History Of The Industrialised Building System Construction Essay

History Of The Industrialised Building System Construction Essay Steel framing construction is classified as one of the Industrialised Building System. However, Industrialised Building System (IBS) is common in construction industry in Malaysia. Steel framing is becoming more common in residential construction. The use of steel for framing residential construction has both advantages and disadvantages. Steel frame elements are manufactured in the factory and then will be transported to a job site for installation once it passed the inspection on it quality standard. This method has its own significance and shortage. Construction site take very high attention on the safety aspect especially when the construction is running. Safety is an issue that has no end and every year will have accidents occurred on construction site. However, it can be lead to accidence that may cause injured or dead to worker or public. Steel framing construction also having their own risk and hazard in its construction process during the installation component although it was convenient to install. For example steel column base plates are a fundamental component of a steel structure. Poor base plate installation can lead to steel columns tipping over, which can cause severe injuries or death to worker in the area. The experiences contractor on steel framing installation knows there are procedures required to pull off a high level of quality, customer satisfaction and most important safety. To make installation run smoothly it is the best to have experienced worker or else have a good safety and health management to guide and control the workers to comply with the safety rules. By the way, the major problem was poor attitude of the worker and poor management system. Aim and Objectives The overall objective for this proposal is to investigate and evaluate the safety aspects in steel framing construction. The specific objectives of this study are as follows: 1. To study the process of installation steel framing component. 2. To identify the safety aspect and the requirement during the installation process steel framing component at site. 3. To identify the level of safety during installation process at site. Problem Statement The Industrialised Building System (IBS) is not a new approach in Malaysia. It has been introduced in Malaysia since 1966. However, the most steel framing construction accidents occur because the developer or contractor lack of proper planning or using the unsafe equipments and do not follow the correct method when installation. Apart from this, unsafe site condition, not using the safety equipment that was provided, and poor attitude of workers toward safety during installation process also the issues that causes accident. Therefore, it indicated that there is lack of consideration of safety and risk evaluation in IBS construction. Based on the information from Social Security Organization (SOCSO), Malaysia recorded a worrying increase in the numbers of accident occurring at construction site. It shows that a total of 4654 out of 73858 industrial accidents recorded in 2003 were come from the construction industry. (Mohammed Taher Alashwal, 2008). But it different if used steel framing system, the statistic from CIDB shows the accidents are 50% from heavy lifting, 20% installation, 10% other factor, and other 10% from during transportation component to storage accidents. Scope of study The scope of this study is focussed on safety aspects on installation of Industrialised Building System (IBS) which specific in steel framing construction. This study is to identify the safety aspect during the steel framing construction at the installation stage. The information will be collected from observation, interviews, internet resources, journal and some of the documents. 1. This study covers Industrialised Building System specific in steel framing. 2. This study identifies the safety requirements within the installation stage of steel framing construction. 3. Information will be collected at Kuala Lumpur and Selangor area. Methodology Interview In this research proposal, interviewed is to be conducted with the contractor which are using steel framing system for their project or any other relevant position of staff within construction site to get the information. 4 to 5 interview question will be set which related to my research objective there are to identify the safety aspect and requirement during the installation process of steel framing component at site and to identify the level of safety during installation process at site. After that, I will do an summary based on the information that I collect from the respondent. Face to face interview will be conducted and several questions will be asked and the answer will be recorded down. Face to face interview is chosen because it was very convenient for the respondent and interviewee to discuss and different date collection techniques can be used for example open-ended questions and visual aids can improve the understanding of interviewee. Desktop based review To improve my understanding and experience to do future thesis, I will using desktop based review as my secondary data collection techniques which reading through the articles, journal papers, conference papers, books and websites browsing related to my title. Through this method I can have better understanding on the process of installation steel framing component before I go to the construction site visit to do observation. So when I go to the site visit, I can directly go to the point of the installation process and can easily understand the information given by the respondent to get the good idea to write my research. Review of previous research and book done by other people also make me more familiar with the correct way to do research in this topic and also increase the accuracy. Observation Besides, observation will as my one of the method to collect data to identify the level of safety during installation process at site. Besides, I also will observe on the process of installation steel framing component to fulfil my objective. I will make appointment with the contractor which using steel framing system to have a site visit at his construction site to observe the going of project specific in installation process of steel framing system. I also will take a reference on the lay out plans for steel frame component, steel frame installation guide, and other communications which provide by contractor. The important of study Through this research, the contractor which specific on steel framing construction can use this as a guide for them to review their safety requirement when installation of the steel framing component to reduce the rate of accident of construction work in Malaysia.

Development Of Metro Rail Tourism Essay

Development Of Metro Rail Tourism Essay The functioning of Mumbai depends mainly on the transportation system for the movement of people and goods in, out and around Mumbai. It is evident from the past that introduction of railways in Mumbai has resulted in the economic growth of the city. The current public transportation depends largely on the trains and buses. As per the data by Brihanmumbai Electric Supply and Transport, 2003 and Indian Railways, 2002, Mumbai is the only exceptional city in India which has most extensive rail network carrying more than 5 million passengers a day- 58% of total public transport passengers as compared to 42% by buses (cited in Pucher Korattyswroopam, 2004). Even after a decade, the population of Mumbai is heavily dependent on the railways as their primary mode of transportation. The citys suburban railway was built to accommodate 1700 people, but today carries more than 3 times its actual capacity. Moreover, it is said that a fleet of around 200 railways make more than 2000 trips across the city which is still proving to be insufficient day by day. The suburban trains handle a commuter population of 6 million every day, which is equivalent to the size of Sydney city. The trains also run at a very good frequency providing the right kind of option for travel (Nallathiga, 2008 p. 38). Buses too are being exploited and the roads are not capable enough to hold the burden of ever growing population. The roads, railways and the buses are getting more and more congested due to urbanisation. Moreover, there is no scope to extend this city as it is geographically surrounded by water. So the only options which remain are either to shift the traffic under the ground, over the ground or on the water. Owing to this situation, it becomes essential to investigate the transport system and come up with solutions capable enough to handle the burden in the future. It would not only strengthen the backbone of this financial capital of a rapidly growing country but will also release a l ot of pressure on the current transport facilities. Over the years, there have been many suggestions and recommendations which have been given for the development of Mumbai. Many of these projects are successfully completed or are either under construction. This research will primarily focus on the upcoming Metro Rail project which is being considered as a subordinate to the overcrowded suburban railways. The study will revolve around the difficulties faced by the project managers in implementing their decisions on such a huge scale and the strategies they need to overcome these problems. At this current stage the construction of the Metros first line which is 11.7 km stretch is under construction and is considered to be almost ready for the testing. The original deadline for the project was August 2012, but due to delays in getting right of work (ROW) permits from the government and other clearances for the project, the project will eventually see operations by the end of this year (Kumar, 2012 [online]). This can be treated as the f irst failure of the project and its management as it will be not be able to deliver the Metro Rail facility as per the committed schedule. At this point of time, a comparison of the project reports of Delhi and Kolkata Metro projects can prove handy in avoiding mistakes committed in past. Critical analysis of these reports can help in foreseeing the approaching management issues and take necessary steps. Metro rail is a huge project (as seen in figure 1.1) with many expectations to fulfil. Efficient and scheduled performance will not only benefit the economy but will also provide relief to the people of Mumbai, Government and the over stressed suburban railway. The findings from the project reports of the Metro Rail in Delhi and Kolkata can help in recognizing the threats that might affect the development of the Metro Rail in Mumbai. It will also find out the main weaknesses due to which certain plans in those projects had difficulties in successful implementation. Similarly, it wil l also benefit to understand the strengths of this project as well as the opportunities it has or will have in the future to capitalise and develop the project in a way that will pass on maximum benefits to its consumers and stakeholders. Developing a sustainable and robust transport system will contribute a big deal by laying a strong foundation to the progress of this city. The success of this research is necessary as this may further instigate a movement for a better and an efficient model of transportation system in urban cities and bring out the importance of project management in government projects across the country. mumbai-map.gif Fig 1.1 Existing Suburban Rail Map with upcoming Metro Rail routes [Source: www.urbanrail.net] Theoretical Underpinnings: The pursuit for conducting this research began after watching a couple of documentaries on the city of Mumbai. The first one was a National Geographic production known as Megacities which looked into various aspects of working models of huge cities around the world. Mumbai was the city in one of its episodes. The transportation system portrayed in it fascinated me. This was followed by a bit of research and then I came across a documentary on Bombay Railways presented by the BBC. Being born and brought up in this city, I have experienced the crowd in the trains and other public transportation. But after watching the documentaries, it inspired me to conduct a research in this area to understand the way in which projects are planned and managed at such a high level where the pressure of performance and urgency to deliver is enormous. My next point of reference was a report published by McKinsey and Company in the year 2003 which laid a plan for rehabilitation of the city of Mumbai. The se few intelligence sources form a background to my research. The focus then shifted to one of the recommendations given out in the McKinsey report being constructed in Mumbai which is the Metro Rail. This forms the main topic and the research will be conducted to overview the project management difficulties and complexities faced while carrying out such a big project in the huge city of Mumbai. Mentioned below are the theoretical academic sources that form a part of obtaining knowledge for the chosen topic. Project Management: A systems approach to planning, scheduling and controlling (2009): To commence every research, one needs a solid foundation of understanding the subject area. For project management the above mentioned book stands to be a guide. After the PMBOK (Project Management Body of Knowledge), the official project management guide by Project Management Institute, this is referred as a textbook for the certificate examination. The book is in its 10th edition written by Harold Kerzner, with more than 2500 citations. This book explains projects in various stages and gives a systematic approach towards its management. This book suits a beginner level of understanding of Project Management giving an easy understanding of basic principles. It accepts and inculcates changes taking place in the current business scenario and moreover explains them by giving case studies. The main purpose of using this book is its thorough explanation on organisational structure which would prove beneficial to understand the complex organisational structure of the public sector organis ation in India. It also includes chapters on Time and stress management, risk management and quality management which can prove beneficial for the comparison of the ongoing metro projects and its various dimensions. Successful Project Management (2005): This research deals more with the success and failure of projects. For Government projects, many like the metro rail that is being analysed in this research, it is important to maintain the balance between demands of the public, project that has been undertaken and the final product that is being offered. Successful Project Management is a book written by Trevor L Young. It starts by defining success and what it means to various people measuring it. It even takes the reader through the technical terminologies of project management and leads its way through to the steps of managing projects successfully. This book has no more than 30 citations but will be very useful for this research because the Metro Rail project needs to be measured for its success. Success means a very big deal for the projects like Metro as it is being constructed to improve the present infrastructure of a city. Moreover it even uses public funds for its construction; therefore the expectations of return from the stakeholders will be higher than any other private projects. Mass Urban Transportation in India (2008): This journal article helps in shifting focus from the project management literature to understanding the issues in mass urban transportation system, especially in Mumbai. The