All entries for November 2011

November 27, 2011

A Vision!!!

I could not imagine that a single article would lead to making me a change over in my PMA.
what seemed to be a small change has altogether shaped the PMA in such a manner that is brings more meaning to me now.

It is as Paul said, all common sense but did we ever notice these things. And the answer is a simple yet delicate no.

Although i would in true essence dwell away from the question at hand and start answering something that i personally am starting to believe in quite much now.

Maybe i will obtain some time and write about this in detail afterwards but this is the raw thought process.

When a company defines it's vision (this is during the time they shareholders are deriving the nature of business equity, MOA etc) and makes sense.
So, when a company has created it's vision, all the attempts of the organization are focused towards achieving that vision.
the company starts from level 0 (zero) and directs its path towards the vision (level 10 per say).
the process during this period is practically a period of continuous improvement where the organization, team members, directors and operational employees are realizing better ways of achieving the goal (vision).

although yes, in such a certain case the company will definitely arrive to a point where it has achieved the vision it created and then comes in self-assessment where the organization sets outs new goals in order to achieve higher business excellence and in essence the wheel of continuous improvement is generated yet again.

Not totally my own idea.
for all to learn more from.

Taylor.P & Hirst.J, (2001): Facilitating effective change and continuous improvement: The

Mortgage Express way, Journal of Change Management, 2:1, 67-71

do lemme know how you think about this.

November 26, 2011

It all goes back to Deming!

Whatever we may read regarding quality improvements, organizational change, quality management, reduction in wastage or even customer focus and cost efficiency.

Dr. Deming comes as the pinnacle of the concepts and ideas.
Having done a PhD in mathematical physics and never taken seriously by his own country.
Deming's prize was a shock which came to the US after which they made the MNBQA and then eventually EFQM.

And the self assessment concept was also initialized by Deming.

Although the imitations by Paul was on the fun side a good way of looking at things but apart from that, Dr. Deming...I salute you.

November 17, 2011

Sigma Level!!!

Follow-up to 6 Sigma Improvement!!! from Abdul's blog

The test date!!!

We finally got into order; leaving aside a few last minute changes, and got set to begin the experiment.

According to the Cause and effect diagram, we had tried to resolve the major capacity of our initial problems and this was the time to test our solutions.

The results as clear as they can be...

Delivery Timeswith an exception of a special cause which we identified during the actual experiment stage; since it was explicit, we knew exactly the reason why the time of 8min 16sec's came for the delivery of 1 plane.


But apart from that, looking at the average time being 210 sec's and the tolerance limits being 195-225 seconds.
Our 11 experiments which came in common cause had 4 such delivery times which were out of tolerance limits of the customer.
3 of these experiments were due to early timing, which means that our process timing had improved monumentally rather we had become over-effective.

Apart from that we were within the tolerance limits which brought to us making further calculations on our experiment to derive our Cp, Cpk. sigma level and DPMO.


It was evident from our recorded times that we had improved our process.
Taking into consideration the training of the operators played the major role here.
So, thanks to

and Kenny

Without the efforts of these highly skilled operators we would have never worked it out.

Apart from the major improvement, the role of positioning our stocks also gave us a better position on our records.

Lastly, the balance that we created between operator's operations, streamlining their efforts and making the operations work in a equal proportion according to effort, time, sensitivity all gave us an edge in our final test.

Although we initially found out the most financially effective solution was to have 3 operators but this did not seem an economically viable solution so we increased to having 4 operators as a trial.

This test lead to increased pressure on almost all the pressures with 2 of them being focused on tightening more than 7-9 bolts and nuts.

The efforts lead to having 5 operators and 1 logistics person and eventually we resorted to having 6 operators and no logistics.

The opportunity cost of making deliveries on time weighed more than having stocks present at the workstation and not having the WIP to work on. This factor further elaborated into the fact that 1 logistics person could not handle the tools, equipment and material of 6 operators without creating lapses and delays for the whole process.

