly (two terms).
1989: Becomes the leader of Opposition, Bihar Legislative Assembly, Chairman, Pustakalaya Committee, Convenor, Committee on Public Undertakings, Re-elected to the 9th Lok Sabha (2nd term).
1990–1995: Member of the Bihar Legislative Council.

Lalu Prasad together with Ram Vilas Paswan and Amar Singh at a party rally in Mumbai during the 2009 general elections.
1990–1997: Chief Minister of Bihar.
1995–1998: Member of the Bihar Legislative Assembly.
1996: Lalu's name springs up in a major scam.
1997: He parts with the Janata Dal and forms the Rashtriya Janata Dal.
1998: Re-elected to 12th Lok Sabha (3rd term).
1998–1999: Member, General Purposes Committee, Committee on Home Affairs and its Sub Committee on Swatantrata Sainik Samman Pension Scheme, Consultative Committee, Ministry of Information and Broadcasting.
2004: Re-elected to the 14th Lok Sabha (4th term). Appointed Cabinet Minister in the Ministry of Railways. In 2004, he was elected to the Lok Sabha with his party emerging as a key member of the UPA.
2009: Re-elected to the 15th Lok Sabha (5th term).

Criticisms and controversies

Corruption allegations

Lalu Prasad has been charged in several corruption cases, the most infamous being the "Fodder Scam" in which about Rs.9.50 billion (US $211.85 million) were siphoned off from the animal husbandry department. Lalu Prasad has been an accused in many of the 63-odd cases filed. He has been remanded to custody on multiple occasions because of the number of cases. Over 64 people have been convicted in the case.

He was first sent to judicial remand" (Bihar Military Police guest house, Patna) on 30 July 1997, for 134 days.On 28 October 1998, he was again sent to the same guest house for 73 days. When the Supreme Court of India took exception to his guest house stay, he had also moved to the Beur jail in Patna. He was later remanded for 11 days on 5 April 2000, in a disproportionate assets case. He surrendered along with his wife, Rabri Devi, and was sent to the Beur Jail.Due to the proceedings in the fodder scam, he was remanded for a day in Beur jail on 28 November 2000.

On 26 November 2001, he was again remanded, in a case related to the fodder scam.He accused the NDA of creating a conspiracy against him. On 1 October 2004, the Supreme Court of India served a notice to Lalu Prasad and his wife, Rabri Devi, on the fodder scam. This was in response to a petition, which alleged that they have been interfering with late in the investigation.
Accusations against the BJP

On 5 August 2004, he claimed that L. K. Advani, a senior BJP leader and the Leader of the Opposition was an accused in a conspiracy to kill Muhammad Ali Jinnah and described him as an 'international absconder'. On 14 September 2004, Lalu asked L. K. Advani to come clean on 'his involvement' in the alleged conspiracy to assassinate the founder of Pakistan, Mohammed Ali Jinnah.

On 28 September 2004, Lalu alleged Mr. Venkaiah Naidu, the then Union Rural Minister, of having sold 55,000 tonnes of wheat in the group of drought relief distribution in AP. "A CBI probe will be initiated to find the truth" he said.

Use of Osama bin Laden's look-alike

While campaigning for Bihar elections in 2005, both Lalu Prasad and Ram Vilas Paswan used a look-alike of Osama bin Laden to woo Muslim voters. The look-alike would dress like bin Laden, accompany them in their helicopter to various election meetings, share the stage with them and make speeches that attacked the United States for its alleged anti-Muslim activities.[45][46] Pramod Mahajan, senior leader of the Bharatiya Janata Party, had criticized both leaders for this by saying that they were "glorifying the name of a man who is recognised as the most wanted terrorist in the world."

By : M Z HAQUE



Source :- http://en.wikipedia.org/wiki/Lalu_Prasad_Yadav





Wednesday, July 3, 2013

Total Quality Management (TQM)., Jus in Time (JIT), Kanban system,

The history of total quality management (TQM) began initially as a term coined by the Naval Air Systems Command to describe its Japanese-style management approach to quality improvement. An umbrella methodology for continually improving the quality of all processes, it draws on a knowledge of the principles and practices of the behavioral sciences.

