This passage discusses John Smithers’ involvement with the new Six Sigma Program at Sigtek. The program was introduced by the parent company, Telwork, and Smithers and his colleague, Sam Murphy, were chosen to learn about and implement the program at Sigtek. However, there were several issues with the program’s effectiveness. Smithers felt that corporate did not prioritize the success of the company or the program.
Insufficient support and recognition of the program and the need for change have hindered Six Sigma’s ability to bring about positive change in the workplace. Smithers consistently faces issues that take longer to resolve than anticipated, despite his efforts to address them. This further damages Smithers’ credibility, as he strives to understand situations and propose solutions during meetings. The lack of implementation of these solutions has resulted in a loss of credibility for Smithers in the eyes of the workers attending these meetings.
Smithers cannot be blamed for the slow implementation of these solutions. The main issue lies with the company’s lack of concern, which required much greater effort to bring about these changes. Additionally, Smithers experienced the loss of his own enthusiasm for the program. Initially, he felt positive about the program and the changes it could facilitate, but after facing numerous setbacks, his perspective shifted drastically. He began to perceive the program as generic and overwhelming.
Near the end of the case, Smithers believed his chances of staying with the company were low and began reflecting on whether he could have taken different actions to alter the situation. This case demonstrates the concept of vertical coordination, which is the utilization of authority, rules, policies, planning, and control systems by higher levels to oversee and coordinate the work of subordinates. Telwork employs vertical coordination in the case to ensure that Sigtek and its other subsidiaries adhere to its Six Sigma Program.
The program ensures that upper-level company executives comply with predetermined directives, allowing it to run at the desired pace. Telwork employs vertical coordination to influence Smithers and Murphy, ensuring they align the program with the company’s viewpoints and timeline. Additionally, lateral coordination is evident in this case. Smithers and Murphy organize meetings to educate Sigtek employees on the requirements of the Six Sigma Program and then attempt to implement changes based on input received from participants in these meetings.
A task force is created to implement these changes, which highlights the excessive autonomy in this situation. The instructions are strictly dictated by the parent company, leaving Smithers and Murphy with no choice but to follow orders. They attended training sessions and returned to Sigtek to train employees according to Telwork’s established plans. The two men had no room for personal decision-making, and any judgments they made were overridden by the parent company and Sigtek’s upper management, who strictly adhere to given orders.
Qualitative Data: Smithers and Murphy both had a positive outlook on the Six Sigma Program. Despite their initial differences, they shared a sense of pride and a desire for success. However, the program eventually became overwhelming for the company and their careers. Unlike Smithers and Murphy, Richard Patricof did not support their views.
He lacked understanding of the Six Sigma program and its teachings prior to being chosen as Sigtek’s representative to Telwork. From the beginning, it was evident that Patricof was not highly enthusiastic about it. Despite noticing that the program was not effective for Sigtek, Patricof obediently followed the parent company’s plans without much deviation. Telwork’s program was designed as a universal solution, disregarding individual needs.
Every subsidiary of Telwork was given instructions to execute the program and achieve specific outcomes within a designated timeframe. Initially, Smithers and Murphy were optimistic about the program’s quality. However, they eventually realized that the autocratic nature of the company and the sluggish pace of change hindered its effectiveness. Analysis results indicate that the Six Sigma program appeared doomed to fail from the beginning. Given Telwork’s demanding and dominating behavior, it seems unlikely that the program could have succeeded as intended.
After reviewing all the evidence in this case, it is evident that the parent company’s vertical coordination in controlling Sigtek hindered the maturity of the company’s Six Sigma program. Smithers and Murphy attempted to bring about change at Sigtek, but due to all decisions being made from the top, it took longer than necessary to implement the required changes. This delayed the potential positive impact of the program. Recommendations:
After evaluating the case and examining the evidence, the initial recommendation is for Telwork to reconsider its assertive approach in implementing the Six Sigma program at its subsidiaries. The program does not appear to be effective for Sigtek. Telwork has appointed and trained individuals to oversee this program in their subsidiaries. Therefore, it is advisable for Telwork to allow these individuals to have autonomy in carrying out their responsibilities. The case demonstrates that limited authority greatly hindered the efficiency of the Six Sigma program at Sigtek.
Action Plans: The first step is for Sigtek to take control of the Six Sigma program in order to effectively run it for their company. It is important to do this promptly because, as the case demonstrated, having all decision-making power in the hands of Telwork hindered the success of Sigtek’s Six Sigma program. This power structure limited its effectiveness and caused dissatisfaction among employees who were eager for change. To make the program work, it is beneficial to shift away from this top-down approach. Now that Telwork has delegated more control to Sigtek, they can periodically check in on the program’s progress, perhaps every four months. Telwork and Sigtek should collaborate to discuss the program’s implementation and any challenges or advancements they face. Smithers and Murphy should also continue holding monthly meetings with Sigtek’s employees.
They should gather ideas to improve the company and address people’s concerns. The importance placed on these concerns gave the speaker credibility. However, this credibility diminished due to the hierarchical power structure and Sigtek’s slow problem-solving abilities. The situation should improve after implementing changes within the specified time frame. In conclusion, this case highlights the need for Sigtek to put in effort for the successful implementation of the Six Sigma program at their company.
Telwork, the parent company, should provide sufficient guidance to the program being implemented in its subsidiaries, Sigtek. However, this control should not overly restrict Sigtek’s ability to successfully implement Six Sigma. Smithers and Murphy possess both the intention and expertise to transform the program into one that can drive positive change for their company. They should have the freedom to execute actions and proceed at a pace that they deem beneficial. With the recommendations they receive, it is only a matter of time before Sigtek begins fulfilling its commitment to bring about change for its employees.
