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Explaining Six Sigma Traps

Six Sigma – iSixSigma Forums Old Forums General Explaining Six Sigma Traps

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  • #26937

    iSixSigma Community
    Participant

    Explaining Six Sigma isn’t easy, but it’s not impossible. You can improve your impact with leaders in your company by avoiding the mistakes many have made Jeff Mitchell’s latest article helps with this exact issue (https://www.isixsigma.com/library/content/c001008a.asp). There are hundreds of individuals around the world who have struggled with this same issue.

    So we can all learn from our collective mistakes, please share any “traps” you may have fallen in to and how you would recommend others avoid them. Even if you don’t have the answers (which many of us don’t), please share your thoughts and others can join in the discussion.

    Let’s leverage the power of the Internet to aggregate our failures for the greatest benefit to the community of Six Sigma practitioners.

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    #65498

    Benjamin
    Participant

    I think the biggest trap i fall into is starting with the word “quality”. Most people have been associated with quality in the past and do not have a good taste in their mouth. I want to change the way they think about it but it always feels like I’m on an uphill battle. Does anyone else feel that way?

    Looking for help,
    Charles

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    #65499

    Mark Wadell
    Participant

    Hi Charles,

    Are you reading my mind? After accepting a new position, I feel as if I have to undo all the work my predecessor has “accomplished.” It will take serious work convincing them that the new quality is not as much about the paperwork.

    Cheers,
    Mark

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    #65502

    Thomas @ Micrografx NE
    Member

    Great Point, Charles.

    Here’s a neat trick. Next time, simply tell them that you intend to eliminate QC. That usually gets their attention. Once their interested, it’s typically a bit easier to discuss the “hows” and “whys,” as well as the impact these changes can have on both customer satisfaction and competitive distinctiveness.

    It’s obviously a discussion that needs to be held at the conceptual level but I find it gets the point across very well, very quickly.

    Best,
    THOMAS

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    #65513

    Anonymous
    Participant

    I’ve noticed two traps:
    1. Companies that pick projects that have a low probability of success. This is especially troublesome for companies that are new at Six Sigma. The management should choose projects, especially initially, that have a reasonable chance for success, as initial successes breed a desire for additional successes, and initial failures quickly lead to abandonment of the techniques.

    2. Back-filling is important. Too often, Six Sigma project leaders find themselves with an additional full-time job (Six Sigma). It’s not meant to be that way. Six Sigma itself (at least at the Black-Belt level) is a full time job itself. Black-Belts should not have to continue to do their regular full-time jobs.

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    #65514

    mcintosh
    Participant

    >1. Companies that pick projects that have a low probability of success. This is especially troublesome for companies that are new at Six Sigma. The management should choose projects, especially initially, that have a reasonable chance for success, as initial successes breed a desire for additional successes, and initial failures quickly lead to abandonment of the techniques.

    You’ve nailed it right on the head! You should never start and program with poorly selected projects. It is critical to get successful projects underneath your quality belt.

    In addition, you should never select bad projects in general. It gives a few individuals a “bad taste” in their mouths…they tell a few other employees about the terrible project/leadership/etc…and so on. Small tears around the organization can work together to tarnish your quality image.

    Tom

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    #70023

    Erikson Nainggolan
    Participant

    Dear, Sir/Madam
    I am a student at atma jaya university yogyakarta, in Indonesia.
    I want the research about sixsigma and for the first time i want to count the sigma level at the company.  I want to ask to you, what the data i need to collect for count the sigma level in a company. and how the formula to count the sigma level. I hope i can get the answer for my question.
    I am sorry because my english not good, and i am sorry cause have disturb your time.
     
    thank you

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    #70029

    Jaran S.
    Participant

    I am in Thailand, not far from Indonesia. We are together in ASIAN.
    To measure Sigma level for a specific process, you measure the critical output (what you have to measure to meet the specification).
    Then calculate mean and standard deviation.
    Compare mean and standard diviation against the specification.
    How to calculate, read some Six Sigma books or articles.
    If need more help, mail to [email protected]
    Jaran S.

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    #70051

    Whitehurst
    Participant

    1. No accountability to staff or project champions.
    2. Inadequate resource allocation across the board (Black Belt, Green Belt, Mentor).
    3. Project selection in the absence of criteria that will define success, and an unwillingness to back peddle.
    4. Black Belts assigned to projects outside of their area of expertise, steepening an already daunting learning curve.
    5. Black Belts lacking soft skills.
    6. Training that was too tool-specific, without sufficient emphasis on the underlying methodology.
    7. The use of brainstorming tools in place of available data resources.
    8. Project savings pronouncements that are diluted by unrelated savings efforts or ones that shouldn’t be attributed to 6 Sigma (e.g. rework).My aching head!

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    #83271

    Ulises
    Member

          Joe :   Very well  you´ve  summarized your eight interesting viewpoints. I´d only add one ninth more, which perhaps might be somehow included in your items 3rd  or 5th :   
          
           Regards,    Ulises.

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