December 31, 2006

You Have What It Takes: a Case In Point

IDEAS - The fuel of spin-offs; corporate formation, profits and for non-profits, revenue. To get there takes many turns, spins and for some out of control steering.
Let me share with you what I mean. Revenue is always not enough for non-profits, hence the interaction and common consensus to manage projects using a Project Manager and a Project Tool. Eye-opening? Yes! Especially for the many that have operated without using tools which business for profit have been using successfully for some time now.

I'm in both; one as a Consultant to Executive Leadership, where we form strategies for successful corporate business ventures and a Project Manager for the other. I see in both commonality, whereas being in only one of the two can blind you to facts which can be helpful, no matter which entity one decides to form.

Profits for business - is easily translated into a non-profit as revenue to send where and when on the projects which matter the most. Here we'll call revenue sources as donated and/or grant funding sources. You need to realize that to hold on to this revenue is the utmost of priorities. Spending it depletes your savings so to speak. Save for what? You may ask...Why, because these monies can be easily placed into a program which has potential of generating added revenues to the pot.

Thousands and thousands of non-profit money can be saved by you because all it takes is a new mind-set about those limited dollars which are not never-ending.

...And what about for profits? What should be done with cash? Many places to place cash - you need to concentrate on the cash flow(s) of each project because out of the many equals a larger liability and corporate risk. You focus on risk everyday you are open for business because playing catch-up or ignoring risks, including cash flow, employee treatment and ethical corporate behavior, can out-smart you when the attorney's finally find you behind the large corporate veil or several fronts you managed to strategically initialize when first forming your large organization.

That process of formulation is fine, but only one out of many steps taken for corporate anonymity - it has existed for fifteen years or more. We speak more of changing dynamics, like real-time data handling and processes to obtain your goals - not only do we offer the mechanizes explained above, we internalize you energy, your visionary expertise, changing strategies and ventures - we take it from there; whether it is infrastructure or building more avenues and processes; it will always be the ability to make a buck from here to there!

Practicing internal honesty, throughout corporate structures; up, down, left and right includes global ethics - even if none exist, can and will make YOU MY 'Shining Star!'

December 27, 2006

COURSE 101 & COURSE 711 VISIONS


The 101 COURSE and THE ADVANCED 711 VERSION OF BUSINESS VISIONS MADE EASY FOR YOU!!

It is that time of year for you entrepreneurs, to scout out the opportunities whether they are present in the Cities and Towns of America or in the High Hills of the High Stakes Vegas landscape, because if you don't, you may lose a wonderful opportunity.

Yes, the opportunities are there waiting just for you; the right visionary to pluck the prize from the other ungracious or over-competitive hands to deliver the nicely wrapped deliverance package to your doorsteps from several land tactical carriers at hand; they may be UPS, FedEx, or the USPS. Ungracious are those who do not see, feel, taste the whole spectrum of goodness. Let's call them - less educated or out of touch, not only with humanity but ethics. Over-competitiveness - win at all costs - damn the torpedoes; take no prisoners.

Whoa, there Cowboy - where are you going with this? Not far, from present reality lies my soul, my business soul. And my business partners' and I may have just been hit by the proverbial lightning strike - still alive and telling the tale.

Speeding through the Internet, Cities, Towns, and Information Technologies Storage Mechanics; by creating a more formative vision in which to lay-down the tactical, almost too real of a work formula - we hit the unexpected! Why? Well, it is not simplistic nor convoluted; it is basic 101. We need to step back.

Create the Business Plan.
Create the Financial Structure.
Formulate with a neutral CPA; DO NOT pick a friend and hope his or her existence into the creation which is the Universe, will help you! Better to have some professional that's out to win your business on a daily, weekly and monthly schedule. Of course, for you - this is generic, depending on your own situation.

And then, we'll sit and discuss, high and mighty - lofty and attainable 711's.

A case in Point: What is the purpose of sucking out your mind; formulating dream visions without first using the proper mechanisms which decrease greatly the opportunities for failure? Risk factor Course 711; remember it is a legal entity so we need to discuss legal terminology, financial accounting gobligoop, and business structure. Once done, we are free to carry-on with magnificent stories for success. Yes, it's the familiar round-table approach. We came prepared, so to speak!

Many do these steps - I've done them - it's called a brain-storming idea, remember? It's not wrong at all, in fact a very necessary formula to find the end, beginning and the who, what, where and when's.

God speed my friend, any friend, God speed!

December 09, 2006

Electronic Data Processing: A Case In Point

This is definitely a business topic which understands that end-users of this technology would rather not or simply cannot develop a rational thought pattern about computers in general; only to slowly, almost as if gently falling like a leaf to the ground, an acceptance that either computing is wholesome for the whole family and there is nothing terrible about computing activities or the far-side; reality pokes you in the face and says directly - you maybe suffering from group-think, blinders being on too tight, and refusing to acknowledge the underlying fact of covert data corruption, retrieval, data-mining and the notorious memory stick; the act of finding specifics.

Whether you are a casual or heavy user of a personal computer (PC-Windows or Linux) or a Mac, anyone who uses a computing device (PDA, Blackberry, tablets) are exposing themselves (private information) to the world. The applications and products available are astounding but once in a while, someone finds a way inside.

Anyone who has a history of laboratory research, spent time in a military community, or a related technical focus knows that the ground is always alive with activities that the above-ground dwellers do not or refuse to understand and accept as fact.

We live in a society where tele/cell phone tapping, Internet-web pass-through to data-mining, the passing of viral infected code to your own electronic database and email has been proficient and successful in snatching your own identity.

My government protects me - that is a surface and above-ground dwellers attitude - that's the play you went to and the play you'll leave with; fixed in your head. Is it true? Of course it's true - what about 'Liberty for All' and the Bill of Rights' - truths for the above-ground dwellers.

During the same time frame, the under-dwellers or below-ground activities never stop. They have never stopped and actually picked up steam during 1945, before and after that year. The Internet developed by the U.S. Government to pass information, is a factual, theoretical, and operational success during the Vietnam exercise and others, too plentiful to mention. The practice has grown and what you see today is a global menace for many governments - the Internet.

Back to the main topic of safe computing and the fears of electronic data processing. These topics scare me and if we as users of this technology are not mindful of their destructive power, and only left to a few.

Electronic Data Processing is 'BIG BUSINESS', alive and doing extremely well today, throughout the World. Business data is yours and I assume protected w/ redundancy appliances, circuits with different vendors, backup disaster power supplies, off-site storage and malicious code-breakers and malware.

Anyone today, can pay $25 USD and receive a frightening amount of personal data (electronic data mining - processing) on anyone in the World.
Business needs:
1. Look for Spies Within You Organization...Skeptical of resumes is a good start. Background checks are only the tip of the iceberg and meant to deceive.

2. Trust No One: Especially your executives. Most are their for fattening; their style and future dreams - not yours.

3. When someone is Found To Be Worthy: Good - but beware; moles can appear as brilliant rays of sunshine. Years of loyalty really is not the gauge. What is?

The best gauge which works is plain talk; all subjects NOT off limits, the moderate, the left of center, the center, the left of right and NOT the far-right ranting...We just don't have the time nor the collective inclination to witness another group of people, swallowing hook-line and sinker as meritorious. Can they be saved or do they want to be saved and saved from what? They can help to keep people fully aware that we are being watched through many different electronic processing devices which run the gamut of cell phones, radio frequency interception (WWII), digital scanning, eye biometrics, Internet surfing and where you go, blogs you subscribe too and a whole lot more.

The HAIR play has a line about 'electronic data processing', and it is from this enterprise concept which provides a larger view of what can and has gone wrong (EDP) that I provide this rebuttal. EDP started w/ the larger computing main frames and research will show those inclined to venture closer to the truth, startling appointments and criminal tasks upon our American Civil Liberties were committed using electronics. With today's EDB (electronic data bases), a thousand million trillion of databytes on so many subjects from moon rocks to turtles will overwhelm the uninitiated.

And so it is, a foundation and bedrock of a technology that we as business men and women must be properly engaged and educated to uncover and pin-point not only the above-ground benefits of an emerging technology but bring forth from the shadows the below-ground activities in which we so blithely misinterpret.

To drive this even further into another reality ; Remember the Pringles can of potato chips scenario? An antenna made out of an empty potato chips can which successfully received business transmissions from wireless devices in an airplane manufacturing plant. The signals went over the strong metal fences of an Everett Boeing Plant, were captured and decrypted using an off the shelf product any savvy techno geek can operate. That was sadly, for Boeing a reality and it really happened.

