I humbly submit that you refresh your knowledge of Deming’s 14 points and 7 deadly diseases (pay close attention to number eight of the 14 points). Six Sigma is a thing and can do nothing without people. People will use or abuse the tools and the way they figure their “savings.” In an atmosphere of fear, people do strange things to survive. Then give some deep thought as to where the fault truly lies and why. It all comes down to the people who manage and “lead” the business. Then your savings dance – or “mambo” – and the reasons for it may become clearer. Hint: it’s not the tools and methodologies.
Next, refresh your understanding of The Goal by Eli Goldratt and the Theory of Constraints. It addresses your capacity issue, spot on. If you have gained capacity without growth in your sales and markets, maybe that’s where one can focus their efforts.
When tools, methods are used and cost reductions are figured without a thing called Profound Knowledge and in an atmoshpere of fear, you will get what you have apparently experienced with Six Sigma. Hint: not all Six Sigma efforts are garbage, but many are. Again, go back to the reasons why and who is respnsible. Hint: try using the 5 Whys and get to the root causes and stop falling prey to post-hoc fallacy syndrome.
What you describe in your anti-six sigma postings maybe the result of management’s short term thinking, push for “instant pudding”, lack of profound knowledge of their business, and the fear they have created within their organization.
Lastly, if you have excess capacity and you do not need to operate the machines and processes with all of their ineffieciencies and waste, you get real cost savings, not just the hoped for ones you describe. A little deeper dive into the true savings from your scenario might prove beneficial, and enlightening. In my opinion, your thinking is about a half an inch deep and miles wide, as my old and wise sensei would say.
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