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At present scenario , TQM is defined as TQM is the name for the philosophy of a broad and systemic approach to managing organizational quality. Quality standards such as the ISO 9000 series and quality award programs such as the Deming Prize and the Malcolm Baldrige National Quality Award specify principles and processes that comprise TQM.

A core definition of total quality management (TQM) describes a management approach to long–term success through customer satisfaction. In a TQM effort, all members of an organization participate in improving processes, products, services, and the culture in which they work. The methods for implementing this approach come from the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa, and Joseph M. Juran.

The Primary Elements of TQM

Total quality management can be summarized as a management system for a customer-focused organization that involves all employees in continual improvement. It uses strategy, data, and effective communications to integrate the quality discipline into the culture and activities of the organization.
Customer-focused. The customer ultimately determines the level of quality. No matter what an organization does to foster quality improvement—training employees, integrating quality into the design process, upgrading computers or software, or buying new measuring tools—the customer determines whether the efforts were worthwhile.

1. Total employee involvement. All employees participate in working toward common goals. Total employee commitment can only be obtained after fear has been driven from the workplace, when empowerment has occurred, and management has provided the proper environment. High-performance work systems integrate continuous improvement efforts with normal business operations. Self-managed work teams are one form of empowerment.

2. Process-centered :-  A fundamental part of TQM is a focus on process thinking. A process is a series of steps that take inputs from suppliers (internal or external) and transforms them into outputs that are delivered to customers (again, either internal or external). The steps required to carry out the process are defined, and performance measures are continuously monitored in order to detect unexpected variation.

3. Integrated system. Although an organization may consist of many different functional specialties often organized into vertically structured departments, it is the horizontal processes interconnecting these functions that are the focus of TQM.
Micro-processes add up to larger processes, and all processes aggregate into the business processes required for defining and implementing strategy. Everyone must understand the vision, mission, and guiding principles as well as the quality policies, objectives, and critical processes of the organization. Business performance must be monitored and communicated continuously.
An integrated business system may be modeled after the Baldrige National Quality Program criteria and/or incorporate the ISO 9000 standards. Every organization has a unique work culture, and it is virtually impossible to achieve excellence in its products and services unless a good quality culture has been fostered. Thus, an integrated system connects business improvement elements in an attempt to continually improve and exceed the expectations of customers, employees, and other stakeholders.
Strategic and systematic approach. A critical part of the management of quality is the strategic and systematic approach to achieving an organization’s vision, mission, and goals. This process, called strategic planning or strategic management, includes the formulation of a strategic plan that integrates quality as a core component.

4. Continual improvement. A major thrust of TQM is continual process improvement. Continual improvement drives an organization to be both analytical and creative in finding ways to become more competitive and more effective at meeting stakeholder expectations.

5. Fact-based decision making. In order to know how well an organization is performing, data on performance measures are necessary. TQM requires that an organization continually collect and analyze data in order to improve decision making accuracy, achieve consensus, and allow prediction based on past history.

6.Communications. During times of organizational change, as well as part of day-to-day operation, effective communications plays a large part in maintaining morale and in motivating employees at all levels. Communications involve strategies, method, and timeliness.

These elements are considered so essential to TQM that many organizations define them, in some format, as a set of core values and principles on which the organization is to operate.

In term of easy convence :- A holistic approach to long-term success that views continuous improvement in all aspects of an organization as a process and not as a short-term goal. It aims to radically transform the organization through progressive changes in the attitudes, practices, structures, and systems.

Total quality management transcends the product quality approach, involves everyone in the organization, and encompasses its every function: administration, communications, distribution, manufacturing, marketing, planning, training, etc. Coined by the US Naval Air Systems Command in early 1980s, this term has now taken on several meanings and includes

(1) commitment and direct involvement of highest-level executives in setting quality goals and policies, allocation of resources, and monitoring of results;

(2) realization that transforming an organization means fundamental changes in basic beliefs and practices and that this transformation is everyone's job;

(3) building quality into products and practices right from the beginning;

(4) understanding of the changing needs of the internal and external customers, and stakeholders, and satisfying them in a cost effective manner;

(5) instituting leadership in place of mere supervision so that every individual performs in the best possible manner to improve quality and productivity, thereby continually reducing total cost;

(6) eliminating barriers between people and departments so that they work as teams to achieve common objectives; and

(7) instituting flexible programs for training and education, and providing meaningful measures of performance that guide the self-improvement efforts of everyone involved.

