How having an MBA work out for you ?

Why Taiwan famous baker desperately needs to attend an eMBA ?  May 2013 news

Wu Pao-chun is an award-winning baker, a master of the breaded arts, hailed as the "glory of Taiwan" alongside Oscar-winning movie director Lee Ang.
He is an award-winning baker, a master of the breaded arts, hailed as the "glory of Taiwan" alongside Oscar-winning movie director Lee Ang. But that is not enough for Taiwanese universities, which have rejected Wu Pao-chun's attempts to get a master's degree, driving him to try his luck in Singapore.
It was at the prestigious Bakery World Cup in Paris in 2010 where Wu, now 43, became a national icon. He beat 23 rivals from 16 countries to clinch the title of Master Baker in the bread category with his rose-lychee bread creation that includes millet wine, rose petals and dried lychees - ingredients that came from Taiwan.

"I fulfilled my dream. I was able to brighten the name Taiwan," he said then.

His Wu Pao-chun Bread bakery, which opened in Kaohsiung in late 2010 to much fanfare, reportedly racked up sales of more than NT$200 million (US$6.68 million) last year. The pineapple tarts he sells are named after his mother, the late Madam Chen Wu-hsien. The youngest of eight children, he was raised by the widow in the southern county of Pingtung.
He quit school after junior high - the equivalent of secondary school in Singapore - to become a baking apprentice in Taipei, as he could not bear to see his mother slog to make ends meet. But, despite his culinary and business achievements, he was turned down in his applications to the Executive Master of Business Administration (EMBA) programme at the National Chengchi University and National Sun Yat-sen University.

EATING bak kut teh and other Singapore favourites would be great, but what celebrity baker Wu Pao-chun really hungers for when he begins an executive MBA course in the country is the know-how to run his burgeoning business, he tells The Straits Times.

Mr Wu's plan to study at the National University of Singapore (NUS) in July has caused something of a nationalistic uproar in Taiwan. But he believes it is time to venture out of his comfort zone of bread-making and school himself in finance, logistics and the management skills befitting an entrepreneur.

Mr Wu announced on the Facebook page of his shop, Wu Pao-chun Bakery, that he had accepted an offer from NUS to enrol in its Asia- Pacific Executive MBA course. For the next two years, he will attend 10 days of intensive lessons every three months. The programme is conducted in Mandarin and features field trips to countries in the region.

"I'd asked many Taiwanese friends about the programme and they told me it would give me many opportunities to learn," he said of his choice of NUS.

Mr Wu shot to fame after winning the Master Baker title in the bread category of the prestigious Louis Lesaffre Cup in France in 2010. His three-year-old shop in Kaohsiung racked up sales of more than NT$200 million (S$8.4 million) last year. His second shop, in Taipei, is due to open in August.

The high-school dropout also expressed his frustration with Taiwanese universities' graduates- only entry criteria for their EMBA programmes. Many Taiwanese, including President Ma Ying- jeou, have called for the laws to be revised. The education authorities promptly did so. The revision has been nicknamed the "Wu Pao-chun clause".

Mr Wu said yesterday that he never expected his comments to stir so much controversy. He talked enthusiastically about his upcoming stint as a lecturer at National Taiwan University, where he will teach the finer points of farming and, of course, baking. He will also attend selected business management classes at the school, on top of his studies at NUS.

Some companies would naturally love their underpaid employees.  They would bank on your guilt and sense of obligation to keep you from leaving.  Some older gen workers would rather not quit a company that has underpaid and under-appreciated them for years.  If you think or suddenly gotten up from bed and woke up realising all these years you’re not being treated right or mistreated properly, you may have to leave for better treatment or what they say commonly, "greener pasture"...... if there is such these days of poor economy led by the downfall of big economies..

Did your company pay any part of your MBA or MSc study?  If so, how long do you have to work for them without having to repay the cost of tuition? Usually you are bonded for two to three years and of course the company do not expect you to leave the company after that.  However, on the other hand, it would be unfair to let yourself be held hostage at a meager monthly sum and $100,000 less per year than another company would pay you because of a $20,000 repayment required should you decide to call it a day.  If the company did not pay  part of your tuition, then I think you don’t have to consider that in your decision calculus.   There are more reasons than salary to stay at a job.  For one, in this economy, any job is a blessing and there are people who would love to take your place.  Work-life balance is another huge one.  Sure, you can make more money somewhere else, but are they going to let you work one day a week from home?  Sometimes location really gets you–if you live in a less populated area, switching jobs can mean moving, and you don’t want to uproot everything for a strange new work place and town.

