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.
Now the causes of failure of projects:
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.