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Interfacing with GPS, Graphics LCD | New Articles & Tutorials
Dear User
Learn interfacing Graphics LCD with 8051 microcontroller step by step in EG Labs.
1. Start with Simple operations and displaying basic characters.
2. Further try to Display text in different fonts on the Graphics LCD Screen.
3. Then move on to Display images on your LCD screen.
Now you can start building your own applications like creating Snake game, Tic-Tac-Toe etc etc. Enjoy learning!
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Also learn to interface GPS with 8051 microcontroller and with AVR microcontroller. But before proceeding, read about commonly used GPS receivers and NMEA standards.
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Tutorials
AVR Atmega Fuse Bits : Find out all you need to know about working with AVR Fuse bits.
TWI / I2C Communication : Learn about I2C communication and comparison with other protocols.
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Articles
Technical articles on Sensors, PLCs, Robotics, Artificial Intelligence and more. Check out the complete list.
Check out new Invention Stories and problems in Creativity Shed.
Thursday, April 7, 2011
Wednesday, March 16, 2011
اسلام کی قیمت بیس پنس
بسم اللہ الرحمٰن الرحیم
السلامُ علیکم و رحمۃ اللہ و برکاتہ
السلامُ علیکم و رحمۃ اللہ و برکاتہ
سالوں پہلے کی بات ہے جب ایک امام مسجد صاحب روزگار کیلئے برطانیہ کے شہر لندن پُہنچے تو روازانہ گھر سے مسجد جانے کیلئے بس پر سوار ہونا اُنکا معمول بن گیا۔
لندن پہنچنے کے ہفتوں بعد، لگے بندھے وقت اور ایک ہی روٹ پر بسوں میں سفر کرتے ہوئے کئی بار ایسا ہوا کہ بس بھی وہی ہوتی تھی اور بس کا ڈرائیور بھی وہی ہوتا تھا۔
ایک مرتبہ یہ امام صاحب بس پر سوار ہوئے، ڈرائیور کو کرایہ دیا اور باقی کے پیسے لیکر ایک نشست پر جا کر بیٹھ گئے۔ ڈرائیور کے دیئے ہوئے باقی کے پیسے جیب میں ڈالنے سے قبل دیکھے تو پتہ چلا کہ بیس پنس زیادہ آگئے ہیں۔
امام صاحب سوچ میں پڑ گئے، پھر اپنے آپ سے کہا کہ یہ بیس پنس وہ اترتے ہوئے ڈرائیور کو واپس کر دیں گے کیونکہ یہ اُن کا حق نہیں بنتے۔ پھر ایک سوچ یہ بھی آئی کہ بھول جاؤ ان تھوڑے سے پیسوں کو، اتنے تھوڑے سے پیسوں کی کون پرواہ کرتا ہے!!!
ٹرانسپورٹ کمپنی ان بسوں کی کمائی سے لاکھوں پاؤنڈ کماتی بھی تو ہے، ان تھوڑے سے پیسوں سے اُن کی کمائی میں کیا فرق پڑ جائے گا؟ اور میں ان پیسوں کو اللہ کی طرف سے انعام سمجھ کر جیب میں ڈالتا ہوں اور چپ ہی رہتا ہوں۔
بس امام صاحب کے مطلوبہ سٹاپ پر رُکی تو امام صاحب نے اُترنے سے پہلے ڈرائیور کو بیس پنس واپس کرتے ہوئے کہا؛ یہ لیجیئے بیس پنس، لگتا ہے آپ نے غلطی سے مُجھے زیادہ دے دیئے ہیں۔
ڈرائیور نے بیس پنس واپس لیتے ہوئے مُسکرا کر امام صاحب سے پوچھا؛کیا آپ اس علاقے کی مسجد کے نئے امام ہیں؟ میں بہت عرصہ سے آپ کی مسجد میں آ کر اسلام کے بارے میں معلومات لینا چاہ رہا تھا۔ یہ بیس پنس میں نے جان بوجھ کر تمہیں زیادہ دیئے تھے تاکہ تمہارا اس معمولی رقم کے بارے میں رویہ پرکھ سکوں۔
اور امام صاحب جیسے ہی بس سے نیچے اُترا، اُنہیں ایسے لگا جیسے اُنکی ٹانگوں سے جان نکل گئی ہے، گرنے سے بچنے کیلئے ایک کھمبے کا سہارا لیا، آسمان کی طرف منہ اُٹھا کر روتے ہوئے دُعا کی، یا اللہ مُجھے معاف کر دینا، میں ابھی اسلام کو بیس پنس میں بیچنے لگا تھا۔۔۔
اور اسکے بعد۔۔
ہو سکتا ہے کہ ہم کبھی بھی اپنے افعال پر لوگوں کے رد فعل کی پرواہ نہ کرتے ہوں۔
مگر یاد رکھیئے کہ بعض اوقات لوگ صرف قرآن پڑھ کر اسلام کے بارے میں جانتے ہیں۔
یا غیر مسلم ہم مسلمانوں کو دیکھ کر اسلام کا تصور باندھتے ہوں۔
اس طرح تو ہم سب کو دوسروں کیلئے ایک اچھی مثال ہونا چاہیئے۔۔
اور ہمیشہ اپنے معاملات میں سچے اور کھرے بھی۔۔
صرف اتنا ہی ذہن میں رکھ کر، کہیں کوئی ہمارے رویوں کے تعاقب میں تو نہیں؟ اور ہمارے شخصی تصرف کو سب مسلمانوں کی مثال نہ سمجھ بیٹھے۔
یا پھر اسلام کی تصویر ہمارے تصرفات اور رویئے کے مُطابق ذہن میں نہ بٹھا لے!!!
Curtesy to
