A Life Of Sacrifice History Essay

A Life Of Sacrifice History Essay November 13, 2010 wasnt a special day to many people. But to about fifty million Burmese, it might be the turning point of their lives. On that day, a lady called Aung San Suu Kyi was released from detention. In front of her house, a crowd of her supporters gathered together to celebrate the release. The lady is the pro-democracy leader of Burma and has been detained for 15 of the past 21 years, most of it under house arrest. Define Moral courage Thesis statement. Aung San Suu Kyi was the only daughter of Aung San, the man considered to be the founder of modern Burma. Unfortunately, Suu Kyi was only two years old when her father was assassinated in 1948. She hardly remembered anything about this great man. But even though I never really knew him, she said, I was always told how much the Burmese people loved and revered him.' (The Lady) Aung San Suu Kyi spent a lot of time learning about her fathers philosophy and commitment to the cause of independence. This desire to understand her fathers feelings eventually translated into the belief that she had to finish the job that her father had begun. When Aung San Suu Kyi was fifteen years old, her mother Khin Kyi was appointed Burmese ambassador to India. As a result, Suu Kyi moved to India to accompany her mother. Upon arriving in India, Suu Kyi spent one year in a strict convent school. The following year she attended Delhi University, where she learned about political science. During the first few years when Suu Kyi lived in India, she explored the lessons of passive resistance of Mahatma Ghandi and Jawaharlal Nehru. When Suu Kyi was accepted at St. Hughs College at Oxford, she left Delhi University. As an undergraduate at St. Hughs in Oxford, Suu Kyi was remembered as very demure and genuinely innocent, yet with a strong sense of belonging to the Burmese elite. (The Lady 48). Two years after Suu Kyi received her degree, she left for New York. When Suu Kyi arrived in New York to stay with Ma Than E, the older woman had just started working at United Nations headquarters. At Ma Than Es suggestion, Suu Kyi decided to resume her studies at a later date and instead apply for a job at the United Nations. In March 1988, Suu Kyi received a call from a close family friend in Burma, informing Suu Kyi that her mother had suffered a severe stroke. Almost immediately, Suu Kyi began packing. I had a premonition, Michael wrote in the introduction to a collection of essays about his wife, that our lives would change forever. (Burmas Iron Aunty) The next morning Suu Kyi was on a plane heading to Burma. When Aung San Suu Ki arrived in Rangoon to care for her mother, General Ne Wins military socialist government had been in power for twenty-six years. During that time, Burma had gone from being one of the richest nations in Southeast Asia to one of the poorest, most isolated, and most corrupt countries in the world. Thousands of monks, students, and ordinary civilians took to the streets in protest against the government. For weeks, as Suu Kyi nursed her mother in the hospital, the violence intensified, with groups of young people marauding through the streets of Rangoon.(The lady 56) By June, the doctors announced that there was no hope that Suu Kyis mother would recover. Suu Kyi made the decision to take her mother home to University Avenue, where she could die peacefully in her own room. Aung San Suu Kyi has never claimed that when she came to Burma in 1988, it was to lead a pro-democracy movement. It wasnt as if the students were organized in definite political groups in 1988, Suu Kyi once explained. The democracy movement evolved out of general chaos that was everywhere in Burma. It was this climate of rebellion that caused many political groups to emerge, which eventually coalesced into a democracy movement. On August 8, 1988, a day known as the Four 8s, a nationwide strike was called and that included students, civilians, lawyers, doctors, monks and civil servants. Crowds surged into the streets for a pro-democracy demonstration. Sein Lwin responded by ordering troops to open fire. However, the demonstrations continued and the death toll mounted. As Suu Kyi nursed her dying mother, she was kept informed daily of the news and mourned those who lost their lives on the streets of Burmese cities. By then, rumors that Aung San Suu Kyi was in the country had already sp read. Many people believed that the presence of General Aung Sans daughter in Burma meant that more than fifty years of repression, civil unrest, and violence would finally end. All of a sudden, pictures of General Aung San became a prominent symbol of the pro-democracy movement. In response to the hundreds of thousands of