Entertain and be watchful for the other watchful eye in gaining a perspective, perhaps an unfolding for a better business life lays just below your horizon.

December 03, 2006

MDI vs. Process Management

During 1999 - 2000 the County of Yakima developed a process management model that was developed elsewhere which included metrics of a tested and working model with the Department of Transportation. Nevertheless, during 2006, a six or seven year period has elapsed after its initial introduction and execution in which most 'bugs' if they ever existed, should have worked themselves out of the process through constant refinement procedures. You'd think!

During the latter part of 2006, the system and process was again exercised, executed and delivered extremely poor response times, and other issues which are not really in the Mutual Design process. Other problems have arisen and not been addressed for I believe several years now.

This present situation is more like a model which develops forms of micro-management instead of building group and individual innovation and 'think out of the box' theories with working scenarios for the delivery mechanisms which include the technicians and all forms of communication including their own individual check lists which should satisfy their own command post.

During 2000 the Associative Model of Management was introduced to the same group. A contractor was paid a lucrative figure somewhere in the $250K range to deliver a model which promised system fixes, process refinement, elimination of non business redundancy and the immediate need to increase (streamline) IT production and delivery times.

About the same period, the system was not only introduced to another group somewhere in a different part of the State, but implemented with my help in a heavily predominant Microsoft supported region and district entity. This process model worked for the whole of the IT staff and became their new process model to follow, train and refine.

However, the consultant that was paid was told not to implement that design back at the County because the MDI model was a far superior system and his service was no longer needed. Sadly, many of the Associative Model for Business and Information System components that were revolutionary in terms of eliminating the practices of silo management which greatly decrease sharing of communications and information was never implemented.

As end-users to technology can reaffirm, when the support mechanism of technology is not efficient in terms of user-friendliness or plain helpful, who loses? In this case, because it is a governmental structure, the end-user loses. Loses work momentum, gains financial deficits instead of decreased costs per individual worker throughout the system. It will not take a financial management genius to figure out the metrics on this one - instead of decreased worker costs; the MDI system and its flawed process and deficient program management structure, interferes with the whole of the enterprise management model. It would never pass muster in a corporate structure focused on daily operational cost reductions.



Executives every where should be aware of these systems in their midst if a proactive vision to reduce costs, increased fixes and endless buying are out of whack! One of the tricks which work is to implement the help of astute Information Management people who understand performance management. You might also entertain applications like SAP for your enterprise functions. Rely on proven results instead of the school of marketing dollars and its endless plethora of hype.

November 04, 2006

Homeless Network

Did I ever realize that working for local government would give me so much pleasure as a human being and professional? Not on your life, but here I am enjoying my new found seat.

My main responsibilities as Webmaster is challenging and thought provoking. My other yet equally challenging position(s) within the same responsibility, is to make sure the groups within the collective brain-storming and formulation of new projects, tasks, activities and plans carry through. As their Project Manager, most larger companies such as Boeing would pay me up above $75,000 per year. Verizon would match that and some with $90,000.00 and Nike would come even closer with a benefit package well above the $115,000.00 per annum mark.

So, let's see what we're talking about - Webmaster, HMIS (Homeless Management Information System) training professional, Project Manager, Technology Liaison Coordinator, projecting a business angle focus on all projects makes me not only responsible but valuable.

Here's the catch folks - where I am employed - most people I work with are the best of professionals, skilled in what they do and willing to mentor the group.

I work for the Homeless Network of Yakima County. http://www.yakimahomeless.org

So long, corporate world - please $$ donate $$ on our Website.

November 01, 2006

Are These Actions Good Business? Case in Point!

Are These Actions Good Business?

As business finds itself, the cellar door in which we enter can sometimes get slammed shut - finding another way out is impractical so, what remains for business which intentionally hide really bad research from people, those that are human-beings, in most circles, (HR) Human Resources and the Legal departments will have a costly fight to bring about peace - peace that will cost a corporation millions and millions of dollars which may be needed elsewhere - like cash flow(s).

So read on - tell me; are these the actions of sane men and women - especially in Light of the reports from their own research? You tell me! The facts are here!

Are These Actions Good for Business?


Dear ALL,

Military Use of Depleted Uranium, its consequences (intended and unintended) is troubling for a number of reasons: Research and study prior to its use was comprehensive and danger signals were there but the DOD went ahead anyway.
The United States and NATO have worked diligently to avoid extensive investigation of sites contaminated in the Gulf War, Bosnia, and Yugoslavia by independent investigators.

The VA and the Military have given false and misleading information to congressional investigators.

True to type as evidenced in the Agent Orange boondoggle...the VA and the Military are stonewalling and delaying testing and treatment for Gulf War Syndrome...preferring to assign the disorders of the returning solders to “stress”.
According to our own local papers here in the Pacific Northwest the U.S. Navy is currently conducting tests in the fishing grounds off the pacific coast using depleted uranium clad munitions. When questioned by a reporter regarding the possible hazards for this to human and marine life...the navy spokesman say, “Gee I hope not. I haven’t started to glow yet.”

The URLs and the excerpt I have listed here are from credible sources and would give credence to the concerns of many throughout the world. Use of these kinds of sources would eliminate the knee jerk reaction of the hawks and or the extremists who would attack other kinds of sources as the “typical left wing liberal bubble headed thinking of, unpatriotic Peaceniks”...thus effective derailing dialogue and open debate. (A successful talk show strategy),

More as I find them.
http://www.iacenter.org/depleted/du.htm
http://www.who.int/environmental_information/radiation/depleted_uranium.htm
THIS IS REMOVED http://www.aepi.army.mil/Library/AEPI%20Publications/DU/
________________________________________________________________________
THE FOLLOWING URL IS THE MOST COMPREHENSIVE AND EASILY UNDERSTOOD.
The site supports its arguments with facts and with documents, some of which are internal memos and studies from such gov’t agencies as Los Alamos. Worth downloading and reading.

If perhaps you might think that the DOD wasn’t aware of the possible side effects and hazards to soldiers take a look at the U.S. Army study below...published 6 months PRIOR to the gulf war.

IV. BACK TO THE BEGINNING
We shall not ease from exploration and the end of all our exploring will to be arrive where we started and know the place for the first time. T.S. ELLIOT “Little Gidding” July 1990.

Just six months before the Gulf War, the U.S. Army released the Kinetic Energy Penetrator Long Term Strategy Study, a comprehensive report comparing the use of tungsten alloy and depleted uranium in armor-piercing ammunition. This report predicted that the large amounts of DU oxides created during combat could be inhaled by soldiers and civilians. Soldiers in ground combat units were identified as potentially receiving the highest exposures, and the expected health outcomes included cancers and kidney problems. The report further warned that public knowledge of the health and environmental effects of depleted uranium could lead to efforts to ban the use of DU in munitions. Looking back on the ten years since the release of this report, it is remarkable how many of the Army’s predictions have come true.
Appendix D of the 1990 Army report, titled Kinetic Energy Penetrator Environmental and Health Considerations, states:

“[A]erosol DU exposures to soldiers on the battlefield could be significant with potential radiological and toxicological effects. These health impacts may be impossible to reliably quantify even with additional detailed studies. It is not our intention to overstate this issue given other combat risks, nor to imply that the health of soldiers will definitely be compromised. We are simply highlighting the potential for levels of exposure to military personnel during combat that would be unacceptable during peacetime conditions. (AMCCOM, 1990: D(1), 4-5).

The Army assessed the dangers to its soldiers and determined that “under combat conditions, the MEI’s [most exposed individuals] are probably the ground troops that reenter a battlefield following the exchange of armor-piercing munitions, either on foot or on motorized transports.” (Ibid.: D(2), 3-4).

While the immediate risks of combat were noted to be of greater concern than the delayed effects of exposure to depleted uranium, the Army acknowledged that depleted uranium is a “low level alpha radiation emitter which is linked to cancer when exposures are internal, [and] chemical toxicity causing kidney damage.” (AMCCOM, 1990:
D(1), 2-2).” The Army’s prescience did little to affect the behavior of Gulf War commanders.

The Department of Defense now admits that field commanders did not train or warn servicemen and women about the hazards of depleted uranium on the battlefield.
(CBS, Don’t Look, Don’t Find 49 1999). Not one soldier, sailor, airman, or Marine with a known or suspected exposure to depleted uranium was medically tested following the war.