article is written by Ramakrishna Nallathiga who explains the growth and urbanization of Indian cities and its relation with the development of three modes of transportation i.e. rail, road and water. It tests three different cities for its development in mass transportation systems and gives out recommendations for its growth. The author takes Mumbai, Delhi and Ahmedabad as samples, defines the background of each of these citys transportation systems and tries to prove the importance of developing a robust transport system. Though the paper is not very well written, it can prove beneficial for this research as a source for a lot of valuable data compiled by the author, which would save a lot of valuable time and resources. Evaluation of Public Transport Systems: Case Study of Delhi Metro (2005): As the research gains more depth and focus, the next step will be going through the case studies. Since Mumbai Metro project is yet to be functional it might be difficult to gather all the required data. Also comparing similar Metro Rail projects already constructed in other cities of India can help in getting an idea of the issues faced by the management and examine the factors which can affect Metro Rails success when it starts in Mumbai. This journal article helps creating a literature base of the case studies. There are similarities in the objectives of this journal article and to what this research is trying to find out. The authors Mukti Advani and Geetam Tiwari try to test the success of introducing Metro Rails in three different cities in India. This will assist me in developing a critical vision to inspect the intelligence data and the documents collected from the respective organisations. This document has covered Metro Rail projects in Delhi, Chennai and Kolkata, two of wh ich shall form to be a part of this research too. Hence, linking this journal article with the Mass Urban Transportation in India article will help in gathering a lot of data and can create a platform to develop arguments once all the documents and intelligence that will be gathered. The academic sources mentioned above can set off this research with a strong base of knowledge and provide direction to further research and analysis of the secondary data and intelligence sources. These four sources are connected to each other in order of which they have provided guidance and focus for the topic of this research. The topic chosen will no doubt have many complexities, which will be systematically dealt with the proper use of research methodology. Research Methodology: This research proposes to look into the complex issues of the transportation system of one of the worlds biggest cities. It focuses mainly upon the upcoming project of Metro Rail in Mumbai and the factors affecting its construction and the problems that might affect its functioning in the future. Gathering secondary data and intelligence would prove insufficient because of the nature of this research. Collecting firsthand information and primary data particularly focussing on this research can actually help in understanding the difficulties faced by the local authorities in implementation of the plans. Hence, most of this research will be conducted in Mumbai where I will as a researcher involve myself as a part of it. Having interest in photography as well, I plan to even take some pictures for the research by myself. The research is related to social science shaping into the path of interpretive paradigm. This approach proves to be beneficial to the research because of various reasons. Interpretivists attempt to minimize the distance between the researcher and what is researched (Collis Hussey, 2009). This helps in accessing and analysing the information and is a part of the researcher himself. However as the participants are human beings, the reality is subjective and multiple depending on their view points. On the other hand it also provides a benefit to the researcher to keep an open mind and think in different directions as per the data collected. It also links to the methodological approach being used to conduct a research. Interpretivism uses an array of methodologies to help the researcher build up on a strong research. This research will be primarily based upon the intelligence such as documents provided by the local transport authorities, newspaper articles, etc. supported by the evidence in academic journals, research papers and books. Document research will be the methodology applied in analyzing Public documents. Department of Personnel and Training, Ministry of Personnel, Public Grievances and Pensions have setup an initiative known as Right to Information Act, 2005 giving power to the citizens to avail the information published by the State and Central Government Legislation. This would prove beneficial to gain access to the documents related to the project. Mumbai Metro Rail project is the joint venture of Mumbai Metropolitan Region Development Authority (MMRDA) which is a public body, funded by the Reliance Infrastructure, a public limited company. Familiarizing oneself with these kinds of research materials can be an extremely time consuming activity, mainly because of the vastness and det ail of documents associated with official events and enquiries (Bryman Bell, 2011 p.550). It stands to be the main drawback as it might prove costly in conducting research with limited time. This will need a lot of time management which no doubt is challenging but if followed properly, will turn out to be the main feature of this entire research. The other drawback of document research is the validity and credibility of the data being used. The question of credibility raises the issue of whether or not the documentary source is biased (Bryman Bell, 2011 p.550). At this point of time, intelligence sources like newspapers, websites and magazines will help in confirming the validity and the credibility which might help in getting a clear view of actual scenario. Critical analysis of the public documents will be a priority in conducting this research. The public documents provide a lot of information both qualitative and statistical which would help a great deal in understanding the si tuations in which strategic decisions are made. Kolkata was the first city in India to adopt the Metro rail system. Delhi is also equipped with this system in the recent past. Therefore a case study analysis will also form a part of this research in which the project management of the Metro Rail systems in Kolkata and Delhi will be tested to provide data that will help in suggesting recommendations to the Mumbai metro rail project and build up a strong base of literature for the research. Studying cases of Kolkata and Delhi will also help in understanding the change in the strategic decisions taken over the period of time while undertaking the construction of these projects. This data will be collected from the secondary sources like journal articles or periodicals written by the government authorities to review their decisions taken on a particular project or by the management researchers conducting independent research. This approach will slightly direct the research towards quantitative research methodology. But this method wil l help in acquiring a lot of useful quantitative as well as qualitative data within a very short period of time and within the available resources. Secondary analysis is the analysis of data by researchers who will probably not have been involved in the collection of those data, for purposes that in all likelihood were not envisaged by those responsible for data collection (Bryman Bell, 2011). There are various advantages for using this method of data collection. The most important one is that the data collected will be reliable and of high quality as it will go through rigorous examination and scrutiny being conducted by the organisation itself to analyse their performance. At the same time there will be some drawbacks of using this methodology too. Complexity and lack of familiarity with the data will need some attention while using this research technique (Bryman Bell, 2011). Analysing and filtering the data as per the need of this research will be important to ensure the quali ty of work. This particular research is being carried out for a taught masters dissertation which puts a restriction on the time limit. Taking this research to a further level it would have been interesting to interview people who have worked for this project and also to interview commuters to ask their experience by travelling in Metro. That would have helped in understanding the effort and planning applied by the project managers and also the true success of this project. Time Plan: The main research is planned to be undertaken after the proposal is marked and accepted. As it is planned to be in Mumbai, I will fly back there on the 30th of May 2012. I shall be returning home after almost 10 months, so I wish to take a break and go on vacation with my family for 15 days. From 15th of June 2012, I shall start with the data collection process of my research. I have divided the whole data collection process in two different stages. The first stage will be going to the offices of MMRDA and Brihanmumbai Municipal Corporation and collecting as much data in the form of public documents relevant to the research. The process is quite lengthy and time consuming and shall require a lot of formalities too. Therefore, I have allotted around a months time for the same. I also wish to take some photographs of the site where this project is being constructed. In the meanwhile I will start with the stage two of the data collection process i.e. collecting literature on the Project Management and Managing Transport related projects. After having sufficient literature for the topic and gathering data, I plan to start with analysing the data. From 20th of July, I shall start with the analysis of the data with the help of intelligence sources like websites and newspapers. Simultaneously, I shall even start preparing the drafts of the dissertation. Co-ordinating with my tutor, I shall send my first draft by the first week of August. Once I start writing the dissertation I plan to send drafts to my tutor every 10 days for 3 or 4 times. I have set a deadline of completing the dissertation by the first week of September i.e. before the 9th so that it allows me ample time to get it proof read from my friends who work in organisations as managers themselves and also from professionals/ managers in the Mumbai Metro project if at all they are willing to help me with it. After it is finalized and approved the final copy will be printed and bound before submitting it on t he 25th of September 2012. I even plan to take up a job after going back home, which I look as a potential threat in my research process. But completing my graduation stands as a priority and as much as possible I shall stick to the plan that I have chalked for the entire process. Ethical Consideration: By conducting this research, I accept the responsibility of doing it professionally. I assure that the research shall be within the framing of Basic Research Principles. I also assure to do this research with honesty without abusing or exploiting the trust and knowledge of the respondents. I shall not make any false or misleading statements regarding my own information or my institution of research. There would be no harm, physically or mentally to any of the participant or to those of whom the information is being used. Its findings are unlikely to cause any damage to others who are not involved in it and the participation of the respondents shall thoroughly be voluntary. I ensure that the research shall be designed, carried out, reported and documented accurately, transparently and objectively. I take the responsibility of producing this research in limits and framework designed for research practice. The research will not use any kind of controversial interviews or questionnaires which could breach the personal space or integrity of the participant. The case studies and articles used to gather secondary data and samples will not be misrepresented in anyways and will be purely used to give out positive effects towards the research and society. This research will not violate any community standards by any means. (Source: www.esomar.org [online]).

The Murder of James Byrd Jr. Essay -- Essays Papers

The Murder of James Byrd Jr. In June of 1998, a sadistic murder of a middle-aged black man from Jasper, Texas, rekindled memories of lynching practices from the blood stained American past. James Byrd, Jr., 49, was beaten savagely to the point of unconsciousness, chained to the back of a pickup truck by his neck, and dragged for miles over rural roads outside the town of Jasper. It is believed that Byrd survived through most of this experience, that is, until he was decapitated. Three white men, John William King, 23, Shawn Berry, 23, (both of whom had links to white supremacist groups) and Lawrence Brewer Jr., 31, were arrested. Brewer and King were sentenced to death for a racial hate crime that shocked the nation. Berry was sent to prison for life. In order to understand the reas...

Arthurs Unrealism: Monty Python, Gawain and the Green Knight, and the Destruction of :: Essays Papers

Arthur's Unrealism: Monty Python, Gawain and the Green Knight, and the Destruction of Ideals It may be that ideals are necessary for humanity. Without idealized images, codes of behavior, even idealized objects, mankind would have difficulty functioning. There would be a lack of context or criteria with which to judge objects that may be termed less than ideal. However, the problem with idealized images is that they can never be described fully, and certainly never attained. An example is the contemporary ideal of feminine beauty, which has led to countless problems such as depression and psychological dietary disorders among women who perceive themselves to be "inadequate." The more culturally emphasized an ideal is, the more ordinary people are made to feel inadequate. This has led to a trend common to all centuries, that of puncturing ideals by showing them to be less than what they are supposed to be. In art and literature we see manifestations of this mechanism. It is a protective mechanism in a sense, for it prevents total absorption in the ideal, forcing us to see it for what it is, a benchmark and not a realistic goal. Even in the works where men and women achieve the ideal, it is usually accomplished by supernatural means, for a concomitant of the ideal is that it cannot truly exist in the natural and hence imperfect world. Examples of such mechanisms range from the colloquialism "out of this world" to describe the superlative to the common mythological pattern of the religious leader being the son of a god. One of the most enduring myths in the Western world is that of Arthur and his Knights of the Round Table. Regardless of the origins of the tales, the fact is that by the time they had been filtered through a French sensibility and re-exported to England, they were representations of not one but several ideals. Courtly love and chivalry and the various components thereof, such as martial prowess, chastity, bravery, courtesy, and so on, were presented as the chief virtues to aspire to, and the knights as role models. Arthur's eventual fall is precisely because of having failed at some level to fulfill these ideals in his life. The Arthurian cycle shows a sporadic awareness of the impossibility of mere humans fulfilling all the ideals that Arthur and his court represent. The story of Lancelot and Guenevere, Merlin's imprisonment by Nimu‘, and numerous other instances testify to the recognition of this tension between the real and the unrealistic.