But then, you decided you want to stay.  You just want to be recognized for your skills and experience.  Let's think about what should you be thinking then :

1. What is it that you can and couldn’t do before your MBA?  Note that I said “do” not “know.”  You may know a ton more, but does that translate into things that are helping your company?  For instance, you may have studied complex international finance policies in school, but if your company deals with nothing more international than ordering Mexican food for lunch, it’s not helpful to them.
2. Why would they list a vacancy at a higher salary then you are making?  How in the heck should you know?  Well, if you think you need to know, Go ask.  Ask straight out what it is that you are not doing that they expected someone in this position to do.  Expect some sputtering.  It may well be a case of stupid policy, such as not giving an existing employee more than a 10% increase.
3. Are you prepare to make more money elsewhere? We all are sure we’re fabulous and all that, but could you really make more elsewhere?  Say you only have 2 years of technical experience plus the MBA.  The market is flooded now in the marine and offshore sector, so they may well be paying you precisely what you’re worth to them.  It’s not the job of a company to pay you what you need to live your chosen lifestyle.  It’s their job to pay you in accordance with the amount you can help the organisation or section. And remember in big organization, no one is indispensable no matter how high or senior you are in the company.
4. Do you need to asked directly for a raise? You say you got a fabulous retention bonus, EVA, extras,etc.   Your bosses may think, “Gee, weren’t we generous with that retention bonus?” and have no plans to give you a raise.  They may not know that you think you deserve one.  After all, they may feel like they’ve adequately compensated you for your increased skills.  You need to spell it out for them.
5. Do you need to show that you are more valuable. Make a list of all the functions you do, along with a description of how you do them.  If you have the chance to write a self-appraisal, now is the time to do so.  If you need to, try to make it obvious that you are underpaid.  Make it extremely obvious that you are technically experience and well informed on the technological arena.  This is not the time to be modest.  Save that for dinner with your in-laws.
6. If you need to be moving on. It’s a sad truth, but sometimes companies just won’t ever appreciate you or realise how you have contributed to the organisation until someone else wants to buy you out.  But, if you’ve talked repeatedly about your undying devotion, or how you can never leave because you live across the street, they just won’t see any reason to increase your salary.

Personally, the three letters MBA on your resume are not going to make you automatically more valuable. I have my MBA and believe that without a doubt it has helped me to grow into the position I have today. I am also very fortunate to have given another Master course to pursue after my p/t MBA and this really given me another overview of the marine technology where everyday I am still in the learning process. I would not have achieved what I have without the skills I've learned along the way. An MBA rounds out a person's skills to help bring "the big picture" into perspective. In time, the rewards will come from the value you'll bring to a team....not three letters behind your name.

P.S. Never try to go to your employer with an offer from another company. That would be your biggest mistake if you somehow foolishly err on this move. Even if some company try to buy you out, you've planted the seeds of disloyalty with your present one and you'll ruin your career in the long run or at least make a bad name in your record. Instead, try approach with why you feel you deserve more but do not try to be hardup. If they choose not to pay you what you feel you're worth, then you can actively seek other options with a clear conscious.

Having an MBA is a sign of potential, not performance, so the key question is to identify how performance has changed as a result of the MBA. One reason I find p/t MBAs - where students continue to work while doing their studies - much more successful (for both the student and the company) than f/t MBAs is that the student has many opportunities during the program to discuss their learning with their peers and bosses and put new ideas into real practical practice. They can put markers down about their improved performance as they go along. This makes it much easier to negotiate job changes and pay rises after the studies have been completed.

Need SWOT check on your business health !

When you are running your own business, be it small or medium enterprise, having some understanding of basics and knowledge of the financial health of your business is fundamental to helping you decide what you can and should do. It is not just leaving it to your managers to provide you the financial statement and telling you the bolts and nuts of each underlying dollar value terminology. Plenty of information on the financial health and performance of your business can be obtained by analysing your financial statements through various financial ratios. Comparing these ratios against past performance and similar businesses will help you identify the strengths and weaknesses of your business. You need to look at historical datas of your business trends and where is it moving on, you could also do better forecasting and check on your inventories looking at the overall market situation.