The 1990 report also noted that “assuming U.S. regulatory standards and health physics practices are followed, it is likely that some form of remedial action will be required in a DU post-combat environment. Remedial actions may consist of retrieval of penetrator fragments and decontamination of impact sites such as tanks, rocks, trees, buildings, etc.” (AMCCOM, 1990: D(1), 4-6).

The American equipment contaminated by depleted uranium was cleaned up; some contaminated vehicles were buried in Saudi Arabia and the remainder were shipped to South Carolina for decontamination and disposal. In Kuwait, contaminated equipment was either transported to the Boneyard or left in the Udairi Training Range. Apparently, the government of Iraq has not conducted any battlefield remediation of contaminated equipment. Similarly, clean up of depleted uranium in Kosovo and Serbia has apparently been hampered by NATO delays in the release of the locations and amounts of depleted uranium contamination.

In its darkest but most insightful vision, the report predicted that “following combat, the condition of the battlefield and the long-term health risks to natives and combat veterans may become issues in the acceptability of the continued use of DU kinetic energy penetrators for military applications.” (AMCCOM, 1990: D(2), 3-4).

Prior to the Gulf War, there was no effort to ban the use of depleted uranium munitions. Nine years later, many individuals, community groups, non-profit organizations and political parties in the United States, England, Canada, the Netherlands, Belgium, Germany, Switzerland, Italy, Japan and other nations are working to end the use of depleted uranium in munitions and commercial products.

The more we learn about the use of depleted uranium in the Gulf War, the more accurate the 1990 predictions become. All our exploration has merely brought us back to where we started, but the story is not over. The Institute of Medicine is empowered to write the next chapter about the possible health effects on Gulf War veterans, but the controversy over the use of depleted uranium in munitions is likely to escalate in the years to come.

Additional research and investigation will help decision makers to formulate sound training, force protection, health care and clean up policies, but this may be too little, too late for Gulf War veterans, who have been left twisting in the wind by the Pentagon.
Don’t Look, Don’t Find



RECOMMENDATIONS
1. The Institute of Medicine should investigate the effects that exposures to combinations of chemical, biological, and radiological agents may have on Gulf War veterans’ current and future health. Specifically, the Institute of Medicine should examine veterans’ susceptibility to cancers, immune system damage, neurological effects, reproductive problems, respiratory disease, kidney damage and other health problems resulting from exposure to combinations of depleted uranium, oil well fire smoke, low levels of chemical warfare agents, experimental drugs and vaccines, pesticides and other toxins known to be present in the gulf. Keeping in mind the devastating effects that cancer can have on veterans and their families, the Institute of Medicine should evaluate the likelihood of future increases in cancers without waiting for veterans to develop cancers in statistically significant numbers.

2. The Department of Veterans Affairs should conduct an epidemiological study of Gulf War veterans and civilian contractors who had known or suspected exposures to depleted uranium. The Depleted Uranium Program at the Baltimore, MD VA Medical Center appears best suited to undertake such an endeavor. Areas of inquiry should include:
• The possibility that Gulf War veterans suffered clinical and/or sub-clinical kidney damage due to inhalation or ingestion of depleted uranium, and the significance of these injuries on the long-term health of veterans;
• The reproductive health of both female and male veterans and the implications of these findings on developmental effects in veterans’ children;
• The similarities or differences in health effects from exposure to embedded fragments and exposure via inhalation, ingestion, or wound contamination;
• The applicability of animal study findings on DU’s carcinogenicity, immunotoxicity, neurotoxicity, and reproductive effects to female and male veterans; and
• The development of latent health effects including cancer.

3. In accordance with historical precedent and resolving the many doubts about the scope and severity of depleted uranium exposures in favor of the veterans, the United States Congress should pass legislation granting a presumption of exposure to sufficient amounts of depleted uranium to cause adverse health problems for all veterans who served in or traveled to contaminated areas. The presumption of exposure should be extended to all veterans who:
• Served in or traveled to Saudi Arabia, Iraq, or Kuwait during the Gulf War conflict (August 2, 1990 to July 31, 1991);
• Served at the U.S. Army base at Doha, Kuwait during the July 11-12, 1991 munitions fire, and/or participated in clean up efforts; or
• Served in the Udairi Training Range in Kuwait from 1991 until a date when the
area is certified to be free of depleted uranium hazards.
Don’t Look, Don’t Find

4. Future depleted uranium research should investigate health effects resulting from all possible routes of exposure. Research to date has failed to examine health effects from inhalation, ingestion, and wound contamination. Reliable dose estimates should be developed for exposure through inhalation, ingestion, and wound contamination in a range of realistic exposure scenarios.

5. Future depleted uranium research should investigate the health effects of protracted internal exposure to varying levels of depleted uranium. The shortand long-term effects of low, medium, and high exposures to depleted uranium should be determined.

6. Congress should request a report from the Secretary of Defense on the status of depleted uranium training in the armed forces. Since the Army and Marine Corps do not know if troops deployed to Kosho have received any training or warnings about the hazards of DU, it is likely that troops deployed to Kuwait, South Korea, and other hot spots also have not been trained or properly equipped.

7. Following future conflicts in which veterans are exposed to depleted uranium and/or other chemical or biologic agents, Congress should appoint an independent organization to review evidence of exposures and to make recommendations for research and treatment. If we have learned anything from the last nine years of the Gulf War illness debate, it is that the Pentagon can not be trusted to objectively investigate toxic exposures or to accurately report about the efficacy of experimental drugs and vaccines.

8. An international organization, such as the World Health Organization, should investigate the potential connection between depleted uranium exposure and reports of increased rates of cancers and birth defects in Iraq. There is undoubtedly a large pool of Iraqi war veterans who inhaled depleted uranium oxides or were wounded by depleted uranium fragments that could be studied. In addition, Iraqi children with known or suspected exposures to depleted uranium (e.g., from playing on destroyed vehicles, collecting DU penetrators) should be studied to determine the possible role of depleted uranium in the etiology of increased diseases.
This research could shed further light on the relationship between depleted uranium exposure and American veterans’ illnesses.

9. The United States of America should accept responsibility for identifying, delimiting, and cleaning up all domestic and foreign lands where depleted uranium has been released. The Department of Defense should further issue immediate warnings to civilian populations, relief agencies, and the United
Nations when American armed forces use depleted uranium in training or combat operations on foreign soil.

10. The United States Congress should task the General Accounting Office to determine the life-cycle cost for depleted uranium. The expenses of creating depleted uranium through mining, enriching, and processing uranium should be added to the costs of manufacturing, testing, purchasing and using DU ammunition. The aggregate cost should also include the expenses of safety training and protective clothing for soldiers, medical monitoring of soldiers and civilians for exposure, health care for exposed veterans and civilians, restricted use of contaminated lands, clean up of contaminated soil and water, disposal of DU contamination, and military public relations efforts to deny depleted uranium’s effects. In this way, taxpayers can decide if the bang is worth the bucks.

11. In a demonstration of true leadership and vision, the United States of America should lead an international effort to prevent the manufacturing, development, sale, and use of depleted uranium munitions.
Don’t Look, Don’t Find

APPENDIX A – DU USE IN KOSOVO AND SERBIA
During the 1999 war between NATO air forces and Yugoslav ground troops, American A-10 aircraft fired 37,550 rounds of all typed 30mm ammunition. (USAF, 2000). Assuming each A-10 carried a standard combat mix of 5 DU rounds with 1 high explosive incendiary (HEI) round, approximately 31,300 depleted uranium rounds were shot. Each 30mm round contains a depleted uranium penetrator weighing 0.302 kg or 0.66 lb. (Fahey, 1998: 198). Therefore, US forces released approximately 9,453 kg (9.5 metric tons) or 20,658 lb. (10.3 tons) of depleted uranium during the war. Following the end of NATO’s bombing campaign, the United Nations Environment Programme (UNEP) and the United Nations Centre for Human Settlements (Habitat) (UNCHS) formed the Balkans Task Force (BTF) to assess the impacts of the war. (UNEP/UNCHS, 1999). Within the Balkans Task Force, an inter-agency ‘Desk Assessment Group’ was assembled to investigate the use of depleted uranium munitions.
The Desk Assessment Group’s investigation was hindered by NATO’s refusal to confirm the quantities and locations of depleted uranium expenditure. (UNEP/UNCHS, 1999:
61). Consequently, the group was reduced to conducting a review of published literature and making assessments based on hypothetical exposure scenarios. The Desk Assessment Group noted that people in the immediate vicinity of a DU attack could be heavily exposed to DU by inhalation. This is confirmed by US Air Force testing showing that “findings of past air sampling efforts revealed contamination was localized to within 300 to 400 feet (90 to 120 m) of the [A-10] target area.” (Nellis, 1998: 3-9).

