1.     The reduction of non-value-added steps – In this case, a few redundant steps have to be eliminated like waiting after the MD sees the patient.

2.     An improvement on the measurement system – This applies to the amount of time slotted for each patient.

3.     Reduction of the common causes of variation – Common variation can be caused by the nature of patients and their conditions where a balance can be struck between long appointments and short appointments to achieve a relative mean.

4.     Reduction of the special cause of variation – Special variation in the pediatric department can be reduced by being able to anticipate such causes using prior collected data.

5.     Improving the process capability – The five steps combined should be able to generally improve the entire process.

Option one pertains the implementation of Six Sigma Initiative where particular employees can be asked to apply statistical and technological tool in their functions to increase productivity and at the same time increase efficiency. The process as indicated has redundant steps that could be made cohesive even further. The organisation may need to employ tools like software machine learning tools that are able to identify patterns to aid in faster diagnosis of illnesses that are common to children. It has been scientifically proven than machine can provide diagnosis faster than any professional pediatrician given accurate and enough input. The emphasis here is on tools that can be employed to increase efficiency in this initiative. However, challenges are expected in the implementation of such an initiative where policy and cost might build up to loose popularity with the business case of the organisation. Suggested tools in this initiative appear on the low level of the organisation meaning that they have to be business feasible to be adopted by upper management. A Six Sigma initiative, “does not usually create an infrastructure that leads to bottom-line benefits through projects tied to the strategic goals of the organization” (Raisinghan 2005). This means that it may not offer the return on investment requires or expected on such resources.

Alternatively, rather that the focus on tools a process-oriented approach could be employed where practitioners and employees are trained on the application of appropriate tools at the right time for predefined projects. This means applying the Six Sigma as a business initiative to the hospital and in a way that benefits it not only in time but also in money. Through this, the following benefits are likely to be garnered:

i.        Provide a larger impact through activities that are tied to bottom line results.

ii.        Use tools effectively to gain efficiency.

iii.        Provide strategic management that can be further scaled and improved.

iv.        Improve communication among different support and medical employees in the organisation.

v.        Increase understanding on the business process of a hospital.

vi.        Provide a framework of understanding to management on how tools, especially digital tools can be instrumental in value addition.

vii.        Allow for feedback reception from both patients and clients.

viii.        Deployment of Six Sigma while at the same time allowing for normal operations to be incorporated to the general process. (Pyzdek 2014)

As indicated, the Six Sigma is not short term and is likely to take a long time to be completely benefitial to the organisation. Rather than treating is as something supposed to have direct benefits, focus should be on the future potential of proper application.