December 10, 2011


If I may ask; which of these is most important, which is most difficult to manage and which stands as a barrier to our growth in becoming better people and mangers in the near future? I am sure these mean different things to us, as well as, their importance in terms of priotity.

For me, the ………. is the most important.

So am just relating these to six sigma implementation in organisations and wondering which of these stands as the most significant barrier to six sigma implementation in organisations? Six sigma doesn’t seem to be a cheap venture to undertake (the money), it tends to be time consuming (the time) and the resistance to change on the part of the people in the organisation (the attitude).

How can it be succesfully implemented in a small and medium scale enterprise (SMEs) where these barriers are inherent with the lack of financial resources being topmost and considering that the SME is in a dire need of improvement? Can the six sigma process then be reduced to save time and cost with the aim of also being very effective and producing the same required results like it would have done in a large scale enterprise where the whole six sigma process was fully implemented?

Answering the question I asked earlier, there is a saying “your attitude determines your altitude”….pls don’t ask me who said it because I haven’t got a clue. Having the right attitude to whatever it is you want to achieve is key which is the most important for me. The most difficult thing to manage is time, and yes money could be a barrier … (I am only a student right now), but definitely outside the walls of warwick university fully trained as a masters graduate in management for business excellence, hopefully money wouldn’t pose as a barrier to becoming a better person.

December 09, 2011

“Faces” of 6 Sigma.

“Faces” of 6 Sigma.

In the process of researching and tryin to filter out what articles and books I would use for six sigma PMA, I stumbled across a journal which talks about the different “faces” of six sigma being used either as a Company -Wide Strategy, as an Improvement Program or just as a Toolbox….and i have been wondering if the application of six sigma can work; following just the use of only one of these “faces”…from the little knowledge i have acquired,I think one basic element of six sigma implementation is to improve the business of an organisation by waste reduction and minimizing defects.

So I am of the view that the Company -Wide Strategy initiative is a better approach since it starts from the top management down to the bottom involving everyone in the organisation rather than six sigma being used as an improvement program or as a toolbox which focuses on just certain departments or units within the organisation.

November 09, 2011


even after two days of prestudy work on six sigma, i still harbour lots of questions.

what does six sigma really mean? is it more of a process redesign and improvement tool than a problem solving tool?

how effective is six sigma applications?

from our cbe module we know that for every new innovation in an organisation, there will be some employess and management leaders who are resistant to change and they have a strong conviction that things are very perfect as they are since it’s the approach that has brought them thus far. how challenging would it be to use six sigma to change the mindset and processes which organisations have built their results overtime?

if the sopk which comprises of systems thinking, variation, theroy of knowledge and psychology produces results, why would we want to change those results? referring back to wat jan gillet said about theory of knowledge, that a comon word doesn’t mean the same thing to everyone. for example everyone has a different way of veiwing what is acceptable, very acceptable, unacceptable and very unacceptable. if all this terms produce results in their different capacities, so then how can we measure, improve and control the changes which the different results produces?

October 22, 2011

Turner’s Hotel – Sales and Marketing ‘Manager’.

 When Paul shared out the sheets of paper with different managerial roles….and I got that of the sales and marketing mangaer, I thought what a coincidence being that that was my job function (without the manager attached though-- just sales and marketing rep.) only a few weeks ago before coming to warwick..

 For me, meetings were one of those times where we congregate to waste the organisation’s precious time on irrelevant stuff…. This session gave me a whole different perspective on ways to participate in a meeting from setting the meetings agenda to identifying the purpose of the meeting and the necessity of the meeting. Also working with managers from the other department showed me how important team work is.

 Though I still have my doubts as to how constructive and unconstructive my contributions would be to the success of the meeting whose aim is to make a decision on a pressing issue affecting an organisation….i guess 45weeks studying MBE would help me develop that.


Understanding how to manage time is still a pressing issue cos I don’t seem to have gotten my act right. All hopes and plans of engaging in sports and other extracurricular activities seem elusive at the moment as I contend with academic work. …how sad *sigh* Having had a job where I had to put in 60hrs a week still afforded some room for other activities… but the challenge of giving 45hrs a week for brain work is pretty overwhelming. The question is HOW & WHEN will I challenge this status quo?


Ok…this is my first blog ever, and I am breaking out of my comfort zone. Its not that I havent learnt anything from my time here, but its rather the fear of deciding what is reflective or wat isnt…so I have decided to confront this fear and write my first blog….thumbs up!!!

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