JUST IN TIME ( JIT ) :- Just in time (JIT) is a production strategy that strives to improve a business return on investment by reducing in-process inventory and associated carrying costs. To meet JIT objectives, the process relies on signals or Kanban (看板 Kanban?) between different points in the process, which tell production when to make the next part. Kanban are usually 'tickets' but can be simple visual signals, such as the presence or absence of a part on a shelf. Implemented correctly, JIT focuses on continuous improvement and can improve a manufacturing organization's return on investment, quality, and efficiency. To achieve continuous improvement key areas of focus could be flow, employee involvement and quality.

JIT relies on other elements in the inventory chain as well. For instance, its effective application cannot be independent of other key components of a lean manufacturing system or it can "end up with the opposite of the desired result."

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In recent years manufacturers have continued to try to hone forecasting methods such as applying a trailing 13-week average as a better predictor for JIT planning; however, some research demonstrates that basing JIT on the presumption of stability is inherently flawed.

Just in time production (JIT)

Just in time is a ‘pull’ system of production, so actual orders provide a signal for when a product should be manufactured. Demand-pull enables a firm to produce only what is required, in the correct quantity and at the correct time.

This means that stock levels of raw materials, components, work in progress and finished goods can be kept to a minimum. This requires a carefully planned scheduling and flow of resources through the production process. Modern manufacturing firms use sophisticated production scheduling software to plan production for each period of time, which includes ordering the correct stock. Information is exchanged with suppliers and customers through EDI (Electronic Data Interchange) to help ensure that every detail is correct.

Supplies are delivered right to the production line only when they are needed. For example, a car manufacturing plant might receive exactly the right number and type of tyres for one day’s production, and the supplier would be expected to deliver them to the correct loading bay on the production line within a very narrow time slot.

Advantages of JIT

Lower stock holding means a reduction in storage space which saves rent and insurance costs
As stock is only obtained when it is needed, less working capital is tied up in stock
There is less likelihood of stock perishing, becoming obsolete or out of date
Avoids the build-up of unsold finished product that can occur with sudden changes in demand
Less time is spent on checking and re-working the product of others as the emphasis is on getting the work right first time

Disadvantages of JIT

There is little room for mistakes as minimal stock is kept for re-working faulty product
Production is very reliant on suppliers and if stock is not delivered on time, the whole production schedule can be delayed

There is no spare finished product available to meet unexpected orders, because all product is made to meet actual orders – however, JIT is a very responsive method of production

Definition of Just-in-time (JIT) Inventory Method

The just-in-time (JIT) inventory method is an approach where materials, parts, and other goods are ordered only in quantities required to meet immediate production needs. These items are then carefully scheduled to be received at precisely the time they are needed. This increases efficiency, reduces waste, and ultimately minimizes inventory carrying costs. JIT was developed in Japan and is also known as the Toyota Production System. A contrasting approach to JIT is called just-in-case (JIC). With JIC, companies that have difficulty with forecasting carry large inventories to minimize the risk of shortages.

JIT IS Philosphy :-Philosophy

The philosophy of JIT is simple: the storage of unused inventory is a waste of resources. JIT inventory systems expose hidden cost of keeping inventory, and are therefore not a simple solution for a company to adopt. The company must follow an array of new methods to manage the consequences of the change. The ideas in this way of working come from many different disciplines including statistics, industrial engineering, production management, and behavioral science. The JIT inventory philosophy defines how inventory is viewed and how it relates to management.