people who continued to demonstrate throughout the countries, Aung San Suu Kyi wrote an open letter to the government proposing that a committee be formed for the sole purpose of leading the country toward multiparty elections. Within days, Suu Kyi became a public figure, speaking out for human-rights and liberal free-market economic system. On August 26, surrounded by her supporters, she spoke to a crowd estimated at half a million people. Her message was simple: nonviolence, human-rights, and democracy. For Burmese, Suu Kyi not only was a poignant reminder of the past, but a living symbol of hope for the future. (Body paragraphs continued, influence of Buddhism, In 1991, this once obscure Burmese woman, when she had been living in exile for more than two decades and had been under house arrest for three years, was awarded the Nobel Peace Prize. There was no better way for the pro-democracy movement in Burma to make the world aware of the political repression throughout the country than for Aung San Suu Kyi and to have won the Nobel Peace Prize. Yet, there were many people, especially within Daw Suu Kyis inner circle, who feared that winning the prize would make it even more difficult for Daw Suu Kyi and the SLORC to come to any compromise. As the eighth woman in history to win the peace prize, and the first to receive it while in captivity, Daw Suu Kyi became the focus of a variety of human-rights groups throughout the world, as well as the United States Department of State under the Clinton administration-which suddenly put the pro-democracy movement in Burma high on its international agenda. (The lady) Prior to the summer protests, there had been growing unease in the population regarding the economic distress of the country which has stagnant economic growth and is ranked among the 20 poorest countries in the world according to the United Nations.[9] Many, including the United Nations have blamed the economic problems on the leadership of the military junta and the proportion of national income spent on the armed forces. In late 2006, the cost of basic commodities began rising sharply in Burma with rice, eggs, and cooking oil increasing by 30-40%. According to the BBC, on 22 February 2007, a small group of individuals protested the current state of consumer prices in the country. While the protest was small and careful not to be seen as directed at the military junta, officials jailed nine of the protesters. The military junta detained eight people on Sunday, 22 April 2007 who took part in a rare demonstration in a Yangon suburb amid a growing military crackdown on protesters. A g roup of about ten protesters carrying placards and chanting slogans staged the protest Sunday morning in Yangons Thingangyun township, calling for lower prices and improved health, education and better utility services. The protest ended peacefully after about 70 minutes, but plainclothes police took away eight demonstrators as some 100 onlookers watched. On 15 August 2007 the government removed subsidies on fuel causing a rapid and unannounced increase in prices.[11] The government, which has a monopoly on fuel sales, raised prices from about $1.40 to $2.80 a gallon, and boosted the price of natural gas by about 500%.[9] This increase in fuel prices led to an increase in food prices. Soon afterwards, protesters took to the streets to protest the current conditions. These peaceful protests of September 2007 in Burma were not brought to any significant conclusion. The protests were not brought by opposition groups, or foreign governments. However, the Burmese lay people, and the monks were frustrated with the economic and political situation of the country. When the time came activists monks successfully brought together the people of Burma to protest. These protests gave sight to many young people to witness first-hand the brutality of an authoritarian government, thus making them realize the sacrifices the people had to make while fi ghting for political changes in Burma. Furthermore, the junta agreed to talk to the opposition because they want a win-win situation for all. The catch being that the opposition groups follow the rules of the government as of now. Despite all of the talks going on between groups, true democratic changes are still far from being obtained, making the political future of the country uncertain. On the evening of May 3, 2009, Yettaw swam a 2-kilometer (1.25-mile) distance across Lake Inya in Rangoon to the house where Aung San Suu Kyi was held under house arrest by Myanmar authorities. He asked Suu Kyi if he could stay at the house for a few days. She refused, and her caretakers threatened to turn him in to the authorities, but Suu Kyi agreed to let him stay on the ground floor after he began to complain about leg cramps. The Myanmar government requires all non-family overnight visitors to be registered and forbids overnight stays by foreigners. As a result of the 2009 visit, the authorities declared that Suu Kyi breached the conditions of her house arrest.