WHY DO MOST LEAN SIX SIGMA PROJECTS FAIL?

Lean Six Sigma has been an immensely effective business and quality development initiative. Accurately, thousands of organizations, big and compact, covering a wide range of businesses from manufacturing to workings, public sector, and government firms have fruitfully used Lean Six Sigma and gained the profits of more competent operations, reduced costs, great quality, and extra satisfied consumers and workforces.

Yet regardless of all of these advantages, most of the Lean Six Sigma projects do not turn outreaching the expected outcome. Based on research, I believe that there are some very specific causes for this.

First, what makes a general Lean Six Sigma operation successful? What is believed mostly that the following are necessary i.e.

  • Management participation and assurance
  • Use of best mind to run the process
  • Correct project selection and evaluation process
  • Enough committed sources to confirm the success

Now the causes of failure of projects:

  • Shortage of management support for the project. This draws directly to the point mentioned above. It is not just upper management that must be a part and devoted, but leadership at all levels.

 

  • Selecting an unsuitable project. At the start of Lean Six Sigma utilization, it is enticing to select a plan which seems to have less labor making the completion of the project early. But this may path to circumstances where the results attained are not interesting and effective enough to hold management on the abilities of the whole project which leads to having a short attention span.

 

  • Poor selection of workforces. There are quite of aspects to this. First, the group may be outsized. As we have heard this “too many cooks spoil the broth” similarly more members are ineffective because they are too many. Decisions are tough to make, meetings are complex to schedule, and this makes ease of distraction for the team members involved in the project. Another side of this is the proficiency set of the workforces. Every team member must be practiced in some facets of Lean Six Sigma to execute the project with the skills they possess. Training the members during the project is not mostly successful.

 

  • Poor Project Scope. This is the main reason for distress. Great care must be taken in raising the plan contract and each member of the team, even the leader and process owner must be the part. Alteration to the scope must be too difficult to make.

 

  • Insufficient training in Lean Six Sigma techniques and approach. Without their component of training, most people will not wholly grasp the tools they have been trained in and then be incompetent to fruitfully apply the procedure in an actual project.

 

Six Sigmaversity always voices to its regulars and practitioners in the field to understand well; how they are building and completing their projects, what techniques they are using, what tasks and obstacles they face and more notably how are those obstacles dealt with.

There are other causes of failure. But these are few of the ones that are observed very often. There was no intention to be comprehensive with the list but, to be clear and apt.