Inventory is seen as incurring costs, or waste, instead of adding and storing value, contrary to traditional accounting. This does not mean to say JIT is implemented without an awareness that removing inventory exposes pre-existing manufacturing issues. This way of working encourages businesses to eliminate inventory that does not compensate for manufacturing process issues, and to constantly improve those processes to require less inventory. Secondly, allowing any stock habituates management to stock keeping. Management may be tempted to keep stock to hide production problems. These problems include backups at work centers, machine reliability, process variability, lack of flexibility of employees and equipment, and inadequate capacity.

In short, the Just-in-Time inventory system focus is having “the right material, at the right time, at the right place, and in the exact amount”, without the safety net of inventory. The JIT system has broad implications for implementers.

1.Transaction cost approach

JIT helps in keeping inventory to minimum in a firm. However, a firm may simply be outsourcing their input inventory to suppliers, even if those suppliers don't use Just-in-Time (Naj 1993). Newman (1994) investigated this effect and found that suppliers in Japan charged JIT customers, on average, a 5% price premium.

2.Environmental concerns

During the birth of JIT, multiple daily deliveries were often made by bicycle. Increased scale has required a move to vans and trucks (lorries). Cusumano (1994) highlighted the potential and actual problems this causes with regard to gridlock and burning of fossil fuels. This violates three JIT waste guidelines:
Time—wasted in traffic jams
Inventory—specifically pipeline (in transport) inventory
Scrap—fuel burned while not physically moving

3.Price volatility

JIT implicitly assumes a level of input price stability that obviates the need to buy parts in advance of price rises. Where input prices are expected to rise, storing inventory may be desirable. However, decision of storing higher inventory, which will mean higher inventory cost need to be weighed with increased cost due to volatility in prices.

4.Quality volatility

JIT implicitly assumes that input parts quality remains constant over time. If not, firms may hoard high-quality inputs. As with price volatility, a solution is to work with selected suppliers to help them improve their processes to reduce variation and costs. Longer term price agreements can then be negotiated and agreed-on quality standards made the responsibility of the supplier. Fixing up of standards for volatility of quality according to the quality circle

5.Demand stability

Karmarker (1989) highlights the importance of relatively stable demand, which helps ensure efficient capital utilization rates. Karmarker argues that without significantly stable demand, JIT becomes untenable in high capital cost production.

6.Supply stability

In the U.S., the 1992 railway strikes caused General Motors to idle a 75,000-worker plant because they had no supply.

JIT implementation design

Based on a diagram modeled after the one used by Hewlett-Packard’s Boise plant to accomplish its JIT program.

1) F Design Flow Process

– F Redesign/relayout for flow
– L Reduce lot sizes
– O Link operations
– W Balance workstation capacity
– M Preventive maintenance
– S Reduce setup Times

2) Q Total Quality Control

– C worker compliance
– I Automatic inspection
– M quality measures
– M fail-safe methods
– W Worker participation

3) S Stabilize Schedule

– S Level schedule
– W Establish freeze windows
– UC Underutilize Capacity

4) K Kanban Pull System

– D Demand pull
– B Backflush
– L Reduce lot sizes

5) V Work with Vendors

– L Reduce lead time
– D Frequent deliveries
– U Project usage requirements
– Q Quality expectations

6) I Further Reduce Inventory in Other Areas

– S Stores
– T Transit
– C Implement carrousel to reduce motion waste
– C Implement conveyor belts to reduce motion waste

7) P Improve Product Design

– P Standard production configuration
– P Standardize and reduce the number of parts
– P Process design with product design
– Q Quality expectations

Effects of JIT :- 

A surprising effect was that factory response time fell to about a day. This improved customer satisfaction by providing vehicles within a day or two of the minimum economic shipping delay.

Also, the factory began building many vehicles to order, eliminating the risk they would not be sold. This improved the company's return on equity.

Since assemblers no longer had a choice of which part to use, every part had to fit perfectly. This caused a quality assurance crisis, which led to a dramatic improvement in product quality. Eventually, Toyota redesigned every part of its vehicles to widen tolerances, while simultaneously implementing careful statistical controls for quality control. Toyota had to test and train parts suppliers to assure quality and delivery. In some cases, the company eliminated multiple suppliers.

