consultants

It’s the nature of the beast – The big consulting firms really sell training, not implementation. They hold relatively large staffs of people who only have value as a billable day – it forces them to take all comers whether or not the culture and leadership is ready.
There is also the question of whether Six Sigma is really the thing that is needed. Pepsi or any other mass market consumer’s goods company is likely to need to work basic supply chain issues first and fine tune them for unique markets like Mexico where Sabritas sells half of their goods through tiny mom and pop shops – not the same model as is right for the US.
You will see that all of the big Six Sigma companies have grown their offering as a response to different needs being voiced by the customer (it’s oh yea we do that too). The differnt offerings looks amazingly like Six Sigma (if you only hve a hammer ….). Look at how GG’s Lean Six Sigma looks almost identical to Six Sigma and very little like Lean, for example.

stan, there are surprises after all: your statistics skills suck (that’s a compliment like the one’s that you are famous for dashing out), but you know your stuff about six sigma implementations. one rarely sees comments on this forum about the real issues of six sigma implementations like for example your observation about supply chains.

Thanks for the compliment.
I have a challenge for you. Let’s pick any standardized test that involves knowledge including stats (CQE, CSSBB, CRE, …). I bet I can take the test twice as fast as you and get more questions right.
This is just a backhand way of saying that my stats skills don’t suck, they are better than yours.

Tom, you have asked a really good question!  But do recognize that the question will probably spark a lot of sentiment from several of the posters on this site (since they are consultants).  Stan has offered you a very insightful response and should be carefully weighed, amonst many other things.
 
Having worked as a consultant and also having retained six sigma consultancies (and other types of advisors and trainers), I have had the opportunity to see and personally experience many of the “dos and donts” from both sides of the fence. 
 
There is no single golden set of criteria that will exacty answer your question.  The answer can not be derived from any single thing or action, but rather it can be found in the many complex interactions that defines any kind successful business relationship, not just six sigma related.  Some, but not all, of the factors are;
 

The best consultancy is the one that fulfills the needs of customers.
The best consultancy is one that makes great profits.
The best consultancy knows the customer is royalty, not necessarily the king.
The best consultancy knows how to establish and build business relationships.
The best consultancy knows how to ferret out true customer needs, not just perceived needs.
The best consultancy knows how to lead vice being led.
The best consultancy knows how to effectively market their products and services.
The best consultancy knows how to create a mutually beneficial strategy.
The best consultancy knows how to communicate with top management, not just workers.
The best consultancy knows how to write effective proposals.
The best consultancy knows how to adapt their knowledge and skills to unique situations.
The best consultancy knows how to innovate solutions, not just reshape old ones.
The best consultancy knows how to diagnose a business and formulate prescriptions.
The best consultancy internally practices the principles they advocate.
Customers generally don’t fail, but consultancies often fall short of creating wining solutions.
Customers generally do not see their own, true underlying needs.
Customers manage their business from the Y side of things, not the X side..
Customers are not always right, but they are always the customer.
Customers seek innovative change, but seldom want to embrace or implement it.
Customers often need consultants, but seldom want them.
Even these factors can be argued through exceptions and “what ifs.”  Justifiably many would say this list is not comprehensive and does not span all circumstances.  This list is like a short list on why (or why not) abortion should be outlawed.  It is an eternal debate that will be filled with great emotion, terrific examples, heart felt empathy and personal experiences.  At day’s end, there probably is no right or wrong answer.  For sure it is one of those things that you can confidently say what not to do, but have great hesitation in saying what to do (in order to ensure you get the best consultancy).
 
Jim Ace

I am looking for consultancy firms in India which are recognized by the ASQ or they have the endorsement of the ASQ.

Move to the south?!Hell man, I come from a place where they still call that little conflict
from a little over 140 years ago The War of Northern Aggression.Cheers