| However, some initiatives fail on deployment with | | | | conducted at regular intervals. |
| varied causes, such as lack of commitment from | | | | If review and evaluation of project progress is not |
| project leaders and misalignment of the project to | | | | undertaken regularly, there are chances of the initiative |
| business goals. | | | | fading away into the background. Review committees |
| Factors Causing Failure Of Six Sigma Projectso Lack | | | | that include senior management should review and |
| of commitment of leadership: Commitment to Six | | | | offer feedback on the project. |
| Sigma is necessary from the top to the bottom level | | | | There also needs to be a reward and recognition |
| of the organization. Top leadership is expected to lead | | | | policy that helps instigate a sense of co-ownership of |
| from the front and put principles into action, which can | | | | the project among employees.o Copy and paste |
| help motivate and guide the team during Six Sigma | | | | deployment: Deployment of project cannot be |
| deployment. | | | | undertaken by reading out of a book. Any deployment |
| Projects cannot succeed if the CEO considers Six | | | | without understanding and awareness of needs of the |
| Sigma to be the responsibility of a few Master Black | | | | organization cannot work. |
| Belts and Black Belts. They should have thorough | | | | The needs of the organization's environment and |
| knowledge about the methodology as the deployment | | | | processes have to be understood and deployment |
| leader.o Part time Black Belt duties: Organizations may | | | | customized for the organization. Flexibility in the usage |
| also fail if Black Belt positions are considered to be | | | | of various statistical tools is very necessary. |
| part time jobs. However, it is necessary to concentrate | | | | Statistical tools that would suit the needs of the |
| full time on areas of improvement that are linked to | | | | organization and are necessary to drive improvement |
| achievement of organizational objectives. | | | | have to be well understood and used accordingly.o |
| It is necessary that the best people from the | | | | Expecting too much too soon: Six Sigma also requires |
| organization be selected for Black Belt training and | | | | a large investment initially; but, there are savings that |
| certification. They may be seen and groomed as | | | | can be achieved from such projects. |
| future leaders. | | | | It is not practical, however, to expect high returns right |
| A part time Black Belt cannot be any better than a | | | | in the beginning. Expecting too much too soon with no |
| Green Belt.o Alignment to Organizational Objectives: | | | | results may lead to the organization's leadership to feel |
| The improvement project has to be properly aligned to | | | | discouraged and go on the defensive. |
| objectives of the organization. The project should be | | | | This often puts deployment efforts off course. |
| aimed at overall improvement of the processes in the | | | | It is very important to keep in mind such factors that |
| organization. | | | | may lead to the failure of Six Sigma deployment. The |
| A project that is grossly disconnected will be | | | | aim of Six Sigma is reduction in variation and |
| destructive rather than constructive for organizational | | | | improvement of performance. |
| growth. If quantity were achieved at the cost of quality, | | | | By understanding the possible pitfalls, the likelihood of |
| the project will have the least impact.o Lack of review | | | | failure of Six Sigma implementation can be reduced to |
| and reward & recognition mechanism: It is | | | | a large extent. |
| important that a review of the progress of project is | | | | |