The Philippine National Police

Philippine National Police ( PNP ) The Philippine National Police or PNP is the national police force of the Republic of the Philippines with a manpower strength of 113,928 as of end-July 2007. It provides law enforcement services through its regional, provincial, municipal, district and local police units all over the islands. Created by virtue of Republic Act 6975, otherwise known as the â€Å"Department of the Interior and Local Government Act of 1990†³, the PNP came into being on January 29, 1991, at Camp Crame, Quezon City, when the Philippine Constabulary and the Integrated National Police were retired as mandated by law.Vision The Men and Women of the PNP are committed to a vision of a professional, dynamic and highly motivated Philippine National Police working in partnership with a responsive community towards the attainment of a safe place to live, work, invest and do business with. Mission To enforce the law, to prevent and control crimes, to maintain peace and order , and to ensure public safety and internal security with the active support of the community. Functions 1. Law Enforcement. 2. Maintain peace and order. 3. Prevents and investigates crimes and bring offenders to justice. 4.Exercise the vested powers from the Philippine Constitution and pertinent laws. 5. Detain an arrested person for a period not beyond what is prescribed by law. 6. Implements pertinent laws and regulations on firearms and explosives control. 7. Supervise and control the training and operations of security agencies. History Early Policing Organized policing started in 1500s when nightmen or bantayans patrolled the streets of Manila. The nightmen were under the direction of the alguacil mayor who provided them with muskets as weapons and alarm bells as their means of communication.In 1836, the Spanish colonial authorities formed the Cuadrillo, a rural police force, to enforce peace in the countryside. Six years later, its general function was assumed by the Cuerpo de Carabineros de Seguridad Publica. The Carabineros de Seguridad Publica was organized in 1712 for the purpose of carrying outlaws of the Spanish government. Native Filipinos served up to the rank of sergeant under the command of Spanish officers. It was the earlier version of mounted riflemen in the history of the Philippine police system. In 1852, the notoriously dreaded Guardia Civil took over peacekeeping duties in the islands under a Royal Decree.Guardia Civil in the provinces was composed mainly of Filipinos who worked under the jurisdiction of the alcaldes or mayors. They followed a military structure and received semi-military training yet lacked other dimensions of today’s police service. The capture of General Emilio Aguinaldo, president of the First Philippine Republic, signaled the start of the American occupation of the Philippines. Maintaining peace and order, particularly in the countryside, remained the biggest problem of the Americans. The Americans failed to subdue the followers of Aguinaldo like Gen.Macario Sakay. Hostilities continued in Batangas, Mindoro, Cebu, Bohol and Samar. A military solution to the peace and order problem was ruled, hence, the birth of the Philippine Constabulary. Pacification Campaigns To fight rampant lawlessness, the Philippine Constabulary divided the entire country into constabulary districts. Banditry was rampant in Southern Luzon. Records referred to the bandits as tulisanes. The style of fighting of the early American Constables and the bandits was â€Å"man-to-man, on foot, and generally by arms and bolos. The American foot soldiers had a hard time repelling the tulisanes in their fight in the mountains as their enemies were familiar with the terrain. Malaria and cholera were the diseases that the afflicted the American troops whenever they conducted foot patrol in the hinterlands. The Insular Force The Americans are credited for creating the Philippine Constabulary, the principal instrument of the ci vil authorities for the maintenance of peace and order. The PC began as a small unit—the Insular Force in 1901. It was set up by virtue of Organic Act No. 75, enacted by the Second Philippine Commission on July 18, 1901. The Constabulary then was composed of six thousand men led by American officers and former members of the Spanish Guardia Civil. Under close American direction and control, it functioned as a military organization. Since its formation, the Constabulary had been primarily discharging police law enforcement and public safety functions. Its officers and men had served with distinction both in the field of law enforcement and in combating violence and lawlessness, and in various aspects of public service.There was even a time in history when they performed the duties of teachers, sanitary inspectors, midwives, doctors and foresters. The Philippine Constabulary was mandated as a civilian organization on March 15, 1945 when it was placed under the general supervisi on of the Interior then later transferred to the Secretary of National Defense on March 30, 1950. The Secretary of Interior had supervision over the Constabulary as early as January 13, 1939 until the outbreak of World War II. As an insular police force, the officers of the Constabulary carried the civilian title of â€Å"inspector. Its peacekeeping duty was limited to areas where military rule had been lifted. The Constabulary At War The participation of the Constabulary in the dark years of the Second World War began upon President Roosevelt’s declaration of a state of emergency in the United States. Manila prepared for war. The word had been sent: Japan, the Axis power’s ally in Asia, would soon attack the Far East. Filipinos woke up on the morning of December 8, 1941 to the news that the Japanese had attacked Pearl Harbor.The first war casualties of the Constabulary came from the bombing of Pan-American Airways installation at San Pedro, Maklati in the afternoon o f December 8. Six Constables from the Headquarters Company were wounded. The next days and months saw relentless Japanese bombings on the country’s landmarks, airfields and naval bases. The Death March The Japanese had taken Manila but were surprised that no defense forces were waiting to be captured. The Japanese forces then began the siege of Bataan, ordering four infantry regiments with artillery and tank support to crush the American and Filipino soldiers.The Japanese then prepared to transfer the prisoners and surrendered troops to Camp o’ Donnel in Capas, Tarlac in what has been known as the â€Å"Death March. † Because of torture and starvation, 4,326 prisoners of war died in the infamous march. The Postwar Constabulary The county was left in shambles after the Second World War. Manila was in ruins. Loose firearms and dead bodies littered the streets. This was also the period when communist ideology had been propagated in the countryside and hard-line sup porters had been won. The Hukbong Mapagpalaya ng Bayan or Hukbalahap became a force to reckon with in Central Luzon.The Hukbalahap was born in Pampanga and was spawned by a feudal land system in the province dominated by landlords. Pampanga was an â€Å"ideal ground† for the agrarian unrest. It achieved legal status during the Japanese occupation when it merged with the guerilla forces in fighting the Japanese. The communist movement, meanwhile, capitalized on the agrarian problems of the country to cement its presence. Agrarian unrest was prevalent in agricultural lands in Luzon as well as the sprawling haciendas in the south. Luis Taruc became a leader of the HMBs and founded his own government in Central Luzon.It was during this turbulent period that the Philippine Constabulary was reactivated into the Military Police Command . Faced with peace and order problems, the Military Police Command was suffering from its own internal crises. The last war had killed many Constable s. There was a dearth for trained personnel who would be utilized to address the problems. Constabulary records showed that there were about 20,000 Hukbalahaps in Luzon in 1946. The Military Police Command, on the other hand, had 23,000 informal enlistees. ReorganizationOn January 1, 1944, the Military Police Command was dissolved by virtue of Executive Order No. 94 issued by President Manuel A. Roxas. The Command’s 12,000 officers and men were absorbed by the newly reorganized Philippine Constabulary. The revitalized PC was in charge of the country’s peace and order â€Å"except those which were purely military in nature. † Brig. Gen. Mariano Castaneda became chief of the PC and instituted reforms. On June 21, 1948, President Elpidio Quirino offered general amnesty to the Huks. Taruc, who had been elected a member of Congress representing Pampanga, returned to Manila.But Taruc had no plans to surrender. He only went to Manila to collect his back salaries and us ed the money for his comrades’ operations in Central Luzon. President Ramon Magsaysay was credited for crippling the Huk movement by mobilizing the Philippine Constabulary. Magsaysay used the â€Å"friendly touch† for winning over the Huks, building roads for them and giving them lands. The Rise of the Communist Party of the Philippines The Philippine Constabulary’s attempt to maintain peace and order did not end with the decimation of the Huks.On December 26, 1968, Jose Maria Sison, a Political Science student at the University of the Philippines, founded the Communist Party of the Philippines. The communist ideology spread through a small discussion group called Kabataan Makabayan organized by Sison and his colleagues in the middle sixties. Sison then rose to become the leader of the CPP and organized the military wing of the CPP, the New People’s Army. But the communists suffered a crushing blow on January 9, 1969 in the hands of the Constabulary who k illed the most number of communist leaders in one encounter in Orani, Bataan.The PC Metropolitan Command The upsurge of mass demonstrations and violence during the latter part of the 60s and the expansion efforts of the communist movement triggered the creation of the PC Metropolitan Command. To quell the unrest, President Ferdinand Marcos issued Executive Order Number 76 on July 14, 1967 establishing the PC Metrocom which became the PC’s striking force as it was authorized to conduct 24/7 patrol in the entire Metro Manila and was tasked to â€Å"supplement or complement local police