| Sourceforconsulting.com research uncovers the five reasons for Lean and Six Sigma project success and failure. |
| Why Lean and Six Sigma projects fail |
| |
|
| | New research by
Sourceforconsulting.com
has found that whilst
two thirds of Lean and
Six Sigma projects work,
for the third that fail,
the most likely cause is
insufficient sponsorship
from senior executives.
The Source research,
which surveyed
management consulting
firms, also rates the
top five most likely
causes of Lean and Six
Sigma project failure
as:
1. Insufficient | |
|
| | sponsorship from senior
executives
2. Lack of
understanding about what
Lean and Six Sigma
really are
3. Insufficient focus
on behavioural change to
support process change
4. Projects are not
linked to organisational
objectives
5. Too rigid an
application of the
methodologies
| |
| |
| | resource needs to be
committed to the
project.”
Projects that
work
Of the two-thirds of
projects that work, the
consulting firms
surveyed considered
strong support from
senior managers to be
the most important
driver of success,
slightly ahead of
clarity about the size
and scope of Lean and
Six Sigma projects, and
an appreciation of the | |
|
| | need for support around
the issues of
behavioural change.
Demonstrating where
demand for Lean and Six
Sigma projects are, the
report identifies that
whilst large numbers of
projects continue to be
focused around
operational functions,
consulting firms are
also experiencing a
relatively strong demand
from HR, customer
services and finance
divisions at the moment. | |
|
| |
Fiona Czerniawska
joint managing director
of Source said: “The
lesson for anyone
looking to bring in a
consulting firm for a
Lean or Six Sigma
project is that these
issues must be addressed
upfront. This will
enable clients to
understand how they can
counter these problems,
and potentially identify
whether additional | |
|
|
Previous Page 