Claims that the release of depleted uranium in Kosovo resulted in vastly increased rates of radioactivity in the air in Bulgaria or Greece are highly improbable. Following the release of the Balkans Task Force report in October 1999, Secretary General of the United Nations Kofi Annan wrote to NATO requesting details about the use of depleted uranium during Operation Allied Force. Five months later, NATO responded that A-10’s shot depleted uranium during approximately 100 missions. “At this moment it is impossible to state accurately every location where DU ammunition was used,” states Lord George Robertson, NATO Secretary General, in the letter to Kofi Annan. (NATO, 2000).

A NATO map released with the letter to Kofi Annan identifies 28 locations in Kosovo where A-10’s are believed to have released depleted uranium (see page 54).
(NATO,2000). However, it is likely that A-10’s also shot depleted uranium at Yugoslav forces in Serbia, though no locations outside the borders of Kosovo are identified on the NATO map. The Balkans Task Force apparently did not make much of an effort to look for or find depleted uranium, but Christian Science Monitor journalist Scott Peterson found depleted uranium in Djakovica, Kosovo and reported its discovery in Vranje and Bujanovac, Serbia. (Peterson, 1999).
http://www.miltoxproj.org/DU/Report.pdf

September 19, 2006

FORD merger with GM: Another Case In Point

A merger between U.S. giants promises to whip up financial disparities and meld balance sheets. Cash flow should be an intangible as long as at pertains to the 'mergers' future. Sales and Services; existing accounts have definite possibilities as tangible resources but future transactional promises are intangibles; promised only by sales presentations and slick marketing know-how to either-side; GM or Ford.
GM's sales, mostly to corporate buyers does not address quality, fuel efficiency and core engine technology. Check out this link:http://www.consumeraffairs.com/news04/2005/gm_red_tag.html
Viewing the link below, one can see compromises and non-visionary tactics hopeful of painting a truthful future for Ford: "Analysts remain cautious about the F-150 given the competition from General Motors Corp.'s new Chevrolet Silverado pickup that will hit showrooms later this year, and Toyota Motor Corp.'s all-new Tundra pickup expected in early 2007."
http://www.theglobeandmail.com/servlet/story/LAC.20060918.IBFORD18/TPStory/Business
What does a merger bring forward; the continued existance of one or the other's technologies, processes and governance structure. Since these groups are still competitors, their foundation or base business platform are different and dissimilar in all things factory, Information management and Information technology wise.

Yes, a production line (moving line) may have simmilarities but the processes are not mergable. Difference in technology; dissimilar database stores and platforms, customer services, supply-chain management and inventory, let alone financial accounting systems with major differences in accounting methods should be capable of merging separate processes and therefore, increase or keep the same, performance technology and methodology. History of mergers show just the opposite and disparate Information Management Systems do not help each other.

Two giants themselves, Microsoft and SAP would agree that there exists major platform challenges ahead. Both software companies will say that their systems are able and ready but in a manufacturing environment SAP has shown world-wide that its mySAP BI with Netweaver and BW are ways to the future. Microsoft speaks of it SQL 2005 database and XP Pro as a viable contender and preferred operational system. So, who makes the choices and are these choices based on truth, politics or a mixture of both.

Surely, for a successful merger that focuses on profits for all divisions and factories, the Unions would compromise and choose only a political solution for its technology infrastructure or will its once mighty hand settle for a pure technological solution?

I doubt that it will - History proves that technology after the industrial revolution is not their friend but a friend to the company executives. So, merging personalities, yada, yada, yada.

Merger's are a sales job and hungry for a survivor; together they may survive but the excrutiating pain comes after when the trucks, cars, production technology and comunications infrastructure deliver the best technologically designed platform that is capable to compete globally on terms of pollution quality and environmental design. Not far behind are components and materials manufactured and supplied. Are these lines of communication open to drastic changes which merger's hasten?

"Although Ford executives have said since January they plan to sell a subcompact car in the U.S. market, the company made clear last week that will not happen until 2009."
The finished product will conjure the best debates and money for continued research and may drive exceptional quality, but for how long and who cares?

Have you seen these cars during the '70's? Pieces of shit - no doubt!

My bets are on foreign exports as they ratchet up technology as they have for the last 3 decades; for outstanding flex fuel use, exceptional microprocessor steering and shifting controls, along with best-practices security and anti-collision avoidance systems, all in the name of pronounced customer satisfaction and truly environmentally friendly machines - bar none or should I say, the bar is raised and opened for service.

September 17, 2006

Boeing's Allan Mullaly: A Case In Point

Boeing's Allan Mullaly surely turned Boeing's Commercial Airplanes around. For two and a half years; I was there and saw first hand how it was done and why I know Mr. Mullaly will do good for Ford Motors. Despite Ford's reluctance and arrogance to not deliver globally competitive products to a base Ford thinks it knows best was the primary reason for losing cash flow.



Let's first look at Information Management
and then its technology in one brush stroke.

Do you have any idea how large the Network Infrastructure is within the BCA (Boeing Commercial Airpalnes) division of Boeing? It use to be 58,000 nodes. I saw somewhere that it is now 128K.
http://www.boeing.com/news/frontiers/archive/2005/april/i_ids3.html
Now, this is just one out of several divisions that Boeing owns. Then there are the global partners. As my job as Infrastructure Manager for BCA, my groups included scientists, SA's, dBA's, technical SME's, Financial and Business Managers, Analysts and Chief and Fellow Architects, which represented the Network Infrastructure Services which I facilitated for all of Boeing's Commercial Airplanes division.
http://newsroom.cisco.com/dlls/2004/prod_071304.html?CMP=ILC-001
We handled global data distribution and had sufficient band-width because of innovative and proactive NOC personnel. Scoop up all the dark fiber and only light it when needed and off again when traffic subsides.

I wanted to go after them to do some business analyzing but I was thwarted by my good friend, the fellow architect, Craig Dupler. He was sure that the Network Operations Center, Large Lab, and Distributed Centers World-Wide was proactive. Because we were looking into these areas daily, I had no reason to dismiss his research. In fact, I later found that the NOC was indeed - way ahead of industry because of forethought and proactive processes.
http://www.northwestern.edu/observer/issues/2005/10/20/ford.html
Cost cutting was on the front burner; impose an Enterprise topology of WiFi, and look at SATCom as a potential backup service if needed. We has spinning globes up there to use, right? The offices and campus needed WiFi, but notably the greatest value for return on investment was within the factory walls. Compress this new technology and change out the way planes are manufactured by utilizing a 'moving line' using wireless tools. Savings? Big Time - Wireless' ROI 165% - Cost cutting of $2.2MM per yr. at an expenditure of just over $750K for implementation (hardware, security layered 128 bit over WAP / WEP). The moving line's ROI was into the several millions per plane and several more annually.

Then data stores; too much free space (white space) on servers hard drives. Take away the white space and use it for data. Cut down on the numerical number of servers; change out to more efficient hardware - less power consumptiom, etc.

Go to Microsoft to develop changes in their upcoming Long-Horn and have this consistency transfer to newer OS beta's that would benefit Boeing's way of doing business.

Other enterprise infrastructure demanded that all of Boeing's divisions deliver VOIP for telephony and video; inorder to adapt, Commercial Airplanes formed its own group to look into this Emerging technology; which I headed. My partner was a long-time Boeing employee and frankly, was a dead beat - Charles Green never offered to help me or steer me clear of unforeseen roadblocks or reefs that he surely knew were there. I took this virtual group of 50 active members on a fantastic ride - most of the technology that this group uncovered was implemented in one way or another. I was successful because of them. We produced tremendous effort and ROI for each technology implemented through project management and our ability to talk with each other as professionals.

Restructure not reengineer; A dismal failure was to re-engineer in the '80's and late 90's. But through examination, the internal and external processes the worker's used to service customer's, supply chain and partners were aligned for further cuts because of waste and needed mechnisms in place for delivering process improvements on a large scale. Process management and project management worked hand in hand; not withstanding ISO 20,000 for ITIL Library Framework or other series of ISO 90002 and Sigma Six (Black Belts) which were all designed for process improvments; ITIL Library Framework was a logical next step because existing processes were dumped into the framework and was used to streamline everything in IT. From portals to better servers, from our partners and supply chain - to inacting RFID for inventory; every thing was fair game to process manage.

