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Q: Why some companies excel and others
flounder when they try to implement a LEAN Six Sigma program? What is the
"make or break" strategy?
A: LEAN Six Sigma programs
have proved convincingly that they can deliver breakthrough results in all types
of industries – manufacturing, distribution and service – and in companies
that ranged from thriving at the top of their peer group, to struggling to
survive, to bankruptcy. However, a LEAN Six Sigma program is more likely to
either fail or flounder when the related efforts are isolated in the
organization, lack systematic implementation and lack senior management support.
Absent the proper infrastructure and people empowerment, the program will
at best provide incremental gains and at worst will waste valuable resources.
When a LEAN Six Sigma gets deployed in a
fragmented fashion only to selected parts of an organization, the business will
most likely realize positive gains since they are related to the “low hanging
fruit” type of projects. However,
these returns most likely will be diminishing because it becomes increasingly
difficult to identify viable opportunities that are stand alone.
An organization is made up of interdependent processes with linkages to
reporting systems, suppliers, customers, business partners, regulators and
multiple internal functions. However,
when a LEAN Six Sigma program is deployed holistically throughout an
organization, it generated its own momentum, becomes one with a company’s
culture and eventually achieves self-sustaining status.
LEAN Six Sigma projects rely heavily on quantifiable metrics and
management by fact (MBF), both of which propel progress to breakthrough levels
of success.
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