Approach and Pitfalls Towards Implementing Lean Six Sigma

                         In continuation to yesterdays article, let us see the various approaches and pitfalls while implementing Lean Six Sigma.

We can say with certainty that while Lean Six Sigma has its origins in manufacturing, it has moved beyond the factory floor and is being applied across all parts of the organization. 

Today, companies are using the fact-based principles of Lean Six Sigma to:

• Drive cross-functional process improvement initiatives such as new hire on-boarding
• Streamline back office functions such as accounts payable
• Identify new applications of existing products
• Reinvent functions to improve the quality of service delivery

The bottom line is companies are achieving success through Lean Six Sigma's basic principle of identifying who the real customer is, determining what they perceive as value, and focusing on activities that help deliver that value while eliminating or reducing activities that do not.

A common underpinning of how companies implement Lean Six Sigma is the recognition of various "belts" as a measure of employees experience level. Industry standards define three common belts: Green Belt, Black Belt and Master Black Belt. Organizational approaches and the utilization of these belts, however, vary among companies.

Some companies take a top-down approach. They have a formal PMO (Program Management Office) with trained experts, such as Black Belts, deployed as internal consultants to drive improvement projects throughout the business. Other companies take a bottom-up approach. They have a formal program in which front-line employees, typically following a structured belt certification path, are formally trained and expected to drive process improvement projects. Both approaches offer strengths and challenges. Companies need to identify the best fit for their organization while managing the potential pitfalls.

Common Pitfalls

In its simplest form, Lean Six Sigma provides a methodology and a set of tools to drive continuous improvement through analysis based on facts and direct customer input. Far too often, however, this simplicity is lost in the zeal to achieve measureable results as fast as possible and companies fail to see success. Here are some of the common pitfalls we have seen:

Focusing on belt certification over business value

One of the most prevalent problems companies face in their implementation of Lean Six Sigma relates to the project requirements of belt certification. In order to become certified, Green and Black Belt candidates need to complete a formal project. This potentially creates an environment in which employees pursue projects to satisfy certification requirements as opposed to projects that have real business value.

Not balancing resource demands

Excessive focus on belt certification may lead to many belt candidates requesting the same few subject matters experts (SMEs) to participate in their projects. These key people get pulled into meeting after meeting and project after project until they finally put up a brick wall and stop contributing. Without input from these SMEs, it is difficult to properly define the problem and the opportunities for improvement

Gathering too much data or not letting the data talk

There can be a tendency to collect data for the sake of collecting data because Six Sigma is driven by data analysis. This can lead to poor data quality and analysis paralysis. Human nature can also lead people to enter the analyze phase with preconceived ideas on what the root causes are instead of letting the data tell the story to help define where the opportunity exists.