Six Sigma and Organisational Learning Part 2
In order to see if Six Sigma support or inhibit as a mechanism for organisational learning, we need to see the failures and limitations of both as well.
Some companies fail to succeed Six Sigma programmes because of its wrong implemetation for instance. Lots of different factors can contribute to the failure of Six Sigma. For example, it can be the working environment, the organisational culture, the competence of the employees, their knowledge and skills, the lack of top management involvement, commitment or attitude, the lack of training, lack or resources, poor prioritization, poor communication, low motivation level, resistance of change, lack of employee engagement, lack of efficient leadership, no accountability, and so on.
The main problems of organisational learning can be the followings: to move from individual learning to organisational learning, defensive reaction amongst employees - resistance of change, poor communication, conflicts between short-term or long-term goals, behaviour of the managers/employees/Black Belt-Master Black Belt experts, changes in the organisational structure, organisational politics, lack of motivation, lack of team spirit and so on.
So how Six Sigma can support as a mechanism for organisational learning despite of both limitations and failures?