[25] She was charged under the countrys Law Safeguarding the State from the Dangers of Subversive Elements, which carried a three-to-five-year jail term. (legacies and influences) One of the most difficult challenges that Aung San Suu Kyi faces is not only to bring democracy to Burma, but to achieve that goal without putting the people at risk. (her nonviolence philosophy) It is a difficult task since the Burmese people have been shut off from the rest of the world for decades, and do not believe democracy and freedom to be their inalienable rights. As a result, Daw Suu Kyis role lies somewhere between that of a politician who leads the people toward democracy, and a spiritual figure who encourages people to take their initiatives in riding the country of an oppressive regime. For the majority of the Burmese people, the most important sacrifice that Aung San Suu Kyi made for them was not giving in to the SLORCs demands during the six years that the military kept her under house arrest. The SLORC insists that at any time during those years. The lady always had the choice of safe passage out of Burma in a car to the airport and a free one-way ticket back to England where she had been living for the last two decades. For Suu Kyi, that was always an unacceptable alternative. It is also her credit that she refused a sign of courage and stamina that she remained steadfast in her commitment to bring democracy to her country of birth. (The lady) Since 1988, when Aung San Suu Kyi first became visibly involved in the struggle for democracy, the people have become even devoted and loyal to her, more committed to the cause of freedom in Burma, and more dependent on her to bring their plight to the worlds attention. If that were not the case, the NLD would have never survived-and grown-despite all the obstacles the government has put in its way since 1988. (Conclusion) Courage means to work for what you believe with perseverance and to be strong and to have good will. Its not courageous to use ones physical strength and to shout loudly, said Suu Kyi. It is undeniable that Aung San Suu Kyi demonstrated her moral courage. Her sense of responsibility helped Burmese achieve their final goal. Her own little step was a big step to democracy progress in Burmese Unplayed Piano.

Smallpox :: essays research papers

Smallpox   Ã‚  Ã‚  Ã‚  Ã‚  Smallpox was a disease that was caused by a virus. The virus spread when an uninfected person came in direct contact with a sick person and breathed in the virus. Usually, the virus was in tiny drops that were coughed up by the sick person. After about two weeks the infected person would develop a high fever and muscle aches and pains. After about three days of fever the person would break out in a rash all over his or her body. At first it looked like red spots, but these spots gradually became blisters that were about the size of a pencil eraser. After about five days of rash, the fluid in the clear blisters turned to pus. The more pus spots that a person had, the more likely he or she was to die.   Ã‚  Ã‚  Ã‚  Ã‚  There were two main types of a smallpox virus. Variola major, which killed about 20 percent of the people who were infected and variola minor, which killed about 2 percent of its victims. If a person did not die, the pus gradually dried up to form scabs that dropped off after one or two weeks. The pus spots on the face often left permanent scars known as pockmarks.   Ã‚  Ã‚  Ã‚  Ã‚  Smallpox was known to the ancient peoples of China, India, and Egypt. Pharaoh Ramses V died of it in 1157 BC. It spread wherever large numbers of people moved, and it was a very serious problem in cities where people lived close together. It first reached Europe in the fifth century, and it was one of the leading causes of death in the 16th and 17th centuries. It was brought to the Americas many times during that period, first by the Spanish conquerors and later by African slaves, where it wiped out many native American populations.   