Report on Six Sigma and Organizational Issue

 Generally, Six Sigma is a technique that offers different tools to an organization for improving the efficiency and effectiveness of its business processes. This decrement in process variation and increment in performance help in the identification of improvements in product quality, employee morale, and profits. The term "Six Sigma Quality" is used for indicating processes which are well-controlled and meet the expected standards in terms of performance. What makes methodologies of six sigma effective is that they utilize statistics for measuring performance. These methodologies focus on the reduction of variations and defects. In this paper, the issue of Ooredoo will be explained and different measures, tools, and methods can be used for resolving the issue and measuring performance (Cawsey, Deszca, & Ingols, 2016).

            In Ooredoo, a telecommunication organization, employees are underperforming and some of the employees have also left the firm for other organizations in the same market. Due to this underperformance and employee turnover, the firm is unable to work on its project of launching the network of fifth generation. In addition to it, the sales have also decreased and the firm has lost its competitive advantage in the market. Issues which are causing this underperformance are not determined. Considering the fact that issues are not determined, the management is unable to perform any corrective action or create a strategy which can focus on this issue and work to resolve it. In addition to it, senior management is concerned if employee turnover is increased, the firm might experience even more losses in profit and could face severe issues in the future. Thus, it is critical for the firm to identify the issues and resolve them in a timely manner (Ooredoo, 2019).

Objective of Six Sigma and Organizational Issue

    The desired objective of the senior management in Ooredoo is to ensure that the issues causing employee underperformance are identified effectively and are resolved quickly as they influence the organizational performance significantly. Due to the underperformance of workers, the overall performance of the firm has decreased and its competitive advantage has also been lost in the market. The management finds it important to identify the issues as soon as possible and resolve them because if they are not resolved, a severe issue might be faced by the firm in the future. It is possible that the organization might even lose its existing customers to competitors (GRANT, 2018).

Six Sigma Processes and Tools

     In the process of Six Sigma, there are six segments which include integration, standardization, control, improvement, analysis, and definition.

Definition and Analysis: The stages of definition and analysis are concerned with identifying the issues and problems which are prevalent within the firm. Both of these processes are the primary and fundamental stages which are considered important for completing other stages. For instance, without the identification of problems, improvement cannot be planned through the use of different tools and implementation of problems.

Control and Standardization: These stages of Six Sigma are considered quite important because they are concerned with standardizing and controlling the issues once they are identified. In order to complete these processes in an effective manner, it is very important to complete the previous processes which are analyzing and defining (Selvi & Majumdar, 2014).

RCA or Root Cause Analysis

       Actually, one of the most significant components of different methodologies concerned with continuous improvement is RCA or Root Cause Analysis. The objective of root cause analysis is to identify the root of an issue and take a number of steps for eliminating the cause in such a way that it will not occur again. The RCA depends on a number of tools and processes but in this case, the Ishikawa or Fishbone Diagram will be utilized for the identification of issues (GRANT, 2018).

Fishbone Diagram of Six Sigma and Organizational Issue

      The Ishikawa Diagram is referred to as the Fishbone Diagram because once the diagram is completed, it appears similar to the shape of a fishbone. It is quite an effective and simple tool which portrays inputs or problem causes for a specific output or a given output. Usually, the causes are grouped into six categories including environment, measurements, materials, machines, methods, and people. In this case, the issue will be classified under the category of people because it is an issue associated with personnel available in the organization. The fishbone diagram is drawn once a specific tool is implemented for the identification of issues prevalent in the firm. For instance, the senior management can either choose to just observe the workplace and employees for determining the problems or can use another effective method of determining issues among employees which is referred to as employee survey method.

 The method of conducting an employee survey is efficient only if the transparency of each and every worker is promised. The senior management and strategic HR managers can choose to conduct a survey and can determine the issues which are existing among employees and the reasons why employees are underperforming. Once surveys are analyzed and issues have been determined, the fishbone diagram can be drawn and it can help the management in determining which issues to target first and what to do in order to resolve these issues (Cawsey, Deszca, & Ingols, 2016).