Muhammad Saleem Shantu China
Tuesday, March 15, 2011
Mian Muhammad Mansha, Chairman of Nishat Group, discusses democracy and business in Pakistan and change in Egypt.
Mian Muhammad Mansha: Pakistan's richest man speaks
Q. How did the Nishat Group get started?
A. After partition [my father] moved from Calcutta and established a textile mill in Faisalabad, the big cotton-producing area in Pakistan. Unfortunately, he died at the age of 50, when I was only 22 years old. I had to come back from London, where I was studying. I was given the textile mill. I worked there for 17 years and expanded my business. By the mid-1980s it was the biggest textile company on the entire subcontinent.
Q. Does your success come from strategy or luck?
A. I realized early on, maybe better than some of my competitors did, that a textile business can run only if you have scale. I decided to horizontally and vertically integrate, adding everything from spinning, dyeing, weaving, and stitching to processing and packing. By the time I left, I even had a large school and our own railway station within the factory.
Q. What challenges do you have to deal with doing business in Pakistan that, say, a Warren Buffett or a Bill Gates does not?
A. The impression of Pakistan is that people are corrupt. I don't think they are as corrupt as they are made out to be. I can look you in the eye and tell you I've never bribed anybody. The main challenge we have is a democratic government that's not functioning very well. But I hope that we do not get off the path of democracy.
Q. Is Pakistan really ready for democracy?
A. I think that it is, but we need to be patient. People who had been out of power for at least 20 years have had to learn how to govern. The politicians are not ready in that sense, but we have to start somewhere. So we have to go through this experiment.
Q. Some have remarked that the recent instability and uprisings that we have seen in the Middle East could happen next in Pakistan. What do you think?
A. Egypt and Tunisia will have an impact on the entire Middle East and Pakistan. But Pakistan is a little different. The other two countries had very long dictatorial regimes. And the leaders were grooming their children to take over. This is not the situation in Pakistan.
Our democratic setup is a little more advanced. And we have a ferociously independent judiciary and free press. A lot of the steam is let out through criticism in the press and all that. But there are a lot of unemployed people, and we need to create jobs. In a way, it is having a good effect because people think we need to accelerate our reforms.
Q. What about the silencing of moderate voices, like Gov. Salman Taseer, who was assassinated in January, or the situation with Raymond Davis, the American accused of murdering Pakistani citizens?
A. The governor was a very courageous person. But we are in a situation where we have a war on our border that's been imposed on us. The only way to kill militancy, to reduce it, is to provide opportunities to people who have no opportunities. I've always told my American friends that. Before he died, I told [former U.S. envoy] Richard Holbrooke, "Come and do some big projects here. You are spending $10 billion to $12 billion in Afghanistan -- why don't you put that into jobs?" This peculiar situation [regarding Davis] is a cause of concern. It has been mishandled by both governments. It has been a huge embarrassment. This issue of diplomatic immunity has not been clarified. They say he is immune, but he has not shown any proof. By creating this delay, people take positions, and hype is created.