Ã‚  Ã‚  Ã‚  Ã‚  The Hindu god Krishna is believed to have loved milkmaids because of their beautiful, unscarred, complexions. Milkmaids, of course, spent a lot of time around cows, which are carriers of cowpox, a virus similar to the smallpox virus. In 1796 the British physician, Edward Jenner, after noting that milkmaids were spared the smallpox, demonstrated that if he infected the skin of someone with the scab of a cowpox sore, that person would not get smallpox. This was the beginning of vaccination. During the next 130 years, the practice of vaccination was gradually adopted by health workers in all parts of the world, but the disease still survived in many places where not enough people were vaccinated. Smallpox :: essays research papers Smallpox   Ã‚  Ã‚  Ã‚  Ã‚  Smallpox was a disease that was caused by a virus. The virus spread when an uninfected person came in direct contact with a sick person and breathed in the virus. Usually, the virus was in tiny drops that were coughed up by the sick person. After about two weeks the infected person would develop a high fever and muscle aches and pains. After about three days of fever the person would break out in a rash all over his or her body. At first it looked like red spots, but these spots gradually became blisters that were about the size of a pencil eraser. After about five days of rash, the fluid in the clear blisters turned to pus. The more pus spots that a person had, the more likely he or she was to die.   Ã‚  Ã‚  Ã‚  Ã‚  There were two main types of a smallpox virus. Variola major, which killed about 20 percent of the people who were infected and variola minor, which killed about 2 percent of its victims. If a person did not die, the pus gradually dried up to form scabs that dropped off after one or two weeks. The pus spots on the face often left permanent scars known as pockmarks.   Ã‚  Ã‚  Ã‚  Ã‚  Smallpox was known to the ancient peoples of China, India, and Egypt. Pharaoh Ramses V died of it in 1157 BC. It spread wherever large numbers of people moved, and it was a very serious problem in cities where people lived close together. It first reached Europe in the fifth century, and it was one of the leading causes of death in the 16th and 17th centuries. It was brought to the Americas many times during that period, first by the Spanish conquerors and later by African slaves, where it wiped out many native American populations.   Ã‚  Ã‚  Ã‚  Ã‚  The Hindu god Krishna is believed to have loved milkmaids because of their beautiful, unscarred, complexions. Milkmaids, of course, spent a lot of time around cows, which are carriers of cowpox, a virus similar to the smallpox virus. In 1796 the British physician, Edward Jenner, after noting that milkmaids were spared the smallpox, demonstrated that if he infected the skin of someone with the scab of a cowpox sore, that person would not get smallpox. This was the beginning of vaccination. During the next 130 years, the practice of vaccination was gradually adopted by health workers in all parts of the world, but the disease still survived in many places where not enough people were vaccinated.

General Giap Essay

General Vo Nguyen Giap is perhaps the most important figure in the early history of communist Vietnam with the exception of Ho Chi Minh. General Giap’s skills and expertise of were an essential element of the French defeat in 1954. However General Giap cannot be held solely responsible, the political skills of Ho Chi Minh (the leader of the Viet Minh independence movement) cannot be underestimated. There were many reasons for the French defeat in Vietnam, abundant mistakes were made and the Viet Minh were lead by two of the greatest leaders of the 20th century. Giap rchestrated the defeat of the French and was particularly important in the battle of Dien Bien Phu. Ho Chi Minh was an experienced revolutionary and passionate nationalist infatuated by a single goal: independence for his country. He was a central fgure in the movement to free Asia from the restraints of colonialism. Ho Chi Minh was ultimately working towards the liberation of Vietnam from French colonial rule and â€Å"unity of views between the army and the people†. Ho Chi Minh was a founding member of the Indochinese Communist Party (ICP). The goals of the ICP included the overthrow of the French; establishment of an independent Vietnam uled by a peoples’ government; â€Å"help people in production, anti-literacy, sanitation and disease prevention†. General Giap was the Commander and Defence Minister of North Vietnam from 1944-1980 and was an integral component in the unravelling of French control in Vietnam. Previously, on the outbreak of World War II, Giap fled to China to Join Vietnamese Communist leader Ho Chi Minh, which led to the formation of the Vietnamese Independence League, abbreviated to Viet Minh. In 1945, armed propaganda teams under Giap’s command became the People’s Liberation Army. Subsequently in 1945, Giap served as interior minister in Ho Chi Minh’s revolutionary government created to defeat the French. Giap’s strength lay as a military commander and his scrupulous attention to organisation, which were vital elements in the French downfall. The Vietnamese