Our efforts gave us a bright light on how minor adjustments could and can in reality make a big difference on the process and resultantly on the final outcome of the process. in our case, the quality of our aeroplanes and the delivery time of the planes was improved visibly and we further came up with future enhancements/improvements which could be taken into consideration to further improve the process.

Congrats to you all!!!

November 15, 2011

6 Sigma Improvement!!!

PUISS kicks off with this interactive PMI e-learning yellow belt series.
A mix of theoratical and practical learning points amalgamated into 26 15-20min each modules.

Giving the audience a complete idea of how a single six sigma project is implemented.
going into the exact details of the documentation required.
Figuring out the issues surrounding the process and then identifying the most problematic one of them (selecting a priority) leading to further processes which dwell deeper into the problem to find the root cause behind the priority (problem).
By this stage, i had realized the realistic importance of the scatter diagram, pareto chart and even the fish bone (cause - effect diagram). On an honest note, i had read and studied these charts earlier as well but never knew whether they could they be practically applied.

if one does abridge the learning material that was available to us in the PMI yellow belt training, there is one fact which Jan also explicitly mentioned during his lecture.
The Socio-emotional factors contribute to somewhere around 80-90% of the issues when implementing a six sigma project/approach.

Apparently i underwent such a socio-economic factor today during our experiments session where we were to implement the concepts we had learned in the PMI yellow belt.

Yes, the first day of the exercise when we had observers was a really fun day.
we learned about the process and Oliver's comments as our Quality person were an addition to our thoughts and experience aswell.

According to the exercise yesterday the 14th of November, we as a group of 7 operators were given different tasks and were meant to assemble this aeroplane by the use of microscopic tools.

i do admit, it seemed pretty easy to me in the beginning as well, but once we started to assemble this as a trial for our very first try i was the last
Itperson to finish at around 4min for
my Operation! This was one of the
14 operations which we had to finish.

The quality checks proved that most of our assembled units still had bolts which had to be tightened, in certain areas the parts were not correctly installed and a few parts were not assembled according to the assembly guide given to us.

today, the 15th seemed to be a welcoming day as we studied further into the practices or our assembly the day before.
Graeme had already worked out the Individual Control Charts and the Moving Range charts for us to enable us to visually understand and make sense of our averages and upper & lower limits and also bring upon a comparison to the target average time and tolerances which were allowed to us by the customer.

Apart from making a loss due to the delay in delivery we had, we were giving the company a loss which in professional terms an unbearable loss to bear so we had to come up with changes which would remove this deviation from the target and bring the assembly in line/ on target with the customer demand/requirement.
Thus came in Kairu Ishikawa's Cause and effect diagram (generally known as the fishbone diagram), we as Team1 proceeded with the formation of our fishbone diagram which lead to a bringing all of us a clear picture of the problems which we had gathered together as a team.

Now, as far as i had in my mind, we were to just note down the problems we saw in the process; which included that some of the parts had to be adjusted as well in such a manner that the materials (screws and nuts) could be placed with an easier and time effective situation, but to my surprise we were all informed by Graeme and Jane that we are to proceed with the improvement process!

This meant, work out the possible problems which can be resolved and then go for the hit&trial method where we were to time the assembly process and check whether the improved process was within the customer requirements or not. If NOT, then go back to resolve the issue again in an effective manner or deal with another issue if the first problem could not be adapted anymore.

Currently we stand at a point where we are quite positive that we will deliver on the customer requirements.
But nothing can be said at this point...
final result will come tomorrow.
till then, i leave this as the W.I.P we left today for the trials we will have tomorrow.

W.I.PAbdul Out.

November 10, 2011

I haven't stopped Thinking! How i can i reflect on my thinking process!

I recall when i listed down the "to-do list" before this week commenced.

1. PMI E-learning.
2. PUISS hard copy notes
4. PUISS Presentation
5. Blogging/ reflective thinking
6. Job Applications

i was trying to be soo over-effective at that time of making a time table for myself that i even included the following.

