| Sourceforconsulting.com research uncovers the five reasons for Lean and Six Sigma project success and failure. |
| Why Lean and Six Sigma projects fail |
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| | 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
| |
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| | 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. | |
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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 | |
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