opposition to the French began almost as soon as the French began to rule. The Vietnamese traditionally have resisted foreigners. Their defeat of China previously gave them a reputation of being one of the most feared nations in South East Asia, meaning that it took the French an extended amount of time to gain overall control. Prior to the 20th century, resistance to the French was constant and violent. The resistance was traditional and localised, involving isolated attacks which were easily contained by the French. Furthermore, World War One gave impetus and momentum to the growth of nationalism, the strong wish for growth, freedom and independence of one’s country and patriotism for Vietnam. Many Vietnamese men were forced to serve in France during WW1 and those who returned brought with them the revolutionary concept of nationalism and as a result the nature of the resistance changed to a more national approach rather than regionally focussed. Additionally, in 1905, Japan became the first Asian power in modern times to efeat a European power during a large naval battle. The Vietnamese determination and motivation were boosted, demonstrating that they could potentially defeat the French, one ot the most intluential European powers at the time. Following the reoccupation of Indochina by the French at the end of World War Two, the Viet Minh rebelled against the French and this became known as the first Indochinese war. French lack of knowledge of Vietnamese geography made it difficult for them to defend themselves. â€Å"The army trained the people in†¦ † guerrilla tactics that were highly successful as they were unlike any approach in the Western world. The unpredictable nature of the guerrilla tactics also minimised the losses of the Viet Minh’s army, making it stronger. The French army began to wear down, decreasing the men’s morale and eventually leading to an easier fght for the Viet Minh. Initially the French underestimated Vietnamese ability; unbeknown to the French they were numerically disadvantaged with 13000 Frenchmen fghting a 35000 strong Viet Minh People’s Army. Prior to the war it was acknowledged that Ho Chi Minh’s original name, Nguyen Tat Thanh, was widely known as many people had heard that he had been a ajor supporter of peasants and workers rights, who in turn supported him. This meant that if he needed a place to hide, the local peasants happily helped, making the Viet Minh virtually untraceable. The widespread support of Ho Chi Minh also meant that people trusted the movement towards independence and nationalism; giving the Viet Minh the political edge over the French. Back in France, the French public were beginning to realise that the conflict in Vietnam was not worth the effort; therefore support for the conflict was lessening. In addition, the Vietnamese determination and strength could not be matched by the French; the Viet Minh had ne thing that the French did not, a goal. The Viet Minh and Giap had learnt invaluable lessons from previous conflicts and mistakes, whereas the French had not. Dien Bien Phu was the longest confrontation and most furious battle of the French Expeditionary Corps. It was the final undoing of the French. In 1953, as both sides prepared for peace talks in the Indochina War, French military commanders selected Dien Bien Phu as the location for a fght with the Viet Minh. Viet Minh guerrillas and troops from the People’s Army of Vietnam surrounded Dien Bien Phu during the build up of the garrisons. The Viet Minh concealed artillery and supplies in camouflaged caves on the mountain face. The Viet Minh’s initial assault on the French almost immediately proved the vulnerability and flawed defence of the French. The French supplies and weapons were flown in by plane; however, this usually led to the shelling of the aircraft. The Viet Minh used local peasants to bring in supplies and weaponry, through dense forests, an entry the French had written off as impassable. As source A suggests â€Å"The Army established a good relationship with the people and relied on the people to fight and defeat the enemy’. Giap used the element of surprise by skilfully employing supporting operations which deceived the French. Giap easily identified the French’s critical vulnerability and used their mistakes to his own advantage. The work of a great strategist. One crucial decision that Giap made was when he moved his own headquarters to the Dien Bien Phu battle site. This allowed him to personally oversee the conflict, and clear up confusion or misunderstandings straight away. General Giap was able to carefully dictate time and place engagements throughout his meticulously planned operation. The heavy

Fedex Case - Free Essay Example