The SWOT analysis ( one of the "must" topics in MBA course for years and I am not sure if this theory still going to stay for long ) is a valuable step in your business situational analysis. Assessing your firm’s strengths, weaknesses, market opportunities, and threats through a SWOT analysis is a very simple process that can offer powerful insight into the potential and critical issues affecting a venture.

The SWOT analysis begins by conducting an inventory of internal strengths and weaknesses in your organization. You will then note the external opportunities and threats that may affect the organization, based on your market and the overall environment. Don’t be concerned about elaborating on these topics at this stage; bullet points may be the best way to begin. Capture the factors you believe are relevant in each of the four areas. You will want to review what you have noted here as you work through your marketing plan. The primary purpose of the SWOT analysis is to identify and assign each significant factor, positive and negative, to one of the four categories, allowing you to take an objective look at your business. The SWOT analysis will be a useful tool in developing and confirming your goals and your marketing strategy.

SWOT analysis

You should undertake a SWOT - strengths, weaknesses, opportunities and threats - analysis to determine the state of your business, its capacity to recover now the downturn is over, and what additional capacity may be needed.

When analysing opportunities and threats, you should:

·  Research changes in customer taste

·  Research how the tough times have affected your suppliers and competitors.

·  Determine what changes may need to be made, including adding capacity to your business, shifting capacity or disposing of excess capacity.

Review your business plan and rewrite where appropriate

You should review your current business plan to ensure it reflects the capacity of your business and the the ability to grow that capacity. You should consider where you want to take your business and understand any uncertainties that remain. Important areas to focus the plan on include:

·  How to expand capacity

·  How much such expansion is likely to cost

·  How the business is going to pay for such expansion.

Focus on innovation and efficiency

When a business is in recovery mode, it is likely to become more innovative while keeping a strong focus on efficiency. Areas innovation should be limited, while staff should be empowered to search for new opportunities. To ensure limited resources are focused on the most promising innovations, pre-action reviews of projects should be undertaken.

Take advantage of opportunities

Businesses that now find themselves in a strong financial position should consider opportunities to expand. Opportunities may be favourable, as some asset prices remain depressed.

Review and revise your marketing plan

You should consider reviewing and revising your marketing plan. Such a plan should reflect the likelihood of limited resources continuing to be a constraint on marketing activity. It is, therefore, important that your marketing plan be focused on helping improve the cash position of your business, its profitability and promoting any new - or revived - products and services.

A marketing plan for a business seeking to recover should:

·  Focus on sales that have high margins and bring in cash quickly

·  Reward staff for sales of higher-margin products and when payment is received

·  Avoid discounting, unless it can achieve a better gross profit margin through increased sales

·  Measure the success of each promotional activity or campaign

·  Encourage customers to pay at the point of purchase or pay early.

Remain focused on improving cash position

Focus on improving your cash position by improving working capital management - such as by reducing stock levels, increasing the percentage of cash sales and reducing the time you give debtors to pay. Such moves add to your cash reserves, which can be an important source finance.

Focus on improving profitability

Amid the recovery, discounts and other incentives introduced to improve your cash position during the tough times should be removed, so you can focus on improving profitability. Increased profitability builds retained earnings, creating another internal source of finance.

Funding recovery efforts

When considering borrowing from a bank, a business should:

·  Determine what the funds are to be used for and the time they are required

·  Be realistic about the amount of funds that can be afforded

·  Determine the level of security that can be offered

·  Start early.

Addressing weaknesses in your business

The actions a business may have taken to get through the slowdown can have negative consequences that may need to be addressed amid the recovery. Activities that may need to be undertaken to address the consequences of actions taken during tough times include:

·  Increase stock

·  Pay down high-priced external debt

·  Broaden the focus of sales

·  Revisit staffing arrangements

·  Beware of a false recovery.

Are older Rigs worthwhile to be upgraded?

The drilling or completing of exploration and development wells in today's offshore business will likely to continue to place an increasing demand on the present ageing Semi-Submersible fleet in the offshore presence.  In respect of development drilling, operating and drilling companies require more complex wells to be brought on line in a timely and efficient manner such that the production cost per barrel is minimised. The need to enhance the capabilities of existing old Semi-Submersible units in order to meet these needs has never been greater. It is important that Operating Companies and Drilling Contractors align their respective goals both technically and commercially in order for both to remain competitive within their respective markets, and meet the needs of offshore activities,etc.

