Whats wrong with Six Sigma?

Let me try to answer the above question....for the nth time...just kidding!!!!

Why do leaders still think (after so many organizations have reaped huge benefits using six sigma) that Six Sigma is complicated/bureaucratic?

Six Sigma inherently through its phases Define-Measure-Analyze-Improve-Control disciplines us to follow a structured approach to solve problems (for which solution is unknown).

[If we know the solution, there's no need to use this approach. Other project management approaches such as PMP, Prince2 etc can be used to bring in the required structure]

You cant bypass (or shortcut) any of the DMAIC phases or its associated toll gates to achieve and sustain the right solution thereby improving the processes (resulting in $$$/metric improvement etc) and ultimately increasing the market share by satisfying and exceeding customers' expectations. What ends up happening is this discipline/structure gives an irksome feeling of bureaucracy to the operations leaders who are not used to following this structured and disciplined problem solving approach. This structured approach also goes against the heroic leadership style of being responsible for putting out the fires in their organizations. As long as organizations are dependent on and encourage heroic style of leadership, six sigma will always "feel" complicated and bureaucratic! If Lean Six Sigma discipline is adhered to for solving every problem (where root cause is unknown), there will be no need for heroic leadership. We need to keep in mind that the rigor tends to be difficult the first time around (hence takes time), but with continued practice, it comes as easy as driving a car or a bike. At the same time, the onus is on us to eliminate NVA (non-value added activities) in our structured approach without compromising the rigor.

Whats wrong with the use of statistics?

Many operations leaders are turned off by statistics; I fail to understand why!!!! Statistics has been around since 5th century BC and surrounds us in every way possible (click on the hyperlink to know about the numerous day to day applications of statistics). Statistics minimizes the risk of incorrect decision making and hence should be used as a powerful tool not just by the leaders but by everyone not just in work life but also in personal life. At the same time, usage of too much jargon (as a show off) should be avoided by us practitioners.

Somewhere along the journey, due to various reasons such as corruption/dilution of lean six sigma curriculum, lack of adept lean six sigma practitioners etc, such wrong perceptions have crept into our operations leaders/colleagues and has led to knee jerk reactions toward Six Sigma.

Its up to us practitioners to continuously (and patiently) educate our leaders (and employees) to eradicate the above misconceptions and also keep practicing and improving our ways of working as well.