Sample details Pages: 5 Words: 1360 Downloads: 9 Date added: 2017/09/15 Category Advertising Essay Did you like this example? Describe FedEx’s corporate philosophy and explain how FedEx’s systems fit in the context of its corporate philosophy. FedEx’s corporate philosophy People-Service-Profit (P-S-P) philosophy: relied heavily on management’s ability to create an environment that encouraged and allowed people to choose to deliver superior service. i. Believed customer satisfaction begins with employee satisfaction. James Barksdale aware that keeping the promise to customers required employees to work harder = â€Å"People first† philosophy ii. Attention to quality service emerged early in FedEx’s history:- 1. 1975: â€Å"Federal Express. Twice as Good as the Best in the Business. † 2. 1970s: service was measured by percentage of overnight deliveries that were made on time 3. 1980s: FedEx managers concluded that high service percentages would not sufficient in the future To strike the best movement toward 100% customer satisfaction. (as Frederick Smith mentioned – â€Å"The first time you tolerate anything other than a movement toward 100% customer satisfaction, you’re on the road to mediocrity. i. It attains this philosophy from both focus and broad views. It is broad in that it covers all the areas from Leadership, Information Technology, Human Resource Utilization, Quality Assurance of Products and Services, Quality Results and finally, Customer Satisfaction. It is focus in a sense that it excels in all these areas. FedEx was the first company to win in the service category in 1990, since th e award was established in 1988 – Malcolm Baldrige National Quality Award (MBNQA), with 160,000 requests altogether. i. FedEx only recognized the highest rating of â€Å"completely satisfied† as an acceptable level of customer satisfaction in its Customer satisfaction surveys, aligned its measurement improvement towards its goal of 100% complete customer satisfaction. FedEx Quality =Productivity philosophy Recognized the correlation between doing things right the first time and productivity: good relationship between customers and suppliers The ways FedEx’s systems fit in the context of its corporate philosophy In 1980s it adopted quality-improvement process (QIP) to support P-S-P i. Recognized the correlation between doing things right the first time and productivity (quality = productivity) ii. Defined quality service not in statistical terms, but as performance to the standards of the customer: 100% satisfaction ? FedEx implemented â€Å"quality-improvemen t programs† in 1990 even at tough economic times – with oil prices had more than doubled between August and December 1990. Don’t waste time! Our writers will create an original "Fedex Case" essay for you Create order This could reflect the persistence in aligning the corporate philosophy of the management. As support to its â€Å"quality-improvement† philosophy, by mid-1987, FedEx selected consulting firm – Organizational Dynamics Incorporated (ODI) at times when FedEx struggling with problems internally (rapid growth in overnight service) to initiate a companywide education program on quality, focused more on the thought processes in quality improvement. i. Led workshops for senior vice-presidents and managing directors ii. Trained managers to facilitate workshops for employees As support to its â€Å"quality-improvement† philosophy, it implemented framework of ideas in the modules above, it set up â€Å"quality action teams† (QAT) – to help employees to change the way they did their job i. FADE framework: Focus - Analyze - Develop - Execute ii. Extensive training given to QAT members iii. Focused on small, incremental changes Outcomes: i. Creative solutions t hrough employee involvement and careful analysis. E. g. devised mnemonic devices to help new employees remember the abbreviations for destination cities, saved estimated US$3 million in training costs ii. Cultivate a culture of continuous improvement – constantly changing the system to improve the service to customers As support to its â€Å"quality-improvement† philosophy, in late 1980s it set up â€Å"service quality indicators† (SQI), to give customer satisfaction measurement with weight and points assigned to every package with refer to list of all things that could go wrong with an overnight delivery. The number was then combined from each customer complaint, for tracking, comparing and communicating to every employee in daily basis. As support to its â€Å"quality-improvement† philosophy, Customer satisfaction surveys on both general and segmented studies were conducted. Quarterly, customer satisfaction study was conducted by phone across FedEx’s four main market segments with a five-point satisfaction scale. It also utilized