1)Unwillingness to learn: If the organization does not provide the right conditions for the training, employees are most likely to become indifferent. They will then only be interested in showing up, without ever concentrating on understanding the Six Sigma concepts and methodologies that the trainer might be trying to communicate to them. They will also never feel the urge to go through the tutorials or other reference material supplied during the training on their own time.



2)Forcing employees to attend training classes: Very often companies force their employees to attend training sessions in between or after their routine work schedules. Most companies do not realize that learning new concepts, especially those related to Six Sigma, is not easy. Addtionally, it is highly unlikely that employees will feel motivated to lend their full cooperation and support when they are forced to do something that they do not like. What companies can do is to offer incentives to employees if there is no other option other than to conduct the training during work hours.

3)Urgency to complete the training in the shortest possible time: Business organizations often feel a shortage of manpower, especially when a considerable percentage of the employees are busy with Green Belt training. This may sometimes force companies to instruct the trainers to complete the training in the shortest possible time. When such as directive is issued, the organization no doubt is able to solve the problem of manpower shortage - but in the long run, the organization is most likely to encounter more serious problems related to Six Sigma implementations. When the stress is on completing the training in the shortest possible time, it is highly unlikely that employees will be able to grasp the topics being discussed in the training. Employees with limited awareness will then only prove to be a burden for the implementation team.

4)Inability to convey the use of statistical tools and techniques: Six Sigma relies heavily on the use of statistical tools and techniques, but most trainers forget this vital aspect; and as such, concentrate more on the theoretical aspects of Six Sigma. It is true that Green Belts do not need to have in-depth knowledge like the Black Belts, but still the trainer should not forget to convey the real purpose and use of statistical tools and techniques because a general understanding of the subject is necessary even for Green Belts.

5)Inability to provide practical training: Employees may become proficient in the theoretical aspects of the training, but until and unless they compliment their theoretical knowledge with on-the-job training, they will not be able to contribute much to the actual implementations. Organizations often fail to realize this and start playing blame-games when an implementation project fails to achieve the desired results.

An organization may have hired the services of the most successful and renowned Black Belt, but if it does not take measures to avoid such mistakes, it will not be able to do justice to the implementations. It is always better to learn from the mistakes of others, especially when the stakes are high.