When a process or parts quality problem surfaced on the production line, the entire production line had to be slowed or even stopped. No inventory meant a line could not operate from in-process inventory while a production problem was fixed. Many people in Toyota 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 let any worker on the line 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 has been studied worldwide. It has been widely emulated, but not always with the expected results, as many firms fail to adopt the full system.

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. Examples in sales, marketing, and customer service involve applying information systems and mobile hardware to deliver customer information as needed, and reducing waste by video conferencing to cut travel time.

Benefits of JIT System :-

Main benefits of JIT include:

Reduced setup time. Cutting setup time allows the company to reduce or eliminate inventory for "changeover" time. The tool used here is SMED (single-minute exchange of dies).

The flow of goods from warehouse to shelves improves. Small or individual piece lot sizes reduce lot delay inventories, which simplifies inventory flow and its management.

Employees with multiple skills are used more efficiently. Having employees trained to work on different parts of the process allows companies to move workers where they are needed.

Production scheduling and work hour consistency synchronized with demand. If there is no demand for a product at the time, it is not made. This saves the company money, either by not having to pay workers overtime or by having them focus on other work or participate in training.

Increased emphasis on supplier relationships. A company without inventory does not want a supply system problem that creates a part shortage. This makes supplier relationships extremely important.

Supplies come in at regular intervals throughout the production day. Supply is synchronized with production demand and the optimal amount of inventory is on hand at any time. When parts move directly from the truck to the point of assembly, the need for storage facilities is reduced.

Minimizes storage space needed.
Smaller chance of inventory breaking/expiring.

Problems with JIT System :

Within a JIT system

Just-in-time operation leaves suppliers and downstream consumers open to supply shocks and large supply or demand changes. For internal reasons, Ohno saw this as a feature rather than a bug. He used an analogy of lowering the water level in a river to expose the rocks to explain how removing inventory showed where production flow was interrupted. Once 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 downstream. A key tool to manage this weakness is production levelling to remove these variations. Just-in-time is a means to improving performance of the system, not an end.

Very low stock levels means shipments of the same part can come in several times per day. This means Toyota is especially susceptible to flow interruption. For that reason, Toyota uses two suppliers for most assemblies. As noted in Liker (2003), there was an exception to this rule that put the entire company at risk because of the 1997 Aisin fire. However, since Toyota also makes a point of maintaining high quality relations with its entire supplier network, several other suppliers immediately took up production of the Aisin-built parts by using existing capability and documentation.

Just-in-Time (JIT) means to produce, deliver, or purchase :- KANBAN

only the materials required,
only in the amounts required,
only when required.

M Z HAQUE


If the JIT system is perfectly implemented, a perfect production system (low inventory, minimum labor, smallest work space, etc.) can be achieved. So, although implementation of the JIT methodology will necessarily differ depending on type of industry, size, or company history, significant improvement will be realized in every situation.

To successfully adopt JIT, you must know what you need, how many, and when. The best way to monitor these three elements of JIT is to ensure that each "next-process" takes only the necessary items, in the necessary quantity and only when required, from the "previous-process". This is called a "Pull" system. When the "previous-process" manufactures only the number of items to be used in the "next-process", it is called "Replenishment Production". JIT is based on these two principles.

If a "Push" system is perfectly designed, it may function as planned. However, every real-life production system suffers problems, large and small, from time to time. That is why a conventional "Push" system, where a given production phase often produces items regardless of the needs of the following production phase , can never achieve Kaizen. Such a system at some point generates excess inventory and demands excess labor, which inevitably increases production costs.

In order to incorporate JIT at a production site, the "Kanban" system is introduced. Kanban means "Sign-board" in Japanese, but the idea is applied by:
Identifying items in process and between processes . Information on the Kanban shows what, when, and how many items the previous-process should supply to the next-process.

Controlling in-process inventory at specified levels . Items not required for the next-process are NOT produced or delivered by the previous-process.

The Kanban is a tool to manage inventory -- not only inventory in-process but also items from outside vendors. It is an integral part of implementing Kaizen through the SGC Production System, supporting JIT by avoiding the waste of over-production. The Kanban also serves as a visible management tool for all production staff.