action in the repression and prevention of crimes†¦Ã¢â‚¬  Martial Law and the PCThe Philippine Constabulary took on a pivotal role when President Marcos declared Martial Law on September 21,1972. Marcos mobilized the Constabulary and other major services of the military to dismantle the â€Å"unconstitutional opposition† and to prevent widespread hooliganism and gangsterism. Convinc ed that there was a need to restructure the social base that bred lawlessness, Marcos reorganized the government machinery to effect his desired changes in the social, economic and political structures. On March 21, 1974, President Ferdinand E.Marcos signed Presidential Decree 421 unifying all the police, fire and jail services in Metro Manila. The move was significant as it created an elite force, the Metropolitan Police Force, that was placed under the aegis of the PC Metrocom. The decree was also the first step in fulfilling the constitutional mandate for an integrated national police force. The Metropolitan Police Force was tasked to carry out the integration of all police units nationwide. Brigadier General Prospero A Olivas, commanding general of the Metrocom, was assigned the task of launching the pilot project under the supervision of Fidel V.Ramos and Brigadier General Cicero C. Campos, deputy Chief for police matters. General Olivas would have the power and direction over the Metrocom, including tactical, strategic movements, deployments, placements and utilization of the entire force and the training thereof. On August 8, 1975, Marcos issued Presidential Decree No. 765 establishing the Integrated National Police with the Philippine Constabulary as the nucleus and all police officers as components. They were all placed under the supervision of the Ministry of National Defense.The Creation of the Philippine National Police The People’s Revolution of 1986 saw the birth of the 1987 Constitution that included a provision on the PNP which was to be â€Å"national in scope and civilian in character. † In 1991, the Philippine National Police was created with the passage of Republic Act No. 6975, otherwise known as the â€Å"Department of the Interior and Local Government Act of 1990. † The principal authors of the Republic Act 6975 were Senators Ernesto N Maceda and Aquilino Pimentel, Congressmen Jose S Cojuangco Jr. nd Rodrigo Gutang. Upon its signing into law on December 13, 1990, the PNP underwent a transitory period; and on 31 March 1991, President Corazon Aquino named General Cesar Nazareno as the first Director General of the Philippine National Police. On January 29, 1991, at Camp Crame, Quezon City, the Philippine Constabulary and the Integrated National Police were retired officially and the Philippine National Police was born. Like any new evolving organization, the PNP suffered from birth pains.To address these concerns, Republic Act 8551 or the PNP Reform and Reorganization Act of 1998 was enacted on February 17, 1998 to amend certain provisions of Republic Act No. 6975. This move was in response to the growing clamor to transform the PNP â€Å"into a more responsive, effective and relevant police organization. † Under this Act, the PNP shall be strengthened and evolved into a highly efficient police force that is community and service-oriented and fully accountable in the performance of its act ion. PNP SEAL : Meaning And SymbolismLapu-Lapu Hero – The great Filipino hero of Mactan, the prototype of the best and most noble in Filipino manhood who is the symbol and embodiment of all the genuine attributes of leadership, courage, nationalism, self-reliance and a people-based and people powered community defense. The benevolent and heroic warrior who derived added strength from a cohesive, determined and loyal people is today a fitting symbol and a prototype as well of people power to preserve our values, customs, traditions, way of life and the rule of law thru a solidly community-based police system.Lapu-Lapu also personifies for us today civilian constitutional authority. Laurel – Green Laurel with 14 leaves, symbolizes the 14 Regional Commands. It is also a symbol of the honor, dignity and the privilege of being a member of a noble organization where the call to public service is par excellence a commitment to public trust. Shield – The symbol of the P hilippine Constabulary, the first National Police by virtue of Organic Act No. 175, enacted by the Philippine Commission on 18 July 1901.The Philippine Constabulary for the close to 90 years of service to the nation has performed with honor, professionalism and courage. The PC has carved out a large part of the glorious pages of Philippine history, as attested by its proudly and deservedly garnering 86 of the 92 â€Å"Medals of Valor† the highest honor that a grateful Filipino nation can bestow on its gallant sons in the service of the Republic. Most appropriately therefore, the Philippine Constabulary became the nucleus of the Integrated National Police in 1975 to nurture the then embryonic concept of the nationalization of the country's local police forces.Three Stars – Luzon, Visayas and Mindanao and the 1,700 islands and the territorial integrity wherein the National Police must enforce the law and maintain peace and order with professionalism, zeal and dedication in keeping with the highest ideals and traditions of service to our country and people. Service †¢ Honor †¢ Justice – Added distinct ideals for the officers, men and women of the PNP to insure efficiency, integrity, cohesiveness, camaraderie and equanimity to enhance community acceptance and support to attain its mission of peace keeping and law enforcement.Sun – Symbolize the flowering, maturing and ultimate realization of the glorious evolution of the PC/INP into a National Police Organization – â€Å"national in scope and civilian in character† – as enshrined in the 1986 Constitution. The Traditional light rays which represents the fightingest provinces whose ideals of courage and patriotism the members of the National Police must possess. Ranks Distribution The following ranks are observed in the PNP as of 2009 with the following (in descending order):[10] Commissioned officers Director General (P D/Gen. ) – General Deputy Dire ctor General (P D/DGen. ) – Lieutenant General Director (P Dir. – Major General Chief Superintendent (P C/Supt. ) – Brigadier General Senior Superintendent (P S/Supt. ) – Colonel Superintendent (P Supt. ) – Lieutenant Colonel Chief Inspector (P C/Insp. ) – Major Senior Inspector (P S/Insp. ) – Captain Inspector (P Insp. ) – Lieutenant Note: Rank in Italics is the Army equivalent. There is no Second Lieutenant rank-equivalent in the P. N. P. Non-commissioned officers Senior Police Officer IV (SPO4) – Senior Master Sergeant / Chief Master Sergeant Senior Police Officer III (SPO3) – Master Sergeant Senior Police Officer II (SPO2) – Technical Sergeant Senior Police Officer I (SPO1) – Staff SergeantPolice Officer III (PO3) – Sergeant Police Officer II (PO2) – Corporal Police Officer I (PO1) – Private First Class Note: Rank in Italics is the Army equivalent. There is no Private rank-eq uivalent in the P. N. P. (Philippine National Police) List of PNP CHIEFS #| Name| Term of Office| | | Start| End| 1| Cesar P. Nazareno[1]| 31 March 1991| 28 August 1992| 2| Raul S. Imperial[1]| 28 August 1992 (acting) 28 October 1992 (official)| 6 May 1993| 3| Umberto Rodriguez[1]| 6 May 1993| 8 July 1994| 4| Recaredo Arevalo Sarmiento II[1]| 8 July 1994| 1997| 5| Santiago L. Alino[2]| 1997| 1998| 6| Roberto T. Lastimoso[2]| 1998| 1999| 7| Edmundo L.Larozza[2]| 1999 (acting)| 1999| 8| Panfilo M. Lacson[2]| November 1999| January 2001| 9| Leandro Mendoza[2]| 16 March 2001| 2002| 10| Hermogenes E. Ebdane, Jr. [3]| July 2002| 23 August 2004| 11| Edgar B. Aglipay[3][4]| 23 August 2004| March 6, 2005| 12| Arturo Lomibao[4][5]| March 13, 2005| August 29, 2006| 13| Oscar Castelo Calderon[5][6]| August 29, 2006| October 1, 2007| 14| Avelino Ignacio Razon, Jr. [6]| October 1, 2007| September 27, 2008| 15| Jesus Ame Verzosa[7]| September 27, 2008| September 14, 2010| 16| Raul Macalalad Bacalz o| September 14, 2010| September 8, 2011| 17| Nicanor Ancheta Bartolome| September 8, 2011 | PNP Key Officers DESIGNATION| RANK| NAME| | C, PNP| PDG| NICANOR A BARTOLOME| | TDCA| PDDG| ARTURO G CACDAC JR| | | TDCO| PDDG| EMELITO T SARMIENTO| | TCDS| PDDG| ROMMEL DF HEREDIA| | IAS| PCSUPT| ALEXANDER ROLDAN| | OIC, HRAO| | PSSUPT | NESTOR M FAJURA| | | SDS| PCSUPT| BERNARDO C FLORECE JR| | C, PIO| PCSUPT| GENEROSO R CERBO JR| | ___________________| _______| _____________________| | | | | DIRECTORIAL STAFF| UNIT| DESIGNATION| RANK| NAME| DPRM| Dir, DPRM| PDIR| ELPIDIO Z DE ASIS JR| | Dep Dir, DPRM| PCSUPT| JOSE ERWIN T VILLACORTE| | Acting EX-O, DPRM| PSSUPT| NOEL G CONSTANTINO| | | | | DI| Dir, DI| PDIR| AGER P ONTOG JR| Dep Dir, DI| PCSUPT| NOEL O DELOS REYES| | EX-O, DI| PCSUPT| DIOSDADO G RAMOS| | | | | DO| Dir, DO| PDIR| SAMUEL B DICIANO| | Dep Dir, DO| PCSUPT| RICARDO C MARQUEZ| | | EX-O, DO| | VACANT| | | | | DL| Dir, DL| PDIR| ARNULFO DR PEREZ| | Dep Dir, DL| PCSUPT| RAUL BASIL IO D BOAC| | EX-O, DL| PCSUPT| PERCIVAL G BARBA| | | | | DPL| OIC Dir, DPL| PCSUPT| JESUS T GATCHALIAN| | Dep Dir, DPL| PCSUPT| JESUS T GATCHALIAN| | Acting EX-O, DPL| PSSUPT| ALLEN N FORTES| | | | | DC| Dir, DC| PDIR| ROQUE G RAMIREZ| | Dep Dir, DC| PCSUPT| DANILO S CONSTANTINO| | EX-O, DC| PCSUPT| ALEXANDER C IGNACIO| | | | | DPCR| Dir, DPCR| PDIR| LINA C SARMIENTO| OIC Dep Dir, DPCR| PCSUPT| ROLAND A VICENTE| | Acting EX-O, DPCR| PCSUPT| ROLAND A VICENTE| | | | | DIDM| OIC, DIDM| PCSUPT  | JOSE JORGE E CORPUZ| | Acting Dep Dir, DIDM| PCSUPT| JOSE JORGE E CORPUZ| | EX-O, DIDM| PCSUPT| CHRISTOPHER A LAXA| | | | | DHRDD| Dir, DHRDD| PDIR| REY L LANADA| | Dep Dir, DHRDD| PCSUPT| ISAGANI F GENABE JR| | EX-O, DHRDD| PCSUPT| RONILO V QUEBRAR| | | | | DRD| Dir, DRD| PDIR| FELIPE L ROJAS| | Dep Dir, DRD| PCSUPT| DOMINADOR E AQUINO JR| | EX-O, DRD| PCSUPT| DANILO   J ALCORIZA| | | | | DICTM| Dir, DICTM| PDIR| ANGELITO N PACIA| | Dep Dir, DICTM| | VACANT| | Acting EX-O, DICTM| PSSUPT| W ENCY T PASCUAL| | | | DIPO-NL| Acting Dir, DIPO-NL| PCSUPT| WILSON R VICTORIO| | Dep Dir, DIPO-NL| | VACANT| | Acting EX-O, DIPO-NL| PSSUPT| JAMES B BUCAYU| | | | | DIPO-SL| Acting Dir, DIPO-SL| PCSUPT| GEORGE T REGIS| | Dep Dir, DIPO-SL| PCSUPT| FEDERICO E LACISTE JR| | EX-O, DIPO-SL| PCSUPT| FIDEL G POSADAS| | | | | DIPO-VIS| Dir, DIPO-VIS| PDIR| JAIME