1. Skype with family/friends/fiancee (15min)
2. Walking to and fro, university (30-36min)
3. Food! (30-45min)
4. Grocery shopping (15-20min) once a week
5. the 3 S's of everyday morning (Shit, Shower and shave)
6. Sleep (6-7 hrs)
7. Dexter (51min) once a week

It all seemed to go in correct order but life is as they all say, Full of surprises!!!

Today was a wonderful day for me, when i checked my mails before leaving for the presentation session today, i saw a mail for the FACS module, pre-work of not more than 2 days (now did that mean 48 hours only!!!) and an e-test on Monday morning, the 21st!

Oh wait a minute, what about the finishing the PMI e-learning by monday morning!
and also going throught he testimonials!
and i totally forgot! the hard copy notes for PUISS!

i explicitly remember telling mimi that i hardly get time to reflect upon my thinking these days as i am too pre-occupied with thinking in order to complete these things.
This is in no way a hint towards the teaching methods, i am sure that such a schedule shall remain for the duration of this course and it will be a time where time management will play a great role.
Managing different things at the same time is a wonderful method of knowing the possibilities and extent of one's multi tasking traits and the amount of pressure one can take. Afterall, this is a safe environment where we are meant to make mistakes in order to learn from them.

SO, without any sympathetic vote towards myself and others, Cheers to all who are looking up at the good side of things which are to come!
after all, we are not alone in this!!!

Abdul Out.

November 07, 2011


Process Management International!!!

checking the mail online regarding a yellow belt PMI Online Learning!!!
the whole phrase gave me a scare!!!

But as they, the first step is the most difficult to take, i have started working on it and it seems a really interesting learning environment, although not at all two-way but still the GUI keeps a person interested in learning the wonderful little things being pointed out.

Good Luck to all who have started the PMI Online Learning.


Alot of us were having an issue of clicking the 'Module Completed' icon which comes at the end of the module.

to resolve this issue.

1. use internet explorer.

2. when you open the website for PMI, internet explorer 9 will show you an icon "Picture of the Compatibility View button (off)" on the right side of the address bar, click on it and it will change it's color to blue, this means, compatibility view is enabled now.

3. previous versions of internet explorer,
go to the tool tab in explorer, select compatibility view, click "display all websites in compatibility view".

this should help all the souls out there.

Abdul Out.

Fresher's Flu just hit me!!! And it's not just Flu!

At the weirdest of all times, something happend which takes a whole turn on the way we plan things...
Should i be referring to a flu as a random activity, did i take all measures appropriate to avoid this or was it inevitable due to change of weather i am experiencing for the first time.

I wake up on the morning of the 31st of October, realizing it might be quite late and i need to study now.
peeping outside the window does'nt do that good because it's all gloomy outside with the clouds racing each other.
so i take a look at my watch, turning my body while sitting on the bed creates this pain down my spine but ignore it and focus to look at the time. Amazed, i find out it's not even 7am!

I try to stand up but i feel this odd weakness in my legs, my headaches and i need to take babysteps to walk towards the neccessities.

To my surprise, a shirt, sweater and jacket on top didn't help me survive the cold, did the muffler help, nope.
What's the most depressing fact about this illness is that, 1st November is my birthday!!! Will i spend this God-given Favorite day in bed??? Please...It doesn't make sense to me at all!!!
Fever, cold, cough, flu, headache!!!

Every other moment i try to make an effort to do something constructive but nothing helps, it just worsens my health state to this point of utter helplessness where i just feel like cuddling myself in bed again.
May it be Lemsip, Panadol, Homeopathic...they all just make the pain go away temporarily.

Days pass by and i still can't focus on starting what was supposed to be an amazing journey, my first PMA.

And now, today starts PIUSS study week filled with reading material and e-learning which is to be finished by next week...

But i am glad im back up now...and in full driving mode.

November 02, 2011

Did we learn how to Create BE?

