Main Menu
Home / Project Management / Risk Management / 3 Reasons Great Six Sigma Project Teams Still Fail

3 Reasons Great Six Sigma Project Teams Still Fail

Six Sigma at many organizations is a measure of quality to strive for near perfection. It is a disciplined, data-driven approach that eliminates defects in any process, from manufacturing to transactional, and from product to service. However, this doesn’t necessarily mean that, as long as organizations implement it, they’re all going to succeed and provide the best services or products. In fact, if your team doesn’t know how to handle it properly, failure is only a matter of time. An article at Six Sigma explore common causes of team failure:

  1. Premature formation
  2. Poor handling of DMAIC
  3. Unnecessary training and meeting

Even the Best Team Needs Vigilance

When you group your team members, someone should be good with data. Without accurate and strong data, it’s hard to keep going on the right track, and you may not even realize that you’re off the trail. Make sure that your team has appropriate skills needed like RCA to analyze data beforehand and handle arising problems.

In Six Sigma, DMAIC is one of the key methodologies. It stands for Define the system, Measure key aspect, Analyze key data, Improve current process, and Control the future state, and is used for projects aimed at improving an existing business process. However, this methodology is also very tricky when errors tend to occur in the Define and Measure stages. When setting project requirements, project goals, and key aspects of the process to collect data, you need to provide guidance and instruction for your team because things may get confusing or too general. But if you think skipping these steps and going straight to Analyze doesn’t cause much harm because your team is certain about what to achieve, you can do that. You are able to save more time and make key decisions more quickly.

While training and meetings are as common and important in the business world as a breakfast, they don’t actually benefit your Six Sigma team significantly. You can use your precious time on other tasks, especially analyzing data:

The hundred plus hours of delay that occur between weekly team meetings is not only time wasted, but it also contradicts Lean principles of one-piece-flow and eliminating delay. Putting this time to better use, and having teams meet for between two and four hours will give them all the time they need to locate root causes, conceive countermeasures, and devise improvements.

Remember, Six Sigma is all about the team. Avoidable errors that are allowed to propagate by your team will make certain its failure. Don’t let this happen to you.

You can view the original article here:

About My Nguyen

My is a staff writer for AITS. She has a varied background in writing and marketing, having previously worked for the World & Vietnam Report among others.

Check Also

How to Unite Enterprise and Project Risk Management

Enterprise risk management (ERM) is essentially just what it sounds like—taking a business-wide view of …

Leave a Reply

Your email address will not be published. Required fields are marked *