D CALUNGSUD JR| | Dep Dir, DIPO-VIS| PCSUPT| VALIANT G DE GUZMAN| | EX-O, DIPO-VIS| PCSUPT| HENRY S RANOLA JR| | | | | DIPO-EM| D,DIPO-EM| PDIR| FELICISIMO V KHU JR| | Acting Dep Dir, DIPO-EM| PCSUPT| BIENVENIDO G LATAG| | EX-O, DIPO-EM| PCSUPT| EDGARDO C INGKING| | | | |DIPO-WM| Dir, DIPO-WM| PDIR| MANUEL R BARCENA| | Dep Dir, DIPO-WM| PCSUPT| FRANCISCO R CRISTOBAL JR| | EX-O,DIPO-WM| PCSUPT| PATERNO P HERNANDEZ| | | | | NATIONAL SUPPORT UNITS| LSS| Dir, LSS| PCSUPT| REX MILTON A DOLINO| | DDA, LSS| PSSUPT| JOSE ERNESTO E FERNANDEZ JR| | CDS, LSS| PSSUPT| MANUEL DG OBRERA| | | | | ITMS| Acting Dir, ITMS| PSSUPT| ROGELIO M DAMAZO| | Acting Deputy Director| PSSUPT| JOEL VICTOR V CANAPI| | Acting CDS, ITMS| PSSUPT| NAPOLEON C TAAS| | | | | FS| Dir, FS| PCSUPT| ROLANDO A PURUGGANAN| | Acting DDA, FS| PSSUPT| FELIXBERTO S LAGIWID| | Acting CDS, FS| PSSUPT| TED PEDRONISTO A QUIANO| | | | |HS| Acting Dir, HS| PSSUPT| MA ANGELA M VIDAL| | Deputy Director| PSSUPT| FLORENIA A ZENAROSA| | CDS, HS| PSSUPT| MARIE YVONNE S REYES| | | | | | | | | CES| Acting Dir, CES| PCSUPT| WILLIE M TOLENTINO| | DDA, CES| PSSUPT| RODEL D CALUNGSUD| | Acting CDS, CES| PSSUPT| JOB F MARASIGAN| | | | | CHS| Dir, CHS| PSSUPT| DEODY O BARRET| | DDA, CHS| PSSUPT| ELIGIO A MATIVO| | | | | LS| Dir, LS| PCSUPT| FRANCISCO A UYAMI JR| | LS| PSSUPT| ULYSSES J ABELLERA| | CDS, LS| PSSUPT| BARTOLOME C TOBIAS| | | | | HSS| Dir, HSS| PCSUPT| CARMELO E VALMORIA| | DDA, HSS| PSSUPT| ROLANDO R MACUSI| | Acting DDO, HSS| PSSUPT| RAMON C APOLINARIO| CDS, HSS| PSSUPT| TEODORO J BASA| | | | | ES| Dir, ES| PCSUPT| CRISTINO C CAMPANILLA| | DDA, ES| PSSUPT| JEROME P PAGARAGAN| | CDS, ES| PSSUPT| JOEL FELIX MATEO D RUNES IV| | | | | TS| Acting Dir, TS| PCSUPT| HENRY P LOSANES| | DDA, TS| PSSUPT| JOSE L GENTILES| | CDS, TS| PSSUPT| JOHN Q SOSITO| | | | | PRBS| Dir, PRBS| PSSUPT| VIRGIL F BOMBITA| | | DD, PRBS| PSSUPT| RICHARD A ALBANO| | | | | CLG| OIC Dir, CLG| PSSUPT| LIZA M SABONG| | DDA, CLG| PSSUPT| LIZA M SABONG| | DDO, CLG| | VACANT| | CDS, CLG| PSSUPT| EMMANUEL L ARANAS| | | | | MG| Dir, MG| PCSUPT| FRANCISCO DON C MONTENEGRO| | DDA, MG| PSSUPT| ASHER A DOLINA| DDO, MG| PSSUPT| FERDINAND P YUZON| | CDS, MG| PSSUPT| SAMUEL DG SYLIM| | | | | AVSEG| Acting Dir, ASG| PCSUPT| JESUS GORDON P DESCANZO| | DDA, ASG| PSSUPT| ARTURO M EVANGELISTA, SR| | DDO, ASG| PSSUPT| LUIS RICARDO C CHAVEZ| | Acting CDS, ASG| PSSUPT| JOSE V CARILLO| | | | | SAF| Dir, SAF| PDIR| CATALINO S CUY| | DDA, SAF| PCSUPT| GETULIO S NAPENAS| | CDS, SAF| PSSUPT| MORO VIRGILIO M LAZO| | | | | HPG| Dir, HPG| PCSUPT| LEONARDO A ESPINA| | DDA, HPG| | VACANT| | DDO, HPG| PSSU PT| PETRONIO A RETIRADO| | CDS, HPG| PSSUPT| REUBEN THEODORE C SINDAC| | | | | PCRG| D, PCRG| PCSUPT| AGRIMERO A CRUZ JR| | Acting DDA, PCRG| PSSUPT| NESTOR F QUINSAY JR| | CDS, PCRG| PSSUPT| RUSTICO V BASCUGIN| | | | | CIDG| Dir, CIDG| PDIR| SAMUEL D PAGDILAO, JR| | DDA, CIDG| PSSUPT| FEDERICO P CASTRO JR| | DDO, CIDG| PSSUPT| KEITH ERNALD L SINGIAN| | CDS, CIDG| PSSUPT| RENE D ONG| | | | | PSPG| Dir, PSPG| PCSUPT| | WILHELM E BARLIS| | | Acting DDA, PSPG| PSSUPT| DIOSDADO T VALEROSO| | Acting CDS, PSPG| PSSUPT| ROLANDO Z NANA| | | | | IG| Dir, IG| PCSUPT| CHARLES T CALIMA| | DDA, IG| PSSUPT| ABELARDO P VILLACORTA| | DDO, IG| PSSUPT| ALLEN B BANTOLO| | CDS, IG| PSSUPT| PHILIP GIL M PHILLIPPS| | | | | CSG| Dir, CSG| PDIR| GIL C MENESES| DDA, CSG| PCSUPT| NOEL LAZARUS C VARGAS| | CDS, CSG| PSSUPT| FERDINAND E SANTOS| | | | | FED| Chief, FEO| PCSUPT| RAUL D PETRASANTA| SOSIA| C, SOSIA| PCSUPT| TOMAS G RENTOY III| | | | | REGIONAL DIRECTORS AND DIRECTORIAL STAFF| NCRPO| RD, NCRPO| PDIR | ALAN LM PURISIMA| | DRDA, NCRPO| PCSUPT| SONNY Y DAVID| | DRDO, NCRPO| PCSUPT| JUANITO B VANO JR| | RCDS, NCRPO| PCSUPT  | ARAZAD P SUBONG| | | | | NPD| DD, NPD| PCSUPT| ANTONIO L DECANO| | DDDA, NPD| PSSUPT| WILSON M AMPER| | DDDO, NPD| | VACANT| | CDDS, NPD| PSSUPT| ERIC SERAFIN G REYES| | | | | EPD| DD, EPD| PCSUPT| MIGUEL DM LAUREL| | OIC DDDA, EPD| PSSUPT| ANTONIO L GUMIRAN JR| DDDO, EPD| PSSUPT| ANTONIO L GUMIRAN JR| | CDDS, EPD| PSSUPT| DANILO L MALIGALIG| | | | | MPD| DD, MPD| PCSUPT| ALEJANDRO F GUTIERREZ| | DDDA, MPD| PSSUPT| JOSEPHUS G ANGAN| | DDDO, MPD| PSSUPT| ROBERT G PO| | CDDS, MPD| PSSUPT| RONALD R ESTILLES| | | | | QCPD| DD, QCPD| PCSUPT| MARIO O DELA VEGA| | DDDA, QCPD| | VACANT| | DDDO, QCPD| PSSUPT| JOEL D PAGDILAO| | CDDS, QCPD| PSSUPT| NERI A ILAGAN| | | | | SPD| DD, SPD| PCSUPT| BENITO C ESTIPONA| | DDDA, SPD| | VACANT| | DDDO, SPD| PSSUPT| ROLANDO E ASUNCION| | Acting CDDS, SPD| PSSUPT| CONRADO S CAPA| | | | | PRO 1| RD, PRO1| PCSUPT| FRANKLIN JESUS B B UCAYU| DRDA, PRO1| PCSUPT| ROMAN A FELIX| | DRDO, PRO1| PSSUPT| MANOLITO C LABADOR| | RCDS, PRO1| PSSUPT| ALEJANDRO M VALERIO JR| | | | | PRO 2| RD, PRO2| PCSUPT| RODRIGO P DE GRACIA| | DRDA, PRO2| PCSUPT| MANUEL P PINERA| | DRDO, PRO2| PSSUPT| RUFINO JEFFREY L MANERE| | Acting RCDS, PRO2| PSSUPT| PEDRO R DANGUILAN| | | | | PRO 3| RD, PRO3| PCSUPT| EDGARDO T LADAO| | Acting DRDA, PRO3| PSSUPT| WENDY G ROSARIO| | DRDO, PRO3| PSSUPT  | NOLI G TALINO| | RCDS, PRO3| PSSUPT| AGRIPINO G JAVIER| | | | | PRO 4-A| Acting RD, PRO4-A| PCSUPT| JAMES ANDRES B MELAD| | DRDA, PRO4-A| PCSUPT| ABNER O DIMABUYU| | DRDO, PRO4-A| PSSUPT| EDWIN T ERNI| RCDS, PRO4-A| PSSUPT| RONALD V SANTOS| | | | | PRO 4-B| RD, PRO4-B| PCSUPT| ARTEMIO G HICBAN| | DRDA, PRO4-B| PCSUPT| EDGAR L LAYON| | DRDO, PRO4-B| PSSUPT| DENNIS J PENA| | Acting RCDS, PRO4-B| PSSUPT| VIRGILIO C PARROCHA| | | | | PRO 5| RD, PRO5| PCSUPT| JOSE ARNE M DELOS SANTOS| | DRDA, PRO5| PCSUPT| VICTOR P DEONA| | Acting DRDO, PRO5| PSSUPT| PANCH O ADELBERTO M HUBILLA| | RCDS, PRO5| PSSUPT| ARNOLD L ALBIS| | | | | PRO 6| RD, PRO6| PCSUPT| CIPRIANO E QUEROL JR| | Acting DRDA, PRO6| PSSUPT| MANUEL B FELIX| | DRDO, PRO6| PSSUPT| WESLEY A BARAYUGA| | OIC RCDS, PRO6| PSSUPT| ALLAN C GUISIHAN| | | | |PRO 7| RD, PRO7| PCSUPT| MARCEL P GARBO JR| | DRDA, PRO7| PCSUPT| SAMUEL M YORDAN| | DRDO, PRO7| PSSUPT| LOUIE T OPPUS| | RCDS, PRO7| PSSUPT| ORLANDO D UALAT| | | | | PRO 8| RD, PRO8| PCSUPT| ARNOLD R REVILLA| | DRDA, PRO8| PCSUPT| VICENTE A LOOT| | DRDO, PRO8| PSSUPT| EDGAR O BASBAS| | RCDS, PRO8| PSSUPT| PEPITO M PACADA| | | | | PRO 9| RD, PRO9| PCSUPT| NAPOLEON R ESTILLES| | DRDA, PRO9| PCSUPT| MARIO B YANGA| | DRDO, PRO9| PSSUPT| RAMON M OCHOTORENA| | RCDS, PRO9| PSSUPT| CORNELIO N BARRIOS| | | | | PRO 10| Acting RD, PRO10| PCSUPT| GIL J HITOSIS| | DRDA, PRO10| PCSUPT| CATALINO B RODRIGUEZ JR| DRDO, PRO10| PSSUPT| LYNDEL A DESQUITADO| | RCDS, PRO10| PSSUPT| VIRGILIO T RANES| | | | | PRO 11| RD, PRO11| PCSUPT| JAIME H MORENTE| | DR DA, PRO11| PCSUPT| ANSELMO P PINILI| | DRDO, PRO11| PSSUPT| FEDERICO L DULAY JR| | RCDS, PRO 11,| PSSUPT| PIERRE R BUCSIT| | | | | PRO 12| RD, PRO 12| PCSUPT| ALEX PAUL I MONTEAGUDO| | DRDA, PRO 12| PCSUPT| LESTER O CAMBA| | DRDO, PRO 12| PSSUPT| ROBERT R KIUNISALA| | RCDS, PRO 12| PSSUPT| ELMER C BELTEJAR| | | | | PRO 13| RD, PRO13| PCSUPT| REYNALDO S RAFAL| | Acting DRDA, PRO13| PSSUPT| MARIO O SORIANO| | DRDO, PRO13| PSSUPT| FERNANDO G SEVILLA| | RCDS, PRO13| PSSUPT| DAVID Y OMBAO| | | | PRO ARMM| RD, PRO ARMM| PCSUPT| MARIO A AVENIDO| | DRDA, PRO ARMM| PCSUPT| JOEL MA T ALVAREZ| | DRDO, PRO ARMM| PSSUPT| ALBERTO C SUPAPO| | RCDS, PRO ARMM| PSSUPT| SERGIO A DIMANDAL| | | | | PRO COR| RD, PRO COR| PCSUPT| BENJAMIN B MAGALONG| | DRDA, PRO COR| PCSUPT| ELMER R SORIA| | DRDO, PRO COR| PSSUPT| ROBERTO Q SORIANO| | RCDS, PRO COR| PSSUPT| DONATO O BACQUIAN| GENERAL QUALIFICATION FOR APPOINTMENT * A citizen of the Philippines; * A person of good moral character; * Must have passed the Ph ysical Agility Test, Neuro-Psychological Examination, General Physical and Dental Examination as well as Drug Test to e administered by the PNP for the purpose of determining physical and mental health; * Must possess a formal baccalaureate degree from a recognized institution of learning; * Must be eligible in accordance with the standards set by NAPOLCOM; * Must have not been dishonorably discharged from military employment or dismissed for cause from any civilian position in the government; * Must have not been convicted by final judgment of an offense or crime involving moral turpitude; * Must be at least one meter and sixty-two centimeters (1. 2 m. ) in height for male and one meter and fifty-seven centimeters (1. 57 m. ) for female; * Must not weigh not more or less five kilograms (5 kgs. ) than the standard weight corresponding to his or her height, age, and sex; and * Must not be less than twenty-one (21) nor more than thirty (30) years of age upon take oath. Except for the last qualification, the above-enumerated qualifications shall be continuing in character and an absence of any one of them at any given time shall be a ground for separation or retirement from the service: Provided, that PNP members who are already in the service upon the effectively of RA 8551 shall be given at least two (2) years to obtain the minimum education qualification and one (1) year to satisfy the weight requirement. Eligibility Requirements: Civil Service Professional (CSP) PO1 Entrance Exam (NAPOLCOM ; CSC)RA 1080 (Board Passer, Med Doctor, Engineering, Teacher etc†¦ ) RA 6506 (Criminologist) PD 907 For Regular Recruitment Quota, applicants may submit his/her folder with complete documentary requirements to the Provincial Screening Committee for eventual recommendation to the PNP Regional Screening Committee. Documentary Requirements: * Personal Data Sheet (CS form 212, Revised 2005) * Birth Certificate ; Marriage Contract, ; Birth Certificate of Children * Transcr ipt of Scholastic Records ; Diploma * Eligibility * Clearances1 Piece whole Body Picture Barangay Clearance Local Police Clearance * Mayor’s Clearance * MTC/RTC/Prosecutor Clearance * NBI Clearance * DI Clearance PHQ – S2) * Good Moral Character for College/University * Medical Certifcate from Local Health Office Note: Documents must be properly authenticated by issuing office/ agency. Use ordinary BLUE Long Folder with plastic cover ; white tabbings for the application folders. Ad Hoc Screening Committee: Ad Hoc Screening Committee that shall be responsible for the widest dissemination of vacancies in the area and determination of the fitness of police applicants.The Screening Committee shall be composed as follows: a. City/Municipal Screening Committee * Members * Vice-Mayor designated as Chairman * DILG CLGOO/MLGO as Vice-Chairman * POC Member