Some of the enhancements on the old rigs to cater for deeper water operation and more severe environment condition require the vessels to undergo some major conversions at shipyards before they are able to meet the new operational requirements, these include other considerations like :

* The change in the type of wells drilled in the offshore over the past few years, and also the type of wells that will be required in the future.

* The age and capabilities of the existing semi-submersible fleet.

* The change in market availability of semi-submersible units in the other sector.

* Rig characteristics required for the enhancement of current and future performance.

* The importance of Drilling Contractor and Operating Company goal alignment for performance improvements.

* The upgrading of second/third generation semi-submersible with (a) active heave compensation (b) 7500 psi circulating system (c) enhanced solids control capabilities, and the associated benefits plus rational behind these upgrades.

* Annual savings in the region can be achieved with the upgrades, depending on the daily operating costs and the total cost of upgrades including the life expectancy and extended useful life after the upgrade. Usually old rigs have gone through probably 30 years of service life and will only be extendable for another 25 years depending on the condition of the steel hull.

Over the past years, there has been a dramatic change in the type of operations performed by semi-submersible drilling units in the North Sea, gulf and other benign region, however, recent development started to look at far greater focus on directional subsea development projects along with deep water and HPHT wells, as opposed to the conventional exploration and appraisal wells. There is increasing trend towards bringing previous discoveries which were considered to be marginal from an economical prospective, on line by using new subsea technology coupled with reduced drilling costs through performance improvements. This change in activity coupled with a steady rise in the average age of the existing fleet of rigs forces us to ask the question, "How suitable are these existing units in terms of performance optimisation for the type of work that is currently being undertaken ?" Looking at the economics point of view, it may seem like conversion of old rigs may not be that economical than have new builts in the long term as well as the destination of the rigs to be operated. More importantly as an industry we must be asking ourselves the question, "How can we improve performance and within the operator's budget as well as meeting the performance required at site specific?" Alot of studies have to be initiated into reviewing the potential performance improvements that could be achieved through the upgrading of an existing semi-submersible unit and working out the sums right within budgetary plans. These potential performance improvements and economical impacts were also viewed in light of the rig type and the work programme that has to be executed.

Other major items on board the rig which impact the decision of conversion are :-

- Power generation of the rig
- The mode of mooring or using DP ( dynamic positioning ) to position the vessel on location
- The efficiency of drilling and handling of subsea operation
- The different types of rules and vessel notations to meet the site specific and classification impact
- The renewal of the existing systems to meet higher demand of the rig
- The number of crew onboard with upgrade as it would mean more men to handle a bigger and more complicated vessel to be operated
- The gain in variable deck load carrying capacity after extending and increasing the "bouyancy" of the vessel to allow it to carry more capacity and performance more offshore tasks
- Other aspects of the rig, such as rig motions with increased in pontoon sizes where waterplane area has related effect on motions, etc

Some of the features of upgrading are shown in below video :-

Basics of Offshore Well drilling

Common drilling of wells are two basic types —exploratory, i.e. to find new oil or gas deposits  and development, i.e. to prepare the discovery for production. Water depths range from 50 to 400 feet for jack-up rigs to up to 10,000 feet for semisubmersibles and other types of vessels like drillships.

Before drilling an exploratory well, an operator will conduct geologic surveys of an area to determine the potential for oil or gas deposits. The operator then hires a drilling contractor to drill exploratory (also term “wildcat”) wells offshore. The oil company chooses the location and supervises the operation, which may take as little as 15 days or as long as 12 months to drill a single well depending on the complexity of the project.

Offshore rigs are designed for efficiency in living and working, with emphasis on keeping the rig steady in gulf or ocean waters. Offshore wells are drilled in much the same way as their onshore or typical landrigs  —with several allowances for the offshore environment. A string of tubes made from lengths of steel pipe permits drilling fluids to move between the rig—at the water’s surface—and the sea floor. This tube is called a “riser.” Such riser exists only on deepsea semi drilling, as for jackups, we normally call them drill string. The riser is fitted with ball-and-slip joints that permit the long string of riser pipe to move up and down and bend slightly with the wave-induced movement of the rig.

