Introduction

The success of Six Sigma and Lean Sigma cannot be faulted. The rigorous Six Sigma process combined with the speed and agility of Lean Sigma has produced definitive solutions for better, faster and cheaper business processes. Through the systematic identification and eradication of non-value-added activities, an optimum value flow is achieved, cycle times are reduced and defects are eliminated, with the result of an improved all important bottom line.

However, managers confused by the grey areas of distinction between different quality initiatives and challenged by increasing internal demands and external competition are expressing concerns, including the question how do we sustain the results? This chapter answers this question and shows how to maintain and build on initial benefits. We call this sustaining fitness .

Barriers to Achieving and Sustaining Results

A recent survey by Basu (unpublished GSK survey, January 2001) has shown that there are considerable barriers to achieving and sustaining results in quality initiatives. These are illustrated in Figure 6.1.

Figure 6.1: Main barriers to quality movement

The biggest obstacle appears to be the packaged approach of quality programmes, causing a paucity of customized local solutions. Furthermore, due to the top-down directive middle managers are often not on board the initiative is not owned by employees. We can identify additional and complementary areas of concern, including:

• Some star performers of Six Sigma have shown poor business results (e.g. site closures by Motorola)

• Incomplete...