Q. A big part of your empire is MCB Bank, which survived the global credit crunch and boasts high capital ratios. How did you manage that?
A. MCB is a leading bank in Pakistan, with 9% of total banking sector assets and deposits. Return on assets is 3.18%, and return on equity is 26%. We have been trying to decrease risk with products like debit cards, mobile banking, and insurance. In the West there are not many long-term shareholders who participate in management; most are passive investors. Banks need to have large shareholders on the board that have a direct interest in their performance. That's what we have.
Q. You work with American companies like Gap (GPS, Fortune 500) and Levi Strauss. What do you tell other U.S. companies wanting to do business in Pakistan?
A. The American companies operating in Pakistan are successful. Nobody has lost money or had a problem repatriating his profits. If you go to India, many sectors are closed. The problem right now is that we must resolve this conflict [in Afghanistan]. It's giving us bad publicity and terrorism. But I am very optimistic that President Obama will have a policy of reconciliation [with the moderate elements of Afghanistan and Pakistan] after these military hostilities end. There is so much devastation. We need to start with rebuilding before we can get to security.
Q. You have said you believe that the best way to extract Pakistan from terrorism is to create jobs by opening the borders.
A. I am a very big proponent of opening the borders with India. Most of our trade is done through unofficial channels. Why not open the trade? Also, our industrial policy has been partly misdirected. We should put money into simple industries, like the garment industry, where you can employ a lot of people, you don't consume too much energy, and you don't need too much capital.
Q. What are the most promising growth sectors in Pakistan?
A. Energy. We have not been investing in energy in Pakistan, but for every 10 wells we dig, we get three with oil. Another is agriculture. We are the fifth-largest producer of milk, for example. But our yields are dismal. If we can just bring in modern farming, we can do it. Last year the commodity that had the largest increase in the futures was cotton, and we are the fourth- or fifth-largest producer. So if we increase our yields, we can make at least 50% more.
In Pakistan we have fewer obstacles than other countries. In Europe growth is very slow. There are so many old people and too many social taxes to pay. I feel that we are coming into a balanced society for the first time in my life. I predict that in 20 years, you'll find that a lot of our Pakistanis who are living abroad will have come back.
Best Regards
Muhammmad Imran Ghafoor
Mansha in his Lahore office
FORTUNE -- Social and political turmoil tops the headlines coming out of Pakistan. But for billionaire Mian Muhammad Mansha, the untold story lies in the country's rich, untapped business opportunities. He should know: Widely regarded as Pakistan's wealthiest man, Mansha, 64, has built a vast and diverse empire, beginning with a single textile mill. Today his Nishat Group, Pakistan's largest business conglomerate and private employer, with $2.1 billion in sales, encompasses banking, cement, textiles, and energy. The following are edited excerpts from a January interview with Fortune in his Lahore offices and, later, by phone.
FORTUNE -- Social and political turmoil tops the headlines coming out of Pakistan. But for billionaire Mian Muhammad Mansha, the untold story lies in the country's rich, untapped business opportunities. He should know: Widely regarded as Pakistan's wealthiest man, Mansha, 64, has built a vast and diverse empire, beginning with a single textile mill. Today his Nishat Group, Pakistan's largest business conglomerate and private employer, with $2.1 billion in sales, encompasses banking, cement, textiles, and energy. The following are edited excerpts from a January interview with Fortune in his Lahore offices and, later, by phone.
Q. How did the Nishat Group get started?
A. After partition [my father] moved from Calcutta and established a textile mill in Faisalabad, the big cotton-producing area in Pakistan. Unfortunately, he died at the age of 50, when I was only 22 years old. I had to come back from London, where I was studying. I was given the textile mill. I worked there for 17 years and expanded my business. By the mid-1980s it was the biggest textile company on the entire subcontinent.
Q. Does your success come from strategy or luck?
A. I realized early on, maybe better than some of my competitors did, that a textile business can run only if you have scale. I decided to horizontally and vertically integrate, adding everything from spinning, dyeing, weaving, and stitching to processing and packing. By the time I left, I even had a large school and our own railway station within the factory.
