“Six Sigma projects failed. Not one or two but many of our projects failed.”
We were surprised to note this statement coming from some of our clients. We thought we must do a root cause analysis on this one. We decided to use a focused group approach. Best opportunity to try this out was with Black Belts and Master Black Belts. The 5 Why’s in the discussion went like this.
1. Why do you think projects fail?
Response - The projects technically did not fail during DMAIC. They failed during implementation.
2. Why did they fail during implementation?
Response - They failed as the desired process change could not be sustained at the work place.
3. Why did this happen? Was the control phase completed properly?
Response - The control phase was carried out well. There was evidence of sustenance of improved effort. The projects were closed out only after evidence being seen for a reasonable time. Everyone was convinced that the solution was proper and sustainable.
4. Why was the process compliance not managed after control phase? Did process owners agree to take charge of the process?
Response - The hand over was done properly. The process owners had understood and agreed to the new process flow and documentation. They were also involved in project throughout.
5. Why could process owners not ensure control on input variables?
Response - They did try. They did not have a structured method to check the process compliance.
Well, there you have it. The root cause of project non – sustenance was in failure of process compliance. Many projects in service sector do not lead to mistake proofed solutions. This means that people really need to change their way of working to some extent. They need to use new steps, use changed communication, or do things in a new way. While all sounds good on paper, there is no one who can question people on whether they are really following steps and ask for evidence. This task of checking compliance is an unpleasant task. Many times compliance check is limited to the process owner asking – “Are you using the new process?” Well, this is not sufficient.
What should be done?
Process compliance needs auditors or more importantly auditing skills. There is really no need to hire auditors. People need to be trained as internal auditors. There has to be a mechanism of periodic audits, which make us of a well thought out audit plan, auditing checklists and auditing skills. People need to learn how to do cross audits (no one audits his own work) without intimidating others. The message needs to be – “We are not checking humans but process sufficiency. If there are gaps, we shall jointly try and fix them”. As the logical conclusion of an auditing cycle, non conformances shall need to be closed out in defined time-lines.
All this can be learnt in an auditing skills program. Certified auditors not only know how to conduct audits but also how to plan, and ensure effectiveness.
Where can auditing skills be learnt?
Process improvement enthusiasts do not need to go through a Lead Auditor Course, which is primarily meant for third party auditors. What you may like to undergo is a two day IQA certification program. Benchmark Internal Quality Auditor programs have been launched in four cities. As one goes through this certification program, one also gets a clause by clause learning of ISO 9001:2008 standard published by ISO. Here are a few details -
Program Name– ISO 9001: Quality Auditor
Duration – 2 days – Click here to view on calendar.
Eligibility – Anyone who wants to learn about effective auditing for a quality management system. GB, BB, MBB’s shall find it extremely useful as they can try and set up an audit management system. People with non Six Sigma background shall find it as best possible introduction to a Quality Management System.
Certification – All participants who successfully complete the exam on second day (last day) shall get certified as an Internal Quality Auditors.
Why attend this program–
a. The level of detail investigated during an audit is critical to the success of continual improvement programs. It is also really important to ensure that the audit is not just a 'paper trail', but time is taken to discuss the process with the process owner and other people involved in the process; that way, the auditor will learn a great deal about the suitability of process controls and the level of compliance to stated requirements.
b. Professionals committed to continual improvements or quality should be exposed to quality standards. While there are many management system standards from ISO (International Organization for Standardization) and from Industry bodies (like COPC for call centres, SEI-CMMI for software development, ISO 27001 for IT security, ISO 22000 for food safety, AIAG for automotive industry, ISO 14001 for Environmental Standards, OHSAS 18000 for Occupational Health and Safety etc), most standards are based on the base standard which is Quality Management System Standard - ISO 9001:2008
Why attend this course with Benchmark-
Benchmark operations started in India with ISO 9001, ISO 14001 and OHSAS organizational certifications and 600 plus certified clients. The trainer for this program is Mr. LK Tandan who is a veteran of auditing world and carries the highest management system auditing status achievable, that of Principal Auditor with IRCA, UK. He has conducted more than 25 Lead Auditor courses and has trained more than thousand professionals on auditing skills with ISO 9001.
Next Steps
If you are interested in these programs, you can contact us using any of the flowing methods –
- Call us at India Toll Free 1800 102 3003 or
- Reply to this email with your contact details or
- Click here to chat with us.
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