Part I Management mistakes

What mistakes we may make in Six Sigma projects, and how to avoid them

Every method has its limitations, Six Sigma is not an exception. Even if we use it properly, the environment may have a huge impact on the performance. I truly believe that Six Sigma is a very powerful method and it shapes our way of thinking.

Although its power, several mistakes could be made during implementation and practice. I divided them into two categories: management or methodical mistakes. In this article, I cover management mistakes.

Management mistakes:

1. Separate Six Sigma goals (TOOL): it drives the organisation into a separate function. Six Sigma would be used in areas where not effective at all, or we name projects Six Sigma projects, they have no slightest connection to Six Sigma. Six Sigma is a method, an enabler to reach the target. Build Six Sigma goals into organisational goals.             

2. Fire fighting or fire prevention (Do you want HEROES?): some people love being hero, but that means we must solve problems constantly, and we have no time for strategic tasks. Six Sigma is a long time journey. If we want a sustainable solution, we need the necessary time to find and eliminate the root cause. Invest time for long time solution.

3. No management support: if the problem is not important, business-relevant, the people will not be committed, and the execution will be delayed. Get approval on Project Charter and request project reviews if not regular.

4. Project scope: if we go for certifications and select projects to be easy to solve but with no business relevance, we are on the wrong track. If we keep on our focus on the business goals, we can identify the pain points and pick the right project. Connect Six Sigma projects to business goals / KPIs.

5. Project size: if we select a scope too small, we invest time and resources on a problem, which has no payback. On the contrary, there is a tendency to include other problems, inflate the project. Then we have to coordinate a mega-team on several products, sites, which leads to a never-ending story. Be modest, select one product/site, solve the problem, translate to other products/sites. Bear in mind, a project should be completed in 3-6 months.

6. Time Pressure: the solution must be ready by yesterday, as always. A thorough analysis takes time. A proper data collection is usually 2 to 4 weeks. It may be shorter or even longer Management must accept, that there is a bridging solution (usually uncomfortable and costly) and the long term, sustainable solution.

7. Not accepting resource need: if we want to solve the problem, we must assign the right resources. The project leader and a Six Sigma Black Belt can not solve the problem alone. We must include engineers, production people (shift leader, operator), we must book the measurement room or production slot. Inform all stakeholders and get approval on Project Charter.

8. We want to solve all the problems at once: there are times when the operation is not stable, scrap rate high, customer complaints are coming daily. We feel getting under the water. It is not easy to decide where to start. The resources are limited, and we start with the biggest fire and turn to the next fire. Finally, none of the problems is solved. Create a roadmap with the biggest impacts / easy to solve problems with short term solutions, management agreement and clear communication to the customer. Do not change every week.

9. Method overusing: Six Sigma has a wide range of tools, there is a certain overlapping with other methods like Lean. It does not mean that we must apply Six Sigma everywhere. Use Kaizen or Lean, when they fit better.

10. We have the solution: “We know what to do”, then do. If there is a clear solution, we must apply. We use Six Sigma, because of its power of decision-based on reliable data. If we jump to the conclusion it is not a Six Sigma project. If we hear second times “this will solve the problem”, be careful and prepare for real analysis and project.

(For the graphic special thanks to Sara Gránásy.)

by Péter Gránásy, Six Sigma Experter