5 Six Sigma Deployment Mistakes You Must Know

A revolutionary project management methodology like Six Sigma needs to be planned and executed effectively to yield beneficial results. It’s an imperative. However, according to a 2008 Bain & Company’s survey, it was revealed that approximately 80% of the 184 companies surveyed declared that their efforts to apply Lean Six Sigma could not approximate the desired result. Furthermore, 74% companies claimed that they failed to gain the anticipated competitive advantage over others as they could not attain their savings objective. Therefore, a flawed deployment of the Six Sigma module will lead to unsatisfactory results and wastage of valuable resources and time.

5 Mistakes of Six Sigma Deployments

When it comes to Six Sigma deployments there are 5 core blunders that can show-up and create serious bottlenecks. Identifying these mistakes, addressing and effectively managing them is the way to move ahead. Let us have look at these mistakes along with their probable solutions.


  1. Absence of absolute leadership

Consistent assistance and commitment towards Six Sigma module from the management is vital for positive results and progress. This assistance is not just expected from the senior management, but from every level of a company. Only absolute leadership at every level creates a platform conducive for Six Sigma deployment success.

Probable solution: As constant assistance is imperative for successful Six Sigma deployment, the senior management must communicate with the entire company regularly. This communication should highlight the significance of Six Sigma initiatives and the way it is linked to the company’s overall business target and growth. Furthermore, the senior management also needs to assess the progress from time to time and set new goals when required.


  1. A flawed execution strategy

An effective Six Sigma execution strategy aligns the corporate business objectives to the desired implementation outputs. When this alignment goes missing, there is uncertainty amidst associates and key stakeholders concerning the significance of the overall initiative. This gap stunts the implementation and progress of Six Sigma for many companies.

Probable solution: The Six Sigma implementation strategy needs to be synchronous with the corporate goals. Alternatively, the strategies must add every aspect of learning, development, project execution, information management, operational excellence achievement and coaching. Teams ought to keenly assess the progress of each strategy from time to time.


  1. Excess importance on certification and training

Though crucial, but an excess focus on training and certification in Six Sigma proves detrimental. Teams inevitably shift their focus here and do complete injustice to project execution practices. This leads to unwanted project delays.

Probable solution: The project execution team should never lose focus from the corporate business targets. Furthermore, they should work towards setting up a platform for Six Sigma project assessment, selection, coaching, training and mentoring that will lead to visible advantages for the company.


  1. Choosing the wrong project

Correct project selection is vital to successful Six Sigma deployment. Often companies lose focus and clarity and select projects that are beyond the expertise of the Black Belts and Green Belts, which later become tough to fathom and manage and lead to unnecessary hassles.

Probable Solution: To successfully avert such a situation, the execution teams needs to make sure that the chosen Six Sigma process enhancement projects are directed towards process, financial, customer and business objectives. Proper prioritization should be done so that the objects get fulfilled. Furthermore, the teams must focus on daily workshops to help with correct project identification. They should also assure that the chosen projects have concerned sponsors accountable for its execution, progress and success.


  1. Absence of proactive accountability

There are times when project execution teams fail to convey the advantages of Six Sigma execution to the main stakeholders. This is where proactive accountability is needed. Lack of seamless, timely and responsible communication makes the stakeholders perplexed about the execution, thereby not allowing the company to reap the benefits of Six Sigma deployment.

Probable solution: Teams need to collate strategic and corporate business targets with Six Sigma execution and individual goals to demonstrate the whole company how all the aspects are related to one another. This helps to pool in the required assistance of the associated to cater to the deployment goals.

Identifying and them remedying these 5 common Six Sigma mistakes ensure positive results and long-term benefits.


Summary: Organizations often face 5 core mistakes whilst implementing Six Sigma. Identifying and effectively solving the same helps a company to enjoy the real-time benefits of Six Sigma.  


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Jenny brown