Why do some improvement projects fail before they even start? Do they fail because of the tools, the people, or something else?
Many professionals take Lean Six Sigma Courses to develop a disciplined approach to eliminating waste and streamlining processes. But the harm usually starts when they forget about the basics.
Companies could waste time and effort if they do not fully understand how the Lean Six Sigma Process fits into their business.
It is not enough to have the right steps; you must use them properly from the start. Let us figure out where it all goes wrong.
Common Reasons Lean Six Sigma Projects Fail Before They Begin
Before you even start mapping out a process or keeping track of a statistic, several basic mistakes can quietly throw your Lean Six Sigma project off track.
This is where things usually go wrong early on, and here is how to notice them before they do:
Lack of Clear Problem Definition
A well-defined problem lies at the centre of every successful Lean Six Sigma initiative. However, many projects begin with imprecise goals, such as “we need to be more efficient” or “we need to cut costs.”
These are not problems; they are goals. The team will not know what to do if there is not a clear problem to solve.
When you do not frame a problem well, it is challenging to determine the best course of action, and you may come up with suboptimal solutions, wasting time.
Teams might fix the wrong thing if they do not know what they are changing. A clear problem statement, based on a real business problem rather than a general goal, is what makes a problem statement effective.
Weak Leadership Support
Being a leader is not just about saying yes to a project; it is also about actively supporting it.
When senior leaders fail to openly support a Lean Six Sigma project, it leads the rest of the company to believe that the project is not important.
When resistance arises, projects with poor leadership backing tend to stall. Employees will not prioritise tasks that their bosses do not think are vital.
At the same time, decision-making will be longer since no one in charge is committed to driving the project forward.
Choosing the Wrong Team
A good idea won’t work if it doesn’t have the right people behind it. People who are working on Lean Six Sigma projects need to have the time, skills, and drive to do the job well.
People choose teams based on who is available, not on who is the best person for the job.
A good project team comprises a mix of technical skills, process knowledge, and the ability to think critically.
At least one person in the group should be qualified or have experience in Lean Six Sigma methodology to help others.
Planning Without Data
Lean Six Sigma is built on data at its core. But a lot of teams make snap decisions before they have all the facts. It is easy for people to fail when they take this short-cut and think that opinions are facts.
You can’t tell what’s wrong or if changes are really making a difference if you don’t have the right standard data.
Things start to get off track as people guess and projects lose sight of their original goals.
Misaligned Goals and Business Objectives
Some projects may have a clear problem, a motivated team, and support from leadership, but they might nevertheless fail.
Why? Because the project’s aims don’t fit with the overall corporate plan. If a project improves a process that no longer adds value to the main business, it will have little impact.
Similarly, if the predicted results don’t align with the business’s current needs, resources may be redirected to other projects before the results are achieved.
To avoid this, consider your business’s current priorities before selecting a project.
Conclusion
A Lean Six Sigma project doesn’t fail all at once. It starts to go wrong as soon as you overlook the most important basics.
Most problems, such as poor planning and ineffective leadership, can be avoided with the right strategy.
Consider The Knowledge Academy courses to learn these basic skills and give your improvement projects the greatest possible start.