from the Academe designated as Member * City Director (for City Level)/Chief of Police (Municipal Level) and Member b. Provi ncial Screening Committee PNP Deputy Provincial Director for Administration or any PNP Senior Officer in the province designated by the Provincial Director – Chairman. Members NAPOLCOM Official to be designated by the NAPOLCOM Regional Director * Private citizen of known probity and integrity in the province to be designated by the Provincial Governor * PLEB Chairman in the locality where the selection will be undertaken * PPOC Representative to be designated by the PPOC Chairman c. Regional Screening Committee PNP Deputy – Regional Director for Administration or any PNP Senior Officer in the Regional Command designated by the PNP Regional Director – Chairman Members NAPOLCOM Senior Official in the Regional Office to be designated by the Regional Director * Private citizen of known probity and integrity in the region to be designated by the Provincial Governor of the province where the Regional Command Headquarters is situated. * PLEB Chairman in the locality wh ere the selection will be undertaken * RPOC Representative to be designated by the RPOC Chairman Additional Screening and Recruitment Committees, however, may be constituted by the PNP to facilitate expeditious and efficient processing of applications, provided the herein required membership shall be followed.Screening Procedure a. Preliminary Interview/Screening – A point system shall be applied in the assessment and evaluation of the measurable qualification standards possessed by an individual applicant. The applicant shall be interviewed personally by the Screening Committee. If the applicant qualifies, he/she shall be required to present or accomplish the following:   | Minimum Points| Maximum Points| Educational| 21 pts| 30 pts| Eligibility| 21 pts| 30 pts| Physical Agility Test| 10. 5 pts| 15 pts| Final Interview| 16 pts| 25 pts| | 68. 5 pts| 100 pts| iven for those with Masteral, LLB units, graduates with honors and with multiple eligibilities (maximum 30 points) b. Physical Agility Test (15 pts) – The Screening Committee shall require the applicant to undergo a physical agility test designed to determine whether or not he possesses the required coordination, strength and speed of movement necessary for service, as follows: Maximum Total| 100 pts| Passing Score| 75 pts| |   |   |   | A. 7 Pull ups (3 pts each) hanging (time in sec divided by 6 = pts earned)| men| 21 points|   | women|   | B. 2 min Push ups (0. 5 pt each)| men| 20 points| 1. 0 pt each)| women|   | C. 2 min Sit ups (0. 5 pt each)| men| 21 points| (1. 0 pt each)| women|   | D. 100 meter run|   | 18 points| |   |   |   | 100 Meter Runs (Sprint)| Men|   | Women| Below 13. 0 sec or less| 20 pts| Below 19 seconds|   | 13 seconds +| 18 pts| 19 seconds +|   | 14 seconds +| 16 pts| 20 seconds +| 16 pts| 15 seconds +| 14 pts| 21 seconds +| 14 pts| 16 seconds +| 12 pts| 22 seconds +| 12 pts| 17 seconds ; up| 10 pts| 23 seconds +| 10 pts| |   |   |   | 1000 Meter Runs| Men|   | women|   | 3'25† and below| 18 pts| 4'25† below| 18 pts| 3'26† – 3'46†³| 16 pts| 4'26† – 4'46†³| 16 pts| '47† – 4†² 07†³| 14 pts| 4'47† – 5†² 07†³| 14 pts| 4'08† – 4†² 28†³| 12 pts| 5'08† – 5†² 28†³| 12 pts| |   |   | | c. Psychological and/or Neuro Psychiatric Test – To exclude applicants who may be suffering from any mental disorder, the applicant shall take a psychological and/or neuro-psychiatric test to be administered by the PNP, or any duly recognized institution and meet all the requirements in paragraph (a) above. d. Character and Background Investigation – The Screening Committee shall cause an intensive investigation to be conducted on the character and background of the applicant with the end in view of etermining his character reputation and possible involvement in any questionable or criminal activities as well as his propensity toward violence or use of force. e. Physical and Mental Examination – In order to determine whether or not the applicant is in good health, free from any contagious diseases, a physical and medical examination must be conducted by the city/municipal health officer or PNP medical officer after he/she qualified for preliminary interview. f.Final interview (25 pts) – The Screening Committee shall interview the qualified applicant for suitability for police work. The interview shall aid in determining likeableness, affability, attitude towards work, outside interest, forcefulness, conversational ability, disagreeable mannerism, etc. g. Oath-Taking – After the final deliberation and through selection among the qualified applicants, the successful applications shall take their oath of Office. h. Probationary – period of at least twelve (12) months.The New PO1s must undergo the Public Safety Basic Recruit Course (PSBRC) and Field Training Program in order to attain permanent status. Appointment of PNP Officers and Members The appointment of the officers and members of the PNP shall be effected in the following manner :(a) Police Officer I to Senior Police Officer IV . – Appointed by the PNP regional director for regional personnel or by the Chief of the PNP for the national headquarters personnel and attested by the Civil Service Commission. (b) Inspector to Superintendent – Appointed by the Chief of the PNP, as recommended by their immediate superiors, attested by the Civil Service Commission;(c) Senior Superintendent to Deputy Director General . – Appointed by the President upon recommendation of the chief of the PNP, with proper endorsement by the Chairman of the Civil Service Commission and subject to confirmation by the Commission on Appointments; and(d) Director General . – Appointed by the President from among the senior officers down to the rank of chief superintendent in the service, subject to confirmation by theCommission on Appointments: Provided, That the Chief of the PNP shall serve a tour of duty not to exceed four (4) years: Provided, further, That, in times of war or other national emergency declared by Congress, the President may extend such tour of duty. Qualifications of Chief of City and Municipal Police Stations 1. No person may be appointed chief of a city police station unless he holds bachelor’s degree from a recognized institution of learning or has served in the Philippine Constabulary or in the police department of any city or municipality with the rank of captain or its equivalent therein for at least three (3) years. . No person may be appointed chief of a municipal police station unless he holds a bachelor’s degree from a recognized institution of learning or has served as officer in the Philippine Constabulary or in the police department of any city or municipality for at least two(2) years with the rank lieutenant or its equivalent: Provided, 3.That a member of the Bar with at least five (5) years experience in active law practice and who possesses the general qualifications under Section 30 of this Act shall be qualified for appointment as chief of a city or municipal police station: Provided, further, That the chief of police shall be appointed in accordance with the provisions of Section 51, paragraph b), subparagraph (4) (i) of this Act. Promotions a) A member of the PNP shall not be eligible for promotion to a higher position or rankunless he has successfully passed the corresponding promotional examination given by theCommission, or the Bar or corresponding board examinations for technical services and other professions, and has satisfactorily completed an appropriate and accredited course in thePNP or equivalent training institutions. In addition, no member of the PNP shall eligible for promotion unless he has been cleared by the People's Law Enforcement Board (PLE B) of complaints proffered against him, if any. b) Special promotion may be extended to any member of the PNP for acts of conspicuouscourage and gallantry at the risk of his life above and beyond the call of duty, or selected assuch in a nationwide search conducted by the PNP or any accredited civic organization. PNP RANKS AND INSIGNIA Police Commissioned Officer Shoulder Ranks | | | | Police Chief Superintendent General| Police Director| Police Deputy Director General| Police Director General| | | |   | Police Chief Inspector| Police Superintendent| Police Senior Superintendent|   | | |   |   |Police Inspector| Police Senior Inspector|   |   | Police Non-Commissioned Officer Sleeve Ranks | | | | Senior Police Officer I| Senior Police Officer II| Senior Police Officer III| Senior Police Officer IV| | | |   | Police Officer I| Police Officer II| Police Officer III|   | Note:  Rank in  Italics  is the Army equivalent. There is no Second Lieutenant rank-equivalent in the PNP. ADMINISTRATIVE DISCIPLINARY MACHINERY (RA 6975 – Sec 41-50) Section 41. (a) Citizen's Complaints. Any complaint by an individual person against any member of the PNP shall be brought before the following: (1) Chiefs of police, where the offense is punishable by withholding of privileges, restriction to specified limits, suspension or forfeiture of salary, or any combination thereof for a period not exceeding fifteen (15) days; (2) Mayors of cities or municipalities, where the offense is punishable by withholding of privileges, restriction to specified limits, suspension or forfeiture of salary, or any combination thereof, for a period of not less than sixteen (16) days but not exceeding thirty (30) days; (3) People's Law Enforcement Board, as created under Section 43 hereof, where the offense is punishable by withholding of privileges, restriction to specified limits, suspension of forfeiture of salary, or any combination thereof, for a period exceeding thirty (3 0) days; or by dismissal. The Commission shall provide in its implementing rules and regulations a scale of penalties to be imposed upon any member of the PNP under this section. (b) Internal Discipline. In dealing with minor offenses involving internal discipline found to have been committed by any regular member of their respective commands, the duly designated supervisors and equivalent officers of the PNP shall, after due notice and summary hearing, exercise disciplinary powers as follows: (1) Chiefs of police or equivalent supervisors may summarily impose the administrative punishment of admonition or reprimand; restriction to specified limits; withholding of privileges; forfeiture of salary or