Original message
| Yvonne
 |  "management resistance"
, Sat 5 Jan 14:09 
Do you have any case studies concerning resistance to six sigma derived recommendations? I'm particulary looking for managers of divisions of corporations who have been told to use six-sigma or process owners who refuse to implement projects
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Replies:
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| Adams Six Sigma
| "Re(1):management resistance" , Thu 31 Jan 18:08
We have not had a lot of problems with this as there is a lot of time spent with the management and getting alignment with the organizational objectives before ever identifying projects. The projects are signed off by the process owners before ever starting to work on them.
This is not to say that there it is easy going to convince the management to start but until they are on board and supportive do not move to the next step. Appears that there are organizations sending people to Black Belt training and then assigning projects and skipping management and process owners. This is a sure path to failure.
If managers and process owner are not implementing demonstrated success then it seems that likely no one has addressed the WIIFM (what's in it for me?)for those specific people. Why would anyone pass up an additional $100,000 to $1,000,000 in profits? Only things I can think of is that they are not convinced the savings are real. Some one had skipped several steps in the process if the process owner won't continue implementation. The process owner should have agreed that this project was a good idea and supported the change early on in the define stage.
Seems to me what you are describing is a case where people have been trained to use the tools but all of the management alignment is missing. This is NOT in my opinion six sigma, but rather the application of tools without support or committment.
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