Q. What challenges do you have to deal with doing business in Pakistan that, say, a Warren Buffett or a Bill Gates does not?
A. The impression of Pakistan is that people are corrupt. I don't think they are as corrupt as they are made out to be. I can look you in the eye and tell you I've never bribed anybody. The main challenge we have is a democratic government that's not functioning very well. But I hope that we do not get off the path of democracy.
Q. Is Pakistan really ready for democracy?
A. I think that it is, but we need to be patient. People who had been out of power for at least 20 years have had to learn how to govern. The politicians are not ready in that sense, but we have to start somewhere. So we have to go through this experiment.
Q. Some have remarked that the recent instability and uprisings that we have seen in the Middle East could happen next in Pakistan. What do you think?
A. Egypt and Tunisia will have an impact on the entire Middle East and Pakistan. But Pakistan is a little different. The other two countries had very long dictatorial regimes. And the leaders were grooming their children to take over. This is not the situation in Pakistan.
Our democratic setup is a little more advanced. And we have a ferociously independent judiciary and free press. A lot of the steam is let out through criticism in the press and all that. But there are a lot of unemployed people, and we need to create jobs. In a way, it is having a good effect because people think we need to accelerate our reforms.
Q. What about the silencing of moderate voices, like Gov. Salman Taseer, who was assassinated in January, or the situation with Raymond Davis, the American accused of murdering Pakistani citizens?
A. The governor was a very courageous person. But we are in a situation where we have a war on our border that's been imposed on us. The only way to kill militancy, to reduce it, is to provide opportunities to people who have no opportunities. I've always told my American friends that. Before he died, I told [former U.S. envoy] Richard Holbrooke, "Come and do some big projects here. You are spending $10 billion to $12 billion in Afghanistan -- why don't you put that into jobs?" This peculiar situation [regarding Davis] is a cause of concern. It has been mishandled by both governments. It has been a huge embarrassment. This issue of diplomatic immunity has not been clarified. They say he is immune, but he has not shown any proof. By creating this delay, people take positions, and hype is created.
Q. A big part of your empire is MCB Bank, which survived the global credit crunch and boasts high capital ratios. How did you manage that?
A. MCB is a leading bank in Pakistan, with 9% of total banking sector assets and deposits. Return on assets is 3.18%, and return on equity is 26%. We have been trying to decrease risk with products like debit cards, mobile banking, and insurance. In the West there are not many long-term shareholders who participate in management; most are passive investors. Banks need to have large shareholders on the board that have a direct interest in their performance. That's what we have.
Q. You work with American companies like Gap (GPS, Fortune 500) and Levi Strauss. What do you tell other U.S. companies wanting to do business in Pakistan?
A. The American companies operating in Pakistan are successful. Nobody has lost money or had a problem repatriating his profits. If you go to India, many sectors are closed. The problem right now is that we must resolve this conflict [in Afghanistan]. It's giving us bad publicity and terrorism. But I am very optimistic that President Obama will have a policy of reconciliation [with the moderate elements of Afghanistan and Pakistan] after these military hostilities end. There is so much devastation. We need to start with rebuilding before we can get to security.
Q. You have said you believe that the best way to extract Pakistan from terrorism is to create jobs by opening the borders.
A. I am a very big proponent of opening the borders with India. Most of our trade is done through unofficial channels. Why not open the trade? Also, our industrial policy has been partly misdirected. We should put money into simple industries, like the garment industry, where you can employ a lot of people, you don't consume too much energy, and you don't need too much capital.
Q. What are the most promising growth sectors in Pakistan?
A. Energy. We have not been investing in energy in Pakistan, but for every 10 wells we dig, we get three with oil. Another is agriculture. We are the fifth-largest producer of milk, for example. But our yields are dismal. If we can just bring in modern farming, we can do it. Last year the commodity that had the largest increase in the futures was cotton, and we are the fourth- or fifth-largest producer. So if we increase our yields, we can make at least 50% more.
In Pakistan we have fewer obstacles than other countries. In Europe growth is very slow. There are so many old people and too many social taxes to pay. I feel that we are coming into a balanced society for the first time in my life. I predict that in 20 years, you'll find that a lot of our Pakistanis who are living abroad will have come back.
Best Regards
Muhammmad Imran Ghafoor
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