Paul, being our course leader as well as our instructor for the very first module CBE, gave us a slight view to the roads we all were about to take.

I am not sure about the others but as far as i was concerned 6 presentations didn't mean anything that difficult to me at all. Being a debater for almost 10 years now, i was and still am perfectly comfortable with researching about a certain topic and then presenting facts & my theories/concepts regarding it in a manner where i would support or go against it. Apart from this, presentations also meant for me that it will be a time where we will be doing things by ourselves and the most we would gain out of this is the team work we will have during the process of these presentations.

Little did i know that i was in for an experience of a lifetime. Yes, i will admit that education will be definitely be quite different over here, but as interactive as this? with the purpose of the whole lecture being a discussion where ideas are floated and we're left free to grab them and make sense of them in our very own ways.

Referring to what Paul insistently kept mentioning about the fears we had kept regarding how organizations work and how the heirarchy ladder operates, his notion was simple and straightforward, "Is this how things should be? Isn't this wrong?".

This very statement brought a spark in my concepts and thinking altogether...
For a long time i used to think about how the world operates professionally, why are there soo many politics in organizations? Why is it that MNC's create a culture which supports the power of the heirarchy and why is it that other organizations follow this heirarchy. Why do Large organizations compete etc

Paul gave me a light to the deep tunnel i used to dwell into from time to time.
The example of having a larger cake and everyone taking a larger piece from the cake rather than fighting for more pieces.

The purpose of having these seminars was something i understood during the 2nd seminar which we had on wednesday the 26th of October, we all made efforts to find possibilities of answering a specific puzzle and when our group came together. We had ideas coming from all corners, things which i had missed were probably in Kevin's mind and what Sohpie had missed were being jotted down by Manav.
It made me realize that when the efforts; in what ever limitations they were, are pooled together only then can we see the complete picture.

Another light which struck me was this table which simplified the organizational structure's psychological mindframe.

energy and attitudesAgain, i would admit that this probably would be somewhere in the reading materials of a person studying Human Resource Development/Management but even then, this did simplify a lot of questions for me in improving the working style of employees or myself for that matter.

My first reaction towards this table went towards leaders of the world, current and in the past. Take Nelson Mandela for an example, Positive attitude which skyrocketed beyond any table we could make and an energy which affected his nation, colored and white people.
There have been many leaders who have possessed High levels of energy coupled with a negative attitude which resulted in having their vested interests being their priorities rather than considering national level targets and priorities which the government/parliament/congress sets as their agendas.

What makes this all come into play is if a person considers the goals of the organization more important than achieving his/her personal goals & in an all fair play when all the members of the organization consider the same as well. Only then can cooperation work, only then can managers motivate their juniors/subordinates to excel; manage their energy and attitude levels. When organizations in an industry realize that they can pool certain efforts and co-operate rather than compete then can actually increase the size of the cake for every organization.

Much help in creating this aura of mutual respect and cooperation came from the concept of 'Contineous improvement' which in essence was the learning foundations of the CBE module.

A framework which was practically based on this concept "the EFQM Excellence model" introduced to us by Paul was the revolving model which came in our discussions time after time. May it be in consideration when we compared this model with the ISO 9000 or when we dwelled deeper into the Excellence Model to further understand its principles.

All in all, Paul in all his constructive efforts made us samples, made us realize that we were indeed samples who had no knowledge whatsoever about the concepts we were about to be introduced to. And then let us free in a 'safe' environment where mistakes were considered, 'scenarios for improvement'; a phrase i will always remember and thank Paul for, but most of all a place where we could evaluate ourselves and apply Deming's

"Plan > Do > Act > Check"

concept which facilitated us in bringing out the best of us.

Lastly i would like to mention a statement of Paul,
"If you want to work in an organization where you feel your efforts are appreciated, you feel lucky and great to be there. then so do other employees equally.
So what responsibilities are on our shoulders as leaders & managers of tomorrow."

Abdul Out...

November 2011

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