53 reasons why six sigma deployment fails

Mike Carnell provides a great list of why six sigma deployment fails:

1. Not severing themselves from their old job, at least through training
2. Treating it as an academic exercise
3. Failing to appreciate the complexity of dealing with people
4. Failing to recognize Control as the most difficult phase to implement effectively
5. Not transferring ownership of the solution to the team as the project progresses (the solution becomes personality dependent)
6. Spending to much time on the computer and not enough time in the process
7. Not communicating effectively with management - they speak the language of money
8. Presenting results as if it were a science project - using things such as ANOVA tables to convey results (graphical representations convey more information faster - you are communicating an idea)
9. Avoiding resistance - when you know it is present you have to deal with it
10. Creating a exclusive club attitude around the program
11. Not sharing the credit for the solution with the team
12. Taking credit for work accomplished by another initiative or an ongoing project.
13. Focusing on certification rather than the team project and the company’s results
14. Not providing the team the opportunity to share the spotlight (have them attend a management presentation or better yet use them in the presentation)
15. Generating false data
16. Not getting at least a basic understanding of the tools required to do an analysis
17. Including special effects in the presentation to cover a lack of content
18. Using a large number of slides to cover a lack of content in project reviews
19. Running to the Champion to break a roadblock before they try themselves
20. Not taking a roadblock to the Champion after they have tried themselves
21. No concept of Customer expectations
22. No vision related to Customer expectations
23. No follow-up on the annual operating plan
24. Lack of alignment (horizontal or vertical)
25. No visible leadership at the executive level
26. Business executives do not show up for report-outs (conveys a lack of priority)
27. Deploying Six Sigma without a goal (reason for deployment)
28. Deploying Six Sigma with a goal but no plan on how to get there
29. Abdicating the deployment plan to a consulting company
30. Trying to change the organization without a detailed change process
31. Not having metrics in place for management participation
32. No metrics for Champions
33. Champions do not show up for report-outs
34. Having metrics in place but no feedback (or limited feedback annually, semi-annually, quarterly)
35. Not having multiple projects queued up for each MBB, BB or GB (so when they complete a project the next one has already been selected)
36. Not communicating deployment plans effectively through the organization
37. No rewards or recognition program
38. A rewards or recognition program that does not recognize teams
39. No retention program for trained personnel
40. Trying to use contract type agreements to retain MBBs and BBs
41. Project selection process does not identify projects related to business objectives
42. Middle management operates on their own agenda (feel support is optional)
43. No accountability
44. Champions do not break roadblocks
45. No buy-in at the Process Owner level
46. Process Owner believes they have the option to not buy-in
47. Supply base supplying poor quality material
48. No consequence for suppliers sending bad material (typically because of price)
49. No plan to deploy into the Design and Marketing functions after Operations has launched
50. Believing a single initiative can/will solve all your problems
51. Using BBs for fire-fighting
52. Buying cheap software to save money on the deployment
53. Training BBs without providing a computer

Are you guilty of any of these?