Is there anything that can derail the six sigma methodology?

Successful six sigma implementation is an issue of understanding and support. If we are not careful to generate that understanding and provide that support, the methodology is not only not going to be implemented successfully in the organization, but it is also going to leave a bad taste. There are many things that can derail the process. Some of the key ones are:

• Success is not fast enough, so the organization gives up.

• There is no priority for selected projects.

• Too many projects are identified and the methodology is overloaded, so no results are apparent.

• Undoable objectives and timelines are established and the organization expects the methodology to deliver results from the impossible.

• Past experience is ignored, including organizational cultural issues. Unless the organization recognizes the shortcomings of the past and is willing to address new cultural objectives, the six sigma methodology will fail.

• The organization lacks flexibility; it must be prepared for the unexpected. Interruptions will occur, but organizers should not give up, instead, they should focus on the goal and target of the improvement.

• The organization doesn't devote enough resources and/or training to the project. Without a commitment for personnel, training and other appropriate resources, the six sigma transformation will not be successful.

• False euphoria—that is, the tendency to think that you reached six sigma prematurely (usually after the first or second completed project)—leads to less attention paid to six sigma, less follow-up, and fewer benefits achieved.