Then partnerships were established in other countries for manufacturing airplane components like tails, and other parts - cutting off the supply which came from U.S. plants were now processes that went to global partners such as Russian Engineers and the plants their government set up to manufacture Boeing's parts. It was a vision that Mullaly and the Russian government had; without it - Russia would not purchase Boeing Airplanes. Many other countries had the same setup.

Finally, the final straw that broke the proverbial camel's back was the massive layoff's of over 55K to 65K skilled worker's. Wireless (WiFi) now campus wide, and in the factories was a large contributor to the worker's demise. So, the Machinist's Union worst fear materialized. There were several avenues to avert this catastrophy but that's another story.

Now, let me address briefly Ford Motor's tangled web of failure as an American citizen. In many parts of the country trucks are needed to do heavy tasks but that's not all. The majority of drivers thoughts and practices were never addressed by Ford. Ford took for granted the 'old' and mistakenly fragile adage, that if we build it, they will buy. Guess what - they were dead wrong.

Without substantial innovation like automatic steering control or traction control or for that matter better gas and diesel mileage with less emmisions, from their trucks and cars - global competition with these innovative ideas in place sucked the wind right out from under Ford.

Yes, the people base that Ford relied on as the 'dumb fucks', who will do anything we ask them too, did not respond to the new models, evident by the poor showing of financial profits, really gets to the heart of it all. Don't misjudge your clientel by treating them like they are dumb - even though, they maybe... treat them with respect and believe what they say and want and deliver it with creativity and innovative cost cutting ways.

Another point - the Union and Ford are so way outa touch - look at entry line level wages - $27.00 / hour. That's a joke - folks. Entry level - who do you think you are?

Ford! Is the business healthy? NO! So, do something about entry level wages. I'm not talking about skilled tool and die makers here, just the newbe, entry wage earner.

September 08, 2006

What Is Business Strategy?

Here he is today: a very happy and humbled man. The opportunities manifested; four fold.

What are the odds of having four (4) separate job interviews happening in the same week? That's what's happening baby.

The first one on Tuesday of this week (Sept. 5th) for an International Business Consulting firm. The second one on Wednesday (Sept. 6th) for the EPA. The third one on Thursday (Sept. 7th - Full Moon) and the fourth one on Friday (Sept. 8th), both the 7th and 8th as well as the 6th are for government entities.

The wonderful and yet perplexing point I wish to make is that during these times; the first as well as the second interviews were done and in each case I was the only person considered for the final interviews. I have been offered positions in each of the four different companies. How strange!

Now, which one am I going to choose? They all have different salary requirements; some lower and some higher than the others but one of the jobs is so cool; dealing with humanity. One deals with humanity but more educating and policing. The other one is managing 10-15 personnel which is all IT and strickly customer service. The one job that is high-visibility, has buuko bucks to pay me, yet 100% travel.

Here are my immediate goals: pay-off my bills, purchase a motor home, quit my job, write two books, at least, and tour America and Canada again, for three or four years then I'll be ready for retirement.


How very strange - as the increase of the moon (ascending) these jobs started to fall in place, then on the full moon day, the last interview was done. The remaining 2nd interviews were done on the decrease of the moon, (building root structures in the Hawaiian Calendar of Agriculture). We all use our own magic, trinkets and prayers; don't we?!

But the unfolding of events...isn't that magnificient.

Business is brighter again...but which one? Which one will I enjoy; truly enjoy performing?

August 29, 2006

Why Try?! Because It Builds F__king Character...A Case in Point!

I have smiled, I have discussed and I have lent my expertise and found one truth amongst many untruths.

As most of you active consultants know; the act of forgiving and mentioning real 'fixes' to infrastructure comes as a hidden danger for most.

Why should we ourselves be concerned? When expression flows forth from ego, one should be fore-warned that perhaps sitting opposite you is an information 'sponge', ready, willing and able to suck out your best knowledge and performance; waiting to applying this new found wealth of Business Intelligence to a foreign infrastructure. Most consultants get paid...I didn't.

A large aerospace manufacturer and senior executive called me in and asked for my input to a problem he was having. Still manually inputting invoices and change orders is unheard of but there it was, starring me in the face.

I was as usual enthusiastic, and lent my expertise, happy to do so, hoping to get the contract - you know how that goes. After following the designs on the board; asking for clarifications, I came up with several solutions. But remember, never dive into the fixes at first - we might forget the details - right? Data Servers, Programmer, Project Management Manager, PMBOK, Sigma Six and SAP Netweaver were mentioned by me.

OK! So here exists an opportunity waiting. I give him the high-level, changed the diagram a bit - never mentioning the details - but expressing these infrastructure changes in marketing terminology.

Call back - as I am told to do so. He says, my solution is too expensive and decides to go with something else. Oh??!!

Sure, I said to myself - he's applying the band-aid, just to fix his own problem and the hell with the other managers and the enterprise infrastructure. Pretty soon - the other's are going to scquak like chickens. He's just built a mess, a costly inefficient mess.

Gee gosh - by golly, I feel better all ready!!!
Till then...

July 22, 2006

Equal Opportunity Employers; A Case In Point.

WARNING!!!!

Be careful when you pass or approach your mark. Be careful when you're having fun but you know deep inside, you've past your mark.

Look at your senior executives with a jaundice eye when you hit or are close to that mark-they'll look a little differently at you.

I saw a very good man get very angry once after having a meeting with a senior exec. My manager and I were having another meeting together when he told me that what was happening in the Sr. Exec. Office was very unethical. What was happening? Well, had they gone over the mark, the 40 year old mark. Now this is how the other managers were slowly being phased out and pushed out? This is where layers of managers are now being placed over you to slowly force you out; where you once had the ear of the CEO; no more - until? Well, you get the picture!

But what was happening to that person was that they were way over that mark. The person was 57 not 40 years old. So, what was the unethical thing for the largest aerospace manufacturer to do? Yes, lay them off with the whole bunch; that way you can't prove it. But guess what, aerospace has that history of discrimination towards older workers and my old manager was pissed and can prove it.

But, you say, why did the person get hired in the first place? Because, the manager couldn't find a 'person' or a person 'like that person'. He searched for 'that person'; then told HR, that this was the exact match that he wanted. He said, he just could not find the quality of person he was looking for from the inside. Inside was lithargic. They needed that person from the outside. End of story.

You young guys might think it's all about skills, abilities and qualifications...well, ya! This person has it, but don't go there; it's not.
That person has had all that and much, much more; ever bask momentarily as a Senior Chief Executive Officer; that person has and it's got alot of fantastic highs, headaches and heart-attacks; seriously though, that person was there and did that too.

Or, you might think it's all about not being able to get along or smooze; don't go there; it's not.

Or, perhaps the old guy, is too tired and doesn't know how to express his interpersonal skills; don't go there; it's not.

In fact, that [person] has a 'stage presence which is remarkable. Having been trained on Broadway stages; Las Vegas stages; Hollywood stages; American Tours throughout cities and good 'ol New Orleans; it just does not make sense; so don't go there either; it's not that.

Well, after March 15, 2003 that person's life has turned upside down. 40 months later; now 61 years old, soon to be 62 in January '07, human resource supervisors actually go through the effort of not placing this person in final interviews. A recruiter from Seattle in confidence told that person that their profile intimidates people. Perhaps, it does; but if you're looking for the cream; how then does the person disquise the 'cream'?

I know somebody out there probably has another theory just waiting to blast this story apart, but here goes. OK?! There are Federal guidelines which today are all paper and show; which do not mean a damn thing anymore. You know those government jobs or school districts especially, they ask for your profile, whether you served in the Armed Forces - Yes. Vietnam Era 1962 to 1968. Well, guess what - that's supposed to give this person 5 more extra points and when you know for a surety that you meet 99% of ALL the requirements asked and don't get that interview; something smells fishy.

So, later down the road; in another story, as it goes - there is proof that a human resource supervisor in a certain school district is a liar. Don't worry pal, my wife, who by the way is 'Who's Who in American Business Executives', knows that if it's an inhouse person that's fine, but they shouldn't have the cutoff date at the same time. It's supposed to be - if we don't find somebody inhouse then we go outside. That's the way it has always been. But now, to cheat - what bastards - unethical, bastards. Not good news for that person to actually find out the truth.

Now that we're coming to a close here, I hope the picture is crystal clear. It is better for them (school district) not to even have that person in the final interview - no worries on their part pertaining to any back lash issues - it's the cheating that gets to me (author of article). For you guys that still think maybe this person didn't have the skills for the job - forget it, they have it and more - school districts are notoriously unscrupulous when it comes to the inhouse thing - here's what you can do; prove this article wrong.

