| Businesses that are unable to provide due | | | | managers, and others who might be having workable |
| consideration to this aspect, often fail to harness the | | | | knowledge about the given business process. If |
| full potential of Lean implementations and consequently | | | | required, middle and top management can also be |
| start complaining that 'Lean Six Sigma does not work'. | | | | requested to provide their valuable input and |
| They fail to realize that the problem is not with Lean | | | | suggestions. |
| concepts; their failures are due to the inherent inability | | | | Overcoming Challenges |
| of the implementation team to overcome the common | | | | The job is said to be 'half done' as soon as the |
| problems and challenges. | | | | problems are identified, but the implementation team |
| Identifying Implementation Problems and Challenges | | | | should not lose its focus at this stage because it still |
| For ensuring the success of Lean projects, the | | | | has to finish the remaining half, i.e. overcoming the |
| implementation team should first try to identify the | | | | identified problems and challenges. This is often the |
| common problems and challenges that it might come | | | | toughest part, because not even the most |
| across during the implementation phase. For this, the | | | | experienced professionals such as Black Belts can |
| team should make use of time-tested Six Sigma tools | | | | guarantee the success of initiatives undertaken for |
| and techniques such as 'Process Charts' that highlight | | | | overcoming implementation problems and challenges. |
| each and every event, functionality, and sub-processes | | | | The best that the implementation team can do then is |
| of the given process selected for improvement. | | | | to utilize Six Sigma simulation tools, which can make |
| However, since it is not be feasible to look into each | | | | very accurate predictions. Simulations help a lot |
| and every aspect of the given business process, the | | | | because they make it possible for the team to use the |
| team should focus on only those aspects that are | | | | 'hit and trail' method without worrying about real losses, |
| critical to the main process. In effect, the team should | | | | monetary or physical. Using the 'hit and trail' method, |
| concentrate on identifying potential problems in only | | | | theycan then easily select an initiative that best suits |
| those sub-processes that might be contributing more | | | | the need of overcoming implementation problems and |
| than 50 to 60 percent towards the delivery of the final | | | | challenges. |
| outcome. This is necessary because if problems occur | | | | Aside from putting their trust in Six Sigma tools and |
| in critical sub-processes during the implementation | | | | techniques for overcoming problems and challenges, |
| phase, the business may lose its productive efficiency, | | | | they should try to encourage creativity and innovation |
| something that will make a mockery of 'Lean' aims and | | | | because sometimes only these skills can save a |
| objectives that call for improved productive | | | | project from certain failure. Constant motivation, |
| efficiencies. | | | | guidance, and recognition are good ways of promoting |
| For better results, they should seek input from people | | | | creativity and innovation among the Lean Six Sigma |
| such as floor managers, supervisors, process | | | | implementation team members. |