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Certainly, the step-wise approach has the highest likelihood of success but it might not be the best choice relative to exploitation of a company’s strengths and weaknesses.  It depends on the state of the company’s culture, readiness and ability to quickly adopt a company-wide and possibly fundamentally different way of thinking and acting, the LEAN Six Sigma way to do business.  So, a proper due diligence is required prior to making this choice.  Typically though, the rule of thumb is to assign 1% of your total employee resources to the LEAN Six Sigma implementation.  So you need to establish the right pace and scope of deployment and unfortunately, there is not canned answer to the question. Each company is unique.  So implementation speed is not wise if your organization can only take baby steps; continuous improvement might be the way to go under these circumstances.  In the early 1980s, I recall my conversation with the general manager of over 2,000 employee manufacturing plant where he said “ In my plant, people have two speeds; slow and stop; so be aware of that as you are trying to implement these process improvements.”  I have never forgotten that wise comment. 

Sometimes, people don’t like the “pilot” program concept because it is like saying, "you have the power to kill this if you don't give it an honest effort. If it doesn't go well, we'll drop it." So, that type of thinking can turn failure into a self-fulfilling prophecy. In contrast, the step-wise approach has clarity of purpose and strategic direction.  Yes, it is true, refinements are allowed in such an approach if things don’t go perfectly well at the start BUT there is NEVER a hint of folding the LEAN Six Sigma implementation simply because something didn’t go as well as it was originally expected.  We prefer to see a deployment no smaller than a single profit and loss center which means someone has the authority to say, "this is how we're going to do it," and then stick with it.

A LEAN Six Sigma pilot program is not the ideal approach to start such an effort.  However, if properly managed within a tight schedule, significant value may come from it.  Pilot programs have typically been individual, disconnected projects focused on reducing expenses and give this perception within the organization. So, it may be difficult to transition from a project-focused expense approach to a holistic improvement program that would seek address all facets of the business.  Even though excellent projects may have been executed in the pilot, the perception of the program may already have been set. A LEAN Six Sigma program works best when it is integral to an organization’s overall strategic planning and is linked to its entire business.

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