A study into the reasons for process improvement project failures: results from a pilot survey

Jiju Antony, Fabiane Leticia Lizarelli, Marcelo Machado Fernandes, Mary Dempsey, Attracta Brennan, Julie McFarlane

Research output: Contribution to journalArticle

6 Citations (Scopus)
43 Downloads (Pure)

Abstract

Purpose: Process improvement initiatives, such as Lean, Six Sigma and Lean Six Sigma, typically have common characteristics that are carried through projects. Whilst a project’s performance is an important determinant of the successful implementation of continuous improvement (CI) initiatives, its failure can undermine the impact of any CI initiative on business performance. As a result, an understanding of the reasons of process improvement project failures is crucial. The purpose of this paper is to present the results of a pilot survey highlighting the most common reasons for process improvement project failures. Design/methodology/approach: This paper presents a pilot survey of 42 Brazilian manufacturing specialists who have been involved in process improvement projects. The participants of this survey were Six Sigma Master Black Belts, Black Belts, Green Belts and Six Sigma champions from manufacturing companies in Brazil. The survey questionnaire was piloted with five experts in the field in order to ensure that the questions were valid and technically sound. Findings: The execution of Six Sigma projects in organizations results in a moderate rate of project failures. These failures can cost organizations several millions of dollars especially within the context of larger organizations. The main reasons for project failure, as cited by the specialists include: resistance to change, lack of commitment and support from top management and incompetent teams. Research limitations/implications: The authors report the findings from a pilot survey having a limited sample size. Moreover, the data have been collected from one country and primarily from large manufacturing companies. Originality/value: To the best of the authors’ knowledge, this is the first empirical study looking into the reasons for process improvement project failures. The authors argue that if the top reasons for such failures are understood, a framework can be developed in the future that can mitigate the chance of project failures during project execution. This could potentially lead to significant savings to the bottom-line of many organizations.

Original languageEnglish
Pages (from-to)1699-1720
Number of pages22
JournalInternational Journal of Quality and Reliability Management
Volume36
Issue number10
Early online date22 Jul 2019
DOIs
Publication statusPublished - 4 Nov 2019

Keywords

  • lean six sigma
  • continuous improvement
  • project management
  • project failures
  • six sigma project failures

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