5S (methodology)  

5S is the name of a workplace organization method that uses a list of five Japanese words: 
  1. seiri, 
  2. seiton, 
  3. seiso, 
  4. seiketsu, and 
  5. shitsuke. 

Transliterated or translated into English, they all start with the letter "S". The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order. The decision-making process usually comes from a dialogue about standardization, which builds understanding among employees of how they should do the work.

M Z HAQUE


The 5 S's
1 Sorting
2 Straightening or Setting in Order to Flow
3 Systematic Cleaning (Shine)
4 Standardise
5 Service (Sustain)

Benefits of 5S

1.Improve safety

2.Decrease down time

3.Raise employee morale

4.Identify problems more quickly

5.Develop control through visibility

 6.Establish convenient work practices  

7.Our Customers Include:

8.Increase product and process quality

9.Strengthen employees’ pride in their work

10.Promote stronger communication among staff

 11. Empower employees to sustain their work area

5S – SORT

The first stage of 5S is to organize the work area, leaving only the tools and materials necessary to perform daily activities. When “sorting” is well implemented, communication between workers is improved and product quality and productivity are increased.

5S – SET IN ORDER

The second stage of 5S involves the orderly arrangement of needed items so they are easy to use and accessible for “anyone” to find. Orderliness eliminates waste in production and clerical activities

5S – SHINE

The third stage of 5S is keeping everything clean and swept. This maintains a safer work area and problem areas are quickly identified. An important part of “shining” is “Mess Prevention.” In other words, don’t allow litter, scrap, shavings, cuttings, etc., to land on the floor in the first place.

Benefits of 5S Shine
  • Eliminate spring cleaning
  • Incorporate cleaning into daily routine
  • Maintain clean and ready-to-use equipment

We will help you
  • Define shine target
  • Identify shine methods
  • Implement standardized cleanup

5S – STANDARDIZE

The fourth stage of 5S involves creating a consistent approach for carrying out tasks and procedures. Orderliness is the core of “standardization” and is maintained by Visual Controls. We will teach the benefits of:
  • Signboard strategy
  • Signboard uses
  • Painting strategy
  • Colour-coding strategy
  • Shadow boarding

Standardize “Best Methods” across
the organization

5S – SUSTAIN

This last stage of 5S is the discipline and commitment of all other stages. Without “sustaining”, your workplace can easily revert back to being dirty and chaotic. That is why it is so crucial for your team to be empowered to improve and maintain their workplace. When employees take pride in their work and workplace it can lead to greater job satisfaction and higher productivity.

Additional S's

Three other phases are sometimes included: safety, security, and satisfaction. This is however not a traditional set of "phases". Safety for example is inherent in the 5S methodology and is not a step in itself. Therefore the additions of the phases are simply to clarify the benefits of 5S and not a different or more inclusive methodology.

1.Safety

A sixth phase, "Safety", is sometimes added.There is debate over whether including this sixth "S" promotes safety by stating this value explicitly, or if a comprehensive safety program is undermined when it is relegated to a single item in an efficiency-focused business methodology.

2.Security

A seventh phase, "Security", can also be added.[citation needed] To leverage security as an investment rather than an expense, the seventh "S" identifies and addresses risks to key business categories including fixed assets (PP&E), material, human capital, brand equity, intellectual property, information technology, assets-in-transit and the extended supply chain.

M Z HAQUE
3.Satisfaction

An eighth phase, "Satisfaction", can be included.[citation needed] Employee Satisfaction and engagement in continuous improvement activities ensures the improvements will be sustained and improved upon. The Eighth waste – Non Utilized Intellect, Talent, and Resources can be the most damaging waste of all.

It is important to have continuous education about maintaining standards.[citation needed] When there are changes that affect the 5S program such as new equipment, new products or new work rules, it is essential to make changes in the standards and provide training. Companies embracing 5S often use posters and signs as a way of educating employees and maintaining standards.

BY :- M Z HAQUE
        MBA, B.SC , B.ED


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