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Understanding Six Sigma Deployment Failures

by tjacowski

Successful deployment is when acceptable ROI is realized. When a
Six Sigma deployment fails, it may mean the failure to attain the
return on investment necessary by the company to make any other
investment.

There may be failures when the program fails to deliver on the
promised savings. They are often the result of over-enthusiastic
salesmanship. Though it cannot be defined, the failure can be in
any form in any program

The Master Black Belts, Black Belts and the Green Belts may
sometimes fail to meet the expectations; these may be their
failures. Black Belts have to devote their entire time to the
program and have at least a basic knowledge of the tools. As the
project moves on, they should learn to transfer the ownership of
the solution to team members.

A graphical presentation will have more impact on the audience.
Additionally, if they are covering up false data or use special
effects in their presentations to hide the lack of content, it is
an indicator of their failure to take the project further.

Sharing and Communication

The success of any Six Sigma project lies in sharing the credit
for the solution with team members and bringing them into the
spotlight. Team leaders should try to create exclusivity around
the project. Communicating effectively with upper management is
necessary for the success of the project. Resistance is a natural
reaction to change - it will be encountered in every project.

Ignoring it is not the solution to overcome resistance;
awareness about it and a plan to tackle it carefully has to be in
place before deployment. There will typically be hurdles in any
Six Sigma project. Black Belts should approach the Champions for
resolution only after they have tried to take measures to
overcome them.

At the same time, they should not avoid taking the roadblock to
the Champion if they have failed in removing it.

Objectives

The failures on the part of management and the company as a
whole will arise when they fail to rise to the customer's
expectations. This happens when they do not align the project to
the objectives of the organization. This is the biggest factor
for failure. When Six Sigma is deployed without a target or goal
or without a systematic plan for a goal, then it is bound to
fail.

Change cannot be achieved without a proper change process that
involves the participation of upper management. Feedback is
necessary for the various metrics in place. The Champion has to
be accountable and available for reviews and reporting.

The training of the Master Black Belts and Black Belts and Green
Belts has to be carried out in order for them to be aware of the
various tools and techniques of Six Sigma project deployment.
They should not be used for fire fighting purposes; they should
be involved throughout. A reward and recognition policy should be
in place to that recognizes the efforts of the core Six Sigma
group as well as their teams.

At the same time, it could also be a part of a retention program
for trained employees. The top level, as well as middle level
management should be accountable. All areas, such as design and
marketing, purchasing and sales, production and so on should be
considered for Six Sigma project deployment.

Tony Jacowski is a quality analyst for The MBA Journal.  Aveta
Solution's Six Sigma Online offers online <a
href="http://www.sixsigmaonline.org">six sigma training</a> and
certification classes for six sigma professionals including, lean
six sigma, black belts, green belts, and yellow belts.

Syndicated by Top Gazebos - www.topgazebos.net

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