Project Pitfalls

Common project pitfalls to avoid before and during a Six Sigma project.

Scope Creep

The project extended beyond the original defined parameters and became unmanageable. Teams will get ambitious and seek perfection. They may try to tackle everything at once. Set a manageable scope, achieve the goals, celebrate it, close it out and write a new contract if needed to get the next level towards perfection. Stick to the scope defined in the project contract.

Overcommitted Financials

Most GB's and BB's seek to impress especially if it is their first project. As a result hard and soft savings are sometimes over estimated or projected to start earlier than possible. More projects are focused on soft savings such as items that are difficult to quantify and difficult to be perceived as improved by the company and upper management. Examples are customer quality, any type of risk reductions, delivery improvements, improved customer loyalty.

Project Complexity

There may have been a previous company problem that went unresolved or a problem that is well beyond a team's jurisdiction. It has resurfaced with the thought that a Six Sigma team can automatically fix it. The project is destined for failure before it starts. The credibility of both the GB/BB and the company's Six Sigma program are compromised.

Lack of Support

It starts with Upper Management, then the Champion, Green Belt, or Black Belt. The Champion has the delicate role of ensuring support without getting overly involved in team activity. Lack of support means failing to provide time, people, equipment, money, or leadership.

Upper Management must walk the talk, actions will speak louder than words. The culture required for Six Simga to succeed can not be faked, it needs to be in the values of the leadership team and embraced within everything they do.

Project Interest

The project needs to invoke interest and show correlation to the team members' needs. Use a Stakeholder Analysis tool early and throughout the project to determine the team assessment.

Lost Control

The last phase of a DMAIC project is often rushed in order to close a project and get someone credit. This leads to a process/service change that has not been controlled and eventually any measured improvement will unwind. This will also damage the credibility of the GB/BB, the team members, and the Six Sigma program.

No Problem

The project does not require the problem solving methodology. Some problems can clearly be answered, or are low hanging fruit that just need to be resolved.

Un-Qualified Green Belt/Black Belt

Companies invest a lot of resources into developing Lean and Six Sigma leaders and expect them to quickly deliver results to the bottom line. Six Sigma is not for everyone, some will not suit the role and some will not grasp the material.

Others will become subject matter experts but fail to have the people skills and "change" vigor needed to acheive breakthroughs and paradigm shifts. Every project requires a qualified manager and the tools within this site can help but experience is the most valuable. It is also important for the GB/BB selection process from Upper Management to be robust and for the individuals that are selected to take it upon themselves to be aggressive, learn, network, and apply the work.