9 reasons why Lean Six Sigma Teams fail

Most people who have worked in industry for a few years will have worked in at least one high performance team. It’s a great feeling, a sense of can-do, a sense of accomplishment when the job is done and the camaraderie amongst team members. A good team is fertile ground for friendships to grow. When you look back, can you decipher the factors that led this team to success while others fail?

It can seem to be a multitude of small things but in reality, there are 9 core reasons why teams like Lean Six Sigma teams succeed while other teams, even Lean Six Sigma teams fail.

For effective Lean Six Sigma teams, the management must have confidence that the people closest to the work should be responsible for finding and implementing solutions. It is ok to delegate improvement work but it is not ok to abdicate responsibility for the final outcome.

Lack of a clear goal.

Each Lean Six Sigma team must have a clear mission and purpose with well-ordered objectives. Vagueness is the enemy. Team members must know what is expected of them and how their contribution is going to impact the organisation as a whole. The Lean Six Sigma DMAIC improvement cycle helps to ensure there is clarity around the goals and expectations for the team.

Lack of Talent

The team must have the talent necessary to fulfil its objectives. A team approach generally requires multidisciplinary skills and eagerness to participate. Lean Six Sigma training is critical to success. Lean Six Sigma training helps team members participate as equal members on the improvement team. They understand the DMAIC improvement cycle and the improvement tools that lead to success.

Team members have to be able to participate as equals in order to give their best to the team. Formal Lean Six Sigma training empowers team members to reach their full potential.

Lack of multidisciplinary roles

The team member’s role must be carefully defined and understood by both the individual and the others within the team. Each member should recognise how an individual’s unique role contributes to the overall effectiveness of the team.

Lack of procedures

The team should develop effective and efficient procedures which they must use to accomplish their responsibilities. The procedures must include issues related to planning, decision making, running meetings and communicating effectively. Think back to any poorly performing team. A lack of communication, a lack of planning and poor decision making practices are inevitably reasons for its decline.

Poor Interpersonal Relations

The members should be able to resolve conflicts as they arise in a constructive fashion and be able to challenge each other in a way not seen as personal confrontation or attack. The rules and norms of behaviour should be openly discussed and agreed upon, establishing a climate of trust. Team members must be flexible, objective and have a sense of humour to rise above the conflicts.

Lack of appreciation:

Team members should appreciate each other for their contributions to the team. Each meeting is an opportunity to reflect on what has worked well since the last meeting and to say ‘well done’ to team members.

Poor external relations

The Lean Six Sigma team does not work in isolation, the ideas and plans that are proposed will affect the wider working community. The team should be able to establish constructive relationships with the broader environment such as customers and other managers who provide feedback, resources or other assistance to the team. Members should be able to scan the environment to recognise threats and opportunities so they can capitalise on opportunities and minimise the threats.

Lack of Leadership

The role of the team leader is extremely important for a team to be effective. The team leader ensures the team’s goals are clearly understood and provides guidance on how to achieve those goals. The team leader helps the team set its priorities, develop plans and obtain the needed resources to meet those priorities. In particular they help with communication and co-ordination of activities within the team and outside the team.

Team members look to the team leader for guidance. There is an expectation that the team leader will have the knowledge to help overcome the obstacles that arise. Lean Six Sigma team leaders should be trained to Green or Black belt level so they can introduce team members to new problem solving tools when the need arises.

Lack of reward and recognition

The team should have the recognition and the appropriate authority to be able to complete their mission. An individual's contribution to the team should be respected, valued, and always your rewarded.

These basic principles of team management are not always covered in Lean Six Sigma training courses. However, the ability to manage a team is central to the success of the Lean Six Sigma improvement effort or indeed any transformational project. The next time a Lean Six Sigma team is formed, check to make sure it is set up for success and not failure.

Lean Six Sigma black Belt training, Certification with Iiba Endorsed Education Provider with R Statistical Software.