Almost always, the failure of any Lean Six Sigma project is due to too wide a scope. Trying to minimize variation in an entire product, for example, is so unfocused that few improvements can be made anywhere in the product. Our list of the 10 best ERP programs highlights the vendors that our ERP experts have discovered are innovative and highly functional. This is an overview of those ERP systems.
The first reason or the main reason for the failure of Six Sigma is the lack of management support. It's the support that comes from management's commitment to providing resources, including team members. Another reason for the Six Sigma project is the lack of support from the process owner. The commitment of team members, in a way, is related to a lack of management support.
Because if management attaches importance to the project, team members are very likely to support the project. This is where management support comes into play and, to that end, having a support leader in the organization is key to the success of the Six Sigma program. We have successfully implemented 6 sigma, but before launching this program it is to stabilize your operations, you can't improve anything without having a standard and a baseline. However, having been associated with Six Sigma since its development, in the original team that formed the world's first black belts and the masters of the black belts, as well as a main facilitator in the early days of GE, I am firmly convinced that weak cultures are the main cause of the failure to execute strategic planning, project management and Lean Six Sigma projects.
Consequently, by linking continuous improvement projects with the company's strategic objectives, this will provide continuous improvement teams with an effective tool to demonstrate to their leadership teams the continuous business benefits of process excellence activities. However, if the process owner doesn't support that project, you won't have access to collect data or make changes to the process. If it has too wide a scope, there is a chance that this project will turn into an endless project. The objectives of Lean Six Sigma can seem incredibly broad, especially if you think about applying Six Sigma to an entire product or process.
Tools such as a bowling chart highlight the points where actual performance is insufficient and offer great visibility of the situation, as well as the opportunity to decide on countermeasures to ensure that the objectives are met, which significantly increases the likelihood that improvement projects will be successful. In many cases, they have discovered that Hoshin-type planning processes can be used as an effective tool to ensure the essential links between innovative strategic objectives and annual objectives and the tasks of programs and projects, including Six Sigma's continuous improvement initiatives. In the case of Lean Six Sigma, in the middle of a project, when the expert moves forward and other projects capture the attention of top management, the improvement of a team's performance can stop and even go backwards. When enabled by business software, continuous improvement teams can also ensure that the executive team can not only analyze the benefits of individual improvement projects, but also the aggregated programs and general KPIs of the program at the business level.
The goal of Lean Six Sigma is to improve a given process until it has no areas of waste, redundancy or variation. The best way to achieve many high-level objectives is through the horizontal approach to business processes, which is the essence of Six Sigma. Since all improvement activities must be aligned with one or more of the four or five high-level innovative objectives, this results in prioritizing and reducing the number of operational excellence projects, reducing the complexity and amount of resources needed.
