I was on holiday in August and hope you enjoy this reprint of one of my favourite articles (and also the one with the most positive feedback). Look for me to return next month…
Would you get on an airplane if you knew the flight would fail 25-70% of the time? What if it was only 1% of the time? Would you get on an airplane if you knew one out of every hundred (1:100) flights would fail? That would be a failure rate of approximately one flight per hour, every hour, out of Newark Int’l alone (or that of any other major international airport).
It seems that everywhere I look the message appears to be the same each and every time; Lean Six-Sigma fails. Depending upon the source, Lean Six-Sigma initiatives might fail 25-70% of the time. Some even claim that they never fulfill its promise or realize its potential. In fact, there are so many articles and lectures on how often and how much Lean Six-Sigma fails that it is amazing anyone would even bother trying to implement it, or otherwise select it as a path for improvement.
Yet leaders in business from around the world and across nearly every industry insist that Lean Six-Sigma programs have been wildly successful in their companies and can be as wildly successful in others – even yours.
There is an obvious disconnect; in the story, in the way it’s “told”, in the way it’s deployed and in its ending. But what might that disconnect be?
Click here for full article…
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