Oh, one final bit that I know most of my readers have not experienced, 'non-placement' because of your last name. Of course, this is another but compelling story. Have you had that happen to you? My friend has while serving his country in the U.S. Army National Guard. The EOO (equal opportunity officer) told that person that the reason that person was not getting the so and so 'was because of that person's last name.'

As the story moves along, that person asked him why he didn't do something about it? He just replied. "Are you crazy, I'd loose my job, then." Previously, that person had an excellent recommendation from the President of The Board (he was 'white'); that was interviewing (hiring) for an officer appointment. But could it have been the Commander of the 82nd that made those very unethical statements, or someone in his office who hammered down the gavel once and for all? Don't worry! The person whom I refer to was born half German (Caucasian) and half Filipino (Asian) and feels and know's of the limits of each race that they are. Although, as that person continues to tell the story; they believe that the 'white side' has alot of growing to do, especially in terms of humility and compassion. The 'white side' lacks this, unless your predicament is different; most 'white' parents taught their children to be and act superior to people of color.

Hope you are different, man! Especially, in Business when honoring the EOE. So, for 'that person' and more; remember there are a thousand stories that are true and never reach the light of day. I understand perhaps a little of what they go through because of emphathy - I will say - compassion is another great virtue to cherish.

Get It? This is Business and we must deal with those issues as Executives, Managers, and Human Resource Specialists.

July 01, 2006

Go Tell It on the Mountain

This is my take on this Article...You Tell Me if This Is The Only Way To Do Business?

What Price Is Too Much Before Business Declares Itself Out of Bounds and Off Limits To Itself?


This is exactly why Harvard University is finally teaching a course in their MBA program called Ethics. Ethics is taught in other upstanding universities, along time before - so why has Harvard taken so long? And what, pray tell are the previous students of Harvard Business doing about their own lack of education from Harvard?

Or do we still blame the student (CEO) for everything under the sun?
When does a human being align his might with the subtle powers of his/her own soul - it' calling - talking - but if the body isn't listening - who should die, the person or the heart?

Go Tell It on the Mountain
A Film by Rebecca MacNeice

Larry Gibson's family roots on West Virginia's Kayford Mountain go back to the 1700s. In 1906, after being swindled by a land company representing coal mine owners (as happened to countless other mountaineers), his family found itself with only 50 acres of its original 500. Now, Gibson hangs onto his mountain and observes family traditions, despite the disappearance of landscape all around him - the result of total environmental destruction caused by mountaintop removal mining. Keeping to family and Appalachian traditions of annually visiting the family graveyard, Gibson this year took other locals, environmental activists and journalists along with him.
http://www.truthout.org/multimedia.htm

Business is Business; Case In Point.

The Business of The Military - Big difference from corporations, multinationals and all.

One thing in common - product produced must be cheaper, faster, stronger - and a winner in the consumers eyes!!!!
You tell me.


[1] Is this a lean corporation?
[2] Why are the workers (employees) disgruntled to the point of AWOL?


AWOL: GI War Resistance in Canada
A Report by Geoffrey Millard and Sari Gelzer

The Department of Defense has recently reported that 8,000 members of the US
military are listed as AWOL.
Currently 24 war resisters are known to be in Canada trying to establish citizenship, with an estimated several hundred more living there underground. Truthout's Sari Gelzer and Geoffrey Millard report from Buffalo, New York, and Fort Erie, Ontario, to bring you coverage of Peace Has No Borders, an event that brought US attention to political refugees in Canada. Geoffrey Millard interviews war resisters about their decision to refuse deployment to Iraq and seek asylum in Canada.
http://www.truthout.org/multimedia.htm

June 22, 2006

Personal Music or Business Forum

Can your personal music wishes and endeavors painstakingly transform from anxiety and/or pleasure to a business thrust? If it becomes all business when is the music part of it enjoyed?

You know those people trying to get on 'American Idol' and other show-cases; is their effort an endeavor of fun and pleasure, or shear torment and business?

Oh! When will the contestants finally combine any of the above and call it pleasure?

You tell me...

March 27, 2006

Before There Was A Business, There Was A Dream!

My dreams are protected by U.S. Law and my dream catcher.

Before the horse came the cart was there or was it before the cart came the horse was there? It is the ultimate feeling to be surrounded and engulfed in thought which floats around until it becomes an epiphany. Such are the dealings and intimate structures of an idea about a business which is about to blossom that enters your thought processes.

Ideas, feelings, sure-things, gut feelings are no more than adrenalin filled bags of want. Ideas that come on naturally, are different though. Let's examine how one really wins at this.

You have to win - there are no other options unless you want to explore the alternative. If that is the case, it is a dismal path, I can assure you. Let's wander together, ultimately finding our place in a situation that provokes careful scrutiny. Careful is the buzz word here.

Long ago I was in a place that I watched grow in population. Many years later, I returned only to pass through the town but was aware that the population had now risen from 10,000 people to over 150,000.

Other truisms can be found in many places where I have been. We, my wife and I, have known for a long time that where we reside now, will soon be a retirement haven and probably equal or surpass Arizona. It is the timing, the smut or smog of Arizona that creeps in. Equally as tragic is the shortage of water in Las Vegas, Nevada that will literally empower the population to 'sell' now and move to other brighter new beginnings.

Don't kid yourself...One more example after moving from 'God's Country', through no fault of our own, but if not to guarantee the education of our children, we knew shortly, that tourists would arrive bringing with them climbing property values, taxes, congestion and an eagerness to dominant the natural habitat. Yes, all of this has happened to me and my wife and together, it continues to unfold; our predictions, inventions, ideas, all come about and materialize.

And if it were a fact, that money was the only currency that held back successful businesses, we would have seen many flourish in our paths, together and separately. The latest source of energy and unfolding happens to be in a remote desert area where we reside now. I have long felt my idea of having large corporate giants set up shop in this desert, not only a good thing but one of our more fabulous ideas. Could it be the powers of strategic visionary patterns that have unfolded?

You see, in Information Technology, mid to large corporations need vast amounts of data. This data is best serviced, if and when it is made available locally or as close to the recipient as possible-this program is called distributed computing, and archival repositories which involves data storage servers, infrastructure for communication and of course, utilities and housing for its workers.

We live in an area where a considerable amount of large portions of acreage is not subject to earth quake damage; no fault zones. So, we have the county building their datastorage infrastructure here. About 50 or so miles away, Microsoft and Yahoo are setting up huge datastorage areas buying land for a million which is presently unavailable in Seattle and if it were, at what price? Easily, 1000 times more and risk quadrupled because of the active fault-zone.

Aside from the computer businesses, there are areas here that will host the best of class, resorts and retreats money can offer because we said so! Actually, Europeans at the turn of the century made many of these areas famous by coming to America to partake of its lakes with healing waters.

Presently, there exists a fantastic buy-if only I had the spare change, I would follow all my hunches and dreams. I've only been unsuccessful when I, my self was not fully engaged. You know, when your energy is displaced and your full focus is segmented-you've been there, you know what I mean.

If you have ever believed in bio-fuels, you should setup real soon. Agriculture waste is just waiting for the right person to turn it into E85 fuel. All happening in an area yet to be discovered by applying rigorous amounts of sweat equity, entrepreneurial discovery and angel or venture capital. The technical experiments have been done by a team I once worked with, but because we saw different paths we no longer collaborate, but nevertheless, the technology has been proven and is not difficult to implement at all. A windfall awaits the right person(s).

Now, you can realize your dream and I know for many the dream has not yet surfaced, however, the best dreams happen here. In my mind and in your mind.


Now, perhaps I have finally fine-tuned my god-given talent and blessing by partaking and building an ever expansive vault and why not? I have had to hone this best practice of dreaming for more than six decades now. There are many Indigenous tribes that practice the art of dreaming and you didn't believe it... How rude!

March 22, 2006

Start 'em Young

Yesterday, was actually long ago.

In business, I first spread my wings selling candles and plaster figurines that my step-dad made. I went house to house in our community in Lanikai, Hawaii. This is tough-selling and is the only way to build a foundation of resolute commitment which creates a sense of detachment. In one way, you are engaged in a transaction, in another, it is not all consuming because you the seller can go forward to the next predicament of another selling experience. I was 11 or 12 years old.

