| Though the benefits of implementing the Six Sigma | | | | of companies that are attempting Six Sigma |
| strategy to a business's processes can lead to far | | | | implementation. Only 20 percent, therefore, truly benefit |
| greater successes that could ever have been | | | | from what Six Sigma strategies have to offer. |
| achieved without it. However, this is only the case | | | | By making incorrect wall-to-wall changes, they |
| when the implementation of Six Sigma has been done | | | | experience the struggle of the transition, and never |
| properly. Unfortunately, this is not always what | | | | reap the rewards that are supposed to come |
| happens. Mis-implementing Six Sigma can be | | | | afterwards in the vastly improved business processes. |
| extremely damaging to a business. | | | | Customers are no more satisfied, product and service |
| Because Six Sigma often leads to an entire overhaul | | | | quality is no higher, and resources are not used any |
| of every single process and function within a business, | | | | better. Even if the business was able to achieve a |
| its implementation impacts all levels and employees. | | | | similar success level to what it was experiencing |
| When done properly, this means that every employee | | | | before going through the faulty Six Sigma change, it will |
| and process will be used to its fullest potential, creating | | | | rarely be able to compensate for the period of |
| the highest level of quality, and leading to the most | | | | struggle throughout the implementation, when dramatic |
| successful bottom line. On the other hand, when | | | | spending occurred, and profits were greatly reduced. |
| implemented improperly, the changes that are made | | | | When you make the decision to take advantage of |
| on every level of an organization's functioning can be | | | | what Six Sigma has to offer your organization, make |
| detrimental, if not fatal. | | | | certain that the necessary employees receive the |
| This is what makes it so important for companies that | | | | correct and complete training required. Then, be certain |
| are willing to take on wall-to-wall changes that are | | | | that implementation begins within seventy two hours of |
| required by Six Sigma to make sure that they have | | | | the completion of that training, while the motivation and |
| the correct help in applying the strategies. This is the | | | | the understanding is still extremely fresh. By waiting too |
| only way to ensure that it has been done properly. | | | | long after the training, details blur, and it becomes too |
| Unfortunately, this is not the path taken by 80 percent | | | | easy to implement the wrong processes. |