targeted customer satisfaction studies to gather more feedback from customers. As support to its â€Å"quality-improv ement† philosophy, it carried out Customer / Supplier Alignment (CSA) process for internal service. i. One party listed and ranked the ten most important services that party provided to his or her internal customer ii. That same party listed how well he or she supplied the customer’s needs, thereby rating his or her own performance iii. The other party went through the same process ? CSA also uses between employees and managers As support to its â€Å"people first† philosophy, set up ‘guaranteed fair treatment procedure’. A three-step process that gives employees access to upper management within 21 working days. As support to its â€Å"people first† and â€Å"quality-improvement† philosophy, Survey Feedback Action was used to solicit employee feedback. i. Total involvement of everyone makes people committed ii. Measurement of quality on leadership iii. Continuous improvement which look for ways to correct or prevent problems As support to its â€Å"people first† and â€Å"P-S-P† philosophies, Leadership Evaluation Awareness Process (LEAP) was set up to evaluate, consider and guide potential managers about the challenges connected with leading people. Innovative and Risk Taking culture: As support to its â€Å"quality-improvement† philosophy, FedEx fostered a culture that stimulated innovation and created a workplace to encourage the motivated people to innovate and dare to take risk. And to align with its â€Å"people first† philosophy, FedEx had a no-layoff policy, which secured employee’s jobs and enabled its employee to take risk. 1. How has FedEx used information technology to provide 100% customer service? COSMOS (Customer, Operations, Service, Master On-line System) Every package that entered the FedEx system was tracked by a central computer system, with worldwide network transmitting customer information to and receiving it in a central database. The system was continuously updated with new information about package movements, customer pickups, invoices, and deliveries. Supertracker The overnight package was tagged with a10-digit bar code, as a protocol to transmit information from courier’s hand-held computer to COSMOS. Digitally assisted dispatch system Each courier van was equipped with the dispatch system with interactive screens in their vans. The system communicated to approximately 30,000 couriers through the network. Powership FedEx provided a computerized shipping management system (Powership) to allow customer to print air bills for programmed addresses, download transactions to FedEx, manage accounts receivable, and track packages through COSMOS. Central to the P-S-P philosophy and FedEx’s success:- ? COSMOS: allowed customer-service representatives to handle customer enquiries with confidence ? Dispatch system: ensured a quick response to delivery and pick-up requests ? Powership: give customer accurate and timely information free of charge ? Supertracker: made itself indispensable to overnight vendor with such a complete distribution solution Other areas that FedEx probably utilize information technology One of the examination categories / items was â€Å"Information and Analysis† for getting the MBNQA award in 1990, which required â€Å"Scope and management of quality data and information† and â€Å"Analysis of quality data and information†. These two areas are obviously achieved by integrating Information Technology to enable its business running. Through continuous improvement – enhancing the systems so that customer requests could be handled in a shorter cycle. e. g. rom processing 10% yesterday and 90% the day before mails to schedule 100% of today’s mail to be processed today. Customer complaints were logged since early 1980s and the information was used in internal evaluations of systems. To keep the list of things that could go wrong with points and weights, and to record the points and weight of every complaint for â€Å"service quality indicators† (SQI) implementatio n. The system then combined the figures from each customer complaint for tracking, comparing with projections and communicating to every employee in daily basis. The results of all the customer satisfaction surveys were complied to identify trends, allow for customer segmentation to a meaning level, and to provide a detailed measure of service attributes. Employee support systems to record the complaints from employees with built-in work flow and schedule for management reviews A system was created to record the employee survey questions and feedback actions, for continuous improvement. It charged work groups with examining management’s effectiveness, which relates to the bonus managers can get.