suspension; or any of the combination of the foregoing: Provided; That, in all cases, the total period shall not exceed fifteen (15) days; (2) Provincial directors or equivalent supervisors may summarily impose the administrative punishment of admonition or reprimand; restriction to spec ified limits; withholding of privileges; forfeiture of salary or suspension; or any combination of the foregoing: Provided, That, in all cases, the total period shall not exceed thirty (30) days; (3) Police regional directors or equivalent supervisors shall have the power to impose upon any member the disciplinary punishment of dismissal from the service. He may also impose the administrative punishment of admonition or reprimand; restriction to specified limits; withholding of privileges; suspension or forfeiture of salary; demotion; or any combination of the foregoing: Provided, That, in all cases, the total period shall not exceed sixty (60) days; (4) The Chief of the PNP shall have the power to impose the disciplinary punishment of dismissal from the service; suspension or forfeiture of salary; or any combination thereof for a period not exceeding one hundred eighty (180) days. (c) Exclusive Jurisdiction. A complaint or a charge filed against a PNP member shall be heard and deci ded exclusively by the disciplining authority who has acquired original jurisdiction over the case and notwithstanding the existence of concurrent jurisdiction as regards the offense: Provided, That offenses which carry higher penalties referred to a disciplining authority shall be referred to the appropriate authority which has jurisdiction over the offense. For purposes of this Act, a â€Å"minor offense† shall refer to an act or omission not involving moral turpitude, but affecting the internal discipline of the PNP, and shall include, but not limited to: (1) Simple misconduct or negligence; (2) Insubordination; (3) Frequent absences or tardiness; 4) Habitual drunkenness; and (5) Gambling prohibited by law. Section 42. Summary Dismissal Powers of the PNP Chief and Regional Directors. – The Chief of the PNP and regional directors, after due notice and summary hearings, may immediately remove or dismiss any respondent PNP member in any of the following cases: (a) When the charge is serious and the evidence of guilt is strong; (b) When the respondent is a recidivist or has been repeatedly charged and there are reasonable grounds to believe that he is guilty of the charges; and (c) When the respondent is guilty of conduct unbecoming of a police officer. Section 43. People's Law Enforcement Board (PLEB). (a) Creation and Functions. – Within thirty (30) days from the issuance of the implementing rules and regulations by the Commission, there shall be created by the sangguniang panlungsod/bayan in every city and municipality such number of People's Law Enforcement Boards (PLEBs) as may be necessary: Provided, That there shall be at least one (1) PLEB for every municipality and for each of the legislative districts in a city. The PLEB shall have jurisdiction to hear and decide citizen's complaints or cases filed before it against erring officers and members of the PNP. There shall be at least one (1) PLEB for every five hundred (500) city or mu nicipal police personnel. b) Composition and Term of Office. – The PLEB shall be composed of the following: (1) Any member of the sangguniang panlungsod/bayan chosen by his respective sanggunian; (2) Any barangay captain of the city or municipality concerned chosen by the association of barangay captains; and (3) Three (3) other members who shall be chosen by the peace and order council from among the respected members of the community known for their probity and integrity, one (1) of whom must be a member of the Bar or, in the absence thereof, a college graduate, or the principal of the central elementary school in the locality. The Chairman of the PLEB shall be elected from among its members.The term of office of the members of the PLEB shall be for a period of two (2) years from assumption of office. Such member shall hold office until his successor shall have been chosen and qualified. (c) Compensation – Membership in the PLEB is a civic duty. However, PLEB members may be paid per diem as may be determined by the city or municipal council from city or municipal funds. (d) Procedure – (1) The PLEB, by a majority vote of all its members and its Chairman shall determine whether or not the respondent officer or member of the PNP is guilty of the charge upon which the complaint is based. (2) Each case shall be decided within sixty (60) days from the time the case has been filed with the PLEB. 3) The procedures in the PLEB shall be summary in nature, conducted in accordance with due process, but without strict regard to technical rules of evidence. (4) The Commission shall issue the necessary implementing guidelines and procedures to be adopted by the PLEB, including graduated penalties which may be imposed by the PLEB. (5) The Commission may assign the present NAPOLCOM hearing officers to act as legal consultants of the PLEBs and provide, whenever necessary, legal services, assistance and advise to the PLEBs in hearing and deciding cases ag ainst officers and members of the PNP, especially those involving difficult questions of law: Provided, That these lawyers may also be assigned to investigate claims for death and disability benefits of PNP members or their heirs. e) Decisions – The decision of the PLEB shall become final and executory: Provided, That a decision involving demotion or dismissal from the service may be appealed by either party with the regional appellate board within ten (10) days from receipt of the copy of the decision. Section 44. Disciplinary Appellate Boards. – The formal administrative disciplinary machinery for the PNP shall be the National Appellate Board and the regional appellate boards. The National Appellate Board shall consist of four (4) divisions, each division composed of a Commissioner as Chairman and two (2) other members. The Board shall consider appeals from decisions of the Chief of the PNP. The National Appellate Board may conduct its hearings or sessions in Metropo litan Manila or any part of the country as it may deem necessary.There shall be at least one (1) regional appellate board per administrative region in the country to be composed of a senior officer of the regional Commission as Chairman and one (1) representative each from the PNP, and the regional peace and order council as members. It shall consider appeals from decisions of the regional directors, other officials, mayors, and the PLEBs: Provided, That the Commission may create additional regional appellate boards as the need arises. Section 45. Finality of Disciplinary Action. – The disciplinary action imposed upon a member of the PNP shall be final and executory: Provided, That a disciplinary action imposed by the regional director or by he PLEB involving demotion or dismissal from the service may be appealed to the regional appellate board within ten (10) days from receipt of the copy of the notice of decision: Provided, further, That the disciplinary action imposed by t he Chief of the PNP involving demotion or dismissal may be appealed to the National Appellate Board within ten (10) days from receipt thereof: Provided, furthermore, That the regional or National Appellate Board, as the case may be, shall decide the appeal within sixty (60) days from receipt of the notice of appeal: Provided, finally, That failure of the regional appellate board to act on the appeal within said period shall render the decision final and executory without prejudice, however, to the filing of an appeal by either party with the Secretary. Section 46. Jurisdiction in Criminal Cases. Any provision of law to the contrary notwithstanding, criminal cases involving PNP members shall within the exclusive jurisdiction of the regular courts: Provided, That the courts-martial appointed pursuant to Presidential Decree No. 1850 shall continue to try PC-INP members who have already been arraigned, to include appropriate actions thereon by the reviewing authorities pursuant to Commo nwealth Act No. 408, otherwise known as the Articles of War, as amended, and Executive Order No. 178, otherwise known as the Manual for Courts-Martial: Provided, further, That criminal cases against PC-INP members who may have not yet been arraigned upon the effectivity of this Act shall be transferred to the proper city or provincial prosecutor or municipal trial court judge. Section 47. Preventive Suspension Pending Criminal Case. Upon the filing of a complaint or information sufficient in form and substance against a member of the PNP for grave felonies where the penalty imposed by law is six (6) years and one (1) day or more, the court shall immediately suspend the accused from office until the case is terminated. Such case shall be subject to continuous trial and shall be terminated within ninety (90) days from arraignment of the accused. Section 48. Entitlement to Reinstatement and Salary. – A member of the PNP who may have been suspended from office in accordance with the provisions of this Act or who shall have been terminated or separated from office shall, upon acquittal from the charges against him, be entitled to reinstatement and to prompt payment of salary, allowances and other benefits withheld from him by reason of such suspension or termination. Section 49. Legal Assistance. –The Secretary of the Department of Justice, the Chairman of the Commission or the Chief of the PNP may authorize lawyers of their respective agencies to provide legal assistance to any member of the PNP who is facing before the prosecutor's office, the court or any competent body, a charge or charges arising from any incident which is related to the performance of his official duty: Provided, That government lawyers so authorized shall have the power to administer oaths. The Secretary of Justice, the Chairman of the Commission, and the Chief of the PNP shall jointly promulgate rules and regulations to implement the provisions of this section. Section 50. Pow er to Administer Oaths. – Officials of the Commission who are appointed by the President, as well as officers of the PNP from rank of inspector to senior superintendent, shall have the power to administer oaths on matters which are connected with the performance of their official duties.

