| Six Sigma Benchmarking projects are structured | | | | processes of the two organizations in the correct |
| and systematic, concentrating on superior | | | | light, then they will not be able to find and come |
| performance at the end of the project. | | | | up with good improvements to the project. |
| The success of each benchmarking project is | | | | 4. Too much work: If teams decide to cover a |
| dependent on the participation of all the parties | | | | broader area, they will soon find it unmanageable |
| involved. The involvement and the commitment | | | | to carry out the project systematically to its |
| of senior management are necessary for | | | | logical solution. |
| projects to achieve their objectives. | | | | By making simple flowcharts, breaking down the |
| Six Sigma project efforts are bound to fail if | | | | projects and having a logical approach to Six |
| teams do not understand the areas of concern | | | | Sigma project selection, the team will be able to |
| for internal processes, or management does not | | | | contribute positively to the project. |
| support them properly. | | | | 5. Lack of commitment: If managers are not well |
| Various reasons why the benchmarking efforts of | | | | informed about the pros and cons of the |
| some companies fail are listed below. | | | | projects, they will underestimate the effort, in |
| 1. Lack of understanding: The key factor for Six | | | | terms of time and cost, needed for the |
| Sigma benchmarking failures is the lack of | | | | successful completion of the project. |
| understanding of internal processes and the | | | | A lack of commitment of top management to |
| mission and the goal of the organization. If | | | | support the project in its entirety means sure |
| management does not align the activities with the | | | | failure of the Six Sigma benchmarking project. |
| mission statement of the organization, then all | | | | 6. Focus on metrics rather than processes: Some |
| efforts will be wasted. | | | | organizations tend to focus on performance |
| The failure to understand the needs of the | | | | metrics rather than the overall processes. |
| customer, the outcomes of the processes and | | | | If the other organization has high returns due to |
| the performance of the process is responsible for | | | | certain reasons, then a study of your organization |
| efforts failing. | | | | processes is necessary in order to understand its |
| 2. Lack of sponsorship: Unless there is acceptance | | | | drawbacks and improve upon them to achieve |
| of the Six Sigma project and its objectives and | | | | the benchmarks. |
| potential costs by management, any | | | | 7. Failure to monitor process progress: If the |
| improvements made may prove useless. | | | | teams have completed analysis and |
| Team leaders may not accept the improvements | | | | implementation of the changes to any process, |
| for lack of understanding. | | | | management should monitor its progress on |
| 3. Unfamiliar Teams: If the members of the team | | | | implementation. |
| are not familiar to the process or the area under | | | | By failing to monitor results over a longer period |
| consideration, they may not be able to | | | | of time, the benchmarking project will surely fail. |
| understand the minute details of the process and | | | | The failure of benchmarking efforts can be |
| its relevance to the success of the project. The | | | | overcome by planning the Six Sigma project |
| members of the team should be people who | | | | carefully. Projects must be managed and |
| have experience in the working of the process. | | | | coordinated well among the team members by |
| If team members are unable to compare the | | | | the active participation of senior management. |