5 main limits why Lean Six Sigma is not omnipotent

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Lean Six Sigma (L6S) is a tool, not a magic wand. Just as the screwdriver is not suitable for gently opening the lock, the L6S is not a suitable method for solving all the problems we encounter.

Lean Six Sigma is very data-oriented. Despite the fact that half of it is working with human potential, the Lean 6 Sigma is not suitable for solving vague problems that cannot be specified. This method works with a specific problem and needs to solve a limited number of factors that can be consciously changed, i.e. controlled. This means that if we want to solve something with the L6S method, we must know the problem. There is no L6S without knowledge. If we are dealing with a problem that some factors do not know, we should either identify them or at least reliably predict their impact.

This method is not at all suitable for solving large-scale problems, such as the unequal distribution of wealth among people. First, it is not realistic to describe this phenomenon by objective factors, on which almost everyone agrees. Second, the factors can be too many and can be so unpredictable that it is not humanly able to control them. And just as a reasonable person prefers a key to a screwdriver before opening a door, he prefers other ways to an L6S if it's more convenient.
 

Limits of Lean Six Sigma

First limit: Strong data orientation

L6S is a strong data orientation. Without data, it is virtually impossible to make rational decisions within L6S. In this context, a very nice aphorism occurred to me: “Without facts, you are just another person with an opinion.” Assumptions and beliefs based on experience without relevant facts have no place in L6S. “I guess we have a problem here” solutions are beyond the scope of L6S.

Second limit: Solving problems other than losses

The second limit of this method is the focus on solving specific problems, namely losses. Losses in any form are the focus of L6S. Therefore, it does not make sense to use L6S to solve problems that are not losses. The same sequence of loss management applies here, namely to get rid of the biggest losses as soon as possible. This will free up financial as well as work capacity to eliminate minor losses. Because limit number one applies, losses need to be quantified specifically, preferably in the form of a single common denominator: in monetary units. To convert everything to money means to see things from one point, to compare all losses on one scale. This avoids unnecessary waste of resources to solve marginal problems, exaggerated by the approach “it seems to me”.

Third limit: Customer orientation

The third limit is customer orientation. Lean Six Sigma only makes sense if the use of its tools leads to higher customer satisfaction. On the other hand, if the customer does not request a change, the use of this method is against its meaning, even its use can lead to excessive waste, which is completely against the logic and philosophy of L6S. All L6S activities must therefore be based on knowledge of the customer's needs and only on the basis of his “call for change” should the L6S machinery be launched.As an example, I can cite the problem of measuring the weight of a commercial sugar package. If the market (ergo customer) requires a package weight of 1 kg +/- 10 grams, it is pointless from the point of view of L6S to control the weighing process so that it works in the range of +/- 1 gram. I am deliberately talking about the scope, not the accuracy of the weighing. The customer simply does not appreciate such accuracy. He is not willing to pay more to reduce weight variance. And there is no doubt that it will cost the manufacturer more. If nothing else, the difference will be in the price of the scales used to control the weight.
 

Fourth limit: Discipline

The fourth limit is discipline. It is natural for people to want solutions now and correct them tomorrow at the latest. However, such an action approach often leads to unsatisfactory results. The reason is basically artificial time stress, which is placed on the solvers. It does not allow the collection of sufficient data on the problem, it does not allow accurate data analysis, nor the correct implementation of corrective measures to check their effectiveness. A quick decision is like to rely on archery on the off chance. We can hit right in the middle of the target, but it's more or less about chance. Most likely, we will probably aim for the goal. And so we can get into a vicious circle, where fast action leads to an unsatisfactory result, which leads to a demand for even faster action. Eventually, the problem is postponed ad acta as unsolvable and the whole case is swept under the rug. The result is the frustration not only of the solvers, but also of those who have to live on with an unresolved problem. The L6S approach is not like shooting from a belt, but rather sniper shooting. Preparing to fix the problem takes much longer than fixing the problem itself. If the sniper prepared responsibly, he would solve the problem once and for all with minimal collateral losses. Of course, the L6S is not used to kill people, but as with a sniper, it requires a long preparatory phase, a disciplined approach to correcting the problem, and checking the effectiveness of corrective action. No phase may be skipped or neglected. If you follow these rules of the game, the elimination of the problem is almost certain.

Fifth Limit: People Engagement

The fifth limit is the commitment of the people. Maybe it's not even the limit, it's more of a pillar. L6S makes sure that everyone involved is involved. Everyone can help solve the problem and their efforts need to be supported. No idea to fix the problem is stupid. It is foolish to reject this before it is rationally reconsidered. Personal commitment to solving a problem leads to improved discipline, process knowledge, improved skills and, last but not least, greater loyalty. Because we give people the opportunity to influence the problems we face together, we motivate them. We motivate them in the best way. We give them a sense of belonging, a common interest. If we make a change from directive decision-making to a sense of ownership, we gain their irreplaceable human potential, the potential to create. Create solutions using your own experience, common sense and knowledge. This potential cannot be replaced by the most sophisticated statistical methods or money. But there is one risk. Not everyone is able or willing to get involved in problem solving. It is a great mistake to punish such people, because it creates a feeling of fear that I may be punished in the future. It is much more sensible to reward people, because reward always leads to more effort to get involved again. However, remuneration should be fair, measurable and reasonable. Any fake approach is very likely to return as a boomerang. We will lose the trust of people who are sincerely striving for change.

How to summarize it? Who is L6S for?

To summarize all the features of Lean Six Sigma not only from this article, it is true that L6S is a powerful tool to eliminate losses or problems in any process. It doesn't matter if it is baking pastry or providing banking services. In L6S, discipline must be observed and decisions made on the basis of the analysis of measured data, i.e. knowledge of the problem. Although they often appear impersonal and inhuman, the opposite is true. The L6S approach seeks to make the most of the unique human potential, the potential to create. Most importantly, however, its use is based on knowledge of customer needs. If the organization is in a competitive environment where the customer has problems, its deployment makes sense. However, if an institution with an almost monopoly or truly monopoly position is trying to establish it, its establishment is often a farce, a theatricality. The reason is relatively simple. Monopolies are not interested in the customer and his satisfaction. His interest is maximum profit regardless of the quality of services. In this case, L6S must necessarily fail, because its intention is exactly the opposite. Maximum profit with maximum customer service quality. The L6S works on this principle and that is its last limit.
Lean Six Sigma requires a strong connection with the customer, knowledge of his needs and a sincere effort to satisfy him. Unfortunately, many companies do not make this effort because no one and nothing pushes them to a satisfied customer. This pressure can only be exerted by the open market, which is like a mirror showing the ruthless truth about the sincerity of the organization to satisfy its clients.
 

The article was prepared for you by:

Ing. Tomáš Foltin

Course lecturer in the field of:

• Statistical methods
• Process management
• Management systems