The well is drilled using a length of slender steel pipes and other tools that, connected, comprise a “drill string.” At the bottom of the string of pipes is a hole-boring device called a “drill bit.” Heavy sections of pipe, called “drill collars,” add weight and stability to the drill bit. Each ordinary pipe in the string is about 30 feet long and weighs few hundred pounds; drill collars can weigh 4,000 Pounds or more per 30-foot length.

As drilling proceeds, and the well gets deeper, the drilling crew adds new sections of drill pipe to the ever-lengthening drill string. Hydraulic devices keep constant tension on the drill string to prevent the motion of the rig and riser from being transmitted to the drill bit.

The drill string is lowered through the riser to the sea floor ( this is the case for semi drilling), passing through a system of safety valves called a “blowout preventer” (BOP, pronounced “B.O.P.”). This stack of multiple safety valves is designed to contain any natural pressures that the drillers might encounter beneath the Earth’s surface. Its purpose is to prevent a possible “blowout”—an uncontrolled eruption of oil, gas or wellbore fluids due to excessive natural pressure.

 
Basics to Drilling_choong
 

Offshore Drilling Mud solids control

The drilling fluid called mud only looks like mud. Actually, it is a complex mixture of water or oil, clays, and chemicals. It's composition and properties have been carefully studies and tested. The study is closely associated with chemistry, math, and physics. The term mud refers technically to a suspension of solids in water or oil, while drilling fluid is a broader term including air, gas, water, and mud.

Drilling fluid is the more appropriate term for including all types of fluid used, but term mud is preferred the field for in naming the most common type. The drilling mud basically perform the following functions:-

1. Removal of Cuttings

2. Control Formation Pressure

3  Prevent Caving

4. Caking off Per. Formations

5. Suspension of Cuttings

6. Release of Cuttings

7. Cooling & Lubrication

8. Formation Damage

9. Formation Evaluation

10. Corrosion

Common types of mud used are :

1. Polymer Muds - incorporating generally long-chain, high-molecular-weight polymers are utilized to either encapsulate drill solids to prevent dispersion and coat shales for inhibition increasing reducing loss inhibition, or for viscosity and fluid loss.

Various polymers are available for these purposes, including acrylamide,cellulose and natural gum-based products. Frequently, inhibiting salts, such as KCl or NaCl, are used to provide greater shale stability. These systems normally contain a minimum amount of bentonite. Most polymers have temperature limits below 300°F, but under certain conditions, may be used in wells with appreciably higher BHTs.

2. Oil-based muds. Oil-based systems are used for a variety of applications, where fluid stability and inhibition are necessary, such as high-temperature wells, deep holes, and where sticking and hole stabilization are problems. They consist of two types of systems:

a. Invert emulsion muds are water-in-oil emulsions, typically with calcium chloride brine as the emulsified phase and oil as the continuous phase. They may contain as much as 50% brine in the liquid phase. Relaxed, invert emulsion muds are a “relaxed” emulsion, and have lower electrical stabilities and higher fluid-loss values. Concentration of additives and brine content/salinity are rheological, filtration and varied to control emulsion stability.

b. Oil-based muds are formulated with only oil as the liquid phase and are often used as coring fluids. Although these systems pick up water from the formation, no additional water or brine is added. All oil systems require higher additional gelling agents for viscosity. Specialized oil-based mud additives include: emulsifiers and wetting agents (commonly fatty acids and amine derivatives) for high molecular weight viscosity; high-molecular-soaps; surfactants; amine treated organic materials; organo clays and lime for alkalinity.

3. Synthetic muds. Synthetic fluids are designed to mirror oil-based mud performance, without the environmental hazards. Primary types of synthetic fluids are esters, ethers poly alpha olefins and isomerized alpha olefins They are esters, ethers, olefins. environmentally friendly, can be discharged offshore, and are non-sheening and biodegradable.

Mud weight, or density, is the weight per unit volume of the mud. With simple water base mud a mud, density can be regarded as measure of the suspended solids.

Excessive solids can:
􀂾 cause wear on pumps bits drill strings; and 􀂾retard penetration rates;
􀂾cause a thick filter cake to be deposited on permeable formations;
􀂾cause fluids loss to the formation;
􀂾causes unnecessary work for the pump, having to push unwanted weight in the circulating fluids.


Solids Control