Considering the fact that employees are leaving the firm and an increment has been identified in the rate of employee turnover, issues are associated with low satisfaction of employees. And with the comparison of different HR strategies with that competitors, it can be determined that either the wages of employees are less or there are not enough opportunities of career development for workers (Ilie & Ciocoiu, 2010).

Integration and Improvement: The last stages of Six Sigma include the processes of integration and improvement. Once the issues have been identified and analyze, and solutions have been planned, they are implemented in the stage of integration and if they are effective in producing outcomes, improvement is measured in the stage of improvement.

Programs of Six Sigma and Organizational Issue

       Once the fishbone diagram has been drawn and issues have been defined, it is important to create solutions which can help with increasing the satisfaction of employees. As explained above, it has been determined that employees are leaving the firm because they are not satisfied with their wages and opportunities of career development. In order to resolve these issues, first of all, the wages of employees have to be increased as having an attractive package of salary plays an important role in enhancing employee satisfaction. Moving on, the career development program has to be implemented (GRANT, 2018).

Career Development Program

     It has been determined within Ooredoo that employees are not satisfied due to the lack of opportunities of career development. In order to satisfy them, a program of career development has to be implemented which can help workers in acquiring new skills and improving their existing capabilities. It will serve to enhance the satisfaction of workers. In the market, employees seek efficient opportunities of career development. Thus, the implementation of a career development program doesn’t only ensure the satisfaction of workers but will also serve to attract new talents from the market. It will help the firm in recovering and in order to measure and evaluate the effectiveness of this program, another tool of Six Sigma will have to be implemented within the firm (Cawsey, Deszca, & Ingols, 2016).

KPIs or Key Performance Indicators of Six Sigma and Organizational Issue

     KPIs or Key Performance Indicators generally refer to a number of different quantifiable measurements which are utilized for gauging the performance of an organization. Specifically, KPIs help management in determining the operational, financial, and strategic achievements. If the long-term performance is to be evaluated then it is compared with that of other businesses and organizations in the market. In this care, key performance indicators will be utilized for the measurement of short-term performance within Ooredoo. Once career development programs have been implemented, the performance indicators will be set on a three-day basis.

      For instance, different projects would be provided to employee teams and they will be required to complete the projects in a specific amount of time. In generally, a team is a number of employees and within Ooredoo, teams are quite less. Thus, the development of teams will also help in improving the communication and collaboration of employees with others. As they complete the projects, it will be analyzed if employees are successful in completing the projects within three days or not. If they are successful in completing the projects according to the deadline, it would indicate that employees have made some progress and they are on the right track. In addition to it, it would also indicate that improvement has occurred due to the program.

 However, if employees are unable to complete the projects within the firm, the indicator will help in analyzing the ineffectiveness of program. And it would also aid the strategic managers and HR managers in determining whether to modify the program or not. In this manner, the individual performance of workers will be improved and it will gradually enhance the organizational performance (Parmenter, 2015).

Conclusion of Six Sigma and Organizational Issue

     Overall, it can be said that the issue of Ooredoo can be identified through the use of fishbone diagram and once issues have been identified, further steps can be taken to resolve it. For instance, since the issue is lack of employee satisfaction, the implementation of career development program can help in resolving the issue and the progress and effectiveness of this program can be tracked through the use of key performance indicators. These tools are aligned with the processes of Six Sigma and can improve organizational performance.

References of Six Sigma and Organizational Issue

Cawsey, T. F., Deszca, G., & Ingols, C. (2016). Organizational Change An Action-Oriented Toolkit. SAGE Publications.

GRANT, R. M. (2018). CONTEMPORARY STRATEGY ANALYSIS. Wiley & Sons, Inc. .

Ilie, G., & Ciocoiu, C. N. (2010). Application of fishbone diagram to determine the risk of an event with multiple causes. Management Research and Practice, 2(1), 1-20.

Ooredoo. (2019). Who we are. Retrieved from https://ooredoo.com/en/who_we_are/

Parmenter, D. (2015). Key performance indicators: developing, implementing, and using winning KPIs. John Wiley & Sons.

Selvi, K., & Majumdar, R. (2014). Six sigma-overview of DMAIC and DMADV. Int. J. Innovative Sci. Mod. Eng.(IJISME), 2(5), 16-19.