I next ordered a case of religious cards with soap samples shaped into angels and the like from a company. When I knocked on doors and showed them why I came, I'd hear, oohs and ahhs about my cards and soap sculptures. I kinda liked this stage until my brother Ronnie cut up all the soap. My mother was furious but she salvaged the soap and used the many pieces in the wash, cleaning, and where ever soap was needed. I moved on...What made my brother do that? Boredom? I was 13 years old, my brother 11.

I sold newspapers for the Honolulu Advertiser. Troubling as it was I got up at 4 a.m. every morning or so I wanted to believe. Some mornings, especially Sunday's, I found myself sleeping in. Until the singing morning birds woke me-it was panic. People waiting for their papers-standing in their driveways. Wow! That was what you can call a rush.

One area that I covered was so steep, I had to push my bicycle up this hill. Some Sunday's were so incredible I carried two bags full of papers because in one bag I'd only fit the exact amount for the 'hill' and leave the other very full bag by the stop sign before trudging uphill.

Then there is the lower area where I'd put my feet up on the handlebars as I raced past the running barking dogs that wanted to eat my legs off. Many mornings however, I did not get up on time. One trick I tried was placing my alarm clock on an upside down galvanized wash tub. Well, the sound would send anybody through the roof when the alarm went off at 4. Who did it wakeup? Not me-I slept through the ringing. The contraption gonged so loudly my step-dad was the one who would wake me up with screaming. I was then 13 or 14 years old.


Next phase of my career started when I was fifteen, just starting puberty. I became a grocery bag boy in a local store called Foodland Super Market. After school it was off to work. Work...work. Is it really all that it's trumped-up to be? Would it not be better if I were so rich that I did not have to work-I think so. Somebody's been feeding us these crazy belief structures you know. Oh, I digress.

All in all, I think for what it's worth, work tends to focus a person's being, if not for survival. Aside from the obvious, work should not be overly confusing nor out of balance. We really should be balancing focus to unfocusing structures or else we miss the whole point of being in business.

There is enjoyment in life and more and more people are looking for more of the enjoyment part of business. At least, I am. Long gone are the days of doing business for the rush. Freedom surely is a rush, but unfocusing is the absolute wonder of why we all try to obtain a bit of, or a piece of, that proverbial delicious pie. I am 60 plus today.

March 11, 2006

Education and Business-No Difference; Case In Point.



When trying to understand by articulating the differences between Business and Educational institutions in the United States; they 'know no difference'. They both share in terms of service for their customer and/or product. One deals with unethical behavior and another tries to keep ethics in-you decide who is playing who or playing fairly.

BEST PRACTICES:
Though education in America is slow to adopt the 'best practices' of business for its finance, business strategy, and IT architecture enhancements, which will deliver a cleaner enterprise, it is definitely not too late.

For once, education has a teacher, a mentor, in good business. The educational predecessor that will and can teach education to be more efficient, while growing innovation, by meeting the challenges of limited resources on a total enterprise of an existing school district.

GROW TENTACLES:
Many times, technical people for all their worth and glamour, can stifle growth in the very direction that they themselves are wanting to grow. Why? Plain truth-technical people need to grow tentacles with deep understanding of the business in which they find themselves supporting before they run-off and spend more money purchasing appliances; switches and servers. Those days are coming to a close.

Technical skills are a necessity for integration and trouble-shooting activities-nobody is saying that these skills are not needed, however, when inarticulateness (too much technical) plays into a strategic exercise, this is not the time to defend your turf by being more technical because the overall project will therefore suffer. We need to climb higher first-grab a glimpse of what we are trying to accomplish through visionary collaboration.

CORE VALUES:
In this case, education has developed a 'mission statement' that is a 'strategic vision' presented to the educational hierarchy. It contains the 'core competency' which many a business finds difficult or reluctant to pin-point at their own peril.

Though education calls it by a different name, it is still their 'core competency' statement. The core statement is then rigorously examined for 'core values'. These are three to four subordinate strategic bullets which lay a foundation for the 'core', building depth and breadth to lead a path to a precise focal point, delivered from the Board of Education.

BUILDING THE CHILD:
An unglamorous and important fact is that most school districts within the United States of America, miss-out when they cannot understand. They, the districts, fail to understand what those 'core values' in fact, mean. This is unfortunate for them, because the end-result and product of the 'core values' and 'mission statement' lends complete focus on building the child, period! The child is education, and education is the child. In other words, to 'feel wanted and respected...' sounds more like, what we all cherish and want ourselves.

SECRET WEAPON:
Are all these mission statements, core values, and priorities misplaced AND/OR ignored? I don't think so, at least I still believe that these 'statements' are the beginning of an end-result, which is a wonderful strategic statement at best. It is in part, my secret weapon when building the connection between IT, business divisions and departments. Understand this very point and your picture of how service is to be delivered, actually the tools, becomes much clearer.

ETHICAL IMPLICATIONS:
Whether or not any technician(s), or for that matter, any of the staff, including executives, managers and the office of the superintendent, understand the ethical implications and power of these statements to educate the families children is a lesson of global proportion. Although, in all situations there are those individuals that shine-these I admire!

A TO B = Z
I BELIEVE that when they were young and passionate for their work, they understood. Whether they continue to function within that same realm is an exercise of renewal, when A to B = Z. Nevertheless, I am about to 'see' first hand, if the Las Cruces Public Schools in New Mexico, in reality, is made-up of individuals who still stand-by their ethical principles-standards and higher 'core values' of that school district. I am betting that they do...


This next section is where I am reporting on my trip to the Las Cruces Public Schools. REPORT: They are embroiled in what is a tantamount battle for turf. Their superintendent's doings (threats and resignation) and the bickering have been all over the local newspapers for many a Sunday. The Chief of Technology-the position which I went down there to check-out, is gone also. If it existed before I went to visit, I have no idea. Two top positions gone.

PUBLIC TRUST
I worry about the public trust-what is the public doing? I mentioned to the hiring board if they have considered having electronic (smart devices) badges for their children-so you really know who's in school (criminals, child molesters, etc)...Does innovation sound familiar here?

At least, from what I could 'see'-perhaps data servers and their departments are not protected. Firewalls are not secure 100% anymore, hackers can go around firewalls today-hello! Wireless access points are not really secure, if not stacked with WAP, WEP and 128bit programs, yet they are still vulnerable. Two most vulnerable points for any device is the integration layer and the application layer. These are the areas where the intruder enters.

If this assumption on my part is correct, then this next assumption is equally important where Hackers can hack into the districts computers for children's sensitive records which could expose to the Internet (global) public at large, visibility to home addresses, telephone numbers, and all sensitive records pertaining to that student.

Students need better exposure to real technology so they can compete in a global market. Think Globally, here!

Costs can be cut everywhere! Because most districts at large run inefficiently. Yes, because when a group is used to running an operations without massive change; change management, the group is vulnerable to high critisism. The way you do business is based on the vision: to educate every child, because you're beholding to every dollar that is expensed, guess what? It's a new day-a new way of promoting the district. And the cost/benefits ratio can be equally applied to Operations and Students. To empower the schools supporting mechanisms pertaining to logistics, and services requires maximum exposure to decreasing cost structures of automation.

Technology in operations, in many areas need RFID (radio frequency Identification) tagging for inventory-bus parts, school supplies, food ordering; go ahead you use your own thinking and creative skills here. Automate everything. Start re-engineering the employees. Call for early retirements, re-educating some for other positions.

Order 50,000 pencils because your vendor says so, but not realizing that automating the supply line will and can inject savings directly into inventory by having vendors informed when stocks are low without the district purchasing 50-60-70,000 of anything. Savings (money) then goes to refining the internal processes.

Not really a secure enterprise (school communications) which I'm painting here.


Yes, challenges mount, understanding and discussion should be clarified, if and only if, we understand our own souls. The 'statements', the 'values', the 'strategic vision', all hold a common thread that guides initiatives to their proper end and beginning.

Without understanding-how can one be truly an enterprise architect for education? We are all enterprise architects' for our children. How then can a technician understand the correct integration and implementation of tools which IT will deliver without knowledge, and comprehension of that elusive point which we call business value. IT MUST BE TAUGHT...

He or she can not know unless, simply they are changed emotionally, which rearranges that concept of IT the technical for the betterment of the business whole. It now becomes broader, more deep, and far wider than first exposure. We have then only begun to align the backbone of information to our business existence. If it were not true...How then did wireless communication come about? Was it not for the promise of untethered basic communication and freedom?

Lyle K'ang, MBA/IM
Senior VP of Business IT Communications Consultant
LYVEOASIS

March 01, 2006

I Need This Person...Well, Just Ask...


