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Six Sigma has come to be known and respected across almost every industry at all levels of management for its ability to give the organizations that use it important advantages, including:
Sadly, not all Six Sigma projects produce the desired results. One reason for this gap between expectation and reality is that often Six Sigma projects are poorly executed. Factors such as stakeholder expectations, negative team dynamics and lack of leadership can throw sand in the gears of a Six Sigma project and greatly diminish its success.
Project teams that are aware of potential pitfalls are one step closer to finding the right solutions and avoiding serious mistakes.
Common Mistakes In Implementing Six Sigma
Unrealistic Expectations – Like all new endeavors, Six Sigma projects begin with high expectations, and one of the most common is that the project will be completed in a much shorter amount of time than is necessary. There is an organic element of Six Sigma that cannot be forced into being, and doesn’t respond to managerial edicts; it must be given time to develop naturally.
Team progress can also be delayed by priorities that compete with team members’ time. Remember that Green Belts are usually only able to dedicate a portion of their time to Six Sigma because they have full-time responsibilities within the organization.
Solution: Managing expectations and maintaining open communications are the best ways to overcome this obstacle. Six Sigma leaders who work to create realistic leadership expectations for project completion time frames, while providing regular progress updates, are far less likely to incur management’s wrath when a project’s progress plateaus for a time.
Limited or No Executive Involvement – Support from executive leadership is a crucial factor that can make the difference between a project that fades into obscurity and one that makes lasting, positive change. Project backers high on the corporate ladder can help remove obstacles that are in the team’s way and provide much-needed financial support.
Solution: If you feel that your project team lacks the support of leaders who could make the difference, promote the financial value of the project; an argument made in terms of money helps get the attention of people in high places. It is also suggested that you use your Six Sigma project charter to tie the project directly to business goals.
A more direct approach can also be effective; invite and include top leadership to participate in your Six Sigma project.
Unbalanced Teams – Project teams should be composed of individuals from all functions that will potentially be affected by the process that is being improved. This is an ideal that is not always implemented because of siloed departments and limited time and resources. When project teams lack the perspective of key members in the production process, solutions tend to be inadequate and improvements are small.
Solution: Expand project teams to include multiple members from all related departments – as many as necessary. Different perspectives of the project in question are crucial, so if employees aren’t able to participate on a full-time basis, add them as supporting contributors who can make their voices heard.
Six Sigma has the power to permanently improve a processes, but project teams must get several critical factors right. With the appropriate team dynamics, executive expectations and leadership support teams have a much better chance of making lasting improvements.