Visual Stream Mapping

VISUAL STREAM MAPPING 1. 1 Introduction Lean manufacturing is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination. Working from the perspective of the customer who consumes a product or service, â€Å"value† is defined as any action or process that a customer would be willing to pay for. The goal of Lean is to becomes the creation and maintenance of a production system which runs repetitively, day after day, week after week in a manner identical to the previous time period. Lean is actually the set of â€Å"tools† that assist in the identification and steady elimination of waste. As waste is eliminated quality improves while production time and cost are reduced. Examples of such â€Å"tools† are  Value Stream Mapping,  5S,  Kanban  (pull systems), and  poka-yoke  (error-proofing). 1. 2Visual Stream Mapping (VSM) Value stream mapping is a process designed to reduce lead time, to make product flow, and to eliminate waste (non value added operations or activities), all for the purpose of meeting customer demand at the lowest cost, and with the highest quality. Lean thinking relies on recognizing the â€Å"seven wastes† – over-production, over-processing, inventory, motion, scrap, waiting, and transportation. Target maps reveal which of these wastes can be eliminated now, and where. The key to producing useful target maps is to look for low-cost improvements that encourage flow, reduce inventory, and test the organization’s ability to manage in a lean environment. The challenge of developing the attitudes, systems and communication necessary for a true pull system operating at customer takt should not be underestimated. A high inventory system hides a multitude of problems, which will slowly be exposed as batch sizes and WIP are reduced. The level of organization and standardization required for one-piece flow are rarely found in companies with traditional production planning and traditional management. Visual Stream Mapping can identify wastes such as: 1. Over-production Over-production is the production of material which is not needed now. It usually occurs in the form of large batches, produced faster than the rate at which they can be consumed Over production is caused by a number of factors, such as long setups, poor quality, machine unreliability, avoidance of setups in order to make performance measures look better, or the desire to keep an expensive resource working. 2. Over-processing There are two aspects to this kind of waste which is overdoing it in the sense of doing too much, too soon, and beyond what is necessary and using inappropriate equipment, especially equipment that is much larger, faster, or more complicated than necessary. It can be difficult to distinguish between over-processing and over-production, because the first often leads to the second. Over-processing is usually associated with going beyond what the customer requires. Examples are reports and presentations that have more information than the audience is looking for, and therefore are difficult to understand and act on. 3. Inventory Whether in the form of work in process (WIP) or finished goods, inventory is considered the great problem in production. With material always available, the focus is taken away from the process, quality, and the rate of work. Inventory thus actually hides problems that exist in the production system. In addition, inventory has an impact on waste that is indirectly caused by having more than needed. Inventory leads to a lack of attention to the process. This means that processes are designed with cycle times well outside of the average. By buffering the process with inventory, the wide variance in cycle times is not noticed until an attempt is made to set up a continuous flow cell or line. 4. Transportation When a facility layout extends over a large area, the movement of inventory from operation to operation becomes necessary. It is thus another result of over-production. It also results from laying out production equipment by function. Functional layout places each type of machine in its own cell for a variety of reasons, mainly to do with the perceived benefits of specialization. 5. Motion Motion is a waste associated with both operators and equipment. In the case of operators, wasted motion includes bending, walking to get or place parts, lifting, and taking more than one step to reach or view machine interfaces. Motion can add significantly to cycle time, and must therefore be considered separately when creating and balancing cells and focused factories. . Scrap Scrap and rework are obviously wasteful. In batch production, scrap is rarely visible, since there is always more material available, and the run can be extended for a short while to produce the required quantity. In a continuous flow system, scrap is a serious problem, since every machine loses a cycle when a piece is rejected. This destroys b alance, and when producing to customer takt, results in a missed shipment. 7. Waiting Waiting takes a number of forms. Operators wait for machines to complete their cycle, or for material to arrive so they can work on it. Machines wait for work, and also for operators to load and unload work pieces or other production material. The kinds of waiting that are common in batch production facilities are different from the waiting that is wasteful in a continuous flow system. 1. 3Characteristics of VSM This is an elements that need an observation and a consideration during applying this VSM: 1. Recognize where environmental impacts occur in a product line. 2. Quantify raw materials used by processes and compare it to materials actually needed to produce the product. . Identify pollution and wastes generated by the production activities. 4. Identify root causes of wastes and inefficiencies. There are a number of common icons used in value stream maps, but icons can also be customized to best serve a value stream map. Icons help distinguish different elements of a product line from another. For example, different arrows should be used to distinguish between product and information movement. The figure 1. 0 be low contains commonly used icons in value stream mapping. Figure 1. 0 1. 4Implementation Once future state map completed a plan to achieve this aim need to be developed, the implementation cannot be done unless there is an actual plan that can vividly visualize the aim of VSM. Without a full blown project implementation with full commitment from everyone in the company you will not reach your future state and gain the identified benefits. The future state map will detail the amount by which your lead times will be reduced, lower stock holdings, potential efficiency improvements and so forth so it should be possible to justify any project financially. Also known as the  Deming Cycle  in many circles, Plan, Do, Check, Act is a simple model for improvement, you make your plan, you implement your plan, you check if you have achieved your stated aims and you then act to make any necessary changes. This cycle is repeated over and over again continually driving improvement. This is how you implement your Value Stream Mapping, it is an iterative process, one that you repeat over and over. You make your initial current state map, plan your improvements, then make your improvements. Then you check your progress by creating a new current state map and plan additional improvements, your value stream mapping should be repeated to ensure continual improvement of your processes. 2. 1 Process of VSM The first action of value stream mapping is to map the existing process which is the result is a Current State Map. Once a valid current state map has been constructed, it is then possible to suggest improvements, with confidence that the results from the proposed system will be quite similar to those of the Future State Map. In this way, the lean initiative moves from solid footing to solid footing. There is no â€Å"leap of faith† or â€Å"trust me† required to convince everyone that there really is a better way to carry out the process. 2. 1. 1Current State When reviewing a product or process line, the first value stream map you develop should record the current state of the line. Remember, conventional value stream mapping tends to focus at a facility-wide level. The current state map should take a snapshot of the current practices and materials usage rates for all processes. A current state map should also record where environmental impacts occur in the product line. The following processes typically have environmental impacts: 1. Metal Fabrication (Milling, Welding, Stamping, and Machining) 2. Parts Washing 3. Surface Cleaning 4. Plastic Forming (Extrusion and Moulding) 5. Surface Coating 6. Chemical Formulation 7. Hazardous Materials Handling 8. Waste Management A current state value stream map should also establish baselines for all inputs and outputs which are presented in Table 2. 1. 1 below. INPUT| OUTPUT| Pounds of materials used| Pounds of solid waste generated| Pounds of hazardous materials used| Pounds of hazardous waste generated| Gallons of water used| Pounds of air pollution emitted| Gallons of water consumed| Gallons of wastewater treated| Watts of energy used| | BTUs of energy used| | Table 2. 1. 1 Other inputs and outputs that conventional value stream maps identify include changeover and cycle time, labour, and rework. Exhibit 2. 0 illustrates a conventional value stream map, shows how to denote process inputs and outputs may exist in the product line. . 1. 2Compare ‘Use’ Vs ‘Need’ In the past, value stream maps would examine the time it takes to produce a product and the proportion of that time that is value added or the time spent actually working on the product. The timeline was a graphic representation that compared the two, but didn’t focus on the resources consumed and waste generated in making the product. A materials line is a variati on of a timeline and can be developed for any type of resource (e. g. , water, energy, total materials, and/or a critical substance used in the product). A materials line, located on the bottom of a value stream map, shows the amount of raw materials used by each process in the value stream and the amount of materials that end up in the product and add value from a customer’s perspective. For example, the materials line illustrated below in figure 2. 0 compares the amount of water used and needed in the milling and parts washing processes in a product line. Figure 2. 1. 2 Once you collect data for the materials line, you may notice large differences between the amount of material used and the amount needed for the product. This exercise can help you target the largest sources of waste for prioritizing improvement efforts. Exhibit 2 presents a value stream map with a materials line that focuses on water usage. You can also create separate maps that address other inputs such as hazardous materials or energy use. 2. 1. 3Visualize an Improved â€Å"Future State† Future state maps are created to show what a product or process line would look like after improvements are made. Future state maps should be drafted following the completion of a current state map. Practitioners play a vital role in developing future state maps, as they can help suppliers identify areas where environmental improvements can be made. More often than not, future state maps look closer at process level improvements. Facilities cannot typically make changes to the order in which processes take place in a product line, but they can implement changes to specific steps of a process. Opportunities for process improvement can be shown on a value stream map with a starburst as illustrated in Exhibit 3. Starbursts can identify processes that need to be examined closer, such as in Exhibit 4. Future state maps should represent the product or process line in a perfect state or fully optimized and highly efficient. It should not be restrained by cost. The future state should include the best available technologies and equipment, and estimated waste reductions should be included where appropriate. For example, if a surface coating line could reduce solvent use by installing a solvent recycler, the future state map should represent that improvement. The materials line that should be included on a current state map can be a good indicator of where improvement opportunities exist. If a process showed a large difference between the amount of a material used and the amount of material needed, practitioners should question why the difference exists. Inefficiencies are the root cause of most wastes. Efficient production lines will have little to no difference between the amount used compared to the amount actually needed to produce the product. Exhibits 5 and 6 show the difference between a current state and a future state parts washing line. Current and future state process maps can be generated for one or many processes that occur in a facilities product line. . 1Benefits and Importance of VSM Value stream mapping is often used at the outset of a lean program to identify the current process within an organization. Strictly speaking Value stream mapping is used to map information and materials through a production process but it can be used for so much more than simply transcribing the process. This is the list of benefits and importance of applying VSM technique : 1. It helps portray the process from the start of the production process to the end. 2. It help finds bottlenecks and find waste within the process. . It’s a group exercise and therefore can involve your workforce as part of your lean improvement program. 4. You can use a completed value stream map as an improvement aide to document transitions to a future state value stream map. 5. It’s an inexpensive tool, basically all you need is a paper and pen. 6. It can be easily critiqued by your workforce to highlight problems that exist within the process. 7. It’s not just for manufacturing, value stream mapping has been used in offices, service industries healthcare etc. 8. It’s easy to understand with a little bit of training on VSM, icons maps are easy to understand conveying powerful process in a simple pictorial fashion. 4. 1Conclusion This study has outlined a decision-making process for the mapping of the value stream or supply chain. This general process is grounded in a contingency approach as it allows the company to choose the most appropriate methods for the particular industry, people and types of problem that exist. The typology is based around the identification of the particular wastes the company or value stream members wish to reduce or eliminate. As such, it allows for an extension of the effective internal waste reduction philosophy pioneered by leading companies such as Toyota. In this case, however, such an approach can be widened and so extended to a value stream setting. This extension capability lies at the heart of creating lean manufacturing, with each of the value stream members working to reduce wasteful activity both inside and between their organizations. 5. 1 Reference 1. http//: EzineArticles. com/225609 2. www. gardinernielsen. com 3. www. en. wikipedia. org/wiki/Value_stream_mapping 4. www. greensuppliers. gov/pubs/VSM. pdf