Assume you are going to gift a bicycle to your sibling and you have got just one night to assemble it.
Now the good news is your unassembled bicycle shipment has arrived and is on time with all the tools and instruction on assembling it on the manual.
Our clear end goal is a final assembled brand new bicycle.
Due to long texts and not in the mood to ready stuff you ignored the instruction manual and started to put things on your own, without a proper understanding of tools and parts alignment.
Somehow you succeeded somehow but the assembly wasn’t done properly and there are some issues with alignment and handle.
Now tomorrow morning who would you blame for that yourself or the manufacturer?
Most of the time it’s been noticed that reasons for an unsuccessful Six Sigma has less to do with DMAIC process and has more to do with the Leadership & Business Process Management. These challenges vary from person to person who is trying to deploy Six Sigma.
General opinion on the deployment of Successful vs. Less Successful Six Sigma
|Highly Successful Case Studies||Less Successful Case Studies|
Utilization of ace talents
· Formal project selection process
· Formal project review process
· Dedicated resources
· Financial system integration
Use of whoever was available
No Supporting infrastructure
· No formal project selection process
· No formal project review process
· Part-time resources
· Not integrated with the financial system
Reasons Why Lean Six Sigma Fails:
In general, the top reason why Lean Six Sigma fails are:
- It has been seen that people who are deploying Six Sigma project don’t connect it to the corporation’s goals
- In case of unclear vision and the reason the deploying gets fail with both process and service support to the customer
- Again, it utmost important that Six Sigma goals should be aligned with Champion’s goals
- People forget that it’s a top-down selection methodology
- Unclear financial benefits
- Wrong or Poor Metrics
- Due to ineffective charter
Is this all the reasons why Six Sigma fails?
If we talk of addressing all of these there have been many debates with sticking to the fundamental checklist at the time of deployment of Six Sigma:
- First and foremost focus should be set to an organization as a whole which includes the upper/ higher management as the flow of information and objective should be aligned as per expectation.
- An organizations culture has a lot to do with process deployment and goal alignment. Any positive and flexible culture of an organization promotes and encourages new changes swiftly as there are lesser people who want to stick with the traditional way
- Enrol things to all process level and educate them on changes and benefits so they could understand the positive side more clearly.
- And pointing out the right problem will only work else it would be a failure in spite of other things done. Addressing things with a clear objective will work.
- And at last right tool and the right issue is the key it may require a lot of design thinking to get on work.
Along the lines of core needs which can be altered and portrayed in a variety of forms depending on the context on which one is focusing. In addition to this there might be many other new challenges coming at deployment stage but if we focus on fundamental and do not rush for the judgement of Six Sigma then only it can be swiftly deployed.
There is a severe need for Lean Six Sigma Black Belt professionals in order to guide the batch of Lean Six Sigma Green Belt. And that too with qualified professionals with high industry knowledge and ASQ certified ones are usually the top choice. With which the company should think and set it up in such a way that things get along with each other in sync.