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John Cochrane, professor at the Booth School of Business, University of Chicago points to the simple truths about U.S. healthcare- out of control pricing because of the pathologies created by previous laws and regulations. He points out that costs are high in healthcare because regulations keep them high. Supply of new doctors is controlled because Congress and the AMA made it that way with a cap on residency programs and AMA opposing the expansion of medical schools. In a system of open competition new hospitals and health care businesses would challenge old ones which is not happening in a regulated market with regulations working to limit competition for the firms already in the business and with the influence to limit competition. Insurance costs for major expenses in an open and deregulated competitive market without the regulations would be so much lower than todays costs that its likely we would not even need a mandate such as the one the Obama healthcare law imposes.

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A native of Turin, who was a debonair lawyer then retrained as a physiotherapist, is beloved as "Alberto" to the Afghan people. He runs the Red Cross Afghan Rehabilitation Center in Kabul, and is the most loved westerner in Afghanistan. Its a visible location, but in all these years of war it has never been attacked. In the tradition of the Red Cross founded in 1860 as a neutral entity, the Red Cross's orthopedic centers make no distinction by political affiliation and help combatants on all sides because only the name is asked, as well as civilians who have lost legs to landmines. About 90,000 people have received new limbs since 1988, and 70,000 revisit the centers each year for replacement or adjustment of their prostheses, which last an average of 2 to 3 years for adults and as little as 6 months for children. All the treatments, including overnight stays at the centers that can run for weeks, are free. About 10 million mines were strewn across the landscape in the Soviet invasion from 1979 to 1988. Because most of these mines have been cleared by the UN and charities like the Britain's Halo's Trust, patients now recieve help for congenital deformities, polio, tuberculosis, and accidents as well as other war injuries....

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The U.S. Senate voted 79-19 to go forward with a bill on sanctions against China for undervaluation of the yuan. The IMF says China's currency is "substantially undervalued."

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How the efforts of former Secretary of State, Madeleine Albright, as head of the National Democratic Institute, and Senator John McCain, chairman of the International Republican Institute, to push for democratic processes in Egypt, failed to get the support of the Obama administration. Both wrote to Mr Mubarak in July 2010, asking that international monitors be allowed to observe the election in November 2010. The National Democratic Institute, is a US organization training Egyptians to be election monitors. After the renewal of martial law for another 2 years by Mubarak in May 2010, The Egypt Working Group, a bipartisan body of human rights activists, neoconservative policy makers and Mideast experts, was growing alarmed about the crackdown by Mubarak on anyone seeking transparency in the elections. It sent letters to Secretary of State, Hillary Clinton, in April and May 2010, saying the Mubarak move to rig the elections was dangerous as the young people in Egypt were increasingly agitated. The administration acted as if it was taken by surprise by the situation in Egypt, when respected leaders like Albright were cautioning the administration about the situation in Egypt from early 2010. Before and after the protests, the Obama administration was slow to support democratic processes in Egypt, and failed to take a clear consistent stand supporting the freedom of expression of the Egyptian people....

