The reason why many organizations consider implementing a six sigma initiative is due to its promise: greater process efficiency, higher level of customer satisfaction, and overall improvement to profits. That's a difficult offer to refuse. Oddly, thousands of businesses choose not to deploy the strategy because of misconceptions about it. There are a lot of myths that surround the methodology, but most are either completely wrong or largely misunderstood. In this article, I'll explain 5 common fallacies about six sigma and clarify a few false impressions along the way.



#1 - It's All About Data

If you've taken a cursory glance at the methodology, you'll probably remember that it relies heavily upon data. A lot of business owners and managers believe that it does so while neglecting the needs of customers. In truth, the data is used to improve the experience that customers have with a business. Without the ability to measure the variables which impact process efficiency, performance, and deliverability, there can be no hope of improving those things. While data is an integral part of six sigma, its use is primarily to delivery a better customer experience.

#2 - Here Today, Gone Tomorrow

A trip to your local bookstore will make it immediately obvious how many quality improvement strategies exist. Unfortunately, most of those strategies hide behind the facade of improving process efficiency. They promote a "quick fix" solution that is easy to implement; that's why many of the fad strategies disappear quickly. Six sigma approaches quality improvement from a long-term perspective. Identifying flaws in processes, analyzing data and setting benchmarks, and designing creative solutions to implement require time. It's an effective approach and there's no facade to hide behind, which is why the methodology lasts.

#3 - Only Big Companies Need It

For some reason, a lot of small business owners mistakenly believe that the strategy is only effective for large organizations. This is actually a self-perpetuating fallacy. Because six sigma has been deployed mostly in large companies, people think it should only be deployed in large companies. In fact, the methodology is just as effective in small and medium-sized businesses. Plus, smaller team of black belts and green belts can be gathered to initiate projects, often requiring fewer resources.

#4 - It's A One-Shot Initiative

Six sigma is not a one-shot deal. It's not like having a company logo created. Instead, businesses should plan to integrate the methodology throughout the organization on a continuous basis. Not only must defective processes by resolved, but improvements to those processes must be tracked to ensure long-term success. Organizations deploy the strategy in order to find and eliminate flaws with process efficiency, customer satisfaction, or quality. However, once those results have been delivered, there is an ongoing need to maintain those gains over time. That comes from developing a change in corporate culture that adheres to the six sigma philosophy.

#5 - You Can't Measure Its Success

Actually, you can. Unlike many quality improvement fads, the methodology is strictly data-driven. As a result, it's specifically tailored so that senior management can easily identify where improvements have been made. What's more, they'll be able to review the significance of those improvements. Part of the strategy is identifying the inputs and outputs for every process that is targeted for review. Data is carefully collected and analyzed to determine the influence of those inputs and outputs on quality, efficiency, and deliverables. When solutions are implemented, their effect is easy to identify and measure.

If a company lacks the resources to train employees and deploy a six sigma project, their hesitance to move forward is understandable. But, it's important to separate truth from fiction. Once you understand how the methodology truly works and how it's used, you'll be able to make an objective decision whether to integrate it within your business.