The Lean Six Sigma (LSS) strategy and methodology aim to enhance process performance, boost customer happiness, and deliver superior results. Its ultimate goal is to help a company make more money by cutting costs and making customers and shareholders happier.
The cultural aspects of Lean are merged with the data-driven approach of Six Sigma, distinguishing LSS from standard quality management systems (SS). The main goal of LSS’s improvement method is continuous improvement. This is done through a powerful and systematic problem-solving process called define, measure, analyze, improve, and control (DMAIC), which brings together the toolkits of both lean and SS.
Many industries have embraced the LSS concept for continuous improvement, but it is not without challenges because LSS is not impervious to setbacks. People become resistant to LSS or SS projects when they do not understand them or do not believe they will work. This is why both academics and business leaders want to learn more about the key success and failure factors of LSS.
One reason why LSS attempts may fail is their low success rate. SS program difficulties at the project level demand investigation and analysis. In most cases, the best method to ease LSS-related concerns is to complete a successful project. A track record of successful projects not only improves confidence but also reduces uncertainties about the method’s viability. Since continuous improvement methods should lead to real benefits, the projects will be useful if the methods are used correctly. As a result, the possibility of an LSS project failing is a consideration that may prevent it from happening.
Long-term success with any continuous improvement approach requires a project management system, correct selection (including prioritization and classification), execution, and review. Having clear rules for the first stages of DMAIC and ensuring that previous outcomes can be built upon is also crucial in project management. Furthermore, mechanisms such as project tracking and review, communication, recognition and reward, and training are necessary to guide and sustain improvement toward the achievement of project management goals. Therefore, learning to mitigate the potential for failure in continuous improvement projects like LSS is essential.
LSS projects fail due to a lack of support from top management, incompetent teams, poor communication, insufficient learning, the incorrect selection of a process improvement method and tools or techniques, insufficient rewards and recognition, system or culture creep, insufficient team size and team composition, inconsistent monitoring and control, and employees’ resistance to change.
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