Ask...

~PROFESSIONAL HIGHLIGHTS~

• Diverse twenty year technology background. As Chief Executive Officer for startup computer-electronics-network corporation, business clients included utilities, education, government, aerospace industry, and manufacturing. Other positions held-Chief technology officer including technology Lab, and fiber optics networks. Held technology specialist positions with increased responsibilities~
• Architected strategic overlay for client’s infrastructure enterprise
• Process Architect ~ eliminating silos ~ increased IT and business efficiency
• (BI), business intelligence efficiency design including SAP BW, & Cognos reporting tools. Ability to discover core business competency for customers. Chaired Boeing’s 62,000 node-VoIP, Data Center, WiFi, RF, RFID network infrastructure services~
• Expert in project management (PMBOK), & team building~
• Restructured personnel development & communications to build business value~

(c) 2006 Lyle K'ang-

~EDUCATION~

05/27/2002 – 03/23/2005. Aspen University, Denver, CO
MBA: Business Administration specialization in Information Management
GPA: 4.0 Commendation. Delta Epsilon Tau International Honor Society

February 28, 2006

The ROI-Death (War) Politics or Security; Case In Point.

I am responding not only to this article from a recent post by CIO, but introducing my credible information as a person on the ground whose team worked these RFID issues in the Boeing manufacturing sector from 2001 to 2003. I was the Network Infrastructure Services Chair and Business Manager for this RFID team. This team was one of six or seven different projects that were on-going in which I was 'full-on' and involved, as far as I know. Through no fault of my own, except perhaps my age, I was layed-off with 40-50K people. Additionally, this in turn is another article on port safety.

METRICS:
"One of the challenges that comes along with securing the supply chain is measuring success. How do you know you've prevented something that hasn't happened?" I mentioned in my last post, [Lyle K'ang; No American Management for Our Ports?] about efficiencies. By using traditional business metrics: "Improvements in safety, insurance liability, efficiency.These are outgrowths of a good security program." [Reference 1: Security Compliance, Customs Rattles the Supply Chain.

Well yes, and by the numbers or metrics that are produced that specify 'no hits' or disabling features (dirty bombs exploding) which customs are tracking and looking for. At first glance, it is an easy-no-brainer-approach, of course, this is the obvious way, and a 'best practices' method!

What is a good system is the 'old dash board' system of BI (business intelligence)used in Boeing's manufacturing plants. No problems-the light stay's green and the line keeps on churnin' away. Used in other companies as well, I assume this process will allow freight to move through at lightning speed with the new ATDI. If your cargo is 'trusted' you can go right through via the 'green lane' and not be inspected. This is a great system-you know, getting products there fast. However, are there any foreseeablee features not architected that can breach the 'express lane'? You tell me...

"The reduction in inspections promised by C-TPAT (a government sponsored Web application) are another potential source of ROI. Toymaker Hasbro spent just under $200,000 on its up-front C-TPAT compliance and spends an additional $112,500 a year maintaining it. Since it became C-TPAT-certified in November 2002, its inspections have dropped from 7.6 percent of containers coming into the U.S. in 2001 to 0.66 percent in 2003. Given that in 2003 the company imported about 8,000 containers, and that port authorities charge around $1,000 per inspection, Hasbro is saving about $550,000 a year in inspection costs alone, approximately a 5-to-1 return rate." CIO 2006

"Members of the trade community expect that ATDI participation will be a requirement for Green Lane status. The definition of Advance Trade Data Initiative (ATDI), "which requires importers to share with Customs every bit of information about a shipment, including the purchase order, which ports it passes through, proof of delivery and its final destination within the United States". And while no one has a firm timetable for the merging of ATDI and C-TPAT (Customs says that participating in the ATDI pilot qualifies companies for tier-three status), the funding is in place. In November, Sen. Murray introduced the Green Lane Maritime Cargo Security Act of 2005; expectations for its passage are high. In all likelihood, CIOs will have between 18 and 36 months to prepare for compliance, but a terror event looms as a wild card. If there's an attack, that timetable could telescope quickly." CIO 2006.

HUGE DATABASES?:
In large companies, databases become very costly and purging data requires a project team to define which, when, who, where, data gets purged. How long it's archived, and for what purpose. IT Architecture is advanced enough today to take in these scenarios. As conservative as we all are, especially in 'money producing the perfect design', it is a 'best-practice' to limit the data archiving processes as an intelligent design.

RFID [Radio Frequency Identification]:
"Smart containers could tell Customs officials (among other things) whether a container had been opened, and, if so, when and where." Reference 2: The Stories Containers Tell-Technology can make the cargo talk.

HIGH SEAS-SATCOM:
I assume the above statement is voicing its concerns about the high-seas and voyages. If it is, the tracking and reusable RFID components have apprecialbly decreased in costs from 3 to 6 years ago. In fact, by using this RFID technology after refinements, budget/costs studies and fairly balancing risks to shippers, ports, destinations, and visual affects of a port explosion in America to its population is imperative. But if not implemented, any company that does not integrate RFID or similar technology to secure our shipments on the ground and ocean, today is dumb. Again, without going into the technical nuances of using Satcom and close reader mechanisms which read RFID tags within buildings, we'll assume that you the reader, has an overview of the technical workings of what it can and can't do.

"Assuring that your suppliers are handling your cargo in a secure way will require greater visibility into what is actually happening in the supply chain". CIO 2006. This is being done today on the ground in battle, in many aspects to record through RFID, smart containers, vehicles and servicing logs and utilizing other promising emerging technologies that are tied into a basic concept of RFID mechanisms.

"For intercontinental shipments, an RFID tag can trigger automated alerts when a container enters a terminal equipped with an RFID network. (Without automated alerts, importers are at the mercy of terminal operators who sometimes don’t send their manual alerts until days after a container arrives in the United States.)"

BOEING:
The above scenario can be done today as witnessed again with Boeing's directives. To further lend credence to my team's research, is Stanford's Professor Hau Lee who found that "between reductions in inventory and pilfering, as well as other savings, companies that use technologies like RFID can avoid as much as $462 in costs per container. Reusable RFID tags range between $20 and $150, and networks can cost from $30,000 for a small site to over $1 million."

NOT A CORRECT STATEMENT:
[["But right now, many of these technologies are still too immature or expensive to work in the real world. Until then, companies will need to integrate systems with their overseas suppliers so that they can risk-manage the supply chain by spotting anomalous activity as it happens. Even secure processes "can be compromised," says Ken Konigsmark, Boeing's C-TPAT program manager. "[Overseas workers] get paid peanuts, and it would be very easy to bribe them."]]

PUT RISK BACK INTO THE MIX?:
The above statement is putting risk back into the mix instead of removing it. Using broad statements without any bases to backup such ridiculous truisms is incredible and meant to confuse the reader about real practices and opportunities that RFID delivers today. Ken inserts about three (expensive, immature, bribery) different topics in his one diatribe.

Let me explain. For instance, Boeing is now working on a technology called 'flight bag' which essentially downloads and uploads information by a system that automatically updates the avionic systems in the cabin, for incoming (docking) aircraft. (It's a get ready for the next trip, type of application). This same system can be extended and used for exports and incoming ships that approach ports since its main fuel is wireless AP's, and/or Satcom used as a backup or redundancy or as an alternative. Electronics or transducers which can be made to record weights of vessels or anything WE want to record, takes innovative thought.

POOR PEOPLE:
Saying 'poor' people (the enemy) can 'hack away' into secure systems designed by security scientists doesn't say much about educated Americans, or 'no nothing' well paid executives. VP's who have nothing to add but company politics should be replaced with bright, energetic, innovative men or women whom are humble and knowing, that make statements supported with ethics. If the systems are breached-they are breached by under-paid internal American security folks. How naive-replace him-he's 'poor' in thought.

Now perhaps, I have introduced a similar atmosphere in which the Coast Guard finds itself in today or probably more aligned to how Boeing can race-to-get its product to market. But 'big' ships are hard to turn in water, no matter who you are, Big C or Big B.

So, what do you say? The CIO article as it stands, is a fantastic, gigantic hoorah, for what we can do as 'a movin' team' when we're pushed to the wall. Don't feel pushed yet? Please don't wait for our 21+ ports to be managed by others besides our American companies and our U.S. Unions. Lazy or Innovative. Intelligent or Ignorant. Tired or Energetic. Or are the ports political? Never mind that-nevertheless, they are not secure! You tell me!!