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What is the educational system Toyota is relying on as it faces a huge problem stemming from its high growth rate of new employees overseas who have little knowledge of the Toyota Way and the Toyota Production System. Another part of the same problemis that as it ages many of the last generation of Toyota executives who were there from the inception of Toyota's early days in the USA and the early days of the extraordinary growth in the 80's and 90's will now be retiring or in their seventies and eighties. All this is happening as the American Big Three and the German manufacturers are getting new blood and going through a process of renewal, and the Americans especially are seeing themselves as the underdogs coming from behind. So Toyota's concerns can be seen in a new light, any complacency on its part is going to be costly in the long run. Toyota is using the Toyoa Institute in rural Mikkabi, Japan for training its senior executives like Randy Pflughaupt, chief of US marketing for the Toyota brand. Watanabe, presidetn, Fujio Cho chairman, and Akio Toyoda of the Toyota family personally teach there and share their personal experiences. Toyota asks executives there to come up with a problem Toyota faces and come up with a proposed solution all on one 11 by 17 sheet of paper. Hands on on the ground on site fact finding and exploration are stressed. A management school Globis in Japan instructs Toyota's middle management inthe Toyota philosophy including quality control philosophy methods such as asking the 5 Why's, why a problem is ocurring until one reaches 5 or 6 levels of answers. Global centers in USA Europe and Asia have been opened by Toyota to train roving experts who can help increase the numbers of roving experts from todays 2000 mostly at this time from Japan. These roving experts teach older employees as well as coach younger ones. Then there are the Toyota Technical Training Institutes. The one in Bangalore for example offers an intensive program for new hires to teach Toyota's basic principles. The one in Bangalore has 21 teachers. And appicants selection is tight in India just 64 out of 5000. Before working on the assembly line the applicants will spend 2 years in classes in technical training, including discipline and personal grooming. Its interesting that the applicant mentioned here was from a village where his family and friends were especially proud of his Toyota uniform and training. The idea may be to avoid the problems of trade unionism, worker feeling of entitlement and worker rights which has led to the problems in the US and in India of workers not willing to learn new things being open to new ideas. One way would be to avoid entirely areas where there has been trade union influence, history and activity such as rural Kentucky or rural Karnataka. The student Harish Hanumantayappa is 17 years old and sees this as an opportunity that was not even in his imagination, which makes for a highly enthusiastic trainee, just the kind Toyota may be looking for away from India's trade union and worker indiscipline environments in some states and regions. Reflecting on this one can note that its natural for Toyota to respond in this fashion and it may extend the period in which the Toyota Production System and the Toyota Way functions effectively. But companies like HP also had what they called the HP Way but eventually this suffered a decline as new managers and leadership came into the picture. Only now is HP recovering and getting back its step under a manager who spent his training years at NCR not a training ground for managers, but may have been chosen for his good management instincts and performance and personal characteristics. Also many of the tenets such as asking 5 Why's and the Toyota Production System except for the Just In Time Innovation are basic quality control philsophy that is practiced all over Japanese industry and is practiced worldwide and originated in quality control philosophy in the United States in the 1920's and 1930's before declining and then coming back in the 1980's with Deming and Juran two American quality control advocates. So there is a pattern of decline as new managers forget old ideas and its not clear if Toyota can overcome this tendency completely, except to sustain the memory of what Toyota is and how they got here for as long as possible for a new generation of managers. And the risks to Toyota may also come from another direction to which Toyota may not pay as much attention which is the innovation that Americans are known for, and the innovative thinking mode is a bit different from the rigorous training of the total quality mode. ction ...

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Central Huijin, part of China's sovereign wealth fund, China Investment Corporation, bought shares of China's four major banks in October 2011 to prevent steep price declines. China's bank stocks have lost about a third of their value in 2011. The four major banks- China Construction Bank, Agricultural Bank of China, Bank of China, and the Industrial and Commercial Bank of China- control two-thirds of the banking industry in China. In China's interlocking system of relationships between the state, the banks and the state controlled industrial companies, Central Huijin owns 35.4% of Industrial and Commercial Bank, 67.6% of Bank of China, and similiar stakes in the other 2 banks. It was created in 2003 to bail out China's banks after bad loan losses, and was transferred to China Investment Corporation in 2007. As part of the 2007 move bonds were issued by CIC to compensate the central bank. This means the banks pay dividends to CIC so that it can make payments on the bonds. Today the 4 major banks pay half of their earnings in dividends to CIC. CIC chief Lou Jiwei, says Central Huijin needs 300 million renminbi a day, or $47 million to pay interest on the bonds to the central bank. The 4 major banks are also under pressure from China's regulators to increase their capital reserves, because of large bad loans to local governments after the global financial crisis of 2008....